This document outlines a plan to transform the urgent and emergency care system in the Barking and Dagenham, Havering and Redbridge areas. The vision is to create a simplified, streamlined urgent care system that delivers excellent patient experience and care at a sustainable cost. Key elements of the plan include training staff in new models of care, increasing patient engagement, developing clear care pathways, implementing a digital platform, and realigning resources to focus on the right care in the right setting. The goals are to improve patient and staff satisfaction, make the system easy to navigate, and ensure total pathway costs are within budget.

1. Quality
in
urgent
and
emergency
care
The
Barking
and
Dagenham,
Havering
and
Redbridge
experience
Conor
Burke
November
2015

2. 2
System Resilience Group initiatives

3. 3
The impact

4. 4
BHR UEC conference
Now
2020
Urgent
Care
is…
Urgent
Care
will
be…

5. Value Proposition
Vision
We
will
create
a
simplified,
streamlined
urgent
care
system
delivering
excellent
urgent
care
and
paJent
experience
with
financial
stability
Impact
People
are
happy
with
the
quality
of
care
they
receive
An
easily
accessible,
clear
and
consistent
UEC
service
BHR
is
a
great
place
to
work
Total
pathway
costs
are
within
system
budget
System
Goal
People
spend
longer
at
home
and
less
Jme
in
hospital

6. Our
plan
to
transform
the
pathway

7. Our Measurement Model
Outputs
Outcomes
Impact
100%
of
triage
staff
trained
in
New
Models
of
Care
Increase
of
right
care
first
Bme
(define
through
KPIs)
People
are
happy
with
the
quality
of
care
they
receive
Open
and
conBnuous
dialogue
with
all
the
populaBon
via
different
channels
in
response
to
service
user
feedback
People
feel
increasingly
responsible
for
their
own
health
PaBent
educaBon,
involvement,
engagement
People
are
increasingly
supported
to
self
care
PaBent
support
groups
Increased
paBent
saBsfacBon
50%
increase
service
user
feedback
rate(frequency
and
Bmely
and
transparent
incorporaBon
of
feedback)
Quality
100%
of
UEC
services
use
shared
care
summary
People
find
the
urgent
care
system
simple
to
access
An
easily
accessible,
clear
and
consistent
UEC
service
Model
and
pathways
agreed
by
system
leaders
People
know
where
to
go
for
their
needs
and
how
to
find
out
access
informaBon
95%
of
service
users
use
Click
or
Call
before
they
come
in
Increased
consistency
of
offer
expressed
through
clear
pathways
Digital
plaRorm
running
by
Oct
2016
(pracBBoner)
and
April
2017
(paBent)
Increased
training
and
development
opportuniBes
Increased
staff
saBsfacBon
BHR
is
a
great
place
to
work
Workforce
skill
mix
–
different
roles
Increased
staff
retenBon
X%
Staff
feedback
collected
and
incorporated
into
model,
every
Y
months
Hard
to
recruit
posiBons
are
recruited
Aligned
workforce
strategy
completed
by
DATE
Reduced
use
of
agency
staff
MarkeBng
strategy
completed
by
DATE
Improved
BHR
reputaBon
A
contractual
model
that
supports
integraBon
developed
and
delivered
by
DATE
More
efficient
use
of
available
resources
(people,
Bme
money,
property)
Total
pathway
costs
are
within
system
budget
Duplicated
care
reduced
by
x%
UEC
resources
realigned
to
right
care
right
Bme
Workforce
Mapping
Estates
Overview
A
more
integrated
UEC
system
All
UEC
services
make
real-­‐Bme
updates
of
DoS
CMS
100%
of
services
are
mapped
People
spend
longer
at
home
and
less
0me
in
hospital

8. What we have learnt so far
What we measure is what we get
One version of the truth
More system and team, less organisation
Invest in trust and relationships