Presentation on theme: "The Emergency Centre Rotherham CCG Sarah Lever – Head of Contracts & Service Improvement Joanne Martin – Urgent Care Review Project Lead."— Presentation transcript:
The Emergency Centre Rotherham CCG Sarah Lever – Head of Contracts & Service Improvement Joanne Martin – Urgent Care Review Project Lead
Overview What are we doing? Why are we doing it? How and what difference will it make to the people of Rotherham? When is it happening? How can partners get involved?
What is an Emergency Centre? ‘A single urgent and emergency care system for the people of Rotherham. It will be supported by a diverse clinical team to provide responsive, quality care, ensuring the patient receives the right care first time, and sees the right clinician first time, 24/7 365 days a year’
Is this just a name change?
Stream 1 Stream 2 Stream 4 Stream 3 Referred to Pharmacy/Back to GP/CCC Advice for Self Care Diagnostics Admit Discharge Alternative Level of Care Observation <24hrs Stream 6 – Booked OOHs Apps Zone 3 – Assessment and Treatment MODEL FOR THE EMERGENCY CENTRE Zone 2 Rapid Assessment Walk-in Patients Ambulance Patients (RAT) Zone 4 – Self Management Zone 1 – Reception Walk-in and Ambulance Patients 15/20 min’s for patient to be receiving treatment from booking in at reception Stream 5 Direct referral to specialty e.g. gynaecology, stroke, max fax, ophthalmology The most appropriate clinician to treat the condition
What difference will it make to the people of Rotherham? The new model is innovative and logical and makes sense from a patients perspective. It is focused on what is best for patients and staff, not based on long established views about roles of particular staff groups Emphasis on having more experienced physicians at the start of patients journey adds real value and momentum The ability in the model to flex capacity depending where the demand is most acute appears to follow the latest thinking around processing of patients Workforce redesign is needed Rotherham not only because of a potentially dwindling workforce, but because the nature of healthcare is changing and the skills of the current workforce are not well matched to future needs. This model has been developed by Rotherham Clinicians, following consultation with Rotherham residents and is based on local and national evidence. It truly meets the needs of Rotherham.
Existing WiC and A&E resources will not be sufficient without significant changes to the way services are delivered. Rotherham is an outlier for emergency admissions to hospital. We know that patients are sometimes admitted to hospital unnecessarily creating pressure on the urgent care system. Demand for unscheduled care services continues to rise. Some patients are waiting longer than necessary. Although the CCG’s track record for the 95% 4h target for A&E is good, consistent achievement of the target is very challenging Patients report that multiple points of access to unscheduled care make services confusing and difficult to navigate. Nationally, the evidence base states that 30% of A&E attendances are for conditions which could be treated in primary care The population in Rotherham is ageing and pressures on the unscheduled care system will only increase. Why do we need to reconfigure Rotherham’s urgent care services?
When will all this happen ? Assurance Safety/Costs and Staffing May 2014 Implications to board – Revenue & Finance & Building Scheme June 2014 Final Board Approval GMP sign off August 2014 Capital Development Commences Oct 2014 GO LIVE MAY/JULY 2016 Initial Pathway Simulation Sept 2014 Second pathway Simulation March 2015 Third Pathway Simulation July 2015 Major Incident simulation March 2016 Capital Development IT Implementation Simulation Events Pathway Development Procurement Commences Workforce Development Commences August 2014