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

Size: px
Start display at page:

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

Transcription

1 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: For information Executive Summary: This paper outlines progress made in the last month by the System Sustainability Programme. KEY RISKS Clinical: Failure to deliver a robust approach to informing future local services commissioned from The Queen Elizabeth Hospital King s Lynn NHS Trust (QEHKL) would have an impact on local health needs being met. Finance and Performance: A robust financial plan is necessary to underpin the delivery of the CCG s operational and strategic plan against its funding allocation and to ensure that the CCG has prioritised resources appropriately to deliver the service changes to meet the needs of the local population informed by the strategic vision and future service requirements. Impact Assessment (environmental and equalities): N/a Reputation: Failure to develop a sound commissioning plan that addresses the sustainability issues will be damaging to the CCG reputation. Legal: N/a Patient focus (if appropriate): Failure to involve and engage our patients and the local population in the development of these plans will not support the delivery of care that responds to the needs of patients and the public. Reference to relevant Governing Body Assurance Framework: 2.1; 2.5; 2.6; 2.7; 3.1; 6.3. RECOMMENDATION: The Governing Body is asked to note the progress made with the Programme. A full report will be presented to the August meeting detailing the findings to be presented to the Monitor Contingency Planning Team. 1

2 1. Introduction This paper provides an update on the System Sustainability Programme, a complex piece of work focussing on developing locally derived, clinically driven, long term solutions to the challenge we face as a Local Health Economy (LHE). This challenge can be summarised as the following: We know that if we continue to provide services in the way that we currently do, it will be unaffordable in the future; and Patients tell us that services are often fragmented and poorly coordinated and they are not sure where to go for help. The West Norfolk Alliance is addressing this challenge through a number of working groups with the aim of using integration to provide sustainable co-ordinated care with patients in control. Alongside this programme of work, the hospital regulator Monitor is sending a Contingency Planning Team (CPT) into The Queen Elizabeth Hospital King s Lynn NHS Foundation Trust (QEHKL) to develop options for ensuring a sustainable District General Hospital configuration. The CPT and the Clinical Commissioning Group (CCG) will work closely together drawing on the results of the System Sustainability Programme workstreams to develop local solutions for the acute trust and the LHE. This approach is quite different from previous CPT interventions where Monitor has directed the programme in a linear fashion, without addressing the wider LHE context. West Norfolk CCG has managed to achieve a more collaborative approach on this occasion, assisting Monitor to select the CPT and ensuring that the work completed by the System Sustainability Programme provides a starting point informed by locally developed intelligence. 2. Alliance and Pioneer Progress The Alliance Chief Executives Steering Group met in June to explore potential innovative contracting models that could support the integration of services across all health and social care partners. This is an important enabler to support implementation of emerging recommendations for service improvements from the clinical pathway workstreams. The Integration Pioneer Programme continues to provide some resources to support integration including an integration and transformation training programme for front-line staff, which six staff from across the Alliance have signed-up to. 3. Workstreams Previous Governing Body papers have described the workstreams and reporting structure which are illustrated at Appendix 1 for reference. Progress over the last month is summarised below. 3.1 IM&T Group The group has undertaken an assessment of current IM&T projects, programmes, strategies and local priorities. The group has also developed a digital care fund bid to deliver the requirements of the Alliance workstreams once these have been reported. The IM&T group will then move onto assessing any gaps, developing objectives and designing a work programme to meet the needs, which will hopefully be supported by the technology fund bid. The project lead will conduct an IM&T workforce assessment in the next month to assist in assessing and planning workforce requirements. From these pieces of work a draft Alliance IM&T Plan will be developed to support the programme in the short, medium and long term. The group has established an Information Governance sub-group which is developing an Alliance information sharing protocol and data sharing agreement for the information requirements in the bid. The project lead aims to complete drafting these by 8 August so that they can come to Governing Body for approval. 2

3 3.2 Workforce The Workforce group has conducted a system-wide review of the West Norfolk Alliance workforce and its key challenges. Organisations reviewed included: The Queen Elizabeth Hospital King s Lynn NHS Foundation Trust Norfolk Community and Care NHS Trust (NCH&C) Norfolk and Suffolk NHS Foundation Trust (NSFT) Primary care services. Information sources included Trust five year workforce plans submitted to the East of England to commission education and training; reports produced on productivity challenges and actions to address them; a monitoring report placed on a Trust website; a ledger showing establishment and staff-in-post by cost centre, which enables a detailed analysis of services. In addition, a few interviews were conducted with key informants to explore issues concerning leadership and clinical culture. Key areas explored were: Staff vacancies, recruitment and retention issues; Trust five year plans; Productivity. It is clear from the work to date that the locality has significant workforce challenges including the effects of frequent change on organisational culture, the financial costs of ensuring adequate staffing levels to deliver high quality care, and the challenges around improving productivity, recruitment and retention of staff. Workforce initiatives Major initiatives are taking place to improve productivity. The QEH is undertaking a detailed review of medical costs and staffing, by specialty. NCH&C is carrying out a service and workforce redesign, which includes improving productivity through rationalising patient assessment, skill mix changes, and remote working. This includes rationalising work locations, using a hub and spoke service model. NSFT is seeking to integrate its dementia team with that of the Community Trust s frail and elderly team. This will be of particular benefit where considerable travel as one member of staff would be visiting the patient, not two travelling separately. West Norfolk Alliance future opportunity to inform integration of health and care services The development of an Alliance-wide honorary contract is being explored in order to enable staff from the existing Alliance organisations to work more closely together. 3.3 Integration and the Better Care Fund Work has progressed in the following schemes, establishing terms of reference and project plans: Establishing a consistent Integrated Care Organisation Model across the CCG; Establishing a more integrated reablement service; Hospital discharge social care 7 day working; Supporting independence and well-being creating a community care navigator network; Dementia care improving community support and diagnosis; Intermediate care beds. The links between some of the integration sub-workstreams and the clinical pathway work has been acknowledged and will be captured in the Programme Plan to highlight areas of alignment and ensure a consistent approach avoiding duplication. 3

4 3.4 Clinical Pathways The three clinical pathway sub-workstreams to the Clinical Reference Group (CRG), namely frail elderly, paediatrics, and maternity, have been conducting an in-depth analysis of the current pathways, evidence of best practice and proposals for future improvements, to inform future commissioning plans for the locality. This work has produced some common findings which are helping the CRG to form a view about the future shape of some core services. These emerging results also provide insight into the potential workforce, IT and infrastructure requirements to deliver redesigned services, which in turn are picked up by the appropriate workstreams designed to address these. The finance and contracting workstream has not yet been established as the work required by this group is relevant at a later stage, when proposed changes are more fully formed. Crucial to the approach used in this phase of the CRG work was that it started with a patient-centred pathway analysis via our envelopes of care model. This involved considering the patient s needs at each stage of the pathway, from home, through referrals, treatment and back to home again, noting at each stage what services were required and the type of personnel needed to deliver them. An inherent part of this exercise was consideration of ceilings of care that should be delivered locally, depending on travel time, local expertise and clinical guidance Early Findings What has the CRG told us about how the future hospital should look? It should be a centre of excellence for the West Norfolk patients, ie elderly care (hips, knees, eyes) and maternity; It should have senior clinical triage at the front door providing 24/7 emergency assessment in medicine, surgery and injuries; Minors in A&E could possibly be treated in an alternative setting; There should be a MDT (multi-disciplinary team) approach to care, both in hospital and across all settings; There should be a frail elderly urgent care pathway with effective proactive discharge planning; There should be some elective care, the scope of which should be determined by: o What can be done to a high standard locally; o What could be done locally supported by a clinical network/secondary care partnership with clinical rotation with a specialist centre; and o What should definitely only be done in a specialist centre. Maternity: Maintenance of normality for all women where safe, with efficient escalation within the model of care, a flexible service to enable choice throughout a user s journey. An accessible maternity service, greater performance and quality outcomes from the service, options for care are essential and currently do not exist, consistency of care and information throughout the patient journey. Paediatrics: Maintain the good quality leadership provided by consultants and lead nurses, protect the cross centre consultant lead, improve assessment within primary care setting, efficient acute pathway and appropriate setting for patients self-presenting to A&E, transitions between secondary and tertiary centres, and the process to discharge is clarified, development of key pathways are developed locally, parents and carers are sufficiently supported to keep their children well and are enabled to care for their children when unwell. This helps us to articulate what type of consultants should be available, define their job plan and PAs, the medical and non-medical team they need to support them, and therefore the shape of the workforce. What sort of personnel do we need to deliver the above? Elderly care consultants, working across community and secondary care; Excellent stroke care physicians; Acute general physicians, skilled in front door assessment and stabilisation across a wide range of clinical presentations; 4

5 Comprehensive surgical support, competent surgical opinion available at front door to determine what goes and what stays for treatment; Effect rapid assessment MDT (possibly including GP) to turnaround at front door ; Staff should rotate between community and acute care setting, so that they appreciate what can be provided where and they are flexible and adaptable; Trusts should operate a nursing and therapy bank, where staff have honorary contracts to work across different settings and organisations within the Alliance, where capacity and skills are most needed. Obstetricians and Midwifes confident to deliver models of care with direct leadership within each, sufficient establishment of midwives and supervisors of midwives, anaesthetist, service leadership and accountability. Local training for supervisors of midwives Paediatrics: Greater relationships between primary and secondary care with the provision of clear pathways. Paediatric Nurses across the centre are professionally supported by the Lead Paediatric Nurse. Paediatric nurses are rotated across the system including community. accessible paediatric nurse training. What does this team need access to in order to provide the care we require? Urgent care; Full stroke service; Maternity service; Inpatient short stay care, elderly patients treated by specialist consultant in dedicated unit; Diagnostics MRI, CT, echo-cardiogram, ultrasound; Operating theatre, ITU; Shared information (High Impact Intervention) to support remote triage for care home patients as well as appropriate turnaround at the front door ; Maternity: electronic records accessible within both communities through to hospital setting, anaesthetics; Paediatrics: Co-locations of A&E and PAU, electronic records across care system, paediatric diagnostic equipment within primary care, Health Visitor interventions appropriate for local needs and demands. How do we further test our early findings? The early findings above about key core elements are to be tested at clinical workshops, using clinical scenarios. For example, patients presenting with acute abdomen, acute asthma attack etc to test what other services might need to be layered on top of the core, to ensure that patients in West Norfolk will receive safe care in the right place. The next phase of the CRG work will be to examine urgent care and an elective specialty, again to come to a consensus about additional essential local core services. This process is an iterative one, whereby early hypotheses about the services required to provide essential local care are tested and further refined until we have a firm, comprehensive view. 4. Next Steps The Alliance Operating Group has tasked each workstream to develop clear outcomes and timeframes for further work, and to populate a programme management template for implementation. Stakeholder and public involvement will commence at the beginning of September with public meetings to discuss the emerging views amongst clinicians about essential local services and to gather user and carer feedback about what is important to them. This will then be incorporated into a report to be shared with the CPT, expected to commence early September, to provide them with sound locally debated evidence about key core services. 5. Recommendation The Governing Body is asked to note the progress made by the System Sustainability Programme, which has involved most clinical members working alongside CCG management staff. A report will be presented to the August meeting providing fuller information on the conclusions. 5

6 Appendix 1 West Norfolk System Sustainability Review Group and CCG Clinical Action Team (CAT) Reporting Lines NHS England, Monitor and CCG Oversight Group CHC CAT* LTC & Urgent Care CAT *Clinical Action Team CCG Governing Body CCG Executive Team (ET) Prescribing CAT Elective Care CAT Alliance Partners Boards Frail Older People Pathway Review Group Paediatric Urgent Care Pathway Review Group Maternity Pathway Review Group Alliance Steering Group CCG internal CRS* Working Group *commissioner requested services Clinical Reference Group (CRG) Alliance Operating Group Workforce Planning Finance and Contracts Integration Pioneer Working Group (incorporating Better Care Fund) Infrastructure IM&T Primary Care Communications and Engagement 6

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

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

Future hospital: Caring for medical patients. Extract: Recommendations

Future hospital: Caring for medical patients. Extract: Recommendations Future hospital: Caring for medical patients Extract: Recommendations Future hospital: caring for medical patients Achieving the future hospital vision 50 recommendations The recommendations from Future

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

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

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

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

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

Patient Choice Strategy

Patient Choice Strategy Patient Choice Strategy Page 1 of 14 Contents Page 1 Background 4 2 Putting Patients and the Public at the Heart of Health and 5 Healthcare in West Lancashire 3 Where are we now and where do we need to

More information

Meets all objectives. In line with Council policy.

Meets all objectives. In line with Council policy. ITEM NO: 5 Report to: HEALTH AND WELLBEING BOARD Date: 1 October 2015 Executive Member / Reporting Officer: Subject: Report Summary: Recommendations: Councillor Brenda Warrington Executive Member (Adult

More information

Strategic Plan Document for 2013-14. Central Manchester University Hospitals NHS Foundation Trust

Strategic Plan Document for 2013-14. Central Manchester University Hospitals NHS Foundation Trust Strategic Plan Document for 2013-14 Central Manchester University Hospitals NHS Foundation Trust 1 Contents Page 1. Executive Summary 3 2. Strategic Context and Direction 4 2.1 Strategic Position 2.2 Commissioner

More information

Update on Discharges from University Hospital Southampton. Southampton City Council Health Overview and Scrutiny Panel

Update on Discharges from University Hospital Southampton. Southampton City Council Health Overview and Scrutiny Panel Update on Discharges from University Hospital Southampton Southampton City Council Health Overview and Scrutiny Panel Every day approximately 10% of the patients discharged from University Hospitals Southampton

More information

Corporate Objectives 2014/15 2015/16

Corporate Objectives 2014/15 2015/16 Corporate Objectives 2014/15 2015/16 1. Quality - excel in the delivery of clinical care, safety and patient experience. Objective and key deliverables Timescale Lead director Group reporting into Key

More information

Board of Directors Meeting December 2014. Director of Nursing Report

Board of Directors Meeting December 2014. Director of Nursing Report Board of Directors Meeting December 2014 Director of Nursing Report Monthly Report of Nurse Midwifery Staffing Levels 1 November 2014 30 November 2014 Executive Summary Purpose: To provide the board with

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

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

National Clinical Programmes

National Clinical Programmes National Clinical Programmes Section 3 Background information on the National Clinical Programmes Mission, Vision and Objectives July 2011 V0. 6_ 4 th July, 2011 1 National Clinical Programmes: Mission

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

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

NURSING AND MIDWIFERY ESTABLISHMENTS REPORT (CORRECTED VERSION)

NURSING AND MIDWIFERY ESTABLISHMENTS REPORT (CORRECTED VERSION) AGENDA ITEM 8 TRUST BOARD MEETING 28 JNAUARY 2014 NURSING AND MIDWIFERY ESTABLISHMENTS REPORT (CORRECTED VERSION) EXECUTIVE SUMMARY The last report on this topic was presented to the Trust Board in December

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

South East Coast Ambulance Service NHS Foundation Trust

South East Coast Ambulance Service NHS Foundation Trust South East Coast Ambulance Service NHS Foundation Trust Emergency and Urgent Care in Kent and Medway for Kent HOSC What does SECAmb do? South East Coast Ambulance Service NHS Foundation Trust is an innovative,

More information

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

National Assembly for Wales: Health and Social Care Committee

National Assembly for Wales: Health and Social Care Committee 2 Ashtree Court, Woodsy Close Cardiff Gate Business Park Cardiff CF23 8RW Tel: 029 2073 0310 wales@rpharms.com www.rpharms.com 18 th October 2011 Submission to: Call for Evidence: Response from: National

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

Effective Approaches in Urgent and Emergency Care. Priorities within Acute Hospitals

Effective Approaches in Urgent and Emergency Care. Priorities within Acute Hospitals Effective Approaches in Urgent and Emergency Care Paper 1 Priorities within Acute Hospitals When people are taken to hospital as an emergency, they want prompt, safe and effective treatment that alleviates

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

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

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

NHS Leeds South and East CCG Governing Body Meeting

NHS Leeds South and East CCG Governing Body Meeting Agenda Item: LSEGB2014/06 FOI Exempt: No NHS Leeds South and East CCG Governing Body Meeting Date of meeting: 23rd January 2014 Title: Primary Care Engagement Lead Board Member: Dr Jackie Campbell, Director

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

Northumberland, Tyne and Wear NHS Foundation Trust. Council of Governors Meeting. Paper for Debate, Decision or Information: For information

Northumberland, Tyne and Wear NHS Foundation Trust. Council of Governors Meeting. Paper for Debate, Decision or Information: For information Agenda item 7) Northumberland, Tyne and Wear NHS Foundation Trust Council of Governors Meeting Meeting Date: Thursday 12 November 2015 Title and Author of Paper: Chief Executive s Report John Lawlor, Chief

More information

Financial performance

Financial performance Financial performance In our first NHS Financial Temperature Check briefing 2 we noted the number of organisations that were overspending or reporting a deficit has increased since the 2012/13 financial

More information

INFORMATION SHARING AGREEMENT. Multi-Disciplinary Team (MDT): Service Information Sharing

INFORMATION SHARING AGREEMENT. Multi-Disciplinary Team (MDT): Service Information Sharing INFORMATION SHARING AGREEMENT Multi-Disciplinary Team (MDT): Service Information Sharing SCOPE NAME OF LEAD Multi-Disciplinary Team (MDT) for high risk people: this agreement is for the patient and management

More information

Capacity Manager. Seamless Pathways of Care Test duration Mar 2013 Mar 2015 Author/Lead. Paula Tate Contact details

Capacity Manager. Seamless Pathways of Care Test duration Mar 2013 Mar 2015 Author/Lead. Paula Tate Contact details Capacity Manager Workstream Seamless Pathways of Care Test duration Mar 2013 Mar 2015 Author/Lead Paula Tate Contact details Paula.tate@nhs.net Contents tick Comments 1 Test of Change Proposal 2 PMP 3

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

Improving Emergency Care in England

Improving Emergency Care in England Improving Emergency Care in England REPORT BY THE COMPTROLLER AND AUDITOR GENERAL HC 1075 Session 2003-2004: 13 October 2004 LONDON: The Stationery Office 11.25 Ordered by the House of Commons to be printed

More information

IMProVE Integrated management and proactive care for the vulnerable and elderly.

IMProVE Integrated management and proactive care for the vulnerable and elderly. IMProVE Integrated management and proactive care for the vulnerable and elderly. Questions and Answers How can I have my say? Come along to one of our drop-in sessions, or fill in a questionnaire. Full

More information

CQC: The journey to excellence and The new approach to inspection of ambulance services

CQC: The journey to excellence and The new approach to inspection of ambulance services CQC: The journey to excellence and The new approach to inspection of ambulance services Professor Sir Mike Richards Chief Inspector of Hospitals April 2014 1 Overview CQC: Our journey The approach we have

More information

Report on District Nurse Education in the United Kingdom 2013-14

Report on District Nurse Education in the United Kingdom 2013-14 Report on District Nurse Education in the United Kingdom 2013-14 Key Points 351 District Nurses are due to qualify in the summer of 2014 in comparison to 254 in 2013 - an increase of 38% (in England, Wales

More information

Submitted to: NHS West Norfolk CCG Governing Body, 29 January 2015

Submitted to: NHS West Norfolk CCG Governing Body, 29 January 2015 Agenda Item: 11.2 Subject: Draft Financial Plan 2015/16 Presented by: John Ingham, Chief Financial Officer Submitted to: NHS West Norfolk CCG Governing Body, 29 January 2015 Purpose of Paper: For information

More information

Summary Paper Previous Rehabilitation Work Undertaken

Summary Paper Previous Rehabilitation Work Undertaken Rehabilitation, Enablement and Reablement Review Summary Paper Previous Rehabilitation Work Undertaken Version no. 0.1 Status Draft Author Luke Culverwell Circulation BNSSG PCT Cluster Version Date Reviewer

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

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

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

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

Financial Strategy 5 year strategy 2015/16 2019/20

Financial Strategy 5 year strategy 2015/16 2019/20 Item 4.3 Paper 15 Financial Strategy 5 year strategy 2015/16 2019/20 NHS Guildford and Waverley Clinical Commissioning Group Medium Term Financial Strategy / Finance and Performance Committee May 2015

More information

EXECUTIVE SUMMARY FRONT SHEET

EXECUTIVE SUMMARY FRONT SHEET EXECUTIVE SUMMARY FRONT SHEET Agenda Item: Meeting: Quality and Safety Forum Date: 09.07.2015 Title: Monthly Board Report- Publication of Nursing and Midwifery Staffing Levels June 2015 Exception Report

More information

Transforming Community Health Services in London. Caroline Alexander, Regional Chief Nurse, NHSE (London)

Transforming Community Health Services in London. Caroline Alexander, Regional Chief Nurse, NHSE (London) Transforming Community Health Services in London Caroline Alexander, Regional Chief Nurse, NHSE (London) Objective of presentation Reflect on the importance of community services in the future and the

More information

2014-2016 Operating Plan, financial plan and five year draft strategy

2014-2016 Operating Plan, financial plan and five year draft strategy Agenda item 9 Attachment 04 Title of paper: Meeting: 2014-2016 Operating Plan, financial plan and five year draft strategy Governing Body Date: 21 st March 2014 Author: email: Exec Lead: Karen Parsons,

More information

5-Year Financial Plan Update September 2013. Croydon CCG. Longer, healthier lives for all the people in Croydon

5-Year Financial Plan Update September 2013. Croydon CCG. Longer, healthier lives for all the people in Croydon 5-Year Financial Plan Update September 2013 Croydon CCG Financial Strategy Background (1) This 5-Year Plan builds on the full financial strategy document incorporated in the 3-Year Financial Improvement

More information

Summary Strategic Plan 2014-2019

Summary Strategic Plan 2014-2019 Summary Strategic Plan 2014-2019 NTWFT Summary Strategic Plan 2014-2019 1 Contents Page No. Introduction 3 The Trust 3 Market Assessment 3 The Key Factors Influencing this Strategy 4 The impact of a do

More information

An introduction to the NHS England National Patient Safety Alerting System January 2014

An introduction to the NHS England National Patient Safety Alerting System January 2014 An introduction to the NHS England National Patient Safety Alerting System January 2014 1 NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing Policy Commissioning

More information

!!!!!!!!!!!! Liaison Psychiatry Services - Guidance

!!!!!!!!!!!! Liaison Psychiatry Services - Guidance Liaison Psychiatry Services - Guidance 1st edition, February 2014 Title: Edition: 1st edition Date: February 2014 URL: Liaison Psychiatry Services - Guidance http://mentalhealthpartnerships.com/resource/liaison-psychiatry-servicesguidance/

More information

CASE STUDY. Sunderland dermatology and minor surgery service

CASE STUDY. Sunderland dermatology and minor surgery service CASE STUDY Sunderland dermatology and minor surgery service October 2014 Specialists in out-ofhospital settings As part of the drive to keep patients out of hospital and better integrate services across

More information

SOMERSET DEMENTIA STRATEGY PRIORITIES FOR 2013 2016

SOMERSET DEMENTIA STRATEGY PRIORITIES FOR 2013 2016 SOMERSET DEMENTIA STRATEGY PRIORITIES FOR 2013 2016 October 2013 1 CONTENTS PAGE Section Contents Page Somerset Dementia Strategy Plan on a Page 3 1 Introduction 4 2 National and Local Context 5 3 Key

More information

Report by Director of Health and Social Care Commissioning and Interim Director of Joint Commissioning

Report by Director of Health and Social Care Commissioning and Interim Director of Joint Commissioning Agenda Item No. 5 Policy and Resources Select Committee 21 February 2013 Progress Report on the Joint Commissioning Unit Report by Director of Health and Social Care Commissioning and Interim Director

More information

Everyone counts Ambitions for GCCG for 7 key outcome measures

Everyone counts Ambitions for GCCG for 7 key outcome measures Everyone counts s for GCCG for 7 key outcome measures Outcome ambition Outcome framework measure Baseline 2014/15 Potential years of life lost to 1. Securing additional years of conditions amenable to

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

Intensive Rehabilitation Service & Community Treatment Team

Intensive Rehabilitation Service & Community Treatment Team Intensive Rehabilitation Service & Community Treatment Team Caroline O Donnell Integrated Care Director North East London Foundation Trust Carol White Deputy Integrated Care Director North East London

More information

The Scottish Government Health Delivery Directorate Improvement and Support Team. Proactive, Planned and Coordinated: Care Management in Scotland

The Scottish Government Health Delivery Directorate Improvement and Support Team. Proactive, Planned and Coordinated: Care Management in Scotland The Scottish Government Health Delivery Directorate Improvement and Support Team Proactive, Planned and Coordinated: Care Management in Scotland The Scottish Government Health Delivery Directorate Improvement

More information

Time to Act Urgent Care and A&E: the patient perspective

Time to Act Urgent Care and A&E: the patient perspective Time to Act Urgent Care and A&E: the patient perspective May 2015 Executive Summary The NHS aims to put patients at the centre of everything that it does. Indeed, the NHS Constitution provides rights to

More information

Strategic Plan 2014-19

Strategic Plan 2014-19 Strategic Plan 2014-19 Berkshire West Strategic Plan 2014-19 V3.5 Contents Strategic Plan Page Number 1. Introduction 3 2. Our Vision for 2019 5 3. Plan on a page 6 4. System sustainability 11 5. Improvement

More information

Board of Directors Meeting

Board of Directors Meeting Board of Directors Meeting 23 rd July 2014 (BDA/14/26) part Performance Report Monitor Key Indicators Status: A Paper for Information History: Amanda Pritchard Chief Operating Officer Page 1 of 10 Performance

More information

Nursing & Midwifery Establishment Review Six Monthly Report. Em Wilkinson-Brice, Deputy Chief Executive / Chief Nurse

Nursing & Midwifery Establishment Review Six Monthly Report. Em Wilkinson-Brice, Deputy Chief Executive / Chief Nurse Agenda item: 9.3, Public Board meeting Date: Title: Nursing & Midwifery Establishment Review Six Monthly Report Prepared by: Presented by: Bernadette George, Head of Safety, Risk & Patient Experience,

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

4. Proposed changes to Mental Health Nursing Pre-Registration Nursing

4. Proposed changes to Mental Health Nursing Pre-Registration Nursing Developments in nurse education in England Summary BSMHFT employs 1319 registered nurses and 641 health care assistants 53% of the total workforce. BSMHFT works in partnership with Birmingham City University

More information

Quality and Safety Programme Fractured neck of femur services

Quality and Safety Programme Fractured neck of femur services Quality and Safety Programme Fractured neck of femur services London quality standards February 2013 1 Introduction The case for change for fractured neck of femur services in London demonstrates that

More information

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014 Communication and Engagement Strategy 2014 2017 Final Version 30 th June 2014 Contents Introduction 4 Strategic Objectives and Role of Communications 6 Communications now and by 2017 7 Communications and

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

North Middlesex University Hospital NHS Trust. Annual Audit Letter 2005/06. Report to the Directors of the Board

North Middlesex University Hospital NHS Trust. Annual Audit Letter 2005/06. Report to the Directors of the Board North Middlesex University Hospital NHS Trust Annual Audit Letter 2005/06 Report to the Directors of the Board 1 Introduction The Purpose of this Letter 1.1 The purpose of this Annual Audit Letter (letter)

More information

Rehabilitation Medicine Programme

Rehabilitation Medicine Programme Update Report HiPE data from 2010 shows that approximately 30,000 individuals discharged from hospital presented with a neurological condition and/or amputation. Of these, it is likely that 50% should

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

GUIDANCE AND TEMPLATE

GUIDANCE AND TEMPLATE GUIDANCE AND TEMPLATE The care pathway mapping tool is designed to be used as part of the map the care pathway stage of the eight stage workforce planning approach. The output of the tool will be the creation

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

Delivering our Vision 5 Year Programme A Performance Management Framework Tier 1: Strategic goals and objectives RIGHT CARE, RIGHT PLACE, RIGHT TIME

Delivering our Vision 5 Year Programme A Performance Management Framework Tier 1: Strategic goals and objectives RIGHT CARE, RIGHT PLACE, RIGHT TIME Delivering our Vision 5 Year Programme A Performance Management Framework Tier 1: Strategic goals and objectives RIGHT CARE, RIGHT PLACE, RIGHT TIME To lead in the provision of emergency care; offering

More information

EPOC Taxonomy topics list

EPOC Taxonomy topics list EPOC Taxonomy topics list Delivery Arrangements Changes in how, when and where healthcare is organized and delivered, and who delivers healthcare. How and when care is delivered Group versus individual

More information

Date of Trust Board 29 th January 2014. Title of Report Performance Management Strategy - 2013-2016

Date of Trust Board 29 th January 2014. Title of Report Performance Management Strategy - 2013-2016 ENCLOSURE: P Date of Trust Board 29 th January 2014 Title of Report Performance Management Strategy - 2013-2016 Purpose of Report Abstract To set out the Performance Management Strategy of the Trust in

More information

CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE

CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE www.gov.gg/jobs JOB POSTING CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE JOB TITLE Chief Nurse / Director of Clinical Governance SALARY Attractive Remuneration Package available with post TYPE Full Time

More information

JOB DESCRIPTION. Network and Project Manager (NHS Clinical Commissioners) (Initially fixed term contract for one year)

JOB DESCRIPTION. Network and Project Manager (NHS Clinical Commissioners) (Initially fixed term contract for one year) JOB DESCRIPTION Job Title: Reports To: Location: Job type: Network and Project Manager (NHS Clinical Commissioners) (Initially fixed term contract for one year) Head of Policy and Delivery London (with

More information

Connection with other policy areas and (How does it fit/support wider early years work and partnerships)

Connection with other policy areas and (How does it fit/support wider early years work and partnerships) Illness such as gastroenteritis and upper respiratory tract infections, along with injuries caused by accidents in the home, are the leading causes of attendances at Accident & Emergency and hospitalisation

More information

THE STATE OF HEALTH CARE AND ADULT SOCIAL CARE IN ENGLAND 2014/15

THE STATE OF HEALTH CARE AND ADULT SOCIAL CARE IN ENGLAND 2014/15 15 October 2015 THE STATE OF HEALTH CARE AND ADULT SOCIAL CARE IN ENGLAND 2014/15 This briefing summarises today s publication of the Care Quality Commission s annual State of Health and Adult Social Care

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

Excellence & Choice A Consultation on Older People s Services January 2009

Excellence & Choice A Consultation on Older People s Services January 2009 Excellence & Choice A Consultation on Older People s Services January 2009 CONTENTS 1. Introduction...3 2. Guiding principles for the delivery of services for older people...5 3. How are services for older

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

Unbundling recovery: Recovery, rehabilitation and reablement national audit report

Unbundling recovery: Recovery, rehabilitation and reablement national audit report NHS Improving Quality Unbundling recovery: Recovery, rehabilitation and reablement national audit report Implementing capitated budgets within long term conditions for people with complex needs LTC Year

More information

Lead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897

Lead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897 Lead Provider Framework Draft Scope NHS England / 13/12/13 Gateway Ref: 00897 1 Introduction The commissioning support lead provider framework is being developed in response to requests from CCGs for a

More information

B&NES Heath & Well-being Partnership. Local Action Plan Implementation of the National Dementia Strategy (NDS) November 2011 Update

B&NES Heath & Well-being Partnership. Local Action Plan Implementation of the National Dementia Strategy (NDS) November 2011 Update B&NES Heath & Well-being Partnership Local Action Plan Implementation of the National Dementia Strategy (NDS) November 2011 Update Who is involved in our action plan? Alzheimer s Society Avon & Wiltshire

More information

FINANCIAL PLAN 2014/15 2018/19

FINANCIAL PLAN 2014/15 2018/19 Appendix 11a Financial Plan 2014/15 2018/19 NHS LOTHIAN Board Meeting 2 April 2014 Director of Finance FINANCIAL PLAN 2014/15 2018/19 1 Purpose of the Report 1.1 The purpose of this report is to seek approval

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

National Network for Burn Care. National Burn Care Standards

National Network for Burn Care. National Burn Care Standards National Network for Burn are National Burn are Standards Revised January 2013 To be reviewed April 2015 National Network for Burn are (NNB) National Burn are Standards ontents Introduction 4 sing the

More information

Discharge to Assess: South Warwickshire NHS Foundation Trust

Discharge to Assess: South Warwickshire NHS Foundation Trust Discharge to Assess: South Warwickshire NHS Foundation Trust The Discharge to Assess (D2A) service enables patients to be discharged earlier from acute inpatient wards by co-ordinating care in alternative

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

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

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

Anaesthetics, Pain Relief & Critical Care Services Follow-Up Study REGIONAL REPORT. Performance Review Unit

Anaesthetics, Pain Relief & Critical Care Services Follow-Up Study REGIONAL REPORT. Performance Review Unit Anaesthetics, Pain Relief & Critical Care Services Follow-Up Study REGIONAL REPORT Performance Review Unit CONTENTS page I INTRODUCTION... 2 II PRE-OPERATIVEASSESSMENT... 4 III ANAESTHETIC STAFFING AND

More information

QUALITY ASSURANCE IN NHS FORTH VALLEY

QUALITY ASSURANCE IN NHS FORTH VALLEY QUALITY ASSURANCE IN NHS FORTH VALLEY Clinical Governance and Risk Management 2012/2015 Document Control Version 6 to Board Nov 12 Quality Assurance in NHS Forth Valley Clinical Governance and Risk Management

More information

Key purpose Strategy Assurance Policy Performance

Key purpose Strategy Assurance Policy Performance Trust Board Meeting: Wednesday 11 March 2015 Title Trust Management Executive Status History For Information This is a regular report to the Board Board Lead(s) Sir Jonathan Michael, Chief Executive Key

More information

Early Supported Discharge (in the context of Stroke Rehabilitation in the Community)

Early Supported Discharge (in the context of Stroke Rehabilitation in the Community) Early Supported Discharge (in the context of Stroke Rehabilitation in the Community) Gold Standard Framework This document was produced with reference to national standards for best practice (e.g. NICE

More information