Primary Care and Community Services Restoration and Recovery Programme W est Sussex CCG W est Sussex CCG Brighton and Hove CCG Brighton and Hove CCG East Sussex CCG East Sussex CCG
General Practice Restoration & Recovery Framework The SE In restoring & recovering services we will take the opportunity to lock in the positive gains made during the response phase and drive transformation at pace to deliver high quality, clinically and Regional financially sustainable services, improving outcomes for our populations, driving down health inequalities, with a focus on the most vulnerable vision Delivering access to safe, high quality Capturing & building on Six systems delivering world class, place Resilient & supported health & Financially sustainable & effective services innovation & transformation based health & care care workforce systems We will SRO: TBC SRO: TBC SRO: TBC SRO: TBC SRO: TBC focus on 5 Lead: TBC Lead: TBC Lead: TBC Lead: TBC Lead: TBC strategic Deliver access to safe, high quality & Capture and build on Six high performing systems, with their Develop a resilient, flexible, Build financially objectives effective services , through innovative successful innovations constituent organisations working inclusive and well sustainable systems , service models that consider national & implemented in the response seamlessly to provide world class, place supported health and care maximising the efficient use international best practice, appropriately phase & fast track planned LTP based health & care for their workforce who feel valued of resources to deliver reflect local need & factor in the ability transformation where appropriate populations, focusing on the and optimistic about a career affordable, high quality, to manage future surge pressures to support system recovery vulnerable. in the NHS. outcome focussed (Covid-19, Seasonal Flu) healthcare 1.Consider how and when to safely 1.Continue to closely review 1.Introduce adjusted QOF 1.Continue to focus on PCN 1.Deliver the early cancer diagnosis and reinstate General Practice services development, both the Clinical Digital First Primary Care (e.g. payment for reminder of SMR specs of the Network DES that were suspended during Phase 1; Directors and wider PCN teams, Total Triage and Remote 2.Continue focus on Population Health 20/21 in particular, through LCSs or not, as part of PCN Development Management (PHM) via the Aspirant ICS Working) progress, and 2.Continue with GPFV To achieve Support Programme patients with: PHM Development Programme consider long-term implications investment 2.Continue to encourage PCNs to 3.For Phase 3, plan and ensure there is a our a) Long-term conditions; and of innovations 3.Once available, support uptake ARRS roles Network approach to meeting Health b) Those on the shielded list objectives 2.Share learning and best Systems and their 3.Map the wellbeing & resilience Inequalities challenges 2. Monitor activity in ‘hot sites’ and we will practice of Network-based constituent CCGs with offers available to General 4.Once available, support implementation of create a plan for there continued work approaches during Phase 1 Practice through Covid-19 the implementation of the recommendations of the Access Review usage during Phase 3 and beyond across a 3.Ensure Primary Care, Digital 4.Continue to support BAME Covid Management Fund 5.Support Systems with their PCN 3.Ensure a seamless transition of the workforce and Estates colleagues are Development Support approaches for for General Practice number of current elements of the Covid Care 5.Support Systems and Networks 20/21, ensuring continued investment strategically aligned in regards priority to convert seasonable GPs to Home Support into full specification against 19/20 ‘top 3 priorities’ to long-term planning areas substantive roles 6.Take an integrated approach across delivery of the Network DES from 4.Share learning and best 6.Support Systems to develop health & care, particularly partners in October practice to inform longer-term and utilise their Training Hubs to primary care, to the delivery of services W est Sussex CCG Brighton and Hove CCG operating models as Networks East Sussex CCG support PCN workforce 2 | e.g. homelessness & hard to reach of Practices development communities
General Practice Restoration & Recovery Framework Sussex Primary Care and Community Services Workstreams Delivering access to safe, high Capturing & building on Six systems delivering world class, Resilient & supported health & Financially sustainable systems quality & effective services innovation & transformation place based health & care care workforce 1.BAME LCS 1.General 1.Prevention (LD and 1.Shielded and High 1.LCS Service Practice consolidation 2.Quality education Screening services) reintroduction risk patients of hot sites and sharing good 2.Technology to 2.Prescribing QIPP 2.Additional General 2.LCS Service practice enable care Practice support to plan recovery reintroduction 3.Membership (Implementing the Care Homes 3.Prescribing 3.Population based engagement Covid Age incentive schemes 3.Primary Care care and 4. Staff information Algorithm) Networks re-introduction management of long and condition 3.Quality education 4.Population based 4.Re-instigation of term conditions specific webinars and sharing good QoF reviews care and 4.Flu programme to practice management of long support Primary Care 4.Membership term conditions 5. Primary care engagement 5.Pharmacy and strategy medicines support to care homes 6.Early Cancer Diagnoses DES W est Sussex CCG Brighton and Hove CCG East Sussex CCG 3 |
Restoration and Recovery Phases 1 2 3 The Primary care restoration and recovery process Phase Two Phase Three takes three distinct phases, as illustrated on the Phase One diagram with specific activities to be delivered to 30 September From 1 October 31 July ensure the aims and objectives of the 3 programmes are met. In response to the pandemic, following local discussion and national guidance a number services deemed non-essential were suspended. • Development of a sustainable • Delivery of the Enhanced • Implementation of the BAME This will be detailed in a Strategic Plan for each model for general practice Health in Care Homes DES LCS CCG, reflecting the national, Sussex wide, and • An impact assessment of • Delivery of the Early Cancer • Implementation of Care Home general practice in delivering a CCG specific demands. The primary care team Diagnosis LCSs new model of care • The roll out of the MOCH has identified specific resource in the form of three • Implementation of a High Risk • The harmonisation of multiple service across Sussex LCS (to include shielded senior managers focused solely on the delivery of current care homes LCS’ • Support implementation of patients) these plans. • The reinstatement of some LCS PCN DES for structured • Consolidation of Hot Sites • Reinstatement of protected medication reviews and/or zoning. As part of the restoration and recovery programme learning time to share best • The delivery of screening • A plan for the additional Roles practice the team will consider which services need to be in PCNs to support the • Support in the delivery of LD identified workforce gap brought back in which order to their original Health Checks specification, which need to be amended in response to the need to manage confirmed or In doing this we will engage with In doing this we will engage with suspected C19 patients as part of core General our PCN Clinical Directors and our In doing this we will work with or our PCN Clinical Directors and Medical Services; and over what timescale. The membership our membership PCN Clinical Directors and have a weekly forum for this to next slide details these changes which have been happen made to primary care during the initial phases of the pandemic. W est Sussex CCG Brighton and Hove CCG East Sussex CCG
Recommend
More recommend
