Urgent & Emergency Care Network specification

Size: px
Start display at page:

Download "Urgent & Emergency Care Network specification"

Transcription

1 Urgent & Emergency Care Network specification May 2015

2 Transforming London s health and care together Contents Contents...2 Introduction...3 Background: Urgent and Emergency Care Review...3 Development of U&EC Networks in London: Network footprint...5 U&EC NETWORK SPECIFICATION...6 Principles, aims and objectives...6 Principles...6 London-specific additions...6 Aims and objectives...7 London-specific additions...7 Objectives of SRGs...8 London-specific additions...8 Service standards...10 Membership and components of U&EC Networks...11 Governance...13 Next steps...14 Further Network specification development and engagement...14 Network stocktake...14 Annex

3 Introduction This outline specification sets out the principles, aims and objectives for Urgent and Emergency Care (U&EC) Networks in London. These Networks will be responsible for delivering the aims of the U&EC Review, taking into consideration the Five Year Forward View and the recommendations of the London Health Commission s report, Better Health for London. The specification focuses on four areas that are seen as important to achieve the establishment of effective networks. The specification outlines information and advice that has been received for all U&EC Networks in England, in addition to specific considerations for London, based on local circumstances and requirements. The areas of focus are: Principles, aims and objectives of U&EC Networks; Service standards; Membership and components of Networks; Governance. While it outlines general principles, aims and objectives for U&EC Networks, the national guidance leaves significant flexibility for local areas in the development of Networks. This document sets out the nationally defined specification and proposed London specific additions for consideration and points for discussion by the Board ahead of wider engagement. Next steps for the development of the specification and an SPG stocktake are then proposed. Background: Urgent and Emergency Care Review In January 2013, NHS England Medical Director Professor Sir Bruce Keogh announced a comprehensive review of the urgent and emergency care system in England. The Urgent and Emergency Care Review: End of Phase 1 Report, published in November 2013, set out a vision for transforming urgent and emergency care (U&EC) services and made the following recommendations: Develop networks to make the whole U&EC system operate as effectively and efficiently as possible, and become more than just the sum of its parts. Support the introduction of an efficient critical care transfer and retrieval system to ensure that patients with specialist needs reach the best possible care in a timely fashion; and Ensure that the networks extend to community services, with free flow of information and expertise between the hospital and community. In May 2013, Urgent Care Working Groups (UCWGs) were established to support A&E recovery and improvement as part of a national initiative. These forums supported and enabled London to achieve the all-type A&E standard for all four quarters in 2013/14. Building on the success achieved by UCWGs in 2013/14, these groups were further strengthened and renamed as System Resilience Groups (SRGs) in June Whilst SRGs supported operational delivery in winter 2014/15, it is clear that further work is required to strengthen their capability. Furthermore the Urgent and Emergency Care Review identified the need for the broader transformation of U&EC services to enable sustainability. The NHS England EGM agreed to the establishment of Urgent and Emergency Care Networks across the country. These networks will be key to facilitating and expediting this change. 3

4 There is now an urgency to commence work on building these networks and relationships to ensure the required improvements in U&EC is realised. 4

5 Development of U&EC Networks in London: Network footprint As a first step in establishing U&EC networks, the Urgent and Emergency Care transformation programme worked with stakeholders to develop an options appraisal of the potential network footprints across London and establish a preferred option. Based on feedback a number of network footprint options were identified and the key features required of the networks were outlined, these were further supplemented by emerging national guidance. These key features included: Supporting current and future patient flows Ensuring no hospital is left in isolation Alignment with existing clinical networks and SRGs Alignment with commissioning and service planning functions National guidance on composition An options appraisal paper was subsequently developed to evaluate the optimal footprint for London s U&EC networks. The options appraisal defined seven footprint options, a set of criteria for appraising these options, commentary on how each option meets these criteria and weighting of the criteria. The draft options appraisal was circulated to a wide range of stakeholders for feedback on the options for the U&EC Network footprint, the criteria for appraising the options and its weighting, and how each option meets these criteria. The Commissioning and Finance Group considered all feedback and agreed changes to the weighting of criteria and commentary to support the appraisal. On 31 March 2015 a group including commissioning representatives from inner and outer North East London, North Central London, North West London; Clinical representation from South West London; London Ambulance Service; Trust Development Authority; and NHS 111 met to formally appraise and score each option against the agreed criteria. The group were presented with the final appraisal of the network footprint options. The group considered the seven options and referred to the feedback already received from various groups and were updated on the changes made to the criteria, weighting and appraisal. Scoring was on a consensus basis (a single agreed view of the group) and the outcome was that the option for five geographically based urgent and emergency care networks was agreed. The five agreed networks are: North East London U&EC Network; North West London U&EC Network; South East London U&EC Network; North Central London U&EC Network; and South West London U&EC Network. This decision was endorsed by the Urgent and Emergency Care Board on 1 April 2015 and the London CCG Chief Officers Group on 15 April

6 U&EC NETWORK SPECIFICATION Principles, aims and objectives Principles The overall purpose of U&EC Networks is to improve the consistency and quality of U&EC within a given local health economy. They will achieve this through delivering the vision of the U&EC Review, with consideration to local requirements and circumstances. A number of key principles for U&EC Networks across England have been defined: All networks to support the development of services for patients of all age groups with physical, social and mental health needs; Networks to comprise a group of people in different organisations with a common interest or purpose, including clinicians, commissioners, managers, patients and other key organisations; Networks to focus on creating effective, joined up pathways of care and working across boundaries; No clinician within any Network will have to function in isolation, having access to expert support and advice at all times; All members of the network to be equally responsible for the performance of the whole network and not just the part they are involved in on a day-to-day basis; Patient experience and voice should always be central to improving outcomes; The development of U&EC networks should be the catalyst for whole system transformational change: the designation of facilities within networks will have little impact without effective and timely provision of comprehensive and responsive primary and community care services. London-specific additions In 2011/12, clinical expert and patient panels developed a range of evidence-based London quality standards (LQS) covering urgent care centres, acute emergency services, and inter hospital transfers. These standards were developed by over 100 patients and clinical experts in London to address the variations found in service arrangements and patient outcomes. The standards represent the minimum quality of care patients should expect to receive in London. Compliance with these standards would ensure that the assessment and subsequent care of patients would be consultant-delivered where required, seven days a week and consistent across all providers of these services. The LQS were embraced by London commissioners and acute providers, who agreed to commission and provide care in accordance with the standards, and work towards their implementation, from April The LQS are congruent with the emerging national standards for urgent care centres and nationally defined standards for seven day services (7DS) for acute care. In some cases, the LQS are more stringent than the national standards as agreed by clinical experts and the London U&EC board agreed to continue with implementation of the LQS rather than adopt the nation 7DS standards. Full implementation is expected nationally by 2016/17. Progress towards implementation is in many cases further developed than providers elsewhere in England. Two additional key principles of U&EC Networks are proposed as follows: 6

7 All members to support the continued commissioning and implementation of the LQS and crisis care standards across providers in London. Ensure that all patients within the network boundary can access U&EC consistent services 24 hours a day, seven days a week. Discussion points: Does the Board support these additional principles? Are there any additional principles that should be considered? Aims and objectives U&EC Networks will focus on the delivery of networked and integrated care, joint learning and sharing of best practice. They will have a collective responsibility for the equitable provision of care and patient outcomes across their footprint. Several SRGs are likely to be included within the boundary of a single Network. In London, each of the five U&EC Networks contains two or more SRGs. Networks will operate over a larger geographical area and serve a greater population size than SRGs. Although there will be some overlap in responsibilities, Networks will address system challenges and responses that cannot be managed by single SRGs alone. Core U&EC Network aims and objectives defined nationally include: Ensure best possible outcomes, safety and experience for patients, and a fulfilling working environment for staff, through the consistent delivery of U&EC services 24-hours a day, seven days a week; Establish an overarching plan to deliver the objectives of the U&EC Review; Harmonise and standardise protocols across the Network; Facilitate the translation and delivery of network service standards into local urgent care provision; Ensure effective transport and retrieval systems are in place to allow the minority of patients with specialist needs to achieve treatment within agreed time frames, and also be returned to their communities once that specialist treatment has been completed; Ensure full integration of mental, social and physical health services; Coordinate workforce and training needs to establish adequate workforce provision and sharing of resources across the network; Effectively share information and use of technology; Designate the facilities, including the identification of those hospitals that have network roles in providing specialist services; When necessary, Networks will also coordinate system-wide escalation in response to incidents and systemic pressures. London-specific additions The implementation of the LQS should remain a key priority for London commissioners and providers; implementation and ongoing assurance should therefore be included as a further objective for London U&EC Networks. The integration of mental, social and physical health services in relation to U&EC should incorporate the implementation of the standards contained within the London mental 7

8 health crisis commissioning guide and care in line with the Mental Health Crisis Care Concordat. Implementation and ongoing assurance of these standards should therefore also be included as a further objective for London U&EC Networks. In addition, given the location of the Networks within the wider structure of London, the objectives relating to workforce and training and the sharing of information and technology should also be coordinated at a pan-london level across all five London Networks, to ensure a consistent approach to workforce development and provision, and interoperability of systems and information sharing across the city. Discussion points: Does the Board support these additional objectives? Are there any additional objectives that should be considered? Objectives of SRGs System Resilience Groups already focus on the development of U&EC services within their areas, amongst other areas of responsibility such as referral to treatment times. London has 18 SRGs, which demonstrate variability in capability and approach. The Commissioning Operations directorate of NHS England (London region) is supporting the development of SRGs in London. In contrast to U&EC Networks, SRGs will have a more operational focus within their local health economy. They will be responsible for most of the service coordination functions and local operational leadership in U&EC. Their role is to work with commissioned providers and stakeholders in a more local network than the U&EC Network to deliver national targets, develop bespoke local solutions and drive local, clinically-led innovation. A key objective for SRGs will be the implementation of high impact interventions in advance of winter 2015/16. Other core objectives, defined nationally, include: Translate and deliver Network service designations and standards; Ensure a high level of clinical assessment for the patient, in or close to their home, and ready access to diagnostics as required; Establish effective communication, IT and data sharing systems, including real-time access to electronic patient records; Ensure effective development and configuration of primary and community care to underpin the provision of urgent care outside hospital settings 24/7; Establish clinical decision-support hubs to support the timely and effective delivery of community-based care; Deliver local mental health crisis care action plans; Achieve accurate data capture and monitor performance. London-specific additions In London, it may be more appropriate to include some of these objectives within those of the wider U&EC Network, on the assumption that where such objectives are already being undertaken by SRGs, or where the capability of SRGs is such that they can be undertaken effectively, they will be devolved to this level. In other cases, it may be necessary for U&EC Networks to support SRGs to achieve the objective, and assure the outcomes. 8

9 As above, the communication, IT and data sharing systems should be congruent across London U&EC Networks; a joint approach to their development will therefore be needed. Discussion point: Are there any SRG objectives the Board feel are more appropriate to be undertaken at a Network level, or with differentiated responsibility dependent on level of SRG development? 9

10 Service standards The national guidance states that commissioners should set service standards for each U&EC Network, based on national best practice commissioning standards, which support effective care close to home and in community settings for the majority of cases. In London, the proposal is that these standards would include: Those within the primary care strategic commissioning framework in relation to urgent care; The Foundations of Good Community Services (London-wide declaration); Service specification for an integrated 24/7 urgent care access, treatment and clinical advice services (to be agreed); National commissioning standards on NHS 111; London-wide requirements on reprocurement of NHS 111; GP out of hours standards; London Quality Standards; Mental health crisis care commissioning standards and guidelines; The commissioning and provision of care in line with the requirements of the Mental Health Crisis Care Concordat; Existing standards and specifications in place for stroke and TIA care, major trauma, vascular care and heart attack care. Discussion point: Does the Board agree that these service standards for Networks? The proposal is that GP out of hours standards are developed as part of the U&EC collaborative programme and these would then also form part of the service standards for Networks does the Board support this proposal? Are there any additional standards that should be considered for inclusion? 10

11 Membership and components of U&EC Networks The structural components of U&EC Networks must be determined early on, with appropriate engagement. The Networks need to represent the entire U&EC community across a single health economy, reflecting all the organisations or bodies with whom a patient may come into contact throughout the course of their pathway, from first contact, through discharge, to follow-up or rehabilitation in the community. National guidance suggests that Networks should be chaired by a clinician, such as a CCG Chair (ie. not associated with a provider organisation). It is proposed that London U&EC Networks should ensure its membership represents the following groups (note: some members may represent more than one group): U&EC Network membership Senior commissioners from CCGs and NHS England SRG Chairs within Network Secondary care providers, including mental health NHS 111 Voluntary sector Primary care providers, particularly GPs Metropolitan Police Service Senior clinicians from primary, community, secondary, specialist and mental health services Patient and public representation, including local HealthWatch Social care providers Community care providers (e.g. district nurses) GP out of hours providers Community pharmacy London Ambulance Service Health and Wellbeing Boards The London Ambulance Service will be a key partner in the Networks to ensure that any change in service provision that requires an increase in transport rates (eg. to specialist centres) is achievable by the LAS, and criteria for patient transportation agreed. The establishment of strong relationships with other clinical networks, particularly those of trauma and stroke for example, should be an early focus of U&EC Networks. Different Network areas will require different types of, for example, voluntary care representation depending on provision within their locality. Discussion points: Does the Board agree that this membership? 11

12 Are there any additional groups or agencies that should also be considered? 12

13 Governance Governance of the emergency care system should be integrated, with Networks led by a senior commissioner, with clear lines of accountability. Clinical leadership and accountability should be shared across primary and secondary care. Networks may require the formation of joint committees between CCGs and NHS England to support the practical implementation of required changes to the U&EC system. Terms of reference will also need to be developed for each Network and this is the responsibility of commissioners within the Network. Terms of reference should reflect the network specification. In London, links between the Networks should also be established to ensure cross-boundary issues are effectively addressed. Discussion points: National guidance does not state the formal relationship between SRGs and U&EC Networks is this something that should be considered for London? Should any further guidance on governance be developed at this stage? (Note: further national guidance is expected at the end of May) 13

14 Next steps Further Network specification development and engagement Initial engagement with SPG leads, Senior Responsible Officers and other key stakeholders is underway. Following discussion of the draft specification at the Clinical Leadership Group on 21 May 2015 and U&EC Board on 19 May 2015 wider engagement on a reiterated draft will take place in line with the engagement plan. This will be followed by approval by U&EC Board and then the Interim London Transformation Group. Network stocktake The national guidance suggests an immediate stocktake of U&EC services within each Network, including an assessment of access to services and equity of provision. This should include primary and community care provision, which must develop alongside secondary U&EC services. In London, such a stocktake is proposed to include: Roadmap for the development of U&EC Networks in each area; Existing governance arrangements in relation to U&EC and whether these could evolve to be the U&EC Network; Any Network development needs; Current or planned service change proposals; Numbers of UCCs, including details of whether they are co-located with emergency departments or standalone and contractual arrangements; Numbers of emergency departments, including those that include a specialist centre (to be agreed but could include hyper-acute stroke unit, stroke unit, major trauma centre, heart attack centre, vascular centre); Primary care urgent care provision; GP out of hours provision and contractual arrangements; Community service providers with an U&EC element and contractual arrangements; Any assessment of progress towards meeting the LQS undertaken and further implementation plans. Access and equity to NHS 111, including emergency dental treatment and access to emergency repeat medication; Access to electronic care plans and crisis plans, including end of life. Discussion points: Is there anything else that should be included in the Network stocktake? It is proposed that this stocktake be co-ordinated by the Programme team working closely with SPG leads and teams does the board agree with this approach? The team will also work with other programme teams such as primary care. The assessment of progress towards meeting the LQS will inform whether there is any need to undertake further self-assessment or audit ahead of national 7DS standards being included in the NHS acute contract with sanctions from 2016/17. 14

15 Annex 1. Depiction of London U&EC Network footprint and composition

Receive the July 2015 report of the Chief Clinical Officer

Receive the July 2015 report of the Chief Clinical Officer Governing Body Meeting Agenda Item: 8 Date: 7 July 2015 Author: Clinical Lead: CCG Director/Manager: Dr Mary Backhouse Chief Clinical Officer Chief Clinical Officer s Report to Governing Body Recommendations

More information

Update on Stroke Reconfiguration Programme Birmingham, Solihull and Black Country

Update on Stroke Reconfiguration Programme Birmingham, Solihull and Black Country Update on Stroke Reconfiguration Programme Birmingham, Solihull and Black Country Agenda Item no 6 1. Purpose To provide an overview of the Birmingham, Solihull and Black Country Stroke reconfiguration

More information

The Way Forward: Strategic clinical networks

The Way Forward: Strategic clinical networks The Way Forward: Strategic clinical networks The Way Forward Strategic clinical networks First published: 26 July 2012 Prepared by NHS Commissioning Board, a special health authority Contents Foreword...

More information

Integrated health plan for Cornwall & Isles of Scilly - summary

Integrated health plan for Cornwall & Isles of Scilly - summary Integrated health plan for Cornwall & Isles of Scilly - summary NHS Kernow was established on April 1, 2013 to commission services to improve the health and wellbeing of patients across Cornwall and the

More information

Progress on the System Sustainability Programme. Submitted to: NHS West Norfolk CCG Governing Body, 31 July 2014

Progress on the System Sustainability Programme. Submitted to: NHS West Norfolk CCG Governing Body, 31 July 2014 Agenda Item: 9.1 Subject: Presented by: Progress on the System Sustainability Programme Dr Sue Crossman, Chief Officer Submitted to: NHS West Norfolk CCG Governing Body, 31 July 2014 Purpose of Paper:

More information

Appendix 4 - Statutory Officers Protocol

Appendix 4 - Statutory Officers Protocol Appendix 4 - Statutory Officers Protocol Accountability Protocol for role of Director of Children s Services within the London Borough of Barnet Introduction In September 2014, the Chief Executive of the

More information

HEALTH SYSTEM. Introduction. The. jurisdictions and we. Health Protection. Health Improvement. Health Services. Academic Public

HEALTH SYSTEM. Introduction. The. jurisdictions and we. Health Protection. Health Improvement. Health Services. Academic Public FUNCTIONS OF THE LOCAL PUBLIC HEALTH SYSTEM Introduction This document sets out the local PH function in England. It was originally drafted by a working group led by Maggie Rae, FPH Local Board Member

More information

Wiltshire Wide Capacity Management and System Resilience 2015/16 Briefing for Wiltshire Health and Wellbeing Board November 2015

Wiltshire Wide Capacity Management and System Resilience 2015/16 Briefing for Wiltshire Health and Wellbeing Board November 2015 Wiltshire Wide Capacity Management and System Resilience 2015/16 Briefing for Wiltshire Health and Wellbeing Board November 2015 1.0 Overview The aim of the document is to provide an update on the approaches

More information

Principles and expectations for good adult rehabilitation. Rehabilitation is everyone s business: Rehabilitation Reablement Recovery

Principles and expectations for good adult rehabilitation. Rehabilitation is everyone s business: Rehabilitation Reablement Recovery Wessex Strategic Clinical Networks Rehabilitation Reablement Recovery Rehabilitation is everyone s business: Principles and expectations for good adult rehabilitation 2 Principles and expectations for

More information

Corporate Plan 2013/2014

Corporate Plan 2013/2014 Corporate Plan 2013/2014 Contents; 1. Introduction 2. National and Local Context 3. 2013/14 Priority Areas Appendix 1 Corporate Objectives 2013/14 Appendix 2 Plan on a Page Appendix 3 CCG Outcomes indicator

More information

NHS Sheffield CCG Performance Management Framework

NHS Sheffield CCG Performance Management Framework NHS Sheffield CCG Performance Management Framework Governing Body meeting 3 December 2015 Author(s) Rachel Gillott, Deputy Director of Delivery and Performance Sponsor Tim Furness, Director of Delivery

More information

Update on NHSCB Key features of (proposed) NHSCB operating model for primary care

Update on NHSCB Key features of (proposed) NHSCB operating model for primary care Aim to cover Update on NHSCB Key features of (proposed) NHSCB operating model for primary care NHSCB dental commissioning strategy all dental services Concept and context of local professional networks

More information

A&E Recovery & Improvement Plan

A&E Recovery & Improvement Plan Engagement and Patient Experience Committee (A Sub-Committee of NHS Southwark CCG Governing Body) ENCLOSURE B A&E Recovery & Improvement Plan DATE OF MEETING: September 2013 CCG DIRECTOR RESPONSIBLE: Tamsin

More information

Ealing, Hammersmith and West London College

Ealing, Hammersmith and West London College FURTHER EDUCATION COMMISSIONER ASSESSMENT SUMMARY Ealing, Hammersmith and West London College JANUARY 2016 Contents Assessment... 3 Background... 3 Assessment Methodology... 3 The Role, Composition and

More information

Urgent and Emergency Care Vanguard Network

Urgent and Emergency Care Vanguard Network Urgent and Emergency Care Vanguard Network Nigel Gray Dr Guy Brookes DrPhil Foster Colin McIlwain 21 December 2015 Summary -Urgent and emergency review -Background to the Vanguard programme -Content of

More information

A fresh start for the regulation of independent healthcare. Working together to change how we regulate independent healthcare

A fresh start for the regulation of independent healthcare. Working together to change how we regulate independent healthcare A fresh start for the regulation of independent healthcare Working together to change how we regulate independent healthcare The Care Quality Commission is the independent regulator of health and adult

More information

Delivering Local Health Care

Delivering Local Health Care Delivering Local Health Care Accelerating the pace of change Delivering Local Integrated Care Accelerating the Pace of Change WG 17711 Digital ISBN 978 1 0496 0 Crown copyright 2013 2 Contents Joint foreword

More information

D04/ODN/a NHS STANDARD CONTRACT FOR NEUROMUSCULAR OPERATIONAL DELIVERY NETWORKS SCHEDULE 2- THE SERVICES A. SERVICE SPECIFICATIONS

D04/ODN/a NHS STANDARD CONTRACT FOR NEUROMUSCULAR OPERATIONAL DELIVERY NETWORKS SCHEDULE 2- THE SERVICES A. SERVICE SPECIFICATIONS D04/ODN/a NHS STANDARD CONTRACT FOR NEUROMUSCULAR OPERATIONAL DELIVERY NETWORKS SCHEDULE 2- THE SERVICES A. SERVICE SPECIFICATIONS Service Specification No. Service Commissioner Lead Provider Lead Period

More information

Supporting the development of ambulance services as out-of-hospital providers

Supporting the development of ambulance services as out-of-hospital providers Supporting the development of ambulance services as out-of-hospital providers Richard Hunt CBE Chair, London Ambulance Service NHS Trust Representing the Association of Ambulance Chief Executives (AACE)

More information

Redesigning Urgent and Emergency Care Services. the new offer

Redesigning Urgent and Emergency Care Services. the new offer Urgent and Emergency Care Developing the vision for London Keith Willett Director of Acute Care Redesigning Urgent and Emergency Care Services. the new offer www.england.nhs.uk www.england.nhs.uk What

More information

and Entry to Premises by Local

and Entry to Premises by Local : the new health protection duty of local authorities under the Local Authorities (Public Health Functions and Entry to Premises by Local Healthwatch Representatives) Regulations 2013 1 Purpose of this

More information

NHS England Equality Information Patient and Public Focus First published January 2014 Updated May 2014 Publication Gateway Reference Number: 01704

NHS England Equality Information Patient and Public Focus First published January 2014 Updated May 2014 Publication Gateway Reference Number: 01704 NHS England Equality Information Patient and Public Focus First published January 2014 Updated May 2014 Publication Gateway Reference Number: 01704 NHS England INFORMATION READER BOX Directorate Medical

More information

Frequently asked questions: Introducing personal health budgets beyond NHS Continuing Healthcare

Frequently asked questions: Introducing personal health budgets beyond NHS Continuing Healthcare Frequently asked questions: Introducing personal health budgets beyond NHS Continuing Healthcare NHS England INFORMATION READER BOX Directorate Medical Commissioning Operations Patients and Information

More information

A Health and Wellbeing Strategy for Bexley Listening to you, working for you

A Health and Wellbeing Strategy for Bexley Listening to you, working for you A Health and Wellbeing Strategy for Bexley Listening to you, working for you www.bexley.gov.uk Introduction FOREWORD Health and wellbeing is everybody s business, and our joint aim is to improve the health

More information

The CQC s approach to regulating urgent care. Ruth Rankine Deputy Chief Inspector for Primary Care CQC

The CQC s approach to regulating urgent care. Ruth Rankine Deputy Chief Inspector for Primary Care CQC The CQC s approach to regulating urgent care Ruth Rankine Deputy Chief Inspector for Primary Care CQC NHS Confederation Urgent and Emergency Care Forum Ruth Rankine Deputy Chief Inspector of General Practice

More information

Healthy London Partnership October 2015 update

Healthy London Partnership October 2015 update Healthy London Partnership October 2015 update As we reach the six-month mark of the Healthy London Partnership, we are pleased to share our recent progress with you. A key priority for Healthy London

More information

Patient Transport Service

Patient Transport Service Patient Transport Service Professional, Trustworthy, Safe Service Strategy 2009-2013 Patient Transport Service Strategy 2009-2013 1 Strategic Plan for Patient Transport Service 1.0 Strategic context 1.1

More information

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014 Rehabilitation Network Strategy 2014 2017 Final Version 30 th June 2014 Contents Foreword 3 Introduction Our Strategy 4 Overview of the Cheshire and Merseyside Rehabilitation Network 6 Analysis of our

More information

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors

More information

Dorset CCG Clinical Services Review

Dorset CCG Clinical Services Review Dorset CCG Clinical Services Review PUBLIC INFORMATION EVENT FEBRUARY 2015 Why are we doing a Clinical Services Review in Dorset? NHS Dorset Clinical Commissioning Group (CCG) wants to ensure that everybody

More information

Top Ten Priorities for Stroke Services Research A summary of an analysis of Research for the National Stroke Strategy

Top Ten Priorities for Stroke Services Research A summary of an analysis of Research for the National Stroke Strategy The Stroke Strategy confirmed that the Department would commission a short analysis of research evidence in relation to the strategy and the top ten research areas identified in it. We said that we would

More information

Organisational Development Plan Progress Update. Executive Summary

Organisational Development Plan Progress Update. Executive Summary Part 1 meeting of the Castle Point and Rochford CCG Governing Body held on January 2016 Agenda item 13 Organisational Development Plan Progress Update Submitted by: Prepared by: Status: Ian Stidston, Accountable

More information

INFORMATION MANAGEMENT AND TECHNOLOGY (IM&T) STRATEGY

INFORMATION MANAGEMENT AND TECHNOLOGY (IM&T) STRATEGY INFORMATION MANAGEMENT AND TECHNOLOGY (IM&T) STRATEGY 1 INTRODUCTION 1.1 This Somerset Information Management and Technology (IM&T) Strategy outlines the strategic vision and direction for the development

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

NHS Islington Clinical Commissioning Group Conflict of Interest Template

NHS Islington Clinical Commissioning Group Conflict of Interest Template Appendix: 3.2a NHS Islington Clinical Commissioning Group Conflict of Interest Template Service: Clinical Commissioning Locally Commissioned Service 2013-14 Question Comment/Evidence Questions for all

More information

CONTENTS Error! Bookmark not defined.

CONTENTS Error! Bookmark not defined. GREATER MANCHESTER INTEGRATED STROKE SERVICE ESTABLISHING THE GOVERNANCE FRAMEWORK TO SUPPORT INTEGRATED ACUTE STROKE CARE 1 CONTENTS 1.0 INTRODUCTION...3 2.0 SERVICE AIMS...4 2.3 Comprehensive Stroke

More information

Planning and delivering service changes for patients

Planning and delivering service changes for patients Planning and delivering service changes for patients 1 NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing Policy Commissioning Development Finance Human

More information

Managed Clinical Neuromuscular Networks

Managed Clinical Neuromuscular Networks Managed Clinical Neuromuscular Networks Registered Charity No. 205395 and Scottish Registered Charity No. SC039445 The case for Managed Clinical Neuromuscular Networks 1. Executive summary Muscular Dystrophy

More information

GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD

GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD 5a GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD Date: 27 May 2016 Subject: Locality Plan Development and Process to Support Transformation Fund Consideration Report

More information

The importance of nurse leadership in securing quality, safety and patient experience in CCGs

The importance of nurse leadership in securing quality, safety and patient experience in CCGs Briefing note: July 2012 The importance of nurse leadership in securing quality, safety and patient experience in CCGs Introduction For the NHS to meet the challenges ahead, decisions about health services

More information

Report on: Strategic and operational planning 2016/17 to 2020/21

Report on: Strategic and operational planning 2016/17 to 2020/21 To: The Board For meeting on: 25 February 2016 Agenda item: 7 Report by: Bob Alexander Report on: Strategic and operational planning 2016/17 to 2020/21 Purpose 1. The purpose of this paper is to invite

More information

Head and Neck MDT (UAT & UAT /Thyroid)

Head and Neck MDT (UAT & UAT /Thyroid) National Cancer Action Team National Cancer Peer Review Programme FOR: Head and Neck MDT (UAT & UAT /Thyroid) Introduction This evidence guide has been formulated to assist networks and their constituent

More information

Delivering the Forward View: NHS planning guidance 2016/17 2020/21

Delivering the Forward View: NHS planning guidance 2016/17 2020/21 Delivering the Forward View: NHS planning guidance 2016/17 2020/21 Planning Guidance 2016/17 Published December 2015 Spending Review National Priorities 2 separate but connected plans CCG Operational plan

More information

PAPER 03. Chief Officer s Report June 2013. Purpose

PAPER 03. Chief Officer s Report June 2013. Purpose Chief Officer s Report June 2013 Purpose This paper provides a summary of the key areas of business as led by the Chief Officer for this and the other three Clinical Commissioning Groups (CCGs) in the

More information

St George s Healthcare NHS Trust: the next decade. Trust Clinical Strategy

St George s Healthcare NHS Trust: the next decade. Trust Clinical Strategy Trust Clinical Strategy 2012 2022 Approved January 2013 This page is intentionally blank 2 Version 0.1.0 Trudi Kemp 04.09.12 First version for comment Version 0.1.2 Trudi Kemp 12.09.12 With draft quality

More information

2.1. CCG Board Paper Summary Sheet. DETAILS Part 1 (Open) Agenda Item. X Part 2 (Closed) Title of Paper Interoperability and Connecting Care Meeting

2.1. CCG Board Paper Summary Sheet. DETAILS Part 1 (Open) Agenda Item. X Part 2 (Closed) Title of Paper Interoperability and Connecting Care Meeting CCG Board Paper Summary Sheet DETAILS Part 1 (Open) X Part 2 (Closed) Agenda Item Title of Paper Interoperability and Connecting Care Meeting CCG Board Date 3 rd December 2015 Executive Lead Sarah James

More information

A vision for the ambulance service: 2020 and beyond and the steps to its realisation

A vision for the ambulance service: 2020 and beyond and the steps to its realisation A vision for the ambulance service: 2020 and beyond and the steps to its realisation September 2015 Introduction This document outlines the English ambulance sector s vision for 2020 and beyond, and the

More information

Stepping up to the place: Integration self-assessment tool

Stepping up to the place: Integration self-assessment tool Stepping up to the place: Integration self-assessment tool Introduction Bringing together health and social care to provide high-quality and sustainable services to improve health and wellbeing outcomes

More information

Communications Plan. June 2008

Communications Plan. June 2008 Plan June 2008 1 HSE Plan June 2008 Communication aims for the HSE 1. Informed, trusted, authoritative source of information on health and social care matters 2. To have a positive, proactive, open and

More information

The CCG Assurance Framework: 2014/15 Operational Guidance. Delivery Dashboard Technical Appendix DRAFT

The CCG Assurance Framework: 2014/15 Operational Guidance. Delivery Dashboard Technical Appendix DRAFT The CCG Assurance Framework: 2014/15 Operational Guidance Delivery Dashboard Technical Appendix DRAFT 1 NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing

More information

CLINICAL QUALITY GROUP

CLINICAL QUALITY GROUP 1. Introduction CLINICAL QUALITY GROUP CWHHE s Commissioning Collaborative: Terms of Reference The purpose of the Clinical Quality Group (CQG) is to enable membership drawn from both commissioners and

More information

Brighton and Hove Integrated Care Service Job Description

Brighton and Hove Integrated Care Service Job Description Brighton and Hove Integrated Care Service Job Description Job title: Director of Primary Care Development (maternity leave cover 6 to 12 months, secondments welcomed) Salary: 74k more to an exceptional

More information

SCR Expert Advisory Committee

SCR Expert Advisory Committee SCR Expert Advisory Committee Terms of Reference Judith Brodie, Chair August 2015 1 Copyright 2015, Health and Social Care Information Centre. Contents Contents 2 1. Background and Strategic Justification

More information

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST C EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 Subject: Supporting Director: Author: Status 1 NHS England Five Year Forward View A Summary

More information

Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation

Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Contents List of Abbreviations 3 Executive Summary 4 Introduction 5 Aims of the Strategy 8 Objectives

More information

Faversham Network Meeting your community s health and social care needs

Faversham Network Meeting your community s health and social care needs Faversham Network Meeting your community s health and social care needs Your CCG The CCG is the practices and the practices are the CCG. There is no separate CCG to the member practices. - Dame Barbara

More information

Southern Health NHS Foundation Trust

Southern Health NHS Foundation Trust 1. Introduction Southern Health NHS Foundation Trust 1.1 Southern Health NHS Foundation Trust provides Mental Health, Learning Disability, Community and Social Care services in Hampshire, Oxford, Dorset

More information

What our strategy means for the health and adult social care services we regulate

What our strategy means for the health and adult social care services we regulate Shaping the future CQC s strategy for 2016 to 2021 What our strategy means for the health and adult social care services we regulate Enter OF FOR Foreword We have set out in our accompanying strategy our

More information

Consultation Questionnaire. The case for change

Consultation Questionnaire. The case for change Annex G Consultation Questionnaire The case for change Question 1: Is the proposal to focus initially, after legislation is enacted, on improving outcomes for older people, and then to extend our focus

More information

Agenda Item 9 Appendix 1. Organisational Development Plan. Potential for Excellence. 2014/15 2015/16. Author Lisa Webb

Agenda Item 9 Appendix 1. Organisational Development Plan. Potential for Excellence. 2014/15 2015/16. Author Lisa Webb Agenda Item 9 Appendix 1 Organisational Development Plan Potential for Excellence. 2014/15 2015/16 Author Lisa Webb June 2014 1 Contents Page 1. Introduction 3 2. Context 3 2.1 Framework of Excellence

More information

Business Services Authority. NHSBSA Strategy and beyond. NHSBSA Strategy (V1)

Business Services Authority. NHSBSA Strategy and beyond. NHSBSA Strategy (V1) Business Services Authority NHSBSA Strategy 2015-2020 and beyond NHSBSA Strategy 2015-20 (V1) 06.20151 Foreword Each year the NHSBSA reviews and updates its strategy for the next five years and beyond.

More information

Proposed co-location of stroke services

Proposed co-location of stroke services Proposed co-location of stroke services Contents Contents... 2 Executive summary... 3 Introduction... 4 How stroke services are currently provided... 6 The case for change... 8 What is our proposed service

More information

Health Policy & Scrutiny Urgency Sub-Committee MINUTES OF PROCEEDINGS

Health Policy & Scrutiny Urgency Sub-Committee MINUTES OF PROCEEDINGS CITY OF WESTMINSTER MINUTES Health Policy & Scrutiny Urgency Sub-Committee MINUTES OF PROCEEDINGS Minutes of a meeting of the Health Policy & Scrutiny Urgency Sub-Committee Committee held on Thursday 7th

More information

BUSINESS CONTINUITY MANAGEMENT POLICY

BUSINESS CONTINUITY MANAGEMENT POLICY BUSINESS CONTINUITY MANAGEMENT POLICY AUTHORISED BY: DATE: Andy Buck Chief Executive March 2011 Ratifying Committee: NHS Rotherham Board Date Agreed: Issue No: NEXT REVIEW DATE: 2013 1 Lead Director John

More information

Integrated Care Value Case

Integrated Care Value Case Integrated Care Value Case Waltham Forest, East London And City (WELC), England November 2013 This Value Case has been commissioned by the Local Government Association with support from the national partners

More information

Delivering the Forward View: NHS planning guidance 2016/17 2020/21

Delivering the Forward View: NHS planning guidance 2016/17 2020/21 APPENDIX 1 Delivering the Forward View: NHS planning guidance 2016/17 2020/21 Southwark Health & Wellbeing Board January 2016 Delivering the Forward View guidance recognises that local NHS systems will

More information

Improving patient care through better general practice and community pharmacy integration

Improving patient care through better general practice and community pharmacy integration Improving patient care through better general practice and community pharmacy integration A consultation document August, 2015 Purpose of this consultation Improving patient care poses a significant challenge

More information

Ambulance Commissioning Intentions

Ambulance Commissioning Intentions Paramedic Emergency Service (PES) Ambulance Commissioning Intentions 2014 / 15 1 P a g e Version Control Version No. Circulated to Date Amended 0.1 11/11/2013 0.2 13/11/2013 0.3 Blackpool Ambulance Commissioning

More information

Clinical Audit, Research and Innovation Strategy Final Version 30 th June 2014

Clinical Audit, Research and Innovation Strategy Final Version 30 th June 2014 Clinical Audit, Research and Innovation Strategy 2014 2017 Final Version 30 th June 2014 Contents Foreword 3 Introduction 4 Review of Current Clinical Audit, Research and Innovation Activities 5 Clinical

More information

Appendix 1 Business Case to Support the Relocation of Mental Health Inpatient Services in Manchester (Clinical Foreword and Executive Summary)

Appendix 1 Business Case to Support the Relocation of Mental Health Inpatient Services in Manchester (Clinical Foreword and Executive Summary) Appendix 1 Business Case to Support the Relocation of Mental Health Inpatient Services in Manchester (Clinical Foreword and Executive Summary) Together we are better Foreword by the Director of Nursing

More information

Investing in Health 2007: An update to the recommendations of Investing in Health: A Framework for Activating Primary Health Care Nursing (2003,

Investing in Health 2007: An update to the recommendations of Investing in Health: A Framework for Activating Primary Health Care Nursing (2003, Investing in Health 2007: An update to the recommendations of Investing in Health: A Framework for Activating Primary Health Care Nursing (2003, Ministry of Health) September 2007 Investing in Health 2007:

More information

Workshop materials Completed templates and forms

Workshop materials Completed templates and forms Workshop materials Completed templates and forms Contents The forms and templates attached are examples of how a nurse or midwife may record how they meet the requirements of revalidation. Mandatory forms

More information

State and Regional Emergency Management Committees Part 5: Emergency Management Manual Victoria

State and Regional Emergency Management Committees Part 5: Emergency Management Manual Victoria State and Regional Emergency Management Committees Part 5: Emergency Management Manual Victoria Contents 5.1 Introduction...5 1 5.2 Committees in Emergency Management...5 1 5.3 State Crisis and Resilience

More information

The shape of things to come

The shape of things to come The shape of things to come Whole pathway assurance rehabilitation Major trauma Appendix 6f 2 Contents Contents...3 1 Introduction...4 2 Executive summary...4 3 Scope and context...4 4 Part A Assurance...5

More information

Coventry and Warwickshire Repatriation Programme

Coventry and Warwickshire Repatriation Programme NHS Arden Commissioning Support Unit Coventry and Warwickshire Repatriation Programme Large-scale service redesign and innovation to benefit patients Arden Commissioning Support Unit worked with Coventry

More information

Strategy Clinical Effectiveness Managers. Patient Safety. Patient. Services. Continuous Improvement. Fairness & Consistency

Strategy Clinical Effectiveness Managers. Patient Safety. Patient. Services. Continuous Improvement. Fairness & Consistency Patient Safety Patient Focused Services Clinical Effectiveness DRAFT Competence & Continuous Learning Risk Management Fairness & Consistency Governance & Leadership Continuous Improvement Research & Development

More information

GOVERNING BODY MEETING 12 JUNE 2014 UPDATED ORGANISATIONAL DEVELOPMENT PLAN

GOVERNING BODY MEETING 12 JUNE 2014 UPDATED ORGANISATIONAL DEVELOPMENT PLAN Agenda Item: GOVERNING BODY MEETING 12 JUNE 2014 UPDATED ORGANISATIONAL DEVELOPMENT PLAN Purpose of Paper To inform the Governing Body of the updated Organisational Development Plan for Aylesbury Vale

More information

Healthy Ambitions Bulletin May 2009

Healthy Ambitions Bulletin May 2009 Welcome to the Healthy Ambitions bulletin. It provides a regular update on key pieces of regional work that are being taken forward to support the implementation of recommendations made by local clinicians

More information

North Lancashire s End of Life Pathway

North Lancashire s End of Life Pathway North Lancashire s End of Life Pathway 1 Historical Context/ Background 1.1 The overall strategic vision for NHS North Lancashire with regard to end of life care is that it will develop its services to

More information

Big Chat 4. Strategy into action. NHS Southport and Formby CCG

Big Chat 4. Strategy into action. NHS Southport and Formby CCG Big Chat 4 Strategy into action NHS Southport and Formby CCG Royal Clifton Hotel, Southport, 19 November 2014 Contents What is the Big Chat? 3 About Big Chat 4 4 How the event worked 4 Presentations 5

More information

NICE Implementation Collaborative Concordat

NICE Implementation Collaborative Concordat NICE Implementation Collaborative Concordat Foreword Innovation has always been at the heart of the NHS. Access to innovative medicines, technologies, devices, diagnostics and treatments has transformed

More information

STATEMENT ON MANAGED PUBLIC HEALTH NETWORKS

STATEMENT ON MANAGED PUBLIC HEALTH NETWORKS Faculty of Public Health Medicine PUBLIC HEALTH AND Health Development Agency PRIMARY CARE GROUP STATEMENT ON MANAGED PUBLIC HEALTH NETWORKS Public health programmes within a public health service supported

More information

BOARD PAPER - NHS ENGLAND. Purpose of Paper: To inform the Board about progress on implementation of the Cancer Taskforce report.

BOARD PAPER - NHS ENGLAND. Purpose of Paper: To inform the Board about progress on implementation of the Cancer Taskforce report. Paper: PB.28.01.16/05 Title: Cancer Taskforce strategy implementation Lead Director: Bruce Keogh, National Medical Director Cally Palmer, National Cancer Director BOARD PAPER - NHS ENGLAND Purpose of Paper:

More information

Outline Brief for Development of Strategic Estates Plan for Bristol, South Gloucester, North Somerset and Somerset Clinical Commissioning Groups

Outline Brief for Development of Strategic Estates Plan for Bristol, South Gloucester, North Somerset and Somerset Clinical Commissioning Groups Item 13 Strategic Estates Planning Outline Brief for Development of Strategic Estates Plan for Bristol, South Gloucester, North Somerset and Somerset Clinical Commissioning Groups Phase 1: Priorities and

More information

Miles Scott, Improvement Director Helen Buckingham, Executive Director of Corporate Affairs

Miles Scott, Improvement Director Helen Buckingham, Executive Director of Corporate Affairs To: The Board For meeting on: 28 July 2016 Agenda item: 8 Report by: Miles Scott, Improvement Director Helen Buckingham, Director of Corporate Affairs Report on: Ensuring NHS Improvement s Objectives are

More information

Bath & North East Somerset Council

Bath & North East Somerset Council Bath & North East Somerset Council MEETING/ DECISION MAKER: MEETING/ DECISION DATE: Health & Wellbeing Select Committee 29 th July 2015 EXECUTIVE FORWARD PLAN REFERENCE: TITLE: Royal United Hospitals Bath

More information

Evaluation of the first year of the Inner North West London Integrated Care Pilot. Summary May 2013. In partnership with

Evaluation of the first year of the Inner North West London Integrated Care Pilot. Summary May 2013. In partnership with Evaluation of the first year of the Inner North West London Integrated Care Pilot Summary May 2013 In partnership with 2 The North West London Integrated Care Pilot is a large-scale programme incorporating

More information

Clevedon Community Hospital Clinical Services Project

Clevedon Community Hospital Clinical Services Project Clevedon Community Hospital Clinical Services Project Project Initiation Document (PID) Aim To develop, sustain and improve the provision of high quality health care for the Clevedon Catchment area. Version

More information

Organisational Development Strategy

Organisational Development Strategy Governing Body 27 th May 2016 Organisational Development Strategy Agenda item 19 Paper 13 Authors and contributors: Executive Lead(s): Relevant Committees or forums that have already reviewed this issue:

More information

Governing Body Organisational Development Programme 2015/16

Governing Body Organisational Development Programme 2015/16 Governing Body Organisational Development Programme 2015/16 Governing Body meeting 5 February 2015 C Author(s) Julie Glossop, Senior Commissioning Manager Sponsor Idris Griffiths, Chief Operating Officer

More information

Proposal to co-locate current two-site model to a hub and spoke model based at Woking Community Hospital

Proposal to co-locate current two-site model to a hub and spoke model based at Woking Community Hospital ANNEX 1 ITEM 7a Specialist Community Neurological Rehabilitation. Proposal to co-locate current two-site model to a hub and spoke model based at Woking Community Hospital Specialist (level 2) Neurological

More information

The Care Quality Commission and the Healthwatch network: working together

The Care Quality Commission and the Healthwatch network: working together The Care Quality Commission and the Healthwatch network: working together September 2014 Introduction This briefing describes how the Care Quality Commission (CQC) will work with local Healthwatch and

More information

Changing health and care in West Cheshire The West Cheshire Way

Changing health and care in West Cheshire The West Cheshire Way Changing health and care in West Cheshire The West Cheshire Way Why does the NHS need to change? The NHS is a hugely important service to patients and is highly regarded by the public. It does however

More information

Airedale, Wharfedale and Craven; Bradford City; and Bradford Districts Clinical Commissioning Groups (CCGs)

Airedale, Wharfedale and Craven; Bradford City; and Bradford Districts Clinical Commissioning Groups (CCGs) FACT SHEET Airedale, Wharfedale and Craven; Bradford City; and Bradford Districts Clinical Commissioning Groups (CCGs) Examples of engagement across the three CCGs Patients and public Patient participation

More information

X Part 2 (Closed) Title of Paper 2015/16 Operational Plan Deliverables Quarter 1 Assurance report

X Part 2 (Closed) Title of Paper 2015/16 Operational Plan Deliverables Quarter 1 Assurance report CCG Board Meeting Paper Summary Sheet DETAILS Part 1 (Open) X Part 2 (Closed) Agenda Item Title of Paper 2015/16 Operational Plan Deliverables Quarter 1 Assurance report 5.3 Meeting CCG Board Date 3 September

More information

REPORT OF HEALTH AND CARE INTEGRATION BETTER CARE FUND REFRESH 2016/17 OVERVIEW

REPORT OF HEALTH AND CARE INTEGRATION BETTER CARE FUND REFRESH 2016/17 OVERVIEW HEALTH OVERVIEW AND SCRUTINY COMMITTEE: 30 TH MARCH 2016 Purpose of report REPORT OF HEALTH AND CARE INTEGRATION BETTER CARE FUND REFRESH 2016/17 OVERVIEW 1. The purpose of this report is to provide an

More information

Informatics: The future. An organisational summary

Informatics: The future. An organisational summary Informatics: The future An organisational summary DH INFORMATION READER BOX Policy HR/Workforce Management Planning/Performance Clinical Document Purpose Commissioner Development Provider Development Improvement

More information

Measuring quality along care pathways

Measuring quality along care pathways Measuring quality along care pathways Sarah Jonas, Clinical Fellow, The King s Fund Veena Raleigh, Senior Fellow, The King s Fund Catherine Foot, Senior Fellow, The King s Fund James Mountford, Director

More information

A Framework of Quality Assurance for Responsible Officers and Revalidation

A Framework of Quality Assurance for Responsible Officers and Revalidation A Framework of Quality Assurance for Responsible Officers and Revalidation Supporting responsible officers and designated bodies in providing assurance that they are discharging their statutory responsibilities.

More information

Local Healthwatch and NHS Complaints Service. Cabinet member: Cllr John Thomson - Adult Care, Communities and Housing

Local Healthwatch and NHS Complaints Service. Cabinet member: Cllr John Thomson - Adult Care, Communities and Housing Wiltshire Council Cabinet 23 October 2012 Subject: Local Healthwatch and NHS Complaints Service Cabinet member: Cllr John Thomson - Adult Care, Communities and Housing Key Decision: Yes Executive Summary

More information