Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Breakout 1.5 Using clinical networks to drive quality improvement - Ian Golton


Published on

Breakout 1.5 Using clinical networks to drive quality improvement - Ian Golton
Director, NHS Stroke Improvement Programme and
Associate Director, Strategic Clinical Networks and Senates, Yorkshire and the Humber
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme

Published in: Health & Medicine
  • Be the first to comment

  • Be the first to like this

Breakout 1.5 Using clinical networks to drive quality improvement - Ian Golton

  1. 1. Breakout session 1.5Using clinical networks todrive quality improvement Ian Golton Director, NHS Stroke Improvement Programme andAssociate Director, Strategic Clinical Networks and Senates, Yorkshire and the Humber Why? 1
  2. 2. Organisations join networks because they can do what they need to do more effectively together than if they operate alone.“Networks bring together the providers of care and thecommissioners of care to work together to plan anddeliver high quality services for a specific population.Networks aim to improve outcomes, improve patientexperience, improve the quality of treatment and care[and] improve access to appropriate high qualityservices”“Networks should be established…bringing together keystakeholders and providers to review, organise andimprove delivery of services across the care pathway” 2
  3. 3. Network ‘bread and butter’• Promoting the idea of a ‘patient pathway’• Helping different individuals, teams and organisations talk to each other• Helping the interface with the ‘penumbra’ of non- specialist services• Developing a collective voice and perspective, including a patient voice• Providing expert advice to those who need it• Helping the constituent parts to improve through idea sharing and mutual support How? 3
  4. 4. ‘Bread and butter’ activities• Meeting each other• Talking to each other• Sharing information• Developing Clinical Leads• Special interest groups• Patient groups• Peer review/support visits• Joint projects• Coordinated voice to commissioners Minimum resources• Willingness• Time• Somewhere to meet and talk• Leaders 4
  5. 5. What happened? 5
  6. 6. “Clinical networks are an NHS success story. Combining the experience of clinicians, the input of patients and the organisational vision of NHS staff, they have supported and improved the way we deliver care to patients in distinct areas, delivering true integration across primary secondary and often tertiary care.” Bruce Keough and Jane Cummings (TBC)12 NHS | Presentation to [XXXX Company] | [Type Date] 6
  7. 7. 7
  8. 8. Core Support Team StructureThe actual size of theteam will vary depending NHS CB LOCAL AREAon the population served TEAM MEDICAL DIRECTORby the Clinical Senate butcore posts will exist in allsenates. SENATE CHAIR SCN CLINICAL DIRECTOR (approx. 0.4 wte) SCN & SENATE ASSOCIATE DIRECTOR BAND 9 PA BAND 5 SENATE MANAGER NETWORK MANAGERS 0.5 wte BAND 8C 3 x BAND 8Cs SENATE PA QUALITY NETWORK ASST 1 x 0.5 wte BAND 4 IMPROVEMENTS LEADS BAND 5 & 8 x BAND 6 - 8B NETWORK ADMIN & SUPPORT OFFICER 1x BAND 4 16 8
  9. 9. To put it bluntly: ResourcesWorkload Misconceptions: • Because there is one network support team there will only be 12 clinical networks • Each support team will only have 11 posts • Priorities and activities will be centrally dictated • There will be no national support 9
  10. 10. Guiding values:• A clear sense of purpose• A commitment to putting patients, clinicians and carers at the heart of decision making• An energised and proactive organisation offering leadership and direction• A focused and professional organisation, easy to do business with• An objective culture, using evidence to inform the full range of its activities• A flexible organisation• An organisation committed to working in partnership to achieve its goals• An open and transparent approach Progress to date: • All leads for the 12 Network Support Teams have been ‘appointed’ • Most of the NST teams have been completed • Work plans are being discussed • Local and national events are underway • Various ‘working groups’ are looking at aspects of SCN functioning • More guidance being published 10
  11. 11. But, many questions still to be answered:• How will it all work?• How will the NHS work?• How to protect the best of what we already have?• How to reconcile local versus central priorities?• Getting started with mental health, dementia, neurological conditions, maternity, childrens services (plus building further diabetes and kidney care as part of CVD)• Playing together nicely: SCNs, Senates, AHSNs, ODNs, CSUs, HWBs, LATS, CCGs, LPNs etc. 11
  12. 12. Suggestions:• Make contact with your local (new) Network Support Team• Self-organise• Demonstrate how a little can go a long way• Have your ‘pitch’ ready for different audiences• Be (somewhat) shameless in pursuit of funding• Partner with charities• Keep an eye on Academic Health Science Networks 12
  13. 13. 13
  14. 14. Geographical Area Host LAT Associate Director London London London Lucy Grothier East of England East Anglia Ruth AshmoreMidlands & East East Midlands Leicestershire and Lincolnshire Rebecca Larder West Midlands Birmingham, Solihull and Black Country Danielle Taylor Cheshire & Merseyside Cheshire, Warrington & Wirral Jan Vaughan Greater Manchester, Lancashire & South Greater Manchester North Cumbria Janet Ratcliffe Northern England Cumbria, Northumberland, Tyne & Wear Roy McLachlan Yorkshire & Humber South Yorkshire & Bassetlaw Ian Golton South East Coast Surrey & Sussex Deborah Tomalin Bristol, North Somerset, Somerset & South South West Coast South Gloucestershire Sunita Berry Thames Valley Thames Valley Aarti Chapman Wessex Wessex Lucy Sutton 14