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Agenda

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Deborah Thompson, Programme Director, Acute Frailty and Ambulatory Emergency Care Networks (CONFIRMED)

  • Analysing the impact of The NHS Long-Term Plan on urgent and emergency care and how it links to NHS England’s Urgent and Emergency Care Review
  • Outlining how Integrated Care Systems will be integral to the delivery of the NHS Long Term Plan with ICSs covering the whole country by 2021, including the impact this will have on A&E and emergency care services
  • Sharing insights on how the NHS is increasingly focusing on population health, including how delivering the ‘triple integration’ of primary and specialist care, physical and mental health services, and health with social care will help reduce the pressure of urgent and emergency services
  • Highlighting how the NHS will support collaboration across the Trust and with CCGs to formulate holistic community care plans, which support self-care and community-based provision to reduce hospital admissions
  • Supporting patient navigation of the optimal service channel through a single multidisciplinary Clinical Assessment Service (CAS)

Elizabeth Sargeant OBE, Clinical Lead for Integration of Health and Social Care - Emergency Care Improvement Programme, NHS England (CONFIRMED)

  • Outlining the 2016-2021 CQC strategy and where urgent and emergency care sits within it, including a more targeted, responsive and collaborative approach to regulation so more people get high-quality care
  • Maximising inspection impact across urgent and emergency care, such as re-allocating inspections to focus on areas that require improvement
  • Working together to bring about change – how individuals and organisations can use CQC inspections and resources to create momentum for change across A&E and urgent care services
  • Examining where next for hospitals and trusts with the regulation of urgent care and the role of CQC within this

Rebecca Payne, National Professional Advisor on Urgent Primary Care Care Quality Commission (CQC) (invited)

  • Examining how the partnership will provide a joint up service for patients to access GP, mental health and A&E services in one key location
  • Outlining the beneficial impact the hub will have on A&E patient flow within the local area, including tackling overcrowding, as the current department designed for 40,000 patients currently services 100,000
  • Understanding how the new care hub will allow patients to be diverted to primary care through the primary care zones, ensuring they receive appropriate care in the correct place and reducing overcrowding in emergency care departments
  • Sharing guidance on successfully bidding and winning £46 million worth of government funding to establish the Urgent Care Hub

Amanda Sullivan, Accountability Officer, Nottingham and Nottinghamshire CCG (CONFIRMED)

  • Examining how the hub will provide a joint up service for patients to access GP, mental health and A&E services in one key location
  • Outlining the beneficial impact the hub will have on A&E patient flow within the local area, including tackling overcrowding, as the current department designed for 40,000 patients currently services 100,000
  • Understanding how the new care hub will allow patients to be diverted to primary care through the primary care zones, ensuring they receive appropriate care in the correct place and reducing overcrowding in emergency care departments
  • Sharing guidance on successfully bidding and winning £46 million worth of government funding to establish the Urgent Care Hub

Simon Weldon, Chief Executive, Kettering General Hospital (invited)

  • Outlining how Yorkshire Ambulance Service NHS Trust is set to expand their urgent care service across Yorkshire and Humber by developing an integrated service for callers in need of emergency care
  • Highlighting the process of embedding the service within the current 111 NHS phone service currently being utilised and the steps being implemented to transition towards an integrated united
  • Examining how the service will improve patient flow by assessing patients and either providing self-help advice or directing them to visit a GP or urgent care centre, while also offering prescriptions and booking GP appointments for some urgent care patients
  • Sharing the trust’s journey on creating the new integrated system and successfully winning the £17.6m contract

Rod Barnes, Chief Executive, Yorkshire Ambulance Service NHS Trust (invited)

  • Outlining the RCEM’s position on continued use of the four-hour access standard as a high-level metric to monitor emergency care system performance
  • Discussing why system metrics based on an arbitrary ‘decision to admit’ time should be abandoned and how to improve quality indicators
  • Sharing practical insights on how an emergency department can analyse patient flow and future demand levels to implement long term patient safety planning
  • Analysing the next steps for the emergency medicine workforce considering the NHS England’s Review of standards and the possible impact the review could have on patients

Ian Higginson, Vice President, Royal College of Emergency Medicine (CONFIRMED)

  • Outlining recruitment and retention strategies to address multi-professional workforce challenges across Urgent and Emergency Care
  • Showcasing evidence for multi-professional rotating workforce models – case studies highlighting the success of rotating workforce as a recruitment, retention and wellbeing strategy. Linked to this is a need for confident, accessible, multi-professional supervisors… case study evidence will demonstrate work underway
  • Discussing how to help improve retention of Speciality and Associate Specialist (SAS) doctors in emergency departments through the SAS Development and Retention Programme Toolkit
  • Highlighting how HEE support the development of urgent and emergency care staff by funding upskilling initiatives across the NHS

Matthew Aiello, National Programme Lead, Urgent and Emergency Care, Health Education England (CONFIRMED)

  • Outlining how Croydon Health Services Trust used real-time data to clinically prioritise and expedite the patient journey through the emergency department and improve safety
  • Examining how the trust embedded data into the emergency department, including to identify steps across the patient workflow where delays most consistently happened
  • Partnering with a private sector organisation to utilise an electronic allocation system, enabling doctors to prioritise scan completion and reporting based on clinical urgency, and providing real-time information on delays
  • Understanding the importance of enabling doctors to clinically prioritise the order in which images are completed and reported, to provide transparency across the initiative
  • Highlighting the success of the initiative, which after three months reduced the time to complete imaging in accident and emergency for and high priority cases to 38 minutes, a 27 per cent reduction.

Dr Nnenna Osuji, Medical Director, Croydon Health Services Trust (CONFIRMED)

Hear from and gain insights from leading experts as they debate how technology, such as AI, apps and predictive analysis, can help improve patent flow and safety, as well as reduce the pressure and demand across Urgent and Emergency care departments.

Delegates will have the opportunity to ask questions and discuss how the panel embedded their technology-led projects/trials into their service.

Allison Nation, Associate Director Digital Strategy, Somerset CCG (CONFIRMED)
Dr Nick Mathieu, Consultant In Emergency Medicine & Clinical Director Of The Emergency Department Torbay and South Devon NHS Foundation Trust (invited)
Fiona Bell, Lead Officer for Primary Care, Vale of York CCG (invited)

  • Outlining Homerton University’s Hospital’s journey in consistently meeting the 4-hour waiting target and assessing 95% of ambulance arrivals within 19 minutes
  • Directing up to a third of patients to the primary urgent care centre and successfully channelling patients to enhance capacity within the emergency department
  • Developing the role of non-clinical navigators (NCN) to support patients in accessing the correct care pathway on arrival and directing patients to primary care services where appropriate
  • Targeting the support needs of patients regularly re-attending A&E and assessing how care plans can be developed to reduce unnecessary readmissions
  • Assessing Homerton University Hospital’s process in trialling and developing a successful admissions procedure which supports rapid response times

Dr Emma Rowland, Clinical Lead in Emergency Medicine, Homerton University Hospital (invited)

  • Examining how Shrewsbury and Telford Hospital NHS Trust has partnered with the private sector to attract clinical staff from overseas from places such as Dubai and India
  • Highlighting the process of targeting middle-grade doctors to ensure the trust’s A&E department can operate at 24-hours-a-day, seven-days-a-week and reduce dependence on agency staff
  • Outlining initiatives established by the trust to improve its offer to emergency medicine doctors, including The Clinical Fellowship Programme and the CESR (Certificate of Eligibility for Specialist Registration) scheme, developed jointly with Wolverhampton University
  • Creating a new doctors’ mess and refurbishing junior doctors’ accommodation as a method to improve both recruitment and morale of the current workforce

Dr Jenni Rowlands, Director of Postgraduate Education, Shrewsbury and Telford Hospital NHS Trust (invited)

*programme subject to change

Deborah Thompson, Programme Director, Acute Frailty and Ambulatory Emergency Care Networks (CONFIRMED)