The NHS Shared Planning Guidance asked every local health and care system in England to come together to create their own ambitious local plan for accelerating the implementation of the Five Year Forward View (5YFV).
These blueprints, called Sustainability and Transformation Partnerships (STPs), are place-based, multi-year plans built around the needs of local populations.
STPs will help drive a genuine and sustainable transformation in health and care between 2016 and 2021. They will also help build and strengthen local relationships, enabling a shared understanding of where we are now, our ambition for 2021 and the steps needed to get us there.
These plans are also described as the local version of a national plan called the Five Year Forward View, published in 2014. This sets out a vision of a better NHS, the steps we should take to get us there, and how everyone involved need to work together.
However they are described as the local place-based plans written with the aim of ensuring that we all receive better care, are healthier, and have health and care services which run more efficiently by early 2021.
To deliver these plans NHS providers, Clinical Commissioning Groups (CCGs), local councils, and other health and care services have come together to form 44 STP ‘footprints’. These are established within ‘geographical’ areas, in which people and organisations will work together to develop the plans to transform the way that health and care is planned and delivered for their populations.
These footprints are of a scale which should support transformative change and the implementation of the Five Year Forward View vision of better health and wellbeing, improved quality of care, and stronger NHS finance and efficiency.
Health services, local councils and care providers have been working across West Yorkshire and Harrogate to develop a region-wide Sustainability and Transformation Plan (STP).
Closer partnership working is at the very core of our STP. Over the past six months the leadership and staff of the West Yorkshire and Harrogate health and care organisations have been working hard on how we respond to the challenges we face, whilst delivering quality care and working towards achieving our vision.
West Yorkshire and Harrogate STP area covers eleven Clinical Commissioning Groups (which design, specify and buy care for local people), six local council boundaries, as well as services provided by a number of health and social care organisations, such as mental health, community and hospitals. Over time these organisational differences will become less important as we want to put people and communities above individual organisational boundaries.
The West Yorkshire and Harrogate STP is built from six local area place-based plans; Bradford District and Craven, Calderdale, Harrogate and Rural District, Kirklees, Leeds and Wakefield.
This is based around the established relationships of the six Health and Wellbeing Boards and builds on their local health and wellbeing strategies.
Our vision for West Yorkshire and Harrogate is for everyone to have the best possible outcomes for their health and wellbeing. At the heart of this are the following ambitions:
1. Healthy places
- We will improve the way services are provided with a greater focus on preventing illness, or identifying and managing this at an early stage wherever possible
- We will support people to manage their own care, where safe to do so, with peer support and technology provided in their communities to help with self-care
- Care will be person centred, simpler and easier to navigate
- There will be joined-up community services across physical and mental health as well as much closer working with social care.
2. High quality and efficient services
- Hospitals will work more closely together, providing physical and mental healthcare to a consistently high standard by organisations sharing knowledge, skills, expertise and care records, where appropriate
- The way that services are designed and contracted will change. We will move to a single commissioning arrangement between Clinical Commissioning Groups (CCG) and local councils. This will ensure a stronger focus on local places and engagement. There will also be a stronger West Yorkshire and Harrogate commissioning function for some services
- We will share our staff and buildings where it makes sense to do so; to make the best use of the resources we have between us and to help further service investment.
3. A health and care service that works for everyone, including our staff
- West Yorkshire and Harrogate will be a great place to work
- We will always work with people in how we design, plan and provide care and support
- West Yorkshire and Harrogate will be an international destination for health innovation.
To support our six local places we are carrying out a range of work collectively across the STP wide area. When we work in this way it is for one or more of three reasons:
- Services cut across the area and beyond the six local places. For example, some services are not provided everywhere and require people to travel across local places i.e. stroke and cancer support.
- There are benefits from doing the work once and sharing, so we make the best use of the skill and expertise we have.
- Working together can deliver a greater benefit than working separately.
On this basis we have identified nine priorities for which we will work across a larger area. These are:
- Primary and community services
- Mental health
- Urgent and emergency care
- Specialised services
- Hospitals working together
- Standardisation of commissioning policies
We plan to better organise and simplify urgent and emergency care so people get the very best care at the right time in the right place. This will mean clearer coordination and better organisation of urgent care services (including primary care, mental health, ambulances and urgent care centres) so they work together and people know where they can get the help you need.
We aim to improve on our four hour accident and emergency standard by March 2017 to ensure everyone is seen within this time, and we will continue to improve on this.
The demand for planned care (when you have a booked appointment to see a specialist or have an operation) is placing ongoing pressure on services. Unfortunately as a result people are waiting longer for appointments - we aim to meet our 18 week referral to treatment standard over the next five years across the area.
Improving patient experiences, choice and delivering high quality, safe care across seven days of the week is also a priority.
Clinical commissioning groups
- NHS Airedale, Wharfedale and Craven CCG
- NHS Bradford City CCG
- NHS Bradford District CCG
- NHS Calderdale CCG
- NHS Greater Huddersfield CCG
- NHS Harrogate and Rural District CCG
- NHS Leeds North CCG
- NHS Leeds South and East CCG
- NHS Leeds West CCG
- NHS North Kirklees CCG
- NHS Wakefield CCG
- Bradford Metropolitan District Council
- Calderdale Council
- Craven District Council
- Harrogate Borough Council
- Kirklees Council
- Leeds City Council
- North Yorkshire County Council
- Wakefield Council
NHS care providers
- Airedale NHS Foundation Trust
- Bradford District Care NHS Foundation Trust
- Bradford Teaching Hospitals NHS Foundation Trust
- Calderdale and Huddersfield NHS Foundation Trust
- Harrogate and District NHS Foundation Trust
- Leeds Community Healthcare NHS Trust
- Leeds and York Partnership NHS Foundation Trust
- Leeds Teaching Hospitals NHS Trust
- Locala Community Partnerships
- The Mid-Yorkshire Hospitals NHS Trust
- South West Yorkshire Partnership NHS Foundation Trust
- Tees Esk and Wear Valleys NHS Foundation Trust
- Yorkshire Ambulance Service NHS Trust
Other organisations involved
- NHS England
- Public Health England
- Local Health and Wellbeing Boards, including representatives from West Yorkshire Police,West Yorkshire Fire and Rescue Service, Local Care Direct and Locala Community Partnership
The NHS Shared Planning Guidance asked each area to develop a proposed STP ‘geographical footprint’ by 29 January 2016, engaging with local councils and other partners on what this should look like. The footprints should be locally defined, based on communities, existing working relationships, patient flows and take account of the scale needed to deliver health and social care services, transformation and public health programmes.
No – the local, statutory architecture for health and care remains, as does the existing accountabilities for Chief Executives of Local Councils, care provider organisations and CCG Accountable Officers.
This is about ensuring that organisations are able to work together at scale and across communities to plan for the needs of their population, and help deliver the Five Year Forward View – improving the quality of care, health, and NHS efficiency by 2020/21.
The boundaries used for STPs will not cover all planning eventualities - as with the current arrangements for planning and delivery, there are layers of plans which sit above and below STPs, with cross overs and dependencies.
For example, neighbouring STP areas will need to work together when planning specialised ambulance services or working with more than one local council or where there are cross overs on work such as stroke, urgent care and mental health.
STPs are being developed with the close support and input of clinicians, staff and wider partners including local councils. We will engage with people about the operational ideas in the plan – we know we cannot transform health and social care without the active engagement of the clinicians and staff who actually deliver it, nor can we develop integrated care services, such as care closer to home, without understanding what our communities want and without our partners in local government.
There is also a Clinical Forum which is made up of GPs, and specialist consultants from whom we seek advice and guidance on clinical decisions and what this would mean in the medical field. We will also build on existing engagement through all the channels available to us and use this feedback to shape proposal for consultations. This will include actively seek wider partner involvement from the voluntary and community sector and the public in the development of our plan.
The development of the STP is coming from existing health budgets, supported by a small programme management office.
We believe that to improve care for people, health and care services need to work more closely together, and in new ways. This means the public, carers, GPs, hospitals, local councils, provider organisations, the voluntary sector and commissioners all coming together to agree a plan to improve local health and care services. Helping people and families to plan ahead, stay well and get support when they need it in the most appropriate way with the resources and money we have available.
Engaging and communicating with partners, stakeholders and the public in the planning, design and delivery is essential if we are to get this right.
Effective communication and engagement is a two-way process. Our activity will focus on informing, sharing, listening and responding. Being proactive is central to our communications and engagement strategy.
Our vision for West Yorkshire and Harrogate is for the whole population to have the best possible health and wellbeing. To achieve this, our health and care system needs to change.
In 2016, we face the most significant challenges for a generation. We know that we must keep innovating and improving if we are to meet the needs of our population in a tough financial climate. Demand for services is growing faster than resources. Services in some places are not designed to meet modern standards, and local people want things to be better, more joined up, and more aligned to their needs. This is clear from the continuous engagement we have with local people, as well as the changing world we live in.
If we get this right, together we will engage patients, people who access health and social care, carers, staff and communities from the start, allowing us to develop services that reflect their needs so that we can improve outcomes by 2020/21, closing all three gaps.
This will require a different type of planning process. It will require the NHS at both local and national level to work in partnership across organisational boundaries and sectors, and will require changes not just in process, but in culture and behaviour.
The NHS shared planning guidance, published in December 2015, explained that the success of STPs will depend on having an open, engaging process that harnesses the energies of clinicians, patients, carers, citizens, and local community partners including the independent and voluntary sectors, and local government through Health and Wellbeing Boards.
Indeed, around the country, a number of STP footprints are being led by local government leaders.Health and Wellbeing Boards also have a crucial role to play in this. Since 2012 they have been developing local health and wellbeing strategies based on the needs of local people. They bring together the NHS, public health, adult social care and children's services, including councillors and local Healthwatch, to plan how best to meet the needs of their local population and tackle local inequalities in health. They provide a way of ensuring that local people have a strong voice.
Health and Wellbeing Boards have a crucial role to play in this. Since 2012 they have been developing local health and wellbeing strategies based on the needs of local people.
They bring together the NHS, public health, adult social care and children's services, including councillors and local Healthwatch, to plan how best to meet the needs of their local population and tackle local inequalities in health. They provide a way of ensuring that local people have a strong voice.
The West Yorkshire and Harrogate STP is built from six local area place-based plans; Bradford District and Craven, Calderdale, Harrogate and Rural District, Kirklees, Leeds and Wakefield. This is based around the established relationships of the six Health and Wellbeing Boards and builds on their local health and wellbeing strategies.
Health and care partner organisations across West Yorkshire and Harrogate have been working together to develop the five year STP for seven months now. As the STP develops, updated versions have to be submitted to a group of national bodies including NHS England, NHS Improvement and the Local Government Association.
There have been two such checkpoint submissions so far, the most recent was on 30 June 2016, with a more detailed plan being drafted for 21 October.
This is a five year plan and the focus is on providers and commissioners collectively returning a currently unsustainable health and care system to long-term sustainability by 2020/21.
It’s great news that people are living longer than previous generations, but the reality is that up to two thirds of people in the UK could spend their retirement years in ill-health. An ageing population, people living longer with complex health and social care needs, means we have to change if we want to improve people’s quality of life and meet the challenges we face together with the money we have available.Although extra money has been made available nationally to support the NHS, this is not growing as fast as demand for care.
Budgets in social care, training, and public health are under additional pressure and have not been increased in the same way that some NHS funding has seen. Our workforce is also changing. We need to improve the way we do things if we are to meet changing needs whilst improving the health and wellbeing of people and fully supporting our staff.
Our planning for the STP is therefore emerging as we understand better how we collectively deliver sustainability, and our submissions to date represent checkpoints on how our plan is evolving.
Year one (2016/17) and planning to date as a system has been about jointly understanding gaps and variations in outcomes, the pressures on services which are making them unsustainable and the contribution that collaborative programmes and local place-based plans can make to close the following three gaps over the next five year:
- Health and wellbeing
- Care and quality
- Finance and efficiency
We will shortly begin conversations with staff, public and stakeholders. Public engagement will be used to shape and develop formal consultation.
The draft plan can be read here. On this page you can also read the public summary and watch a short film. There is also information on recent engagement and consultation work carried out across the area.
Some two thirds of the 44 STP June submissions across England acknowledged the funding pressures on social care. It is essential that plans are whole-system and recognise the totality of the health and social care funding gap.
Although all draft plans recognise the importance of investing in prevention, few describe in detail what this would look like, and some focus more narrowly on health prevention such as smoking cessation. The strongest prevention workstreams have clear leadership from health and wellbeing boards and local council senior officers including Directors of Public Health. They draw too on wider public sector reform, tapping into economic growth agendas.
The Board of each of the WYAAT trusts has agreed to form a Committee in Common which is responsible for leading the joint work programme and the development of the workstreams. The Chief Executive and Chair from each trust are members of the Committee in Common.
Each workstream has a number of projects underneath supported by a lead Chief Executive from one of the six trusts. The projects will put together a case for change that sets out how things are done now, what good or best practice is, how things need to change and the risks and benefits associated with this change. The cases for change will be considered by the Committee in Common before being recommended to each of the individual trust boards for approval.
The Committee in Common is a sub-committee of each of the Trust Boards and therefore as the Boards meet in public, the Committee doesn’t need to. It is a different model than the CCG Joint Committee where the final decision lies with the Joint Committee. WYAAT is more of a vehicle for the acute trusts to work together for the greater good of the WY community, but sovereignty remains with the individual NHS Trusts.
What evidence do you have that the mental health priorities you have chosen, for example, autism and eating disorders are priorities that would be agreed by people who use services and their carers?
The West Yorkshire and Harrogate (WY&H) mental health priorities have been informed by where it makes sense to do the work once across WY&H due to scale, or because it is an area challenging each local area and therefore there is strength in working together. Our priority areas are in the main national service improvement priorities too.
We know from the engagement work undertaken locally to date that people would like to see improvements in such areas as crisis services, children and young people's mental health services and more timely access to autism assessments. In addition to the WY&H priorities there is considerable work going on in each of the six local places e.g. Leeds, to improve mental health services with a strong focus on mental health wellbeing. As we acknowledged at the last Joint Committee of the 11 Clinical Commissioning Groups, there is more we need to do across the partnership to engage fully with people and we are in the process of developing an engagement plan to support our work on mental health.
As mentioned in the Joint Committee papers on the 7 November, the elective care programme will provide the right care, at the right time, in the right place in order that the best outcomes for the population of West Yorkshire and Harrogate.
The aim of the programme is to reduce the variation in access to, and experience of services that currently exists across the West Yorkshire and Harrogate (WY&H) area. There are currently significant differences in how long people have to wait for certain services and also in what is available, for example the 'clinical threshold' applied before referral for some surgical procedures or the types of things that are available on prescription (e.g. gluten free foods or medicines that are available over-the-counter). By ironing-out this variation we will produce greater fairness and a reduction in the 'postcode lottery' in access to and availability of care. The significant savings to be made from this programme are longer term rather than short term, and come from reducing future demand for health care services by improving the health and well-being of the population of WY&H.
The programme is committed to undertaking a thorough equalities assessment, the findings of which will be used to shape the further development of the programme. This will include information from joint strategic needs assessments from across the whole area as well as other equalities information. The intention is that the findings of the equalities assessment will be applied in a way that enables the programme to work towards reducing existing health inequalities, rather than just protecting disadvantaged groups from being further disadvantaged.
Current members – please note the information is correct as at 8 December 2017. We are revising the membership as part of the development of the Memorandum of Understanding (MoU) and our work towards increasing local autonomy.
West Yorkshire and Harrogate, Health and Care Partnership (WY&H HCP), System Leadership Executive Group
- Rob Webster, WY&H Health Care Partnership CEO Lead (Chair)
- Jo Webster, representing CCGs (and Wakefield place)
- Tom Riordan, representing local authority
- Ian Cameron, representing public health
- Julian Hartley, representing acute trusts
- Nicola Lees, representing mental health providers
- Professor Sean Duffy, Clinical Lead for Cancer Alliance
- Rory Deighton, Healthwatch
- Kirsty Baldwin, representing Royal College of General Practitioners (RCGPs) and member of the primary and community care work stream
- Soo Nevison, representing voluntary and community sector
- Moira Dumma, NHS England
- Warren Brown, NHS Improvement
- Matt Walsh representing Calderdale place
- Amanda Bloor, representing Harrogate place
- Helen Hirst, representing Bradford place
- Carol McKenna, representing Kirklees place
- Phil Corrigan, representing Leeds place
- Cath Roff – representing adult social service
- Rod Barnes – Yorkshire Ambulance Service
- Ros Tolcher – workforce
- Ian Holmes, WY&H Health and Care Partnership Director
- Jonathan Webb, WY&H Health and Care Partnership, Finance Director
WY&H Joint Committee of Clinical Commissioning Groups
- Marie Burnham, Independent Lay Chair
- Fatima Khan-Shah, Lay Member
- Richard Wilkinson, Lay Member
Clinical Commissioning Group Members
Bradford (Airedale, Wharfedale and Craven, Bradford City and Bradford Districts)
- Dr Akram Khan, GP Chair, Bradford City CCG
- Dr Andrew Withers, GP Chair, Bradford Districts CCG
- Dr James Thomas, GP Chair, Airedale, Wharfedale and Craven CCG
- Helen Hirst, Chief Officer, Bradford District and Craven CCGs
- Dr Alan Brook, GP Chair of Calderdale CCG
- Dr Matt Walsh, Chief Officer, Calderdale CCG
- Dr Steve Ollerton, GP Chair, Greater Huddersfield CCG
- Carol McKenna, Chief Officer, Greater Huddersfield CCG
Harrogate and Rural
- Dr Alistair Ingram GP Chair, Harrogate and Rural District CCG
- Amanda Bloor, Chief Officer, Harrogate and Rural District CCG
Leeds (Leeds North, Leeds West and Leeds South and East)
- Dr Alistair Walling, GP Chair, Leeds South and East CCG
- Dr Gordon Sinclair, GP Chair, Leeds West CCG
- Dr Jason Broch, GP Chair, Leeds North CCG
- Phil Corrigan, Chief Executive, for Leeds CCGs
- Dr David Kelly, GP Chair, North Kirklees CCG
- Carol McKenna, Chief Officer, North Kirklees CCG
- Jo Webster, Chief Officer, Wakefield CCG
- Dr Phillip Earnshaw, GP Chair, Wakefield CCG
· Ian Holmes, WY&H Health and Care Partnership Director
· Jonathan Webb, WY&H Health and Care Partnership Finance Director
· Lou Auger, Director of Delivery, West Yorkshire, North Region NHS England
· Stephen Gregg, Joint Committee Governance Lead
West Yorkshire and Harrogate Clinical Forum
- Dr Andy Withers, GP Chair, NHS Bradford Districts CCG (Chair)
- Dr Bryan Gill, Medical Director, Bradford Teaching Hospitals NHS Foundation Trust
- Dr Adam Sheppard, Assistant GP Chair, NHS Wakefield CCG
- Dr Alan Brook, GP Chair, NHS Calderdale CCG
- Dr David Birkenhead, Medical Director, Calderdale & Huddersfield Hospitals NHS Foundation Trust
- Dr David Kelly, GP Chair, NHS North Kirklees CCG
- Dr Gordon Sinclair, GP Chair, NHS Leeds West CCG
- Dr Jason Broch, GP Chair, NHS Leeds North CCG
- Jo Harding, Director of Nursing & Quality, NHS Leeds CCGs
- Dr Julian Mark, Medical Director, Yorkshire Ambulance Service NHS Trust
- Dr Phillip Earnshaw, GP Chair, NHS Wakefield CCG
- Dr Adrian Berry, Medical Director, South West Yorkshire Partnership NHS Foundation Trust
- Dr Akram Khan, GP Chair, NHS Bradford City CCG
- Dr Alistair Ingram, GP Chair, NHS Harrogate & Rural District CCG
- Dr Alistair Walling, GP Chair and Director of Primary Care, Leeds South and East CCG
- Dr Andy McElligott, Medical Director, Bradford District Care NHS Foundation Trust
- Dr Chris Welsh, Senate Chair, North Region (Yorkshire and the Humber), NHS England
- Dr David Black, Joint Medical Director North Region (Yorkshire and the Humber) and Deputy National Clinical Director for Specialised Services, NHS England
- Dr David Scullion, Medical Director, Harrogate and District NHS Foundation Trust
- Dr James Thomas, GP Chair, NHS Airedale, Wharfedale and Craven CCG
- Karen Dawber, Chief Nurse, Bradford Teaching Hospitals NHS Foundation Trust
- Dr Karen Stone, Medical Director, Mid Yorkshire Hospitals NHS Trust
- Karl Mainprize, Executive Medical Director, Airedale General Hospital
- Dr Steve Ollerton, GP Chair, NHS Greater Huddersfield CCG
- Dr Yvette Oade, Executive Medical Officer, Leeds Teaching Hospitals NHS Trust
West Yorkshire Association of Acute Trusts (WYAAT) CEO Meeting
- Julian Hartley, Chief Executive, Leeds Teaching Hospitals NHS Trust (Chair)
- Bridget Fletcher, Chief Executive, Airedale NHS Foundation Trust
- Clive Kay, Chief Executive, Bradford Teaching Hospitals NHS Foundation Trust
- Owen Williams, Chief Executive, Calderdale and Huddersfield NHS Foundation Trust
- Ros Tolcher, Chief Executive, Harrogate and District NHS Foundation Trust
- Martin Barkley, Chief Executive, Mid Yorkshire Hospitals NHS Trust
- Matt Graham, WYAAT Programme Director
West Yorkshire Association of Acute Trusts (WYAAT) Committee in Common
· All six WYAAT CEOs (see list above)
· Michael Luger, Chairman, Airedale NHS Foundation Trust
· Professor Bill McCarthy, Chairperson, Bradford Teaching Hospitals NHS Foundation Trust
· Andrew Haigh, Chairman, Calderdale and Huddersfield NHS Foundation Trust
· Harrogate and District NHS Foundation Trust currently recruiting to a new Chair
· Dr Linda Pollard, Chair, Leeds Teaching Hospitals NHS Trust
· Jules Preston, Chairman, Mid Yorkshire Hospitals NHS Trust
Mental Health Trust Collaborative Executive Group
- Rob Webster, Chief Executive of South West Yorkshire Partnership NHS Foundation Trust
- Dr Sara Munro, Chief Executive, Leeds and York Partnership NHS Foundation Trust
- Nicola Lees, Chief Executive, Bradford District Care NHS Foundation Trust
- Thea Stein, Chief Executive, Leeds Community Healthcare NHS Trust
The leadership is made up of existing health care leaders already working across West Yorkshire and Harrogate organisations. The only appointment made was for Ian Holmes, Director of West Yorkshire and Harrogate, Health and Care Partnership. Ian was appointed in August 2016 by a partnership panel.
No decision has been made. Our leadership team have discussed the benefits of greater autonomy and control over resources, including money, from national bodies that this would bring to WY&H. We believe that this is a route we should consider taking.
Our ambition is to move towards this in shadow form from April next year. This is subject to all parties, including NHS England, being content that the freedoms, flexibilities and resources match the requirements for delivery in our partnership plan.
Catherine Thompson, Elective Care and Standardisation of Commissioning Policies
Karen Poole, Maternity
Linda Driver, Stroke
Carol Ferguson, Cancer
Emma Fraser, Mental Health
Kathryn Hilliam, Primary and Community Care
Keith Wilson, Urgent and Emergency Care
Matt Graham, Acute Care Collaboration
Corinne Harvey, Prevention at Scale
Soo Nevison, Hannah Howe, Rory Deighton, Harnessing the Power of Communities
We also have enabling programme leads, these are:
Chris Mannion, Kate Holiday, Workforce:
Alastair Cartwright, Digital
Jonathan Webb, Capital and Estates
Jonathan Booker, Business Intelligence
Dawn Lawson and Matt Ward, Innovation and Improvement:
When and where was their "priority meeting" held, that discussed the ACS Memorandum of Understanding and any other matters relating to the proposed ACS?
The programme directors meet as a group on a monthly basis. An important part of the way we work will be an agreement (or Memorandum of Understanding (MOU) between partners and with national bodies. This will underpin the next phase of our development, setting out shared governance and accountability arrangements, and highlighting shared commitment to working together. This is part of ongoing conversations across the WY&H leadership meetings.
Preliminary, exploratory discussions have taken place between the leadership team and NHS England. These discussions are ongoing.
What papers/emails/minutes of meetings have been produced for those discussions and please will you send them to me?
The discussions held to date have been exploratory and have been held in private. Minutes and other papers are not publiclly available.
The discussions to date have been exploratory and for this reason have been held in private. We are committed to openness and transparency and when firmer proposals have been developed these will be presented to the appropriate forums in public.
A progress update was given to the West Yorkshire JHOSC on the 28 November and is also in our November blog which is publically available. You can read this here.
How many hospital beds have you found are available at trusts within your footprint as part of the STP’s planning?
This information is available through the NHS England KH03 collection which can be found here: https://www.england.nhs.uk/statistics/statistical-...
What plans are there to increase or reduce the number of beds (community and hospital) available within the footprint by 2020/21? How many beds are projected to be available by then (and again, please provide this information by sector if possible).
Please also send me any reviews, consultations, impact assessments carried out regarding the increase/decrease in the number of beds, and any evidence or clinical engagement that has been gathered or carried out to support both the assessment and the pl
It has been reported that several areas of the country that have been in discussions to be designated in a second wave of ACSs were initially told decisions would be announced by early 2018. They have now been told this has been delayed and although they
- The members of West Yorkshire and Harrogate Health and Care Partnership are working hard to strengthen our approach to collaborating more closely to achieve the ambitions for improving the health and care of people in this area that we set out in our draft proposals in November 2016.
- As part of this we are continuing to discuss with NHS England and NHS Improvement how we might secure greater autonomy and support to progress these ambitions more quickly.
- NHSE and NHSI have not set a firm timescale for any announcement of future accountable care systems. There is no delay. We will discuss with them whether this is an appropriate direction for WY&H to pursue when the time is right for all partners.