Purpose The purpose of this briefing paper is to update Middlesbrough’s Health and Wellbeing Board on: the development of a South Tees CCG Urgent Care Strategy; and progression of national and regional urgent and emergency care initiatives. Development of South Tees CCG Urgent Care Strategy Stage 1 Pre-Engagement Over the course of July and August 2015 1,013 people have given their views on urgent care services across the South Tees area through a combination of general and targeted engagement. This information was further supplemented in September by further work with community groups, users of urgent care services, people living in care homes and large employers in the South Tees area. The main themes/issues emerging from the engagement were: People find the system confusing (reinforced what we know) Most people try and care for themselves before accessing services When they do access a service, most people prefer to see a GP The majority of people get an appointment with their GP when they need one (though some might not get one the same day) The majority of people reported having a positive experience of using our walk in centres The majority of people thought it was important to see the health professional, in the right place at the right time The majority of people said that A&E should only be used by patients who have a life threatening condition People think that it is important for their health records to be shared between services As well as engaging with our public, we sought feedback from other key stakeholders, including members from the South Tees Urgent Care Resilience Group, our wider GP membership and local authority colleagues through Health and Wellbeing Boards and Overview and Scrutiny. We also undertook a market engagement exercise, to receive views from potential providers on future service models for delivery of urgent care services. 2 Scenario Development – During our period of engagement best practice examples and suggestions from key stakeholders around potential scenarios for delivering future models of care were collated and documented. In addition, NHS England also announced guidance which will fundamentally impact on our future urgent care strategy and models of care. In early October they published standards to be adhered to when commissioning integrated 111, an integrated treatment and advice service and out-of-hours services. CCGs are being to work together to commission an ‘encouraged’ integrated service, adopting a lead or co-ordinating commissioner approach. The
Purpose The purpose of this briefing paper is to update Middlesbrough’s Health and Wellbeing Board on: the development of a South Tees CCG Urgent Care Strategy; and progression of national and regional urgent and emergency care initiatives. Development of South Tees CCG Urgent Care Strategy Stage 1 Pre-Engagement Over the course of July and August 2015 1,013 people have given their views on urgent care services across the South Tees area through a combination of general and targeted engagement. This information was further supplemented in September by further work with community groups, users of urgent care services, people living in care homes and large employers in the South Tees area. The main themes/issues emerging from the engagement were: People find the system confusing (reinforced what we know) Most people try and care for themselves before accessing services When they do access a service, most people prefer to see a GP The majority of people get an appointment with their GP when they need one (though some might not get one the same day) The majority of people reported having a positive experience of using our walk in centres The majority of people thought it was important to see the health professional, in the right place at the right time The majority of people said that A&E should only be used by patients who have a life threatening condition People think that it is important for their health records to be shared between services As well as engaging with our public, we sought feedback from other key stakeholders, including members from the South Tees Urgent Care Resilience Group, our wider GP membership and local authority colleagues through Health and Wellbeing Boards and Overview and Scrutiny. We also undertook a market engagement exercise, to receive views from potential providers on future service models for delivery of urgent care services. 2 – Scenario Development During our period of engagement best practice examples and suggestions from key stakeholders around potential scenarios for delivering future models of care were collated and documented. In addition, NHS England also announced guidance which will fundamentally impact on our future urgent care strategy and models of care. In early October they published standards to be adhered to when commissioning integrated 111, an integrated treatment and advice service and out-of-hours services. CCGs are being ‘encouraged’ to work together to commission an integrated service, adopting a lead or co-ordinating commissioner approach. The