1. Northern Cancer Alliance
Patient Engagement & Involvement
Jo Mackintosh – Engagement & Co Design Project Manager
9th January 2018

2. What is a Cancer Alliance?
A Cancer Alliance is simply a way of organising local stakeholders to improve cancer outcomes for patients.
Cancer Alliances do not remove the statutory responsibilities of individual organisations.
Their aim is to increase cancer survival rates.
There are 16 Cancer Alliances in England.
In addition, 3 National Cancer Vanguards “testing” potential new ways to deliver cancer services in the future.

3. Cancer Alliances
Cancer Alliances must take the following into account:
Meaningful patient engagement and involvement.
Health inequalities, reducing variation and improving patient experience wherever possible.
Strong emphasis on how working together as organisations and across organisational boundaries supporting local areas to carry out their
programme of work.

4. Cancer Taskforce Strategy
A taskforce consisting of national experts was asked to deliver the vision set out in the NHS Five Year Forward View. 
The strategy is called Achieving world-class cancer outcomes: a strategy for England and was published in July 2015.
The aim of this strategy is to prevent as many people as possible from experiencing cancer and improve survival rates of those with cancer.
Cancer Alliances are responsible for carrying out a programme of work to improve outcomes agreed by the National Cancer Transformation Board

5. Northern Cancer Alliance (NCA)

6. NCA Delivery Plan NCA has produced a work plan covering 2017- 21.
The aim of the plan is to address and improve cancer outcomes with a number of key objectives.
Objectives include; increasing uptake of screening: especially within more vulnerable groups and offering all patients and their families ‘living with and beyond’ cancer support to live well.
A key part of the plan is the involvement of patients and the wider public.

8. Patient & Public Voices
Integral to the improvement of cancer outcomes in our region is the involvement of patients and the wider public.
This can involve a number of approaches including representation at key meetings and active involvement in service redesign and improvement in partnership with health professionals.
NCA currently have a number of opportunities available for patients and the wider public to become involved in improving cancer outcomes in our region.

9. Thank you for your time and attention today – do you have any questions or comments? For further information relating to involvement opportunities please contact Jo Mackintosh: Mobile:

10. Auditing a Quality Indicator
2017 / 2018

11. Auditing our processes…
Part of our mandatory requirements
“The External Auditor should undertake ‘sample testing’ on two mandated indicators, and one local indicator selected by the Council of Governors”.
The Auditors are not testing how well the Trust have performed; they are testing how reliable the data is that is used by the Trust, so the indicators need to be measurable.
They will test indicators to ensure the Trust:
Follows national definitions and guidance (for mandated indicators only)
Gains an understanding of the data used
Check the Trust’s calculations and the way the data has been interpreted

12. Choosing something to audit …
Quality Metrics
Pressure Ulcers – reducing the number of pressure ulcers
Falls – reducing the number of falls and harm from falls
Complaints – responding in a timely way
Mortality – reduction in avoidable deaths
Sepsis – early recognition and management
Key National Priorities and Indicators:
Cancer waits
Percentage of diagnostic tests undertaken within 6 weeks
Cancelled operations – 28 day breaches
Improving access to psychological therapies (IAPT): People with common mental health conditions referred to the IAPT programme will be treated within 6 or 18 weeks of referral
Percentage of VTE risk assessments undertaken

13. Melanie Johnson – Director of Nursing
Our Quality Strategy
Melanie Johnson – Director of Nursing

14. South Tyneside and Sunderland Healthcare Group

15. Our Strategic Framework
And others…

16. Our Quality Strategy Modelled on Quality Accounts
Inclusive of Quality priorities
Focus on
Patient Safety
Patient Experience
Clinical Effectiveness

17. Patient Safety also known as aligning the Quality Priorities…2018/19
Reducing avoidable
Deaths
Falls
Healthcare developed pressure ulcers
Improving
DNACPR documentation (Do Not Attempt Cardio Respiratory Resuscitation)
Fluid management and documentation
Management of patients with dementia
Positive Patient Experience

18. Patient Experience
To our patients and their families and carers we will
Listen and respond to their feedback
Communicate throughout their healthcare journey
Deliver compassionate care and ensure respect, privacy and dignity
Meet all essential physical, emotional, cultural and spiritual needs
Provide a safe, secure, clean, comfortable environment
Recognise individuality, involving teams in decisions and enable active participation in their care making any reasonable adjustments where required
Deliver consistent and coordinated care

19. Clinical Effectiveness
Assessment and management of sepsis
VTEs (Venous Thrombolytic Emboli)
Avoidable cardiac arrests
Compliance with National Audits
Compliance with National Surveys
Compliance with National NICE Guidance

20. Key Enablers Our patients, their families and carers
Our staff and staffing levels
Leadership
Learning
Building QI (Quality Improvement) capacity and capability
Understanding variation
Health Informatics
Regulatory Requirements

21. Measuring Success – work in progress
Need a clear understanding of:
Baseline position
Target
Measurement
Outcome

22. Timescales December 2017 January 2018 February March 2018 April 2018
Shared with Executive and senior management team
January 2018
Share with
Council of Governors
Governance Committees
Clinical Governance Steering Groups
February
Share as part of Team Brief / Staff Briefings
Update to Governance and Executive Committees
March 2018
Final draft
April 2018
Seek Board Approval and launch