DOCSLIB.ORG

Interim Case for Change

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Interim Case for Change Interim Case for Change 1 Your Care, Your Future: Working together for a healthier west Herts Contents Our approach Executive Summary Communications and engagement Where we want to be Where we are today Building on where we are today Appendices 2 Your Care, Your Future: Working together for a healthier west Herts About this document The NHS in England has recently published its Five Year Our programme is called Your Care, Your Future Forward View setting out the importance of transformation across the NHS and social care. Given the ongoing concerns Since November 2014, we have engaged with a wide range about our ageing and growing population, costs of drugs and of people to understand views of existing health and social new technologies, the increasing number of people living with care services in the local area. complex healthcare needs and funding, the NHS will need to More than 60 clinicians and other professionals from NHS do some things radically differently in the future. organisations and social services in west Hertfordshire have The situation in west Hertfordshire reflects the national worked together, with key partners and patient, service user concerns. Delivering high quality health and care services is and public representatives to develop this interim case for already challenging and will become more so in the coming change document. years. Our local population is changing and so are our health Now, as we start to explore priorities to improve local and care needs. We must find new ways to provide services, we would like to hear your views. sustainable high quality health and social care. There are a number of ways you can get involved: A clinical strategy (NHS Herts Valleys Clinical Commissioning • Visit www.yourcareyourfuture.org.uk, to fill in our survey Strategy) was published in 2013 which explained the need for changes. Now local organisations have come together in a • Email us at [email protected] partnership to build on that clinical strategy. • Tweet us @YCYF_WestHerts Many reviews like this focus on one particular service area. • Call Healthwatch Hertfordshire on 01707 275978 to The scope of Your Care Your Future is wide covering health speak to someone about your experiences of health and and social care for the whole population of west social care in west Hertfordshire Hertfordshire. That means all services and all health and • Attend one of a variety of events and drop-ins where you social care needs. will be able to give us your views in person. We are undertaking a programme of work, expected to We would like your thoughts and ideas to feed into the final continue until at least the end of 2015, that will develop Case for Change. proposals for the future – to ensure local people receive the care they need in years to come. This document provides considerable detail and is primarily aimed at stakeholders within health and social care. Nonetheless it is available publicly and a shorter more accessible version of the case for change is also available. 3 Your Care, Your Future: Working together for a healthier west Herts Your Care, Your future aims to ensure local people receive the care they need in years to come We will deliver these aims by addressing the following The key aims of the programme are: questions: • Local people are supported to stay well, How well (how effectively and efficiently) are patients’ needs preventing ill-health. 1 met by the current health and social care system across West • Patients and carers of all ages are Hertfordshire? empowered to take an active part in their own care. What are the opportunities to meet future health and social care needs of the West Hertfordshire population more • Patients will receive their care and 2 effectively and efficiently? treatment in the right place – at home or as close to home as possible. How should health and social care services across West • Patients will experience services that are 3 Hertfordshire be configured to realise these opportunities? joined up. What organisational form(s) and commissioning / contracting • We want to live within our financial means model(s) best support the delivery of the preferred future and ensure sustainable services in the 4 configuration of services? future. The programme brings together clinical commissioners, social care, primary care providers and other NHS providers across west Hertfordshire to focus on the needs of local people 4 Your Care, Your Future: Working together for a healthier west Herts The scope of our review focuses on the residents of west Hertfordshire and six main partners. Other organisations on the boundaries are covered to a lesser extent Main partners Other organisations Commissions hospital, mental health and community services on behalf of the residents of west Hertfordshire. Commissions and provides social care services across Hertfordshire. Provides primary care services across four localities. Delivers a wide range of community health services for adults, children and young people across Hertfordshire. Provides health and social care for those with mental health problems 9 and those with learning disabilities. 2 Provides acute healthcare services to west Hertfordshire and a range of more specialised services to the surrounding populations. Provides urgent and emergency The west Hertfordshire population also medical care to people who call Acute sites outside of chooses to attend Luton and Dunstable 999 in Hertfordshire and five other west Hertfordshire University Hospital, Barnet and Chase counties. Farm Hospital and Amersham Hospital The HCT sites included are Apsley One, Potters Bar and Peace Children’s Centre 5 Your Care, Your Future: Working together for a healthier west Herts The HPFT sites included are Forest Lane, The Hub (main clinic) and The Hub (Watford Families) We are early in our journey to improve health and social care for the residents of west Hertfordshire – this interim case for change is the first key milestone We are Publish final here case for Publish change and interim case draft models Key for change of care decisions Continuous engagement with stakeholders Nov 14 – Feb 15 Mar 15 – Apr 15 Jun 15 – Dec 15 Further Explore options for Understanding engagement how services and the challenges to inform the organisations we face in final case for should be order to change configured to best develop an Explore and deliver services in interim case agree priorities line with agreed for change to develop priorities local services How well (how effectively and efficiently) are patients’ How should health and social care Addresses needs met by the current health and social care services across West Hertfordshire be 1 system across West Hertfordshire? 3 configured to realise these opportunities? questions: What organisational form(s) and What are the opportunities to meet future health and commissioning / contracting model(s) best social care needs of the West Hertfordshire support the delivery of the preferred future 2 population more effectively and efficiently? 4 configuration of services? 6 Your Care, Your Future: Working together for a healthier west Herts Our journey will be informed by the principles agreed by all partner organisations We are Publish final here case for Publish change and interim case draft models Key for change of care decisions Continuous engagement with stakeholders Nov 14 – Feb 15 Mar 15 – Apr 15 Jun 15 – Dec 15 We are a strong partnership committed to planning and delivering the best possible services and wellbeing to the people of west Hertfordshire. 1. Putting people not our organisations first when planning health and social care services for the future; 2. Ensuring quality and equality will be at the heart of all that we do, and in developing plans, organisations commit to upholding and improving the quality of care for people; 3. Ensuring that no decision is made on behalf of health and social care patients and customers without working with them to develop ideas and initiatives; 4. Planning, commissioning and delivering services, according to population needs and evidence-based practice, within the resources available to us as a health community; 5. Being honest and transparent with all stakeholders to build trust in the programme; this will include sharing the challenges we face and being open about our cost saving schemes (CIP and QIPP plans) for the West Hertfordshire health and social care system; 6. Working together constructively to develop coherent plans for the west Hertfordshire health and social care system; 7. Not taking unilateral action that potentially affects our Strategic choices or results in a cost or workload shift to other organisations which would destabilise it without prior review and discussion at the Programme Executive and further if necessary; and 8. Planning to operate within our collective financial means. 7 Your Care, Your Future: Working together for a healthier west Herts Contents Our approach Executive Summary Communications and engagement Where we want to be Where we are today Building on where we are today Appendices 8 Your Care, Your Future: Working together for a healthier west Herts Our case for change lays out the road map for where we want to get to and how we will achieve this starting from our current position 1. Where we want to be 2. Where we are today We want to meet and exceed the needs of our residents, including those who are difficult to reach. Today, Local people are supported to stay well, our population is living longer and leading a healthier lifestyle. Our Case for Change has identified areas promoting healthy living. where the needs of our population are not being met and we should better support them to stay well. We need to deliver care differently as demographic drivers will place an even greater pressure on the system in Patients and carers of all ages are the future, deteriorating health outcomes and increasing variance amongst localities, putting our most empowered to take an active part in 1 vulnerable patient groups at risk.
Load more

Recommended publications
  • Defence in a Competitive Age
    Defence in a competitive age CP 411 Defence in a competitive age Presented to Parliament by the Secretary of State for Defence by Command of Her Majesty March 2021 CP 411 © Crown copyright 2021 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3. Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at www.gov.uk/official-documents. Any enquiries regarding this publication should be sent to us at: SPOStrategy- [email protected] ISBN 978-1-5286-2462-6 CCS0221109268. 03/21 Printed on paper containing 75% recycled fibre content minimum Printed in the UK by the APS Group on behalf of the Controller of Her Majesty’s Stationery Office DEFENCE IN A COMPETITIVE AGE Foreword from the Secretary of State for Defence 01 Changing strategic context 05 02 The future battlefield 09 03 Our strategic approach 11 04 Evolving for the future 15 05 Defence’s contribution to Global Britain 27 06 Our workforce: our finest asset 35 07 Modernised forces for a competitive age 39 08 A stronger relationship with industry 61 09 Transforming our ways of working 65 Defence in a competitive age Foreword from the Secretary of State for Defence As a young officer, thirty years ago almost to the day, I was summoned to the drill square to have read aloud key decisions from the government’s defence review, Options for Change.
    [Show full text]
  • Environmental Science and Policy 124 (2021) 163–174
    Environmental Science and Policy 124 (2021) 163–174 Contents lists available at ScienceDirect Environmental Science and Policy journal homepage: www.elsevier.com/locate/envsci Adapting transformation and transforming adaptation to climate change using a pathways approach Matthew J. Colloff a,*, Russell Gorddard b, Nick Abel a, Bruno Locatelli c,d, Carina Wyborn a, James R.A. Butler e, Sandra Lavorel f,g, Lorrae van Kerkhoff a, Seona Meharg b, Claudia Múnera-Roldan´ a, Enora Bruley f, Giacomo Fedele h, Russell M. Wise b, Michael Dunlop b a Fenner School of Environment and Society, Australian National University, Canberra, Australian Capital Territory 2601, Australia b CSIRO Land and Water, Canberra, Australian Capital Territory 2601, Australia c Forests and Societies, CIRAD – Universit´e Montpellier, 34398 Montpellier, France d CIFOR, Lima 15024, Peru e CSIRO Land and Water, GPO Box 2583, Brisbane, Queensland 4001, Australia f Laboratoire d’Ecologie Alpine, CNRS – Universit´e Grenoble Alpes, 38000 Grenoble, France g Manaaki Whenua – Landcare Research, PO Box 69040, Lincoln 7640, New Zealand h Conservation International, Chauss´ee de Charleroi 112, 1060 Brussels, Belgium ARTICLE INFO ABSTRACT Keywords: Human actions have driven earth systems close to irreversible and profound change. The need to shift towards Decision context intentional transformative adaptation (ITA) is clear. Using case studies from the Transformative Adaptation Adaptation pathway Research Alliance (TARA), we explore ITA as a way of thinking and acting that is transformative in concept and Values, rules and knowledge (VRK) objectives, but achieved through a mix of incremental and transformative co-production processes that ulti­ Nature’s contribution to adaptation (NCA) mately lead to the social-ecological system being transformed.
    [Show full text]
  • TWICE a CITIZEN Celebrating a Century of Service by the Territorial Army in London
    TWICE A CITIZEN Celebrating a century of service by the Territorial Army in London www.TA100.co.uk The Reserve Forces’ and Cadets’ Association for Greater London Twice a Citizen “Every Territorial is twice a citizen, once when he does his ordinary job and the second time when he dons his uniform and plays his part in defence.” This booklet has been produced as a souvenir of the celebrations for the Centenary of the Territorial Field Marshal William Joseph Slim, Army in London. It should be remembered that at the time of the formation of the Rifle Volunteers 1st Viscount Slim, KG, GCB, GCMG, GCVO, GBE, DSO, MC in 1859, there was no County of London, only the City. Surrey and Kent extended to the south bank of the Thames, Middlesex lay on the north bank and Essex bordered the City on the east. Consequently, units raised in what later became the County of London bore their old county names. Readers will learn that Londoners have much to be proud of in their long history of volunteer service to the nation in its hours of need. From the Boer War in South Africa and two World Wars to the various conflicts in more recent times in The Balkans, Iraq and Afghanistan, London Volunteers and Territorials have stood together and fought alongside their Regular comrades. Some have won Britain’s highest award for valour - the Victoria Cross - and countless others have won gallantry awards and many have made the ultimate sacrifice in serving their country. This booklet may be recognised as a tribute to all London Territorials who have served in the past, to those who are currently serving and to those who will no doubt serve in the years to come.
    [Show full text]
  • Pwc, Heart of Hampshire
    www.pwc.co.uk Final Heart of Hampshire Devolution and the future of local government Confidential November 2016 Future of local government in the Heart of Hampshire Final Contents Important notice .......................................................................................................................... 4 Executive summary...................................................................................................................... 5 Future of local government in the Heart of Hampshire ............................................................................................. 5 Key points from the analysis ........................................................................................................................................ 6 Key conclusions and securing a devolution deal ....................................................................................................... 11 Overall conclusion ....................................................................................................................................................... 12 1. Introduction ....................................................................................................................... 13 1.1. Purpose of this report ....................................................................................................................................... 13 1.2. Hampshire and the Isle of Wight ....................................................................................................................
    [Show full text]
  • CMP227 Document At? 01 Initial Written ‘Change the G:D Split of Assessment Workgroup 02 Consultation
    Stage 02: Workgroup Consultation Connection and Use of System Code (CUSC) What stage is this CMP227 document at? 01 Initial Written ‘Change the G:D split of Assessment Workgroup 02 Consultation TNUoS charges, for Workgroup 03 Report 04 Code Administrator example to 15:85’ Consultation Draft CUSC 05 Modification Report 06 Final CUSC This proposal seeks to change the current 27:73 G:D split, Modification Report reducing the proportion of TNUoS charges paid by generators to a suggested ratio of 15:85. This document contains the discussion of the Workgroup which formed in March 2014 to develop and assess the proposal. Any interested party is able to make a response in line with the guidance set out in Section 8 of this document. Published on: 27th August 2014 Length of Consultation: 20 Working days Responses by: 24th September 2014 The Workgroup concludes: To be completed following the Workgroup Consultation High Impact: All parties which are liable for TNUoS charges Medium Impact: Low Impact: Page 1 of 56 Contents Any Questions? 1 Summary .............................................................................................. 3 Contact: 2 Background ......................................................................................... 4 Jade Clarke 3 Modification Proposal ......................................................................... 6 Code Administrator 4 Summary of Workgroup Discussions ............................................... 7 5 Workgroup Alternatives ...................................................................
    [Show full text]
  • Guide to the Regiment Journal 2015
    3 Her Majesty Queen Margrethe II of Denmark THE COLONEL-IN-CHIEF Contents PART I A Brief History Page 2 PART II The Regiment Today Page 33 PART III Regimental Information Page 46 Our Regiment, ‘The Tigers’, has I hope that you enjoy reading the now ‘come of age’, passed its Third Edition of this unique history twenty-first birthday and forged and thank the author, Colonel For further information its own modern identity based on Patrick Crowley, for updating the on the PWRR go to: recent operational experiences in content. I commend this excellent www.army.mod. Iraq and Afghanistan and its well- guide to our fine Regiment. uk/infantry/ known professionalism. Our long regiments/23994 heritage, explained in this Guide, Signed makes us proud to be the most New Virtual Museum web site: senior English Regiment of the www.armytigers.com Line and the Regiment of choice in London and the South East. If you are connected with the counties of Surrey, Kent, Sussex, Hampshire and the Isle of Wight, Middlesex and the Channel Islands, we are your regiment. We take a fierce pride Brigadier Richard Dennis OBE in our close connections with the The Colonel of The Regiment south of England where we recruit our soldiers and our PWRR Family consists of cadets, regular and reserve soldiers, veterans and their loved ones. In this Regiment, we celebrate the traditional virtues of courage, self-discipline and loyalty to our comrades and we take particular pride in the achievements of our junior ranks, like Sergeant Johnson Beharry, who won the Victoria Cross for his bravery under fire in Iraq.
    [Show full text]
  • Balancing the Budget Consultation
    Serving Hampshire Information Pack Balancing the Budget Consultation Hampshire County Council’s options for balancing its budget, from 2022-2024 hants.gov.uk Contents Balancing the Budget Consultation Information Pack 3 Introduction 3 Consultation scope 4 Hampshire County Council’s consultation policy 4 How to have your say 5 Section One: About Hampshire County Council 6 The County Council’s strategic aims 7 Section Two: About the County Council’s revenue budget 8 How the County Council is funded 8 How the budget is spent 9 How savings have been managed to-date 10 Section Three: Options for balancing the budget 13 Introducing and increasing charges for some services 13 Lobbying central Government for legislative change 13 Generating additional income 14 Using the County Council’s reserves 14 Reducing and changing services 15 Increasing Council Tax 37 Changing local government arrangements in Hampshire 41 Conclusion 42 2 Balancing the Budget Consultation Information Pack Hampshire County Council is asking for residents’ and stakeholders’ views on ways it could balance its budget in response to continuing pressures on local government funding and increasing demand for core public services. Consultation period: from midday on 7 June to 11:59pm on 18 July 2021. Introduction Throughout the COVID-19 pandemic, the County Council has continued to provide a wide range of services to the people of Hampshire. However, these unprecedented times have also placed an additional burden on the financial resilience and stability of the County Council, which was already under huge pressure from over a decade of national funding reductions. Although a strong track record of careful financial planning, and a prudent level of reserves has placed the County Council in a better position than some, the absence of a multi-year funding settlement from the Government means that we continue to face a budget shortfall of at least £80million over the next two years (2022/23 and 2023/24).
    [Show full text]
  • THE 24Th REGIMENTS LINKS with the COUNTY of WARWICKSHIRE
    THE 24th REGIMENT’S LINKS WITH THE COUNTY OF WARWICKSHIRE. A revision of the article of the same name from the Journal of the Anglo Zulu War Historical Society, June 1997. (Inaugural Edition). By Derrick Smart __________________________________________________________________________________ ‘Regiments are raised in troubled times’. The birth of the 24th Regiment was in accordance with this dictum. In the early months of 1689 William and Mary newly arrived from Holland, reigned uneasily over a country still recovering from James II’s determined bid to regain the throne of England in the revolution of 1688. That revolution led to war with Louis X1V’s France (Louis had championed the ill-fated James); and to fight the war it was necessary to provide troops. King William as was the custom of the times, sent off Commissions to the noblemen and landowners who supported his cause. One such Commission went to Sir Edward Dering, 3rd Baronet, of Surrenden in Kent. The Commission was acted upon at once. It was dated 8th March 1689 and by 28th March, the first muster was held and Dering’s Regiment became part of the Standing Army and thereafter named after the Colonel (1). The Royal Warrant of 1st July 1751 listing precedence gave the Regiment seniority as the 24th Regiment of Foot. The 24th formed a 2nd Battalion in Lincolnshire in 1756, which was used in 1758 to form the 69th Regiment of Foot. In 1782 they were re-titled as the 69th (South Lincolnshire) Regiment of Foot. The 24th Regiment’s 2nd Battalion was re-formed in Warwick in 1804 being disbanded in 1814.
    [Show full text]
  • The Wedding of His Royal Highness Prince William Of
    THE WEDDING OF HIS ROYAL HIGHNESS PRINCE WILLIAM OF WALES, K.G. WITH MISS CATHERINE MIDDLETON 29th APRIL 2011 A SUMMARY OF INFORMATION AS OF 28th APRIL 2011 1 Contents as of 28/04/11 Page ​ ● The Service 3 ● Costs 3 ● Timings 4 ● Members of the Wedding Party 6 ● Invitations 7 ● Selected Guest List for the Wedding Service at Westminster Abbey 8 ● Westminster Abbey Seating Plan 16 ● The Route 19 ● Cars and Carriages 19 ● Music for the Wedding Service 22 ● Wedding Musicians 24 ● Floral Displays 26 ● Wedding Ring 28 ● Receptions 29 ● Wedding Cake 30 ● Official Photographer 31 ● Westminster Abbey 32 ● Ceremonial Bodies 39 ● Official Souvenir Wedding Programme 41 ● New Coat of Arms for Miss Catherine Middleton and her Family 43 ● Instrument of Consent 45 ● Gifts 46 ● Wedding Website 54 ● The Royal Wedding Online – On the day 55 ● Visitors to London 57 ● Ministry of Defence Royal Wedding Commentary 58 ● The Royal Wedding Policing Operation 88 ● Media logistics 91 ● Biographies o Prince William 92 o Catherine Middleton 95 o The Prince of Wales 96 o The Duchess of Cornwall 99 o Prince Harry 100 o Clergy 102 o Organist and Master of the Choristers, Westminster Abbey 105 ● The British Monarchy 106 o The Queen 106 o The Prince of Wales 107 o The Royal Family 108 2 The Service The marriage of Prince William and Miss Catherine Middleton will take place at Westminster Abbey on Friday 29th April 2011. The Dean of Westminster will conduct the service, the Archbishop of Canterbury will marry Prince William and Miss Middleton, and the Bishop of London will give the address.
    [Show full text]
  • Power: a Practical Guide for Facilitating Social Change
    Democracy and Civil Society Programme Raji Hunjan and Jethro Pettit POWER: A PRACTICAL GUIDE FOR FACILITATING SOCIAL CHANGE 1 Acknowledgements The Carnegie UK Trust and the Joseph Rowntree Foundation are grateful to the Trust for London (City Parochial Foundation) and the Joseph Rowntree Charitable Trust for their active participation in developing our work on Power, by contributing funds, working closely with us to share the learning, and by encouraging their grant recipients to try out different approaches to power analysis. We would also like to thank Charlotte Flower, who facilitated all the workshops for 2009, Maro Pantazidou who co-facilitated workshops and gave invaluable support to participants in London during 2010, and Soumountha Keophilavong, who helped us to develop our work on power during her time as a Research Analyst at the Carnegie UK Trust. We would also like to thank John Gaventa at the Institute of Development Studies; Valerie Miller, Lisa VeneKlasen and their colleagues at Just Associates; Jo Rowlands at Oxfam Great Britain, and Irene Guijt of Learning by Design for all their inspiring efforts to develop new ways of understanding and shifting power. Most of all, we are grateful to the organisations that took part in the project for trusting us with the process of strengthening their own work and also advising us on how power analysis could help many more in the future. These organisations were Shpresa, Migrant and Refugee Communities Forum, Naz Project London, Eaves Housing, Spare Tyre Theatre Company, Praxis, Disability Action Islington, Fitzrovia Youth Project, Women and Girls Network, Forward, Iranian and Kurdish Women’s Organisation, African Women’s Support Project, Roots, Huddersfield Pakistani Muslim Association, JUST West Yorkshire, Clover Leaf Advocacy, and the Refugee Forum Leeds.
    [Show full text]
  • 'Promoting the Councillor Role to Employers'
    ‘Promoting the councillor role to employers ’ A Report for the South Yorkshire Improvement Programme To look is one thing To see what you look at is another To understand what you see is a third To learn from what you understand is still something else To act on what you see is all that matters Taoist proverb Paul Wheeler Director Political Skills Forum December 2008 1 Summary and list of Recommendations Councils in South Yorkshire would benefit from increasing the number of councillors in employment. They would add to the knowledge and experience in the Council Chamber and enhance the reputation of the council with partner organisations and central government. However a number of barriers exist to ensuring a higher proportion of councillors who are in employment and these need to be addressed. 1 Leadership of each local council to explore options for member meetings outside core hours of 9-5 with specific reference to scrutiny committees and meetings with Directors/Heads of Service. 2 Local Councils to develop publicity programme in council and external publications to promote the community leadership role of councillors. 3 Annual review, led by members, on use of member time and level of support for member role. 4 Research ‘governance map’ detailing allowances paid to those in local governance role in health, further education and other public sectors. 5 Improvement Board to research ‘jury service’ compensation system for small firms with employees involved in day time meetings for council duties. 6 Briefing note prepared by local councils and endorsed by LSP outlining the importance of the member role for the council and wider community.
    [Show full text]
  • Lincolnshire Sustainability and Transformation Plan Lincolnshire Sustainability and Transformation Plan
    Lincolnshire Sustainability and Transformation Plan Lincolnshire Sustainability and Transformation Plan Contents Foreword ........................................................................................................... 3 Women and Children ......................................................................................... 69 Lincolnshire Sustainability and Transformation Plan on a Page ............................ 6 Operational Efficiencies ...................................................................................... 72 Executive Summary ............................................................................................ 7 Operational Efficiencies - Implementation Plan ................................................... 73 Our vision .......................................................................................................... 14 Capacity Optimisation ........................................................................................ 74 Patient Stories .................................................................................................... 15 Capacity Optimisation - Implementation Plan ..................................................... 74 Lincolnshire’s Hoshin Planning Matrix ................................................................. 20 Workforce ......................................................................................................... 75 Lincolnshire Context ..........................................................................................
    [Show full text]