Delivery plan 2019 -2024 - Version 0.1 Shared: Transformation - West Yorkshire and Harrogate ...
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Delivery plan
2019 –2024
Version 0.1 Shared:
Transformation Workforce Premises and Digital Investment Access and Resilience Dental, Community Delivery Communications and
Pharmacy and Eye Health EngagementOur approach
The strategic themes that link through our
strategy approach include:
The right scale: Scale working could be applied
at practice, PCN, Place or WY&H level
Understanding population need: Using
intelligence to understand the needs of our
community
Working together: Building links, relationships
and partnerships to optimise and streamline
delivery
Resourced to reduce unwarranted variation: A
reduction in all types of unwarranted variation
will increase value for populations, ensuring that
the right people are given the right care in the
right place at the right time
Empowerment of people: Supporting people to
take control over their health and participate as
an equal.
Each objective within our delivery plan will link
back to a strategic theme and describe the
vehicle for delivery.
Transformation Workforce Premises and Digital Investment Access and Resilience Dental, Community Delivery Communications and
Pharmacy and Eye Health EngagementTransformation
Strategic Delivery Current
2019
2020
2020
2021
2021
2022
2022
2023
2023
2024
PCN/Place/ICS
theme vehicle position
Strategy objective Q3 Q4 Q1 Q2 Q3 Q4
Understanding
Work with programme board to asses the maturity of PCNs ICS Programme Board On going
need
Understanding ICS led, delivery at WY&H ICS Primary
Hold 6 place events in collaboration with the Improving Population Health workstream and NAPC. In progress
need place Care Team
Establish a regular peer network for Clinical Directors; initially to explore options for working together and the potential to develop a Working WY&H ICS Primary
ICS In progress
consistent offer together Care Team
Through links with the personalised care teams will implement a pilot at PCN level looking at how personalised care can be embedded
Working ICS led, delivery at Personalised Care
through network working. We will start with engagement around learning disabilities and a COPD pilot as part of the personalised care In progress
together PCN Programme
programme (PCNs linking in with other ICS programmes)
Support our PCNs in their local delivery of the seven national service specifications when released in 2020 /2021. The right scale ICS TBC Not started
Support PCNs in their approach to Population Health management with the right level of information/ health data to define their Understanding
Place CCGs and PCNs In progress
health and social care needs and support in how best to manage this data to deliver true population health management need
Places will understand their ‘skills gap’ and be able to define how as WY&H this can be addressed. We will support our PCNs to look at Understanding ICS led, delivery at
TBC Not started
their workforce beyond their own GP practices and to the wider health and social care partners within their own neighbourhoods. need place
Third Sector and
Work in partnership with Voluntary and Community Sector to explore opportunities for supporting PCNs, enabling closer links with Working In progress
Place and PCN Community Local
communities aligning closely to the requirements of the LTP in areas such as Mental Health and Learning Disabilities. together
Care Partnerships
Explore approaches to ensure Clinical Directors (if GPs or nurses) engage with Pharmacy, Eyecare Local Professional Network (LPN) Working ICS, Place, and
ICS, CCGs and PCNs In progress
leads as per expectations in PCN development support prospectus. together PCN
Explore opportunities for PCNs to work more effectively with Dental professionals contributing toward clinical pathway changes and Working
TBC TBC Not started
care closer to home with the aim to have one of our PCNs integrating with the Dental Agenda. together
Working
Work collaboratively with the Mental Health programme to support the delivery of 75% delivery of LD health checks in PCNs by 2023. TBC TBC Not started
together
Principles Interdependencies
• Work closely with places to help shape the support directed to PCNs through both the NHS E&I funding and potential local offers of support • Personalised care programme
• Facilitate the learning across the WY&H area • Mental health programme
• Continue to support the development of PCN’s and highlighting and implementing opportunities for At Scale working • Improving population health programme
Transformation Workforce Premises and Digital Investment Access and Resilience Dental, Community Delivery Communications and
Pharmacy and Eye Health EngagementWorkforce
Strategic Delivery Current
2019
2020
2020
2021
2021
2022
2022
2023
2023
2024
PCN/Place/ICS
theme vehicle position
Objective Q3 Q4 Q1 Q2 Q3 Q4
Understanding the Baseline – Gather local intelligence, collating a more accurate baseline to inform local and ICS workforce planning Understanding Primary Care In progress
and strategies for Attracting, Retaining and Training initiatives need Workforce Steering
ICS
Group
The 5 additional roles.
Amalgamation of PCN workforce plans for analysis at local and ICS level. Understanding See transformation
need ICS
Primary Care Nursing – development of a WY&H Partnership approach to the training and development of Primary Care Nursing The right scale TBC TBC
aligning to the ten-point plan. ICS
Training Needs Analysis – support for local systems to understand the Training and Development needs of the Primary Care Workforce Understanding Primary Care In progress
across the Partnership aligning to the wider system priority of Primary Care Networks and Population Health Management. (18 month needs ICS Workforce Steering
started Jan) Group
Engagement with education providers across the Partnership to develop effective links with those training and developing the Empowerment TBC In progress,
workforce. Enabling a focus on the ways of working in primary care and helping individuals to understand primary care roles and of people ICS subject to TNA
potential career pathways at an earlier stage in working lives.
Apprenticeship Levy – Support for places to access the Apprenticeship Levy through working with the West Yorkshire and Harrogate Empowerment CCGs In progress
Excellence Centre. of people Place
Preceptorship Models and New Ways of Working – development of a Partnership approach to Preceptorship models and infrastructure Empowerment ICS led, delivery at Primary Care Team In progress
support for the new roles in Primary Care. of people place
Organisational development for systems to enable co-production of workforce strategies at place and Partnership Level (6 months) Working Leadership
together ICS In progress
Academy
Principles Interdependencies
• We will support delivery and infrastructure for the new PCN Workforce Roles. This will be supported through the Primary • WY&H Workforce Programme
Care Workforce Steering Group in collaboration with HEE, Training Hubs and LWAB. • Local Workforce Action Board
• will work with key partners including; NHS E&I, Health Education England, Primary Care Training Hub, PCNs and community
providers, to maximise the use of system levers to support the joint planning and delivery of workforce solutions and to
mitigate workforce risk across primary care
Transformation Workforce Premises and Digital Investment Access and Resilience Dental, Community Delivery Communications and
Pharmacy and Eye Health EngagementPremises and Digital
Strategic Delivery Current
2019
2020
2020
2021
2021
2022
2022
2023
2023
2024
PCN/Place/ICS
theme vehicle position
Objective Q3 Q4 Q1 Q2 Q3 Q4
All practices will be offering and promoting electronic ordering of repeat prescriptions and using electronic repeat dispensing for all Reducing Complete
patients for whom it is clinically appropriate from April 2019 variation Place
The right scale
All patients will have the right to online consultation by April 2020 Empowerment Digital and In progress
of people ICS and Place Interoperability
Programme
All patients will have online access to their full record from April 2020 Empowerment Individual practices In progress
of people Place
All practices will need by April 2020 to have an up-to-date and informative online presence Empowerment Individual practices In progress
of people Place
All practices will be giving all patients access online to correspondence by April 2020 Empowerment Individual practices In progress
of people Place
All practices will be offering consultations via video by April 2021 at the latest Empowerment CCGs In progress
of people ICS and Place
Promote locally the use of the NHS App Empowerment CCGs Not started
of people Place
The right scale
Continue to support the existing LHCRE project across Yorkshire & Humber with full implementation by 2024 Working Digital and In progress
together ICS and Place Interoperability
Programme
Develop an estates strategy for PCNs in West Yorkshire and Harrogate Working Estates programme In progress
together ICS and Place and PCC
programme
Principles Interdependencies
• Encourage organisations across the HCP to work together to develop business cases (i.e. 'do once') to support progression • WY&H Capital and Estates Programme
of our wider objectives for GP practices working at scale • Digital and Interoperability Programme
• Pool resources wherever appropriate
• Use every opportunity to promote the use of technology for both clinicians and patients
• Work collaboratively with the WY&H Digital Programme to support digital and technology enhancements that will enable
improved access, quality of care and choice
Transformation Workforce Premises and Digital Investment Access and Resilience Dental, Community Delivery Communications and
Pharmacy and Eye Health EngagementInvestment
Strategic Delivery Current
2019
2020
2020
2021
2021
2022
2022
2023
2023
2024
PCN/Place/ICS
theme vehicle position
Objective Q3 Q4 Q1 Q2 Q3 Q4
Ensure a robust baseline and capture system and local investment to demonstrate the commitments detailed in the NHS LTP and the The right scale Primary Care In progress
GP contract reform are delivered. ICS Finance colleagues
Principles
• Pool resources wherever appropriate (working together) - an example of this can already Delivery vehicles
been seen with WY&H CCGs working together to develop a single plan for enabling Online • Primary Care Leads Group
Consultation capability for every practice across 2019/2020 and 2020/2021. • Primary and Community Care Services Programme Board
• Encourage organisations across the WY&H HCP working together to develop business
cases (i.e. 'do once') to support progression of our wider objectives for practices working at Interdependencies
scale. • All components
• Explore potential investment opportunities to support strategy implementation
• Ensure we use various enabling funds to support transformation subject to agreed principles-
• Explore potential investment opportunities to support strategy implementation
• Through robust prioritisation and evaluation make better use of capital investments to drive
transformation (e.g. Estates and digital workstreams) and ensure effective use of resource.
Transformation Workforce Premises and Digital Investment Access and Resilience Dental, Community Delivery Communications and
Pharmacy and Eye Health EngagementAccess and Resilience
Strategic Delivery Current
2019
2020
2020
2021
2021
2022
2022
2023
2023
2024
PCN/Place/ICS
theme vehicle position
Objective Q3 Q4 Q1 Q2 Q3 Q4
Work with partners within the system and across the HCP programmes to align the offer to patients to enable a streamlined access Working TBC TBC
point, making the best use of one workforce (pending subject to publication of national access review) together
ICS
Empowerment
of people
Identify PCNs who would benefit from support to accelerate the access offer in time for 2021 Understanding Primary Care Team Not started
need ICS and Place
Support an increase in utilisation of appointments in Extended Access hubs by ensuring messages continue to be communicated The right scale On going
through the front end of primary care and that services and locations are appropriately reflected on the Directory of Services. Empowerment Place CCGs
of people
Develop appropriate HCP communications and local messages to educate patients around the improved access offer and the CCGs On going
appropriate pathways. ICS and Place
Roll out direct booking using GP Connect. The project will continue to ensure every eligible service is configured and live with direct Empowerment UEC programme In progress
booking from NHS 111 by March 2020. GP Connect will be piloted with one area and then rolled out across the WY&H footprint, of people
coordinated by the Urgent and Emergency Care (UEC) programme but in partnership with the Primary and Community Care Reduced Place
Programme variation
The right scale
Accelerate a WY&H Access Review, taking steps to map activity across all access pathways including, core and out of hours, Urgent and Understanding Primary Care Team In progress
Emergency Care, utilisation of Extended Access to uncover opportunities for improved integration, increasing capacity and demand need ICS (subject to
and reducing unwarranted variation. NAR)
Consider findings of the national access review and progress the actions we need to take following publication of the review Understanding TBC Not started
need ICS
Agree a robust process for measuring and acting on patient satisfaction outcomes, identifying areas for improvement and focus at a Understanding Primary Care Team In progress
system level (GP patient survey, friends and family test) need ICS
Principles Interdependencies
We will share innovation and spread best practice by showcasing examples of high impact actions • WY&H Urgent and Emergency Programme
including digital and continuously reviewing and highlighting areas of excellence. • Digital and Interoperability Programme
Transformation Workforce Premises and Digital Investment Access and Resilience Dental, Community Delivery Communications and
Pharmacy and Eye Health EngagementDental, Community Pharmacy and Eye Health
Strategic Delivery Current
2019
2020
2020
2021
2021
2022
2022
2023
2023
2024
PCN/Place/ICS
theme vehicle position
Objective Q3 Q4 Q1 Q2 Q3 Q4
Produce an oral health strategy for WY&H which will address prevention, access, resources and integrated working The right scale Public In progress
Understanding ICS Health and
need Dental Com’ing
Integrate dental and oral health services with the wider primary care system, working in PCNs and emergency care systems Reduce
variation
Improve oral health though a Primary Care Network model Empowerment
of people
Embed within PCNs a dental , eye health and pharmacy clinical lead Working In progress
together ICS
Development of the ‘Core’ Offer, effective use of care navigation and signposting to services within community pharmacy
Support community pharmacy and its wider partners to implement the new contractual framework
Local Pharmacy Network
Community Pharmacy Workforce
Digital transformation agenda
Ensure patients access a consistent integrated primary eye care service
Community based eye care services
Principles
• Encourage cooperative working arrangements with dental and medical professions through LDCs and LPNs
• Ensure community pharmacy is recognised as an asset but the system and partners and ensure we access opportunities to pilot new ways of working that arise from pharmacy integration fund opportunities
• Work collaboratively to ensure a consistent approach to Optometric workforce challenges
Transformation Workforce Premises and Digital Investment Access and Resilience Dental, Community Delivery Communications and
Pharmacy and Eye Health EngagementDelivery and Governance
Strategic Delivery Current
2019
2020
2020
2021
2021
2022
2022
2023
2023
2024
PCN/Place/ICS
theme vehicle position
Objective Q3 Q4 Q1 Q2 Q3 Q4
Bimonthly programme board, primary care leads group and other relevant programmes Working All In progress
together ICS
Development of delivery plan, including actions, metrics and milestones for strategy implementation Working Primary Care In progress
together ICS Programme
Develop a programme dashboard to articulate progress against the strategy and help to articulate any risk to delivering objectives Understanding Primary Care In progress
need ICS Programme
Continue to provide quarterly updates to SOAG and contribute to the monthly SOAG dashboard Working Primary Care In progress
together Programme
ICS
Understanding
need
Maintain and manage conflicts of interest associated with programme board. Working Primary Care In progress
together ICS Programme
Principles
• Our approach for delivery aims to overcome silo working and make connections between programmes and place. We recognises the need for work to be taken forward at a local level, to work together as a
system on good practice and shared solutions and provides an opportunity to collectively shape and influence regional and national agendas and other key initiatives.
• This is achieved by bringing together senior leaders of primary and community care and place representatives from across WY&H in the format of an HCP Primary and Community Service Programme Board
(Programme Board). Programme Board members oversee the programme of work and provide support and a direction of travel to achieve the vision and aims outlined in the strategy.
• Complementary to this, the Programme Board works collaboratively with specific forums /groups.
• Our programme is represented on other HCP programmes such as Capital and Estates, Digital and Interoperability and Urgent and Emergency Care and continues to build links and rapport with the wider HCP
programmes of work for example, Unpaid Carers Programme, Improving Population Health and personalisation and retains associate membership of other programmes such as maternity and prevention at
scale.
• Primary care (GP, Pharmacy, Dental, Eye Health Services) is mainly delivered at place level, where council, NHS commissioners and care providers plan services work together to improve health and care for
the patients and communities they serve. Delivery draws upon clinically led direct and delegated commissioning of primary medical care services.
• It is recognised that PCNs will build on current primary care services and will allow greater provision of proactive, personalised, coordinated and more integrated health and social care. PCNs will provide a
platform for wider services such as pharmacy, optometry and dentistry to improve their relationships and collectively work together to enhance delivery for the communities they serve.
Transformation Workforce Premises and Digital Investment Access and Resilience Dental, Community Delivery Communications and
Pharmacy and Eye Health EngagementCommunications and Engagement
Strategic Delivery Current
2019
2020
2020
2021
2021
2022
2022
2023
2023
2024
PCN/Place/ICS
theme vehicle position
Objective Q3 Q4 Q1 Q2 Q3 Q4
Develop and roll out a bimonthly email information bulletin targeted to Primary and Community Care Programme stakeholders about The right scale Primary Care Team In progress
the programme Empowerment ICS Communications
of people
Improve and make relevant the content the Primary and Community Care Programme webpage hosted on WY&HHCP site The right scale Primary Care Team In progress
Empowerment ICS
of people
Develop case studies as examples of good practices to share via the bulletin and host on the webpage Empowerment Primary Care Team In progress
of people ICS Communications
Mobilise the work of the Primary Care and Community Care programme board utilising a social media Working Primary Care Team Not started
together Communications
The right scale ICS
Empowerment
of people
Develop end of year review, summarising key achievements over the last financial year (repeat each year) Primary Care Team Not started
ICS Communications
Principles Interdependencies
• Raise awareness of the Primary Care and Community Service vision and programme of work • WY&H Communications team
• Promote the benefits of working together across WY&H organisations • National and regional communications
• Ensure all partners and stakeholders of primary and community care across WY&H have a voice
• Ensure all partners and stakeholders are aware of the work and the transitions being made
• Ensure communications are in line with national and local priorities
• Understand what people have already told us making the most of existing communication and
engagement channels across WY&H HCP.
Transformation Workforce Premises and Digital Investment Access and Resilience Dental, Community Delivery Communications and
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