Operational Plan Update 2018/19 - NHS Knowsley CCG · Operational Plan Update 2018/19 3 Programme Scheme Name Local Priority National Must Do Scheme Description Key Deliverables Delivery

Operational Plan Update 2018/19

1

Programme Scheme Name

Local Priority

National Must Do

Scheme Description Key Deliverables Delivery Dates

Desired Outcomes

Mental Health

Improving Access to CYP Mental Health Services

yes yes NHS England has set a target that at least 35% of CYP with a diagnosable MH condition receive treatment from an NHS-funded community mental health service by 2020/21. This target has been incrementally introduced with 30% in 2017/18 and 32% in 2018/19. For Knowsley this is 1,018 CYP. The CCG is working closely with CYP providers to ensure that the target is achieved.

1.Meet target for CYP accessing treatment from an NHS-funded community mental health service;

March 2019

Increase no of CYP accessing Mental health interventions

Mental Health

24/7 crisis response for CYP.

yes yes During 2017 the CCG undertook a review of how CYP in crisis access mental health services. This has led to the specification of a standalone 24/7 crisis response service for CYP which is due to be implemented as part of THRIVE in 2018. Since Jan 18 Mid Mersey have also developed an Admission Avoidance pilot focusing on CYP who repeatedly present as an emergency referral, and those at greatest risk of admission, working intensively with them to prevent admission and re-referral. The service aims to work closely with the CART provision, community CAMHS teams and

1.Achieve KPI’s; 2. Confirm investment for sustainability; 3. implement crisis model

March 2019

Reduce the number of CYP admitted to hospital settings with mental health concerns


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Local Priority

National Must Do


Desired Outcomes

Social Care / Local Authority to ensure a joined up approach for CYP in crisis.

Mental Health

Redesigning CYP Mental Health Service Provision

yes no During 2018/19 Knowsley CCG and NWB will introduce a redesigned service specification and outcomes framework for CYP Mental Health based on the THRIVE model.

1.complete consultation period including relevant board approval; 2. development of THRIVE implementation Group with key strategic partners; 3. implement

March 2019

Improved access, experience and outcomes for CYP experiencing mental health issues

Mental Health

CYP Community Eating Disorder Service

yes yes Knowsley CCG has commissioned a CYP Eating Disorder Service (aged 8-19 years) with an which is fully integrated within a Community CYP Mental Health Service offer. The service for on an Alliance Local Delivery System footprint (Knowsley, Warrington, St Helens and Halton CCG’s) and went live on 1 February 2017.

1.Acheivement of KPI’s Implementated

Mental Health

Review CYP Neuro-Developmental Pathway

yes The was established to enable an assessment and possible diagnosis of children with Autism Spectrum Condition (ASC), Attention Deficit Hyperactivity Disorder (ADHD), and Developmental Co-ordination Disorder (DCD). The current pathway is jointly commissioned. CCG Commissioner has undertaken an initial analysis of the pathway and this has highlighted a number of issues which need to be addressed

1.redesign NDP service provision with key stakeholders; 2.develop specification aligned to THRIVE and SEND (0-25) 3. consultation period for specification including final sign off at GB and relevant boards/committees

March 2019


3


Local Priority

National Must Do


Desired Outcomes

through a redesign of the Pathway

Learning Disability

The Transforming Care programme for people with Learning Disabilities and/ or autism

yes yes Review of in-patient and Community support provision including the development of intensive support team function

1.establish comprehensive systems around CeTR’s based on Adult CTR model; 2.engagement and training across education, health and social care;

October 2018

Reduced reliance on specialist in-patient care; reduction in the number of OOA commissioned LD hospital placements; Increase the number of community care packages maintained that would have otherwise deteriorated; Increase the number of patients discharged from hospital and still in community based placements after 6 and 12 months.

Learning Disability

Learning Disabilities Annual Health checks

yes yes Increase the number of people on GP LD registers and the number of people receiving an annual healthcheck;

1.sustain acheivement of national target

March 2019

Increase the number of people receiving an annual health check from 75 % to 85% - National target was 75% for 17/18 – CCG achieved 75.5 Increase the quality of health checks; Reduce hospital admissions; Increase life expectancy of people with LD; Increase health action plans.


4


Local Priority

National Must Do


Desired Outcomes

Learning Disability

LeDeR National programme to review all deaths of those with a Learning Disability. The scheme has been implemented nationally but with no additional resource which has led to a backlog in reviews

1.achievement of KPI’s March 2019

Increase the number of reviews completed

Learning Disability

Adult ADHD/ASC provision

yes Review service due to increased demand to address issues in accessing assessments, diagnosis treatment and support through a pathway redesign

1.Increase capacity of service to meet extra demand by service redesign

March 2019

Increase the number of adults with ADHD/ASC assessed and diagnosed; Decrease the number of people waiting over 18 weeks for assessment

Mental Health

Perinatal yes yes The FYFVMH vision is that nationally over 6,000 additional women to receive specialist support through new/expanded services Knowsley perinatal provision includes: BABS delivered in the Kirkby and Huyton localities; Both NWB & Merseycare Trusts have a perinatal service aimed at women at the moderate to severe end of the MH spectrum.

1.achievement of KPI’s; 2.agree funding arrangements for 2019/20 3. agree reporting to CCG’s for 2019/20; 4. undertake a full evaluation of the service

March 2019

Increase access to evidence based specialist perinatal mental health care

Mental Health

Improving Access to Psychological Therapies

yes yes Increase the number of patients accessing IAPT to 25% by 2020/21; Psychological Therapies to support people with co-morbid long term

1.undertake a full evaluation of the EA service

March 2019

Increase the overall number of patients accessing IAPT; Increase the number of


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Local Priority

National Must Do


Desired Outcomes

(IAPT) physical health conditions and/or medically unexplained symptoms; Introduce the IAPT Employment Adviser (EA) to reduce the incidence of health-related job loss, increase the likelihood of an earlier return to work following health-related absence, and reduce the number of people accessing out-of- work benefits

patients accessing IAPT with LTC; Increase the EA support to patients

Mental Health

Early Intervention in Psychosis (EIP)

yes yes Knowsley CCG commissions 2 EIP services provided by Merseycare and NWB. Each service has had additional investment from Knowsley CCG to support the extended criteria in line with the national guidance and to ensure that NICE approved treatments are available to all referrals. For 2018/19 there is an increase in the national standard to ensure that 53% of patients requiring early intervention for psychosis receive NICE concordant care within two weeks.

1.achievement of KPI’s; 2.agree funding arrangements for 2019/20

March 2019

Increase the number of patients accessing EIP Achieve the 53 % target for those receiving a NICE approved treatments within two weeks.

Mental Health

Out of Area Placements (OAPs)

yes Strategically all CCGs had to achieve the 33% reduction in the number of OAP for 2017/18.

1.achievement of KPI’s;

March 2019

reduction in the number of OAP


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Local Priority

National Must Do


Desired Outcomes

The national target is to eliminate inappropriate OAP’s in mental health services for adults in acute inpatient care by 2020 to 2021. (DoH Guidance 30 September 2016). To support this in 2017 the CCG introduced a Risk Transfer with the NWB to complement the existing arrangements with NHS Merseycare. The impact to date has been a significant reduction in the number of Knowsley patients placed out of the Borough for acute in-patient treatment . NHS Knowsley CCG met trajectory for 17/18.

Mental Health

Adult Psychiatric Liaison provision

yes The FYFVMH has an ambition that 50% of Psychiatric Liaison provision will have achieved the ‘CORE 24’ standard by 2020. During 2017 NHS Knowsley CCG worked with other commissioners and with our providers to support the implementation of CORE 24 which went live in Aintree University Hospital NHS Foundation Trust in October 2017 and went live at St Helens and Knowsley Teaching Hospitals NHS Trust in April 2018.

1.achievement of KPI’s; 2.agree funding arrangements for 2019/20 3. undertake a full evaluation of the service;

March 2019

All urgent referrals seen within 1 hour; All cases actioned within 4 hours; All ward based pateints seen within 24 hours; Reduction in emergency hospital admissions for mental health related cases


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Local Priority

National Must Do


Desired Outcomes

Mental Health

Crisis Response and Home Treatment Teams (CRHTT)

yes yes The FYFVMH standard is that by 2020/21 all CRHTT should be delivering in line with best practice standards as described in the CORE fidelity criteria. Knowsley CCG has two CRHTT’s and to support the CCG’s delivery of this, in 2017 the North West Coast Strategic Clinical Network undertook a peer review by reviewing the current services against CORE fidelity criteria. For 2018/19 Knowsley CCG will work with associate CCG’s to make the improvements required to achieve CORE fidelity.

1.Baseline audit of CRHHT teams; 2. use audit to identify gaps in service delivery against CORE fidelity; 3. work with providers to achieve standard; 4. continual monitoring of service through CRM, CQPG and Crisis Care Concordat group

March 2019

Increase the proportion of admissions to acute psychiatric wards that were gatekeeped by the CRHTT Increase the number of patients on CPA that were followed up within 7 days of discharge from acute psychiatric wards

Mental Health

Access to Support Prior to and During Crisis Point

yes Knowsley CCG and LA are exploring the development of a Crisis Alternative– café, sanctuary, liferoom model

1. identify gaps in current service delivery; 2. develop specification

March 2019

Increase support to people at times of crisis; Reduce the No of admissions to acute psychiatric wards

Mental Health

Individual Placement Support (IPS)

The scheme is to increase the capacity in order to meet the FYFV target to double the number of people with SMI accessing the service by 2020/21

1.achievement of KPI’s; 2.agree funding arrangements for 2019/20 3. undertake a full evaluation of the service;

March 2019

Achieve trajectories in FYFVMH

Mental Health

Forensic Psychological Service

Highly specialised service to support patients with mental health issues who are at high risk of offending. Review current arrangemnts for the service as no longer under Specialised Commissioning framework

1. identify gaps in current service delivery; 2. develop specification

March 2019

Mental Dementia yes yes Dementia diagnosis rate of two thirds 1.achievement of KPI’s; March maintain the dementia


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Local Priority

National Must Do


Desired Outcomes

Health Diagnosis (66.7%) of prevalence 2019 diagnosis rate of two thirds (66.7%) of prevalence. The latest published data is that Knowsley achieved 70.4% - this is a decrease from previous month

Mental Health

Suicide Reduction

Deliver against multi-agency suicide prevention plans, working towards a national 10% reduction in suicide rate by 2020/21. Partners have established a Knowsley Suicide Reduction Group and have developed a Suicide Reduction Action Plan.

1 review and update Suicide Reduction Action Plan.

March 2019

Achieve a reduction in the Knowsley suicide rate aligned to the national target

Unplanned Care

Early discharge planning

YES YES? Front door’ support including Care Home Trusted Assessor Social Work presence in A&E (STHK) In reach into MAU & frailty departments Aintree SAFER - proactive discharge planning on day of admission when notification via section 2 received to Local Authority. SAFER has been rolled out across Community Intermediate Care.

1. Turn patients around to

avoid an admission. 2. Proactively reduce

length of stay.

Ongoing Reduce length of stay Reduce non elective admissions


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Local Priority

National Must Do


Desired Outcomes

Unplanned Care

Monitoring patient flow

Yes YES DTOC monitoring fortnightly across acute trusts including mental health. Development of patient flow monitoring across mental health beds in line with acute trust bed monitoring process has been developed and implemented. Weekly attendance at MADE. Weekly participation in patient flow conference calls.

1. Integrated approach to managing DToCs across health and social care for acute and mental health delays.

2. Proactive management

of delays.

Ongoing Reduce DToC/ Length of stay

Unplanned Care

Integrated discharge teams

Yes Yes

? Knowsley Hospital Discharge Team includes the following; Social Workers/ Senior Reablement officer/Assistant Care managers/Occupational and Physio therapists/Care Home Trusted assessor/ DNLO presence. Seamless process to patient and trust Development of Single Point of Contact in line with ICRAS. Preventing readmissions via Community response Reablement and assistive technology.

1. Multi disciplinary teamworking to improve health outcomes and reduce length of stay/ DToCs for Knowsley patients in an Acute setting.

2. Working with a number

of key partners in the North Mersey footprint to create a Discharge to Assess model with SPoC.

3. Working with NWAS to

respond to Lifeline calls for falls.

Ongoing Admission avoidance/ reduce length of stay/ Reduce DToCs


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Local Priority

National Must Do


Desired Outcomes

Development of ‘welcome home’ kit 4. All Knowsley patients discharged from Acute Trust to get bag.

Unplanned Care

Discharge to assess

YES ? Enhanced Home First Reablement. Implementation of Community Response 24/7 service . All DST take place outside hospital settings. Spot purchase Tranisitional beds. Roll out of ICRAS (Integrated Community Reablement Service) across North Mersey

1. To enhance patient independence.

2. Less than 1% of DSTs to take place in an Acute setting.

3. Working with Partners

to ensure SPoA to provide seamless discharge.

Ongoing Reduce length of stay

Unplanned Care

Seven day services

Yes 7 day discharge team available to support Winter Pressures. Knowsley urgent Response Team available seven days. Need to increase rates of weekend discharges. Community Response night service to support patients home from A&E STHK. Home First Reablement across 7 days 8am – 10pm. GAP – access to IC beds/step up

1. Reducing length of stay.

2. Avoiding Hospital admissions.

Admission avoidance


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Local Priority

National Must Do


Desired Outcomes

beds.

Unplanned Care

Trusted Assessors

Pilot Project commenced March 2018 (STHK). Facilitating Early Discharge back to Care Home. Turn around at A&E. Development of communication/ relationships with care home providers. Need to support admission avoidance with care home staff. Development stronger relationships with Care home liaison team to support early discharge and when possible avoid admission.

1. Reduction in hospital

admissions from Care Homes.

2. Reduce length of stay

for patients being assessed for care homes.

3. Improved support for

patients in Care Homes requiring additional nursing input.

Ongoing Reduce Length of Stay

Unplanned Care

Management of choice

Supporting acute Trusts on implementation of Choice Policy. Utilisation of Tranisitional beds whilst awaiting home of choice. Early engagement with patients and families starting at first assessment. Further developed through the role out of Trusted Assessor

1. Working with Acute Trusts on amended Merseyside Patient Choice Policy.

2. Trusted Assessor to support the Trusts in the implementation of the Patient Choice Policy.

Ongoing Reduce Length of stay

Care Home Quality

Supporting Care Homes

Enhanced Health in Care Homes KCCG commission Knowsley Care Home Liaison service: A dedicated community nursing

?? Admission avoidance/ Reduce length of stay


12


Local Priority

National Must Do


Desired Outcomes

support (the team consist of Community Registered Mental Health Nurses, Community Matrons and Pharmacist support). The aim of this service is to help to support the co-ordination of their care within the community The service will support the transfer of residents back into their normal place of care The CCG continue to work with the service on the development of a care pathway that will support the identification of patients who have been admitted to hospital and are transferred back to the care home; to understand reason for admission; ensure there is a care plan oversee co-ordination of care plan and instigation of a pharmacist led medication review The team will ensure that the patient has a smooth transition back to their care home GAP: Further development to be undertaken


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Local Priority

National Must Do


Desired Outcomes

Cancer Cancer Standards

yes Knowsley CCG works continuously with providers to gain assurance and discuss resolving issues causing breaches in pathways. Attendance at North Mersey LDS system Cancer performance & Operational Group (commissioners & providers ) and the Cheshire & Merseyside Cancer Commissioners meetings is a forum to help resolve issues to ensure compliance A Regional Back Stop Policy has been adopted which ensures all providers submit root cause analysis and 104+clinical harm reviews to CCG’s The ten high impact actions are in place with providers, this work was coordinated by the Cancer Alliance

Ensure all eight waiting time standards for cancer are met, including the 62 day referral-to-treatment cancer standard. The ‘10 high impact actions’ for meeting the 62 day standard should be implemented in all trusts, with oversight and coordination by Cancer Alliances. The release of cancer transformation funding in 2018/19 will continue to be linked to delivery of the 62 day cancer standard

That all patients diagnosed with cancer are seen within the time frame of the specified cancer pathways; ensuring early diagnosis, early treatment , a high quality service and patient satisfaction equivalent to

Cancer Modernisation of Radiotherapy

yes The Cancer Alliance is leading work on radiotherapy alignment with radiotherapy provider networks to ensure equitable access to modern radiotherapy services. Delivering an alliance-wide response to the national consultation on the establishment of radiotherapy networks, led by NHS England, collaborating with colleagues in the

Support the implementation of the new radiotherapy service specification, ensuring that the latest technologies, including the new and upgraded machines being funded through the £130 million Radiotherapy Modernisation Fund, are

18/19 Increased capacity to a modern radiotherapy services, which are closer to home for those affected by cancer


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Local Priority

National Must Do


Desired Outcomes

Manchester and Lancashire and South Cumbria Work being undertaken with Clatterbridge Cancer Centre to bring cancer care closer to home across Cheshire & Merseyside reviewing a Hub model

available for all patients across the country

Cancer Optimal Clinical Pathways (Lung, Colorectal, Prostate)

yes Work is being undertaken across Cheshire & Merseyside by providers, commissioners and wider stakeholders on the optimal clinical pathways for lung, colorectal and prostate. The work addresses delays and bottlenecks and looks to introduce straight to test, earlier diagnosis, eliminating days within the pathways to reduce waiting times and breaches

Ensure implementation of the nationally agreed rapid assessment and diagnostic pathways for lung, prostate and colorectal cancers, ensuring that patients get timely access to the latest diagnosis and treatment. Accelerating the adoption of these innovations helps meet the 62 days standard ahead of the introduction of the 28 day Faster Diagnosis Standard in April 2020.

October 18

Quicker diagnosis, the right pathway for the right individual with an outcome within 28days by 2020

Cancer Early Diagnosis

yes Review of the national screening programmes and ways to increase uptake have been explored through a stakeholder group and actions are being moved forward More intensive work is being undertaken by a subgroup to address bowel screening

Progress towards the 2020/21 ambition for 62% of cancer patients to be diagnosed at stage 1 or 2, and reduce the proportion of cancers diagnosed following an emergency admission

Increase earlier diagnosis for the population of Knowsley which will allow earlier intervention and increase quality-adjusted life-year (QALY)


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Local Priority

National Must Do


Desired Outcomes

Macmillan Primary Care Navigators will be working with cohorts of practices to follow up DNA’s from screening programmes The CCG has submitted a bid to the Cancer Alliance against the National Support Fund to identify lung cancer at an earlier stage , this would reduce late presentation

Cancer Bowel Screening

yes The roll out of FIT is now anticipated for the end of 2018, the CCG will work with Public Health and other stakeholders to increase awareness of the new screening process and encourage uptake The Macmillan Navigators will support individuals to understand the new kit and increase uptake

Support the rollout of FIT in the bowel cancer screening programme during 2018/19 in line with the agreed national timescales following PHE’s procurement of new FIT kit, ensuring that at least 10% of all bowel cancers diagnosed through the screening programme are detected at an early stage, increasing to 12% in 2019/20.

Nov 2018

The simpler one sample kit will be an easier process for the patient to use and encourage uptake and early detection of colorectal cancer, impacting on the boroughs health

Cancer yes The CCG has submitted a bid to the Cancer Alliance against the National Support Fund to identify lung cancer at an earlier stage , this would reduce late presentation On 20th July 2018 the clinical lead

Participate in pilot programmes offering low dose CT scanning based on an assessment of lung cancer risk in CCGs with lowest lung

Aug 18 (outcome of the bid)

Reduce lung cancer as the biggest killer of lives in Knowsley


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Local Priority

National Must Do


Desired Outcomes

and programme manager :cancer will meet with NHE and discuss Knowsley and Lung cancer

cancer survival rates.

Cancer Breast Cancer self-supported follow up

Yes Work has been undertaken with risk stratified follow up in Aintree, Knowsley & St Helens and the Royal has commenced

Progress towards the 2020/21 ambition for all breast cancer patients to move to a stratified follow-up pathway after treatment. Around two-thirds of patients should be on a supported self-management pathway, freeing up clinical capacity to see new patients and those with the most complex needs. All Cancer Alliances should have in place clinically agreed protocols for stratifying breast cancer patients and a system for remote monitoring by the end of 2018/19.

Will reduce secondary care appointments for certain patients (risk stratified )for routine follow up breast cancer patients and also encourage self supported management

Cancer New Cancer waiting Tomes

yes The new cancer waiting times are in place, however the Inter provider transfer is not in place due to a national software problem

Ensure implementation of the new cancer waiting times system in April 2018 and begin data collection in preparation for the introduction of the new 28 day Faster Diagnosis standard by 2020

?October 18

Will enable to clearly identify where breaches are in the cancer pathways across multiple providers

Primary Care Extended

Access

High Yes Providing extended access to

GP services, including at

Commission pre-bookable with a minimum of 30

01.10.18 100% of Knowsley registered population


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Local Priority

National Must Do


Desired Outcomes

evenings and weekends, 8am to

8pm 7 days a week for 100% of

their population by 1

October 2018.

minutes per 1000 population. Ensure services are advertised to patients. This must include ensuring access is available during peak times of demand, including bank holidays and across the Easter, Christmas and New Year periods. In 2018/19 we will continue to support general practice at scale, including supporting the establishment of a Knowsley wide GP Federation to ensure a robust, list holding, sustainable provider is in place and implement a model for improving health in care homes.

already covered by extended access. including weekends and Bank Holidays. This will follow further publicity of the availability of the service by practices and directly to the public within a communications plan. CCG is working closely with local NHSE team colleagues in respect of international recruitment. GP retention funding has been widely communicated to member practices and CCG is working in partnership with NHSE to take maximise opportunities arising from national GP retention bid process which will look to expand ‘career plus’ scheme locally and provide preceptorship/portfolio career development to newly qualified GPs

Primary Care Primary Care Workforce

High Yes CCG to recruit and retain additional doctors including;

GP international

recruitment, Knowsley

October 2018

Increased capacity and resilience of GP


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Local Priority

National Must Do


Desired Outcomes

additional doctors recruited from overseas to work in general practice;

additional clinical pharmacists recruited to work in general practice;

Investing the balance of the £3/head investment for general practice transformation support.

CCG applied for 23 GPs

with C&M bid;

Launch the GP

Retention Scheme;

The Primary Care

Quality Premium

2018/19

Recruitment of

additional clinical

pharmacists.via NHS

funding, and other

related primary care

roles e.g. Pas, AHPs,

mental health

therapists

In place 31st August 2018 31st October 2019

workforce CCG is working in

partnership with NHSE to take maximise

opportunities arising from national GP retention bid process which will look to

expand ‘career plus’ scheme locally and

provide preceptorship/portfolio career development to

newly qualified GPs Increased expertise, clinical capacity and governance in general practice. There are currently 5 wte centrally funded/part-funded pilot Clinical Pharmacists across five Practices in Knowsley.

Increase number of

Physician Associates

and Advanced

Healthcare

Practitioners

undertaking training

and / deployed to

primary care when


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Local Priority

National Must Do


Desired Outcomes

qualified.

Primary Care Primary Care Networks

High Yes Every practice to be part of a local Primary Care network, so that there is complete geographically contiguous population coverage of primary care networks as far as possible by the end of 2018/19, serving populations of at least 30,000 to 50,000.

Primary Care Network

(PCN) funding bids were

submitted by the CCG in

July 2018 in respect of 3

of the 4 Primary Care

Networks which will

operate within Knowsley.

31.03.18 One or more PCNs in Knowsley will allow primary care to work with Acute, Mental Health, LA and community teams to better co-ordinate and deliver care.

Primary Care Provider development initiatives

High Yes General Practice Development

Programme to support the training

of reception and clerical staff to

play a greater role in navigation of

patients and handling clinical

paperwork to free up GP time,

including practice manager

development and the uptake of

online consultation systems

Training in signposting,

managing workflow and

implementing the 10 key

High Impact changes

listed in GPFV – practices

to deliver a minimum of 2

of the 10 High Impact

Changes

31st March 2018

Improved patient experience and efficiency through better trained staff. The CCG is enrolled in the Releasing Time for Care Programme, this will take place in the Kirkby Locality in 2018/19. The CCG is already committed to Active signposting and the majority of practices are working with front-line staff to direct patients to the most appropriate source of help. Through its ETT Funding Web and app-based portals will be launched in 2018/19 to provide self-help and self-management


20


Local Priority

National Must Do


Desired Outcomes

resources. On-line consultations will improve patient choice and access.

Primary Care Investment in General Practice

High Yes Estates and Technology Transformation Schemes

Improvements in primary care medical care facilities. The CCG is looking to an estates solution for 2 practices (Pilch Lane), that require improved facilities. All other estate is of high standard.

Implementation of IT and Digital Improvements The CCG was awarded ETTF funding and is implementing a number of PIDs.

31.03.18 On-going to 2021

Modern fit for purpose premises that met the needs of patients, practices and local services Through its ETT Funding the CCG will facilitate new consultation types: Introduce new communication methods for some consultations, such as e-consult reducing clinical contact time

Primary Care Sustainability and resilience funding

High Yes Ensuring that any 2018/19 General Practice sustainability and resilience funding (GPRF) allocated is spent by March 2019.

Identify GP practices in need of support can access the GPRF programme

March 2019

Practices will be more sustainable and resilient, to tackle the challenges they face now and into the future.

Primary Care Delegated Yes Where primary care commissioning The CCG has fully Assure the CCG and


21


Local Priority

National Must Do


Desired Outcomes

commissioning

has been delegated, provide assurance those statutory primary medical services functions are being discharged effectively.

delegated primary care commissioning and will continue to undertake a programme of contractual reviews

stakeholders that practices are fulfilling the essential requirements of their GMS contract or PMS agreement. Contract reviews in 2018/19 will consider the quality of services provided, utilising and triangulating locally available and data within the Primary Care

Primary Care Medicines Optimisation

High Yes Medicines optimisation for care home residents through the deployment of pharmacists and pharmacy technician posts funded by the Pharmacy Integration Fund for two years.

To deliver increased medicines optimisation in care homes. .

Increased medicines safety, increased health and wellbeing, improved outcomes increased assurance for medicines management in care homes. The CCG is part of the Regional Medicines Optimisation in Care Homes initiative whereby Pharmacy Integration funding will support increased medicines optimisation in care homes through the deployment of an additional pharmacist and pharmacy technician


22


Local Priority

National Must Do


Desired Outcomes

Primary Care Medicines Optimisation

High Yes Medicines optimisation for care home residents will be improved through the deployment of pharmacists and pharmacy technician posts funded by the Pharmacy Integration Fund for two years.

To deliver increased medicines optimisation in care homes. The CCG is part of the Regional Medicines Optimisation in Care Homes initiative whereby Pharmacy Integration funding will support increased medicines optimisation in care homes through the deployment of an additional pharmacist and pharmacy technician.

Increased medicines safety, increased health and wellbeing, improved outcomes increased assurance for medicines management in care homes.

Operational Plan Update 2018/19 - NHS Knowsley CCG · Operational Plan Update 2018/19 3 Programme Scheme Name Local Priority National Must Do Scheme Description Key Deliverables Delivery

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