Breakout 1.5 Using clinical networks to drive quality improvement - Ian Golton Director, NHS Stroke Improvement Programme and Associate Director, Strategic Clinical Networks and Senates, Yorkshire and the Humber Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013, Guoman Tower Hotel, London How to deliver quality and value in chronic care:sharing the learning from the respiratory programme

1. Breakout session 1.5
Using clinical networks to
drive quality improvement
Ian Golton
Director, NHS Stroke Improvement Programme
and
Associate Director, Strategic Clinical Networks and Senates,
Yorkshire and the Humber
Why?
1

2. Organisations join networks
because they can do what they
need to do more effectively
together than if they operate
alone.
“Networks bring together the providers of care and the
commissioners of care to work together to plan and
deliver high quality services for a specific population.
Networks aim to improve outcomes, improve patient
experience, improve the quality of treatment and care
[and] improve access to appropriate high quality
services”
“Networks should be established…bringing together key
stakeholders and providers to review, organise and
improve delivery of services across the care pathway”
2

3. Network ‘bread and butter’
• Promoting the idea of a ‘patient pathway’
• Helping different individuals, teams and
organisations talk to each other
• Helping the interface with the ‘penumbra’ of non-
specialist services
• Developing a collective voice and perspective,
including a patient voice
• Providing expert advice to those who need it
• Helping the constituent parts to improve through
idea sharing and mutual support
How?
3

4. ‘Bread and butter’ activities
• Meeting each other
• Talking to each other
• Sharing information
• Developing Clinical Leads
• Special interest groups
• Patient groups
• Peer review/support visits
• Joint projects
• Coordinated voice to commissioners
Minimum resources
• Willingness
• Time
• Somewhere to meet and talk
• Leaders
4

5. What happened?
5

6. “Clinical networks are an NHS success story.
Combining the experience of clinicians, the input
of patients and the organisational vision of NHS
staff, they have supported and improved the way
we deliver care to patients in distinct areas,
delivering true integration across primary
secondary and often tertiary care.”
Bruce Keough and Jane
Cummings (TBC)
12 NHS | Presentation to [XXXX Company] | [Type Date]
6

7. 7

8. Core Support Team Structure
The actual size of the
team will vary depending NHS CB LOCAL AREA
on the population served TEAM MEDICAL
DIRECTOR
by the Clinical Senate but
core posts will exist in all
senates. SENATE CHAIR SCN CLINICAL DIRECTOR
(approx. 0.4 wte)
SCN & SENATE
ASSOCIATE DIRECTOR
BAND 9
PA
BAND 5
SENATE MANAGER NETWORK MANAGERS
0.5 wte BAND 8C 3 x BAND 8Cs
SENATE PA QUALITY NETWORK ASST 1 x
0.5 wte BAND 4 IMPROVEMENTS LEADS BAND 5 &
8 x BAND 6 - 8B NETWORK ADMIN &
SUPPORT OFFICER 1x
BAND 4
16
8

9. To put it bluntly:
Resources
Workload
Misconceptions:
• Because there is one network support
team there will only be 12 clinical
networks
• Each support team will only have 11
posts
• Priorities and activities will be
centrally dictated
• There will be no national support
9

10. Guiding values:
• A clear sense of purpose
• A commitment to putting patients,
clinicians and carers at the heart of
decision making
• An energised and proactive organisation
offering leadership and direction
• A focused and professional organisation,
easy to do business with
• An objective culture, using evidence to
inform the full range of its activities
• A flexible organisation
• An organisation committed to working in
partnership to achieve its goals
• An open and transparent approach
Progress to date:
• All leads for the 12 Network Support Teams have
been ‘appointed’
• Most of the NST teams have been completed
• Work plans are being discussed
• Local and national events are underway
• Various ‘working groups’ are looking at aspects of
SCN functioning
• More guidance being published
10

11. But, many questions still to be answered:
• How will it all work?
• How will the NHS work?
• How to protect the best of what we
already have?
• How to reconcile local versus central
priorities?
• Getting started with mental health,
dementia, neurological conditions,
maternity, children's services (plus
building further diabetes and kidney care
as part of CVD)
• Playing together nicely: SCNs, Senates,
AHSNs, ODNs, CSUs, HWBs, LATS, CCGs,
LPNs etc.
11

12. Suggestions:
• Make contact with your local (new) Network
Support Team
• Self-organise
• Demonstrate how a little can go a long way
• Have your ‘pitch’ ready for different
audiences
• Be (somewhat) shameless in pursuit of
funding
• Partner with charities
• Keep an eye on Academic Health Science
Networks
12

13. http://www.commissioningboard.nhs.uk/resources/networks-senates/
13

14. Geographical Area Host LAT Associate Director
London London London Lucy Grothier
East of England East Anglia Ruth Ashmore
Midlands & East East Midlands Leicestershire and Lincolnshire Rebecca Larder
West Midlands Birmingham, Solihull and Black Country Danielle Taylor
Cheshire & Merseyside Cheshire, Warrington & Wirral Jan Vaughan
Greater Manchester, Lancashire & South
Greater Manchester
North Cumbria Janet Ratcliffe
Northern England Cumbria, Northumberland, Tyne & Wear Roy McLachlan
Yorkshire & Humber South Yorkshire & Bassetlaw Ian Golton
South East Coast Surrey & Sussex Deborah Tomalin
Bristol, North Somerset, Somerset & South
South West Coast
South Gloucestershire Sunita Berry
Thames Valley Thames Valley Aarti Chapman
Wessex Wessex Lucy Sutton
14