Transcript South Worcestershire Clinical Commissioning Group

Operational Plan Summary 2012/13
Contents
Forward by Carl Ellson, South Worcestershire CCG Chair............................................................................ 3
Section 1
Introduction to South Worcestershire ..........................................................................
Section 2
Our vision, values, objectives and priorities .................................................................
Section 3
2011/12 Achievements.................................................................................................
Section 4
2012/13 Corporate
objectives....................................................................................... Section 5
2012/13
Commissioning priorities.................................................................................
Section 6
Our priorities in more detail..........................................................................................
- authorisation..............................................................................................................
- engagement..............................................................................................................
- local service priorities...............................................................................................
- joint service review .................................................................................................
- finance and quality, innovation, productivity and prevention (QIPP) .........................
Section 7
Contact us .................................................................................................................
Glossary ....................................................................................................................
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Forward by Carl Ellson, CCG Chair
The NHS reforms have placed clinicians absolutely at the forefront of improving healthcare commissioning and in
South Worcestershire we are determined to grasp this challenge and to improve services and outcomes for our
population. Now that the Health and Care Bill has been passed, we will be concentrating this year on our application to
be authorised as a statutory organisation which will provide us with the responsibilities and freedoms we require to
commission the best care possible within the resources available to us.
This Operational Plan Summary reviews our achievements in 2011/12 and sets out our overall vision and priorities and
importantly how we will deliver these during 2012/13. A full version of our plan is also available.
We are undoubtedly in a period of great change, with the health care reforms and the country’s wider financial
challenge greatly influencing how we approach 2012/13. We will be working collaboratively with patients and the public,
our NHS providers, other CCGs, the Local Authority and the voluntary sector to deliver much of the work outlined in our
plan. The Joint Services Review of Worcestershire health services is a major component of this collaborative work
across the county and I am committed to us playing a major role in shaping the outcome of that work.
Dr Carl Ellson
Clinical Executive Lead and Accountable Officer
South Worcestershire CCG
Introduction to South Worcestershire
South Worcestershire CCG will be the biggest of the three
CCGs in Worcestershire, accommodating approximately half of
the health budget being delegated in the County. We are a
collection of 32 General Practices serving a population of
292,000 people.
The age and demographic profile for South Worcestershire is
similar to that of the county as a whole. However, there is a
slightly greater proportion of people aged 65 or more. Despite
what appears to be a typical population profile, there are
challenges that we will need to address. For example:
•
The significant proportion of the elderly population at risk
due to rural isolation.
•
There are significant areas of social deprivation in urban
parts of South Worcestershire’s area.
•
Across South Worcestershire there
are significant variations in the
appearance of chronic long term
conditions.
•
Mental health is the single largest
area of long term disease related
spend.
Area
Practices
Population
Droitwich and
Ombersley
5
37,768
Evesham, Bredon
& Broadway
6
49’873
Malvern Hills &
Pershore
11
87,557
Worcester City
10
117,235
Total
32
292,433
Our Board
Name
Role
GP Representatives
Portfolio
Dr Anthony Kelly
Chair, Clinical Lead for Droitwich
Joint commissioned services
Dr Carl Ellson
Overall strategic development
Dr Felix Blaine
Clinical Lead for SWCCG and
Accountable Officer
Clinical Lead for Evesham, Bredon and
Broadway
Joint Clinical Lead for Malvern Hills and
Pershore
Joint Clinical Lead for Malvern Hills and
Pershore
Joint Clinical Lead for Worcester City
Dr Nikki Burger
Joint Clinical Lead for Worcester City
Urgent care, planned care & acute services
Dr David Farmer
Dr Jonathan Thorn
Dr George Henry
Medicines Management, primary care &
innovation
Community services
Quality
Dr Anthony Kelly
Dr Carl Ellson
Dr David Farmer
Long term conditions
Dr Jonathan Thorn
Secondary Care Representatives
TBC
Secondary Care Clinician
Lay Representatives
Dr George Henry
Rob Parker
Vice Chair, Lay Member & Non Executive representative for West Mercia Cluster
Board
Margaret Jackson
Lay member
Stuart Bourne
Co-opted member
Dr Felix Blaine
Management Team Representatives
Simon Trickett
Chief Operating Officer
Mary Walters
Interim Chief Finance Officer
Jo Galloway
Interim Executive Nurse
Dr Nikki Burger
Our vision and purpose
We exist to ensure that the population of South Worcestershire enjoy lives which are as healthy as possible. To
achieve this we will aim for the following:
South Worcestershire Clinical Commissioning Group will be recognised as a model organisation for
providing innovative and creative healthcare services for its patients. Our Practices will work together
to achieve goals and maximise primary care efficiency. We will use scarce resources wisely and our
community will understand that unpopular decisions are taken in the interests of the community as a
whole. Ten years from now the delivery of healthcare for residents of South Worcestershire will have
improved significantly and NHS care provided will guarantee clinical quality for our patients.
Our core purpose as an organisation is to:
•
•
•
•
•
Improve the health of our patients by commissioning high quality, value for money healthcare services.
Listen to and gains the respect of the community
Work in partnership with statutory, voluntary and private sector organisations for the betterment of the
population we serve
Invigorate healthcare delivery by creating value based competition founded on improved patient outcomes.
Pioneer new and innovative ways to provide healthcare.
Throughout this Operational Plan we will outline how we plan to meet this purpose and ultimately deliver our Vision.
Whilst our vision will take a number of years to deliver, this plan outlines the steps that we plan to take over the
coming 12 months.
Our values
To deliver our vision for South Worcestershire we need to
build and develop a successful organisation that is clear
in what it is trying to achieve.
Successful organisations have clear values; values which
everyone who works in the organisation share. Last
year, our Board took time to develop and share these
values and they continue to drive our work. We
recognise that for values to be more than “nice words”
we need to act upon what we say.
Our Organisational Development Plan (a separate
document which underpins our Operational Plan, outlines
in far more detail how we plan to embed these cultural
values in everything we do.
Organisational Values
(1) Be clinically effective, quality
focused and patient centred.
(2) Secure value for money in
everything we do.
(3) Be an organisation that values its
staff.
(4) Not tolerate mediocrity – to have
“why not”, rather than “cannot”
embedded in our vernacular.
(5) Be nimble, decisive, proactive and
dynamic
(6) Challenge bureaucratic NHS
behaviour.
(7) To demand of each other what is
right, even if our actions and
decisions impact on our
popularity.
2011/12 Achievements
In our 2011/12 Business Plan, we set out 6 priorities areas for the financial year. Below is a summary of the progress
that we have made against each priority
Priority
Progress
1.`Financial stability and Quality, Innovation, Productivity and
Prevention (QIPP)
We used the national QIPP framework throughout the year to help
us to deliver more services within the same resources and with the
use of our risk reserve, remained in financial balance.
Worcestershire as a whole health economy delivered a £3m
surplus which will be added to our budgets for 2012/13 and help us
to deliver the required QIPP saving (see page 22)
2. Organisational Development
This has been a major area of work for us throughout the year in
preparation for our application to be a statutory organisation. Key
achievements have been:
•The size and geographical footprint of the CCG has been
approved by the Strategic Health Authority
•In December 2011, we held elections for Board members and
have implemented a new Board and supporting committees
•We have agreed the functions that we will discharge as a CCG
and the functions that we will buy in from a support organisation
•We have developed an organisational structure for our CCG and
completed a process of staff consultation
•We have developed and started to implement a development
programme for Board members and other clinicians and staff in the
CCG
2011/12 Achievements continued
In our 2011/12 Business Plan, we set out 6 priorities areas for the financial year. Below is a summary of the progress
that we have made against each priority
Priority
Progress
3. Engagement
Engagement with our practices: We have continued to work
closely with all our practices to ensure that they are true members
of the CCG. Practices receive a weekly briefing on national & local
development, they attend monthly locality meetings and each
practice was visited from Dec – March by a clinician and manager
from the CCG Board. SWCCG has a website which includes a
members section.
Engagement with the community: we have developed a draft
engagement strategy which we have consulted on at 2 public
meetings and have begun to implement. We have 2 lay members
on the CCG Board.
Engagement with the Local Authority: Worcestershire has
established a Health and Well Being Board which brings together
the Worcestershire CCGs, Local Authority and health providers to
agree overall priorities and ensure that all partners work to improve
health outcomes for the community. We have fully participated in
this important forum and Dr Carl Ellson has been elected as Vice
Chair.
4. Working in partnership with our providers
We have established monthly Liaison Boards with Worcestershire
Acute Trust and the Health and Care Trust which have enabled
consultants and GPs to directly review clinical pathways.
Dr Anthony Kelly is acting as Clinical Lead for the on-going Joint
Strategic Review (JSR) of health services within Worcestershire.
2011/12 Achievements continued
In our 2011/12 Business Plan, we set out 6 priorities areas for the financial year. Below is a summary of the progress
that we have made against each priority
Priority
Progress
5. Urgent Care
We are developing an overall urgent care strategy and progressed
a number of elements of that strategy:
•GPs have worked in A&E throughout the winter to explore ways in
which primary care can contribute to patients seeking urgent care
•8 practices have piloted a system of GPs offering patients
telephone appointments as a means of increasing capacity for
patients seeking urgent appointments with their GP
•Risk stratification tools have been piloted by 2 practices to identify
patients at risk of hospital admission
•Aconbury wards at Worcestershire Royal Hospital have been
closed and rehabilitation services have been re-provided in the
community at Timberdine together with a hospital at home service
and enhanced intermediate care services
6. Community Services
We have developed a service specification for integrated
community teams following extensive consultation with our
practices. We will be working with the Health & Care Trust to
implement during 2012/13.
We have developed a model for enhancing care to patients in
nursing and residential homes which will again be implemented
during 2012/13.
Our corporate objectives
We have defined these objectives for 2012/13
Area
Baseline
Our aspiration for one year ahead
CCG
Development
A newly formed organisation on a journey towards
authorisation.
An authorised CCG that is competent to take on
full responsibility from 1 April 2013
Delivering QIPP
2011/12 plan delivered with a £1.2m surplus
£5.7m QIPP savings delivered for 2012/13 with
clear plans and milestones already established for
2013/14 and 2014/15
Managing the
health economy
Scope of the review just being established, with clear
SWCCG involvement approved.
Clear decisions made and agreed that are in the
best interest of our community.
Improving access
to A&E
WAHT has fallen short of the 95% target for every
month of 2011/12.
WAHT regularly achieves the target, where non
achievement is the exception.
Improving stoke
services
WAHT consistently fell short of both key targets for
time spend on a specialist bed and rapid access to
services during 2011/12.
WAHT regularly achieves these targets, where non
achievement is the exception.
Improving
Primary Care
All practice performance benchmarked against
indicators – cross reference to quadrant for
methodology and areas for improvement identified
Priorities for 2012\13 will continue to focus on
Access, Screening, Prevention and practice specific
improvements
Improving patient
safety
There were two “Never Events” reported up to
February 2012 at WAHT
No Never Events reported and other patient safety
risks thoroughly investigated
Health visitors
Health visitor numbers in Worcestershire fell from 102
in June 2011 to 96 in February 2012 – when they
should have been increasing.
Health Visitor numbers meet the Strategic Health
Authority’s approved Health Visiting
Implementation Plan.
Areas of highest
need
6 practices in high deprivation areas showing increased
mortality risks.
To have made significant inroads in addressing
these inequalities and to have developed a clear
plan for tackling them.
2012 /13 Commissioning Priorities
SWCCG is committed to working with partner organisations in order to achieve the best health outcomes for the people
of Worcestershire.
For 2012/13 priorities have been shaped by the constituent practices with checks back to our partners and the NHS
Operating Plan to assess alignment. During 2012/13, we will develop ever closer dialogue with partners to ensure a
more integrated approach and evidence based commissioning. The steps that we are taking are:
•
Sharing and analysing the data from the Joint Strategic Needs Assessment (JSNA) through the locality groups.
•
Building a culture that uses evidence and data to shape decision making. Business Intelligence reports will be
used as a key data source.
•
Consulting on and implementation of a public engagement plan to understand the priorities of patients.
•
Continuing as a key player of the Health & Well Being Board with Dr Carl Ellson as vice-chair.
•
Fully participating in the Joint Service Review of hospital and community services in Worcestershire
•
Developing a partnership model of commissioning which demands quality services but which seeks to understand
and resolve challenges faced by providers.
Our partnership model in action:
We are working closely with Worcestershire Health & Care Trust & with Worcestershire Local Authority to develop
integrated community teams , so that district nurses, care managers , occupational therapists, physiotherapists, social
workers and others all work closely together within multi-professional teams to deliver seamless care to patients ,
improving communication & avoiding duplication.
Our priorities in more detail
Authorisation
By April 2013, the government aims for all Clinical Commissioning Group to be authorised as statutory organisations
and to take over full commissioning responsibilities . Primary Care Trusts and Strategic Health Authorities will be
abolished on 31st March 2013.
All CCGs are required to submit an application to the National Commissioning Board to be authorised as statutory
bodies. Applications will be made in 4 ‘waves’. South Worcestershire CCG, together with the other 2 Worcestershire
CCGs has elected to submit an application in Wave 2 on 1st September 2012. The application process has a number of
phases:
•Preparation – over the spring and summer, we will be gathering evidence to demonstrate our capacity and capability
to commissioning services for our local population
•Stakeholder survey-in July, the National Commissioning Board will send a survey to all our constituent practices and
a range of other stakeholders to seek their views on the CCGs capability
•Application- the formal application will be submitted on 1st September
•Site Visit – During October, 6 members of the National Commissioning Board will visit us to discuss our application
•Outcome – During November, we can expect to hear whether our application has been successful. The National
Commissioning Board has the powers to authorise CCGs in full, to authorise with conditions with a development plan to
be followed before full authorisation or to reject the application.
For any CCG which fails to achieve authorisation by April 2013, the National Commissioning Board will manage
commissioning for that population until such time as the application is successful.
Our priorities in more detail
Engagement
We recognise the role that engagement has in identifying the opportunity to improve services – both through proactive
involvement in planning and through responding to patient and community views following their involvement with our
services. We also recognise that it is important to engage with a wide range of individuals and groups, not just those
that are active and easy to access.
Our intentions for engagement are to:
•
Make sure engagement is absolutely integral to how we work and to build communications and engagement into
the commissioning process to ensure that all commissioned schemes have been developed considering patient
and stakeholder feedback.
•
Understand our communities and their needs and develop a culture that involves patients and the public at all
levels of decision making.
•
Develop methods of communicating with and engaging South Worcestershire residents to assist the organisation
to develop a real understanding of the local population and significant ideas and opinions amongst communities.
•
Ensure people are fully informed and that we are open and honest about what is possible and create flexible
opportunities for people to be involved
•
Establish excellent relationships with stakeholders and inside and outside of the health economy to achieve joined
up engagement, messages and campaigns.
•
Develop processes, infrastructure and capacity to deliver effective engagement
•
Ensure that all engagement is accessible and takes into account the varying needs of different groups of the local
population.
•
Support the planning and delivery of campaigns and initiatives.
•
Contribute to the development of an operating model for Healthwatch and raise awareness of Healthwatch among
local Public Patient Participation Groups and other patient fora.
Our Engagement Plan
The key aspects of our
engagement plan are to
provide the right
opportunities for
engagement. This
includes:
• Participation in decision
making from a relatively
small group of those
who wish to be actively
involved.
• Informed contribution
through a range of
participative bodies that
contribute to the wider
debate
• Providing information of
interest to the public on
ideas, innovations and
major decisions.
Engagement
In implementing this plan to date, we have:
•
Set up public meetings to consult on our draft plan.
•
Commissioned a project to help us work with the people of the 6 most deprived wards in Worcester City to help us
work in partnership with the community to commission services which better meet the needs of local people.
This year, we will:
•
Develop our processes to ensure that we build
engagement into our routine business, including collecting
and acting on patient feedback.
•
Seek feedback on our own performance as an
organisation.
•
Establish a patient, public and stakeholder committee to
advise SWCCG Board.
•
Consult on establishing SWCCG as a ‘membership’
organization.
•
Develop a strong partnership with LINk (Healthwatch from
2013).
•
Jointly train commissioning professionals & our members
to carry out quality monitoring visits at our provider
organisations.
Local response to our draft engagement plan
What we asked you…
Does the Levels of Engagement Diagram (below) make sense and is it easy
to understand?
What you told us…
Levels of engagement
Our priorities in more detail
Priorities for local service development
At a development day held in October 2011,SWCCG priorities
for local improvement in 2012/13 were defined as:
•
The development and implementation of a new service
model for integrated community services which maximises
value, enhances the patient experiences and keeps
patients at home wherever clinically appropriate.
•
The development and implementation of enhanced
support for patients in care homes drawing on the
evaluation of the 2 year pilot in Malvern Hills & Pershore
Locality.
•
Enhancement to primary care mental health services
which meets NICE guidance, delivers value for money
and frees capacity in secondary care mental health
services.
Three development
priorities
for 2012/13:
(1) A new service model
for
integrated
community services.
(2) Enhanced support
for patients
in care homes.
(3) Enhanced primary
care mental
health services
Our priorities in more detail
Managing our local health economy – Joint Services Review
A strategic system wide approach is being taken to fundamentally review the options for securing a high quality
financially sustainable providers. We are actively involved in this process and will participate fully. The review is chaired
by Bryan Smith, Non-Executive Director for West Mercia, with Dr Anthony Kelly, SWCCG Board member acting as
Clinical Lead.
SWCCG has representatives on the 4 work streams of the review as follows:
Emergency Care
Dr Nikki Burger, SWCCG Urgent Care Lead
Dr Carl Ellson, SWCCG Clinical Lead
Planned Care
Dr John O’Driscoll, Member of SWCCG Health & Care Trust Liaison Board
Women & Children’s Services
Dr Anthony Kelly, SWCCG Board Chair
Elderly Care
Dr Felix Blaine, SWCCG Board Member.
The results of the Joint Services Review will not be known until later in the year and therefore our focus in the coming
year is on participating in the review to the fullest extent and we will outline our response to the major issues in next
year’s operational plan. However, right now we have a clear understanding of what we want the JSR to achieve for our
community and patients. Our ambitions include to achieve sustainable high quality services that are as close to, if not
in, people’s own homes. This will needs to come through enhancing quality, capacity and capability in the role of
primary care and community teams, investment in enabling technology, a stronger focus on preventing illness and the
virtual elimination of urgent care admissions for known high risk groups. As well as delivering transformational change,
this also means addressing the core weaknesses in our current system around access to services such as A&E and
Stroke. These are bold ambitions, but by engaging in the process, working with our stakeholder, partners and
community we are confident that we can make significant strides in this very positive direction.
Delivering Quality, Innovation, Productivity and Prevention (QIPP)
QIPP (quality, innovation, productivity and prevention) is the government’s approach to health services achieving
more from the resources available to enable us to manage the growing needs of an aging population.
Across Worcestershire the QIPP challenge for 2012/13 is £11.4m. The estimated share of South Worcestershire’s
contribution to this total is £5.7m. Further work is being undertaken to establish the exact value but for the purposes
of this plan we are aiming for the £5.7m.
The following pages provide an overview of the QIPP programme along with a summary of actions around what
SWCCG will do specifically to support delivery of these targets.
SWCCG recognises the importance of owning and delivering the QIPP agenda, not just because of the contribution it
makes to the financial health of the CCG, but also because of the opportunity it provides to significantly improve
quality and genuinely transform the way in which some services are delivered.
Our priorities in more detail - Financial
The annual budget of £310,452,038 for South Worcestershire
CCG represents the projected spending requirement for
2012/13.
This sum includes an agreed transfer of £2m from Wyre
Forest CCG and this enables South Worcestershire to start
the year with an operational risk reserve of £2.95m, which
equates to 1% of the overall CCG budget.
The budget requirement is dependent on the CCG delivering
the commissioner QIPP schemes of £5.7m. This is a risk that
can be managed through robust project management of the
QIPP programme.
plan and QIPP
Service
Secondary Healthcare (including Worcestershire
Acute Trust £119.5m and Worcestershire Health
& Care Trust £35.7m)
Budget
£m
192.0
CCG Schemes
2.2
NICE / PbR Exclusions
1.7
Partnership & Non NHS Agreements
7.0
Mental Health Placements
3.1
Continuing Healthcare
10.6
Pooled Budgets/Joint Commissioning
35.7
GP Prescribing & Dispensing
47.3
APMS Contracts (Walk in Centre & Out of Hours)
4.1
Earmarked Reserves
2.3
CCG Running Costs
1.0
Operational Risk Reserve
3.0
Other
0.5
Total Budget Available
310.5
Delivering QIPP – our urgent care projects
Vision
To be
recognised
as a model
organisatio
n for
providing
innovative
& creative
healthcare
services for
its patients
Values
To be clinically
effective, quality
based and patient
centred
To secure value for
money in everything
we do
To be an organisation
that values its staff
We will not tolerate
mediocrity. “why
not” rather than
“cannot” will be
embedded in our
vernacular
We will be nimble,
decisive, proactive
and
Dynamic
We will challenge
NHS bureaucratic
behaviour
We will demand of
each other to do
what is right even
though our actions
and ultimate
decisions may impact
upon our popularity
Strategic
Objectives
To help patients
understand
urgent care
services
To help patients
access services
appropriately
To ensure
patients are
assessed and
treated promptly
and the right
place
To only admit
people to
hospital when
necessary
To facilitate
improvement of
hospital systems,
reduce delays &
facilitate early
discharge
To provide care
at home or as
close to home as
possible
Goals
Prioritised Initiatives
Managing urgent and emergency care differently at the
front door
To implement recommendation from the Joint Service Review
To explore new models of care for acute hospital “front end” services
Primary Care Access
To improve access to primary care through introduction and roll out of Patient First initiative
Long Term Conditions Management
To implement integrated community teams
To use the risk stratification tool to better target health resources
To embed self management
To implement tele-health Care
High Performing providers
Lead Joint Strategic Review
Establish & develop liaison boards
Build confidence in providers
Improve quality in primary care
Robust alternatives to admission
Commission comprehensive community IV service
Expand Hospital at Home
Support for patients in Care Homes
To commission a network of clinical support for patients in care homes (including those with nursing)
To commission enhanced medical support for patients in care homes (including those with nursing)
End of Life Care
To give everyone, regardless of diagnosis, the opportunity to make a choice about their preferred place of care and death in the last year of life and enable
that choice to be realised
Ambulance Services
To implement alternative pathways of care to reduce ambulance conveyance rate to hospital
To commission medical support for ambulances
Walk In Centre
To review the role of the WIC and explore options which maximise the potential of WIC in its contribution to the efficient delivery of urgent care services
Out of Hours Services
Support for care homes
To develop closer working with A&E and community hospitals facilitating access to beds OOHs
Effective & efficient use of capacity across the system
NHS 111 development
Develop Directory of Services with WMAS
Development of capacity hub
Proactive support for patients with mental illness
To implement RAID model supporting patients (& carers)with Dementia, self harm and substance misuse
Commission primary Care mental Health Service (IMHAT)
Delivering QIPP – our planned care projects
Project
Aim
Orthopaedic Triage (ICATS – integrated
clinical assessment and treatment service)
Continue to triage patients through orthopaedic practitioners
to ensure that patients receive the correct intervention & only
those requiring consultant opinion are referred to secondary
care. QIPP savings target of £634,000.
Out-patient follow-up appointments
Work with our hospital colleagues to ensure that only patients
who clinically require a follow-up are seen in out-patient
clinics. QIPP savings target of £314,000.
Ophthalmology
Continue to work with consultant ophthamologists and local
optometrists to ensure that patients receive clinically
appropriate care. QIPP savings target of £40,000.
Mental Health
Develop a patient pathway which provides an enhanced service
in primary care, reducing the number of referrals to consultant
psychiatrists and create more capacity for those with serious
mental health problems. QIPP savings target of £177,000.
Delivering QIPP – our primary care schemes
Project
Aim
Intra-venous therapy in a community
setting
Improve assess to IV therapies at home or in a community
setting, reducing both planned and emergency admissions to
hospital.
Facilitate early discharge from hospital for patients requiring
on-going IV therapy .
Leg Ulcer Pathway
Implement the leg ulcer pathway across SWCCCG which will
ensure that all patients with venous ulcers have access to
trained nurses and diagnostic facilities in the community
Medicines Management
Lower expenditure on prescribing by moving to generic,
clinically safe brands. QIPP savings target of £1.1m.
Integrated Community Teams
Implement an integrated system of nursing, therapy & social
care teams to improve communication, reduce duplication &
provide proactive care which keeps more patients as well as
possible in the community , thus reducing emergency
admissions
Clinical Support for Care Homes
Develop enhanced assessments for patients in care homes to
ensure they receive the same level of services as people in
their own homes
Contact us
The government reforms of health services which have culminated in the Health and Social Care Act (2012) aim to
increase the accountability of health care organisations to their local population. We seek to be an open, transparent
organisation which is accessible and listens to our local community and all our stakeholders.
Read more about us on our website - www.southworcsccg.nhs.uk where you will find a full version of our Operational
Plan
We will be holding further public events during 2012/13 and we are in the process of building a list of members and
volunteers to work closely with us. Read more about these opportunities in our Engagement Plan.
We look forward to hearing from you.
Glossary
A&E
CCG
CQUIN
GP
ICATS
IV
JSNA
JSR
LINk
NHS
NICE
PPI
PRG
QIPP
RAID
SWCCG
WAHT
Accident and Emergency
Clinical Commissioning Group
Commissioning for Quality and Innovation
General Practitioner
Integrated Clinical Assessment & Treatment Service
Intra-venous
Joint Strategic Needs Assessment
Joint Services Review
Local Involvement Network
National Health Service
National Institute of Clinical Excellence
Patient and Public Involvement
Patient Reference Group
Quality, Innovation, Productivity and Prevention
Rapid Access Interface Discharge
South Worcestershire Clinical Commissioning Group
Worcestershire Acute Hospital Trust