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The Journey -

The Somerset Clinical Commissioning Group (SCCG) led the review and redesign of reablement services over the last two years to help improve outcomes for patients.  We worked with local authority colleagues to lead a joint programme to review existing services and implement a redesigned service model based on systems thinking methodology.  We also worked with a range of stakeholders from the NHS, adult social care providers, and independent and voluntary sector organisations.  The programme has been discussed and supported by the Somerset Health and Wellbeing Board. Compass Disability was commissioned to bring together focus groups and develop a questionnaire giving people the opportunity to feedback their experiences of reablement services.  We held extensive stakeholder events with representatives from NHS, adult social care providers, independent and voluntary sector organisations and undertook a ‘deep dive’ exercise to understand what was happening in existing systems. A pilot integrating health and social care teams at one GP surgery has been in place for 18 months.  It has been rolled out to 15 practices in the Taunton and Area GP Federation with plans to phase in the service across the whole of Somerset. A clear message from the service users was: “I want to maintain my independence:  help me to find the solutions to do the things that matter to me”.  The key difference with this model is that we are asking patients what they feel is important to them and what goals they want to achieve.  The teams have flexibility to find solutions centred on these goals.  This is a fundamental shift from the ‘one size fits all’ approach often seen in existing services.  

Outcomes

Improved patient experience and quality of life as care delivered in a more appropriate setting; 1{79f878acaa41f375dcd804cc8c058b5459a5482f20a3b9f87269b26c8734749b} reduction in emergency admissions 7{79f878acaa41f375dcd804cc8c058b5459a5482f20a3b9f87269b26c8734749b} reduction in readmissions   Annual value of savings made 2012/13           £311,000 (Gross) Recurrent 2013/14           £1,659,000 (Gross) Recurrent  

Patient setting

In-patient          X Out-patient Community base     X
Mental health Chronic illness Cross-systems        X

 

Clinical area

Staying healthy Maternity/Newborn Children and young people Acute care    X
Planned care Mental health Long-term conditions   X End of life
 

Information, tools and techniques used 

Project Management Board jointly with Local Authority with Project Manager  

Geography

County wide Somerset Project being rolled out Somerset wide.  Population 550,000  

Timescale

2008 and ongoing April 2012 to March 2013  

Contact details and further information

Ann Anderson Director for Clinical Commissioning Development Ann.anderson@somersetccg.nhs.uk 01935 384190 [post_title] => Reablement - Contract Monitoring QIPP [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => reablement-contract-monitoring-qipp [to_ping] => [pinged] => [post_modified] => 2015-03-24 13:27:31 [post_modified_gmt] => 2015-03-24 13:27:31 [post_content_filtered] => [post_parent] => 0 [guid] => https://www.tvhkt.org.uk/?post_type=improvement-science&p=3711 [menu_order] => 0 [post_type] => improvement-science [post_mime_type] => [comment_count] => 0 [filter] => raw ) [1] => WP_Post Object ( [ID] => 3709 [post_author] => 8 [post_date] => 2013-03-27 14:57:03 [post_date_gmt] => 2013-03-27 14:57:03 [post_content] =>

The Journey -

NHS Somerset holds contracts with 74 Primary Care Dental Practices, with an annual contract value of £27 million. Through an annual contract review process the Primary Care Team developed key performance indicators that allowed activity to be analysed down to individual performer/patient level.  Comparisons were made by Clinician and Practice across the county and best practice encouraged in terms of patient recall intervals and dealing with repeat attending patients.  

Outcomes

Patients with high needs are now being managed more effectively (fewer claims per patient) and recall intervals have improved to exceed national average indicators.  Annual Saving: £700,000 recurring  

Annual value of savings made

Year: 2008 and ongoing         Amount: £700,000       Recurrent  

Patient setting

In-patient Out-patient Community base  X
Mental health Chronic illness Cross-systems

 

 Clinical area

Staying healthy  X Maternity/Newborn Children and young people Acute care
Planned care Mental health Long-term conditions End of life
   

Information, tools and techniques used 

N/A  

Geography

County wide Somerset  

Timescale

2008 and ongoing  

Contact details and further information

Richard Wood -Associate Director for Primary Care Development 01935 384122 Richard.Wood@somerset.nhs.uk [post_title] => Primary Care Dentistry – Contract Monitoring QIPP [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => primary-care-dentistry-contract-monitoring-qipp [to_ping] => [pinged] => [post_modified] => 2015-03-24 13:27:31 [post_modified_gmt] => 2015-03-24 13:27:31 [post_content_filtered] => [post_parent] => 0 [guid] => https://www.tvhkt.org.uk/?post_type=improvement-science&p=3709 [menu_order] => 0 [post_type] => improvement-science [post_mime_type] => [comment_count] => 0 [filter] => raw ) [2] => WP_Post Object ( [ID] => 3425 [post_author] => 8 [post_date] => 2013-01-16 16:10:47 [post_date_gmt] => 2013-01-16 16:10:47 [post_content] =>

The journey -

The Orthopaedic Rapid Improvement Programme was set up to rapidly improve patient pathways for fractured neck of femur and hip and knee surgery. It was a national programme designed to embed best practice pathways and, in so doing, to make major improvements in patient experience, beds saved and clinical outcomes.   Nationally, the Rapid Improvement Programme was commissioned by the Department of Health and led by the NHS Institute for Innovation and Improvement. Each trust was supported by a clinical facilitator to embed the pathways. In NHS South West, the SHA built on the Rapid Improvement Programme pilots with a series of events to help spread the learning (see: Collaborative Commissioning events).  

Outcomes

The impact of the programme has varied between the trusts but overall it has been very successful. Common outcomes include greater numbers of patients being admitted on the day of surgery and reduced length of stay. Trusts developed a better understanding of their actual performance, which helped them improve and there were also cultural changes, such as traditional role demarcations being broadened to foster a ‘can do’ attitude and better quality teamwork.  

Patient setting

In-patient   X Out-patient   X Community based   X
Mental health Chronic illness Cross-systems    X
 

Clinical area

Staying healthy Maternity and newborn Children and young people Acute care
Plannedcare X Mental health Long-term conditions End of life
 

Information, tools and techniques used

The programme drew upon regional benchmarking evidence to support best practice in orthopaedic pathways. It used an evidence-based rapid work process developed by the NHS Institute, which included a range of tools, such as the observation tool ‘Through the eyes of’.  

Geography

The programme was implemented in 20 acute trusts across England, two in NHS South West.  

Timescale

Each trust implemented the pathways in an intensive 12 week period. The programme as a whole ran for a year from 2008 to 2009. This included time to form direction, select trusts and work with these pilot sites.  

Contact details and further information

Deborah Thompson deborah.thompson@institute.nhs.uk headed the orthopaedic Rapid Improvement Programme team. Further information on the programme can be found at: http://www.institute.nhs.uk/quality_and_value/high_volume_care/rapid_improvement_programme.html

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The journey -

This programme’s purpose was to create inter-operability between a range of clinical systems that capture patient records.  These include GP, out-of-hours, A&E, social care, minor injuries units and mental health services.  It was recognised that similar clinical systems existed in a number of these organisations (replacing paper patient records) and the opportunity was identified to extend their inter-connectivity to improve point of delivery care. The programme aimed to create a summary view of patient records, safely accessible to a range of health and social care professionals. Although at its heart is an IT solution, the change is less about technology and more about a range of organisations agreeing and working towards a shared vision, which involves learning to work in different ways.  Behavioural and cultural change are seen as essential components in its successful delivery.  

Outcomes

Outcomes to date include closer integration and working relationships on all aspects of IT delivery and cross-professional co-operation; for example between clinicians and IT.  There has been significant learning about cross-functional collaboration, including creating a shared vision and influencing multiple partners.  

Patient setting

In-patient Out-patient Community based   X
Mental health Chronic illness Cross-systems   X
 

Clinical area

Staying healthy Maternity and newborn Children and young people Acute care X
Planned care Mental health X Long-term conditions End of life
 

Information, tools and techniques used

No information available.  

Geography

Avon Information Management and Technology Consortium (AIMTC) is a shared service over NHS Bristol, North Somerset and South Gloucestershire (BNSSG).   Other participants in the programme include Bristol City Council (social care), North Bristol NHS Trust, Weston Area Heath Trust and University Hospitals Bristol.  Also involved are a number of voluntary community organisations and social enterprises.  

Timescale

Active work on the programme has been underway since 2010. It is now in its procurement phase, during which clinical partners were involved in assessing a shortlist of suppliers.  

Contact details and further information

Andy Kinnear, Head of Avon IM&T Consortiums: andy.kinnear@aimtc.nhs.uk

[post_title] => Avon Connecting Care [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => avon-connecting-care [to_ping] => [pinged] => [post_modified] => 2015-03-24 13:27:32 [post_modified_gmt] => 2015-03-24 13:27:32 [post_content_filtered] => [post_parent] => 0 [guid] => http://clients.electricstudio.co.uk/tvhiec/wpcms/?post_type=improvement-science&p=3423 [menu_order] => 0 [post_type] => improvement-science [post_mime_type] => [comment_count] => 0 [filter] => raw ) [4] => WP_Post Object ( [ID] => 3418 [post_author] => 8 [post_date] => 2013-01-16 15:45:57 [post_date_gmt] => 2013-01-16 15:45:57 [post_content] =>

The journey -

The Orthopaedic Rapid Improvement Programme was set up to rapidly improve patient pathways for fractured neck of femur and hip and knee surgery. It was a national programme designed to embed best practice pathways and, in so doing, to make major improvements in patient experience, beds saved and clinical outcomes.   Nationally, the Rapid Improvement Programme was commissioned by the Department of Health and led by the NHS Institute for Innovation and Improvement. Each trust was supported by a clinical facilitator to embed the pathways. In NHS South West, the SHA built on the Rapid Improvement Programme pilots with a series of events to help spread the learning (see: Collaborative Commissioning events).  

Outcomes

The impact of the programme has varied between the trusts but overall it has been very successful. Common outcomes include greater numbers of patients being admitted on the day of surgery and reduced length of stay. Trusts developed a better understanding of their actual performance, which helped them improve and there were also cultural changes, such as traditional role demarcations being broadened to foster a ‘can do’ attitude and better quality teamwork.  

Patient setting

In-patient   X Out-patient   X Community based   X
Mental health Chronic illness Cross-systems    X
 

Clinical area

Staying healthy Maternity and newborn Children and young people Acute care
Plannedcare X Mental health Long-term conditions End of life
 

Information, tools and techniques used

The programme drew upon regional benchmarking evidence to support best practice in orthopaedic pathways. It used an evidence-based rapid work process developed by the NHS Institute, which included a range of tools, such as the observation tool ‘Through the eyes of’.  

Geography

The programme was implemented in 20 acute trusts across England, two in NHS South West.  

Timescale

Each trust implemented the pathways in an intensive 12 week period. The programme as a whole ran for a year from 2008 to 2009. This included time to form direction, select trusts and work with these pilot sites.  

Contact details and further information

Deborah Thompson deborah.thompson@institute.nhs.uk headed the orthopaedic Rapid Improvement Programme team. Further information on the programme can be found at: http://www.institute.nhs.uk/quality_and_value/high_volume_care/rapid_improvement_programme.html

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The Journey -

The Somerset Clinical Commissioning Group (SCCG) led the review and redesign of reablement services over the last two years to help improve outcomes for patients.  We worked with local authority colleagues to lead a joint programme to review existing services and implement a redesigned service model based on systems thinking methodology.  We also worked with a range of stakeholders from the NHS, adult social care providers, and independent and voluntary sector organisations.  The programme has been discussed and supported by the Somerset Health and Wellbeing Board. Compass Disability was commissioned to bring together focus groups and develop a questionnaire giving people the opportunity to feedback their experiences of reablement services.  We held extensive stakeholder events with representatives from NHS, adult social care providers, independent and voluntary sector organisations and undertook a ‘deep dive’ exercise to understand what was happening in existing systems. A pilot integrating health and social care teams at one GP surgery has been in place for 18 months.  It has been rolled out to 15 practices in the Taunton and Area GP Federation with plans to phase in the service across the whole of Somerset. A clear message from the service users was: “I want to maintain my independence:  help me to find the solutions to do the things that matter to me”.  The key difference with this model is that we are asking patients what they feel is important to them and what goals they want to achieve.  The teams have flexibility to find solutions centred on these goals.  This is a fundamental shift from the ‘one size fits all’ approach often seen in existing services.  

Outcomes

Improved patient experience and quality of life as care delivered in a more appropriate setting; 1{79f878acaa41f375dcd804cc8c058b5459a5482f20a3b9f87269b26c8734749b} reduction in emergency admissions 7{79f878acaa41f375dcd804cc8c058b5459a5482f20a3b9f87269b26c8734749b} reduction in readmissions   Annual value of savings made 2012/13           £311,000 (Gross) Recurrent 2013/14           £1,659,000 (Gross) Recurrent  

Patient setting

In-patient          X Out-patient Community base     X
Mental health Chronic illness Cross-systems        X

 

Clinical area

Staying healthy Maternity/Newborn Children and young people Acute care    X
Planned care Mental health Long-term conditions   X End of life
 

Information, tools and techniques used 

Project Management Board jointly with Local Authority with Project Manager  

Geography

County wide Somerset Project being rolled out Somerset wide.  Population 550,000  

Timescale

2008 and ongoing April 2012 to March 2013  

Contact details and further information

Ann Anderson Director for Clinical Commissioning Development Ann.anderson@somersetccg.nhs.uk 01935 384190 [post_title] => Reablement - Contract Monitoring QIPP [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => reablement-contract-monitoring-qipp [to_ping] => [pinged] => [post_modified] => 2015-03-24 13:27:31 [post_modified_gmt] => 2015-03-24 13:27:31 [post_content_filtered] => [post_parent] => 0 [guid] => https://www.tvhkt.org.uk/?post_type=improvement-science&p=3711 [menu_order] => 0 [post_type] => improvement-science [post_mime_type] => [comment_count] => 0 [filter] => raw ) [comment_count] => 0 [current_comment] => -1 [found_posts] => 18 [max_num_pages] => 4 [max_num_comment_pages] => 0 [is_single] => [is_preview] => [is_page] => [is_archive] => 1 [is_date] => [is_year] => [is_month] => [is_day] => [is_time] => [is_author] => [is_category] => [is_tag] => [is_tax] => 1 [is_search] => [is_feed] => [is_comment_feed] => [is_trackback] => [is_home] => [is_privacy_policy] => [is_404] => [is_embed] => [is_paged] => [is_admin] => [is_attachment] => [is_singular] => [is_robots] => [is_favicon] => [is_posts_page] => [is_post_type_archive] => [query_vars_hash:WP_Query:private] => 9bc70f591d49cfe94b2cd352d8224c82 [query_vars_changed:WP_Query:private] => [thumbnails_cached] => [stopwords:WP_Query:private] => [compat_fields:WP_Query:private] => Array ( [0] => query_vars_hash [1] => query_vars_changed ) [compat_methods:WP_Query:private] => Array ( [0] => init_query_flags [1] => parse_tax_query ) ) [1] => derp )

Category: Community based

Reablement – Contract Monitoring QIPP

The Journey – The Somerset Clinical Commissioning Group (SCCG) led the review and redesign of reablement services over the last two years to help improve outcomes for patients.  We worked with local authority colleagues to lead a joint programme to review existing services and implement a redesigned service model based on systems thinking methodology.  We […]

Posted on Mar 27th Cat: , , , , , Comments: Comments are off for this post

Primary Care Dentistry – Contract Monitoring QIPP

The Journey – NHS Somerset holds contracts with 74 Primary Care Dental Practices, with an annual contract value of £27 million. Through an annual contract review process the Primary Care Team developed key performance indicators that allowed activity to be analysed down to individual performer/patient level.  Comparisons were made by Clinician and Practice across the […]

Posted on Mar 27th Cat: , , Comments: Comments are off for this post

Orthopaedic Rapid Improvement Programme

The journey – The Orthopaedic Rapid Improvement Programme was set up to rapidly improve patient pathways for fractured neck of femur and hip and knee surgery. It was a national programme designed to embed best practice pathways and, in so doing, to make major improvements in patient experience, beds saved and clinical outcomes.   Nationally, […]

Posted on Jan 16th Cat: , , , , , Comments: Comments are off for this post

Avon Connecting Care

The journey – This programme’s purpose was to create inter-operability between a range of clinical systems that capture patient records.  These include GP, out-of-hours, A&E, social care, minor injuries units and mental health services.  It was recognised that similar clinical systems existed in a number of these organisations (replacing paper patient records) and the opportunity […]

Posted on Jan 16th Cat: , , , , Tags: , Comments: Comments are off for this post

Orthopaedic Rapid Improvement Programme

The journey – The Orthopaedic Rapid Improvement Programme was set up to rapidly improve patient pathways for fractured neck of femur and hip and knee surgery. It was a national programme designed to embed best practice pathways and, in so doing, to make major improvements in patient experience, beds saved and clinical outcomes.   Nationally, […]

Posted on Jan 16th Cat: , , , , , Comments: Comments are off for this post