Transcript Update on the Emergency Centre

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?
MODEL FOR THE EMERGENCY CENTRE
15/20 min’s for patient to be receiving treatment from booking in at reception
Zone 3 – Assessment and
Treatment
Diagnostics
Ambulance
Patients (RAT)
Stream 1
Stream 2
The most
appropriate
clinician to treat
the condition
Observation <24hrs
Discharge
Alternative Level of Care
Walk-in Patients
Zone 2 Rapid Assessment
Zone 1 – Reception
Walk-in and Ambulance Patients
Admit
Stream 3
Stream 4
Referred to
Pharmacy/Back to GP/CCC
Advice for Self Care
Zone 4 – Self Management
Stream 5
Stream 6 – Booked OOHs Apps
Direct referral to specialty
e.g. gynaecology, stroke,
max fax, ophthalmology
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.
Why do we need to reconfigure Rotherham’s urgent care services?
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
Demand for unscheduled care
services continues to rise.
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.
Patients report that multiple points of access
to unscheduled care make services confusing
and difficult to navigate.
Existing WiC and A&E
resources will not be
sufficient without
significant changes to
the way services are
delivered.
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.
May
2014
Assurance
June
Safety/Costs
and Staffing
2014
Sept
2014
Initial
Pathway
Simulation
Implications
to board –
Revenue &
Finance &
Building
Scheme
March
2015
Second
pathway
Simulation
August
2014
Final Board
Approval
Oct
GMP sign off
2014
July
2015
Third
Pathway
Simulation
March
2016
Capital
Development
Commences
Major
Incident
simulation
Pathway Development
Procurement Commences
2017 - 2018
Workforce Development Commences August 2014
GO LIVE MAY/JULY 2016
Simulation Events IT Implementation Capital Development
When will all this happen ?
How can partners get involved?
?