Whole Systems Complex Care in Airedale, Wharfedale & Craven

NHS Airedale, Wharfedale & Craven Clinical Commissioning Group (AWC CCG) has directly awarded an extended contract for the Complex Care service to the Airedale Partnership. The Complex Care service will

• Improve the quality of care individuals, families and carers experience; • Ensure that the individual's physical, psychological and care needs (health and social care) are being met through the delivery of pro-active, coordinated and seamless care (integrated care pathways and an integrated approach to case management). This includes when their needs escalate and they are unable to self-care; • To deliver parity of esteem and ensure that low level mental health issues that may manifest as physical health problems are identified and managed appropriately. To ensure that the impact of diagnosis and treatment (physical health) on an individual's mental health are taken in to account and addressed; • To test the benefits of the new Personal Support Navigator/Personal Carer Support Navigator roles and the ability of providers to ensure that this critical role is embedded within care delivery (through a Memorandum of Understanding/Operating Framework); • Support and empower people to take control of their health, their care and their lives - connecting people to community resources, reducing the need for statutory Health and Social Care Services; • Enable people to live longer, healthier and independent lives; • Contribute to a sustainable model of health and social care that ensures the safe, effective delivery of care and support in the most appropriate settings; • Make efficient use of care resources to create capacity to enable the delivery of new models of care (e.g. self-care and prevention, Wrap Around, Enhanced Primary Care and other Health and Social Care Services); • Stabilise and reduce demand for acute services by reducing avoidable hospital attendances and admissions and facilitating timely and safe discharge; • Stabilise and reduce the need for complex care packages (e.g. residential and nursing care); • Deliver a high level of staff satisfaction (staff are satisfied with their place of work and the quality of care they provide); • Test the impact on the outcomes for individuals of adopting new and more pro-active ways of working, through a holistic, needs led, person centered model of care; • Utilise care data (e.g. risk stratification, acute data) and soft intelligence, to pro-actively identify individuals that are receiving high cost, inefficient care being delivered in a fragmented and uncoordinated way; • To test the adoption of new ways of working within the care system; • To test the culture change necessary to support and empower people to become active participants in their own health and wellbeing.

Additional information: NHS Airedale, Wharfedale & Craven Clinical Commissioning Group (AWC CCG) has directly awarded the contract for the Complex Care service to the Airedale Partnership following its assessment of the provider as the most capable provider of the service in line with the NHS Procurement, Patient Choice and Competition Regulations 2013 and in light of Monitor's substantive guidance on those regulations. AWC CCG is satisfied that the services to which the contract relates, will be most capably provided by that provider.

In making this decision, due process with regard regulatory requirements has been considered i.e. • Extension of the current service would allow: independent evaluation; continued internal monitoring of outcomes; continuity of care; cultural change to continue and embed further; allow patient cohort tracking as data sharing agreements will come into force to resolve previous IG issues • In making recommendations to the governing body the CCG has taken a range of factors into account including the provider market and assessed that the Airedale Partnership is the most capable provider of the service • Contract award is permissible under NHS /Procurements regulations • The governing body are asked to note that if a procurement exercise for a new provider was undertaken this would inevitably result in a pause in service delivery which would adversely impact on patient care Risk of not extending the existing contract: There is a risk that staff will leave the service and progress made by the Airedale Partnership in partnership working, relationship development, cultural change and different ways of working will be stalled or cease due to uncertainty and lack of resource resulting in, continuity and proactive care ceasing which will adversely impact on patients care, positive outcomes and commissioner reputation