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NHS WESTERN ISLES ANNUAL OPERATIONAL PLAN 2020/21 to 2022/23

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NHS WESTERN ISLES ANNUAL OPERATIONAL PLAN 2020/21 to 2022/23 Board Meeting 29.04.20 Agenda Item: 5.2.2 Purpose: For Approval NHS WESTERN ISLES ANNUAL OPERATIONAL PLAN 2020/21 to 2022/23 (FINAL DRAFT MARCH 2020) WESTERN ISLES HEALTH AND SOCIAL CARE PARTNERSHIP CÙRAM IS SLÀINTE NAN EILEAN SIAR Board Meeting 29.04.20 Agenda Item: 5.2.2 Purpose: For Approval Contents Section 1: Chief Executive Introduction to the strategic vision 3 Section 2: Elective Care (including diagnostics) 4 Section 3: Unscheduled Care 17 Section 4: Cancer Services 26 Section 5: Healthcare Associated Infection 33 Section 6: Oral Health 38 Section 7: Stroke Care 41 Section 8: Public Health / Health Improvement 48 Section 9: Person Centred Visiting 78 Section 10: Health and Care (Staffing) (Scotland) Act 2019 80 Section 11: Human Resources / Workforce 97 Section 12: Mental Health Services 110 Section 13: Winter Planning 121 Section 14: Integration 122 Section 15: Primary Care 125 Section 16: Digital Health 128 Section 17: Financial Planning 139 Board Meeting 29.04.20 Agenda Item: 5.2.2 Purpose: For Approval Section 1: Chief Executive introduction to the strategic vision To Follow Board Meeting 29.04.20 Agenda Item: 5.2.2 Purpose: For Approval Section 2: Elective Care (including diagnostics) Area of development 2-1: TREATMENT TIME GUARANTEE: MAINTAIN 100% PERFORMANCE Performance Indicator and In order to achieve and to maintain the target of 100% of patients being treated within 12 weeks, target/standard NHS Western Isles seeks to effectively administer Waiting Lists and to liaise with both local and national stakeholders. The financial and workforce details that will support this are detailed in the Elective Activity and Waiting Times Improvement Plan document. The below initiatives will ensure that NHS Western Isles maintains this 100% record. Service Development overview / planning narrative ADMINISTRATION (including financial and To monitor Waiting Lists, liaise with all stakeholders and arrange Waiting List Initiatives workforce details) where the potential of breaching exists. Year 1-3: Update internal templates on a weekly basis and investigate any unbooked cases which threaten to breach in the next month. LOCAL INITIATIVES To liaise with substantive consultants (in General Surgery, Orthopaedics and Gynaecology) and other departments in order to effectively manage Waiting Lists. Year 1-3: Agree theatre time with consultants, efficiently utilise lists and grant sufficient use of Theatre to visiting consultants in order to meet TTG target across all specialities. Year 1-3: Arrange Waiting List Initiatives where core activity is insufficient to meet demand. Ensure that the required clinical equipment is available in order to carry out elective work. Year 1: Overcome problems with wet and contaminated equipment which is currently leading to numerous procedures being cancelled. Year 1-3: Replace old instrumentation on a rolling basis. Board Meeting 29.04.20 Agenda Item: 5.2.2 Purpose: For Approval Ensure that adequate bed and staffs levels are in place to proceed with all elective work. Year 1-3: Utilise bank staff when contingency beds are opened. Year 1-3: Seek to reduce the number of delayed discharges and thereby increase the number of beds available to carry out elective work. Work with Theatre Department management in order to schedule appropriately and to arrange additional lists (taking staffing and equipment availability into account). Work with Theatre Department to maximise utilisation (reducing late starts, over-runs etc.). Year 1 – create and formalise Theatre Utilisation group. Work with the local MSK group in order to commence ACRT and thereby reduce the number patients listed for surgery. Also strive to improve Day of Surgery Admissions, Length of Stays etc. Year 1 – to commence ACRT in Orthopaedics. Work with IT in order to utilise the technology available that will improve both waiting times and patient experience. Year 1 – arrange for Uist patients to have Orthopaedic Pre-Op’s by VC where appropriate rather than waiting once a month for visit from Stornoway nurses. NATIONAL INITIATIVES To liaise with other boards (mainly NHS Highland & NHS Greater Glasgow & Clyde) and other visiting consultants in order to build relationships, make service improvements and arrange Waiting List Initiatives. Year 1:- Ophthalmology – appoint Global Citizenship consultant in May 2020 in conjunction with NHS Highland and NHS Orkney. This will provide an additional 20 days to the current core SLA activity. ENT – to communicate effectively with NHS Highland and locum consultant (Ms O Deme) to ensure that all patients are listed appropriately (i.e. local list or Raigmore list) Board Meeting 29.04.20 Agenda Item: 5.2.2 Purpose: For Approval OMFS – communicate Waiting List information with locum consultant, planning yearly visits and ensuring adequate Theatre time is agreed. To utilise mainland capacity when required (Nuffield, Ross Hall, Albyn etc.) in order to maintain 100% performance. Year 1 development - specifics 100% TTG performance at the end of Year 1. ADMINISTRATION To monitor Waiting Lists, liaise with all stakeholders and arrange Waiting List Initiatives where the potential of breaching exists. Year 1-3: Update internal templates on a weekly basis and investigate any unbooked cases which threaten to breach in the next month. LOCAL INITIATIVES To liaise with substantive consultants (in General Surgery, Orthopaedics and Gynaecology) and other departments in order to effectively manage Waiting Lists. Outcome based evidence Year 1-3: Agree theatre time with consultants, efficiently utilise lists and grant sufficient use (clear milestones) of Theatre to visiting consultants in order to meet TTG target across all specialities. Year 1-3: Arrange Waiting List Initiatives where core activity is insufficient to meet demand. Ensure that the required clinical equipment is available in order to carry out elective work. Year 1-3: Replace old instrumentation on a rolling basis. Ensure that adequate bed and staffs levels are in place to proceed with all elective work. Year 1-3: Utilise bank staff when contingency beds are opened. Year 1-3: Seek to reduce the number of delayed discharges and thereby increase the number of beds available to carry out elective work. Board Meeting 29.04.20 Agenda Item: 5.2.2 Purpose: For Approval Work with Theatre Department management in order to schedule appropriately and to arrange additional lists (taking staffing and equipment availability into account). Work with Theatre Department to maximise utilisation (reducing late starts, over-runs etc.). Continue to work with the local MSK group in order to reduce the number patients listed for surgery, improve Day of Surgery Admissions, length of Stays etc. Work with IT in order to utilise the technology available that will improve both waiting times and patient experience. NATIONAL INITIATIVES To liaise with other boards ((mainly NHS Highland & NHS Greater Glasgow & Clyde) and other visiting consultants in order to build relationships, make service improvements and arrange Waiting List Initiatives. TTG specialities dependent on visiting consultants are ENT (Highland), Ophthalmology (Highland) & OMFS (locum). To utilise mainland capacity when required (Nuffield, Ross Hall, Albyn etc.) in order to maintain 100% performance. Year 2 development – 100% TTG performance at the end of Year 2. specifics ADMINISTRATION To monitor Waiting Lists, liaise with all stakeholders and arrange Waiting List Initiatives where the potential of breaching exists. Year 1-3: Update internal templates on a weekly basis and investigate any unbooked cases Outcome based evidence which threaten to breach in the next month. (clear milestones) LOCAL INITIATIVES To liaise with substantive consultants (in General Surgery, Orthopaedics and Gynaecology) and other departments in order to effectively manage Waiting Lists. Board Meeting 29.04.20 Agenda Item: 5.2.2 Purpose: For Approval Year 1-3: Agree theatre time with consultants, efficiently utilise lists and grant sufficient use of Theatre to visiting consultants in order to meet TTG target across all specialities. Year 1-3: Arrange Waiting List Initiatives where core activity is insufficient to meet demand. Ensure that the required clinical equipment is available in order to carry out elective work. Year 1-3: Replace old instrumentation on a rolling basis. Ensure that adequate bed and staffs levels are in place to proceed with all elective work. Year 1-3: Utilise bank staff when contingency beds are opened. Year 1-3: Seek to reduce the number of delayed discharges and thereby increase the number of beds available to carry out elective work. Work with Theatre Department management in order to schedule appropriately and to arrange additional lists (taking staffing and equipment availability into account). Work with Theatre Department to maximise utilisation (reducing late starts, over-runs etc.). Continue to work with the local MSK group in order to reduce the number patients listed for surgery, improve Day of Surgery Admissions, length of Stays etc. Work with IT in order to utilise the technology available that will improve both waiting times and patient experience. NATIONAL INITIATIVES To liaise with other boards (mainly NHS Highland & NHS Greater Glasgow & Clyde) and other visiting consultants in order to build relationships, make service improvements and arrange Waiting List Initiatives. TTG specialities dependent on visiting consultants are ENT (Highland), Ophthalmology
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