LEICESTER, LEICESTERSHIRE AND RUTLAND PCT ... - NHS

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New OP Attendances by Practice (Activity)YTDActualsYTDTargetPaper PLLR <strong>PCT</strong> Cluster Integrated Board Meeting8 September 2011AnnualTargetYear toDate RunRateClinical Commissioning GroupYTD Target FOT ActualTargetthe YearLeicester, Leicestershire and Rutland 64,240 63,287 953 256,960 253,147 1.5% 21,413 20,990Leicester City 20,449 21,114 -665 81,796 84,457 (3.2%) 6816 7112Crescent 20,222 19,611 611 80,888 78,445 3.1% 6741 6469West Leicestershire 23,569 22,561 1,008 94,276 90,244 4.5% 7856 7408New OP Attendances by Practice (Finance £'s)YTDActualsYTDTargetPositionagainstPositionagainstAnnualTargetPositionagainstAnnualPositionagainstAnnualYear toDate RunRateRequired RunRate ForRemainder ofRequired RunRate ForRemainder ofClinical Commissioning GroupYTD Target FOT ActualTargetthe YearLeicester, Leicestershire and Rutland 9,611,214 9,643,066 -31,853 38,444,854 38,572,265 (0.3%) 3,203,738 3,217,895Leicester City 3,300,664 3,230,497 70,167 13,202,656 12,921,987 2.2% 1,100,221 1,069,036Crescent 3,038,978 3,000,530 38,448 12,155,910 12,002,119 1.3% 1,012,993 995,905West Leicestershire 3,271,572 3,412,040 -140,468 13,086,288 13,648,158 (4.1%) 1,090,524 1,152,954Emergency Care31 A Clinical Variation (emergency care) performance monitoring schedule hasbeen developed to allow monitoring of activity reductions at CCG level. This isdiscussed at the Delivery Group and fed into the relevant contractmanagement leads.Emergency Spells by PracticeYTDActualsYTDTargetAnnualTargetYear toDate RunRateClinical Commissioning GroupYTD Target FOT ActualTargetthe YearLeicester, Leicestershire and Rutland 13,467 13,160 307 53,868 52,642 2.3% 4,489 4,353Leicester City 4,696 4,494 202 18,784 17,975 4.5% 1565 1475Crescent 4,888 4,811 77 19,552 19,244 1.6% 1629 1595West Leicestershire 3,883 3,856 27 15,532 15,422 0.7% 1294 1282Emergency Spells by Practice (Finance £'s)YTDActualsYTDTargetPositionagainstPositionagainstAnnualTargetPositionagainstAnnualPositionagainstAnnualYear toDate RunRateRequired RunRate ForRemainder ofRequired RunRate ForRemainder ofClinical Commissioning GroupYTD Target FOT ActualTargetthe YearLeicester, Leicestershire and Rutland 17,755,255 15,693,357 2,061,899 71,021,022 62,773,428 13.1% 5,918,418 5,002,019Leicester City 5,182,424 4,736,517 445,907 20,729,695 18,946,068 9.4% 1,727,475 1,529,294Crescent 7,869,606 6,937,445 932,161 31,478,425 27,749,779 13.4% 2,623,202 2,208,908West Leicestershire 4,703,226 4,019,395 683,830 18,812,902 16,077,581 17.0% 1,567,742 1,263,81732 The Emergency Care work stream has a number of sub-streams each ofwhich provides a progress report to the Emergency Care Network. The currentstatus of these areas is as follows :Clinicians Delivering Change (CDC)33 The CDC has now migrated to the Clinical Interface Group (CIG) and will bemeeting on 1 September 2011. This group comprises of the 3 urgent careleads from each commissioning consortia, UHL and LPT clinicians. Partneragencies, such as EMAS, CHS and the local authority would also need to beinvolved.34 The CIG will primarily be responsible for the development and delivery ofclinical pathways in relation to:1. The principles of Right Care, Right Place, Right Time5
Paper PLLR <strong>PCT</strong> Cluster Integrated Board Meeting8 September 2011a. The physical footprint of ED and UCCb. ED-UCC interface including clinical investigations and commonIT systemsc. ED patient processingd. ED/admission unit/base wards interfacee. ED and Hospital flow to patient discharge working with separategroup looking at discharge2. Children’s Unscheduled Care3. Emergency access to mental health services4. Provision of ambulatory care - chronic disease and frequent attenders(COPD, Diabetes, CVD, etc)35 The group will:o Support the development of high quality clinical pathways byfacilitating negotiations between clinicians across both primary andsecondary care, as well as those of partner organisationso Facilitate the production of project specific plans, with clearobjectives for delivery in 2011 (giving monthly reports)e.g.• ED footprint• UCC footprint• Clinician working• Patient processing36 The footprint change to the Majors and Resuscitation areas has been agreedand has resulted in a positive increase in terms of space and capacity. Themodel will have a single front door for all ambulatory patients, a triage areaand will stream patients into Minors, Urgent Care Centre, EmergencyDecisions Unit, Elderly Frail Unit, Majors or discharge home.37 The footprint has been agreed by clinical work force across specialties and willimpact other areas but will result in overall benefits to patient flow.Transformation funding of £11.235m has been approved by the Cluster Boardin July 2011 and the work will be staged over two financial years to limitoperational risks during peak periods and to allow time for procurement rulesto be followed.38 In terms of workforce, the following substantive staff have commenced in post:• 2 x substantive ED consultants• 2 x locum ED consultants• 5 x advanced ED practitioners• 3 x physicians assistants• 6 x HCA's• Nursing increased from 19 per shift to 21 per shift• AMU 6-10pm cover mainstreamed• EFU team – 2 x Acute physicians• 2 x lean officers (MAU)6
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