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Transforming healthcare services with improved community and specialist care, innovative projects, and modern facilities, benefiting patients and community stakeholders.

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  1. Intro slide Transforming the Care we deliverHambleton, Richmondshire and Whitby CCGDr George Campbell, Deputy Chair, HRW CCGSarah Ferguson, Senior Delivery Manager, HRW CCG @HRW_CCG 13th June 2014

  2. Public Engagement

  3. Phase 1 - Vision for Whitby & Surrounding Areas Retendering of Community Services and Out of Hours GP Services • Includes community nursing, specialist nursing, inpatient services, OT and Rehabilitation Services, Minor Injuries Unit, outpatient services and OOH GP services • Contract value is £6-8 million annually • Integrate three separate contracts • 5 year contract (£40 million) • Trigger an asset transfer of the hospital to NHS Property Services • Bidders event on the 3rd July 2014 • Likely route will be competitive dialogue procurement

  4. Major Improvements • Develop a frailty assessment service for patients complex comorbidities, dementia and frailty • Good rehabilitation and reablement after acute illness or injury and changes to the Day Rehabilitation Service • Better clinical input into the inpatient beds and improvements to rehabilitation on wards and in the community to support earlier discharge and provide post-discharge support • Access to 24/7 Out of Hours GPs based at Whitby Hospital • Maintain local Minor Injuries Unit and integration with OOH • Creation of Single Point of Access and 24/7 Community Nursing • Choice, control and support towards the end of life • Improved access to own care records for them and their health professionals • Investing in third sector: sitting/befriending services, community agents and care navigators • Additional innovation through collaborative working

  5. Phase 2 - Redeveloping Whitby Hospital The Brief for Community Ventures • Why? • 75% of the current facility is not occupied • Privacy and dignity issues • No dedicated treatment rooms for integration of Out of Hours and Minor Injury services (off site) • Building is beyond its life and not fit for purpose • The current site layout does not allow for joint working • Identify options for redevelopment of site, with partners and with NHS • Review existing/alternative uses for the land. • Identify potential revenue and capital opportunities to improve VFM • Prepare a formal set of recommendations for the stakeholders to consider and for CCG governing body/council of members to approve.

  6. Future Service Profile

  7. Assessment of Long List Options Capital Costs are for construction exclude VAT and fees, options 3 and 4 also exclude demolition and remediation and the cost of purchase for a new site

  8. Short Listed Options (Option 2a) Re-model & refurbish health element using the block at the front of the site

  9. Short Listed Option (Option 2b) Re-model & refurbish health element using the 4th floor block on the rear of the current site

  10. Development of Site Commercial Site Development

  11. Development of Site (Preferred Option) Hospital integrated with NYCC Services

  12. Financial Appraisal (Option 2) • Capital Investment - £6.352m • Revenue - £0.9m (circa £800k) • Capital Receipt - £0.6m - £2.445m

  13. Conclusions • Local Planning Officers confirms support for a continuing health presence on the site, as well as support for the principle of a mixed use of Extra Care development and general housing for sale. • There are feasible options to create a remodelled community hospital on the existing site. • Overwhelming message from the engagement period is that people place very significant value on local services and would like to see the new hospital developed on the existing site. • Remodelling and refurbishing buildings on the existing site offers the best value for money option going forward to deliver CCG commissioning intentions and the opportunity for integrated services within a timescale and programme that the CCG/NHS can dictate and influence. • Progressing the Preferred Option would generate revenue saving to the NHS and would require less capital investment than alternative options. • The preferred option offers an immediate solution to LA partners for their strategic service plans assuming appropriate project and commercial arrangements can be agreed.

  14. Recommendations • Governing Body to approve draft Community Ventures report and agree engagement plan. • Set up a joint commissioning/development project board with NYCC under an Memorandum of Understanding (MOU) with agreed principles and timescales. • Identify the capability and capacity to undertake the project ensuring appropriate resources and skills are available to deliver the next stages. • The principal task of the joint project board will be to develop an interagency plan/business case for the site that realises the vision for a health social care and wellbeing campus. • Alternatively should the partnership be unable to agree a joined up development plan the NHS should continue to pursue a stand-alone remodelled community hospital maximising the opportunities from the surplus land.

  15. Fit 4 the Future – Hambleton & Richmondshire Significant project looking at providing more appropriate care for an aging population, needed because: • Ageing population – 30% increase in over 65s by 2021. • Patients spend too long in acute hospitals. • Community services need to be developed so people can be cared for in their own homes. • Health and social care services need to be more integrated. Six key areas in the Vision.

  16. Fit 4 the Future – Hambleton & Richmondshire • Currently in the middle of an engagement campaign. • Good buy-in from health and social care partners. • Conversations with members of the public so far have been generally supportive of the Vision. Some good extra ideas and thoughts. • Will be going out to existing groups over the summer months to further continue the conversation. • Report published in the autumn.

  17. Challenge Fund UpdateAnnie MacLeodRelationship Manager Y&H CSU

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