At The Coventry City Health Centre on the 17 th October 2013 at 6.15pm Suresh Munyal LEHN chair (interim)

 To explain LPN eye health or LEHN (Local Eye Health Network)  To entice you to be a core member of this LEHN  OR a non-core LEHN member.

Sir Bruce Keogh, NHS Medical Director and Jane Cummings, Chief Nursing Officer told me to say:  “Clinical networks are an NHS success story. Combining the experience of clinicians, the input of patients and the organisational vision of NHS staff. They have supported and improved the way we deliver care to patients in distinct areas, delivering true integration across primary, secondary and often tertiary care.”

 Support the implementation of national strategy and policy at local level – place specific  Work with key stakeholders on local priorities  Provide local clinical leadership, with accountability to NHS CB Chief Professional Officers, via Area Teams

 A small, clinically-led group with the commissioning team at its core  More clinicians can have a say in the service improvement and design  There is engagement with the wider community of practitioners, practice owners and others involved in providing services

 To provide clinical advice to commissioners and providers  Support focussed and prioritised improvement activities  Support clinical handover between providers  Improve consistent care across the eye health system - regardless of the entry point  Support learning, dissemination and spread of improvement – for example ongoing education and new recruit training

 Patient engagement is core  Reduced fragmentation of the services  Improve system resilience and sustainability  Facilitate measurement and benchmarking  Entry point for other bodies- ie HWBs (health and well being boards), PHE (public health England), LETb (local education and training board), HEE (health education England) etc.

 Needs assessment via JSNA, HWB, Healthwatch and AT  Ongoing Service Reviews  Prioritisation of services- nationally & locally  Setting standards and providing service models  Planning capacity and predicting demand  Monitoring and evaluation  NOT : Performance management or contract sanctions or termination

 Specific programmes to improve outcomes  Sharing resources and reducing risk  Data sharing, benchmarking, setting standards  Different perspectives and views will improve local services  Commissioners and providers may require Career and professional development

To mutually agree and implement policies, pathways and continuously improve patient outcomes in collaboration with CCGs.

In Herefordshire there are regular eye health stakeholder meetings attended by:  Senior CCG representative  Consultant Ophthalmologists  Optometrists  Orthoptist  Eye nurse  Dispensing optician  Soon to add a member for HWB and patient group

 Collaboration high  Costs are controlled by using cheaper community clinicians for simpler work  Easy access to care for patients  Constant policy of change and improvement  Constant measuring and refinement  Lower waiting times e.g. 6 weeks vs 14 weeks (ref. NHS choices)  Continuing education and accreditation

 We already have World Class Ophthalmologists.  We have amazing optometrists, orthoptists, eye nurses, social workers and support.  We have equipment, consulting rooms,  But we can expect reducing budgets and increasing patient numbers – ref “Call To Action”.

1. Set common goals 2. Volunteer Core members 3. Request Non-core group members 4. Define National priorities 5. Local priorities 6. Improving systems and pathways 7. Ongoing sustainability and improvements

“I have a dream - to see a local eye health service which is patient centred, high outcome, equal across the area, regardless of the socio- economic, ethnic, behavioural, eye disorder or geographic background of the patient, which is sustainable and continuously improving – in line with national and local policies” Does everyone here (as stakeholders) share this dream? If not, how should we modify it?

 Year One – 3 monthly  Subsequent meetings 4 monthly or as agreed  The first meeting of the Arden Eye Health Revolution is 14 th Nov  If a core member cannot attend, they can nominate a colleague from their team as proxy.  All agendas and minutes will be on the network website

 Senior Commissioning Manager  Secondary care Ophthalmologists and Optometrist– each hospital  Primary Care Optometrists and Ophthalmologists  Public Health specialist  Patient group representative  Orthoptist  Eye Nurse

 Blue Sky Thinker  Trailblazer  An Off Piste Skier  A “Yeabut!” blocker  An Influencer  A Weeble (wobble but don’t fall down)  No Maveriks please

 Similar to core group  Voluntary sector  Support core members as necessary  Patients and public  HWB representation  Any one interested in improving Eye Health in Arden

 Local needs assessment and annual plan  NHS sight tests and domiciliary services are predominantly demand-led, hence more emphasis on quality assurance  Focus on improving services in line with 5 national eye health pathways: ocular hypertension monitoring service; glaucoma; referral refinement; low vision service for adults;  People with a Learning Disability (adults)  Work to reduce avoidable visual impairment – glaucoma, AMD, Cataract and DR

networks/local-eyecare- professional-network-for-arden Or