Quality, Safety and Patient Experience Strategy

Size: px
Start display at page:

Download "Quality, Safety and Patient Experience Strategy"

Transcription

1 Quality, Safety and Patient Experience Strategy November

2 Document Name Quality, Safety & Patient Experience Strategy Version V7 Author/s Name Job Title/s Jenny Briggs Interim Programme Director - Transformation Executive Lead Tricia D Orsi Approved by Governing Body Review Date Change Record Date Version Changes made , still in draft Addition of comments from Tricia D Orsi Version 7 Comments added TD 2

3 Contents 1. Foreword Introduction Background and Context Defining Quality, Safety and Patient Experience Purpose of this strategy Our Commitment to Quality, Safety and Patient Experience Our Values Our Vision Vision for Quality, Safety and Patient Experience Quality, Safety and Patient Experience through Commissioning Procurement Incentivising and Monitoring Quality with our Providers Partnership Working Patient and Public Involvement Commissioning Reference Group Patient Participation Groups (PPG) Governing Body National drivers for quality, safety and patient experience NHS Five Year Forward View The NHS Outcomes Framework Harm Free Care & the NHS Safety Thermometer Summary Hospital-Level Mortality Indicators (SHMI) Care Quality Commission (CQC) Essential Standards National Institute for Health and Care Excellence (NICE) Quality, Innovation, Productivity & Prevention (QIPP) National Reporting and Learning System (NRLS) National Reports and Investigations No Harms Event Co-Commissioning Safeguarding adults and children Parity of Esteem Roles and Responsibilities for Quality Assurance The Role of the Clinical Commissioning Group

4 6.1.1 Our Role as Co-Commissioners Group and Team Responsibilities for Quality, Safety & Patient Experience The Governing Body The Quality and Governance Committee The Clinical Quality Review Group (CQRG) The Quality Support Team The Role of Member Practices Quality Surveillance Groups (QSGs) The Commissioning Support Unit (CSU) Individual Roles and Responsibilities The Accountable Officer The Chief Nurse All CCG Staff Quality, Safety and Patient Experience Assurance Processes Monitoring and Assurance for Commissioned Services Using data to assess and improve quality, safety and patient experience Complaints and patient feedback Quality Monitoring for New Projects and Services QIA Tool and Process Other Quality, Safety and Patient Experience Mechanisms Safeguarding adults and children Information Governance and Caldicott Clinical Audit Medicines Management Domestic Abuse Next Steps and Developments

5 1. Foreword Continuously improving patient safety should be at the top of the health care agenda for the 21st century. The injunction to do no harm is the defining principle of the clinical professions (Lord Darzi; High Quality Health Care for all 2008). This Quality Strategy is to underpin the commissioning of the highest quality care services for the people of Castle Point and Rochford. The CCG wants the implementation of this Strategy to provide local pride in the NHS and wants the people of Castle Point and Rochford to be confident that their healthcare services are amongst the very best. The CCG will strive to ensure that the high quality health care it commissions is provided on the basis of its on-going commitment to equality of experience and outcomes, to everyone in Castle Point and Rochford, no matter who they are or where they live. The CCG vision Quality Care First Time, Equitably Delivered in Response to Patients Needs by Responsive Local Clinicians puts quality at the centre of all that we do as an organisation and as a result integrates the organisational functions of clinical, corporate and financial governance. By the integration of these functions the CCG will be able to recognise the early indications of a failing service and give the appropriate support and take the necessary measures to protect patients. The purpose of the strategy is to ensure that patients and their assessed needs are at the centre of commissioning decisions to ensure commissioned services are safe, clinically effective and provide a positive experience for patients to assure the robustness of systems and processes in place to deliver safe services and positive experiences to ensure that measures of quality are focused on structures, processes and most importantly outcomes to confirm the collaborative arrangements that will be in place with other health commissioners and wider stakeholders to demonstrate that the CCG has the leadership and governance arrangements in place to meet its statutory requirements and responsibilities. This purpose will be upheld in the CCG s consideration of all commissioning decisions related to all health service provision for all client groups, children, adults, older people, people requiring mental health services and people with learning disabilities whether receiving care in acute, community or primary care settings. 5

6 2. Introduction 2.1 Background and Context Over the last 10 years healthcare quality, safety and patient experience have featured in a number of high profile national inquiries and reports and these have received significant media attention. Unfortunately many reviews have been prompted through failings in care; however, each report provides opportunities for learning to ensure that all NHS organisations can make improvements to quality of care and to reduce patient safety risks. In 2013, the Prime Minister invited Professor Donald Berwick, internationally known for his work on patient safety, to lead a review to make zero harm a reality in our NHS. The review considered the breakdown of care at the Mid-Staffordshire NHS Foundation Trust and the wider NHS quality and safety culture and landscape. In his report Professor Berwick calls on all leaders to prioritise quality and safety in all areas of their work: All leaders concerned with NHS healthcare political, regulatory, governance, executive, clinical and advocacy should place quality of care in general, and patient safety in particular, at the top of their priorities for investment, inquiry, improvement, regular reporting, encouragement and support (Professor Donald Berwick, published in August 2013) Castle Point and Rochford Clinical Commissioning Group is a group of local GPs and clinicians who commission (buy) services for our community which is around 182,000 people. This gives us both the opportunity and responsibility to ensure that quality, safety and patient experience is prioritised and protected as services are provided and developed within our health and care community. 2.2 Defining Quality, Safety and Patient Experience The Care Quality Commission, the independent regulator of health and social care in England, assess services against five criteria which provide a helpful definition of quality, safety and patient experience: 1. Are they safe? 2. Are they effective? 3. Are they caring? 4. Are they responsive to people s needs? 5. Are they well-led? We believe this wide definition extends to all aspects of care, and includes: privacy, dignity, care and compassion, politeness, respect, safeguarding and protection of vulnerable people as well as effective clinical treatment. Sometimes we call these areas the basics or fundamentals in care provision, and we believe that every person deserves these whoever 6

7 they are and wherever they live. We are working with the providers of services to ensure this will be the case. 2.3 Purpose of this strategy The purpose of the strategy is: To ensure that patients and their assessed needs are at the centre of our commissioning decisions To ensure commissioned services are safe, clinically effective and provide a positive experience for patients To assure the robustness of systems and processes in place to deliver safe, effective services and positive experiences for patients To ensure that measures of quality are focused on structures, processes and most importantly outcomes To confirm the collaborative arrangements that will be in place with other health and care commissioners and wider stakeholders To demonstrate that we have the leadership and governance arrangements in place to meet our statutory requirements and responsibilities This strategy sets out our commitment, vision and aims to commission the highest quality care services for the people within Castle Point and Rochford so that people can be confident that their health and care services are amongst the very best. 7

8 Intermediate Care & Discharge Planning & Support Quality, Safety and Patient Experience Strategy Nov Our Commitment to Quality, Safety and Patient Experience 3.1 Our Values Our six values describe how we work. The diagram below shows how quality safety and patient experience are at the heart of each of our values. Our Values Value 1 Value 2 Value 3 Value 4 Value 5 Value 6 We listen to patients, members, staff and partners We are prepared to do things differently to improve care We are committed to working with our partners We are ambitious and innovative We are compassionate We are committed to making our plans happen Through listening to people who experience care we understand what matters to people and how we can improve quality, safety and patient experience We know that in order to make improvements to quality, safety and patient experience we need to do things differently If we work together with providers of care we can make a bigger difference for patients, carers and the public We want our health and care services to be among the best in the country We believe everyone deserves to be treated with kindness, care and compassion whoever they are and wherever they live We are determined to make sure our plans for improving health and care in Castle Point & Rochford will make a difference for real people in our community 3.2 Our Vision Our vision is to create a healthier and more sustainable future for people in Castle Point and Rochford. Our Vision Through commissioning the right care in the right place of a high quality we hope that over time we will see a shift from many people being acutely unwell and requiring complex care in hospital settings, to more people independently taking responsibility for their health and wellbeing, with more care being Specialist Planned and Unplanned Care Community Based Care Activity shift We know people want care closer home and we believe that our vision will improve patient experience as well as promote independence and reduce issues associated with hospital stays such as hospital acquired infections and institutionalisation. Home Not Hospital Care Closer to Home Primary Care Focus Self Care, Care & Independence Prevention & Health Promotion Activity shift 8

9 3.3 Vision for Quality, Safety and Patient Experience Our vision is that health and care services within Castle Point and Rochford will be: Effective: Meeting the needs of the person receiving care/treatment and supporting them at their time of need Safe: Without error, and in a way that protects people from harm, especially our most vulnerable people Compassionate: Offering a good experience for patients and treating them with dignity, respect and kindness We know nobody enjoys being unwell or injured, but we believe it is our responsibility to commission care that gives the best possible experience for people at their time of need. We are committed to ensuring that the services we commission fulfil our person centred quality statements that ensure patients and carers are at the forefront of our vision. Quality Statements People will have timely and easy access to responsive, integrated care and support People will be supported to manage their own health and wellbeing so that they are in control of what, how and where care and support is delivered People will receive care and support in the most appropriate environment that enables them to retain and regain their independence People will have a safe and positive experience of our services People will know what services are available to them and will be involved and engaged In all aspects of their care 9

10 We aim to continuously improve care for people within Castle Point and Rochford. There are five strategic themes we focus on, both internally and also through our relationships with patients and the public, providers of care, regulators and with partner commissioners. Strategic Themes for Improving Quality of Care, Patient Safety and Patient Experience 10

11 4. Quality, Safety and Patient Experience through Commissioning The diagram below shows the high level tasks involved in commissioning (buying) care, and how we make sure that quality, safety and patient experience is protected and prioritised at each stage. Quality, Safety and Patient Experience at each stage of the Commissioning Cycle We maintain strong relationships with our provider organisations and work with them to establish regular monitoring processes to ensure that patients continue to receive safe, effective care and good experiences. This includes direct patient feedback and monitoring of outcomes. Monitoring & Evaluation Setting Strategy Our organisational strategy is focussed on improving health & wellbeing, preventing illness, and maintaining independence where possible. We aim to offer care closer to home, and make sure hospital care is reserved only for those who need specialist input. We believe this will offer the best care and experiences for our community. For some ideas we pilot (test) the service to make sure it works in the way we planned. This means we can measure the quality safety and patient experience benefits before we commit to a long contract. Mobilisation Designing Services We are working with our providers to design services that are safe, effective and will meet the needs of our population. Quality and safety and patient experience are the main focus as we discuss new services or whether changes are needed. Sourcing Providers Review & Approval When we set up new health and care services we need to go through legal processes to select providers. Our selection process considers the quality and safety culture of the organisations we commission to ensure that our patients will receive safe, effective care and good experiences. All new ideas and service changes undertake a Quality Impact Assessment process that benefits and risks to quality, safety and patient experience. Clinical teams are responsible for reviewing these risks and ensuring that quality, safety and patient experience will not be compromised. 4.1 Procurement We follow NHS Procurement Policy when we buy services and ensure that quality, safety and patient experience requirements are built into contracts to enable future robust quality monitoring. Our on-going monitoring of quality, safety and patient experiences of commissioned services enables us to hold providers to account for performance against those elements of the contract. 4.2 Incentivising and Monitoring Quality with our Providers We also utilise the national Commissioning for Quality and Innovation (CQUIN) framework to provide financial rewards (or penalties) for the achievement (or failure to achieve) quality goals to ensure that providers of care focus their efforts on delivering high quality and safe services that offer a positive patient experience. 11

12 4.3 Partnership Working We are working closely with all Clinical Commissioning Groups in Greater Essex, our Local Authorities and especially with those commissioning services for the South Essex population. We give and receive assurances to and from each other that there are robust systems and processes in place for managing and monitoring the quality, safety and patient experience of services within our contracts. Our commitment to improving quality, safety and patient experience is upheld in decision making for health and care service provision for all client groups, children, adults, older people, people requiring mental health services and people with learning disabilities whether receiving care in acute, community or primary care settings. We strive to ensure that the high quality health care we commission is provided on the basis of our on-going commitment to equality of experience and outcomes, to everyone in Castle Point and Rochford, no matter who they are or where they live. 4.4 Patient and Public Involvement Our aim is that patients, carers, community representatives, community groups and the wider public are involved in commissioning decisions at every level. We are in the process of building a database of people living in Castle Point and Rochford who would like to be involved or simply kept informed of any local decisions that could result in a change to the way local health services are provided Commissioning Reference Group Our Commissioning Reference Group is a formal advisory body. Its purpose is to support us in ensuring that the voice of our patients, (and their carers), and public, including seldomheard groups, is embedded in our business, embracing the no decision about me without me promise, and actively promoting the principles and values of the NHS Constitution. Members of the CRG group include patient representatives from GP practices, representatives from our local voluntary sector organisations, GPs, representatives from both the younger and older generations of Castle Point & Rochford, CCG staff and Health Watch Essex. The group is chaired by a lay representative Patient Participation Groups (PPG) We have been actively encouraging Patient Participation Groups (PPG) have developed in recent years in GP practices. These groups are an effective way for patients and GP surgeries to work together to improve services and to promote health and improved quality of care. Within the Castle Point and Rochford area there are a number of member practices 12

13 that have Patient Participation Groups. Information from our Commissioning Reference Group is fed back to our GP practices to help inform patients of our plans on a wider level Governing Body We also have lay representatives on the Governing Body so they are part of the key decision making processes for commissioning health and care services for our population. One lay member is the Chair of the Quality and Governance Committee. 13

14 5 National drivers for quality, safety and patient experience There are a range of national policy drivers that influence the quality, safety and patient experience agenda across the NHS and support us in our ambition to offer the best possible care. 5.1 NHS Five Year Forward View The Five Year Forward View, published in October 2014, by NHS England, sets out a positive vision for the future based around new models of care. The definition of quality in health care, enshrined in law, includes three key aspects: patient safety, clinical effectiveness and patient experience. A high quality health service exhibits all three. However, achieving all three ultimately happens when a caring culture, professional commitment and strong leadership are combined to serve patients, which is why the Care Quality Commission is inspecting against these elements of quality too. We do not always achieve these standards. For example, there is variation depending on when patients are treated: mortality rates are 11% higher for patients admitted on Saturdays and 16% higher on Sundays compared to a Wednesday. And there is variation in outcomes; for instance, up to 30% variation between CCGs in the health related quality of life for people with more than one long term condition. We have a double opportunity: to narrow the gap between the best and the worst, whilst raising the bar higher for everyone. To reduce variations in where patients receive care, we will measure and publish meaningful and comparable measurements for all major pathways of care for every provider including community, mental and primary care by the end of the next Parliament. We will continue to redesign the payment system so that there are rewards for improvements in quality. We will invest in leadership by reviewing and refocusing the work of the NHS Leadership Academy and NHS Improving Quality. To reduce variations in when patients receive care, we will develop a framework for how seven day services can be implemented affordably and sustainably, recognising that different solutions will be needed in different localities. As national bodies we can do more by measuring what matters, requiring comprehensive transparency of performance data and ensuring this data increasingly informs payment mechanisms and commissioning decisions. (Five Year Forward View, NHS England, published in October 2014) Quality, safety and patient experience are highlighted as integral to a high quality health care system and we are working on a range of initiatives and models of care in line with this plan, to reduce variation in care provision, improve service provision, and to consider how to incentivise and reward improvements to quality, safety and patient experience. 5.2 The NHS Outcomes Framework The NHS Outcomes Framework provides a national overview of how well the NHS is performing and is the primary accountability mechanism for improving quality throughout the 14

15 NHS. The framework was initially developed in 2010, but is updated every year. Some indicators are shared with the Adult Social Care Outcomes Framework and/or the Public Health Outcomes Framework. The 2015/16 framework outlines 5 domains that form key drivers for our local priorities for commissioning and quality. These domains directly link to quality, safety and patient experience as shown below. NHS Outcomes Framework 2015/16 Domain Overarching indicators Improvement Areas 1. Preventing people from dying prematurely Potential years of life lost from causes considered amenable to healthcare Life expectancy at 75 Neonatal mortality and stillbirths Reducing premature mortality from major causes of death Reducing premature mortality in people with mental illness Reducing mortality in children Reducing premature death in people with a learning disability 2. Enhancing quality of life for people with long term conditions Health related quality of life for people with long term conditions Ensuring people feel supported to manage their condition Improving functional ability for people with long term conditions Reducing time spent in hospital for people with long term conditions Enhancing quality of life for carers Enhancing quality of life for people with mental illness Enhancing quality of life for people with dementia Improving quality of life for people with multiple long term conditions 3. Helping people to recover from episodes of ill health or following injury Emergency admissions for acute conditions that should not normally require hospital admission Emergency readmissions within 30 days of discharge from hospital Improving outcomes from planned treatments Preventing lower respiratory tract infections in children from becoming serious Improving recovery from injuries and trauma Improving recovery from stroke Improving recovery from fragility fractures Helping older people to recover their independence after illness or injury Improving dental health 4. Ensuring that people have a positive experience of care Patient experience of primary care (including GP services, GP out of hours services and NHS dental services) Patient experience of hospital care Friends and family test Patient experience categorised as poor or worse for primary care and/or hospital care Improving people s experience of outpatient care Improving hospitals responsiveness to personal needs Improving people s experience of accident and emergency services Improving access to primary care services Improving women and their families experience of maternity services Improving experience of care for people at the end of their lives Improving experience of healthcare for people with mental illness Improving children and young people s experience of healthcare Improving people s experience of integrated care 15

16 Domain Overarching indicators Improvement Areas 5. Treating and caring for people in a safe environmen t and protecting them from avoidable harm Deaths attributable to problems in healthcare Severe harm attributable to problems in healthcare Reducing the incidence of avoidable harm, (e.g. VTE related events, incidence of healthcare associated infection, falls and pressure ulcers) Improving safety of maternity services Improving the culture of safety reporting 5.3 Harm Free Care & the NHS Safety Thermometer The NHS Outcomes Framework and policy direction requires a national focus on a small number of key outcomes that the NHS is measuring together. The NHS Safety Thermometer is a local improvement tool for measuring, monitoring and analysing patient harms and harm free care. The tool measures four high-volume patient safety issues which are also highlighted in domain 5 of the outcomes framework: Elimination of grade 3 and 4 pressure ulcers Falls in care Urinary infection (in patients with a catheter), and Treatment for venous thromboembolism Harm free care was incentivised as a national CQUIN in 2013/14 and 2014/15 and we continue to monitor these indicators as part of our performance monitoring with providers. 5.4 Summary Hospital-Level Mortality Indicators (SHMI) Summary Hospital-Level Mortality Indicators report on mortality at a trust level across the NHS in England using a standard and transparent methodology. SHMI is the ratio between the actual number of patients who die following hospitalisation at the trust, and the number that would be expected to die, on the basis of the national average figures, given the characteristics of the patients treated there. (Hospital and Social Care Information Centre) SHMI covers all deaths reported of patients who were admitted to non-specialist acute trusts in England and either die in hospital or within 30 days of being discharged from hospital. SHMI replaces the Hospitalised Standardised Mortality Ratio (HSMR) which covered deaths that occur in a hospital setting. A high SHMI will raise questions about whether there are underlying problems in the quality of care that a hospital is delivering to its patients and the 16

17 care they are receiving after they are discharged. This is a standing item on our Clinical Quality Review Group with providers and any variance is closely monitored. 5.5 Care Quality Commission (CQC) Essential Standards The Care Quality Commission is the independent regulator of health and adult social care in England. The CQC ensure health and social care services provide people with safe, effective, compassionate, high-quality care and encourage care services to improve. The CQC does this by inspecting services and publishing the results on its website to help patients and the public make better decision about the care they receive. Registration with the CQC is a statutory requirement of all NHS providers, Independent Healthcare providers, Dentists and General Practitioners. The CQC Essential Standards require providers to declare compliance against those standards and the CQC undertakes planned and responsive inspections to monitor compliance. CQC compliance is an agenda item at our Clinical Quality Reference Group to ensure that non-compliance is supported by a monitored action plan. 5.6 National Institute for Health and Care Excellence (NICE) The National Institute for Health and Care Excellence is a Non Departmental Public Body which develops national guidance, advice and quality standards for health and social care. NICE s role is to improve outcomes for people using the NHS and other public health and care services and this work takes three forms: I. Producing evidence based guidance and advice for health, public health, and social care practitioners. This includes: o NICE guidelines: Preventing and managing specific conditions, improving health and managing medicines in different settings, interventions to improve health in communities, provision of social care to adults and children o Technology appraisal Guidelines (TAGs): To assess the clinical and cost effectiveness of health technologies such as new pharmaceutical and biopharmaceutical products, but also procedures, devices and diagnostic agents o Medical technologies and diagnostics guidance: To ensure that the NHS is able to adopt clinically and cost effective technologies rapidly and consistently o Interventional procedures guidance: Recommending whether interventional procedures are effective and safe enough for use within the NHS II. Developing quality standards and performance metrics for those providing and commissioning health, public health and social care services, including: 17

18 III. o Quality standards: A precise set of statements with accompanying metrics, designed to drive and measure quality improvements within a particular area of care o Quality Outcomes Framework (QOF): An annual menu of potential indicators for inclusion in the quality element of our contract with General Practitioners o Clinical Commissioning Group Outcomes Indicator Set (CCGOIS): A framework for measuring health outcomes and the quality of care (included patient reported outcomes and patient experience) achieved by CCGs. Providing a range of informational services for commissioners, practitioners and managers across the spectrum of health and social care. This includes: o NICE evidence: An online search facility that identifies relevant clinical, public health and social care guidance, including access to a range of bibliographic databases and professional journals o Access to the British National Formulary (BNF) and British National Formulary for Children (BNFC), including smart phone access o Medicines and prescribing support: Advice and information on pharmaceutical products, their scope, licensing and practical advice on developing and maintaining local medicines formularies Healthcare professionals are expected to take NICE guidance fully into account when exercising their clinical judgment. The only guidelines which are mandatory are the Technology Appraisal Guidelines (TAGs), however we ensure that NICE guidance is considered in our commissioning decisions and implementation is monitored in commissioned services. 5.7 Quality, Innovation, Productivity & Prevention (QIPP) QIPP is a large transformational programme to support clinical teams and organisations to improve the quality of caring, through productivity, prevention and innovation, to improve the quality of care whilst delivering efficiency savings that can be reinvested into the NHS. QIPP represents a broad, policy agenda rather than a single, definable policy, however there are a number of national work streams within QIPP designed to support the NHS to improve care and lower costs. These range from improving commissioning, (or purchasing), of care for patients with long-term conditions, to improving how organisations are run, staffed and supplied. The specific changes required to meet the agenda have been left to local providers and commissioners to identify and implement. We are working with our local health partners to develop integrated QIPP plans that address our local quality challenges and make efficiency improvements. It is essential that the impact of productivity savings on the quality of care delivered is monitored closely and the CCG has developed a Quality 18

19 Impact Assessment tool and process to review all QIPP plans and identify quality impacts whether they are positive or negative and ensure risks are understood and mitigated appropriately. 5.8 National Reporting and Learning System (NRLS) Patient safety incident reporting is a vital mechanism for identifying downward trends in the quality of care, identifying failure and facilitating learning. The National Reporting and Learning System (NRLS) is a central database of patient safety incident reports. Since April 2010, it has been mandatory for NHS trusts in England to report all serious patient safety incidents and the NRLS has now moved under the National Commissioning Board. Six monthly reports are then produced that benchmark providers in terms of types of incident and levels of harm. Since the NRLS was set up in 2003, over four million incident reports have been submitted and information is analysed to identify hazards, risks and opportunities to continuously improve the safety of patient care. 5.9 National Reports and Investigations The Department of Health and health related organisations publish reports following enquiries, inquiries, reviews and evaluations of health care provision. We review the recommendations from these reports and assess the implications to the CCG and its commissioned services and ensure that any recommendations and lessons learnt implemented and embedded into local processes. Two key reports that we are monitoring progress against are: Transforming Care: A national response to Winterbourne View Hospital, published in December Although two years have passed since the report was published, the recommendations included in the report contain long term commitments to strengthening accountability and corporate responsibility for the quality of care and improving quality and safety, so we continue to monitor the work streams that were established in response to this report. The Francis Report: Outlining the Public Inquiry into the failure in NHS care at Mid Staffordshire hospital, chaired by Sir Robert Francis QC, which was published in This report identifies warning signs that were evident at Mid Staffs hospital, and should have alerted the wider system to the problems that led to such a catastrophic failure in care. The key recommendations that are relevant directly to commissioners fall into 5 themes: 1. Setting and monitoring standards 2. Learning and improvement 3. Data quality and information 19

20 4. Organisational culture 5. Patient experience Patients First and Foremost: An initial overarching response on behalf of the health and care system as a whole to the Mid Staffordshire NHS Public Enquiry and the Francis Report. It details key actions to ensure that patients are the first and foremost consideration of the system, and everyone who works in it. It calls for the NHS to return to its core humanitarian values, setting out a commitment and a plan to eradicate harm and promote excellence. The Berwick Report: Released in August 2013, the Berwick report was a review commissioned by the Prime Minister and carried out by Professor Don Berwick and international expert in patient safety. The review contains ten recommendations with the aim of making the NHS a system devoted to continual learning and improvements in patient care, top to bottom, beginning to end. Among the recommendations were adopting a culture of learning, ensuring adequate staffing levels and creating a new criminal offence for recklessness. We will continue to monitor any other high profile cases which provide on-going reminders of the role in safeguarding the care of vulnerable people, both for adults and children No Harms Event Across South East Essex a quarterly meeting takes place where all providers can meet to discuss events where things have gone wrong or very right to ensure that the system can learn and develop as a result. NHS England as well as all CCG s are in attendance Co-Commissioning We are the only CCG in Essex to have been granted fully delegated co-commissioning responsibility for primary care. Co-commissioning offers an opportunity to raise standards of quality within general practice services including: Clinical effectiveness Patient experience Patient safety This includes work on reducing unwarranted variation in quality and enhancing patient and public involvement in developing services. We aim to support our member practices Safeguarding adults and children Safeguarding means protecting people's health, wellbeing and human rights, and enabling them to live free from harm, abuse and neglect. It's fundamental to high-quality health and social care. 20

21 Safeguarding children and promoting their welfare includes: Protecting them from maltreatment or things that are bad for their health or development Making sure they grow up in circumstances that allow safe and effective care. Safeguarding adults includes: Protecting their rights to live in safety, free from abuse and neglect. People and organisations working together to prevent the risk of abuse or neglect, and to stop them from happening. Making sure people's wellbeing is promoted, taking their views, wishes, feelings and beliefs into account Parity of Esteem NHS England has established a Parity of Esteem programme as part of a call to action in order to focus effort and resources on improving clinical services and health outcomes for mental health. The emphasis is on ensuring that mental health is valued equally with physical health. The commissioning cycle offers the ideal framework to achieve this. 21

22 6 Roles and Responsibilities for Quality Assurance We have in place a range of groups, teams and individuals with responsibility for assuring and providing information on quality, safety and patient experience to ensure that interventions pursued are clearly and appropriately integrated, aligned and managed. 6.1 The Role of the Clinical Commissioning Group The Health and social Care Act 2012 sets out the role of CCGs in regard to securing continuous improvement in quality, safety, effectiveness and patient experience: Each clinical commissioning group must exercise its functions with a view to securing continuous improvement in the quality of services provided to individuals for or in connection with the prevention, diagnosis or treatment of illness. In discharging its duty a clinical commissioning group must, in particular, act with a view to securing continuous improvement in the outcomes that are achieved from the provision of the services. The outcomes include, in particular, outcomes which show (a) (b) (c) The effectiveness of the services, The safety of the services, and The quality of the experience undergone by patients (Health & Social Care Act 2012 c7 Part 1, Section 26, 14R) Our role in commissioning includes holding providers to account for delivery of their contractual obligations and quality standards. We must build the right quality standards into the contracts we place with providers, to ensure service delivery improves and that the providers we partner with have in place systems and processes to drive continual improvement Our Role as Co-Commissioners The NHS Five Year Forward View set out provision for CCGs to assume greater power and influence over the commissioning of primary care medical care. Castle Point and Rochford CCG is one of a small number of CCGs in the country to be delegated full responsibility for commissioning general practice services. Delegated commissioning responsibilities exclude individual GP performance management, which NHS England retains, however the design of GP contracts, enhanced services, local incentive schemes and decisions on discretionary payments does now reside with the CCG. This gives opportunities to fully embed quality, safety and patient experience into primary care specifications as well as with our community, mental health and acute providers. 22

23 6.2 Group and Team Responsibilities for Quality, Safety & Patient Experience The Governing Body The CCG Governing Body is chaired by a practicing GP, and is made up of our Accountable Officer, the Chief Nurse, Executive Directors of the CCG, GP representatives and lay members. The function of the Governing Body is to ensure strong and effective leadership, management and accountability. Members of the Governing body must be assured that the systems and processes are in place to monitor quality in commissioned services The Quality and Governance Committee An integral component of our infrastructure for quality is the Quality and Governance Committee, a formal sub-committee of our Governing Body. This Committee has the role of assuring the Governing Body of the quality and safety of all health interventions that we commission. The Committee is the formal mechanism by which the CCG discharges its responsibilities for clinical quality and sets the strategic direction for clinical governance. The remit of the committee is to; Provide oversight and give assurance to the Governing Body that the patient and patient feedback is kept at the centre of all decision making Assure the quality and safety of the services commissioned To promote continuous improvement, learning and innovation with respect to, clinical effectiveness, safety of services and patient experience The Clinical Quality Review Group (CQRG) We commission major provider contracts collaboratively with three other CCGs. Each major provider contract for which we lead is reviewed on a monthly basis through a Clinical Quality Review Group (CQRG) which is chaired by the CCG Chief Nurse and attended by members of the commissioning team, contracts team and representation for the quality and safety agenda for the organisation. The CQRG is part of the formal contract management process and the group has a set agenda built on the requirements for quality, safety and patient experience in the contract and any new national drivers and the minutes of the Group go the CCG Quality Committee The Quality Support Team We have invested in a Quality Support Team to build the necessary capacity and capability in monitoring quality, implementing and monitoring improvement projects, and supporting our 23

24 staff to ensure that quality, safety and patient experience are prioritised in our commissioning and day to day business. The Quality Support Team provides support, analysis of data and information to the CCG Chief Nurse on all aspects of patient safety and quality, including infection control, CQUIN, serious incidents and never events and safeguarding. The Quality Support Team review Quality Impact Assessments for new projects to provide challenge and feedback on mitigating actions being proposed The Role of Member Practices We are a membership organisation, which means clinical leaders, elected to our Governing Body by member practices agree the basic rules that make up our constitution. Member practices are expected to become fully engaged in our work around quality improvement, and each practice is responsible for the development of its own quality improvement plan within the context of the primary care. We support member practices and wider primary care to quality assure current standards, however each practice is remains accountable for the quality of services within their own organisation. Member practices receive monthly reports benchmarking their performance on key quality, performance and financial measures, and practices are expected to take action to demonstrate continuous improvement. We routinely survey and monitor patient experiences of using member practices. Practice patient participation groups are essential in capturing patient experiences to feed into the early warning processes and quality review meetings with providers Quality Surveillance Groups (QSGs) QSGs bring together commissioners, regulators and other parts of the system to share information and intelligence on quality in order to spot the early signs of problems and to take corrective and supportive action to prevent early problems becoming more serious quality failures. They are supported and facilitated by the NHS England are operational in each local area and region. The meeting is attended by the Chief Nurse and Accountable Officer and representatives from a range of organisations including the Care Quality Commission, Monitor, Local Authority, HealthWatch and the East of England Deanery The Commissioning Support Unit (CSU) The North East London Commissioning Support Unit provides expert support and advice to help clinical commissioners to deliver improved health services to local populations. The CSU role in promoting quality assurance and improvement for us is to: 24

25 Ensure that there is a clear information on provider performance that all parties understand Provide support and advice on service redesign and QIPP initiatives Support the annual and on-going contract negotiations Coordinate contract monitoring and support the challenge on over performance, targets, CQUINS, quality standards, QIPP, KPIs and demand management Implementation of Super CQUIN 6.3 Individual Roles and Responsibilities In addition to the above groups there are some individual roles within the CCG that have responsibility for quality, safety and patient experience assurance and monitoring The Accountable Officer The Accountable Officer (AO) holds ultimate responsibility for ensuring that the CCG is meeting its statutory requirements for quality and safety and that there are mechanisms in place for the CCG to recognise where there are concerns or failures in commissioned services or in the CCGs ability to monitor the quality and safety of services. The AO reports directly to the Governing Body The Chief Nurse The Chief Nurse has responsibility for giving assurance to the CCG in relation to the quality and safety of services being delivered to the local population. The Chief Nurse oversees the processes and systems to ensure all national and local requirements to maintain and improve quality, safety and patient experience and will be expected to report to the Governing Body any concerns. The Chief Nurse has responsibility for signing off all Quality Impact Assessments for new projects, and is the Caldicott Guardian for the CCG All CCG Staff All staff in the CCG regardless of their function will have a role to play in supporting us to commission high quality services. This includes ensuring that their safeguarding, equality and diversity and information governance training is up to date so they are in a position to recognise any concerns or early warnings that they may come across as part of their day to day business. 25

26 7. Quality, Safety and Patient Experience Assurance Processes We have internal quality assurance and early warning systems in place which provide information about risks to quality, safety and patient experience of the services we commission. A formal Quality Impact Assessment process is used to identify quality, safety and patient experience impacts and risks associated with any new services that are considered and/or established. This allows us to be proactive in identifying concerns early, and take action where standards fall short, and to ensure that new projects prioritise and protect quality, safety and patient experience. Quality Reporting is a regular agenda item for our Governing Body, and a formal written quality report is presented by the Chief Nurse. The Quality report provides an overview to the Governing Body of the continued focus that we place on quality and safety of services for our population. The Quality Report includes dashboards with month by month snapshots of the performance monitoring for providers, information on any serious incidents that have taken place, safeguarding issues, complaints summaries, patient experience data, National Reporting and Learning System (NRLS) incidents and any CQC reviews/inspection updates and key findings that have been received. We ensure that risks are managed in line with the aims, objectives and governance arrangements outlined in this Quality Strategy and through: Systematic programme of implementation of our Corporate Risk Management Strategy Reporting, investigation, management and learning from incidents Risk management Identification, reporting and management of risks Development of risk registers and monitoring of action plans to mitigate risks Quality and Safety risks are grouped on the risk register to make more explicit to the Governing Body the nature and scale of risks that exist in direct relation to the quality of care we commission. The CCG will therefore clearly see any quality risks that threaten our ability to achieve its objectives Monitoring and Assurance for Commissioned Services We monitor each major provider contract monthly at the Clinical Quality Review Group (CQRG) described above. Commissioners also work with commissioned services to deliver 26

27 their annual Quality Accounts to give assurance to the public and provide commentary on the organisations commitment to governance, quality, safety and positive patient experience. As part of contract monitoring, we also undertake a series of announced and unannounced visits and the CCG Executive Nurses have developed a visit template to ensure consistency of monitoring. The outcomes of these visits are discussed at the CQRGs and are reported to the Quality and Governance committee Using data to assess and improve quality, safety and patient experience We require performance data from all the providers we commission, and monitor this for trends, themes and compliance with national requirements including: Acute hospitals Care homes Community providers Mental health providers Independent hospitals NHS 111 service Ambulance services Domiciliary care agencies Support and assisted living services We also use soft intelligence, regular and unannounced site visits and face to face dialogue with our providers to triangulate information to inform Key Lines of Enquiry (KLOE) for discussion at our formal meetings as part of our contract management. Any emerging or immediate areas of concern are escalated immediately Complaints and patient feedback We actively encourage feedback, and respect the views of patients using our commissioned services. We are keen to learn from patient experiences, good or bad and to put in place steps to ensure continuous improvements. The hospital providers have in place Patient Advice Liaison teams (PALS) who are available to all the community to advise and support patients, carers and families by providing information, and who capture learning and ideas. 7.2 Quality Monitoring for New Projects and Services We are an innovative and ambitious CCG, with plans to develop new services and make improvements. With all new ideas we expect that quality, safety and patient experience will be prioritised and protected to ensure that standards remain high and risks are understood, mitigated and managed. 27

28 We have established a robust Quality Impact Assessment process and associated tool to assess whether quality, safety or patient experience will be impacted on by any organisational change project. Our project management approach is shown below, QIAs are initiated in gateway 2 and reviewed at gateways 3 and 4. Castle Point & Rochford Project Management Approach QIA Tool and Process The QIA tool incorporates a checklist to determine what level of impact may be expected against 47 indicators either positive, no impact or negative impact. A full risk assessment is undertaken against any criteria that have potential to impact negatively on quality, safety and patient experience. The indicators are shown below: QIA Checklist Indicators Category Quality Indicators Patient safety Patient safety adverse events including avoidable harm and Patient Safety Alert Services Medicines management and safe administration of medicines Mortality, HSMR / SHMI Ay infection control issues including MRSA / Cdiff CQC visits and registration NHSLA / CNST Essential training 28

29 Workforce, vacancies, turnover, absence, revalidation Safe, clean, comfortable and well maintained environment/equipment Clinical effectiveness Patient experience Inequalities of care NICE guidance and Quality Standards e.g. VTE, Stroke, Dementia Helping people recover from ill health, injury and preventing people from dying prematurely Other outcome guidance e.g. PROMS Other external accreditation e.g. RCN National clinical audit / research and development Clinical outcomes Breastfeeding rates Emergency bed days Length of stay Emergency readmissions (30 day) Minor injuries standards Day case rates Patient feedback (e.g. FFT, NHS Choices, comments, compliments, concerns, complaints, national and local surveys) Patients, carers and public engagement Waits for admission / treatment Mixed sex breaches Delayed discharge End of life pathway Cancelled day case operations Waiting times for therapy services Making every contact count Access to services equality impact Variation in care provision Staff experience Workforce capability care and skills Working practice Staff satisfaction (e.g. FFT, annual staff survey / local surveys) Mandatory training compliance Targets & performance Promoting wellbeing (in the provision of care and support) Performance Achievement of local, regional and national targets Person s sense of personal dignity (including treatment of the individual with respect) Person s physical and mental health and wellbeing Abuse and neglect (safeguarding) Personal control over day to day life (including over care and support and the way it is provided) Opportunities for participation in work, education, training or recreation Social and economic wellbeing Domestic, family and personal relationships Suitability of living accommodation Personal contribution to society including sustainability Risk assessment is undertaken to outline: Description of the risk or negative impact Risk rating including likelihood and impact according to the corporate risk register rating 29

30 Mitigating actions and controls Residual risk rating Escalation and risk tracking Metrics used to track and monitor the risk Monitoring forum and risk owner Risks associated with QIAs are captured in project risk logs and departmental risk logs and are therefore subject to the corporate risk management processes. However risks identified through the QIA process are also managed and report by the Programme Management Office (PMO) to ensure they are tracked appropriately as projects progress through the gateway process. 7.3 Other Quality, Safety and Patient Experience Mechanisms Safeguarding adults and children We have a clear governance process in place for safeguarding children and vulnerable adults. The CCG works in partnership with the local Authority and the Chief Nurse is a member of the Children and Adult Safeguarding Boards. The designate professionals for safeguarding children and adults are within the hosted arrangements for the South Essex CCGs and the Quality Support Team work closely with the safeguarding teams in the Local Authority. The structure below shows the inter-dependencies across health and social care for the management of safeguarding children and vulnerable adults. Our Chief Nurse is a member of the Children and Adults Safeguarding Board. 30

31 Safeguarding Structure within South Essex Information Governance and Caldicott We ensure robust Information Governance arrangements through the implementation of the requirements of the Department of Health s Information Governance toolkit. The CCG Senior Information Risk Owner (SIRO) is the Chief Finance Officer and the Caldicott Guardian is the Chief Nurse. Information Governance support is through the Essex team hosted by Basildon and Brentwood CCG Clinical Audit Audit is an essential tool for early recognition of failing systems and processes before it results in an incident that may cause harm. We monitor the robustness of clinical audit in commissioned services and are actively involved in auditing patient notes through information sharing agreements Medicines Management The Prescribing and Medicines Management Team provides expert knowledge to help make the best decisions around buying and prescribing high quality, cost-effective and safe drugs and medicines. The service also ensures that the appropriate and necessary governance around medicines use, are in place and that all legal obligations are met. This key service helps CCGs to improve safety and quality of care around prescribing and administration of medicines, and to manage the NHS drugs bill. 31

32 7.3.5 Domestic Abuse We are hosting an Essex-wide programme team focussed on improving outcomes for victims of domestic abuse and their children, reducing severe harm, and supporting victims to feel safer in their own homes. In addition a range of initiatives are being established to work with perpetrators to improve access to support programmes. The programme is a joint initiative, working across a range of organisations, Essex-wide; including Essex Police, Essex County Council, Local Housing Authorities, registered housing providers and the NHS and is expected to reduce police call outs, health costs associated with the physical and mental effects on victims and alternative accommodation costs for victims and perpetrators in addition to the quality and safety benefits. 32

33 8. Next Steps and Developments To achieve our quality ambitions we will require complete ownership within the organisation of quality improvement on behalf of our patients. Every member of staff needs to understand what needs to change, why it needs to change and how to make change happen. Quality is everyone s business and this strategy outlines the part to play of all. This process will be informed by all aspects of the commissioning cycle, relationships with our providers and our relationship with our local residents. Quality is everyone s business and everyone has a part to play. On-going evaluation of our performance year on year against our strategic quality objectives will be mandatory and will be led by the Quality and Governance Committee. The CCG will continue to review National and local standards to underpin the Quality agenda and this strategy will become the underpinning document to support the agenda. 33

34 NHS Castle Point and Rochford Clinical Commissioning Group 12 Castle Road Rayleigh Essex SS6 7QF Tel:

Vision 3. The Strategy 6. Contracts 12. Governance and Reporting 12. Conclusion 14. BCCG 2020 Strategy 15

Vision 3. The Strategy 6. Contracts 12. Governance and Reporting 12. Conclusion 14. BCCG 2020 Strategy 15 Bedfordshire Clinical Commissioning Group Quality Strategy 2014-2016 Contents SECTION 1: Vision 3 1.1 Vision for Quality 3 1.2 What is Quality? 3 1.3 The NHS Outcomes Framework 3 1.4 Other National Drivers

More information

QUALITY STRATEGY

QUALITY STRATEGY NHS Nene and NHS Corby Clinical Commissioning Groups QUALITY STRATEGY 2017-2021 Approved: By the Joint Quality Committee on 11 April 2017 Ratified: By the NHS Corby Clinical Commissioning Group on 25 April

More information

COMMISSIONING FOR QUALITY FRAMEWORK

COMMISSIONING FOR QUALITY FRAMEWORK This document is uncontrolled once printed. Please check on the CCG s Intranet site for the most up to date version COMMISSIONING FOR QUALITY FRAMEWORK Document Title: Commissioning for Quality Framework

More information

Quality Strategy. CCG Executive, Quality Safety and Risk Committee Approved by Date Issued July Head of Clinical Quality & Patient Safety

Quality Strategy. CCG Executive, Quality Safety and Risk Committee Approved by Date Issued July Head of Clinical Quality & Patient Safety Quality Strategy Document Document Status Equality Impact Assessment Draft None Document Ratified/ CCG Executive, Quality Safety and Risk Committee Approved by Date Issued July 2016 Review Date September

More information

NHS Trafford Clinical Commissioning Group Quality and Performance Strategy S T rafford Clinical Commissioning Group

NHS Trafford Clinical Commissioning Group Quality and Performance Strategy S T rafford Clinical Commissioning Group De ce m be r 20 14 NHS Trafford Clinical Commissioning Group Quality and Performance Strategy N H 2015-2020 S T rafford Clinical Commissioning Group Version 2.0 Page 1 of 28 APRIL 2015 (RM) POLICY DOCUMENT

More information

Strategy for Delivery of Clinical Quality and Patient Safety. North Norfolk Clinical Commissioning Group

Strategy for Delivery of Clinical Quality and Patient Safety. North Norfolk Clinical Commissioning Group Strategy for Delivery of Clinical Quality and Patient Safety North Norfolk Clinical Commissioning Group V5 Document Control Sheet Name of document: Quality Strategy 2016-18 Version: 5 Owner: Head of Clinical

More information

Quality Improvement Strategy Safe care Effective care Excellent patient experience

Quality Improvement Strategy Safe care Effective care Excellent patient experience Quality Improvement Strategy 2012-2015 Safe care Effective care Excellent patient experience Introduction High Quality Care for All (DoH, 2008) defined quality as having three dimensions: Ensuring that

More information

Quality Framework Supplemental

Quality Framework Supplemental Quality Framework 2013-2018 Supplemental Staffordshire and Stoke on Trent Partnership Trust Quality Framework 2013-2018 Supplemental Robin Sasaru, Quality Team Manager Simon Kent, Quality Team Manager

More information

Quality Framework Healthier, Happier, Longer

Quality Framework Healthier, Happier, Longer Quality Framework 2015-2016 Healthier, Happier, Longer Telford & Wrekin Clinical Commissioning Group (CCG) makes quality everyone s business. Our working processes are designed to ensure we all have the

More information

East Lancashire Clinical Commissioning Group. Quality Strategy

East Lancashire Clinical Commissioning Group. Quality Strategy East Lancashire Clinical Commissioning Group Quality Strategy 2016 21 1 CONTENTS Foreword 3 Executive Summary 4 Introduction 6 Local Context 7 National Context 8 What is Quality? 9 The Five Dimensions

More information

Quality Strategy (Refreshed March 2015)

Quality Strategy (Refreshed March 2015) Quality Strategy 2012-2017 (Refreshed March 2015) 1 Table of Contents 1. Executive Summary... 3 2. Drivers for improvement... 4 2.1 The Trust s ambition - vision and mission... 4 2.2 Corporate Strategy...

More information

Whittington Health Quality Strategy

Whittington Health Quality Strategy Whittington Health Quality Strategy 2012-2017 Safe care Effective care Excellent patient experience...caring for you Quality Strategy for Whittington Health Introduction The purpose of this quality strategy

More information

Quality Strategy

Quality Strategy Quality Strategy 2017-2020 Contents 05 Foreword 06 Introduction 06 Equality & Diversity 07 Context for this Strategy 08 Definition of Quality 10 Quality Objectives 10 Strategic Quality Objectives 16 Quality

More information

CLINICAL AND CARE GOVERNANCE STRATEGY

CLINICAL AND CARE GOVERNANCE STRATEGY CLINICAL AND CARE GOVERNANCE STRATEGY Clinical and Care Governance is the corporate responsibility for the quality of care Date: April 2016 2020 Next Formal Review: April 2020 Draft version: April 2016

More information

Our next phase of regulation A more targeted, responsive and collaborative approach

Our next phase of regulation A more targeted, responsive and collaborative approach Consultation Our next phase of regulation A more targeted, responsive and collaborative approach Cross-sector and NHS trusts December 2016 Contents Foreword...3 Introduction...4 1. Regulating new models

More information

Strategy for Delivery of Clinical Quality and Patient Safety North Norfolk Clinical Commissioning Group.

Strategy for Delivery of Clinical Quality and Patient Safety North Norfolk Clinical Commissioning Group. Strategy for Delivery of Clinical Quality and Patient Safety North Norfolk Clinical Commissioning Group. 1. Introduction 1.1 The aim of this document is to set out the strategy for North Norfolk CCG (NNCCG)

More information

QUALITY STRATEGY

QUALITY STRATEGY QUALITY STRATEGY 2012-2016 SPONSOR: Sue Hardy Director of Nursing Signature: AUTHORS: Sue Hardy Director of Nursing Denise Flowers Associate Director Clinical Effectiveness APPROVED BY: Southend University

More information

Status: Information Discussion Assurance Approval. Claire Gorzanski, Head of Clinical Effectiveness

Status: Information Discussion Assurance Approval. Claire Gorzanski, Head of Clinical Effectiveness Report to: Trust Board Agenda item: Date of Meeting: 2 October 2017 SFT3934 Report Title: Annual quality governance report 2016-2017 Status: Information Discussion Assurance Approval X Prepared by: Executive

More information

Quality Framework Supporting people in Dorset to lead healthier lives

Quality Framework Supporting people in Dorset to lead healthier lives NHS Dorset Clinical Commissioning Group Quality Framework Supporting people in Dorset to lead healthier lives 1 Document Status: Approved/ Current Policy Number 27 Date of Policy December 2012 Next Review

More information

Patient Experience Strategy

Patient Experience Strategy Patient Experience Strategy 2013 2018 V1.0 May 2013 Graham Nice Chief Nurse Putting excellent community care at the heart of the NHS Page 1 of 26 CONTENTS INTRODUCTION 3 PURPOSE, BACKGROUND AND NATIONAL

More information

Quality Strategy and Improvement Plan

Quality Strategy and Improvement Plan Quality Strategy and Improvement Plan 2015-2018 STRATEGY DOCUMENT DETAILS Status: FINAL Originating Date: October 2015 Date Ratified: Next Review Date: April 2018 Accountable Director: Strategy Authors:

More information

QUALITY COMMITTEE. Terms of Reference

QUALITY COMMITTEE. Terms of Reference QUALITY COMMITTEE Terms of Reference This Committee will report to NHS Halton CCG Governing Body on the development, improvement and monitoring of all areas of quality. This will include clinical effectiveness,

More information

NHS and independent ambulance services

NHS and independent ambulance services How CQC regulates: NHS and independent ambulance services Provider handbook March 2015 The Care Quality Commission is the independent regulator of health and adult social care in England. Our purpose We

More information

Quality and Safety Strategy

Quality and Safety Strategy Quality and Safety Strategy 2017-2020 Vision statement ESHT combines community and hospital services to provide safe, compassionate, and high quality care to improve the health and wellbeing of the people

More information

BOARD PAPER - NHS ENGLAND

BOARD PAPER - NHS ENGLAND Paper NHSE130904 BOARD PAPER - NHS ENGLAND Title: Implementing the Recommendations of the Government s Response to the Francis Report and its Winterbourne Review Report Clearance: Bill McCarthy, National

More information

MEMORANDUM OF UNDERSTANDING

MEMORANDUM OF UNDERSTANDING MEMORANDUM OF UNDERSTANDING Memorandum of Understanding Co-Commissioning Between NHS England Lancashire And South Cumbria And Clinical Commissioning Groups 1 Memorandum of Understanding (MoU) for Primary

More information

Quality Accounts: Corroborative Statements from Commissioning Groups. Nottingham NHS Treatment Centre - Corroborative Statement

Quality Accounts: Corroborative Statements from Commissioning Groups. Nottingham NHS Treatment Centre - Corroborative Statement Quality Accounts: Corroborative Statements from Commissioning Groups Quality Accounts are annual reports to the public from providers of NHS healthcare about the quality of services they deliver. The primary

More information

Briefing: Quality governance for housing associations

Briefing: Quality governance for housing associations 25 March 2014 Briefing: Quality governance for housing associations Quality and clinical governance in housing, care and support services Summary of key points: This paper is designed to support housing

More information

Shaping the future CQC s strategy for 2016 to 2021

Shaping the future CQC s strategy for 2016 to 2021 Shaping the future CQC s strategy for 2016 to 2021 CQC is the independent regulator of health and adult social care in England. We make sure health and social care services provide people with safe, effective,

More information

Quality Improvement Strategy

Quality Improvement Strategy Quality Improvement Strategy 2018-2021 2WORCESTERSHIRE ACUTE HOSPITALS NHS TRUST QUALITY IMPROVEMENT STRATEGY 2017-2020 Contents Introduction 3 How we define quality 4 What are we trying to accomplish?

More information

NHS Bradford Districts CCG Commissioning Intentions 2016/17

NHS Bradford Districts CCG Commissioning Intentions 2016/17 NHS Bradford Districts CCG Commissioning Intentions 2016/17 Introduction This document sets out the high level commissioning intentions of NHS Bradford Districts Clinical Commissioning Group (BDCCG) for

More information

Staffordshire and Stoke on Trent Partnership NHS Trust. Operational Plan

Staffordshire and Stoke on Trent Partnership NHS Trust. Operational Plan Staffordshire and Stoke on Trent Partnership NHS Trust Operational Plan 2016-17 Contents Introducing Staffordshire and Stoke on Trent Partnership NHS Trust... 3 The vision of the health and care system...

More information

Solent. NHS Trust. Patient Experience Strategy Ensuring patients are at the forefront of all we do

Solent. NHS Trust. Patient Experience Strategy Ensuring patients are at the forefront of all we do Solent NHS Trust Patient Experience Strategy 2015-2018 Ensuring patients are at the forefront of all we do Executive Summary Your experience of our services matters to us. This strategy provides national

More information

JOB DESCRIPTION. Joint Commissioning Manager for Older People s Residential Care and Nursing Homes

JOB DESCRIPTION. Joint Commissioning Manager for Older People s Residential Care and Nursing Homes JOB DESCRIPTION Job Title: Grade: Team: Accountable to: Joint Commissioning Manager for Older People s Residential Care and Nursing Homes HAY 14 / AfC 8b (indicative) Partnership Commissioning Team Head

More information

Quality Strategy

Quality Strategy Governing Body Friday, 27 th May 2016 Quality Strategy 2016 2018 Agenda item 15 Paper 9 Author: Executive Lead: Relevant Committees or forums that have already reviewed this paper: Action required: Eileen

More information

Direct Commissioning Assurance Framework. England

Direct Commissioning Assurance Framework. England Direct Commissioning Assurance Framework England NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing Policy Commissioning Development Finance Human Resources

More information

21 March NHS Providers ON THE DAY BRIEFING Page 1

21 March NHS Providers ON THE DAY BRIEFING Page 1 21 March 2018 NHS Providers ON THE DAY BRIEFING Page 1 2016-17 (Revised) 2017-18 (Revised) 2018-19 2019-20 (Indicative budget) 2020-21 (Indicative budget) Total revenue budget ( m) 106,528 110,002 114,269

More information

4 Year Patient and Public Involvement Strategy

4 Year Patient and Public Involvement Strategy 4 Year Patient and Public Involvement Strategy 2015-18 Contents Page(s) 1. Introduction - 2. Summary of the patient and public involvement strategy 2015-18 - 3. Definitions of involvement and best practice

More information

2017/ /19. Summary Operational Plan

2017/ /19. Summary Operational Plan 2017/18 2018/19 Summary Operational Plan Introduction This is the summary Operational Plan for Central Manchester University Hospitals NHS Foundation Trust (CMFT) for 2017/18 2018/19. It sets out how we

More information

Learning from Deaths Policy. This policy applies Trust wide

Learning from Deaths Policy. This policy applies Trust wide Learning from Deaths Policy This policy applies Trust wide Document control page Name of policy Learning from Deaths Policy Names of linked Learning from Deaths Procedure procedures Accountable Medical

More information

Quality and Leadership: Improving outcomes

Quality and Leadership: Improving outcomes Quality and Leadership: Improving outcomes Podiatry Managers/Allied Health Managers and Leaders 5 March 2014 Shelagh Morris OBE Acting Chief Allied Health Professions Officer 2 http://www.nhsemployers.org/aboutus/latest-news/pages/the-new-nhs-in-2013-infographic.aspx

More information

Quality Strategy. Cannock Chase Clinical Commissioning Group. Agreed at Governing Body. Signature: Designation: Chair of the Governing Body

Quality Strategy. Cannock Chase Clinical Commissioning Group. Agreed at Governing Body. Signature: Designation: Chair of the Governing Body Cannock Chase Clinical Commissioning Group Quality Strategy Agreed at Governing Body Signature: Designation: Chair of the Governing Body Date: 8 th November 2012 Review Date: March 2014 TABLE OF CONTENTS

More information

KEY AREAS OF LEARNING FROM THE FRANCIS REPORT

KEY AREAS OF LEARNING FROM THE FRANCIS REPORT KEY AREAS OF LEARNING FROM THE FRANCIS REPORT The public inquiry provided detailed and systematic analysis of what contributed to the failings in care at Mid Staffordshire NHS Foundation Trust. It identified

More information

Learning from Deaths Policy LISTEN LEARN ACT TO IMPROVE

Learning from Deaths Policy LISTEN LEARN ACT TO IMPROVE Learning from Deaths Policy LISTEN LEARN ACT TO IMPROVE EQUALITY IMPACT The Trust strives to ensure equality and opportunity for all, both as a major employer and as a provider of health care. This policy

More information

Northumberland, Tyne and Wear NHS Foundation Trust. Board of Directors Meeting. Meeting Date: 25 October Executive Lead: Rajesh Nadkarni

Northumberland, Tyne and Wear NHS Foundation Trust. Board of Directors Meeting. Meeting Date: 25 October Executive Lead: Rajesh Nadkarni Agenda item 9 ii) Northumberland, Tyne and Wear NHS Foundation Trust Board of Directors Meeting Meeting Date: 25 October 2017 Title and Author of Paper: Clinical Effectiveness (CE) Strategy update Simon

More information

PATIENT EXPERIENCE AND INVOLVEMENT STRATEGY

PATIENT EXPERIENCE AND INVOLVEMENT STRATEGY Affiliated Teaching Hospital PATIENT EXPERIENCE AND INVOLVEMENT STRATEGY 2015 2018 Building on our We Will Together and I Will campaigns FOREWORD Patient Experience is the responsibility of everyone at

More information

Quality Strategy: Liverpool Women s NHS Foundation Trust

Quality Strategy: Liverpool Women s NHS Foundation Trust Quality Strategy: 2017-2020 Liverpool Women s NHS Foundation Trust Contents Foreword... 3 Our Trust... 4 Trust Board... 4 What is our Vision and what are our Aims and Values?... 5 The drivers in developing

More information

Agreement between: Care Quality Commission and NHS Commissioning Board

Agreement between: Care Quality Commission and NHS Commissioning Board Agreement between: Care Quality Commission and NHS Commissioning Board January 2013 1 Joint Statement This agreement sets out the strategic intent and commitment for the Care Quality Commission (CQC) and

More information

Figure 1: Domains of the Three Adult Outcomes Frameworks

Figure 1: Domains of the Three Adult Outcomes Frameworks Outcomes Frameworks across Public Health, Social Care and NHS Relevance to Ealing Health & Wellbeing Strategy 1. Overview For adults there are three outcomes frameworks, one each for public health, NHS

More information

Improving Patient Outcomes Strategy

Improving Patient Outcomes Strategy Improving Patient Outcomes Strategy 2015-2018 Hertford County I Lister I Mount Vernon Cancer Centre I QEII Improving Patient Outcomes Strategy 2015-2018 Page 1. Executive Summary 1 2. Introduction 2 3.

More information

National Clinical Audit programme

National Clinical Audit programme National Clinical Audit programme Danny Keenan Medical Director www.hqip.org.uk Who are HQIP? HQIP is a not-for profit, professional/patient partnership, aiming to change and improve health and social

More information

The new inspection process for End of Life Care. Dr Stephen Richards GP Advisor - London Care Quality Commission

The new inspection process for End of Life Care. Dr Stephen Richards GP Advisor - London Care Quality Commission The new inspection process for End of Life Care Dr Stephen Richards GP Advisor - London Care Quality Commission Our purpose and role Our purpose We make sure health and social care services provide people

More information

Clinical Strategy

Clinical Strategy Clinical Strategy 2014-2018 Contents About the clinical strategy Page 2 About our Trust Page 3 What we stand for Page 6 Our clinical services Page 9 Supporting our staff Page 12 The five year plan Page

More information

Quality and Governance Committee. Terms of Reference

Quality and Governance Committee. Terms of Reference Quality and Governance Committee Terms of Reference 1. Constitution 1.1 The Clinical Commissioning Group s Governing Body hereby resolves to establish a Committee of the Governing Body known as the Quality

More information

England. Questions and Answers. Draft Integrated Care Provider (ICP) Contract - consultation package

England. Questions and Answers. Draft Integrated Care Provider (ICP) Contract - consultation package England Questions and Answers Draft Integrated Care Provider (ICP) Contract - consultation package August 2018 Questions and Answers Draft Integrated Care Provider (ICP) Contract - consultation package

More information

Learning from Deaths Policy

Learning from Deaths Policy Learning from Deaths Policy The Learning from Deaths Policy sets out the minimum acceptable standards of the national learning from deaths programme. Policy group General Document Detail Version 1 Approved

More information

5. Does this paper provide evidence of assurance against the Governing Body Assurance Framework?

5. Does this paper provide evidence of assurance against the Governing Body Assurance Framework? Item Number: 6.3 Governing Body Meeting: 4 February 2016 Report Sponsor Anthony Fitzgerald Director of Strategy and Delivery Report Author Anthony Fitzgerald Director of Strategy and Delivery 1. Title

More information

Medical Director Director of Quality and Nursing Version 1

Medical Director Director of Quality and Nursing Version 1 Applies to: Committee for Approval Clinical Staff employed by Wirral Community NHS Trust Trust Board Date of Approval August 2014 Committee for Ratification Education and Workforce Committee Review Date:

More information

PATIENT SAFETY AND QUALITY COMMITTEE TERMS OF REFERENCE

PATIENT SAFETY AND QUALITY COMMITTEE TERMS OF REFERENCE PATIENT SAFETY AND QUALITY COMMITTEE TERMS OF REFERENCE Page 1 DOCUMENT CONTROL SHEET Name of Document: Patient Safety and Quality Committee Terms of Reference Version: 5 File Location / Document Name:

More information

Joint framework: Commissioning and regulating together

Joint framework: Commissioning and regulating together With support from NHS Clinical Commissioners Regulation of General Practice Programme Board Joint framework: Commissioning and regulating together A practical guide for staff January 2018 Publications

More information

Item E1 - Bart s Health Quality Indicators

Item E1 - Bart s Health Quality Indicators Item E1 - Bart s Health Quality Indicators 1.0 Purpose 1.1 The purpose of this report is to provide the CCG Board with an update on quality matters across pertaining to our main local Provider organisations.

More information

You said We did. Care Closer to home Acute and Community Care services. Commissioning Intentions Engagement for 2017/18

You said We did. Care Closer to home Acute and Community Care services. Commissioning Intentions Engagement for 2017/18 Commissioning Intentions Engagement for 2017/18 You said We did Care Closer to home Acute and Community Care services Top three priorities were: Shifting hospital services into the community Community

More information

Clinical Commissioning Group (CCG) Governing Body Meeting

Clinical Commissioning Group (CCG) Governing Body Meeting Clinical Commissioning Group (CCG) Governing Body Meeting Date of Meeting: Agenda Item: Subject: Reporting Officer: Friday 21st September Paper 18(ii) Quality in the new health system - Maintaining and

More information

IMPROVING QUALITY. Clinical Governance Strategy & Framework

IMPROVING QUALITY. Clinical Governance Strategy & Framework IMPROVING QUALITY Clinical Governance Strategy & Framework NHS GREATER GLASGOW & CLYDE Approval: Quality & Performance Committee Responsible Director: Medical Director Custodian: Head of Clinical Governance

More information

Mortality Report Learning from Deaths. Quarter

Mortality Report Learning from Deaths. Quarter Mortality Report Learning from Deaths Quarter 3 2017 Introduction In December 2016 the CQC report Learning, Candour and accountability: A review of the way NHS Trusts review and investigate the deaths

More information

Action required: To agree the process by which Governors will meet with the inspection team.

Action required: To agree the process by which Governors will meet with the inspection team. Airedale NHS Foundation Trust Council of Governors: 28 th January 2016 Title: CQC Inspection Briefing Author: Jane Downes, Company Secretary As you will be aware, the Care Quality Commission ( CQC ) have

More information

SUPPORTING PLANNING 2013/14 FOR CLINICAL COMMISSIONING GROUPs

SUPPORTING PLANNING 2013/14 FOR CLINICAL COMMISSIONING GROUPs SUPPORTING PLANNING 2013/14 FOR CLINICAL COMMISSIONING GROUPs December 2012 SUPPORTING PLANNING 2013/14 FOR CLINICAL COMMISSIONING GROUPS First published: 21 December 2012 2 Contents 1. INTRODUCTION...

More information

NHS Equality Delivery System for Isle of Wight NHS Trust. Interim baseline assessment against the

NHS Equality Delivery System for Isle of Wight NHS Trust. Interim baseline assessment against the Interim baseline assessment against the NHS Equality Delivery System for Isle of Wight NHS Trust The NHS Isle of Wight has adopted the NHS Equality Delivery System as the framework to achieve compliance

More information

Learning from Deaths Policy A Framework for Identifying, Reporting, Investigating and Learning from Deaths in Care.

Learning from Deaths Policy A Framework for Identifying, Reporting, Investigating and Learning from Deaths in Care. Learning from Deaths Policy A Framework for Identifying, Reporting, Investigating and Learning from Deaths in Care. Associated Policies Being Open and Duty of Candour policy CG10 Clinical incident / near-miss

More information

Primary Care Quality Assurance Framework (Medical Services)

Primary Care Quality Assurance Framework (Medical Services) PCC/15/021 Primary Care Quality Assurance Framework (Medical Services) 1.0 Introduction: From the 1 April 2015 the responsibility for monitoring quality and responding to concerns arising from General

More information

NHS Isle of Wight Clinical Commissioning Group: Governing Body

NHS Isle of Wight Clinical Commissioning Group: Governing Body NHS Isle of Wight Clinical Commissioning Group: Governing Body Date of Meeting: 21 March 2013 Agenda Item: 7.1 Paper number: GB13/027 RESPONSE TO THE FRANCIS REPORT Sponsor: Dr John Partridge, Clinical

More information

Reducing Variation in Primary Care Strategy

Reducing Variation in Primary Care Strategy Reducing Variation in Primary Care Strategy September 2014 Page 1 of 14 REDUCING VARIATION IN PRIMARY CARE STRATEGY 1. Introduction The Reducing Variation in Primary Care Strategy should be seen as one

More information

Governance and Quality Committee Review. Wendy Pugh Director of Operations and Nursing. Innovation Tom Jinks - Governance Manager.

Governance and Quality Committee Review. Wendy Pugh Director of Operations and Nursing. Innovation Tom Jinks - Governance Manager. Board meeting date: 29 th May 2013 Agenda Item number:10.1 Enclosure:5 Title and Quality Committee Review Accountable Director: Author (name & title): Wendy Pugh Director of Operations and Nursing Rosie

More information

Performance and Delivery/ Chief Nurse

Performance and Delivery/ Chief Nurse Governing Body 26th May 2017 Quality and Performance Report 22nd May 2017 Author: Other contributors: Executive Lead Audience Eileen Clark - Acting Director of Clinical Performance and Delivery/ Chief

More information

North East Hampshire and Farnham Clinical Commissioning Group Safeguarding Framework

North East Hampshire and Farnham Clinical Commissioning Group Safeguarding Framework North East Hampshire and Farnham Clinical Commissioning Group Safeguarding Framework North East Hampshire and Farnham Clinical Commissioning Group Safeguarding Strategic Framework Page 3 of 27 Contents

More information

2020 Objectives July 2016

2020 Objectives July 2016 ... 2020 Objectives July 2016 1 About NHS Improvement NHS Improvement is responsible for overseeing NHS foundation trusts, NHS trusts and independent providers. We offer the support these providers need

More information

REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY

REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY Date of Meeting: 26 November 2015 Agenda No: 6.2 Attachment: 06 Title of Document: Adult Safeguarding Annual Report 2014/15 Purpose of Report:

More information

TRUST BOARD. Jo Furley, Interim Chief Nurse Dr Ben Lobo, Medical Director. Jo Hunter, Deputy Chief Nurse. Mary Heritage, Assistant Director of Quality

TRUST BOARD. Jo Furley, Interim Chief Nurse Dr Ben Lobo, Medical Director. Jo Hunter, Deputy Chief Nurse. Mary Heritage, Assistant Director of Quality TRUST BOARD Document Title: Presenter: Quality Report Jo Hunter, Deputy Chief Nurse Authors: Contact details for further information: Jo Furley, Interim Chief Nurse Dr Ben Lobo, Medical Director Jo Hunter,

More information

Council of Members. 20 January 2016

Council of Members. 20 January 2016 Council of Members 20 January 2016 Feedback on election process: Council of Members Chair and Deputy Chair Malcolm Hines, Chief Financial Officer Minutes of last meeting: 14 October 2015 Dr. Richard Proctor,

More information

Quality Improvement Strategy 2017/ /21

Quality Improvement Strategy 2017/ /21 Quality Improvement Strategy 2017/18-2020/21 Contents Section Title Page Number Foreword from Chair and Chief Executive 2 Section 1 Introduction What does Quality mean to us? What do we want to achieve

More information

Strategic Risk Report 4 July 2016

Strategic Risk Report 4 July 2016 Strategic Report 4 July 20 Haringey CCG Register Introduction The Strategic Report (historically known as the Board Assurance Framework) evidences Haringey Clinical Group s control over the delivery of

More information

National Standards for the Conduct of Reviews of Patient Safety Incidents

National Standards for the Conduct of Reviews of Patient Safety Incidents National Standards for the Conduct of Reviews of Patient Safety Incidents 2017 About the Health Information and Quality Authority The Health Information and Quality Authority (HIQA) is an independent

More information

York Teaching Hospital NHS Foundation Trust. Caring with pride. The Nursing and Midwifery Strategy

York Teaching Hospital NHS Foundation Trust. Caring with pride. The Nursing and Midwifery Strategy York Teaching Hospital NHS Foundation Trust Caring with pride The Nursing and Midwifery Strategy 2017-2020 1 To be a nurse, a midwife or member of care staff is an extraordinary role. What we do every

More information

NHS Rotherham. The Board is recommended to note the proposal to adopt the NHS EDS and to approve the development and implementation of the EDS

NHS Rotherham. The Board is recommended to note the proposal to adopt the NHS EDS and to approve the development and implementation of the EDS NHS Rotherham Management Executive 31 May 2011 NHS Rotherham Board 6 June 2011 Equality Delivery System This report has been informed by a briefing note from the SHA Contact Details: Lead Director: Sarah

More information

A fresh start for registration. Improving how we register providers of all health and adult social care services

A fresh start for registration. Improving how we register providers of all health and adult social care services A fresh start for registration Improving how we register providers of all health and adult social care services The Care Quality Commission is the independent regulator of health and adult social care

More information

THE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST NHS SAFETY THERMOMETER

THE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST NHS SAFETY THERMOMETER Agenda item A5(vi) THE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST NHS SAFETY THERMOMETER EXECUTIVE SUMMARY The NHS Safety Thermometer is a point of care survey, which is a local improvement tool

More information

NHS East and North Hertfordshire Clinical Commissioning Group. Quality Committee. Terms of Reference Version 4.0

NHS East and North Hertfordshire Clinical Commissioning Group. Quality Committee. Terms of Reference Version 4.0 NHS East and North Hertfordshire Clinical Commissioning Group Quality Committee Terms of Reference Version 4.0 1. Introduction 1.1 The Quality Committee (the committee) is established in accordance with

More information

NHS Nursing & Midwifery Strategy

NHS Nursing & Midwifery Strategy Colchester Hospital University NHS Foundation Trust NHS Nursing & Midwifery Strategy 2015-2018 Foreword Caring with Pride is our three-year Nursing & Midwifery Strategy for Colchester Hospital University

More information

Specialist mental health services

Specialist mental health services How CQC regulates: Specialist mental health services Provider handbook March 2015 The Care Quality Commission is the independent regulator of health and adult social care in England. Our purpose We make

More information

High level guidance to support a shared view of quality in general practice

High level guidance to support a shared view of quality in general practice Regulation of General Practice Programme Board High level guidance to support a shared view of quality in general practice March 2018 Publications Gateway Reference: 07811 This document was produced with

More information

Patient Safety Strategy

Patient Safety Strategy Patient Safety Strategy 2015-18 Culture will trump rules, standards and control strategies every single time, and achieving a vastly safer NHS will depend far more on major cultural change than on a new

More information

Co-Commissioning Arrangements in Primary Care (GP practices) - Principles and Process for managing Quality and Contracting

Co-Commissioning Arrangements in Primary Care (GP practices) - Principles and Process for managing Quality and Contracting Co-Commissioning Arrangements in Primary Care (GP practices) - Principles and Process for managing and Contracting 1. Purpose The CCG will have delegated authority to commission primary care (For clarity,

More information

JOB DESCRIPTION. Pharmacy Technician

JOB DESCRIPTION. Pharmacy Technician JOB DESCRIPTION Pharmacy Technician Issued by AT Medics Primary Care Pharmacy Technician Job Description Job Title: Reporting to: Location: Salary: Job status: Contract: Notice Period: Primary care pharmacy

More information

Mental health and crisis care. Background

Mental health and crisis care. Background briefing February 2014 Issue 270 Mental health and crisis care Key points The Concordat is a joint statement, written and agreed by its signatories, that describes what people experiencing a mental health

More information

CCG authorisation: the role of medicines management

CCG authorisation: the role of medicines management May 2012 The NHS medicines bill for 2010 was 12.9 billion, of which secondary care costs accounted for 32%. Prescribing inflation in 2010 ran at 4.8% and it is estimated that around 14% of total CCG budgets

More information

Strategic Risk Report 12 September 2016

Strategic Risk Report 12 September 2016 Strategic Report September 20 Haringey CCG Register Introduction The Strategic Report (historically known as the Board Assurance Framework) evidences Haringey Clinical Commissioning Group s control over

More information

IT ALL STARTS WITH YOU

IT ALL STARTS WITH YOU Email: jo.curtis@nhs.net IT ALL STARTS WITH YOU Tell us about your experience Help us improve NHS services This guide takes you through the different ways you can tell the NHS about your experiences, so

More information

PATIENT AND SERVICE USER EXPERIENCE STRATEGY

PATIENT AND SERVICE USER EXPERIENCE STRATEGY PATIENT AND SERVICE USER EXPERIENCE STRATEGY APRIL 2017 TO MARCH 2020 Date 24 March 2017 Version Final Version Previously considered by The Patient Experience Group version 0.1 draft The Executive Management

More information

Developing Plans for the Better Care Fund

Developing Plans for the Better Care Fund Annex to the NHS England Planning Guidance Developing Plans for the Better Care Fund (formerly the Integration Transformation Fund) What is the Better Care Fund? 1. The Better Care Fund (previously referred

More information

Care Quality Commission (CQC) Inspection Briefing

Care Quality Commission (CQC) Inspection Briefing Care Quality Commission (CQC) Inspection Briefing The CQC exists to make sure hospitals, care homes, dental and GP surgeries, and all other care services in England provide people with safe, effective,

More information