0
Cracks? - I think its already broken
NHS England’s Review of Urgent
and Emergency Care
Professor Keith Willett
Director of...
97-98 99-00 01-02 03-04 05-06 07-08 09-10 11-12
0
1000000
2000000
3000000
4000000
5000000
6000000
Since 1990s, EMERGENCY A...
Current provision of urgent and emergency care services
3
>100 million calls or visits to urgent and emergency services an...
BACKGROUND
• In Jan 2013 NHS England announced the Urgent and
Emergency Care Review.
• A steering group was established to...
Evidence Base for Change
• 90+ pages
• 300+ references
supporting the Clinical
Evidence Base
• End to End review of the
cl...
THE REVIEW’S VISION …..
For those people with urgent but non-life threatening needs:
• We must provide highly responsive, ...
Solution: shift care closer to
home
7
Helping people help themselves
Self care:
• Much better and easily accessible information about self-treatment options nee...
Highly responsive urgent care service
close to home, outside of hospital
9
• Faster, convenient, enhanced service:
• Same ...
Serious and life threatening conditions –
expertise and facilities
10
• Two levels of hospital based emergency centres
• E...
The new
system
11
THE DELIVERY GROUP
NHS
Engla
nd
Tools & Levers
Professionals
and
Workforce
System
Partners
Users
Commissioners
and Provide...
Approach to Phase 2
• Continue to “build in public”
• 8 Work Programmes:
– WHOLE SYSTEM PLANNING AND PAYMENT, COMMISSIONIN...
Questions
DELIVERY PLAN – big ticket items
Better
support
for self
care
Promote effective self-care 1. Develop self-care resources
2...
DELIVERY PLAN – big ticket items
3. Highly
responsive
out of
hospital
services
Develop the ambulance
service model to offe...
DELIVERY PLAN – big ticket items
Connecting
services so
the system
is more
than the
sum of its
parts
New improved system o...
Questions
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Keith Willett: lessons from Urgent and Emergency Care Review

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Professor Keith Willett, Director of Acute Care for NHS England, sets out the proposals arising from the Urgent and Emergency Care Review. This presentation was given at the Nuffield Trust's annual Health Policy Summit in March 2014.

Published in: Health & Medicine
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Transcript of "Keith Willett: lessons from Urgent and Emergency Care Review"

  1. 1. Cracks? - I think its already broken NHS England’s Review of Urgent and Emergency Care Professor Keith Willett Director of Acute Care NHS England
  2. 2. 97-98 99-00 01-02 03-04 05-06 07-08 09-10 11-12 0 1000000 2000000 3000000 4000000 5000000 6000000 Since 1990s, EMERGENCY ADMISSIONS have grown while attendances at major A&Es have stayed broadly constant Source: King’s Fund Attendances at type 1 A&E units have remained broadly constant Type 1 A&Es account for 98% of emergency admissions from A&E Emergency admissions trends vary significantly over three periods in the last 15 years 7.8% annual growth -1.2% annual growth -0.1% annual growth2+ day 2.2% annual growth 2.0% annual growth 4.0% annual growth 1.0% annual growth Total Type 1 A&E units are consultant-led 24-hour services Type 2 A&E units are single specialty Type 3 A&E units include minor injuries units and walk-in centres 1.4% annual growth 0.5% annual growth 0-1 day
  3. 3. Current provision of urgent and emergency care services 3 >100 million calls or visits to urgent and emergency services annually: • 438 million health-related visits to pharmacies (2008/09) Self-care and self management • 24 million calls to NHS • urgent and emergency care telephone services Telephone care • 300 million consultations in general practice (20010/11)Face to face care • 7 million emergency ambulance journeys999 services • 14.9 million attendances at major / specialty A&E departments (2012/13) • 6.9 million attendances at Minor Injury Units, Walk in Centres etc (2013/13) A&E departments • 5.3 million emergency admissions to England’s hospitals (2012/13)Emergency admissions
  4. 4. BACKGROUND • In Jan 2013 NHS England announced the Urgent and Emergency Care Review. • A steering group was established to develop an evidence base and principles for a new system. An engagement exercise took place from June to August 2013 • Using the information gained from this exercise we developed proposals to transform the delivery of urgent and emergency care, and published a report in November 2013. • The Review is now moving into delivery phase
  5. 5. Evidence Base for Change • 90+ pages • 300+ references supporting the Clinical Evidence Base • End to End review of the clinical pathways • Test and improve through engagement
  6. 6. THE REVIEW’S VISION ….. For those people with urgent but non-life threatening needs: • We must provide highly responsive, effective and personalised services outside of hospital, and • Deliver care in or as close to people’s homes as possible, minimising disruption and inconvenience for patients and their families For those people with more serious or life threatening emergency needs: • We should ensure they are treated in centres with the very best expertise and facilities in order to maximise their chances of survival and a good recovery
  7. 7. Solution: shift care closer to home 7
  8. 8. Helping people help themselves Self care: • Much better and easily accessible information about self-treatment options needs to be made available – patient and specialist groups, NHS Choices, pharmacies • Accelerated development of advance care planning • Right advice or treatment first time - enhanced NHS 111 - the “smart call” to make: • Improve patient information available to call handlers • Directory of Services • Improve levels of clinical input (mental health, dental heath, pharmacy) • Booking systems for GP call back, booking into UCC or A&E, dentist, pharmacy 8
  9. 9. Highly responsive urgent care service close to home, outside of hospital 9 • Faster, convenient, enhanced service: • Same day, every day access to general practitioners, primary care and community services • Harness the skills and accessibility of community pharmacy • Develop 999 ambulances so they become mobile urgent community treatment services, not just urgent transport services • Support the co-location of community-based urgent care services in coordinated Urgent Care Centres.
  10. 10. Serious and life threatening conditions – expertise and facilities 10 • Two levels of hospital based emergency centres • Emergency Centres* - capable of assessing and initiating treatment for all patients • Major Emergency Centres* - larger units, capable of assessing and initiating treatment for all patients and providing a range of specialist services. • Emergency Care Networks * names are illustrative
  11. 11. The new system 11
  12. 12. THE DELIVERY GROUP NHS Engla nd Tools & Levers Professionals and Workforce System Partners Users Commissioners and Providers Challenge
  13. 13. Approach to Phase 2 • Continue to “build in public” • 8 Work Programmes: – WHOLE SYSTEM PLANNING AND PAYMENT, COMMISSIONING AND ACCOUNTABILITY – PRIMARY CARE ACCESS – 111 (CONTACT FIRST) – DATA, INFORMATION AND CARE PLANNING – COMMUNITY PHARMACIES – EMERGENCY DEPARTMENTS and EMERGENCY CARE NETWORKS – AMBULANCE TREATMENT SERVICE – WORKFORCE I T E R A T I V E
  14. 14. Questions
  15. 15. DELIVERY PLAN – big ticket items Better support for self care Promote effective self-care 1. Develop self-care resources 2. Guidance produced on marketing campaigns (so that messages are same across the country so far as is practicable) 3. Signposting/linkage to LTC third sector partners, etc, for advice and support Introduction and roll-out of advanced care planning 1. Development of national care plan template and tools to support delivery of 15m care plans by 2015 Right advice right place first time Integrate pharmacy into the UEC system 2. Changes to national pharmacy contract to introduce minor ailments service etc. Improve clinical input to NHS 111 and ambulance services - more ‘hear and treat’ 1. Development of new national specification for NHS 111 to include recommended clinical input, and extended range of services for booking, including guidance on reprocurement 2. Development of guidance on ambulance models to include support required in control room Integrate system by improving referral rights through UEC system NHS 111 and NHS ambulance services, pharmacy, etc 1. Ensure national 111 specification and procurement strategy enable local referral rights 2. Development of guidance on improving referral rights across UEC system Enhance the DOS to be real 1. DOS development work: Health and Social
  16. 16. DELIVERY PLAN – big ticket items 3. Highly responsive out of hospital services Develop the ambulance service model to offer more treatment on the scene 1. Development of Guidance on models for treatment on scene by ambulance service 2. HEE work on paramedic Development and training 3. Enable GPs to offer support to ambulance and A&E (in enhanced service to go live from April 14) Develop community pharmacy facilities to wider range of services 1. Principles for extended pharmacy offer, backed up by contractual changes Successful models of care for improved primary care access - in and out of hours 1. Principles for improved primary care access 24/7, accompanied by necessary national contractual incentives 2. Headline specification for local urgent care facilities Successful models of care for improved community services - in and out of hours 1. Principles for improved community services (in and out of hours) accompanied by necessary national contractual incentives 2. Headline specification for local urgent care facilities 7/7 access to hospital specialist advice to PC and key OOH services 1. Hospital specialists: who should be available, appropriate response times – academy/colleges/specialist (NHSE) 4. Specialist centres to maximise Designation of major emergency centre and 1. Develop national specifications in conjunction with clinical stakeholders 2. Determine process for accreditation and designation of
  17. 17. DELIVERY PLAN – big ticket items Connecting services so the system is more than the sum of its parts New improved system of commissioning, finance, and payment 1. Guidance on recommended footprint of the commissioning unit 2. Guidance on what is meant by joint (?)/ collaborative commissioning arrangements – Inc. health and Local Authorities) 3. Development of new tariff and incentives structure to drive dissolution of barriers across organisations Timely access to relevant patient clinical data across the system 1. Full implementation of the SCR 2. Enhancements to improve SCR Establishment of effective emergency networks 1. Development of guidance on constitution of emergency care network in conjunction with national clinical and operational stakeholders. 4. Unified quality measurement system 1. Development of metrics to measure whole system performance. 5. Identifying what good looks like in terms of dissolving boundary between heath and community care 1. Identify sites for exemplars and best practice
  18. 18. Questions
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