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

Figure 8.11: Hub/health centre requirements modelled
Services included
Minimum to
deliver CCG
OOH strategy
High
case
1
2
3
4
Core
primary
Enhanced
primary
Community
Mental
health
1.1 GP appointments
1.2 Nursing appointments
2.1 Extended hours
2.2 High - risk patients
2.3 Minor surgical procedures
3.1 Therapies
3.2 Diagnostics
4.1 MH OP appointments
Scenarios modelled
●
●
Minimum scenario includes those services
outlined by CCGs as part of their out - of -
hospital strategies during June / July 2012 –
i.e. does not include capacity to deliver
additional services required to deliver Sahf.
High case scenario has been developed with
CCGs and represents the „alternative – high‟
case scenario to deliver high quality care at
hubs based on OOH strategies and
implications of Sahf
5
6
Acute not in
major
hospital
Others
5.1 Outpatients
5.2 Elective IP
5.3 UCC
6.1 Base for field team
6.2 Other services
● A further scenario with a similar mix of
services has been developed for discussion
on an „alternative – low‟. This will be based
on the prioritisation and indicative
affordability of hubs
We have identified the changes in our healthcare estate needed to deliver these services,
which has enabled us to understand the capital implications. Our planned investment in the
delivery of out of hospital care is included in Chapter 16.
8.11.1. Local hospitals
The benefits of local hospitals are more than just a matter of geographic proximity: local
hospitals will be part of the local community. In practice, this means local patients, patient
groups, the voluntary sector, the local council including the Health and Wellbeing Board, and
local clinicians will be involved in developing and running the hospital. The services it offers
will be based on the needs of the local population, determined through the Joint Strategic
Needs Assessment process. As a practical consequence, beyond a core set of services, in
the future there will be greater diversity of what is provided, dependent on the needs of local
populations.
The local hospital will also act as the home for the local clinical community – a place for
education and training, for continuing professional development, for clinicians and other
professionals to come together to review and improve patient care. It will act as a repository
for local knowledge and for the exchange of best practice, and as centres for research. As
such, the local hospital will act as an engine for improvement across the wider health
system.
The local hospital must be a seamless part of the landscape of care delivery, interconnected
to the networks of GP practices and other out-of-hospital services and networked with local
A&Es. This means that hospital-based professionals must be members of the wider out-ofhospital
team, involved in the planning and coordination of care, and connected to the
information systems that enable them to deliver. The 111 telephone advice service will be
fully aware of the capabilities of each local hospital, and able to direct patients to attend if
appropriate.
8c. Out of hospital estates 239