Our Partnership is made up of organisations working closely together to plan services and address the challenges facing health and care services across the area.
In this section you will find links to useful information and publications about our partnership.
We are committed to meaningful conversations with people, on the right issues at the right time. We believe this is an important part of the way we work.
Engagement gives people an opportunity to have their say on services. By gathering people's views, it helps us understand what matters to people.
In this section you will find all Freedom of Information (FOI) requests made to our Partnership. You can also ask a question of your own.
Play British Sign Language Video
Close
March 2017
A. Each of the 6 local places that make up our STP are in discussion around the development of ‘accountable care systems’ (ACS’s). These ACSs bring together different providers to take responsibility for the cost and quality of care for an agreed local population within a defined budget – they are designed to create a more integrated health and care service for local areas.
They can take a range of different forms, from fully integrated systems operating as a single organisation to less formal networks of providers. At present, the conversations happening in each local place are not considering changes to statutory organisational structures as part of the move to an ACS – it is more about providers collaborating more closely around shared outcomes objectives for the population they serve.
A. It’s important to note that HES for 15/16 hasn’t been used in any of our work so far to date. The Blueprint quotes HES for the previous year of 2014/15 in table 1. This shows activity levels of 496 for CHFT and 332 for HDFT.
SSNAP stroke numbers for 2015/16 are 569 for CHFT and 354 for HDFT.
A. In terms of governance, from a commissioning perspective a joint committee will be in place from April to include delegated powers from the Clinical Commissioning Group with a ‘lay’ chair. In the interest of openness and transparency information from the public section of meeting will be published on the STP website from April. Across West Yorkshire and Harrogate we will be having conversations about accountable care systems. At present there is no intention to change organisation form.
January 2017
A. NHS Wakefield CCG does not hold the information on spends for each individual CCG area and their local plans.
A. The event referenced in the document did not go ahead and there is no further date at this stage for rearranging this session. The contract deadline you reference for 23rd December 2016 Wakefield CCG has no impact on any Wakefield providers in relation to our MCP work as Wakefield will be working with partners through a partnership arrangement known as an alliance agreement to improve closer working for integrated care from April 2017. This does not replace any existing contracts this is simply an agreement that overlays on individual contracts regardless of who the contract is with.
A. The NHS operational planning and contracting processes have been changed to support Sustainability and Transformation Plans (STPs) and the ‘financial reset’. It reaffirms national priorities and sets out the financial and business rules for both 2017/18 and 2018/19. They will be published this year and will be available on organisational websites.
December 2016
I would like appendices covering work force development, estates and finance plans as well as how these plans will impact on current services.
Also any planned changes to NHS governance and commissioning protocols and their impact (eg will operation of so called Accountable Care Organisations be exempt from FOI as private companies are currently exempt under competition regulations?)
How is any likely conflict between current good governance arrangements and openness to public question and scrutiny and likely future 'closed' arrangements to be managed within NHS commissioning?
I would like this information electronically where possible. The information will be used to spread public awareness about the imminent changes to health delivery in our area.
A. We did not produce any formal appendices for the submission of the West Yorkshire and Harrogate STP other than the finance templates. We are currently refreshing our financial plans, from those submitted in October 2016. The October submission was high level proposals that preceded the 2 year planning and contracting round - and aim to have this work completed by the end of March. The information will be made available to the public on our website shortly after.
In terms of governance, from a commissioning perspective a joint committee will be in place from April to include delegated powers from the Clinical Commissioning Group with a ‘lay’ chair. In the interest of openness and transparency information from the public section of meeting will be published on the STP website from April.
Across West Yorkshire and Harrogate we will be having conversations about accountable care systems. At present there is no intention to change organisation form.
A. There is evidence that for some people ‘group consultations’ delivered by a clinician in a supportive peer group setting can be beneficial and empowering. This is already happening in some places. This would not replace the usual 1:1 GP consultation for most conditions. The voluntary sector has an important role to play in the delivery of these services.
A. Our published documents state that it is not a single plan for service change across the region. It is a collection of proposals built from “place based plans” from each of the six localities in WY&H and a number of region wide initiatives chosen in the belief that it is better to work together across the area on these issues.
A. Each STP has a financial control total which will be a summation of the individual organisational control totals within each individual footprint. There will be flexibility, following agreement at national levels, for STP partners to adjust organisational control totals within an STP footprint, provided the overall system control total remains in budget and two further rules are met: the provider sector achieves financial balance and the commissioning system continues to live within the statutory resource limit.
November 2016
A. The draft STP is built on local plans for Bradford, Calderdale, Harrogate, Kirklees, Leeds and Wakefield. We have then supplemented these local plans with work that can only take place at a West Yorkshire and Harrogate level. This means we are working together on best practice, shared solutions to shared problems and the delivery of specialised services across the area.
The local plans have been discussed and shared with Health and Wellbeing Boards and CCG Governing Bodies. Our proposals will offer an opportunity for organisations across the health and social care system to work together and develop an approach suited to local needs.
A. Each STP is awaiting national guidance on the treatment of Sustainability and Transformation Funding and how this will be allocated to each STP area. Presently the STP has been asked to assume it will receive its “Fair Share” in 2020/21 but no guidance has been provided to confirm this.
A. The methodology has not be released, whether this is to STP, Clinical Commissioning Group or direct to providers such as hospital trusts
A. Each organisation has to provide a financial report at its public governing body meetings and the information is available on the individual organisation websites under the Board Papers section
A. The STP plan was developed prior to the announcement of the final tariff for providers as well as signed contracts for 2017/18. The STP viewpoint was the plan was a position in time that would need to be updated after the conclusion of contract negotiations and discussions between individual organisations and the regulator, NHS Improvement. Those discussions are ongoing at an individual organisation level.
A. The acute providers in West Yorkshire are developing a collaborative programme of non-clinical and clinical opportunities which are aimed at delivering benefits relating to sustainability, quality and efficiency. This programme is one of the nine West Yorkshire & Harrogate STP work streams. The collaborative programme will be supported by a governance and decision making framework across the Trusts which will enable collaborative decision making. The development of the governance and decision making framework is being delivered according to the expected timescales. This is not a development of a ‘foundation group’.
Q. Where should people send FOI requests for WY&H STP information?
A. Please email FOI.request@wakefieldccg.nhs.uk.
July 2017
The West Yorkshire & Harrogate (WY&H) Sustainability and Transformation Partnership and WY&H Local Workforce Action Board are developing a workforce strategy which will be publically available on this website once complete.
The draft WY&H STP engagement and consultation timeline is available here.
New work will be added as the priority programmes develop. Please note these may be subject to change.
This engagement and consultation mapping document highlights work which has taken place across Calderdale, Bradford, Harrogate, Kirklees, Leeds and Wakefield between April 2012 and February 2017.
Across West Yorkshire and Harrogate, healthcare professionals, including doctors and consultants, are working together to look at how we can further improve care for people who are at risk of stroke, or those who have had a stroke, from recovery to after care. A public engagement report and supporting information is available.
Q: The number of jobs created/seconded to work as part of the STP/ICS. Please categorise these by salary band and job title and whether they were created/seconded from other parts of the NHS.
A: The following posts have been established:
Director – VSM
Senior Analyst - A4C pay band 8c/8d
Programme Director – Elective Care and Standardisation of Commissioning Policies A4C pay band 8D
Programme Manager – Urgent and Emergency Care- A4C pay band 8C
Project Lead – Stroke Programme A4C pay band 8C
Head of Comms and Engagement A4C pay band 8c
Head of Programmes – A4C pay band 8c
Business Manager – A4C pay band 7
Administrative Support Assistant – A4C pay band 3
CCGs, NHS England and healthcare providers have aligned staff from a variety of disciplines to support the delivery of STP work. NHS Wakefield CCG does not hold information on the details of the alignment of staff from partner organisations.
Expenditure by the STP on external consultancy up to 31 July 2018 was as follows:
2015/16
Short term support to develop the WY&H STP - Attain were commissioned in February 2016 by the collaborative of CCGs to work alongside existing NHS staff to develop the STP. The total cost was £241,921.
2017/18
Estates Strategy - Attain were commissioned to provide estates expertise and support to help develop the WY&H estates strategy. The total cost was £27,887.65.
Cancer assessment framework – kd Network Analytics were commissioned to analyse cancer performance data and produce a prototype cancer assessment framework. The total cost was £23, 520.
Finance strategy – the York Health Economics Consortium was commissioned to support the development of the WY&H finance strategy. The total cost was £118,740.
2018/19
Procurement of an Integrated Urgent Care system across Yorkshire and the Humber
Attain have been commissioned to work alongside existing NHS staff in 3 STP areas to support this procurement. The total cost of this engagement across Yorkshire and the Humber is £238,000.
Capital and Estates
To date, our successful Capital Bids in 2018/19 total £37.6 million:
Wave 2
New specialist CAMHS Tier 4 inpatient unit [£13 million] - to meet the increased needs of children and young people, in line with local and national transformation.
Wave 3
National pathology exchange [£2 million] - To deliver a lab-to-lab messaging solution that connects Laboratory Information Management Systems (LIMS) together across the area to facilitate the electronic transfer of pathology test requests and results.
Scan for Safety [£15 million] - Leeds Teaching Hospitals NHS Trust is currently a demonstrator site nominated and funded by the Department of Health, and the other five NHS Acute Trusts can benefit from the roll out. The work will increase data accuracy and reliability enabling improved analytics and decision making.
Yorkshire Imaging Collaborative [£6.1 million] - for the collaborative procurement of imaging solutions to transform radiology services to meet capacity and demand issues.
Wave 4
We submitted bids for Wave 4 Capital on 16th July 2018 and await the outcome.
Ambulance Services
In addition to the above, it was announced in July 2018 that the Yorkshire Ambulance Service will receive £7.5 million to increase its fleet with an additional 62 double-crewed ambulances.
Under Section 21 of the Freedom of Information Act, this information is exempt from disclosure as it is already reasonably accessible by other means on the WY&H Health and Care Partnership website:
http://wyhpartnership.co.uk/our-workforce-strategy
Sustainability and Transformation Plan Draft proposals (October 2016)
http://wyhpartnershipCancel.co.uk/download_file/view/103
Our next steps to better health can care for everyone (January 2018) http://wyhpartnership.co.uk/download_file/view/452
