Agenda - Board Talk Hall 12

Agenda - Main Plenary Hall 1C

13.00 - 14.00	Lunch & Networking in the SurgeryHalls 3, 4 and Balcony
14.00	QIPP Workstreams (workstreams run concurrently, therefore please choose ONE of the workstreams below)
	Hall 11A Commissioning & Pathways Workstream 1 Safe Care Right Care Urgent and Emergency Care End of Life Care Long Term Conditions	Hall 11C Commissioning & Pathways Workstream 2 Safe Care Right Care Urgent and Emergency Care End of Life Care Long Term Conditions	Hall 12 Commissioning & Pathways Workstream 3 Safe Care Right Care Urgent and Emergency Care End of Life Care Long Term Conditions
14.00 - 14.15	Implementing the COPD Strategy and NICE Standards through guided consultation software Offering a guide to support decision making Standardising COPD care Driving productivity through delivering quality Innovation to deliver improved communication Chair: Farid Bidgoli National Respiratory Colaboration Manager AstraZeneca Ltd Dr Robert Angus and Professor Mike Pearson Directors of Lung Health and Consultant Respiratory Physicians, University Hospital Aintree. These healthcare professionals above have been given an honorarium to provide this session by AstraZeneca Ltd.	Commissioning Clinical Pathways – Innovating heart failure and DVT services in primary care Chair: Roche Diagnostics (S) Dr Naguib Hilmy GPwSI Whaddon Medical Centre, Milton Keynes	Enabling through Innovation: Delivering effective patient care through innovative wound management Chair: Smith and Nephew Wound Management
14.15 - 14.30	Meeting the challenge of managing MULTIPLE long term conditions, discuss, the care model and evidence/the role of new technology – ehealth/telehealth Chair: Sir John Oldham National Clinical Lead Quality and Productivity & National Workstream Lead Long Term Conditions Department of Health	Chair: Dr James Kingsland National Clinical Commissioning Network Lead The Clinical Commissioning Community on behalf of Department of Health	Enabling through Innovation: Delivering effective patient care through innovative wound management Chair: Smith and Nephew Wound Management (continued)
14.30 - 14.45	Gareth Jones Public Affairs Manager The National Pharmacy Association	Specialised services and QIPP – can the NHS Commissioning Board lead by example? John Murray Director Specialised Healthcare Alliance	Jacqui Fletcher Senior Professional Tutor Section of Wound Healing School of Medicine Cardiff University Fellow National Institute for Health and Clinical Excellence (NICE)
14.45 - 15.00	Improving quality and outcomes with telehealth David Barrett Philips Healthcare	Dr D Jay Wright Consultant Cardiologist Liverpool Heart and Chest Hospital	Leveraging information technology to improve patient safety and outcomes Infection Control Leads Team University Hospitals Of Leicester ICNet Plc
15.00 - 15.15	Biosimilars, increasing access to medicine, managing budgets & improving patient care, Alluring and attainable? Presentation on the impact of Biosimilars now and in the future and how off patent biologics could support access to medicine. Using todays examples where new services are being funded by savings made in high spend areas to improve patient services. Dr Anthony Grosso UCLH Medicines QIPP Chair Mr Paul Tredwell Head of Biopharmaceuticals Sandoz	Developing Effective Pain Management Services Napp Pharmaceuticals	Mölnlycke Health Care Ltd
15.15 - 15.45	Afternoon Coffee & Networking in the SurgeryHalls 3, 4 and Balcony
15:45 - 16.45	Workplans & Tools. National, Regional & Local Implementation Due to popular demand the below additional capacity has been added to help you communicate your innovations around QIPP (Workstreams run concurrently, therefore please choose ONE of the workstreams below)

Overview

This 3rd annual national symposium, Improving Outcomes through Innovative Partnerships, Quality, Productivity, and Value will cover:

• Strengthened public and patient, and local authority engagement
• Clarity on the clinical evidence base
• Consistency with current and prospective patient choice
• QIPP, Quality Innovation Productivity and Prevention
• Secondary and Primary Care Integration
• Payment Tariffs and Care Pathway Development
• Transition how, when what, with whom

2011/12 is going to be a demanding year for the NHS as they take on the challenge of continuing to deliver high quality care for patients following the Health and Social Care Bill and the vision set out in it for a service that focuses on outcomes rather than processes as its measure and which encourages interactions between patients and clinicians.

In previous years, Government Interrelations has brought together leaders from across the sectors that support the NHS in meeting its objectives. Building on this success, the 3rd Annual National Strategy Meeting on 10th November 2011 will focus on the themes Quality, Productivity and Value.

As well as focussing on these areas, the meeting will explore key issues that tie in with the Government’s unprecedented reforms, and the directives which provide a clear framework for the next 5 years and beyond.

Delivering the Life Science Blueprint states the NHS, as the largest UK customer of medicines and technologies, has a crucial role to play as an innovation champion in providing its services and as an engine for economic growth.

If the NHS spent their money wisely and innovatively, with commercial suppliers, the NHS could not only make a significant contribution to the delivery of higher quality and more productive care for patients, but could also stimulate the economy in important industrial sectors such as life sciences.

“Modernising the NHS is a necessity, not an option. We want the best people to deliver NHS care – that might be the NHS, or it might be charities, social enterprises or the private sector. Competition will drive up quality and efficiency. Integration and competition can and will co-exist”.

Earl Howe
Parliamentary Under-Secretary of State, Department of Health

The Government’s plans to hand the power to commission services to GP’s and CCG’s (Clinical Commissioning Groups) will be a huge challenge for the NHS, but if implemented successfully the policy should be a major contribution to improving patient services and care. Government believes commissioning will give local clinicians and patients greater control over resources freeing them to respond better to local and individual needs.

GP’s and CCG’s (Clinical Commissioning Groups) have largely responded well to the shift in responsibility from NHS commissioning to GP Consortia, claiming they will now be able to take much needed steps to improve public health and patient outcomes.

"The new system would encourage GP’s and specialists to work together to match resources to clinical decision, and drive up quality."

Andrew Lansley, CBE MP,
Secretary of State for Health,
Department of Health

• A greater variety of services from a greater number of providers
• More efficient use of services, eliminating unnecesary hospital stays
• Greater involvement of front line doctors and nurses in commissioning decisions
• Greater efficiency gains, means savings can be spent on patient services and to improve clinical services

However, there are risks involved. The GP Consortia leads and management teams need to be developed to give them the necessary skills; supporting management infrastructure needs to be put in place and the transition of responsibilities from PCT’s needs to be carefully managed.

“Reforms could fail if consortia replicate old PCT boundaries because consortia may not be small enough to be locally responsive”.

Dr James Kingsland
National Clinical Commissioning
Network Lead, Department of Health

• Risk profiling of your population in order to target those most in need
• Integrated health and social care neighbourhood teams which can provide key worker for those who need it
• Personal health planning and coaching, with systematised transfer of knowledge to patients, leading to supported self care

There are around 15 million people in England with at least one long term condition. Demographic projections outline a 252% rise in the number of people over 65 by 2050, a 60% increase in the number of people with multiple long-term conditions alone by 2014. 76% of our health and social care costs are driven by people with long-term conditions, there is, therefore, an urgent need to manage their healthcare more effectively.

Breakfast Meeting for Health and Care Board Members only.
Building on the huge success from last year - this year’s Breakfast Meeting continues to grow in numbers.

Objectives

This 3rd Annual National Strategy Meeting will bring together key opinion leaders and senior personnel from Government, NHS, Local Government, Academia, Industry and the Third Sector. The aim of the symposium is to acknowledge which initiatives have proved successful to date, to focus on key issues and to explore strategies for the way forward through this period of transition. The meeting will offer delegates the opportunity to present case studies which have proven successful in the wake of the Government’s health initiatives and QIPP workstreams.

Following the overall review of the NHS, and the need to provide high quality care and develop sustainable systems at all levels, delegates will be able to engage in open and forthright discussions with a view to identifying new working relationships and collaborations between the NHS and the sectors, share innovations and benefit from the experiences of their colleagues who have already implemented innovative practices.

In addition to listening to the main plenary speakers and attending the How To Why To Breakout Study Sessions there will be frequent opportunities during the day for general networking with other delegates and for delegates to visit the exhibition hall to speak with the exhibitor representatives and the symposium hosts and sponsors.

Introduction

Helping Build Additional & Stronger Interdependent Relationships

The UK life sciences industry, which invests approximately £5 billion in research and development in the UK, includes pharmaceuticals, medical technology and diagnostics. An effective partnership between the NHS and Industry will help the NHS increase quality and productivity, and make it easier for the life sciences industry to deal with the NHS. In turn this will help industry focus on the development of new medicines and medical devices, which are designed to meet the needs of the NHS and its patients.

Measures to ensure that the NHS leads the way in the uptake of ground-breaking and cost-effective medicines, treatments, and technologies are being put in place. Industry, Academia, Local Government and the Third Sector can play a crucial role in helping the NHS meet its Quality, Innovation, Productivity and Prevention objectives, (QIPP).

• Healthcare technology and practice is constantly changing, it is therefore, imperative that the NHS keeps ahead of the developments in technology. In order to implement new technology the NHS needs to identify where changes to a pathway or service may be needed to unlock their full benefit.
• Drug companies will be paid according to the value of the new medicines to promote innovation, and ensure better access for patients to effective drugs and improve value for money.
• Governments aims to give people access to comprehensive, trustworthy and easy to understand information from a range of sources on conditions, treatments and lifestyle choices.

Now, more than ever, organisations can forge mutually beneficial, interdependent relations. When collaborators are transparent with open dialogue, all elements of QIPP can be achieved – Better Quality – Innovative Practices – More Productive – Preventing Waste.

• Commissioning
• Innovation
• Diagnosing earlier
• Helping people to live healthier lives to reduce preventable cancers, screen more people
• Introduce new screening programmes
• Ensure that all patients have access to the best possible treatment, care and support
• Improving outcomes

Government is committed to updating the NHS to make it more patient centred. The approach has been from senior level down however, the Strategy focuses on how patients can be empowered and how clinicians on the frontline can be supported to deliver excellence for all.

The programme will feature a series of breakout study sessions which run concurrently in a closed door environment. Delegates will have the opportunity to attend the interactive sessions that will focus on different themes. The sessions will run for 40 minutes each and be hosted by key stakeholders from the NHS, Academia and Industry, to allow for continued professional development. They will allow delegates to gain knowledge on successful projects that can be replicated within their trusts and department.

The Department of Health has set up twelve workstreams to help manage the delivery of QIPP in the NHS. The national QIPP workstreams fit into three key areas; commissioning and pathways, provider efficiency and system enablers. The QIPP workstreams have been identified in order to deliver the quality and productivity challenge. Each QIPP workstream will be hosted key stakeholders from the NHS, Academia and Industry. Delegates will have the opportunity to attend one
interactive QIPP workstream in one of the twelve key areas.

QIPP Workstreams and Breakout Study Sessions will fall under one of the following 14 categories:

(The following details of the QIPP Workstreams are from the original source found at the Department of Health)
http://www.dh.gov.uk/en/Healthcare/Qualityandproductivity/QIPPworkstreams/index.html

Summary

Working with NHS staff, the workstream aims to achieve:

• 80 percent reduction in hospital acquired pressure ulcers (grade 3-4)
• 30 percent reduction in community acquired pressure ulcers (grade 3-4)
• 50 percent reduction in catheter-acquired urinary tract infections
• 25 percent reduction in falls in care

Summary

The ambition of Right Care is to change thinking on commissioning care away from organisations and contracts to commissioning high value, whole system pathways, under-pinned by networks rather than institutions and putting the citizen and the patient at the centre of this discussion. Those systems and networks can begin to take on programme budgetary

financial risk and rewards in addition to whole pathway clinical quality accountability. A key component is the provision of tools and analysis which highlight the often large and unexplained variations in spend on healthcare and health outcomes for the commissioner’s population.

Atlas of Variation

The NHS Atlas of Variation is a practical tool that will help commissioners reduce unwarranted variation to increase the value and improve the quality of the service they commission.

Addressing the appropriateness of services is a route to high quality healthcare for patients and populations. It also ensures better productivity through a focus on reducing lower-value activities and channeling the money saved to commission high-value activities.

Using maps and graphs the Atlas communicates graphically variations in activity and expenditure in 31 clinical areas across the country and contains suggested best practice options for action and further resources to help tackle local variation.

Summary

The workstream will deliver a national support and improvement programme that will support local geographic areas to implement a generic model for supporting patients with LTCs based on 4 key principles:

• Commissioners understanding the needs of their population and managing those at risk to prevent disease
  progression
• Empowering patients to maximise self-management including ensuring patients have a care plan and appropriate
  information and knowledge about how to manage their condition
• Providing joined up and personal services particularly in community and primary care and working closely and
  effectively with social care
• Strong professional and clinical leadership and workforce development

Summary

The workstream will deliver a national support and improvement programme that will support local geographic areas to implement a generic model for supporting patients with LTCs based on 4 key principles:

• The workstream aims to maximise the number of instances when the right care is given by the right person at the right place and right time for patients. The workstream starts from a perspective that rather than ‘educating’ patients about where it is appropriate for them to go, we should focus on designing a simple system that guides them to where they should go
• It aims to achieve a 10 percent reduction in the number of patients attending Accident and Emergency with associated reductions in ambulance journeys and admissions
• QIPP National Urgent Care Clinical Dashboard - Invitations for Expressions of Interest from Pioneer Sites

Summary

• The End of Life Care workstream will focus on improving systems and practice for identifying people as they
  approach the end of life and planning their care. It will focus especially on high risk groups – such as those in residential and nursing homes
• Working with NHS, social care and voluntary sector colleagues the workstream aims to: - build a social movement for a good death - change national levers to support good end of life care - support the development of better intelligence about end of life care - help clinicians know when and how to start the conversation about end of life care - support systematic care planning, including Advance Care Planning, for people approaching the end of
  life - identify and share successful good practice

Introduction

The aim of the Back Office Efficiency workstream is to present NHS provider organisations with ways to reduce their back office costs.

The workstream has published a review - NHS Back Office Efficiency and Management Optimisation - which identifies how up to £600m can be saved across England and redirected to support front line services.

It provides every organisation with a means of evaluating the relative efficiency of their back office functions, and outlines steps to re-engineer and transform back office services to release savings.

NHS chief executives will wish to review the recommendations detailed in this report and consider how these might be replicated locally.

Background

NHS providers spend over £17bn each year on non-pay goods and services using a range of procurement routes – from nationally-leveraged contracts (Buying Solutions and NHS Supply Chain) to local, low-volume direct contracts with suppliers.

This expenditure typically represents 30% of hospitals’ operating costs but Trust boards give little attention to it. As a result, there is wide variation in prices paid, inefficient logistics and processes, invisibility of spend data, and an overly complex landscape of procurement service providers.

Workstream Aims

To help NHS provider Trusts reduce and optimise non-pay expenditure by 10-20%, without compromising quality of patient
treatment and care.

Tracking progress

At a national level we will be monitoring non-pay spend in non-FTs through Trust Finance Returns (we will be discussing FTs with Monitor soon). We will also be monitoring savings plans for procurement intermediaries such as NHS Supply Chain. iTAPP will have its own benefits tracking system still to be developed.

Latest News

Following the successful completion of programmes throughout 2009/10 in NHS South East Coast and NHS West Midlands, the Department of Health is now rolling out its Leadership Programme for Senior Pathology Staff to other SHAs. A call for applications from the North West and South Central SHAs is currently open.

Independent evaluation has shown high levels of satisfaction and benefit among participants of the earlier programmes. Over a nine month period, the programme offers participants four, two day learning modules focusing on different aspects of leadership development, including self directed problem solving and mentoring sessions.

Background

The Independent Review of NHS Pathology Services* chaired by Lord Carter of Coles identified potential savings of up to £500 million per year which could be achieved by reconfiguring and consolidating pathology services to drive up quality and meet the healthcare needs of the future. The work to support the NHS to achieve this is being delivered through the QIPP Clinical Support Rationalisation (Pathology) workstream.

This is an opportunity to think about how pathology services across the country can be transformed from within. By taking an honest look at what is done well and what is not done well, pathology can deliver an improved services to NHS colleagues and a better experience to patients.

The UK has an enviable reputation for high quality pathology services. Pathology is a key part of almost all patient pathways and effective NHS pathology services are the foundation for high quality diagnosis, treatment and care.

Every year, NHS pathologists carry out more than 700 million pathology investigations. Many NHS pathology teams already deliver highly efficient, effective and innovative services. The results of routine tests are overwhelmingly reported within 48 hours – we are doing well but we can do better. As demand from other clinical services increases, pathology must respond in order to meet these demands.

The Independent Review of NHS Pathology Services made a strong case for consolidation of pathology to improve quality,
patient safety and efficiency.

Implementation

The pathology community itself is best placed to know how improvements can be made to pathology services. There is no ‘one size fits all’ approach - pathology services must meet the needs of the local population. Clinical leadership is critical and close workforce involvement and engagement will produce the best results. It will also be important to involve patients and the public in developing a pathology service for the future.

Pathology teams within Strategic Health Authorities have been working together with other healthcare professionals in their
regions to develop their plans for transforming pathology services. This work is being supported by a team at Department of Health led by National Clinical Director for Pathology, Dr Ian Barnes.

Biography - Dr Ian Barnes

Ian Barnes, is the National Clinical Director of Pathology. He is a Consultant Biochemist and the Lead Pathologist at the Leeds Teaching Hospitals Trust. He is a former Chairman of the Association of Clinical Biochemists, the Federation of Healthcare Science
and the Association of Clinical Scientists and has been involved in the Pathology Modernisation programme in the Department
of Health since 2001.

A National Pathology Forum involving the representatives from each region meets on a regular basis to facilitate sharing of best practice and to collectively address the challenges of transforming pathology services.

In each region, clinical and managerial leaders are working together with commissioners and staff to identify ways to improve and consolidate pathology services to deliver a better experience and better outcomes for patients.

Professional involvement is key and stakeholders such as the Royal College of Pathologists also have an important role.

Guidance and support

The Department of Health is providing tools and guidance to help local teams implement change. This includes:

• Engaging with commissioners to ensure appropriate use of services
• A National Laboratory Medicine Catalogue
• Support to implement LEAN methodology across pathology
• Investment in developing pathology leaders

For further information, please email: pathology.modernisation@dh.gsi.gov.uk
* Report of the Independent Review of NHS Pathology Services in England (2006)

The workstream will offer the NHS:

• Clear guidance on the efficient use of medicines in primary care through the National Prescribing Centre and review / expansion of existing Better Care Better Value indicators

• Clear guidance on the efficient use of medicines in primary care through the National Prescribing Centre and review / expansion of existing Better Care Better Value indicators
• Best practice tool on medicines management and additional support for Primary Care Trust Prescribing advisers Additional proposals to improve medicines waste and concordance.

Top tips – efficiency schemes in provider settings - Published: 30 September 2010
The Department of Health has produced this provider checklist of 50 efficiency measures to help SHAs and PCTs deliver safer, more cost effective prescribing. The schemes cover issues including home care management, procurement initiatives, different ways to manage specials and managing medicines in line with NICE guidance. The schemes are real life examples taken from many NHS organisations in England. Sources and owners are referenced in the document.

Click here to download Top tips - efficiency schemes in provider settings - Gateway reference 14825(XLS, 87K)

(End of copy from original source)

For sponsorship, exhibition, speaker or delegate enquires contact us quoting the reference LG0111

Mobile:	+44 773 841 3101 +44 773 841 3139
Email:	nhsmeeting@link-gov.org
Website:	www.qipp-nhs.org

These symposium's are paid for by sponsorship from all sectors including:
NHS, Central Government, Academia, industry and the Third Sector.

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