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Shetland COVID-19 Outbreak Control Plan
Shetland COVID-19 Outbreak Control Plan October 2020 Foreword Our Local Outbreak Plan builds on existing health protection plans and sets out the measures that have been put in place to protect the public’s health and contain any outbreak. It sets out how Shetland Islands Council, NHS Shetland, businesses, voluntary agencies and our local communities are working together to prevent, manage, reduce and suppress outbreaks of COVID-19 in Shetland. It also provides clarity about our individual and collective responsibilities for delivering this plan and responding to an outbreak. A key feature of our plan is the importance of partnership and collaborative working, sharing data and information to make sure we have early warning of any increased transmission, and the established processes we use with all partners to respond quickly for effective management of incidents and outbreaks. The plan also outlines our approach to testing and contact tracing, which is an integral aspect of our strategy to reduce onward transmission of COVID-19. Together we have learned from our experience of COVID early on in the pandemic and worked hard to make sure that our most vulnerable residents are supported to stay safe within their local community. As we enter the next phases of the pandemic, this plan explains how we have and will continue to keep people safe in high risk workplaces, locations and communities. I would like to thank you all for the part you have already played in reducing the virus in our communities. Being vigilant about hygiene, maintaining physical distancing, getting tested when you have symptoms and self-isolating when needed will be an essential part of the way we live our lives for some time to come. -
Cancer Waiting Times in Nhsscotland (Summary)
Information Services Division Cancer Waiting Times in NHSScotland 1 April to 30 June 2019 A National Statistics publication for Scotland Publication date: 24 September 2019 About this release This release by Information Services Division (ISD) presents the quarterly update of Cancer Waiting Times statistics. It reports on the two waiting times standards used to measure how long patients have waited for their first cancer treatment. Data for the quarter ending June 2019 are presented by NHS Board, Regional Cancer Network and cancer type. Main Points The 62-day standard states that 95% of eligible patients will wait a maximum of 62 days from referral to first cancer treatment. • 82.4% of patients started treatment within the 62-day standard, compared to 81.4% in the previous quarter, and 84.6% for quarter ending June 2018. • The 62-day standard was met by three NHS Boards: NHS Borders, NHS Lanarkshire, and NHS Orkney. For the Boards that did not meet the standard, performance ranged from 74.1% (NHS Lothian) to 92.3% (NHS Shetland). The 31-day standard states that 95% of all patients will wait no more than 31 days from decision to treat to first cancer treatment. • 94.7% of patients started treatment within the 31-day standard, compared with 94.9% in the previous quarter and 95.1% for quarter ending June 2018. • The 31-day standard was met by eleven NHS Boards. The Boards that did not meet the standard were NHS Fife (93.0%), NHS Lothian (93.2%), NHS Greater Glasgow & Clyde (93.4%) and NHS Grampian (93.8%). -
Emergency Care Weekly Metadata
Publication Metadata (including revision details) Metadata Description Indicator Publication Weekly Update of Emergency Department Activity and Waiting title Times. Description This publication reports key statistics on attendances at Emergency Departments (ED) across Scotland. The information presented in the publication includes trends in the number of attendances and length of time patients spend in ED. Theme Health and Social Care Topic Emergency Care Format Webpage, Excel workbook and CSV. Data source(s) NHS Board aggregate submissions to PHS on Emergency Department Activity and Waiting Times. Date that data Tuesday of the week prior to publication are acquired Release date Every Tuesday Frequency Weekly Timeframe of New data for the week ending 9 days before publication (e.g. 16 data and April publication contains data for week ending 7 April) timeliness Continuity of 1) A&E discharge times at hospitals in NHS Lothian were not data accurately recorded up to November 2017. The Academy of Medical Royal Colleges was commissioned by Scottish Government to ascertain the causes for the data issues in NHS Lothian. The review findings were published 26 June 2018. 2) Since 3 March 2015, the Scottish Government (SG) has released Official Statistics weekly A&E activity and waiting times information for the EDs in Scotland, derived from aggregate information supplied by NHS Boards on the number of attendances and 4, 8, and 12 hour waits. PHS (formally ISD) took over this data collection for statistics covering the week ending 7 June 2015. 3) From 20 May 2018, Raigmore hospital in NHS Highland trialled a new patient flow system. As a consequence the accuracy of some patients’ waits may have been affected between this date and 4 July, however the total number of attendances remains correct. -
Major Players
PUBLIC BODIES CLIMATE CHANGE DUTIES – MAJOR PLAYER ORGANISATIONS Aberdeen City Council Aberdeen City IJB Aberdeenshire Council Aberdeenshire IJB Abertay University Accountant in Bankruptcy Angus Council Angus IJB Argyll and Bute Council Argyll and Bute IJB Audit Scotland Ayrshire College Borders College City of Edinburgh Council City of Glasgow College Clackmannanshire and Stirling IJB Clackmannanshire Council Comhairlie nan Eilean Siar Creative Scotland Disclosure Scotland Dumfries and Galloway College Dumfries and Galloway Council Dumfries and Galloway IJB Dundee and Angus College Dundee City Council Dundee City IJB East Ayrshire Council East Ayrshire IJB East Dunbartonshire Council East Dunbartonshire IJB East Lothian Council Sustainable Scotland Network Edinburgh Centre for Carbon Innovation, High School Yards, Edinburgh, EH1 1LZ 0131 650 5326 ú [email protected] ú www.sustainablescotlandnetwork.org East Lothian IJB East Renfrewshire Council East Renfrewshire IJB Edinburgh College City of Edinburgh IJB Edinburgh Napier University Education Scotland Falkirk Council Falkirk IJB Fife College Fife Council Fife IJB Food Standards Scotland Forth Valley College Glasgow Caledonian University Glasgow City Council Glasgow City IJB Glasgow Clyde College Glasgow Kelvin College Glasgow School of Art Heriot-Watt University The Highland Council Highlands and Islands Enterprise Highlands and Islands Transport Partnership (HITRANS) Historic Environment Scotland Inverclyde Council Inverclyde IJB Inverness College UHI Lews Castle College -
NHS Guidlines
NHSScotland Identity guidelines Identikit Introduction In December 2000, Susan Deacon MSP, In this publication, the Minister said: “The public relate to and recognise Minister for Health and Community Care, the NHS. They believe their care is launched ‘Our National Health: provided by a national health service and staff take pride in the fact that a plan for action, a plan for change’ they work for the NHS. Research tells us that the variety of differently which set out a clear direction for the NHS named NHS bodies confuses the in Scotland with the aims of improving public and alienates staff. As part of our proposals to rebuild the National people’s health and creating a 21st century Health Service we will promote a new identity for the NHS in Scotland.” health service. The guidelines that follow provide an essential design toolkit to establish “Alongside the changes in NHS this new identity. The guidelines cover signage, vehicles, uniforms, stationery, boardrooms, we will re-establish literature, forms and other items. The a national identity for the aim is to replace, over time, the array of existing identities within NHS NHS in Scotland.” organisations with the single NHS identity while avoiding wastage and unnecessary expenditure. Our National Health: a plan for action, a plan for change section 3/page 31 2 Contents Section 1 Our national identity 4 Exclusion zone 6 Minimum size 6 Section 2 Identity structure 7 Essential elements 9 Identity variants 10 Caring device 12 Positioning the identity 14 Other identities 15 Working in partnership 16 Section 3 Identities for ideas & initiatives 17 Initiatives 18 Section 4 NHSScotland typefaces 19 Stone Sans 20 Arial 24 Garamond 25 Times New Roman 26 Literature 27 Section 5 Colour 28 Using colour 29 Primary colours 30 Colour palette 31 Tints 32 Printing the identity 33 3 Section One Our national identity Together, the initials ‘NHS’ and the caring symbol form the foundations of our identity. -
Approved Minutes of SAPG 20 04 21 Download
Approved Minutes of Scottish Antimicrobial Prescribing Group Meeting held on Tuesday 20 April 2021 at 1-3pm via MS Teams Present:U SAPG Project Board Dr Andrew Seaton (Chair), Consultant Physician, NHS Greater Glasgow and Clyde Dr Jacqueline Sneddon, Project Lead Scottish Antimicrobial Prescribing Group Dr Gail Haddock (Vice Chair), General Practitioner, NHS Highland Mr William Malcolm, Clinical Lead for SONAAR programme, ARHAI Scotland Professor Marion Bennie, Chief Pharmacist, Public Health Scotland Mrs Alison Wilson, Director of Pharmacy, NHS Borders Ms Sabine Nolte, Principal Educator, NHS Education for Scotland (deputy for Ruth Robertson) Mrs Christine Gilmour, Director of Pharmacy, NHS Lanarkshire Ms Elizabeth Burgess, AMR/HCAI Policy Unit, Scottish Government SAPG Support Services Dr Lesley Cooper, Health Services Researcher, Scottish Antimicrobial Prescribing Group Ms Marion Pirie, Project Officer, Scottish Antimicrobial Prescribing Group National Services Scotland Ms Polly Russell, Information Analyst, ARHAI Scotland Antimicrobial Management Teams Dr Ursula Altmeyer, Consultant Microbiologist, NHS Ayrshire and Arran Dr Stephanie Dundas, Consultant in Infectious Diseases, NHS Lanarkshire Dr Morgan Evans, Consultant in Infectious Diseases, NHS Lothian Ms Ysobel Gourlay, Lead Antimicrobial Pharmacist, NHS Greater Glasgow & Clyde Dr David Griffith, Consultant Microbiologist, NHS Fife Dr David Fallaha, Consultant Anaesthetist, Golden Jubilee Mrs Rebecca Houston, Lead Antimicrobial Pharmacist, Golden Jubilee National Hospital Mrs Alison -
CCLG – Membership List
eHealth -Clinical Change Leadership Group - Membership List No Name Job Title Organisation 1. Joan Robertson Head of Clinical Systems Development NHS 24 2. David Haldane Consultant NHS Ayrshire & Arran 3. Derek Barron Associate Nurse Director/ Vice Chair of NHS Ayrshire & Arran NMAHP CCLN 4. James Campbell Co-Chair/Clinical Director eHealth NHS Ayrshire & Arran 5. Roger Brydon Clinical e-Health Lead NHS Borders 6. Hamish McRitchie Associate Medical Director/ Clinical Chair NHS Borders 7. Lynne Prophet Clinical e-Health Lead NHS Borders 8. Jackie Stephen Head of IM&T NHS Borders 9. Neil Kelly Director of Clinical Information NHS Dumfries & Galloway 10. Heather Currie Associate Specialist - Obstetrics & NHS Dumfries & Galloway Gynaecology 11. Stuart Little EHealth Clinical Lead NHS Dumfries & Galloway 12. Frances Elliot Medical Director NHS Fife 13. Peter Curry Consultant Anaesthetist NHS Fife 14. William Edwards Head of eHealth/Chair of eHealth Leads NHS Fife Group 15. Andrew McElhinney Clinical Lead/GP NHS Forth Valley 16. Steve Baguley Clinical eHealth lead and consultant in GUM NHS Grampian 17. David Pfeggler Director of Pharmacy NHS Grampian 18. Andrew Winter Consultant, Sexual Health & HIV Medicine NHS GGC 19. Brian Choo-Kang Consultant, Respiratory Medicine NHS GGC 20. Norman Lannigan Head of Pharmacy and Prescribing Support NHS GGC Unit 21. Robin Wright Director of HI&T NHS GGC 22. Brian Robson Medical Director NHS Healthcare Improvement Scotland 23. Lesley Holdsworth Associate Director of AHP’s/ Chair of the NHS Healthcare Improvement NMAHP eHealth Clinical Change Leaders Scotland Network 24. Bill Martin Clinical Lead/GP NHS Lanarkshire 25. Sammy Miller Deputy Clinical Lead NHS Lanarkshire 26. -
NHS Orkney Board 24 June 2021
NHS Orkney Board 24 June 2021 Purpose of Meeting NHS Orkney Board’s purpose is simple, as a Board we aim to optimise health, care and cost Our vision is to 'Be the best remote and rural care provider in the UK' Our Corporate Aims are: • Improve the delivery of safe, effective patient centred care and our services; • Optimise the health gain for the population through the best use of resources; • Pioneer innovative ways of working to meet local health needs and reduce inequalities; • Create an environment of service excellence and continuous improvement; and • Be trusted at every level of engagement. Quorum: Five members of whom two are Non- Executive Members (one must be chair or vice-chair) and one Executive Member Orkney NHS Board There will be a virtual meeting of Orkney NHS Board on Thursday 24 June 2021 at 10:00am. Meghan McEwen Chair Agenda Item Topic Lead Paper Purpose Person Number 1 Apologies Chair To note apologies 2 Declaration of Chair To update the Board on interests new general or specific declarations of interest 3 Minutes of Chair To check for accuracy, previous meetings approve and signature by held on 22 April Chair 2021 4 Matters arising Chair To seek assurance that actions from the previous meeting have been progressed 5 Board action log Chief Executive To monitor progress against the actions due by the meeting date and to agree corrective action where required 6 Governance 6.1 Governance Chair OHB2122- To provide a summary of Committee Annual 15 the assurance process and Reports for 2020-21 note the Governance Committee -
Orkney Winter Plan 2020/21
Gillian Morrison (Interim Chief Officer). Orkney Health and Care. 01856873535 extension: 2611. [email protected] Agenda Item: 11. Integration Joint Board Date of Meeting: 10 February 2021. Subject: Orkney Winter Plan 2020/21. 1. Summary 1.1. This is a whole system plan which aims to address the predicted additional pressures of winter across 2020/21 alongside the ongoing COVID-19 pandemic. Delivery of this plan will require strong leadership and collaborative working across the health and social care system at the most senior level to provide a focus on the additional impacts, challenges and resources required to sustain safe, effective and person centred care. 2. Purpose 2.1. The purpose of this paper is to present the Integration Joint Board with the draft Orkney Winter Plan 2020/21 for consideration and approval. 3. Recommendations The Integration Joint Board is invited to: 3.1. Approve the Orkney Winter Plan 2020/21, attached as Appendix 1 to this report. 4. Background 4.1. NHS Orkney, in common with other health boards, is expected to prepare a Winter Plan, in partnership based on national guidance and from lessons learned the previous year. 4.2. The Winter Plan, attached as Appendix 1 to this report, aims to create a set of conditions which improve resilience by building capability to absorb, respond and recover from disruptive challenges. Winter disruptions can include increased demand and activity due to seasonal flu, respiratory and circulatory illness; increased numbers of falls and trips; and wards closed to admission due to higher levels of norovirus. 4.3. Given the ongoing emergency footing and the COVID-19 pandemic, planning for this winter where there is a high likelihood of concurrent events is critical in ensuring services are best placed to meet the demands which are likely to be placed on them. -
Borders Primary Care NHS Trust
NHS Borders Chair & Chief Executive’s Office NHS Borders Chair & Chief Executive’s Office Headquarters Borders General Hospital Melrose Roxburghshire TD6 9BD Tel : 01896 826000 www.nhsborders.scot.nhs.uk Lewis Macdonald Date 18 April 2019 Your Ref Convener Our Ref KH/IB/ Health & Sport Committee T3.60 Enquiries to Iris Bishop, Board Secretary Extension 5525 The Scottish Parliament Direct Line 01896 825525 Edinburgh EH99 1SP Dear Lewis Thank you for your letter dated 2nd April 2019 following NHS Borders appearance before the Committee on 12th March 2019, and we welcome this opportunity to provide you with further information in regards to the areas you have highlighted. We have answered each question in turn below and ask the committee to note that we will continue to develop our strategic response to the issues we face with our new chief executive Ralph Roberts, who joins NHS Borders on 22nd April 2019. We have now finalised our 2019/20 financial plan which was approved by NHS Borders Board on 4th April 2019. As agreed with the Scottish Government, a longer term strategy to return us to financial balance will be formulated for the Board‟s consideration in August 2019; this will draw on our clinical strategy, the Integrated Joint Board‟s strategic plan and Scottish Government policy and strategic direction and will be developed with input from NHS Scotland and the tailored support which has been put in place. The best in Scotland in terms of delivering service In terms of our waiting times performance, we remain committed to achieving and maintaining our waiting time targets as far as possible within the confines of our finances, performance and service standards. -
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22002200 VViissiioonn ooff SShheettllaanndd’’ss HHeeaalltthhccaarree Fitting together a vision of future health and care services in Shetland NHS Shetland 2020 Vision April 2005 ii NHS SHETLAND 2020 VISION CONTENTS List of Figures & Boxes . iii List of Appendices . iv Acknowledgements . iv Abbreviations . v Executive Summary . vi Section A Introduction & Background 1 A.1 Introduction to NHS Shetland’s 2020 Vision Project . 2 A.2 Strategic Direction for 2020 – outcomes of 2020 Vision Phase 1 . 3 A.3 Introduction to Shetland . 6 A.4 Profile of Shetland Health and Healthcare . 17 A.5 Drivers for change for future Shetland Healthcare . 23 Section B Key Themes for 2020 29 B.1 National Direction . 31 B.2 Shetland Public . 36 B.3 Safety & Quality . 41 B.4 Workforce . 48 B.5 Transport . 59 B.6 Facilities . 67 B.7 Medical Technologies . 71 B.8 Information & Communication Technologies . 75 Section C Shetland Services 2020 81 C.1 Health Improvement . 84 C.2 Disability Services . 95 C.3 Community Health Services . 99 C.4 General Practice . 104 C.5 Mental Health Services . 113 C.6 Dental Services . 117 C.7 Pharmacy Services . 121 C.8 Child Health Services . 124 C.9 Older People’s Services . 131 C.10 Alcohol & Drugs Services . 137 C.11 Clinical Support Services . 144 C.12 Maternity Services . 149 C.13 Hospital Surgical Services . 153 C.14 Hospital Medical Services . 162 C.15 Cancer Services . 170 Section D Our 2020 Vision of Shetland Healthcare 177 Section E Recommendations 185 Appendices . 191 NHS SHETLAND 2020 VISION iii LIST OF FIGURES & BOXES Section A Introduction & Background Box A1 Objectives for Future Healthcare Delivery in Shetland . -
Vaccinations Programme COVID-19 Service Delivery Framework Wave One
Vaccinations Programme COVID-19 Service Delivery Framework Wave One 09 December 2020 DRAFT | OFFICIAL - SENSITIVE Purpose To provide an overview of the national Covid-19 vaccination plan Policy Objectives: comprising the development of a Prioritisation Policy (based on JCVI advice), National Delivery Framework, and a Service • The most vulnerable people are protected by a vaccination Delivery Manual for SARS-CoV-2 Vaccination, specifically: programme that prevents transmission to them and/or minimises severity of illness. • To set out the priorities for Wave One • People would be able to resume and continue as close to • To set out the plans for Wave One normal life as possible. • To indicate planning assumptions for Waves Two & 3 • To outline the key elements of the National Delivery Framework to support successful delivery; National Delivery Service Delivery Model Prioritisation Policy Local Planning Framework Guide DRAFT | OFFICIAL - SENSITIVE Key Planning Assumptions for Wave 1, Week 1 (w/c 7th December) Rest of December (w/c 14th December onwards) Total Programme Current vaccine available to NHS Scotland as at 8/12 Awaiting confirmation of supply to end of December 65,500 doses available Additional doses to Scotland 4.45m Target Citizens Subject to advice on 16- 17 year olds 1 2 3 4 5 Care home workers Vaccinators, and Long term in-patients Residents in a care Vaccinators, and frontline healthcare who are over 80 home for older adults frontline healthcare workers prioritised by and their carers workers prioritised by risk (eg working