The integration and collaboration between NHS Sussex Community Foundation Trust (SCFT), Sussex Partnership NHS Foundation Trust (SPFT), Integrated Care Boards (ICBs), and General Practitioner (GP) practices are crucial for delivering efficient and effective healthcare services in the region. Here is an overview of how these entities are connected and work together:
Overview of Key Entities
- NHS Sussex Community Foundation Trust (SCFT): SCFT provides a wide range of community health services, including district nursing, therapy services, and community hospitals. They are working to improve the management and ownership of their clinical estate to enhance service delivery and efficiency.
- Sussex Partnership NHS Foundation Trust (SPFT): SPFT focuses on mental health and learning disability services. They operate various facilities such as Mill View Hospital, Rutland Gardens, and Langley Green Hospital, providing acute and specialist mental health care.
- Integrated Care Boards (ICBs): ICBs replaced Clinical Commissioning Groups (CCGs) in July 2022 and are responsible for planning and commissioning health and care services. They work to improve outcomes, tackle inequalities, and create better services within their regions.
- General Practitioner (GP) Practices: GP practices are the primary point of contact for patients and provide essential primary care services. They work closely with ICBs and other healthcare providers to ensure seamless and integrated care.
Collaboration and Integration
Estate Management and Ownership
SCFT is actively working to transfer the freehold ownership of key community hospitals from NHS Property Services (NHSPS) to SCFT. This includes Bognor Regis War Memorial Hospital, Zachary Merton Hospital, and the Arundel and District Community Hospital. Owning these assets allows SCFT to have more control over how they manage their estate and plan for improvement and replacement projects effectively.
Joint Solutions and Partnerships
SCFT and SPFT collaborate to use their shared spaces efficiently and plan for improvement and replacement projects. This joint approach helps in budgeting effectively and improving the services provided to customers. For example, SPFT operates Mill View Hospital, which cares for people with acute mental health problems, and Rutland Gardens, which provides a specialist recovery mental health service for men.
Integrated Care Systems (ICSs)
ICSs bring together local health and care organizations to improve outcomes and create better services. ICBs play a central role in these systems, working with GP practices, hospitals, and other providers to ensure integrated care. The 42 ICSs in England have the flexibility to make their own decisions based on local factors such as size, geography, and population.
Support for GP Practices
ICBs provide various forms of support to GP practices to enhance their capacity and resilience. For instance, the North Central London (NCL) ICB has committed to supporting practices with their improvement priorities and has developed a range of support offers, including webinars, training sessions, and peer networking opportunities. These initiatives aim to help practices transition to the modern general practice operating model by March 2025.
Technology and Digital Tools
The use of technology and digital tools is a key focus for improving access and efficiency in primary care. ICBs are promoting the use of the NHS app and other digital platforms to support patients and practice teams. For example, the NCL ICB has commissioned a program of local change management support to help practices integrate digital tools and refine their processes.
Specific Initiatives and Programs
General Practice Access Recovery Programme (ARP)
The ARP is a national initiative aimed at recovering access to primary care. ICBs are supporting practices in this transition by providing funding and practical support. The NCL ICB has developed a comprehensive support framework, including on-demand training and resources, to help practices meet the requirements of the modern general practice operating model.
National General Practice Improvement Programme
This program offers intermediate and intensive support to practices, including training with digital suppliers and peer networking opportunities. The Islington GP Federation (IGPF) leads the hands-on change management program, working with practices across NCL to offer change support.
Winter Support Framework
NHS England has developed a framework to support ICBs and practices/PCNs in assessing their needs and identifying practical interventions to boost resilience and patient access during the winter period. This framework includes the potential use of additional capital funding to make a difference to primary care delivery and resilience.
Summary Table
| Entity | Role | Key Initiatives and Programs |
|---|---|---|
| NHS Sussex Community Foundation Trust (SCFT) | Provides community health services | Transferring ownership of key community hospitals from NHSPS, improving estate management |
| Sussex Partnership NHS Foundation Trust (SPFT) | Provides mental health and learning disability services | Operating facilities like Mill View Hospital and Rutland Gardens, collaborating with SCFT for efficient space use |
| Integrated Care Boards (ICBs) | Plan and commission health and care services | Supporting GP practices, promoting integrated care systems, providing funding and practical support |
| General Practitioner (GP) Practices | Primary point of contact for patients | Transitioning to modern general practice operating model, integrating digital tools, receiving support from ICBs |
By working together, these entities aim to create a more integrated and efficient healthcare system that better serves the needs of patients and healthcare professionals.
The modern general practice operating model framework implementation plan by NHS England is designed to improve access and patient experience in primary care. The key elements and support mechanisms for this transition include:
- Optimizing Contact Channels: Practices are encouraged to offer patients a choice of access channels, including telephone, online, and in-person consultations, via highly usable and accessible practice websites, online consultation tools, and improved telephone systems.
- Structured Information Gathering: Practices should collect structured information at the point of patient contact, regardless of the channel, to understand the specific needs of patients and direct them to the appropriate healthcare professional or service.
- Care Navigation and Workflow: A single care navigation process is used across all access channels to assess and prioritize patient needs safely and fairly, ensuring that patients are directed to the right healthcare professional or service in the appropriate time frame.
- Capacity Allocation: Practices are advised to better allocate existing capacity to meet patient needs, making full use of a multi-professional primary care team, community services, and self-access options where appropriate.
- Building Capability: General practice teams are supported to work together and to access, understand, and use data, digital tools, and shared knowledge to lead, plan, implement, improve, and sustain change.
- Digital Tools and Transformation Support: The model emphasizes the use of digital tools, transformation support, funding, and incentives as part of a system-wide delivery plan. This includes the expansion of clinical pharmacy and improvements across the primary care-secondary care interface to support general practice sustainability and primary care transformation.
- National General Practice Improvement Programme (GPIP): This program provides tailored support to general practices to make changes and improvements. It focuses on five key areas: patient-facing workload management, non-patient-facing workload management, online consultation, messaging and appointment booking tools, care navigator training, and practice and PCN manager support.
- Funding and Support: Integrated Care Boards (ICBs) are allocated funding to support practices in transitioning to the modern general practice model. This funding is intended to cover the costs of implementing digital systems, training staff, and making other necessary changes.
- Local Change Management Support: Local ICBs are commissioning programs to provide change management support to GP practices, helping them transition to the modern general practice operating model by March 2025.
- Communication and Engagement: A nationally funded communications campaign is planned to explain the new model of general practice to the public, ensuring that patients understand the changes and how to access care.
- Monitoring and Evaluation: Practices are encouraged to track relevant data to establish the impact of the changes in their model. Improvement indicators are being used as part of the GPIP to help track the impact of these changes.
This comprehensive approach aims to create a more efficient, patient-centered, and sustainable model of general practice, addressing the challenges of rising patient volumes and increasing complexity of needs.
While it may aim to create a more efficient patient-centred practice, communication and engagement protocols are questioned. The ‘cart before the horse’ approach, has a logical basis in early planning models.
A Monitoring and Evaluation (M&E) Framework is a structured tool used in project management to assess performance, measure outcomes, and ensure the achievement of objectives. It consists of several core components, including clear project objectives, key performance indicators (KPIs), data collection methods, data sources, and responsibilities. The M&E Framework defines how data will be collected, analyzed, and reported, ensuring that the project or program remains on track and aligns with its intended goals
Key Performance Indicators (KPIs) in an M&E Framework
KPIs are measurable indicators used to evaluate the success or failure of a project or program. They provide critical insights into how well a project is performing, whether it is meeting its objectives, and what actions can be taken to improve performance. KPIs can be qualitative or quantitative and are often based on project-specific goals and objectives
Examples of KPIs in an M&E Framework
- Reading Proficiency Scores: Measures the percentage of students who meet or exceed reading proficiency standards.
- Attendance Rates: Tracks the percentage of students who attend school regularly.
- Teacher Satisfaction Surveys: Evaluates the level of satisfaction among teachers with the project or program.
- Crime Rate: Measures the number of crimes reported per 1,000 or 100,000 residents, particularly relevant for public safety projects
- Customer Satisfaction Score (CSAT): Measures the percentage of customers who are satisfied with a product or service
- First Contact Resolution (FCR): Measures the percentage of customer issues resolved on the first contact
- Accounts Receivable Efficiency (DSO): Measures the average number of days to collect payment after a sale
- EBITDA: Measures earnings before interest, taxes, depreciation, and amortization
- Cycle Time: Measures the total time to complete a business process from start to finish
- Return on Investment (ROI): Measures the profitability or value added of a process by comparing its costs and benefits
- Compliance Rate: Measures how well the process adheres to laws, regulations, and internal standards
- Capacity Utilization: Measures the extent to which an organization uses its installed productive capacity versus output demand
- Qualified Responses to Open Positions: Measures the percentage of qualified applicants for open positions
- Internal Promotions vs. External Hires: Measures the ratio of internal promotions to external hires
- Absenteeism Rate: Measures the percentage of workdays lost due to employee absence
- Time to Fill: Measures the average number of days it takes to fill an open position
Steps to Develop KPIs in an M&E Framework
- Define Clear Objectives: Set clear and specific goals for your project. What do you want to achieve, and by when? Make sure your goals are easy to measure
- Identify Key Performance Indicators (KPIs): Choose specific metrics that relate to your objectives. These are like yardsticks to measure success. Pick KPIs that make sense for your project
- Determine Data Collection Methods: Decide how you’ll gather the data to measure your KPIs. It could involve surveys, interviews, observations, or using data that already exists. Make sure your data collection methods are practical
- Specify Data Sources and Responsibility: Figure out where your data will come from for each KPI. Assign responsibilities to ensure data collection is consistent and reliable
- Create a Data Collection Schedule: Decide how often you’ll collect data. Some KPIs might need constant tracking, while others can be checked less often. Create a schedule to make sure you get updates on time
- Outline Data Analysis and Reporting Procedures: Describe how you’ll analyze the data and make sense of it. Mention any tools or software you’ll use. Also, decide how often and in what format you’ll share reports with your team
- Incorporate Evaluation and Impact Assessment: Consider doing deeper evaluations or impact assessments to understand the long-term effects of your project. You might need experts or researchers for this
- Embrace Continuous Improvement: Encourage your team to use the data for improving the project. If the numbers show something isn’t working, be ready to change your approach
- Address Ethical Considerations: Ensure you follow ethical rules when collecting and handling data
By following these steps and using relevant KPIs, you can effectively monitor and evaluate the performance of your project or program, ensuring it stays on track and achieves its intended goals.
Research would suggest these measures have yet to be fully defined for GPIP monitoring and evaluation.
A Monitoring and Evaluation (M&E) Framework is a structured tool used in project management to assess performance, measure outcomes, and ensure the achievement of objectives. It includes several core components, such as clear project objectives, key performance indicators (KPIs), data collection methods, data sources, and responsibilities. The M&E Framework ensures that the project or program remains on track and aligns with intended goals.
By following these steps and using relevant KPIs, organizations may effectively monitor and evaluate their projects, ensuring they stay on track and achieve their intended goals.
Brighton and Hove City Council (BHCC) plays a crucial role in the broader healthcare ecosystem, particularly in the context of the General Practice Improvement Programme (GPIP) and the modern general practice operating model. BHCC’s involvement is multifaceted, focusing on local governance, public health, and social care integration. Here’s how BHCC fits into the framework for monitoring and evaluation of GPIP:
Role of BHCC in GPIP Monitoring and Evaluation
- Local Governance and Coordination:
- Integrated Care Systems (ICS): BHCC is part of the local Integrated Care System (ICS), which brings together health and care organizations to improve outcomes and create better services. The ICS is responsible for the overall governance and coordination of healthcare services in the region, including the implementation of GPIP.
- Integrated Care Board (ICB): The ICB, which BHCC collaborates with, is responsible for commissioning health and care services. BHCC works with the ICB to ensure that local needs are addressed and that services are integrated effectively.
- Public Health and Social Care Integration:
- Public Health: BHCC’s public health department plays a vital role in promoting health and preventing illness. They work with GPs and other healthcare providers to implement public health initiatives and monitor their impact.
- Social Care: BHCC’s social care services are essential for providing support to vulnerable populations. They work closely with GPs to ensure that patients receive the necessary social care services, which can improve health outcomes and reduce the burden on primary care.
- Data Collection and Sharing:
- Data Sources: BHCC can provide data on local health and social care needs, which is crucial for monitoring and evaluating the effectiveness of GPIP. This data can include public health statistics, social care service utilization, and demographic information.
- Data Sharing: BHCC collaborates with ICBs and GP practices to share data securely and efficiently. This ensures that all stakeholders have access to the necessary information to make informed decisions and track progress.
- Community Engagement and Communication:
- Patient and Public Engagement: BHCC engages with the local community to gather feedback and ensure that the needs and preferences of patients and the public are considered in the implementation of GPIP.
- Communication Campaigns: BHCC can support communication campaigns to inform the public about the changes in primary care and how to access services. This helps to manage expectations and ensures that the public is aware of the new model.
- Support for GP Practices:
- Funding and Resources: BHCC can allocate funding and resources to support GP practices in implementing the modern general practice operating model. This includes funding for digital tools, training, and other resources.
- Change Management Support: BHCC can provide change management support to help GP practices transition smoothly to the new model. This includes training for staff, peer networking opportunities, and practical support.
Key Performance Indicators (KPIs) for GPIP in BHCC
- Patient Access and Satisfaction:
- Appointment Wait Times: Measure the average time patients wait for appointments.
- Patient Satisfaction: Use surveys to measure patient satisfaction with the new model of care.
- Access to Online Services: Track the percentage of patients using online consultation tools and booking systems.
- Workforce and Capacity:
- Staff Morale and Turnover: Measure staff satisfaction and turnover rates to ensure a stable and motivated workforce.
- Utilization of Multi-Professional Teams: Track the use of multi-professional teams to ensure that patients are seen by the most appropriate healthcare professionals.
- Health Outcomes:
- Chronic Disease Management: Measure improvements in the management of chronic diseases, such as diabetes and hypertension.
- Preventive Care: Track the uptake of preventive care services, such as vaccinations and screenings.
- Integration and Collaboration:
- Referral Rates: Measure the number of referrals to specialist services and the time taken for patients to receive specialist care.
- Joint Working: Evaluate the effectiveness of joint working between primary care, social care, and public health services.
- Financial Sustainability:
- Cost Efficiency: Measure the cost efficiency of the new model, including the cost per patient and the overall budget for primary care services.
- Funding Utilization: Track the allocation and utilization of funding to ensure that resources are used effectively.
Implementation and Reporting
- Data Collection Methods:
- Surveys and Questionnaires: Collect patient and staff feedback through surveys and questionnaires.
- Electronic Health Records (EHRs): Use EHRs to track patient outcomes and service utilization.
- Administrative Data: Utilize administrative data from BHCC, ICBs, and GP practices to monitor performance.
- Data Analysis and Reporting:
- Regular Reports: Produce
To provide you with the most recent report on the General Practice Improvement Programme (GPIP) in Brighton and Hove, I would need to access the latest official documents or reports from Brighton and Hove City Council (BHCC) or the local Integrated Care Board (ICB). Since I don’t have direct access to real-time data or internal documents, I can guide you on how to find the most recent report and provide a template for what such a report might look like based on common practices.
How to Find the Most Recent Report
- Official Websites:
- Visit the official websites of Brighton and Hove City Council (BHCC) and the local Integrated Care Board (ICB).
- Look for sections dedicated to healthcare, GPIP, or performance reports.
- Public Access to Information:
- Use the Freedom of Information (FOI) request process to request the latest reports from BHCC or the ICB.
- Contact Local Authorities:
- Reach out to the communications or public relations departments of BHCC or the ICB for the most recent reports.
Template for a GPIP Monitoring and Evaluation Report
Brighton and Hove City Council
General Practice Improvement Programme (GPIP) Monitoring and Evaluation Report
Reporting Period: [Start Date] to [End Date]
Date of Report: [Report Date]
1. Executive Summary
This report provides an overview of the progress and impact of the General Practice Improvement Programme (GPIP) in Brighton and Hove for the period from [Start Date] to [End Date]. The report includes key performance indicators (KPIs), data analysis, and recommendations for future improvements.
2. Objectives and Goals
- Improve patient access and satisfaction
- Enhance workforce capacity and morale
- Improve health outcomes
- Strengthen integration and collaboration
- Ensure financial sustainability
3. Key Performance Indicators (KPIs)
3.1 Patient Access and Satisfaction
- Appointment Wait Times:
- Target: Average wait time of 7 days or less
- Actual: Average wait time of 5.2 days
- Patient Satisfaction:
- Target: 85% patient satisfaction
- Actual: 88% patient satisfaction
- Access to Online Services:
- Target: 70% of patients using online consultation tools
- Actual: 75% of patients using online consultation tools
3.2 Workforce and Capacity
- Staff Morale and Turnover:
- Target: Staff turnover rate of 10% or less
- Actual: Staff turnover rate of 8%
- Utilization of Multi-Professional Teams:
- Target: 90% of patients seen by the most appropriate healthcare professionals
- Actual: 92% of patients seen by the most appropriate healthcare professionals
3.3 Health Outcomes
- Chronic Disease Management:
- Target: 80% of patients with chronic diseases receiving optimal care
- Actual: 83% of patients with chronic diseases receiving optimal care
- Preventive Care:
- Target: 75% uptake of preventive care services
- Actual: 78% uptake of preventive care services
3.4 Integration and Collaboration
- Referral Rates:
- Target: Average referral time of 14 days or less
- Actual: Average referral time of 12 days
- Joint Working:
- Target: 80% of cases involving joint working between primary care, social care, and public health
- Actual: 85% of cases involving joint working
3.5 Financial Sustainability
- Cost Efficiency:
- Target: Cost per patient of £50 or less
- Actual: Cost per patient of £48
- Funding Utilization:
- Target: 95% of allocated funding utilized effectively
- Actual: 97% of allocated funding utilized effectively
4. Data Collection Methods
- Surveys and Questionnaires: Collected patient and staff feedback through online and paper-based surveys.
- Electronic Health Records (EHRs): Tracked patient outcomes and service utilization using EHRs.
- Administrative Data: Utilized administrative data from BHCC, ICBs, and GP practices to monitor performance.
5. Data Analysis and Reporting
- Data Analysis: Data was analyzed using statistical software to identify trends and areas for improvement.
- Reporting: Regular reports were produced and shared with stakeholders, including BHCC, ICB, and GP practices.
6. Recommendations
- To be continued…
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