Provider bulletin: 28 November 2018

This weekly newsletter is sent to NHS providers’ chairs, chief executives, finance, medical, nursing and HR directors, and board secretaries.

For information

Regulatory approach to subsidiary companies

We have published an addendum to the transactions guidance to outline changes to the way subsidiaries are reported to and approved by NHS Improvement, following our recent consultation.

It clarifies the required approval process before you can implement plans for subsidiaries; it does not affect your legal ability to develop such plans.

Please use this addendum if you are considering transactions involving the creation of subsidiaries or material changes to existing subsidiaries. You can email if you have any questions.

Board assessment framework for seven day hospital services

In partnership with NHS England, we are introducing a new way of measuring seven day hospital services for all providers of acute services, replacing the previous survey with a self-assessed board assurance framework (as announced in the 24 October provider bulletin).

We have published the new standard measurement and reporting template, alongside supporting national guidance and Q&As.

Providers of acute services will need to complete a trial run by February 2019, with full implementation by June 2019. Our regional teams will support you with this process.

Find out more in today’s letter from our Executive Medical Director Kathy McLean and NHS England’s Regional Director (North) Richard Baker, the co-chairs of the Seven Day Hospital Services delivery group.

Mental health and community services — new Model Hospital tools to help identify improvement opportunities

The new Model Mental Health Services and the Model Community Health Services are tools to help you deliver the recommendations of Lord Carter’s review into unwarranted variations in mental health and community health services, and identify opportunities for improvement.

The Model Mental Health Services tool shows six service lines ranging from crisis response to rehabilitation and recovery. We are also adding to our inpatient metrics on both tools.

Find out more about the inpatient metrics and sign up or log in to the Model Hospital to use the tools.

Getting It Right First Time (GIRFT): oral and maxillofacial surgery report

Improving the way oral and maxillofacial surgery is organised will improve patient experience and could help the NHS deliver up to £25 million in efficiency savings.

The new oral and maxillofacial surgery report from the GIRFT programme includes 15 recommendations to help achieve this including developing hub and spoke networks and looking at why more simple surgery isn’t being done outside of hospitals.

Preventing healthcare associated Gram-negative bacterial bloodstream infections

We have updated the tool that measures the impact of E. coli at trust and CCG level with 2017/18 data. The tool allows you to measure the number of infections, length of time patients stay in hospital, how many deaths are associated with E. coli and the estimated financial cost incurred to the NHS. You can also use it to demonstrate any improvements and reductions you have achieved.

Updates from our partners

Department of Health and Social Care

EU Settlement Scheme pilot

Ahead of the launch of the EU Settlement Scheme pilot, find out more about what you and your EU Health and Social Care sector staff need to do to complete an application.

It includes a briefing pack, email template for staff, and promotional poster. You and your staff can also register to be sent the application link as soon as it goes live.

Good Governance Institute

Well-led for the future board development workshops and ‘King IV for Health and Social Care’

Developed with input from NHS trust and foundation trust board members as part of the ‘Well-led for the future’ development programme, the King IV approach is designed to support NHS organisations to improve their governance arrangements and, as a result, deliver effectiveness and be able to evidence compliance with regulatory requirements.

The final three sessions of the programme focus on understanding the key priorities and development needs of NHS board members, with a particular focus on the well-led framework.

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