1. West Midlands Integrated Urgent Care
Integrated Urgent Care Alliance
Stronger together
West Midlands Integrated Urgent Care

2. Background
The aim of the re-procurement of urgent care services in the West Midlands is to drive more efficient and effective use of specialist NHS resources to provide patients with the right care, at the right time. Pulling together the separate working arrangements between current NHS 111 providers and GP Out-of-Hours (OOH) services will more closely align both with community services, emergency departments and ambulance services. This will give patients 24/7 access to urgent clinical assessment, advice and treatment.

3. Healthcare in the West Midlands
The healthcare system in the West Midlands consists of:
The new Integrated Urgent Care Service:
All 16 West Midlands CCGs have been involved in the procurement of a new Integrated Urgent Care Service. The service is the first of its kind in the country, and will see NHS111 and GP OOHs services combine to form one ‘front door’ for the NHS.

4. Procurement Process
The procurement of an integrated urgent care system in the West Midlands was a thorough and robust, competitive process. It involved a written bid, scenario-based assessments and presentations from potential suppliers.

5. Patient representatives
Procurement Process
We ensured that all 16 West Midlands CCGs were represented in the marking process for each area of the procurement. Clinicians, patient representatives and commissioners were involved in the marking process throughout.
This was to ensure a fair and robust approach that reflected the needs of patients and the requirements of clinicians and commissioners.
Split of markers:
Patient representatives
Clinicians
Commissioners 27 17 66

6. Contracts
Contracts have been awarded for the provision of an Integrated Urgent Care Service with NHS111 access and GP OOHs for the next 4 years with options to extend for a further 2 years. This will bring a period of stability and opportunity to develop patient centred integrated urgent care services across the West Midlands.
Alongside existing contracts in the region, all new services will be covered by an overarching Alliance Agreement that unites all providers towards the common goal of delivering truly integrated, seamless services for our patients.
Several of the West Midlands CCGs have procured new services, while others have kept their current contracts. Under the Alliance Agreement all providers will work together to develop the services in partnership that will ensure a consistent and joined up approach across the whole West Midlands urgent care network. It is key to the delivery of the new model and will mean a better patient experience for all.

7. Contracts
Providers of key integrated urgent care services, including newly appointed and ongoing providers:
Service and area
Supplier
New 111 access and clinical hub service
Care UK
OOH service to Birmingham South Central
Badger
OOH service to Worcestershire CCGs
OOH service to Sandwell and West Birmingham CCG
Primecare
OOH service to Herefordshire CCG
OOH service to Warwickshire CCG
OOH service for Rugby CCG
Vocare
OOH service for Birmingham Cross City CCG
Primecare and Badger
OOH service for Coventry and Rugby CCG (Coventry)
CWPT
OOH service for Dudley CCG
Malling Healthcare
OOH service for Solihull CCG
OOH service for Walsall CCG
OOH service for Wolverhampton CCG
OOH service for Shropshire CCG, Telford & Wrekin CCG
Shropdoc

8. Alliance Agreement
Each provider of the NHS111 and GP OOHs services across the West Midlands has signed up to the Alliance Agreement.
All providers will work together to develop the fully Integrated Urgent Care Service, the basis of which will be a new clinical hub model.
The Alliance Agreement will ensure a consistent and joined up approach across the whole West Midlands urgent care network, with all suppliers working collaboratively to deliver the first Integrated Urgent Care Service in the country.

9. What will the new service look like?
Part of the new integrated urgent care system sees the development of a new clinical hub, demonstrated in this diagram.
Working within this new model, we will be delivering a completely new integrated urgent care system, the first of its kind in this country. We are effectively creating a ‘new front door’ for the NHS.

10. Timeline and Mobilisation
Contract award 02/08/2016
Mobilisation period 03/08/2016 – 07/11/2016
Service Go-Live 08/11/2016
Timeline and Mobilisation
The work to transfer the current 111 service to the new supplier has already begun. During this period all aspects of mobilisation will be managed and delivered with current and new providers working together to ensure readiness by the planned go-live date, 8 November Once we reach 8 November, a two day transitional period will follow in which services are transferred between the current and incoming providers. The full service will be in place from 10 November 2016 onwards.
A mobilisation board with representation from all 16 CCGs involved in the procurement process has been created. The board consists of commissioners, patient representatives, clinicians and providers of the services and has already met twice to begin planning.
The purpose of the board is to ensure the success of the new integrated urgent care service and, where applicable, ensure a smooth transition between providers.
It’s important that commissioners and providers work collaboratively to deliver a high quality service on time.

11. Next steps Programme plans
Each provider has been required to submit a programme plan that outlines their approach to mobilisation
Plans will be managed and led by the providers, supported by the West Midlands regional team
Each provider/programme has a designated member of the regional team to support in the delivery the project plan
Each mobilisation workstream has assigned specialists to ensure successful delivery.

12. Next steps Media and PR
A full media and PR plan has been developed by the Integrated Urgent Care regional team’s communications specialists
The aim is to develop knowledge of the new Integrated Urgent Care system, while building confidence and trust with patients and the public
Media, PR, marketing and social media activities and materials are planned and will be developed closer to the time by which they will be required
To be implemented in January this approach will allow time to deliver and stabilise the new service.