EALING URGENT CARE NETWORK BOARD TERMS OF REFERENCE

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1 EALING URGENT CARE NETWORK BOARD TERMS OF REFERENCE PURPOSE, SCOPE AND FUNCTION The purpose of the Ealing Urgent Care Network Board is to: To support and ensure the delivery of high quality urgent and emergency services, including achievement and sustainability of key national and local targets. To provide strategic oversight for the Emergency and Urgent Care System To support and ensure promotion of integration and close working between all partners but especially health and social care. To provide a forum for leading the planning, discussion, implementation and development of emergency and urgent care services To be responsible for sign-off all aspects of the Local Recovery and Improvement Plan(R&IP). To monitor the delivery of the Local Recovery and Improvement Plan and attainment of the 4 hour target. To act as a governing board for the programme of work associated with the QIPP plans for Urgent and Unscheduled Care. To use high level data to develop, monitor and review the delivery of agreed service changes to ensure that they deliver the intended benefits for patients and the wider health community. NHSE REQUIREMENTS OF LOCAL URGENT CARE BOARDS: They review the full range of appropriate data Best practice is adopted by all concerned The effectiveness of primary care services is reviewed, including out of hours and admission avoidance schemes The effectiveness of community services is reviewed, including any walk in centres, minor injury units and how they integrate with secondary care The effectiveness of ambulance services is reviewed The effectiveness of NHS 111 is reviewed There are local plans in place to support the care of the key categories of patient who attend or are admitted frequently Patients with multiple comorbidities especially those with poorly controlled chronic disease; o Frail elderly, especially those with MH problems o Sick children; and o High dependency individuals, especially vulnerable adults(homeless, drug & alcohol related problems, MH problems)

2 A full range of services is available to acute trusts for those patients in A&E who need services not provided by acute hospitals are in place Working with local authorities, a review to ensure early discharge is feasible is undertaken MEMBERSHIP Core Member Organisation Role Name BEHH Federation Chief Accountable Rob Larkman Officer/Chair BEHH Federation Director of Delivery & Bernard Quinn Performance ECCG Clinical Leads Mohini Parmar/Raj Chandok ECCG Interim Chief Operating Kathryn Magson Officer ECCG Programme Director, QIPP Charles Wheatcroft EHT ICO Director Christopher Blake EHT ICO Clinical Lead Dr Fiona Wisniacki, A&E Consultant EHT ICO Ealing Community Services Joanne Paul Director London Ambulance Service LAS West London lead Pauline Cranmer WLMHT Director Jean George/Helen Mangan Imperial NHS Trust Chief of Service for Ruth Brown/Bill Oldfield Emergency Care Care UK Ealing Urgent Care Centre Laura McLoughney Senior Director Ealing Social Services Director David Archibald/Stephen Day (Alan Mountain) 111 Service Director Amanda Mayo Out of Hours Harmoni Faye Justice Commissioning Support Unit tbc tbc NHSE London Delivery & Assurance Head of Assurance, NWL Jo Murfitt CHAIR The Chief Accountable Officer for BEHH will Chair the Urgent Care Network Board Meetings DEPUTY CHAIR The Network Board will agree and endorse a deputy chair, who be a member of the core group. URGENT CARE NETWORK BOARD LEAD/SECRETARIAT

3 The Urgent Care Network Board will appoint a lead manager to act as the Urgent Care Network Board Lead/Secretariat who will support the Chair and the Board in the delivery of its aims and objectives. a) setting the agenda b) circulation of papers c) support and develop the delivery of the work plan ACCOUNTABILITY Accountability of the Network Board will be to each stakeholder organisation. EXPECTATIONS OF CORE MEMBERS Members should be a designated Executive Director or of senior level with lead responsibility for emergency and urgent care services for their respective organisations. Members should designate a deputy in the likely event of being unable to attend a meeting. The deputy will be expected to remain the same person from within the respective organisations and will be expected to act in the capacity of the core member/director lead. Members will be responsible for ensuring that their own organisation or group is fully briefed on Network decisions. FREQUENCY OF MEETINGS Meetings will be held monthly and will be arranged 12 months in advance. All communications relating to meetings will be disseminated and papers/reports circulated in timely manner. QUORUM A quorum of 5 members must be present to constitute a valid meeting with a minimum representation of core member organisations: Managerial/Clinical: ECCG, EHT ICO, SS, LAS, OOHrs. The Chair will determine the appropriateness of the represented organisations to make decisions.

4 New Governance Structure Diagram 1: The Urgent Care Network Governance Structure.

5 Diagram 2: The Urgent Care Network Governance Set in the Context of the overall CCG Governance Structure and External Bodies. Quality Framework Professional Regulators Individual Healthcare Professionals Ealing Hospital NHS Trust (Provider) Ultimately responsible Regulators CQC, Monitor, NHS TDA EHT/ICO CQG Patient Safety Patient Experience Clinical Effectiveness etc. Ealing CCG QSCRCs / Governing Body Responsible for the quality of care that they have commissioned EALING URGENT CARE NETWORK BOARD NWL CSU Quality Reporting, identifying trends, develop quality improvement plans, expert advice etc. NHS England QSG NHS England, CCG, LA, Healthwatch, CQC, Monitor, NHS TDA, LETB, PHE Share information and intelligence about quality Ealing Health & Wellbeing Boards Local leadership for Quality Improvement NQB Regulatory Body Accountability Membership 2