SaHF DMBC Volume 1 Edition 1.1.pdf - Shaping a healthier future

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Sub-Theme Organisation raised Support Concerns/Comments Actions clinical network model, and that outcome measures must drive service improvement. Standards K&C HOSC Broadly support the principle to Would like more detail on future plans centralise specialist care where this will for paediatrics services, in particular in lead to improved clinical outcomes. relation to the role of education. The LHP standards being adopted help to address this issue. Other work considering best deployment and training needs of workforce is being undertaken. See LHP Standards Nos. 23 and 24. Other partnerships Richmond LINk Need to consider BSBV (preferred option for Kingston Hospital to retain A&E and maternity services) and SaHF together to ensure Richmond not negatively impacted e.g. distance between the two preferred sites for planned care could adversely affect no. of residents in Richmond. BSBV is currently being reviewed. This is only an issue if Option C is adopted, in which case additional travel modelling will be undertaken. 7.23.3 National Clinical Advisory Team feedback Figure 7.47: New information the Paediatric CIG has considered (from NCAT) NCAT recommendation Original Programme response Further Progress Medium to long term proposals for maternity and neonatal services. We have: Established the Paediatric and Maternity Clinical Implementation Group to explore in more detail. Agreed acceptance of DH Toolkit (2009) and BAPM (2010) guidance as the principles for staffing neonatal services. Benchmarked paediatric emergency activity which affects staffing available to "cross cover" general paediatrics and neonatology. Are benchmarking neonatal activity (absolute numbers and breakdown by gestation) to inform medical staffing. References: 7c. Work of the Paediatric CIG 186
NCAT recommendation Original Programme response Further Progress Development of an overall strategic direction for maternity and paediatric services with a supporting workforce strategy to support the proposals. Workforce modelling to ensure support staffing of five paediatric units and six neonatal units and recruitment and retention of community staff and robust service plans for community services. Further engagement with public and patients regarding the maternity and paediatric reconfiguration proposals. We have: Established the Paediatric and Maternity Clinical Implementation Group to explore in more detail Carried out wider dissemination and discussion of the maternity and paediatric strategies, at Clinical Board and discussion at local CCG level. We have: Established the Paediatric Clinical Implementation Group to explore in more detail Further developed workforce models with the Paediatric Network and Maternity CIG. We have: Undertaken further communication and engagement activities, including the large stakeholder event held on 15 May 2012. Produced newsletters and dissemination of CCG strategies. Participated in Council and Patient and Public Advisory Group meetings and Health and Wellbeing Boards. 1. Toolkit for High-Quality Neonatal Service. Department of Health (2009). 2. Service Standards for Hospitals Providing Neonatal Care (3 rd Edition). British Association of Perinatal Medicine (2010). Having agreed workload intensity we will use the DH Toolkit and BAPM guidance to construct appropriate medical (middle grade and consultant) and nursing cover at all the five co-located paediatric/neonatal sites and QCCH neonatal services We have accepted the LHP paediatric emergency care standards and the medical / nursing staffing implications of this A comprehensive workforce strategy is to be put in place by the NWL Paediatrics and Perinatal (neonatal) Networks during implementation. There is an opportunity within the reconfiguration to re-deploy staff as a result of the change from six to five paediatric units, as well as closure of the Hammersmith paediatric ambulatory unit. A comprehensive workforce strategy is to be put in place by the NWL Paediatrics and Perinatal (neonatal) Networks during implementation. During the consultation we conducted a NWL focus group for mothers of children less than two years to ensure we understood relevant issues. Now also engaging with pregnant women and new mothers as part of the post-consultation Equalities Impact Assessment work which is ongoing. An engagement event for the public and other key stakeholders was held to discuss the consultation findings. The issue arising were subsequently included in the CIG‟s consideration. 7c. Work of the Paediatric CIG 187
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North West London Shaping a healthi
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Table of contents Volume 1 Foreword
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Foreword Dr Mark Spencer The Clinic
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6. Consultation, feedback and how w
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13. Equalities implications This ch
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1. Executive Summary Introduction t
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The overall programme timeline is b
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The process was used before consult
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• Delivery of multi-disciplinary
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Stage 1 - Case for Change Our work
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For Quality of care, clinicians hav
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1 2 3 4 5 A 6 B 7 C 8 Quality of Ca
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Assuring the proposals Throughout t
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Programme implementation arrangemen
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5. To agree that Hammersmith Hospit
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DMBC Chapter 2 - Introduction to th
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2. Introduction to the NHS in NW Lo
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Figure 2.3: Clinical Commissioning
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West Middlesex University Hospital
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major hospital, elective centre and
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DMBC Chapter 3 - Introduction to th
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3. Introduction to the Shaping a he
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3.3 Programme governance The Joint
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The JCPCT is advised by a Programme
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Consultation - during this phase, t
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Ensure consistency of communication
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Stakeholder Group Political Individ
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o o o o o Rationale for options dev
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The implications of the options in
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DMBC Chapter 4 -The Case for Change
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4. The Case for Change This chapter
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Stroke Services: The provision of s
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We need to do more to support patie
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In NW London, however, the NHS is s
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Figure 4.6: Emergency general surgi
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attack or stroke to designated cent
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Figure 4.9: Evaluation of primary c
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Inequalities would continue and pro
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DMBC Chapter 5 - Process for identi
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5. Process for identifying a recomm
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Figure 5.1: Basis of decision of wh
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We confirmed this decision, and the
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5.5 A detailed description of the s
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Correct care setting to deliver hig
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Figure 5.11: Ratings used in evalua
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DMBC Chapter 6 - Consultation, feed
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6. Consultation, feedback and how w
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6.2.1 Key findings from the consult
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times (particularly for patients tr
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Westminster City Council, Adult Ser
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Analysed and considered consultatio
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6.3 Our responses to feedback This
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Feedback received Stakeholders who
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6.3.3 Theme 3: Clinical vision and
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6.3.5 Theme 5: Proposals for local
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DMBC Chapter 7 - Clinical vision, s
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7a. Clinical, vision, standards and
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Local clinicians agreed that in ord
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▪ Expectant mothers should have t
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# Standard care services (111). As
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Figure 7.8: Development of the acut
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# Standard Adapted from source depa
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Figure 7.11: Shaping a healthier fu
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No. Standard Adapted from source Su
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No. Standard Adapted from source se
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# Standard All emergency department
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# Standard All non-urgent - within
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Figure 7.18: Shaping a healthier fu
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# Standard Adapted from source shou
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# Standard Adapted from source Comm
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The final standards are more demand
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Figure 7.26: Proposed services to b
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Each CCG is taking steps to help pr
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in major hospitals) and equipment t
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tangible differences for patients
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Referral A&E Illustrative patient j
Page 165 and 166: Illustrative patient journey matern
Page 167 and 168: Illustrative patient journey in mat
Page 169 and 170: Illustrative patient journey planne
Page 171 and 172: GP-led care Illustrative patient jo
Page 173 and 174: 7.8.1 Scope of the CIG’s work The
Page 175 and 176: Theme Clinical outcomes Staff attit
Page 177 and 178: Further stakeholder engagement is n
Page 179 and 180: Figure 7.31 E&UC CIG Responses to N
Page 181 and 182: NCAT recommendation CIG response Se
Page 183 and 184: Conditions suitable for UCC Clinica
Page 185 and 186: Exclusion criterion Mental health A
Page 187 and 188: Diagnostics 7.14.3 Streaming, regis
Page 189 and 190: Biochemistry Microbiology Radiology
Page 191 and 192: The Provider must deliver appropria
Page 193 and 194: Figure 7.41: E&UC CIG recommended k
Page 195 and 196: will be able to establish a service
Page 197 and 198: The UCC provider will be responsibl
Page 199 and 200: Key differences Governance As with
Page 201 and 202: should be provided with appropriate
Page 203 and 204: Process map 1: Assessing UCC patien
Page 205 and 206: Process map 3: UCC to ED transfer p
Page 207 and 208: make an appointment with their own
Page 209 and 210: 7.19 ED workforce A programme-wide
Page 211 and 212: The purpose of this section is to s
Page 213 and 214: Figure 7.45 Consultation results on
Page 215: Figure 7.46: Specific Responses the
Page 219 and 220: 7.25.1 London Health Programmes cli
Page 221 and 222: Future capacity in centralised serv
Page 223 and 224: 3. There would be an additional "st
Page 225 and 226: in NWL will have a choice of delive
Page 227 and 228: Support for the proposal is higher
Page 229 and 230: Figure 7.49: Specific feedback the
Page 231 and 232: Sub-Theme Organisation Support Conc
Page 233 and 234: Sub-Theme Organisation Support Conc
Page 235 and 236: 7.36.1 National Clinical Advisory T
Page 237 and 238: NCAT recommendation Further engagem
Page 239 and 240: edistributed nationwide. We envisag
Page 241 and 242: 6. The Maternity CIG have considere
Page 243 and 244: DMBC Chapter 8A-E - Out of hospital
Page 245 and 246: Out of hospital improvements This c
Page 247 and 248: 8.2. Settings of out of hospital ca
Page 249 and 250: practical solution for the site, wh
Page 251 and 252: Brent Health Partnerships Overview
Page 253 and 254: Consultation theme Standards for ca
Page 255 and 256: Consultation theme Integration Inve
Page 257 and 258: 8.5.3. Workforce Following feedback
Page 259 and 260: Delivering this workforce shift wil
Page 261 and 262: Measure type Domain Potential measu
Page 263 and 264: 8b. Primary care development 8.6. S
Page 265 and 266: consultation they could have receiv
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8.10. Next steps We are developing
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Figure 8.11: Hub/health centre requ
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some cases, these will be offered o
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Process for development of local ho
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The result is an emerging picture o
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Across NW London, these sites will
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need redeveloping or rebuilding to
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8d. Urgent care centres When indivi
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Figure 8.22: NW London urgent care
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Conditions suitable for UCC Clinica
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Key differences Governance As with
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processes of the CCG and as such th
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around the table accelerates the un
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Improved empowerment - specifically
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Figure 8.28: Realising our integrat
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Figure 8.29: Summary of CCG commiss
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DMBC Chapter 9 - Decision making an
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9a. Decision making analysis stages
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“The Brent Health Partnerships Ov
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Royal College of Midwives “The RC
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clinicians wanted to take this into
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9.6.3 Feedback received about the s
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Confirm the service models reflect
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Figure 9.9: The seven hurdle criter
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surgeons in NW London, but we would
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We confirmed this decision with the
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Appropriate staffing is integral to
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The proposals are supported by Depa
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NW London to deliver high quality c
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1. Support predicting where activit
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Figure 9.15: Example travel time ma
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The analysis shown in Figure 9.18,
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Figure 9.18: Impact on private car
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33% support 10% opposed 57% of peop
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Figure 9.21: Watershed map for blue
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etained as a major hospital, becaus
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9.7.29 The implications of this fee
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Figure 9.25: Potential activity flo
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Figure 9.27: Changes in travel time
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Figure 9.29: Changes in travel time
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Figure 9.31: Possible choices betwe
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Either Charing Cross or Chelsea & W
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Figure 9.33: Option A, excluding ca
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Figure 9.36: Option C responses, in
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Richmond Upon Thames LINk Royal Bor
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Southall Black Sisters “The closu
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Figure 9.38: Ranking of evaluation
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Figure 9.42: Evaluation criteria as
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anked third according to the mean s
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9.9.5 The analysis of the five eval
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Figure 9.45: Quality Dashboard data
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Response to feedback about the eval
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Figure 9.48: Quality of care - Acut
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experience. In order to use this as
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Figure 9.50: Time to major hospital
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Rationalising provision across the
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Figure 9.51: Blue light travel time
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Figure 9.52 shows the reduction in
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3 Value for money 9.9.26 The purpos
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Staff recommendation as a place to
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This analysis was agreed prior to c
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Figure 9.56: Ease of delivering eac
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Response to feedback about implemen
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Changes to the designation of the M
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5 Research and Education: Disruptio
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Figure 9.60: Evaluation of disrupti
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9.9.48 The outcome of the disruptio
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Greg Hands, MP for Chelsea & Fulham
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comprises more than 22 million cita
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Quality/Impact score Figure 9.65 Re
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9. Decision making analysis - stage
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There were six distinct parts of th
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Figure 9.69: 5 year gross savings,
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Figure 9.73: Commissioners intend t
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Figure 9.75: Beds bridge: 2012/13 t
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The key modelling assumptions appli
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Figure 9.79: DMBC NHS net capital e
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Figure 9.81: Approach to estimating
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Figure 9.84: Summary of net surplus
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Figure 9.86: Evaluation of total su
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9.13.9 Impact of the changes: Updat
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Figure 9.89: Effect of the expanded
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Sensitivity tests g) Tariff efficie
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Figure 9.93 summarises the impact o
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Figure 9.94: Change in expanded NPV
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The sensitivity analysis supports t
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DMBC Chapter 10 - The recommendatio
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10. The proposed future configurati
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The changes to the scoring before a
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10.3. Why this is the recommendatio
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In the rest of this section, the se
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