Keith Willett Presentation

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. 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. 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
Centresetc (2013/13) A&E departments • 5.3 million emergency admissions to
England‟s hospitals (2012/13)Emergency admissions
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. 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. 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. Solution: shift care closer to home 7
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. 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

2. community treatment services, not just urgent transport services • Support the co-
location of community-based urgent care services in coordinated Urgent Care
Centres.
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. The new system 11
12. THE DELIVERY GROUP NHS England Tools & Levers Professionals and
Workforce System Partners Users Commissioners and Providers Challenge
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. Questions
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. 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

3. 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. 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. Questions