welcome to the new gms & pms learning exchange
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The National Primary and Care Trust Development Programme. Welcome to The new GMS & PMS Learning Exchange. The National Primary and Care Trust Development Programme. New GMS Learning Exchange. The National Primary and Care Trust Development Programme. New GMS Learning Exchange. - PowerPoint PPT PresentationTRANSCRIPT
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Welcome to
The new GMS & PMS
Learning ExchangeThe National Primary and Care
Trust Development Programme
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New GMS Learning Exchange
The National Primary and Care Trust Development Programme
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The National Primary and Care Trust Development Programme
New GMS Learning Exchange
All support resources can be found at www.natpact/nhs.uk/primarycarecontracting
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New GMS Learning Exchange
All support resources can be found at www.natpact/nhs.uk/primarycarecontracting
The National Primary and Care Trust Development Programme
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New GMS Learning Exchange
New@NatPaCTOur weekly email update, rounds up new postings on all areas of this site, and is sent, free of charge to over 5,000 subscribers, usually on Wednesday afternoon. Occasionally we delay to catch an important announcement, or issue EXTRA editions in between.
Subscribe online or at the Modernisation Agency stand.
The National Primary and Care Trust Development Programme
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Dr Mohamed Dewji
Clinical Director for
Primary Care Contracting
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• Pay GPs or vehicle for strategic change?• Replace OOHs or re-shape emergency care?• Use QOF to effectively manage chronic
disease?• Enhanced services – shift treatment or a
‘cross to bear’?• Feedback on ‘the patient experience’ and
flexibility to progress the choice agenda?
PCT Strategic Tests
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• Take opportunities for skill mix and forge effective new partnerships e.g. with pharmacists?
• Positive impact on Recruitment, Retention and morale?
• Develop a more entrepreneurial culture in primary care?
• Use further flexibilities in PMS and PCTMS to tackle local issues.
PCT Strategic Tests
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Progress of primary care
Organisational Unit
Service Focus
Mechanismof
Delivery
IndividualG.P.s
IntegratedTrusts (NB
Kaiser)
PCGs / PCTs+ / -
Care Trusts
G.P. Units(larger
practices)
1965 2004 1997 1990
The RedBook
Communitiesof interest
Practice &geographicalcommunities
SpecificTarget Groups>75 years etc
IndividualPatients
Various NHS& Private Providers
PracticeContracts via PMS
GP Commissg
GP Fundholdg
TPP/Multifund
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PCTCommissioner
PMSProvider
PMSProvider
nGMSProvider
P
N NP
PP
Performers -mainly the Principals holding the contract
N
P
N NP
PP
N
P
N NP
PP
P
Primary Care – from April
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0 - 14 15 - 64 65 + 75 + 85 +
B&NES
BristolN Somerset
S Glos
-10.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Age group
Demographic Change by 2019
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Expected numbers of diabetics: now & by 2010
0
500
1000
1500
2000
2500
3000
0 - 4 5 16 17 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65 - 74 75 - 84 85 - 89 > 90Age bands
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Primary Care- future
PCTCommissioner
PMS/GMSProvider
P
N N
NPP
N
NP
N
P
SW
P
N C
NPNP
N
Consolidationof sites by GPs
or others
Integration into Managed CareOrganisations
Interpractice Consortia &
Collaboration
Contracting outto CommercialCos. NFP, Vol. Sector, et al.
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• Data rich society
• Performance management: changing role of CHAI
• Performance related incentives e.g. QOF in nGMS
• Benchmarking
• Outcome-driven contracting i.e. control v. empowerment
Accountability and monitoring
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• The Internet & access to information
• Role Redesign of health staff
• The changed role of the ‘professional’ with the ‘patient’
Technological Advance
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• Patient demand and individualism: more immediacy & less ‘community spirit’
• Work - life balance - flexibility, etc. IWLs• Increased career development with
portfolio careers / job variety• Networks of providers & covering shifts• Reduction of (i) continuity of care over
time & of (ii) long-term commitment
Implications
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• Self-determination, cohesion of society– Growth in private / ‘pay-as-you-go’ care – European Working Time Directive
• Rationing– Equitable distribution of resource / Costs – Proactive or reactive care / prevention– Coordination by PCTs of ‘public’ & ‘other’ providers
with equity / transparency of corporate governance and contracting
Implications
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• Strategic & Progressive Opportunity for Change in Primary Care
• Reshape Services – Use of OOH / Enhanced Services / QOF
• Choice & Diversity
• Skill-Mix – Patient Centred
• Use of Different Service Models Primary Care Driven NHS
Where to next?
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Questions and Discussion
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QUALITY & OUTCOMES FRAMEWORK
Dr Philip Leech
Principal Medical Officer
Department of Health
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Key points• The QOF is voluntary - but practices that don’t
take part are likely to rely on the MPIG
• PMS practices can opt out of the national QOF -
but agreeing local variations will be hard work
• Non-computerised practices will be at a distinct
disadvantage
• Day-to-day delivery of the QOF will fall more on
practice nurses and practice managers than on GPs
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Contents of QOF Guidance
Activities and milestones for 2004/5
Preparatory funding
Aspiration calculation and payment
Prevalence
Annual quality visits
Calculation of achievement points and payment
Ensuring equity and probity
IM&T and data flows
QOF review and adaptation
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QOF Improvement Cycle
Review
QOF IMPROVEMENT
CYCLE
Planning
ActionLearning
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QOF Activities for 2004/5
QOF 2004/5
Feb 2004 Agree
aspiration
Apr 2004Pay QPrep and QuIP
DES
April 2004QOF goes
live
April 2004DH guidance
on review visits
End April 2004
Monthly aspiration payments
August 2004QMAS system
goes live & provides monthly feedback
Oct 04 – Jan 05
Annual review visits take
place
April 2005 Achievement
payments made
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Structure of the QOF - 1• Clinical domain
- 76 indicators
- 10 disease areas (CHD, stroke/ TIA, cancer, hypothryroidism, diabetes, hypertension, mental health, asthma, COPD and epilepsy)
- 550 points
• Organisational domain- 56 indicators
- 5 areas (records, information, patient communication, education and training, practice management and medicines management)
- 184 points
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Structure of the QOF - 2
• Patient experience domain
- 4 indicators
- 2 areas (patient survey and consultation length)
- 100 points
• Additional services domain- 10 indicators
- 4 areas (cervical screening, child health surveillance, maternity services and contraceptive services)
- 36 points
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Structure of the QOF - 3
• Holistic care payments
- based on points scored in clinical domain
- 100 points
• Quality practice payments- based on points scored in organisational, patient experience and additional services domains
- 30 points
• Access bonus- based on achievement of 24/ 48 hour access target
- 50 points
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Preparatory funding
• Quality Preparation Payments (QPrep)– Nov 2003: all receive payment (£9000 for practice with
average list size)– end Apr 2004: second payment (£3250 for average
practice) for practices participating in QOF
• Quality Information Preparation (QuIP) DES– to help practices summarise records, depending on list
size and amount of work– PCTs offer 2004 QuIP to practices by 1 Jan 2004– for 2005, schemes agreed before 1 Apr 2004 are paid to
practices with next monthly payment
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Aspiration Payments
• Arrangements for 2004/5– practice and PCT agree aspiration points total– practice paid a third of this– not weighted by prevalence but weighted by relative list size
• Arrangements for 2005/6– practice paid on the basis of 60% of its achievement
payment for the previous year– weighted by prevalence and relative list size
• Aspiration payments paid monthly
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Prevalence adjustment
• Only applies to practices doing national QOF
• Acknowledges that practices with low prevalence still have costs in setting up registers and regularly checking patients.
• Provides adequate income protection to practices with lowest prevalence
• Delivers appropriate rewards to practices with highest prevalence (no cap!)
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How does it work?
• Prevalence adjustment is based on the contractor’s prevalence measured against the national average
• Contractor’s prevalence = no of patients on disease register
• Separate calculation made for each disease area
• Adjusts the pounds per point available for each disease area
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CHD
Distribution of £s per point, under raw and adjusted prevalence rates - CHD
0
5
10
15
20
25
30
35
40
45
up t
o £
5
£5-£
10
£10-£
15
£15-£
20
£20-£
25
£25-£
30
£30-£
35
£35-£
40
£40-£
45
£45-£
50
£50-£
55
£55-£
60
£60-£
65
£65-£
70
£70-£
75
£75-£
80
£80-£
85
£85-£
90
£90-£
95
£95-£
100
£100-£
105
£105-£
110
£11
0-£
115
£11
5-£
120
£120-£
125
£125-£
130
£130-£
135
£135-£
140
£140-£
145
freq
uen
cy
Raw
Adjusted
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Additional Services Adjustment
• Pounds per point adjusted by relative size of target population
• Protects contractors with large target populations
• Rewards for greater workload
• Relative size of contractor’s target population is compared to national average
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Target Populations
Cervical screening Women aged 25 to 64 years
Child health surveillance Children aged under 5 years
Maternity services Women aged under 55 years
Contraceptive services Women aged under 55 years
Cervical Screening
Child health surveillance
Maternity Services
Contraceptive Services
Women aged 25 to 64 years
Children aged under 5 years
Women aged under 55 years
Women aged under 55 years
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Don’t panic!
• For the national QOF, these calculations will be made automatically by the IMT software (Quality and Outcomes Framework Management & Analysis System aka QMAS)
• PCTs of PMS practices taking part in a locally agreed QOF will need to do their own calculations
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Annual Review
• Commissioned the School of Health and Related Research (ScHARR) to develop proposals
• Separate guidance will be published in April 2004 by DH
• Current guidance sets out key principles
• Visits should take place between October and January - PCT should agree and publish a schedule
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Supporting Information
• Supporting information to be submitted by contractor one month before the visit
• Required information set out in New GMS Contract 2003: Supplementary Guidance
• Must cover all areas for which the contractor intends to submit an achievement claim
• Will certainly include levels of exception reporting and any anomalous data eg on referrals
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Annual Review Assessors
• Selected on the basis of meeting certain competencies
• Appropriately trained - national training available for a limited number of assessors
• One assessor will normally be a doctor (or another healthcare professional by agreement between practice and PCT)
• One assessor will normally be a lay person• Bound by a code of practice on confidentiality• Visit may involve LMC
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Outcomes of the Visit
• Assessment of contractor’s likely achievement against the QOF
• Written report, seen in draft by the practice
• Remedial plan if visit highlights issues around data quality eg Read coding
• Remedial plan to be implemented by contractor within one month of agreement
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Annual Review Visit
DO• Identify the person responsible for visits
• Start working on a visit schedule now
• Identify potential assessors, and check availability
• Wait for publication of national guidance in April before working on the detail
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Annual Review Visit
DON’T• Get too bogged down in detail: further guidance
will be published in April
• Assume national training will be available for ALL your assessors
• Ignore everything until April!
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Ensuring Equity & Probity
• PCT verification of achievement claims before payment
• PCTs can re-score contractors’ achievement claims, in some circumstances
• Remedial action on data quality if annual review visit generates concerns
• Random 5% check of achievement claims to deter fraud
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IM&T and Data Flows
• Practices do not need new software, just an RFA99 compliant clinical system
• Reports from QMAS - monthly to PCTs, at least monthly to practices
• QMAS reports will, in time, have comparative data on achievement and trends (local and national)
• Consultation on impact of Freedom of Information Act (kicks in January 2005)
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GP Practice
PCT
PCT Payment Agency
OtherAchievement
Data(Web)
NHAIS
PC
Management and AnalysisSystem (MAS)
Centralised IM&T
Achievement Reports(Web)
Achievement Reports(Web)
AgreedAchievement(IT Interface)
Payments(BACS)
Clinical SystemAchievement Data
(IT Interface)
PC
GP ClinicalSystem
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Review of QOF
• Process for reviewing QOF will be established this year
• Will be informed by PMS local QOF experience
• Major changes unlikely before April 2006
• Smaller changes before then to remove errors and take into account groundbreaking new evidence
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• The IMT will do all the calculations for you
• You need to focus on:
- appointing a QOF lead for your PCT
- agreeing aspirations (if you haven’t already)
- encouraging practices to get ready for the IMT (Read codes, list cleaning, computerisation)
- identifying potential assessors
- booking annual review visits
• You are part of a world first!
To sum up...
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Getting more information
• GMS and PMS:
helpline - 0845 900 0008
inbox - [email protected]
website - www.natpact.nhs.uk/primarycarecontracting/
• QOF guidance:
GMS www.doh.gov.uk/gmscontract/implementation.htm
PMS www.doh.gov.uk/pmsdevelopment/
pmsarrangementsdec03.pdf
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New Contracts in Primary Care: workforce issues
Kate Billingham
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Starting pointNurses in general practice can experience :
– no contracts– less than rigorous scrutiny on appointment
[illegal employment!]– limited training opportunities– limited feedback on performance– no consistent professional development– limited integration with other nurses– lack of access to nursing leadership
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Improving employment conditions
“Primary care professionals need to be:– eligible to perform services– recruited and retained– development needs to be supported– deserve adequate pensions”
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This will mean...
• Job descriptions
• Pre-employment references to be checked
• Registered with relevant professional body
• Agenda for Change principles to be implemented
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Support development needs
• having a say and being consulted
• new roles are supported by training
• access to clinical supervision and appraisal
• access to CPD and professional advice
The regulations say…………..
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• The contractor shall ensure that for any health professional performing clinical services under the contract there are in place arrangements for the purpose of maintaining and updating his skills and knowledge in relation to the services he is performing (para 59)
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• The contractor shall afford to each employee reasonable opportunities to undertake appropriate training with a view to maintaining competence (para 60)
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The risks
• Nurses and others will not be competent for their new roles
• Workforce supply will be inadequate
• Poor professional engagement
• Principles of Agenda for Change are not implemented
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What needs to be done
• PCT staff need to provide HR support to practices
• Use and strengthen tools already available e.g clinical governance
• Monitor the HR elements of the contracts
• Involve professional bodies
• Clarify professional accountability
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New and modified roles
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Hold discussions with...• Other local PCTs
• Workforce Development Confederations
• Strategic Health Authorities
• Local universities
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In summary
• Different contractual relationship• PCTs will be commissioning primary care
– a practice– a group of practices– a PCT employee– an alternative provider
• Professional advice and input will be crucial
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Liberate the Talents
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Delivering Out-of-Hours Services
David Carson
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www.out-of-hours.infoMy Presentation
• Policy Framework
• Who will deliver OOH services?
• The role of PCTs and SHAs
• Some cross-cutting issues
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www.out-of-hours.infoBackground Policy Framework
• OOH Review
• REC
• NHSD Review
• nGMS
• Choice and Plurality
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www.out-of-hours.infoPolicy I : OOH Review
• Standards
• Clinical Leadership
• Integrated OOH services
• Network of providers
• Joined up planning and commissioning
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www.out-of-hours.info
Policy II: Reforming Emergency Care
• Same principles as OOH• Current focus on A&E headline figure• Integrated response to Minor Illness
and Injury• Solutions may reside outside A&E
within network provision• Chronic disease management - real
opportunities in contract
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www.out-of-hours.info
Policy III: NHS Direct Review
• Technical Links• Capacity in 2004/5 and 2005/6• Clear set of criteria being developed for
joint operational arrangements• Ensure that developed arrangements
are consistent with NHSD direction and key role in emergency care.
• NHSD commissioning framework out for consultation
• Must be in the development process - integration of clinical processes
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www.out-of-hours.infoPolicy IV : nGMS
• Opt out is not partial
• Specific notice periods
• OOH will provide mechanism to meet in-hours nGMS Challenge
• Opportunity to build PC capacity and volume
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www.out-of-hours.infoPolicy V: Plurality
• NHS
• Mutual / Voluntary Sector
• Private Sector
• All have a role
• PCT provision is perhaps backstop choice
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www.out-of-hours.infoWho will deliver OOH Services?
• GP Opt-Out and re-provision
• Capacity Information
• Providers
• Mutuality
• Commercial Providers
• The Ambulance Service
• NHS Direct
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www.out-of-hours.infoDelivery I: GP opt-out & re-provision.
• Relevant yes but perhaps not in terms of re-provision
• 2 Different things• Opt out is Practice decision• Look beyond this question• Services staffed by GPs and others
attracted to work in services and providers
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www.out-of-hours.info
Delivery II : Capacity Information
• Urgent need to collect and collate existing information
• Should be mapped by:• Case mix• Geography• Time• Competencies
• Use as basis of planning integrated service• All data should be shared with all providers
(including acute and ambulance service)
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www.out-of-hours.infoDelivery III : Providers
• Limited view of opportunities by some• Providers stop competing on all
aspects – cooperate and build on your strengths (none are good at everything)
• More opportunity for joint development• More attention to planning process• At scale versus local• Provider development process is
needed in every area
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www.out-of-hours.infoDelivery IV : Mutuality
• COOP to COOP• Basis of COOP membership changes from
those with responsibility to those working within COOP and beyond.
• Will require support as per guidance from PCTs• Working on governance models
• Provider development• Further papers coming
• Mutual Transfer - January• Model Constitution - March
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www.out-of-hours.infoDelivery V: Commercial Providers
• Strengths
• Resilience due to size
• Clinical governance structures
• Logistics and management capacity
• Often complementary services to local COOPs
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www.out-of-hours.infoDelivery VI: Ambulance Service
• Also Strengths
• Part of network
• Have increasing role
• Must be at the table
• Time to develop effective PC Capacity
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www.out-of-hours.infoDelivery VII: NHS Direct
• Technical Links• Capacity in 2004/5 and 2005/6• Clear set of criteria being developed for
joint operational arrangements• Ensure that developed arrangements
are consistent with NHSD direction and key role in emergency care.
• NHSD commissioning framework out for consultation
• Must be in the development process - integration of clinical processes
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www.out-of-hours.info PCTs
• Networks• Inter-PCT Co-operation • Self-provision
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www.out-of-hours.infoPCTs I : Networks
• Have you achieved contestability and sustainability?
• A network gives more options than a single preferred provider
• Yet to see an area in which a single provider has all the answers
• Support providers (or establish new providers)
• Support change• Give OOH the priority it requires
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www.out-of-hours.infoPCTs II: Inter-PCT
Co-operation
• Potential for one PCT solution to destabilise others
• Agree on what development activity could be shared
• Inter PCT process requires proper attention (probably at Board level)
• Single PCT options will be very rare
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www.out-of-hours.infoPCT III: Self-Provision
• OOH Volumes within individual PCTs are low - few economies to be gained
• Enough service volume to have senior professional and operational leadership?
• Track record?• Delivers contract but what next?• Aspects of provision at scale do not exclude local
initiatives• Question the perception that PCT provision is the
only way to control costs
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www.out-of-hours.infoRole of SHAs
• Key role• Overview of PCT process• Review of plans and hot spots• Key role in ensuring plurality and adequate provision• Overview of capacity and market
• No of providers• Capacity of providers• Assure overall provision is adequate
• Benchmark and support PCT action
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www.out-of-hours.infoOther Issues
• Workforce
• Clinical Leadership
• Procurement and tendering
• Accreditation and the Quality Standards
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www.out-of-hours.info
Other Issues I : Workforce
• Significant number of WF initiatives in Agency and in WDCs
• Important for SHAs and PCTs to ensure OOH and PC issues are on WDC agenda now
• No magic bullet but skill mix and flexible roles are key
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www.out-of-hours.infoOther Issues II :
Clinical Leadership
• Effective clinical leadership underpins effective team working
• Clinical leaders key role in developing brokering network / inter provider operational arrangements
• Employed skill mix workforce (even GPs may be employed in new OOH organisations)
• The organisational structure requires capacity and competency to attract, develop and support senior clinical leaders
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www.out-of-hours.info
Other Issues III: Procurement &
Tendering
• Procurement is not the same as tendering • It is legitimate to include providers in process• Providers should identify strengths / weakness
& the benefits of joint working• Then working co-operatively• We do not have excess capacity• We need to build capacity
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www.out-of-hours.info
Other Issues IV: Accreditation &
Standards
• Under review
• Process of accreditation potentially within contracting
• Standards will apply to all providers (including practices who do not opt out)
• Revised Standards in April
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www.out-of-hours.infoA Unique Opportunity
• Best opportunity in a generation to build on the best of current practice
• Will require focussed work and investment.
• More complex but worth the effort
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Delivering OOHs services
David Carson
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www.out-of-hours.infoOOH ChallengesOOH Challenges• Providers• Networks• Joint operations• Clinical leadership• Making most of opportunities• Short medium and long term
arrangements• Immediate priority not the enemy of
the next stage• Workforce
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The new GMS
& PMS
Learning Exchange
The National Primary and Care Trust Development Programme