Islington Integrated Networks
|
|
- Beatrix Hunt
- 5 years ago
- Views:
Transcription
1 Islington Integrated Networks
2 Inner London borough: Islington Population 249,000 registered population/33 GP practices Most densely populated borough in England 24 th most deprived borough in England (down from 11 th in 2014), however Islington ranks third nationally on the income deprivation indicator for children, and fourth for income deprivation affecting older people. High levels of smoking, obesity, child poverty, etc. Poor health outcomes 38,000 living with at least one LTC Extremely high prevalence of psychosis Young population students and young professionals High population churn (20/25%)
3 Strategic Case for Change Five Year Forward View & GP Forward View - growing demand against a backdrop of reduced resource - urged to explore new collaborative ways of working - reducing the divide between physical & mental health and social care Better Care Fund - aimed at supporting local health and care economies to work more effectively together Significant reduction in funding across the system Sustainability & Transformation Plan - Drive towards greater patient empowerment self care/self management: Care Closer to Home Building on basic infrastructure of teleconference MDTs
4 What we aimed to change
5 Anticipated Outcomes The hypothesis: Integrated working leads to better outcomes for patients improved staff satisfaction a system that is more financially efficient Measurable outcomes: Reduction in non-elective admissions to hospital Reduction in A&E attendances Reduction in referrals to secondary mental health services Reduction in recorded risk scores Reduction in long term placements into care homes Assessing the impact on primary care usage Improved patient satisfaction Improved staff satisfaction
6 Network goals Improved Outcomes Patients: Local I Statements, developed with Islington Patients based on the National Voices I statements I want to be listened to and heard I want to be treated as a whole person and for you to recognise how disempowering being ill is I want my care to be co-ordinated and to have the same appointment system across services I want to have longer appointments with someone who is well prepared so that I do not have to tell my story again I want to feel supported by my community and get the most out of services available locally I want you to put a greater focus on my mental well being I want to feel respected and to feel safe Professionals: Not a new service a different way of working based on development of strong cross organisational relationships Working smarter, not harder offering holistic approach Being part of a team and able to access support and input easily parity of esteem Clear about roles, responsibilities and procedures Redirecting activity to the most appropriate person Removing non-clinical tasks from clinicians Patients identified by systems, not professionals
7 Test and Learn process Expressions of Interest from primary care Two models allowed autonomy & flexibility to experiment and develop Funding to guarantee buy-in (BCF) GP representation from 7 practices Community Matrons x 2 Social Services x 2 Mental Health x 2 Age UK Health Navigator x 1 Top 2% Highest Risk Patients Project management support Monthly review meetings & quarterly Test and Learn combined team reflection events EVALUATION based on cohort of 123 patients Reduction in A&E attendances - Pilot patients saw a faster decline in A&E attendances post-mdt compared to controls. The difference in the rate of change in A&E attendances (compared to 6 months and 12 months prior to MDT) is statistically significant when comparing pilot and control patients Reduction in non-elective admissions no significant rate of change
8 Delivery flexible roll out Weekly / fortnightly / hybrid - Venue: fixed / alternating Face to Face GP membership: same GP / rotating representation contracted through LCS Operational management: INC service with honorary contracts Patient cohort: discharge planning/admission avoidance - highly chaotic & complex patients. Referral based mainly on clinical judgement (risk score) Referral source equal value placed on each organisation s selection IT: Wi-Fi, hardware, access to each organisation s systems, GP IT support, EMIS template linking directly to patient record Workforce high level of seniority Parity of esteem Navigator service 6 dedicated Navigators/1 Manager Community nursing 4 INC Matrons Full roll out Jan 2016 Social Services 2 senior practitioners (blended role with housing) Mental Health Primary Care Mental Health service (not yet full coverage) Integrated Network Coordination (INC) Service admin team (4 x band 3 / 2 x band 6 / 1 x operational manager band 8a) Implementing strong admin systems for scheduling, managing actions & arranging follow up. Provided by Whittington Health
9 12 Networks (31/33 practices) All practices engaged 370 patients discussed per month (Oct 2017) 180 new patients 34 meetings 526 patient discussions 2 practices yet to join logistic issues
10 Quantitative data: CSU matching data PPL - statistical significance (admissions and attendances) Nuffield Trust input Qualitative data: HealthWatch undertaking patient interviews Social Kinetic (change consultants Pioneer) measured perceived energy for and resilience to change. Staff Survey External evaluators (PPL Consulting) to deliver recommendations & reassurances: Correct patient cohorts Optimum number of Networks Size of Network Locality spread Alignment to STP Evaluation 2016/17
11 Findings: Based on the preliminary data analysis there is a significant decrease in acute activity for patients who have been through the MDT Data analysis Data has been provided via the CSU - outpatient, accident & emergency and inpatient activity for patients who have been seen by a network between April 2016 to March The data included activity 12 months before and 12 months after their first MDT encounter. Outpatient, A&E and inpatient activity have been extracted and may have omitted entries due to coding and matching process with significantly fewer records post their first MDT which could indicate low data quality ASC data was provided fully for 16/17, however only summary figures for 15/16 which contain gaps that could indicate low data quality Acute There appears to be a sizeable decrease in outpatient, A&E and inpatient activity and costs for patients who have attended the network MDT Adult social care: ASC costs have increased for patients in the network, mostly for Physical Support needs for Personal Care Evidence of reduced safeguarding alerts Risk Scores There appears to be slight increase in risk scores after the first couple of months after MDT Pre Post Pre Post Pre Post Pre Post Pre Post Pre Post Pre Post Pre Post Pre Post Pre Post Pre Post Pre Post Pre Post MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT MDT Central - Central 1 Central 2 Central 3 Central 4 North 1 North 2 North 3 Not in South East South East South South South East Network 1 2 West 1 West 2 1 OP IP A&E
12 Challenges, Risks, Issues IT only partially overcome issues remain with speedy access to electronic systems Maintaining GP buy-in One practice yet to join a Network due to capacity/logistics Inefficient use of resources - network with one practice Consistent Mental Health input Conflict between services (INC matrons, etc.) Wider organisational understanding of the programme Cross Border issues: managing Islington registered patients living outside the borough (social services, nursing, etc.) patients linked to non-islington trusts - Homerton, RFH, North Mid etc. Sustainability and Transformation Plan
13 Care Closer to Home Integrated Networks Sustainability and Transformation Plan North London Partners (NCL) Care Closer to Home Integrated Networks - CHINs Move towards developing an Accountable Care Organisation Population based approach 50,000 to 80,000 patients Pro-active/Preventative approach Clinically and data led Improve patient experience and reduce variation between practices Two pilots long term conditions and low to medium frailty Quality Improvement Support Teams - QIST
14 WORKSHOP
15 MDTs Why are we bothering? What are the reasons for implementation of your project? What is the driving force - rationale Who is the driving force - leadership What are the differences? Are they actually different? Where are the similarities?
16 MDTs How are we doing them? Operationally: What approach have you taken or do you intend to take? What are the common themes? What are the challenges and where are they the same across all projects? How are they being resolved?
17 MDTs Where are they going? Sustainability - short, medium or long term? Are they delivering (or will they) deliver the Why? What are the overall expectations How can they continue and be self supporting? How do you factor in development/expansion? Is continuity possible (contingency plans) in the face of ever more shiny new NHS changes?
18 Why are we bothering? How are we doing them? Where are they going? MDT Projects What would your three recommendations be to someone about to embark on setting up a similar project? Three things about which you are most proud The three things you have learned today (and maybe already knew) that are essential to be able to get projects like these off the ground and make them sustainable
19 West London CCG and My Care My Way Henry Leak and George Katsunde Wednesday 6th December 2017
20 West London and NWL STP West London CCG was established in April 2013 under the Health and Social Care Act It is made up of 45 GP member practices that in 2016/17 served an estimated registered patient population of 245,315 (QOF 2016/17) and is responsible for planning and buying (commissioning) health services for the people living in the Royal Borough of Kensington and Chelsea and the Queen s Park and Paddington area of Westminster. Clinical Commissioning Groups do not provide any health services directly, but buy these services for our residents from providers such as NHS hospitals, GPs and the voluntary sector. We are committed to improving the care provided to our residents, reducing health inequalities and raising the quality and standards of services within our allocated budget. Our vision is that everyone living, working and visiting West London should have the opportunity to be well and live well to be able to enjoy being part of our capital city and the cultural and economic benefits it offers. Sustainability and Transformation Plan In 2016 West London CCG joined with Kensington & Chelsea Council, Westminster City Council and other local partners to look at what we wanted to do to make positive change happen, and feed this into the wider NW London Sustainability and Transformation Plan (STP). The STP, which covers the eight boroughs in NW London, takes its starting point from the national NHS Five Year Forward View strategy and translates it for our local situation The STP is driven by a strong case for change across NW London. Only half of our population is physically active Half of over-65s live alone and over 60 per cent of adult social care users want more social contact Many people are living in poverty People with serious long-term mental health needs live 20 years less than those without.
21 Elements present at hub 1 Care plan for health and social needs Equally involved Carers and Family Involved in making decisions for care 2 Tier 0: Mostly healthy over 65s Tier 1: Over 65s with 1 well managed LTC Service Users Tier 2: Over 65s with 2 or more LTC and mental, health/social care needs Tier 3: Over 65s with 3 or more LTC and mental, health/social care needs Increasing health and social care needs 3 Users & carers empowered for self-care HSCAs GP with clinical responsibility and named accountability Case Managers CIS teams Tailored increase in resources for self-care, carer involvement and primary care for over 65s e.g., longer appointments, 24x7 GP cover (through OOH provider) Home GP practice North / South hub 4 Psycho-Geri.. Diagnostics Allied Pharmacy health services Social Existing Worker Specialists Voluntary services sector Geriatrician OT Mental Health Physio Frontline admin Hub Staff Clinical Lead Mgmt Out of Hours care Lead New/ OOH services expanding roles Diagnostics CIS (urgent care) GPs Case Managers HSCAs Supports a fixed number of practices 5 Voluntary Services Housing & Benefits Advanced Diagnostics Pharmacy North & South hubs 999, CIS, OOH Acute NEL 6 Cultural and people integration: of locally based staff moving towards a single organisation Financial integration: Capitated budgets, aligned financial incentives in the long terms Systems and operational integration: Shared IT and systems supported with robust legal and governance arrangements Long-term aspirations
22 Refining the Model of Care Worked with multidisciplinary teams based in nine practices to rapidly develop and improve the service model. Each team worked on a different challenge, on behalf of the wider system. Teams met weekly over six weeks to develop and test ideas to improve their challenge area. Over 70 people involved including representatives from District Nursing, Rapid Response, Adult Social Care, Older Adults Community Mental Health Team, Community Living Well, Memory Clinic and Kensington and Chelsea Social Council.
23 Areas for refinement Practice Practice 1 Practice 2 Practice 3 Practice 4 Practice 5 Practice 6 Practice 7 Practice 8 Practice 9 Challenge Developing a one team approach to primary care Improving the interface between MCMW and Mental Health services Getting the most out of hub sessions Improving joint working with Adult Social Care (Westminster City Council) Reducing avoidable admissions Improving joint working with Adult Social Care (RBKC) Improving self care and social prescribing Reducing avoidable admissions Improving the interface between Geriatricians and MCMW
24 Reducing variation Clarifying and codifying the model in: A Quick Guide to MCMW A service blueprint Updated standard operating procedures
25 Integration Challenges Multi-skilled workforce. Cultural shift for all Partners. Differing KPI s. Recruitment and retention. Dealing with duplication (MCMW, DN, CIS, ASC, Mental Health ) and inefficiencies (throughput) to develop a revised model of care and business case for the Multi-speciality Community Provider.
26 PHASED OVER 18/19 & 19/20 Strategy overview: Developing our MCP components MCMW 24 x MCMW GP Contracts (Wave 1 & 2) 20 x MCMW GP Contracts (Wave 3) CIS 2017/ / /20 COMMISSIONER & CONTRACT HOLDER Staffing Orgs x 2 Self Care (VCS) Transport Governance Org. Geriatrician (CW & ICHT) Falls District Nursing Community Living Well Rapid Response Rehabilitation In Reach Reablement Intermediate Care beds OPMH (incl. MAS) Primary Care elements Adult Social Care Palliative Services COMMISSIONER & CONTRACT HOLDER 1 ENHANCED WHOLE SYSTEMS TEAM Enhanced MCMW (65+) mobilised from April 1 st 2018 Alliance agreement/ Virtual MCP Single management team Single shadow budget Single Outcomes Framework Single set of Outcomes KPIs Harmonised Output KPIs Teams tailored to PCH pilots need Enhanced MCMW absorbing an increasing number of care functions as services and contracts mature Older adults, transitioning to complex adults where possible HIGH LEVEL TIMELINE Q1 18/19 Q2 Q3 Q4 CONTRACT DIAGNOSTICS & IMPROVEMENT REPORTS (Sept/ Oct 2017) INTEGRATED CARE STRATEGY (Nov 2017) WS Model of Care BC MCP Market engagement ICT Model of Care BC Prioritising the development of an Integrated Community Team shared across practices with a particular focus on Grenfell - to meet the needs of the whole population including children and young people. Enhanced Whole Systems team mobilised Commissioning Framework LOCAL COMMISSIONING ROLE PRIMARY CARE HOME PILOT LOCAL COMMISSIONING ROLE PRIMARY CARE HOME PILOT Q1 19/20 Partial MCP Single contract Whole population coverage Pooled budget for agreed MCP elements Fully operational Integrated Community Team Integrated Community Team delivered through MCP PCHs delivery units of MCP (five in this example) Each PCH defines requirements of their ICT team to meet local need Mobilisation: ICT Mobilisation: MCP 26
West London CCG Integrated Care Strategy
WORKING DRAFT West London CCG Integrated Care Strategy 2018-2020 Mobilising an Integrated Community Team through a Multispecialty Community Partnership (MCP) Supporting Primary Care Working at Scale Developing
More informationWestminster Partnership Board for Health and Care. 21 February pm pm Room 5.3 at 15 Marylebone Road
Westminster Partnership Board for Health and Care 21 February 2018 4.30pm - 6.00pm Room 5.3 at 15 Marylebone Road Agenda Item # Item and discussion points Lead Papers Timing 1 Preliminary business Welcome
More informationDRAFT BUSINESS PLAN AND CORPORATE OBJECTIVES 2017/8
DRAFT BUSINESS PLAN AND CORPORATE OBJECTIVES 2017/8 West London Clinical Commissioning Group This document sets out a clear set of plans and priorities for 2017/18 reflecting West London CCGs ambition
More informationSustainability and transformation plan (STP)
Sustainability and transformation plan (STP) David Bowen-Cassie, Harrow CCG Alex Dewsnap, London Borough of Harrow Sanjay Dighe, Lay Member, Harrow CCG About Harrow A population of more than 239,000 people
More informationThe Community Based Target Model
1 The Community Based Target Model Integrated Single System Leadership and Management The Core (as a minimum all LCNs should encompass) Working with High Impact Changes Lambeth Serving geographically coherent
More informationNorth West London Sustainability and Transformation Plan Summary
North West London Sustainability and Transformation Plan Summary Being well, living well: a sustainability and transformation plan for North West London November 2016 Have your say We want to hear your
More informationNHS Providers Strategy Directors Network meeting Five Year Forward View and Vanguards - Birmingham Community Healthcare NHS Trust our story
NHS Providers Strategy Directors Network meeting Five Year Forward View and Vanguards - Birmingham Community Healthcare NHS Trust our story Lorraine Thomas Director of Business and Organisational Development
More informationSWLCC Update. Update December 2015
SWLCC Update Update December 2015 Croydon, Kingston, Merton, Richmond, Sutton and Wandsworth NHS Clinical Commissioning Groups and NHS England Working together to improve the quality of care in South West
More informationPARTNERSHIP AGREEMENTS FOR THE COMMISSIONING OF HEALTH, WELLBEING AND SOCIAL CARE SERVICES
PARTNERSHIP AGREEMENTS FOR THE COMMISSIONING OF HEALTH, WELLBEING AND SOCIAL CARE SERVICES 1. EXECUTIVE SUMMARY Commissioning is the process used by local authorities and NHS bodies to arrange services
More informationIntegrated Care in North Central London
Integrated Care in North Central London 5 th July 2012 Sylvia Kennedy AD Strategy & Planning Strategic context Many of our frailest and sickest groups receive care in a fragmented and disorganised way
More informationGeneral Practice 5 Year Forward View Operational Plan Leicester, Leicestershire and Rutland (LLR) STP
Leicester City Clinical Commissioning Group West Leicestershire Clinical Commissioning Group East Leicestershire and Rutland Clinical Commissioning Group General Practice 5 Year Forward View Operational
More informationSeeking your views on transforming health and care in Bedfordshire, Luton and Milton Keynes. March 2017
Seeking your views on transforming health and care in Bedfordshire, Luton and Milton Keynes March 2017 Agenda 1. STP update October submission, feedback so far, about the March 2017 Discussion Paper 2.
More informationMERTON CLINICAL COMMISSIONING GROUP PRIMARY CARE COMMISSIONING COMMITTEE. Purpose of Report: For Note
Date of Meeting: 23 rd March 2017 MERTON CLINICAL COMMISSIONING GROUP PRIMARY CARE COMMISSIONING COMMITTEE Agenda No: 7 Attachment: 6 Title of Document: Primary Care Strategy Update Purpose of Report:
More informationIntegrated Health and Care in Ipswich and East Suffolk and West Suffolk. Service Model Version 1.0
Integrated Health and Care in Ipswich and East Suffolk and West Suffolk Service Model Version 1.0 This document describes an integrated health and care service model and system for Ipswich and East and
More informationNorth Central London Sustainability and Transformation Plan. A summary
Sustainability and Transformation Plan A summary N C L Introduction Hospitals, local authorities, GPs, commissioners, and mental health trusts across north central London have all come together to transform
More informationYou 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 informationBristol CCG North Somerset CGG South Gloucestershire CCG. Draft Commissioning Intentions for 2017/2018 and 2018/2019
Bristol CCG North Somerset CGG South Gloucestershire CCG Draft Commissioning Intentions for 2017/2018 and 2018/2019 Programme Area Key intention Primary and community care Sustainable primary care Implement
More informationNHS 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 informationThe North Central London Sustainability and Transformation Plan. and. Camden Local Care Strategy. Caz Sayer Chair, Camden CCG
The North Central London Sustainability and Transformation Plan and Camden Local Care Strategy Caz Sayer Chair, Camden CCG About the Sustainability & Transformation Plan (STP) N C L North Central London
More informationUtilisation Management
Utilisation Management The Utilisation Management team has developed a reputation over a number of years as an authentic and clinically credible support team assisting providers and commissioners in generating
More informationImproving Healthcare Together : NHS Surrey Downs, Sutton and Merton clinical commissioning groups Issues Paper
Improving Healthcare Together 2020-2030 NHS Surrey Downs, Sutton and Merton CCGs Improving Healthcare Together 2020-2030: NHS Surrey Downs, Sutton and Merton clinical commissioning groups Surrey Downs
More informationHaringey and Islington
Haringey and Islington Wellbeing Partnership Who we are Thoughts on system leadership and on leading within complex systems Observations from our experience Recognising where we are seeing and showing
More informationNHS Somerset CCG OFFICIAL. Overview of site and work
NHS Somerset CCG Overview of site and work NHS Somerset CCG comprises 400 GPs (310 whole time equivalents) based in 72 practices and has responsibility for commissioning services for a dispersed rural
More information04c. Clinical Standards included in the Strategic Outline Care part 1, published in December 216
0c Clinical s included in the Strategic Outline Care part, published in December 6 Clinical standards The following clinical standards were included in the Strategic Outline Case part (SOC), published
More informationPlans for urgent care in west Kent:
Plans for urgent care in west Kent: Introduction and background A summary of our draft strategy NHS West Kent Clinical Commissioning Group (CCG) is working to improve urgent care services and we would
More informationBedfordshire, Luton and Milton Keynes Sustainability and Transformation Plan. October 2016 submission to NHS England Public summary
Bedfordshire, Luton and Milton Keynes Sustainability and Transformation Plan October 2016 submission to NHS England Public summary 15 November 2016 Contents 1 Introduction what is the STP all about?...
More informationStrategic overview: NHS system
Strategic overview: NHS system Dr Keith Ridge, Chief Pharmaceutical Officer 1 November 2016 A collaborative approach Five Year Forward View Oct 2014 NHS planning guidance, Dec 2015: Every health and care
More informationSeven day hospital services: case study. South Warwickshire NHS Foundation Trust
Seven day hospital services: case study South Warwickshire NHS Foundation Trust March 2018 We support providers to give patients safe, high quality, compassionate care within local health systems that
More informationAppendix 5.5. AUTHOR & POSITION: Jill Shattock, Director of Commissioning CONTACT DETAILS:
Appendix 5.5 MEETING: Haringey Clinical Commissioning Group Governing Body Meeting DATE Wednesday, 30 July 2014 TITLE: North Central London (NCL) NHS 111 and GP Out of Hours LEAD GOVERNING Jill Shattock,
More informationEngagement Summary. North London Partners Urgent and Emergency Care Programme. Camden Barnet Enfield Haringey Islington
Engagement Summary North London Partners Urgent and Emergency Care Programme Camden Barnet Enfield Haringey Islington Introduction This report summarises a year-long programme of engagement undertaken
More informationHalton. Local system review report Health and Wellbeing Board. Background and scope of the local system review. The review team
Halton Local system review report Health and Wellbeing Board Date of review: 21-25 August 2017 Background and scope of the local system review This review has been carried out following a request from
More informationLonger, healthier lives for all the people in Croydon
D R A F T Croydon Clinical Commissioning Group Prospectus 2013/14 Longer, healthier lives for all the people in Croydon (Version TL) 1 Contents Foreword from the chair 3 Introduction 4 Who we are our Governing
More informationNWL STP plans for the last phase of life
NWL STP plans for the last phase of life Dr Tim Spicer, GP & Chair of Hammersmith & Fulham CCG & Toby Hyde, Head of Strategy Hammersmith & Fulham CCG NW London Sustainability & Transformation Plan Improving
More informationEXECUTIVE SUMMARY... 1 HEALTH AND WELLBEING STRATEGY VISION... 2 ULTIMATE AIM... 3 DELIVERING THE VISION AND THE PRIORITIES... 4 FOCUS...
CONTENTS EXECUTIVE SUMMARY... 1 HEALTH AND WELLBEING STRATEGY VISION... 2 ULTIMATE AIM... 3 DELIVERING THE VISION AND THE PRIORITIES... 4 FOCUS... 6 WHAT WE WILL CONTINUE TO ACHIEVE THROUGH THE HEALTH
More informationWestminster Partnership Board for Health and Care. 17 January pm pm Room 5.3 at 15 Marylebone Road
Westminster Partnership Board for Health and Care 17 January 2018 4.30pm - 6.00pm Room 5.3 at 15 Marylebone Road Agenda Item # Item and discussion points Lead Papers Timing 1 Preliminary business Welcome
More informationService Transformation Report. Resource and Performance
SUMMARY REPORT Meeting Date: 31 May 2018 Agenda Item: 9.1 Enclosure Number: 9 Meeting: Trust Board (Part 1) Title: Author: Accountable Director: Other meetings presented to or previously agreed at: Service
More informationMEETING OF THE GOVERNING BODY IN PUBLIC 7 January 2014
MEETING OF THE GOVERNING BODY IN PUBLIC 7 January 2014 Title: Bedfordshire and Milton Keynes Healthcare Review: The way forward Agenda Item: 4 From: Jane Meggitt, Director of Communications and Engagement
More informationMelanie Craig NHS Great Yarmouth and Waveney CCG Chief Officer. Rebecca Driver, STP Communications and Jane Harper-Smith, STP Programme Director
Agenda Item: 9 Governing Body Thursday 25 January 2018 Subject: Presented By: Prepared By: Submitted To: Purpose of Paper: Norfolk and Waveney Sustainability and Transformation Partnership Update Melanie
More informationReport to Governing Body 19 September 2018
Report to Governing Body 19 September 2018 Report Title Author(s) Governing Body/Clinical Lead(s) Management Lead(s) CCG Programme Purpose of Report Summary NHS Lambeth Clinical Commissioning Group (CCG)
More informationDraft Commissioning Intentions
The future for Luton s primary care services Draft Commissioning Intentions 2013-14 The NHS will have less money to spend over the next three years. Overall, it has to make 20 billion of efficiency savings
More informationWest London CCG Annual General Meeting. Tuesday 10 October 2017
West London CCG Annual General Meeting Tuesday 10 October 2017 1 Agenda Item 1 Introduction 1.1 Welcome 1.2 Scene setting and our priorities Lead Dr Fiona Butler, Chair 2 Our achievements in 2016/17 2.1
More informationCambridgeshire and Peterborough Sustainability and Transformation Plan / Fit for the Future Programme. Frequently Asked Questions Second Edition
Cambridgeshire and Peterborough Sustainability and Transformation Plan / Fit for the Future Programme Frequently Asked Questions Second Edition Contents Introduction to the Sustainability and Transformation
More informationHaringey Better Care Fund Community Event Let s talk about Staying Well 13 th April Evaluation Report
Haringey Better Care Fund Community Event Let s talk about Staying Well 13 th April 2016 Evaluation Report Approximately 50 participants attended the Haringey Better Care Fund (BCF) Community Event which
More informationSouth East Essex. Discharge to Assess Strategy
South East Essex Discharge to Assess Strategy 2018-2020 Version 3.5 27 th March 2018 Document Control: Revision: Name Date: Version 2.0 Shirley Regan 12 December 2017 Version 2.1 Amendments-Paul 19 December
More informationBedfordshire, Luton and Milton Keynes. Sustainability and Transformation Plan. Central Brief: February 2018
Bedfordshire, Luton and Milton Keynes Sustainability and Transformation Plan Central Brief: February 2018 Issue date: February 2018 News Transforming care closer to home Our ambition is to build high quality,
More informationIntegrated heart failure service working across the hospital and the community
Integrated heart failure service working across the hospital and the community Lynne Ruddick Professional Lead (South) British Heart Foundation 31st October 2017 Heart Failure is an epidemic. NICE has
More informationBuckinghamshire, Oxfordshire and Berkshire West Sustainability and Transformation Plan (BOB STP)
Buckinghamshire, Oxfordshire and Berkshire West Sustainability and Transformation Plan (BOB STP) Q. What is a Sustainability and Transformation Plan? A. The NHS and local authorities across Buckinghamshire,
More informationBrent Better Care Fund Plan BRENT COUNCIL AND NHS BRENT CCG (V1.0 FINAL)
Brent Better Care Fund Plan 2017-2019 BRENT COUNCIL AND NHS BRENT CCG (V1.0 FINAL) 0 Contents 1. Introduction... 2 2. Case for Change... 2 3. Brent s vision for health and care... 5 4. Better Care Fund
More informationOUTLOOK FOR THE NEXT 5 YEARS OUR PLANS. September 2014
OUTLOOK FOR THE NEXT 5 YEARS OUR PLANS September 2014 1 SUMMARY Our vision for the City and Hackney health economy is: Patients in control of their health and wellbeing; A joined-up system which is safe,
More informationDeveloping 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 informationThis paper explains the way in which part of the system is changing to become clearer and more accessible, beginning with NHS 111.
Unscheduled care in Haringey 1. Introduction There have been many changes to urgent, unscheduled and unplanned care over recent years. To begin with Casualty departments became Accident and Emergency departments,
More informationUpdate on NHS Central London CCG QIPP schemes
Update on NHS Central London CCG QIPP schemes NHS Central London CCG has identified circa 11m for QIPP during 2013/14. Commissioning Intentions approved by the governing body included transformational
More informationIUC and Vanguard. Greater Nottingham Integrated Urgent Care 1
IUC and Vanguard The 2016/17 Vanguard funding has been confirmed at 1.3M This funding is to deliver the 8 elements of Integrated Urgent Care by March 2017 With careful management of funds we will be able
More informationWelcome. PPG Conference North and South Norfolk CCGs June 14 th 2018
Welcome PPG Conference North and South Norfolk CCGs June 14 th 2018 Housekeeping Packed Agenda! Quick feedback on the national patient participation conference Primary care general update and importance
More informationCity and Hackney Clinical Commissioning Group Prospectus May 2013
City and Hackney Clinical Commissioning Group Prospectus May 2013 Foreword We are excited to be finally live as a CCG, picking up our responsibilities as commissioners for the bulk of the NHS. The changeover
More informationLondon Councils: Diabetes Integrated Care Research
London Councils: Diabetes Integrated Care Research SUMMARY REPORT Date: 13 th September 2011 In partnership with Contents 1 Introduction... 4 2 Opportunities within the context of health & social care
More informationMilton Keynes CCG Strategic Plan
Milton Keynes CCG Strategic Plan 2012-2015 Introduction Milton Keynes CCG is responsible for planning the delivery of health care for its population and this document sets out our goals over the next three
More informationDelivering Local Health Care
Delivering Local Health Care Accelerating the pace of change Contents Joint foreword by the Minister for Health and Social Services and the Deputy Minister for Children and Social Services Foreword by
More informationPersonalised Health and Care 2020: Next steps
Personalised Health and Care 2020: Next steps Paul Rice PhD Head of Technology Strategy NHS England www.england.nhs.uk Better use of data and technology has the power to improve health, transforming
More informationIntegrating Health And Social Care Community Services. Richard Milner and Stella Baillie
Integrating Health And Social Care Community Services Richard Milner and Stella Baillie AGENDA 1. Why we are doing this 2. Our plans for integrating Adult Social Care Assessment and Care Management with
More informationIslington Practice Based Mental Health Care: Roll-out plans and progress
Report to: Board of Directors (Public) Paper number: 3.2 Report for: Information Date: 26 th October 2017 Report author/s: Emily van de Pol, Divisional Director, Community Mental Health and Primary Care
More informationNEW MODELS OF CARE AND THE PREVENTION AGENDA: AN INTEGRAL PARTNERSHIP CHAIR: ROB WEBSTER, CHIEF EXECUTIVE, NHS CONFEDERATION
NEW MODELS OF CARE AND THE PREVENTION AGENDA: AN INTEGRAL PARTNERSHIP CHAIR: ROB WEBSTER, CHIEF EXECUTIVE, NHS CONFEDERATION 10.10am 10.30pm 11.15am 12.00pm 12.45pm 1.30pm 2.15pm 2.45pm 3.30pm Interview
More informationThe Symphony Programme an example from the UK of integrated working between primary and secondary care. Jeremy Martin, Symphony Programme Director
The Symphony Programme an example from the UK of integrated working between primary and secondary care Jeremy Martin, Symphony Programme Director About South Somerset 135,000 population, older age profile
More informationSustainability and Transformation Plan (STP)
Trust board public: 25 May 2016 Agenda item: 4.1 Paper number: 13 Report to: Date of meeting Trust board - public 25 May 2016 Sustainability and Transformation Plan (STP) Executive summary: STPs are place
More informationLeicester, Leicestershire and Rutland s Sustainability & Transformation Plan (STP)
Leicester, Leicestershire and Rutland s Sustainability & Transformation Plan (STP) UPDATE Toby Sanders, STP Lead 13 September, 2016 What is the STP? Health and care place based plan for Leicester, Leicestershire
More informationIslington CCG Commissioning Statement in relation to the commissioning of health services for children and young people 0-18 years
Islington CCG Commissioning Statement in relation to the commissioning of health services for children and young people 0-18 years Introduction 1. Islington CCG funds a range of health services for children
More informationReducing 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 informationNorfolk and Waveney STP. Meeting with East Suffolk Partnership 27 September 2017
Norfolk and Waveney STP Meeting with East Suffolk Partnership 27 September 2017 2 The Norfolk and Waveney STP Members Waveney District Council Focus of Norfolk and Waveney STP Our plan is in line with
More informationHealth & Care Partnership for Cheshire & Merseyside PRIMARY CARE NETWORK DEVELOPMENT FUND APPLICATION PACK
Health & Care Partnership for Cheshire & Merseyside PRIMARY CARE NETWORK DEVELOPMENT FUND APPLICATION PACK Electronic copies of this application form are available from: England.PCN-Development@nhs.net
More informationImperial College Health Partners - at a glance
Imperial College Health Partners - at a glance Imperial College Health Partners - at a glance Our vision and purpose This document is intended to provide an introduction to Imperial College Health Partners
More informationCouncil 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 informationDeveloping out of hospital care: Update on community hubs pilot April 2017 August 2017
Developing out of hospital care: Update on community hubs pilot April 2017 August 2017 Contents Heading 1 Executive summary 3 2 Developing out of hospital care: what we have done 5 3 How have we improved
More informationImproving Quality of Life of Long-Term Patient - From the Community Perspective
Improving Quality of Life of Long-Term Patient - From the Community Perspective Dr Caz Sayer, Camden CCG Chair Working with the people of Camden to achieve the best health for all Context The Health and
More informationA new integrated model for Care Homes from Walsall CCG/Healthcare NHS Trust
A new integrated model for Care Homes from Walsall CCG/Healthcare NHS Trust Sally Roberts - Director of Governance, Quality & Safety. Walsall CCG Katie Welborn Advanced Nurse Practitioner- Walsall Healthcare
More informationNorth West London Draft Sustainability and Transformation Plan Review
North West London Draft Sustainability and Transformation Plan Review In carrying out our work and preparing our report, we have worked solely on the instructions of the West London Alliance (specifically
More informationA meeting of NHS Bromley CCG Governing Body 25 May 2017
South East London Sector A meeting of NHS Bromley CCG Governing Body 25 May 2017 ENCLOSURE 4 SOUTH EAST LONDON 111 AND GP OUT OF HOURS MEMORANDUM OF UNDERSTANDING SUMMARY: The NHS England Commissioning
More informationMerton Integration & Better Care Fund Plan 2017/19
Merton Better Care Fund Programme Merton Clinical Commissioning Group Merton Integration & Better Care Fund Plan 2017/19 Area London Constituent Health and Wellbeing Boards Merton Constituent CCGs Merton
More informationWelcome to. Northern England and the Five Year Forward View for Mental Health. Thursday 2 February 2017 at the Radisson Blu, Durham
Welcome to. Northern England and the Five Year Forward View for Mental Health Thursday 2 February 2017 at the Radisson Blu, Durham Introductions Chairs: Catherine Haigh, Chair of North East together and
More informationChief Officer s Report March and April 2018
Purpose This paper provides a summary of the key areas of business led by the Chief Officer in the CWHHE Clinical Commissioning Groups. CWHHE comprises NHS Central London, NHS West London, NHS Hammersmith
More informationHow are we doing? Adult Local Services at the heart of our community. Leisure Centre F RUIT & VEG
Leisure Centre How are we doing? 2016-17 F RUIT & VEG Adult Local Services at the heart of our community Our performance Angela Dawe and Sue Bowler Joint Directors for Operations and Strategic Development,
More informationMental Health URGENT CARE AND ASSESSMENT Business Case. CCG Summary paper
1. Purpose of this paper Mental Health URGENT CARE AND ASSESSMENT Business Case. CCG Summary paper This paper sets out the rationale for investment in new more effective urgent care pathways for people
More informationNorthumberland, Tyne and Wear, and North Durham Draft Sustainability and Transformation Plan A summary
Northumberland, Tyne and Wear, and North Durham Draft Sustainability and Transformation Plan A summary This summary has been prepared to aid understanding of the draft STP technical submission. Copies
More informationNeurology quality indicators
Neurology A new approach for London Neurology quality indicators For adult neurological services December 2016 Acknowledgements The London Neuroscience Clinical Network is grateful to all who have contributed
More informationMarginal Rate Emergency Threshold. Executive Summary
Part 1 meeting of the Castle Point and Rochford CCG Governing Body held on 29 th September 2016 Agenda item 16 Marginal Rate Emergency Threshold Submitted by: Prepared by: Status: Robert Shaw, Joint Director
More informationClinical Pharmacists in General Practice March 2018
Clinical Pharmacists in General Practice March 2018 1. Background Following a successful national pilot programme, the General Practice Forward View committed over 100million to support an extra 1,500
More informationTHE EMERGING PICTURE OF NEW CARE MODELS IN THE ENGLISH NHS
THE EMERGING PICTURE OF NEW CARE MODELS IN THE ENGLISH NHS ICCHNR SYMPOSIUM University of Kent at Canterbury 15 th -16 th September 2016 Dr John M Ribchester GP Chair and Clinical Lead for Encompass MCP
More informationDELIVERING THE LEFT SHIFT IN ACUTE ACTIVITY THE COMMUNITY MODEL
DELIVERING THE LEFT SHIFT IN ACUTE ACTIVITY THE COMMUNITY MODEL 1. Introduction The Strategic Outline Case (SOC) and subsequent developing Outline Business Case (OBC) for the reconfiguration of acute hospital
More informationOctober 2016 Submission V1.4
Norfolk and Waveney STP October 2016 Submission V1.4 Contents Executive Summary 3 Developing the Norfolk & Waveney STP 5 STP Plan on a Page 6 Progress Since June 7 System Priorities 8 Setting Our Priorities
More informationSussex and East Surrey STP narrative
Sussex and East Surrey STP narrative What is the STP? The Sussex and East Surrey Sustainability and Transformation Partnership (STP) outlines how the NHS and social care will work together to improve and
More informationPsychological Therapies for Depression and Anxiety Disorders in People with Longterm Physical Health Conditions or with Medically Unexplained Symptoms
Psychological Therapies for Depression and Anxiety Disorders in People with Longterm Physical Health Conditions or with Medically Unexplained Symptoms Guide for setting up IAPT-LTC services 1. Aims The
More informationCare and Treatment Review: Policy and Guidance
Care and Treatment Review: Policy and Guidance With policy and guidance on Care, Education and Treatment Reviews for children and young people Easy Read Version 2017 1 Contents Foreword from Gavin Harding...
More informationMid and South Essex Success Regime Overview and next steps. Andy Vowles, Programme Director. 18 April 2016
Mid and South Essex Success Regime Overview and next steps Andy Vowles, Programme Director 18 April 2016 What s in this briefing Part 1 overview Background to the Success Regime Action to date The challenge
More informationGreater Manchester Health and Social Care Strategic Partnership Board
Greater Manchester Health and Social Care Strategic Partnership Board 7 Date: 13 October 2017 Subject: Report of: Greater Manchester Model for Urgent Primary Care Dr Tracey Vell, Associate Lead for Primary
More informationGOVERNING BODY MEETING in Public 29 November 2017 Agenda Item 5.4
GOVERNING BODY MEETING in Public 29 November 2017 Paper Title Paper Author Jacki Wilkes Associate Director of Commissioning Redesign of adult and older peoples specialist mental health services pre-consultation
More informationCentral and North West London NHS Foundation Trust
Central and North West London NHS Foundation Trust Future plans 2013/2014 2 CNWL Future Plans 2012/2013 Welcome 3 Welcome A look forward at our plans for 2013/14 and beyond Contents Wellbeing for life
More informationUrgent Treatment Centres Principles and Standards
Urgent Treatment Centres Principles and Standards July 2017 NHS England INFORMATION READER BOX Directorate Medical Operations and Information Specialised Commissioning Nursing Trans. & Corp. Ops. Commissioning
More informationDetailed business case proposal: A single integrated Triborough Community Independence Service (CIS)
Detailed business case proposal: A single integrated Triborough Community Independence Service (CIS) September 2014 Version 4.5 1 Amendment History Version Date Author Reason 0.1 5 August 2014 Deborah
More informationJames Blythe, Director of Commissioning and Strategy. Agenda item: 09 Attachment: 04
Title of paper: Author: Exec Lead: Community Hospital Services Review Tom Elrick, Urgent Care Programme Lead James Blythe, Director of Commissioning and Strategy Date: 23 rd February 2015 Meeting: Executive
More informationGP at Hand Evaluation: DRAFT Invitation to Tender
GP at Hand Evaluation: DRAFT Invitation to Tender Introduction Hammersmith & Fulham CCG, together with their partners NHS England London Region and NHS England ( the clients ), invite bids for the evaluation
More informationOutcomes Based Commissioning. Update for Governing Body. 19 May 2015
Outcomes Based Commissioning Update for Governing Body 19 May 2015 Background To enable the commissioning of the outcomes based contract (OBC) for out of hospital health and social care an outcomes framework
More information