Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Similar to Steve Morton, Dan Cassell, Helen Hayes & Nicholas Gili
Similar to Steve Morton, Dan Cassell, Helen Hayes & Nicholas Gili (20)
More from Lucia Garcia
More from Lucia Garcia (20)
Recently uploaded
Recently uploaded (20)
Steve Morton, Dan Cassell, Helen Hayes & Nicholas Gili
- 1. Oldham Urgent Care Alliance supported by V4 Services NHS Five Year Plan: Implementation and progress Transforming urgent care in Oldham
- 2. Caroline Drysdale, Director of Community Health Services, Pennine Care NHS Foundation Trust and Chair of Oldham Urgent Care Alliance
- 3. Today we’re sharing... Our history A snapshot of Oldham’s Urgent Care Alliance Our achievements and our plans The benefits
- 4. History 2009 – 2014 Nick Gili, Consultant in Emergency Medicine, Pennine Acute Hospitals NHS Trust History 2009 – 2014
- 5. Which way?
- 7. A new hope!
- 8. Our governance Governing Body Executive Regulation finance, performance & quality CPAG (primary care assurance) Alliance Management Team Alliance Leadership Team Operational Board Tactical Alliance Group Steve Morton, Service Director, V4 Services
- 9. Our achievements 3 5.8% reduction in unplanned admissions (2015) 3 9 deflection projects 3 Design and implementation of a programme of work based on integration across the urgent care economy 3 Specific projects: Ambulatory Care, front door A&E and integrated discharge process 3 Paediatric services pathway redesign with integrated front end 3 Strategic review of resilience funding including evaluation of past schemes 3 Introduction of business case and KPI performance management to prove benefits 3 New frail elderly unit – reduction of average length of stay in excess of 4 days 3 Cultural change and trust between alliance partners developed by re-enforcing key messages
- 10. Our BCF deflection performance 5.8% reduction in unplanned admissions (Jan-Dec 2015) from previous year
- 11. Our SPRINT performance Usual average days for discharge 65-84 years 6.3 Usual average days for discharge over 85 years Average days for discharge 65-84 years Average days for discharge over 85 years 3.1 ALL SITES SPRINT 2.3 8.5 3.2days less stay 65-84 years 6.2days less stay over 85 years
- 13. Target Operating Model defined and agreed Single team lead recruited Unified KPIs agreed Data collection and monitoring processes agreed Monthly performance reports Single location and alternative ways of working identifiedIT systems’ issues – identified and reported for remedial action Processes mapped and reviews ongoing Single point of access – agreed in principle Single ‘fact-finder’ form developed – ‘do it once, do it right’ Trusted Assessor Model - implementation integra ted DISCHAR GETEAM Project activities
- 14. A&E
- 15. Our plans ‘Front end’ development including Ambulatory Care and A&E IDT Intermediate Care – system review System review re-ablement, community and Medlock Court Transitional arrangements – review and develop Readmission rates – review and improve All schemes – analyse cost benefit and quality of outcome
- 16. Joint model of care for children Helen Hayes, Service Director, V4 Services
- 17. How?
- 18. Royal Oldham Hospital A&E Integrated Paediatric Emergency & Urgent Care Facility Joint model of care for children
- 19. Royal Oldham Hospital A&E Integrated Paediatric Emergency & Urgent Care Facility Emergency Department Joint model of care for children
- 20. Royal Oldham Hospital A&E Integrated Paediatric Emergency & Urgent Care Facility See & treat (Community) Emergency Department Joint model of care for children
- 21. Royal Oldham Hospital A&E Integrated Paediatric Emergency & Urgent Care Facility GotoDoc (GP on site) See & treat (Community) Emergency Department Joint model of care for children
- 22. Royal Oldham Hospital A&E Integrated Paediatric Emergency & Urgent Care Facility GotoDoc (GP on site) See & treat (Community) Ambulatory Care Service Emergency Department Joint model of care for childrenJoint model of care for children
- 23. Royal Oldham Hospital A&E Integrated Paediatric Emergency & Urgent Care Facility GotoDoc (GP on site) See & treat (Community) Ambulatory Care Service Emergency Department Paediatric ward Joint model of care for children
- 24. Royal Oldham Hospital A&E Integrated Paediatric Emergency & Urgent Care Facility GotoDoc (GP on site) See & treat (Community) Ambulatory Care Service Emergency Department Paediatric ward GP – primary care service Joint model of care for children
- 25. Royal Oldham Hospital A&E Integrated Paediatric Emergency & Urgent Care Facility GotoDoc (GP on site) See & treat (Community) Ambulatory Care Service Emergency Department Paediatric ward GP – primary care service Community Care Nursing Team Joint model of care for children
- 26. Royal Oldham Hospital A&E Integrated Paediatric Emergency & Urgent Care Facility GotoDoc (GP on site) See & treat (Community) Ambulatory Care Service Emergency Department Paediatric ward GP – primary care service Community Care Nursing Team North West Ambulance Service Joint model of care for children
- 27. Key success factors Pragmatic Can do attitude Focus on quality improvement Strong Alliance governance model External PMO support – transparency and trust
- 28. Benefits to commissioners Dan Cassell, Commissioning Business Partner, Oldham CCG
- 30. Benefits to commissioners Coordination Resilience Planning Intelligence + Better commissioning = Improved outcomes + + ++
- 32. The key strengths of Oldham’s BCF programme are built on very strong relationships between the Council and CCG, and also with providers. The Urgent Care Alliance brings together all of the major players on the patch and is the vehicle for their BCF plan. They have resourced a PMO to support the Alliance and see this as a key factor in their success, with a strong focus on data and key metrics. Anthony Kealy, Head of Delivery Support (Better Care Fund, Out-of-Hospital and Elective Care Programmes) NHS England “ ”