N H S Doncaster C C G

A Message from Lord Pickles and Lord Blunkett, followed by N H S Doncaster C C G's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from N H S Doncaster C C G is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature The Rt Hon Lord David Blunkett, MP
Pickles signature The Rt Hon Lord Eric Pickles, MP
31NHS DONCASTER CLINICAL COMMISSIONING GROUP (CCG) |
BEST PRACTICE REPRESENTATIVE 2019
Clinical Chair Dr David Crichton
Doncaster Clinical Commissioning
Group’s HQ, Sovereign House
Doncaster, in South Yorkshire, is one of the most deprived
communities in England. Famous for building the
Flying
Scotsman
locomotive in 1923, the area was significantly
affected by the collapse of the mining industry and subsequent
pit closures across South Yorkshire. However, despite these
challenges, Doncaster Clinical Commissioning Group (CCG)
has been rated “outstanding” for the second consecutive year.
The CCG was created in April 2013 and has responsibility for
commissioning the borough’s £500 million budget and providing
health and care services for the borough’s 309,000 residents.
Dr David Crichton, Chair of the CCG, gives an insight into the
organisation and some of its recent “outstanding” activities.
An occasion to celebrate
In 2018, the NHS celebrated its 70th birthday – an occasion to remind Doncaster
of its significant role in the development of modern health and care. It was also an
occasion for us to celebrate the special birthday by recreating an iconic scene, which
took place here on July 5, 1948, when Nye Bevan, then health minister (and son of a
coal miner), announced the launch of the brand-new NationalHealthService.
Records relay that 70 miles away, in the mining village of Edlington, the community
hosted large celebrations to mark the arrival of comprehensive healthcare for
all. The Yorkshire colliery brass band marched to the surgery of the general
practitioner, DrJimmy. Dr Jimmy himself draped a Union Jack from his window
and offered members of the assembled crowd a drink. The birth of the NHS was
FACTS ABOUT
NHS DONCASTER CLINICAL
COMMISSIONING GROUP (CCG)
»Clinical Chair: Dr David Crichton
»Chief Officer: Jackie Pederson
»Established in 2013
»Based in Doncaster
»Services: Clinical
commissioning group
»No. of employees: 170
»Comprised of 40 GP member
practices
»Responsible for a £500 million
health budget to care for
the 310,000 residents in the
borough
NHS Doncaster Clinical
Commissioning Group (CCG)
THE PARLIAMENTARY REVIEW
Highlighting best practice
32 | NHS DONCASTER CLINICAL COMMISSIONING GROUP (CCG)
a source of much jubilation. The
re-enactment of this scenario in July
of this year represented Doncaster’s
contemporary willingness to further
develop the key principles of the
Health and Social Care Act.
Integrating care across health
and social care
Contextually speaking, Doncaster
resides within the 20th percentile of
deprived unitary authorities in England,
entailing poor health and extremely
challenging financial conditions.
Nevertheless, the Metropolitan Borough
of Doncaster has looked beyond its
individual organisational boundaries
and come together to develop a
shared vision and plan for the future.
Announced in 2016 under the collective
title “Doncaster Growing Together”,
the local Doncaster Place Plan was
born. This begins by concentrating on
seven areas of opportunity:
»The first 1,001 days
»Vulnerable adolescence
»Complex lives
»Learning disability
»Urgent and emergency care
»Dermatology
»Intermediate care
Developing a new way of working with
current legal frameworks is far from
straightforward, but, with a concerted
effort to develop a network of strong
relationships between local leaders,
there is much that can be done. Already,
a number of ways to work smarter
have been identified, which reduce
duplication and avoid working in isolated
silos. The two main commissioners,
the CCG and Doncaster Metropolitan
Borough Council, have shown their
commitment to a legal agreement that
brings our work together.
A single care record
One significant area of success is the
introduction of the integrated Doncaster
Care Record (iDCR), which went live
in June 2018 and is now available
to a team of health and social care
professionals. As a new electronic system
for sharing patient information, it pulls
together an individual’s health and social
care details from six current electronic
systems (five clinical and one social care)
from five different organisations.
The information is then viewed via a
secure portal. Initially, the iDCR was
available to teams and professionals
involved in providing intermediate
care. Moreover, the Rapid Response
Pathway aims to prevent unnecessary
hospital admissions and facilitates
earlier discharge. The successful
implementation of this has led to
discussions about expanding this to
many other pathways of care.
A peaceful end-of-life journey
Often a taboo subject, end-of-life care
rarely gets a mention. At Doncaster
CCG, we have identified aspects
of care that could be improved to
support patients, carers and relatives
at this important time in people’s lives.
The introduction of a new approach
called “Woodfield 24” provides
people approaching the end of life
with personalised support for their
social, practical and emotional needs –
affording them the opportunity to be
independent for as long as possible.
CQC “outstanding” for
the last two years
Jackie Pederson,
Chief Officer
Being able to see
patient records
at any time, in
different
locations, means
that health and
social care
professionals can
make quicker
and safer
decisions about
a patient’s care
33NHS DONCASTER CLINICAL COMMISSIONING GROUP (CCG) |
BEST PRACTICE REPRESENTATIVE 2019
Inthe past year, more than 300 families
have been supported with a jointly
developed, flexible package of care.
During Dying Matters Week, the
commissioning team held its first
“death café” at Doncaster Museum,
during which the public had an
opportunity to discuss plans for
the future, such as drafting a will,
managing their digital legacy and
sharing future wishes with a loved one.
All of this was conducted with a view
to helping address the treatment of
future health complaints.
Thinking outside of the box
Building relationships outside the normal
context is an important part of our
success. A partnership with Doncaster
Rovers, our local football club, through
the Club Doncaster Foundation
(the community arm) allowed us to
commission a programme called “Fit
Rovers”: a targeted eight-week lifestyle
course for men who don’t usually
attend traditional health clinics. So far,
over 200 men have lost an incredible
combined total of 103 stone in weight
over the past year – a feat that was
recognised by the English Football
League, which gave the programme
the accolade of regional community
project of the year. The overwhelming
interest in this cause prompted the club
to run a self-funded veterans’ course for
participants that would help them to
continue their new, healthierregimes.
“Outstanding” rating
NHS Doncaster CCG was one of
just 20 CCGs in the country to be
awarded an “outstanding” rating
for 2017/18 by NHS England. The
CCG was assessed against a number
of benchmarks, including financial
management and leadership, and
was awarded the top rating for the
second consecutive year – one of just
11 of the 195 CCGs in the country to
achieve this.
This is due to a concerted effort on
our behalf to engage more widely
with partners in health and social
care across the borough – evidenced
through our annual 360 Stakeholder
survey. This effort is supported by
the strong leadership team, which
listens carefully and is always willing to
consider new ways of working.
On top of this, the Care Quality
Commission rated all of our 40 GP
member practices as good or above,
with five of the local practices rated as
outstanding.
We recognise that not everything
commissioned is perfect and that
significant challenges remain, in
particular increasing financial pressures
and how we use finite resources.
Furthermore, the success of medicine
and an increasing life expectancy brings
with it a greater complexity of medical
conditions. This means that we cannot
rest on our laurels, and clinical areas
such as those relating to cancer remain
of particular concern in our population.
Re-enactment of
1948 launch of NHS
in Edlington as part of
NHS70 celebrations
You enabled us to carry out his wish to
die at home with dignity a reality. You
not only provided personal care for Dad,
but emotional care to all of us, especially
Mum. The genuine care and compassion
given has made the grief of Dad’s
passing a little easier to bear
An integrated record

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from the prime minister.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 



The Rt Hon Theresa May MP
Prime Minister