Securing and allocating funding for projects to help North Somerset CCG meet it’s health objectives

What were the objectives?

North Somerset Clinical Commissioning Group (CCG) was identified as being unlikely to meet their four-hour targets for urgent care in winter, and the Accident and Emergency department at West Area Health Trust was performing poorly. Funding from the Department of Health could be secured for projects to identify system improvements that would enable the CCG to meet it’s health objectives.

South, Central and West CSU’s Transformation team managed a multi-agency project which involved North Somerset Council, Weston Area Health Trust, North Somerset Community Partnership, and members of North Somerset’s Urgent Care Network. The objective of the project was to secure and allocate the funding, and then co-ordinate the urgent care projects to optimise the CCG’s opportunity to meet it’s objectives.

What did we deliver?

  • A dedicated Programme Manager from our Transformation Team to support and manage the urgent-care funding project, and the Urgent Care Clinical Network
  • Co-ordination of successful bids to fund 42 urgent-care projects, with a total of £4.8 million allocated to North Somerset’s health and social care providers and commissioners
  • We facilitated and chaired frequent meetings with senior managers from all organisations to help allocate monies towards key system improvements and the Urgent Care Network
  • We assisted the procurement of a tailored IT system to improve system flow
  • We successfully met the overall objective of the project, which was to raise standards and ensure North Somerset met its four-hour A&E target during winter 2013-14 and beyond.

How did we add value to the customer?

Our support in managing the urgent-care funding project enabled Weston Area Health Trust to achieve its four-hour A&E target. Cumulatively, the projects have significantly increased the system capacity with 9,000 more doctor hours, 6,900 more nurse hours and 6,600 more support hours. In addition, a daily update now alerts all staff to potential problems so proactive steps can be taken to mitigate risks. Waiting times have been reduced and more patients are being treated appropriately in non-urgent settings. The innovative systems introduced as a result of this project are now measured against key performance indicators.

We applied our tried and trusted processes, and our approach coupled with our experience, ensured that all parties engaged with the process from the outset, working towards a common goal. This underpinned the successful outcome that was to everyone’s satisfaction within a short period of time.

Read or download the case study – 'Managing a multi-agency project to improve urgent care'