WORKING FOR A HEALTHIER MANCHESTER
|
|
- Janice McGee
- 5 years ago
- Views:
Transcription
1 WORKING FOR A HEALTHIER MANCHESTER STAKEHOLDER BULLETIN EIGHT February
2 CONTENTS Foreword Page 3 The future of health and social care: the next five years Page 4 Healthy Neighbourhoods Page 5 Community-based care Page 7 Hospital Services Page 11 Making it work: strategies that support the locality plan Page 13 Greater Manchester Health and Social Care Partnership Page 15 Budget update from Manchester City Council Page 16 Update on NHS funding - Page19 2
3 FOREWORD Dear Readers Welcome to issue 8 of the Healthier Manchester stakeholder bulletin. This issue sees us all preparing for a new era in how we bolster health and care services in the community and out of a hospital setting wherever possible. The forthcoming Local Care Organisation will be fundamental to citywide work to transform how services are delivered near people s homes and within their own neighbourhoods. However, this move is more than just about system transformation. It s a large-scale change in approach: recognising that wellbeing means there should be no longer be any divide between mental and physical health. It s also about recognising the strength of support that already exists in our communities - through social networks, groups and clubs that can work alongside health and care provision. But, even more importantly, it s about us as Mancunians. Our ideas matter: and we know our communities better than anyone else. And I firmly believe that many of our health and wellbeing issues can be helped from within our own neighbourhoods and that s what s so exciting about this time. And that s what we call the Our Manchester approach. Sir Richard Leese, Chair of Manchester's Health and Wellbeing Board 3
4 The future of health and social care: the next five years Context: Manchester s Locality Plan: The vision that describes the future of health and social care in the city over the next five years is the Manchester Locality Plan called Our Healthier Manchester. This plan gives details of the city s approach to improving health outcomes in Manchester, while also moving towards long-term financial and clinical sustainability. In essence, it is the plan for joining up or integrating health and social care services in Manchester. It contains three key parts which will drive the transformation of these services, needed to keep our city healthy. These foundations, which are interlinked, are a Single Commissioning Function (now called Manchester Health and Care Commissioning); a Single Local Care Organisation; and a Single Manchester Hospital service (Manchester University NHS Foundation Trust). Both the Single Hospital Service and the Manchester LCO will deliver models of care which span both community and hospital settings to treat people as close to home as possible. 4
5 Healthy Neighbourhoods Council update on homelessness and rough sleeping approach As rough sleeping is increasing on the streets of our city, it s been clear that as a council we needed a new approach to communicating with the public, partners and professionals about the work that we re doing to help people who need it. All our communications have been developed in conjunction with the Manchester Homelessness Partnership, showing true partnership working. We're focusing on supporting those that need it, working hard on preventing those at risk of becoming homeless as well as supporting those who find themselves homeless. We re doing this alongside a broad range of partners and charities in the city, such as Street Support and Coffee4Craig and through a range of shared practices. Working with our partners, we have developed a communications approach that has increased visibility of the work we do and how that support can change somebody s life. We are actively promoting alternative giving instead of street giving heavily through Big Change. Our aim is to change the perception of homelessness and rough sleeping in the city. Our activity peaked in November - there was a social media takeover week where we shared key themes and messages across the Council s social media accounts featuring extensive council and partner video content highlighting the huge range of work going on to address homelessness. Overall it reached more than 591k people. The public comments were mainly positive and focused on the work of the voluntary 5
6 organisations. We re talking to our partners to understand what impact the week had and whether it led to further enquiries, offers of support or donations. This has been supplemented with weekly activity on four key themes - the Longford Centre in Chorlton, our newly opened homelessness centre; what the council and its partners are doing to help; the complexities of dealing with entrenched rough sleepers; and alternative giving. The official charity of the Christmas markets was Big Change - collection tins were placed on all the bars in the markets, and volunteers were coordinated to man bucket collections on Albert Square. More than 4,315 was raised, with the secondary aim of raising awareness of alternative giving and ensuring visibility of the Big Change campaign. This has been supplemented by visible on-street digital advertising of the Big Change, in prominent positions across the city centre. You can find out more about what Manchester City Council is doing to tackle homelessness by visiting: 6
7 Community-based care Manchester s work for a Local Care Organisation Manchester s plans to transform out of hospital care and improve health are set to go live with the launch of the city s Local Care Organisation this April. The LCO is not only a vital part of the city s plans for health and social care (its locality plan), but is also fundamental to the Our Manchester Strategy to create a healthy, thriving city. The LCO will provide proactive and co-ordinated care across twelve neighbourhoods in the city. This will 7
8 bring primary, community and mental health together, with social care at local level. As mentioned in previous bulletins, Manchester Health and Care Commissioning has been leading the work to establish a publicly-funded LCO, bringing together public services, which can integrate existing health and social care teams. The Manchester Provider Board (MPB), was the single qualifying bidder in this procurement process. MPB includes the city s GP federations, the city council, the city s hospital trusts and community services, Greater Manchester Mental Health Trust and the voluntary sector. Now, as planned, the LCO will go live in a matter of weeks, with the clear goal of improving health outcomes for the people of this city. Due to extremely complex VAT and other external issues, which will take some additional time to resolve, existing contracts and a new partnering agreement will underpin the LCO for the first year. All providers are in agreement that the focus, services and action and momentum must continue to make this city as healthy as possible for the people who live here. There have been lots of key achievements to date including the launch of new services where colleagues from different organisations are working together to reduce duplication and best meet the needs of the people they care for. One example of this work is High Impact Primary Care (HIPC). This involves multidisciplinary teams led by general practice who will proactively support those people who are frail or living with long-term conditions to reduce hospital admissions and delays in transfers in care. The LCO has also now got a formal name Manchester Local Care Organisation. And, Michael McCourt (previously interim Chief Executive, Manchester Provider Board) has been appointed as its chief executive. 8
9 Three new teams pioneer High Impact Primary Care Three new teams of NHS healthcare staff and council social workers are pioneering an innovative way of helping people who have the most complex health and care needs. The pilot High Impact Primary Care teams are intended to help find ways of transforming the way people use NHS and care services. Emma Gilbey, programme manager, explained: The team builds a relationship of trust and then we support them to manage their health in a different way. They will have other issues than their health maybe debt, housing problems, or family difficulties. We will identify what is important to them and what will make the difference. It is not about fixing illness, it is about long-term interventions. The service is targeted at the two per cent of people who are estimated to be the highest users of NHS and care services. They are identified by GPs in the neighbourhood and referred to the team. Emma said: The people we are working with are those for whom the existing primary and community services don t work. They are heavy users of hospital services, turning up at A&E for example. It is very early days for the teams, but they are loving the new way of working and the trust they develop. It s the way primary care should be. High Impact Primary Care teams have been set up in three neighbourhoods: Cheetham Hill and Crumpsall, Gorton and Levenshulme, and Wythenshawe and Baguley. The team in the north of the city has been supporting people since November from its base at Cheetham Hill Health Centre, while the teams in the central and south areas have begun their work during February. The service is commissioned by Manchester Health and Care Commissioning (MHCC) through the city s GP federations. The federations employ the GP, nurse and a service manager who helps to ensure the programme meets its objectives. The team also includes a pharmacist, who is employed by MHCC, a council-employed social worker and a health coach, who works for Greater Manchester Mental Health Trust. 9
10 New North Manchester community neuro rehabilitation team A NEW community neuro rehabilitation team launched recently to deliver a service to North Manchester residents. The service started in September 2017 and is based at Charlestown Health Centre. The team will work alongside the community stroke team to form the community stroke and neuro rehabilitation service. As a single point of contact for all stroke and neurological referrals, the team provides a comprehensive community-based assessment and neuro-rehabilitation service which comprises occupational therapists, physiotherapists, speech and language therapists, specialist nurses, neuropsychology, rehabilitation practitioners, a consultant presence and administration support. Around 300 patients per year are expected to use the service which is provided six days a week from Monday to Saturday. Credit for CASS THE Community Assessment and Support Service (CASS), in north Manchester, has just won an accolade for its innovative work. The award was from inetwork an organisation that facilitates work within the public sector. CASS, which was launched in 2015, comprises both health and social care professionals who can give highly specialised help in the community to stop people having to be admitted to hospital, or, alternatively to reduce the amount of time they need to be admitted for. It is a new integrated service delivery model in the community that was developed in partnership with NHS hospital and community service providers, Manchester City Council and the city s commissioners. 10
11 Hospital Services New Trust delivers early patient benefits Since the creation of Manchester s new, city-wide hospital NHS Trust on October 1st 2017, Manchester University NHS Foundation Trust (MFT), a number of positive developments have taken place. For example a new Council of Governors has been appointed to represent the interests and views of Foundation Trust members and the public and seek assurance from the Board of Directors. Staff and public members also attended a Special Members Meeting in December to meet the new Governors. Leadership arrangements have been developed for the hospitals within MFT and leadership teams appointed for the hospital sites: Manchester Royal Eye Hospital and University Dental Hospital of Manchester; Saint Mary s Hospital; Manchester Royal Infirmary (MRI), Royal Manchester Children s Hospital; and Wythenshawe, Trafford, Withington and 11
12 Altrincham Hospitals. These teams will play a key role in delivering integration plans to benefit patient care. Plans for Days of the new Trust are all on track. Teams have been working together to gradually and safely start introducing some of the quick wins identified by clinicians in the pre-merger patient benefits case. Doctors, Nurses, Managers from across the hospital sites have set up an extra dedicated surgical list at Wythenshawe Hospital for women needing urgent gynaecological surgery, offering extra choice of location and waiting time. Patients from the MRI needing kidney stone removal have been offered treatment at Wythenshawe if this is quicker or closer. Wythenshawe Hospital has a specialist lithotripsy machine, which uses ultrasound to shatter kidney stones, avoiding the need for surgery. The MRI uses a visiting, mobile lithotripsy service. We have produced a short film including interviews with staff and patients talking about some of the early work. Plans for Year 1 are also progressing well. A number of workshops have been held with clinical and corporate teams to develop the vision for how we can best provide better, safer, more consistent care for patients using our services. A Trust wide service strategy that will underpin the delivery of longer-term improvements is also in development. A short film ( has been made with interviews with staff and patients talking about some of the early work. The second stage in the creation of a single city-wide Trust is to bring North Manchester General Hospital, currently part of The Pennine Acute Hospitals NHS Trust, into MFT. A Pennine Acute Transaction Board has been established to oversee the process, chaired by Jon Rouse, Greater Manchester Health and Social Care Partnership Chief Officer. A timeline for the process is being developed by the Transaction Board. 12
13 Making it work: strategies that support the locality plan Manchester s solid commitment to integrated working praised by watchdog after review of health and social care system Manchester s long-term goals to transform its health and social care system, along with its strong commitment to partnership working were recognised in a recently carried out review by the Care Quality Commission (CQC). Manchester was one of 20 sample areas chosen by the CQC for a Local System Review (LSR). The reviews were asked for by the Secretaries of State for Health and for Communities and Local Government back in July, to understand how people moved through the health and care system, with a focus on the connection between services. In particular, it had a focus on services to people aged 65 and over. Manchester s review took place in October and looked at the whole health and care system. It did not include mental health services or specialist commissioning, but it did look at cases of people living with dementia. The findings of the review have been welcomed by the city s health and care leads especially as they are very similar to internal, selfassessments of the system. In particular the report noted the strong partnership working, the benefits of devolution, and how collaboration has been able to drive the pace and major achievements on how services are commissioned and delivered; a single hospital trust and the vision for the local care organisation to bring more support into communities. It also recognised how all the major developments to date and for the future had been based on the needs of Manchester people, their views, and strong insight into the health issues facing our communities. 13
14 Just as positive feedback was welcome, so too have been the constructive comments about the need for more consistency in services across the city. Dr Carolyn Kus, Executive Director of Strategic Commissioning for Manchester Health and Care Commissioning (whose role also includes being director of adult social services), said: While we know there is a clear and compelling vision for the future, there is some inconsistency around current service integration and we need to be addressed. We also know that business as usual must be maintained. Ultimately, the planned changes we are all working for will help to take the pressure off the health and social care system to make it fit for the future. But until then, we are mindful of heavy caseloads within our social work teams for example which need to be addressed. Likewise, we need more resilience in our domiciliary and residential care sector for both the people it affects and its impact on the urgent care system. This review is an opportunity for Manchester to make improvements, while it continues to strive for excellence and to improve the health and care outcomes for our residents the best possible services for everyone who lives here. As part of that I d like to thank our dedicated staff, carers and the people of Manchester for their help to shape the quality and the delivery of services that we would all want for our own families and loved ones. The results of the LSR will also be fed back to the city s Health and Wellbeing Board in January and an ensuing report and action plan will be shared with partner organisations. 14
15 Greater Manchester Health and Social Care Partnership news Charter to support 280,000 carers in Greater Manchester Last month (Jan 19), Greater Manchester made a collective commitment to transform how carers are supported. The signing of a Greater Manchester Carers Charter and commitment to enhance and develop support and opportunities for carers has been led by Greater Manchester Health and Social Care Partnership the body overseeing devolution of the area s health and social care budget. One in ten people are known to be carers in Greater Manchester, but there are many more who have not been identified. Out of 280,000 carers that are known in Greater Manchester, 70,000 (nearly a quarter) spend 50 hours per week as carers, higher than the national average. 24,800 (c.9%) are young carers aged under 25 which is 2% more than the average in England. Similarly, more than 100,000 (c.38%, 107,391) are aged between 25 and 49, 4% more than the national average. The Charter and commitment have been designed by carers and is supported by voluntary, community and social enterprise groups, councils, NHS England and NHS organisations in Greater Manchester. It builds on the aims of the Care Act 2014 and agrees to acknowledge, respect and provide support and opportunities for carers. The priority over the next 12 months will be to understand what good support looks like. Carers will be at the heart of this transformation as experts by experience. They will be involved in reviewing, designing and checking support is fit for their needs. The Charter and commitment has been signed by Greater Manchester Health and Social Care Partnership organisations including voluntary, community and social enterprise groups. 15
16 Budget update from Manchester City Council Updated plans for Manchester City Council s budget, including a reduced increase in Council Tax, have been published. Last year the Council set a three-year budget for the period 2017/18 to 2019/20 which followed a large-scale consultation with residents to understand their priorities. They told us that the things they valued most were care and support for vulnerable people, action on family poverty, tackling homelessness, supporting people into jobs and training, keeping our roads and neighbourhoods in good shape and parks and leisure to help keep people happy and active. The budget was framed to reflect this. Going into year two of the budget, 2018/19, those priorities remain the same and progress is being made towards goals such as bringing health and social care together, supporting people earlier so they do not need more costly support later on and changing waste collection arrangements to deliver increased recycling and savings. But slight changes in the Council s overall financial position, such as increased commercial income due to prudent investments, have increased the amount of resources available and provided the opportunity to boost priorities. More than half of the Council s service budget around 577m for 2018/19 goes on services to protect and care for vulnerable adults, including older people and adults with learning difficulties, and children. 16
17 Proposed budget increases this year include: - 3.4m extra funding for homelessness, to improve prevention work and offset the impact of government funding for temporary accommodation - A further 1m to support residents hit by the roll-out of Universal Credit with discretionary payments to help them not to lose their homes - 3.7m over 2018/19 and 2019/20 to keep streets clean, combat fly tipping and address other environmental issues this will be funded through savings made in waste collection and disposal arrangements and the use of other existing resources. The Executive also highlighted some of our notable achievements in the current financial year including the opening of the Longford Centre in Chorlton helping to support people vulnerable to homelessness; a new fund to make sure poorer children eat well at school; and the extra support we re giving young care leavers to settle into life after care, including delaying the requirement for care leavers to pay Council Tax until the age of 21. The Council is already committed to deliver major investments in including: - 100m investment to improve roads in every neighbourhood - 24m on building and refurbishing leisure centres including proposals to improve Moss Side Leisure Centre and Abraham Moss Leisure Centre m to help integrate health and community services in East Manchester - 6m improving housing with care and older people - 3m on supporting housing for adults with learning disabilities 17
18 Council Tax Manchester will still have one of the lowest Council Tax bills in the country. The Council s element of Council Tax bills will go up by less in 2018/19 than had originally been planned 3.49 per cent instead of the 4.99 per cent envisaged last year. This will be achieved by spreading a planned one-year increase to help fund adult social care across two years, enabled by a one-off rebate from the Greater Manchester Combined Authority for Mayoral functions that are currently being funded via the Mayoral precept, and increased business rate retention. This is in recognition that increases in precepts other parts of the overall bill which fund non-council services such as the police, fire brigade and GM Mayor - to maintain services will lead to increased bills, so the Council is doing what it can to reduce the increase without affecting services. The levels of planned investment in adult social care will be maintained. The draft budget was heard at the Council s Executive on Weds 7 February as well as being considered by various scrutiny committees. A special budget meeting of the full Council on 2 March will then set the final budget. 18
19 Update on NHS funding and planning guidance The NHS Planning Guidance published in early February announced some additional funding for 2018/19. It breaks down like this: The resources available to CCGs nationally will be increased by 1.4 billion, made available through: - Lifting the requirement for CCGs to underspend 0.5% of their allocations in 2018/19, releasing 370m to fund local pressures and transformation priorities. For Manchester this would be 3.9m. (The requirement to use a further 0.5% of CCGs allocation solely for non-recurrent purposes has also been lifted) m added nationally to CCGs allocations for 2018/19 (which otherwise remain unchanged). This is equal to a further 6.74m for Manchester. - A new 400m Commissioner Sustainability Fund to enable CCGs nationally to return to in-year balance while supporting them to deliver against their budgets. There are no direct implications for Manchester arising from this funding. The NHS Planning Guidance also includes an expectation that the funding is principally used for emergency activity, tackling waiting lists, adherence to the Mental Health Standard and transformation commitments for cancer services and primary care. Proposals are currently being developed for how the additional funding will be used for Manchester and the final joint financial plan for the pooled budget will be reported to the Manchester Health and Care Commissioning Board, the city s Health and Wellbeing Board and the March Executive meeting. 19
20 Thank you for your time If you have any further questions, please 20
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 informationGreater Manchester Health and Social Care Partnership
Greater Manchester Health and Social Care Partnership 2 What s happening? We all want Greater Manchester to be a better place to live with healthier, wealthier and happier people. We know that the things
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 informationManchester. Local system review report. Background and scope of the local system review. The review team. Health and Wellbeing Board
Manchester Local system review report Health and Wellbeing Board Date of review: 16 20 October 2017 Background and scope of the local system review This review has been carried out following a request
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 informationIn this edition we will showcase the work of the development of a model for GP- Paediatric Hubs
Focusing on the principle of home first and designing the Perfect Locality from the lens of the community Issue 7 June 2017 Welcome to the seventh issue of Our Future Wellbeing, a regular update on the
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 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 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 informationManchester Health and Care Commissioning Board. A partnership between Manchester. City Council and NHS Manchester Clinical Commissioning Group
Manchester Health and Care Commissioning Board A partnership between Manchester City Council and NHS Manchester Clinical Commissioning Group Agenda Item: Report Title: Date: Strategic Commissioning Prepared
More informationTackling barriers to integration in Health and Social Care
Viewpoint 69 Tackling barriers to integration in Health and Social Care The drivers for greater integration of health and social care are wellknown: an increasing elderly population, higher demand for
More informationPlease indicate: For Decision For Information For Discussion X Executive Summary Summary
Governing Body 22 March 2017 Details Part 1 X Part 2 Agenda Item No. 10 Title of Paper: Board Member: Author: Presenter: PAHT Quality Improvement Plan Catherine Jackson, Executive Nurse Catherine Jackson,
More informationOur five year plan to improve health and wellbeing in Portsmouth
Our five year plan to improve health and wellbeing in Portsmouth Contents Page 3 Page 4 Page 5 A Message from Dr Jim Hogan Who we are What we do Page 6 Page 7 Page 10 Who we work with Why do we need a
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 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 informationAnnual Report Summary 2016/17
Annual Report Summary 2016/17 Making sure you get the healthcare you need Annual Report summary 2016/17 Introduction by our Clinical Chair and Chief Executive Officer Dr Chris Ritchieson Clinical Chair
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 informationHealth and care services in Herefordshire & Worcestershire are changing
Health and care services in Herefordshire & Worcestershire are changing An update on a five year plan to provide safe, effective and sustainable care in our area www.yourconversationhw.nhs.uk Your Health
More informationWhat will the NHS be like in 5 years, 20 years time?
What will the NHS be like in 5 years, 20 years time? NHS Castle Point and Rochford Clinical Commissioning Group (CCG) and NHS Southend CCG are groups of local doctors and other health professionals who
More informationCOMMON GROUND EAST REGION. DEVELOPING A HEALTH AND SOCIAL CARE PLAN FOR THE EAST OF SCOTLAND Staff Briefing
COMMON GROUND EAST REGION DEVELOPING A HEALTH AND SOCIAL CARE PLAN FOR THE EAST OF SCOTLAND Staff Briefing SEPTEMBER 2018 1 COMMON GROUND It is fitting that in the 70th anniversary year of our National
More informationSummary annual report 2014/15
1 Summary annual report 2014/15 2 Annual Report Summary 2014/15 3 St Thomas Hospital Guy s Hospital CATHEDRAL CHAUCER GRANGE RIVERSIDE ROTHERHITHE SURREY DOCKS Key facts about Southwark GP practices in
More informationDirect 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 informationYour Care, Your Future
Your Care, Your Future Update report for partner Boards April 2016 Introduction The following paper has been prepared for the Board members of all Your Care, Your Future partner organisations: NHS Herts
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 informationTrafford. Local system review report. Background and scope of the local system review. The review team. Health and wellbeing board
Trafford Local system review report Health and wellbeing board Date of review: 16-20 October 2017 Background and scope of the local system review This review has been carried out following a request from
More informationHealthy London Partnership. Transforming London s health and care together
Healthy London Partnership Transforming London s health and care together London-wide transformation In 2014, two publications set out London s transformation priorities NHS Five Year Forward View Better
More informationREPORT 1 FRAIL OLDER PEOPLE
REPORT 1 FRAIL OLDER PEOPLE Contents Vision f-3 Principles / Parameters f-4 Objectives f-6 Current Frail Older People Model f-8 ABMU Model for Frail and Older People f-11 Universal / Enabling f-12 Specialist
More informationSHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST CHIEF EXECUTIVE S BRIEFING BOARD OF DIRECTORS 16 NOVEMBER 2016
B SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST CHIEF EXECUTIVE S BRIEFING BOARD OF DIRECTORS 16 NOVEMBER 2016 1. Integrated Performance Report The Integrated Performance Report is attached at Appendix
More informationHealthcare in Greater Manchester is changing
Greater Manchester Association of Clinical Commissioning Groups Healthcare in Greater Manchester is changing What care would you want for your... Tell us what you think and help change the future of your
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 informationLOCALITY SUMMARIES: September 2017
LOCALITY SUMMARIES: September 2017 Appendix B LOCALITY: BURNLEY KEY AREAS OF DISCUSSION & ACTIONS: Burnley Community Health and Wellbeing Partnership Development Burnley Learning Partnership Small Grants
More informationReport to Patients. A summary of NHS Norwich Clinical Commissioning Group s Annual Report for 2014/15. Healthy Norwich. Patient
Report to Patients A summary of NHS Norwich Clinical Commissioning Group s Annual Report for 2014/15 Healthy Norwich GP Care Patient Quality YourNorwich The work of the CCG, what it has achieved for patients,
More informationWELCOME TO THE COUNCIL OF GOVERNORS. Wednesday, 14 th February 2018
WELCOME TO THE COUNCIL OF GOVERNORS Wednesday, 14 th February 2018 JULIA BRIDGEWATER Group Chief Operating Officer Manchester University NHS Foundation Trust Urgent & Emergency Care: 17/18 Winter Pressures
More informationANSWERS TO QUESTIONS YOU MAY HAVE
ANSWERS TO QUESTIONS YOU MAY HAVE What is Better Care Together really all about? Better Care Together is about ensuring that health and social care services in Leicester, Leicestershire and Rutland are
More informationShaping the best mental health care in Manchester
Clinical Transformation Plans Manchester Shaping the best mental health care in Manchester Meeting the needs of our communities Improving Lives OUR SHARED WAY AHEAD... Clinical Service Transformation in
More informationAugust Planning for better health and care in North London. A public summary of the NCL STP
August 2017 Planning for better health and care in North London A public summary of the NCL STP Planning for better health and care in North London North London NHS organisations are working together with
More informationNHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING CASE FOR CHANGE - CLINICAL SERVICES REVIEW
NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING CASE FOR CHANGE - CLINICAL SERVICES REVIEW Date of the meeting 19/03/2014 Author Sponsoring Board Member Purpose of Report Recommendation
More informationAgenda for the next Government
Agenda for the next Government General election 2017 The Richmond Group of Charities We are the Richmond Group of Charities and we help people of all ages who have serious long term physical and mental
More informationNorfolk and Waveney s Sustainability and Transformation Plan (June 2017)
Norfolk and Waveney s Sustainability and Transformation Plan (June 2017) 1 Sustainability and Transformation Plans (STP) A national policy initiative that are part of the delivery of the NHS Five Year
More informationLooked After Children Annual Report
Looked After Children Annual Report Reporting period April 2016 March 2017 Authors Maxine Lomax - Designated Nurse for Child Protection & Looked After Children Dr. Bin Hooi Low - Designated Doctor for
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 informationAgenda Item No. 9. Key Information
Key Information Name of footprint and no: Sussex and East Surrey (33) Region: NHSE South Nominated lead of the footprint including organisation/function: Michael Wilson, Chief Executive, Surrey and Sussex
More informationOFFICIAL. Commissioning a Functionally Integrated Urgent Care Access, Treatment and Clinical Advice Service
Our Ref: BH/2015/253 Publications Gateway Ref. No. 03568 NHS England Quarry House Quarry Hill Leeds LS2 7UE Email : england.nhs111@nhs.net To: CCG Accountable Officers CCG Clinical Leaders Cc: Regional
More informationCheshire & Merseyside Sustainability and Transformation Plan. People and Services Fit for the Future
Cheshire & Merseyside Sustainability and Transformation Plan People and Services Fit for the Future 2 The Challenge for the NHS As a nation we are fortunate to have a National Health Service that is free
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 informationBIRMINGHAM COMMUNITY HEALTHCARE NHS TRUST: HEALTHY VILLAGES AND THE COMPLETE CARE MODEL
BIRMINGHAM COMMUNITY HEALTHCARE NHS TRUST: HEALTHY VILLAGES AND THE COMPLETE CARE MODEL Summary Healthy Villages is a partnership between Birmingham Community Healthcare (BCH) and other NHS providers and
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 informationThe Oldham Locality Plan for Health & Social Care Transformation. April 2016-March 2021
The Oldham Locality Plan for Health & Social Care Transformation April 2016-March 2021 1 Contents Foreword... 3 How the plan works... 6 Section 1: Strategic direction... 9 1.1 Our vision... 9 1.2 The challenges
More informationSuffolk Health and Care Review
Suffolk Health and Care Review Update on Health and Social Care System Redesign and Re-commissioning of GP Out of Hours, 111 and Community Healthcare services An Insight into the Health and Social Care
More informationBetter Healthcare in Bucks Reconfiguring acute services
service redesign case study March 2013 No. 3 Reconfiguring acute services Key points Reach a shared understanding of the case for change across the local health economy. Start public engagement as early
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 informationCranbrook a healthy new town: health and wellbeing strategy
Cranbrook a healthy new town: health and wellbeing strategy 2016 2028 Executive Summary 1 1. Introduction: why this strategy is needed, its vision and audience Neighbourhoods and communities are the building
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 informationA 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 informationLEARNING FROM THE VANGUARDS:
LEARNING FROM THE VANGUARDS: STAFF AT THE HEART OF NEW CARE MODELS This briefing looks at what the vanguards set out to achieve when it comes to involving and engaging staff in the new care models. It
More informationPerformance Evaluation Report Pembrokeshire County Council Social Services
Performance Evaluation Report 2013 14 Pembrokeshire County Council Social Services October 2014 This report sets out the key areas of progress and areas for improvement in Pembrokeshire County Council
More informationShaping Future Care. A sustainability and transformation plan for Devon.
Shaping Future Care A sustainability and transformation plan for Devon www.devonstp.org.uk October 2014 Who is involved? Foreword: what is the STP? Delivering a Sustainability and Transformation Plan (STP)
More informationOur vision. Ambition for Health Transforming health and social care services in Scarborough, Ryedale, Bridlington and Filey
Ambition for Health Transforming health and social care services in Scarborough, Ryedale, Bridlington and Filey Our vision www.ambitionforhealth.co.uk Contents 1.0 Introduction: A shared ambition for health
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 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 informationNorth School of Pharmacy and Medicines Optimisation Strategic Plan
North School of Pharmacy and Medicines Optimisation Strategic Plan 2018-2021 Published 9 February 2018 Professor Christopher Cutts Pharmacy Dean christopher.cutts@hee.nhs.uk HEE North School of Pharmacy
More informationCCG: CO01 Access and Choice Policy
Corporate CCG: CO01 Access and Choice Policy Version Number Date Issued Review Date V2 21 January 2016 January 2018 Prepared By: Consultation Process: NECS Commissioning Manager CCG Head of Corporate Affairs.
More informationCoordinated cancer care: better for patients, more efficient. Background
the voice of NHS leadership briefing June 2010 Issue 203 Coordinated cancer care: Key points There are two million people with cancer in the UK. It is suggested that by 2030 there will be over four million
More informationGuideline scope Intermediate care - including reablement
NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE Guideline scope Intermediate care - including reablement Topic The Department of Health in England has asked NICE to produce a guideline on intermediate
More informationMidlothian Health and Social Care Partnership
Midlothian Health and Social Care Partnership the right care the right support the right time This document is a draft, work in progress version. It includes current thinking on priorities / direction
More informationTransition between inpatient hospital settings and community or care home settings for adults with social care needs
NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE Transition between inpatient hospital settings and community or care home settings for adults with social care needs NICE guideline: full version, November
More informationNHS Trafford Clinical Commissioning Group (CCG) Annual General Meeting(AGM) 26th September
RIGHT CARE RIGHT TIME RIGHT PLACE NHS Trafford Clinical Commissioning Group (CCG) Annual General Meeting(AGM) 26th September 2017 Introduction Matt Colledge Chair Introduction Trafford Clinical Commissioning
More informationNext Steps on the NHS Five Year Forward View
Next Steps on the NHS Five Year Forward View easy read About this document This document uses easy words and pictures. You might want to read through it with someone else to help you to understand it more.
More informationGM Devolution. Darren Banks Executive Director of Strategy
GM Devolution Darren Banks Executive Director of Strategy Ground to be covered Greater Manchester The Devolution Journey What we are doing and the governance Manchester s Locality Plan 2 Greater Manchester:
More informationStandardising Acute and Specialised Care Theme 3 Governance and Approach to Hospital Based Services Strategy Overview 28 th July 2017
Standardising Acute and Specialised Care Theme 3 Governance and Approach to Hospital Based Services Strategy Overview 28 th July 2017 Background Theme 3 builds upon previous key strategic commissioning
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 informationPrimary Care Strategy. Draft for Consultation November 2016
Primary Care Strategy Draft for Consultation November 2016 1 Introduction Welcome to the Isle of Wight CCG s draft Primary Care Strategy. The CCG is required to develop and publish a strategy that sets
More informationWe plan. We achieve.
We plan. We achieve. Salford Royal NHS Foundation Trust has a lot to tell you... l Achievements of 2008/09 l Our plans for 2009/10 l Our commitments for the next five years. We are committed to providing
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 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 informationA Managed Change Briefing Paper : An Agenda for Creating a. Sustainable Basis for Domiciliary Care in Northern Ireland
A Managed Change Briefing Paper : An Agenda for Creating a Sustainable Basis for Domiciliary Care in Northern Ireland November 2015 Contact You can contact us in the following ways: Telephone: 0300 555
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 informationDelivering the Five Year Forward View. through Business Intelligence
Delivering the Five Year Forward View through Business Intelligence Introduction The market for analytics has matured significantly in the past five years and, although the health sector in the UK has
More informationSCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN
Appendix-2016-59 Borders NHS Board SCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN Aim To bring to the Board s attention the Scottish
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 informationMy Discharge a proactive case management for discharging patients with dementia
Shine 2013 final report Project title My Discharge a proactive case management for discharging patients with dementia Organisation name Royal Free London NHS foundation rust Project completion: March 2014
More informationDiscussion paper on the Voluntary Sector Investment Programme
Discussion paper on the Voluntary Sector Investment Programme Overview As important partners in addressing health inequalities and improving health and well-being outcomes, the Department of Health, Public
More informationImproving patient access to general practice
Report by the Comptroller and Auditor General Department of Health and NHS England Improving patient access to general practice HC 913 SESSION 2016-17 11 JANUARY 2017 4 Key facts Improving patient access
More informationSouth Yorkshire and Bassetlaw Accountable Care System Chief Executives
South Yorkshire and Bassetlaw Accountable Care System PMO Office: 722 Prince of Wales Road Sheffield S9 4EU 0114 305 4487 23 June 2017 Letter to: South Yorkshire and Bassetlaw Accountable Care System Chief
More informationSustainability and transformation plans in London
Sustainability and transformation plans in London An independent analysis of the October 2016 STPs (completed in March 2017) Authors Chris Ham Hugh Alderwick Nigel Edwards Sally Gainsbury September 2017
More informationRichmond Clinical Commissioning Group
Richmond Clinical Commissioning Group South west London five year forward plan Kathryn Magson, Chief Officer, Richmond CCG 7 December 2016 South West London Five Year Forward Plan Start well, live well,
More informationBury Health and Wellbeing Board. Annual Report for 2016/17
Bury Health and Wellbeing Board Annual Report for 2016/17 Bury Health and Wellbeing Board Annual Report for 2016-17 Contents 1. Introduction... 3 2. Background to the Health and Wellbeing Board... 5 3.
More informationOPERATIONAL PERFORMANCE REPORT: March Swindon Community Health Services Overview
OPERATIONAL PERFORMANCE REPORT: March 2018 Swindon Community Health Services Overview 1.0 Introduction This overview brings to the attention of committee members the key areas of Community Health Service
More informationEngland. 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 informationHealth and care in South Yorkshire and Bassetlaw. Sustainability and Transformation Plan a summary
Health and care in South Yorkshire and Bassetlaw Sustainability and Transformation Plan a summary Introduction This is the summary version of the South Yorkshire and Bassetlaw Sustainability and Transformation
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 informationSUMMARY. Our progress in 2013/14. Eastbourne, Hailsham and Seaford Clinical Commissioning Group.
Eastbourne, Hailsham and Seaford Clinical Commissioning Group SUMMARY Our progress in 2013/14 www.eastbournehailshamandseafordccg.nhs.uk 1 Welcome NHS is a membership organisation made up of the 21 GP
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 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 informationINTEGRATION TRANSFORMATION FUND
MEETING DATE: 12 December 2013 AGENDA ITEM NUMBER: Item 6.6 AUTHOR: JOB TITLE: DEPARTMENT: Caroline Briggs Director of Commissioning NHS North Lincolnshire Clinical Commissioning Group REPORT TO THE CLINICAL
More informationNICE guideline Published: 22 September 2017 nice.org.uk/guidance/ng74
Intermediate care including reablement NICE guideline Published: 22 September 2017 nice.org.uk/guidance/ng74 NICE 2017. All rights reserved. Subject to Notice of rights (https://www.nice.org.uk/terms-and-conditions#notice-ofrights).
More informationMeeting in Common of the Boards of NHS England and NHS Improvement. 1. This paper updates the NHS England and NHS Improvement Boards on:
NHS Improvement and NHS England Meeting in Common of the Boards of NHS England and NHS Improvement Meeting Date: Thursday 24 May 2018 Agenda item: 03 Report by: Matthew Swindells, National Director: Operations
More informationWhitby and the surrounding area
Frequently Asked Questions Whitby and the surrounding area 1. What is the Fit 4 the Future programme for Whitby? There are two aspects to the Whitby Fit 4 the Future programme: 1. Transformation of Community
More informationSolent. NHS Trust. Allied Health Professionals (AHPs) Strategic Framework
Solent NHS Trust Allied Health Professionals (AHPs) Strategic Framework 2016-2019 Introduction from Chief Nurse, Mandy Rayani As the executive responsible for providing professional leadership for the
More informationProcurement of Prevention and Wellbeing Training
ACTION TAKEN UNDER DELEGATED POWERS BY OFFICER 01 March 2016 Title Report of Wards Status Procurement of Prevention and Wellbeing Training Commissioning Lead Health and Wellbeing All Public Enclosures
More information