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Breakout session 1.5 Using clinical networks to drive quality improvement

Ian Golton Director, NHS Stroke Improvement Programme

and

Associate Director, Strategic Clinical Networks and Senates,

Yorkshire and the Humber

Why?

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Organisations join networks

because they can do what they

need to do more effectively

together than if they operate

alone.

“Networks bring together the providers of care and the

commissioners of care to work together to plan and

deliver high quality services for a specific population.

Networks aim to improve outcomes, improve patient

experience, improve the quality of treatment and care

[and] improve access to appropriate high quality

services”

“Networks should be established…bringing together key

stakeholders and providers to review, organise and

improve delivery of services across the care pathway”

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Network ‘bread and butter’

• Promoting the idea of a ‘patient pathway’

• Helping different individuals, teams and

organisations talk to each other

• Helping the interface with the ‘penumbra’ of non-

specialist services

• Developing a collective voice and perspective,

including a patient voice

• Providing expert advice to those who need it

• Helping the constituent parts to improve through

idea sharing and mutual support

How?

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‘Bread and butter’ activities

• Meeting each other

• Talking to each other

• Sharing information

• Developing Clinical Leads

• Special interest groups

• Patient groups

• Peer review/support visits

• Joint projects

• Coordinated voice to commissioners

Minimum resources

• Willingness

• Time

• Somewhere to meet and talk

• Leaders

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What happened?

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“Clinical networks are an NHS success story.

Combining the experience of clinicians, the input

of patients and the organisational vision of NHS

staff, they have supported and improved the way

we deliver care to patients in distinct areas,

delivering true integration across primary

secondary and often tertiary care.”

Bruce Keough and Jane Cummings (TBC)

NHS | Presentation to [XXXX Company] | [Type Date] 12

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Core Support Team Structure

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NHS CB LOCAL AREA

TEAM MEDICAL

DIRECTOR

The actual size of the

team will vary depending

on the population served

by the Clinical Senate but

core posts will exist in all

senates. SCN CLINICAL DIRECTOR SCN CLINICAL DIRECTOR

(approx. 0.4 wte)

SENATE CHAIR

SCN & SENATE

ASSOCIATE DIRECTOR

BAND 9

PA

BAND 5

SENATE MANAGER

0.5 wte BAND 8C

NETWORK MANAGERS

3 x BAND 8Cs

SENATE PA

0.5 wte BAND 4 NETWORK ASST 1 x

BAND 5 &

NETWORK ADMIN &

SUPPORT OFFICER 1x

BAND 4

QUALITY

IMPROVEMENTS LEADS

8 x BAND 6 - 8B

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To put it bluntly:

Workload

Resources

• Because there is one network support team there will only be 12 clinical networks

• Each support team will only have 11 posts

• Priorities and activities will be centrally dictated

• There will be no national support

Misconceptions:

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• A clear sense of purpose • A commitment to putting patients,

clinicians and carers at the heart of decision making

• An energised and proactive organisation offering leadership and direction

• A focused and professional organisation, easy to do business with

• An objective culture, using evidence to inform the full range of its activities

• A flexible organisation • An organisation committed to working in

partnership to achieve its goals • An open and transparent approach

Guiding values:

• All leads for the 12 Network Support Teams have been ‘appointed’

• Most of the NST teams have been completed

• Work plans are being discussed

• Local and national events are underway

• Various ‘working groups’ are looking at aspects of SCN functioning

• More guidance being published

Progress to date:

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• How will it all work? • How will the NHS work? • How to protect the best of what we

already have? • How to reconcile local versus central

priorities? • Getting started with mental health,

dementia, neurological conditions, maternity, children's services (plus building further diabetes and kidney care as part of CVD)

• Playing together nicely: SCNs, Senates, AHSNs, ODNs, CSUs, HWBs, LATS, CCGs, LPNs etc.

But, many questions still to be answered:

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• Make contact with your local (new) Network Support Team

• Self-organise

• Demonstrate how a little can go a long way

• Have your ‘pitch’ ready for different audiences

• Be (somewhat) shameless in pursuit of funding

• Partner with charities

• Keep an eye on Academic Health Science Networks

Suggestions:

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http://www.commissioningboard.nhs.uk/resources/networks-senates/

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Geographical Area Host LAT Associate Director

London London London Lucy Grothier

East of England East Anglia Ruth Ashmore

East Midlands Leicestershire and Lincolnshire Rebecca Larder

West Midlands Birmingham, Solihull and Black Country Danielle Taylor

Cheshire & Merseyside Cheshire, Warrington & Wirral Jan Vaughan

Greater Manchester, Lancashire & South

CumbriaGreater Manchester

Janet Ratcliffe

Northern England Cumbria, Northumberland, Tyne & Wear Roy McLachlan

Yorkshire & Humber South Yorkshire & Bassetlaw Ian Golton

South East Coast Surrey & Sussex Deborah Tomalin

South West CoastBristol, North Somerset, Somerset & South

Gloucestershire Sunita Berry

Thames Valley Thames Valley Aarti Chapman

Wessex Wessex Lucy Sutton

Midlands & East

North

South