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Patient Flow: Health and Care Improvement for Urgent and Emergency Care

8:00am - 5:00pm
July 10, 2018
Etc.Venues, Piccadilly Gardens, 11 Portland St
Manchester, M1 3HU United Kingdom
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Each year the NHS provides around 110 million urgent same-day patient contacts. Around 85 million of these are urgent GP appointments, and the rest are A&E or minor injuries-type visits. Some estimates suggest that between 1.5 and 3 million people who come to A&E each year could have their needs addressed in other parts of the urgent care system. They turn to A&E because it seems like the best or only option. The rising pressures on A&E services also stem from continued growth in levels of emergency admissions and from delayed transfers of care when patients are fit to leave hospital. Working with NHS England we are opening open up valued discussions between peers and demonstrating the great work that is already being done across the UK

What’s been achieved in England over the past three years?

  • Cared for 23 million A&E attendances in 2016/17, 1.2 million more than three years ago.
  • Boosted the capacity and capability of NHS 111, which now takes 15 million calls each year, up from 7.5 million three years ago.
  • Expanded “Hear and Treat” and “See and Treat” ambulance services so that they now cover 3.5 million people, with the provision of telephone advice and treatment of people in their homes saving needless trips to hospital.
  • Developed an integrated urgent care model, offering a single point of entry for urgent care via NHS 111, and rolled it out to 20% of the population.
  • Increased NHS staff uptake of winter flu vaccinations from 49% last year to 63% this year – the highest ever.

Key Changes to be implemented

  • £100 million in capital funding will be provided to support modifications to A&Es to enable clinical streaming by October 2017.
  • Clearer local performance incentives. Previous standard contract fines have been dropped. From April 2017 the rules governing the performance element of the £1.8 billion Sustainability and Transformation Fund (STF) for acute trusts that relates to A&E will be amended in agreement with Department of Health and HM Treasury (24).
  • Aligned national programme management. To ensure complete alignment between NHS England and NHS Improvement in supporting and overseeing urgent implementation of the above actions, we have appointed a single national leader accountable to both NHS England and NHS Improvement. We will also bring together the work of NHS Improvement’s and NHS England’s national urgent and emergency care teams. From 1stApril 2017 a single, named Regional Director drawn from either NHS Improvement or NHS England will hold to account both CCGs and trusts in each STP area for the delivery of the local urgent care plan. Each RD will therefore act with the delegated authority of both NHS Improvement and NHS England in respect of urgent and emergency care.
  • Broader improvement support. Building on the work of the Emergency Care Improvement Programme and the regional teams of NHS England and NHS Improvement, we will offer a broader range of improvement support to frontline staff to achieve the priorities set out above. This will include extending to emergency care both the Getting it Right First Time Programme and the Model Hospital, together with joint work with the Royal College of Emergency Medicine and other professional bodies on workforce and a more standardised clinical operating model.
  • Detail on the technology changes to support these approaches is included in Chapter Nine.
  • The NHS 111 workforceis being developed to deliver these changes and to provide them with the career structure and support they need to thrive.


Sam Shah

Director of Digital & Multichannel Development

NHS England

Indra Joshi

Clinical Lead Digital Experience and Urgent Care

NHS England

Dr Raj Kumar

General Practitioner & Medical Director

NHS Clinical Leaders Network and NHS Digital

Heather Caudle, RN

Director of Nursing - Improvement

NHS England

Diane Baynham

Head of Digital Transformation & Head Of Service Design

NHS England and Digital Urgent and Emergency Care

Mark Newton

Assistant Director Transformation

North West Ambulance Service NHS Trust


The Agenda





Chair Melinda Johnson (Invited)

Commercial Director at Department of Health and Social Care

“Health and Social Care”


Fiona Canniffe (Invited)

Regional Head of Improvement at NHS Improvement

“Urgent and Elective Care”

Ensuring all patients receive high quality elective care without any unnecessary delay is a key national directive. This elective care e-learning programme delivers essential knowledge and understanding of referral to treatment pathways and wider elective care principles, standards and rules. The programme is designed to be used by a variety of NHS staff working across a range of organisations who are responsible for managing patients along elective pathways and / or delivering national elective care standards


Sam Shah and Diane Baynham  (Confirmed)

Director of Digital & Multichannel Development at NHS England and Head of Digital Transformation at NHS England & Head Of Service Design Digital Urgent and Emergency Care

“Urgent & Emergency Care Technology”

Helping to deliver the national Urgent and Emergency Care strategy by providing the infrastructure, systems, technology and processes that enable the development of digital urgent care services


Heather Caudle, RN (Confirmed)

Director of Nursing – Improvement at NHS England

“Care Homes, Local Government and the Health Sector Working Collaboratively”


Main Sponsor




Morning Break


Chair Melinda Johnson (Invited)

Commercial Director at Department of Health and Social Care

“Health and Social Care”


Case Study

Netmotion and Panasonic


Case Study


Indra Joshi (Confirmed)

Clinical Lead Digital Experience and Urgent Care (NHS England)

“What Tools Clinicians can use for either Themselves or suggest to their Patients in Urgent Care Setting”

The Personalised Care Plan is the primary focus for most long term conditions teams, as it is a key component underpinning the work done by integrated neighbourhood teams, as well as for informing the patient and supporting them in managing their condition


Case Study






Dr Raj Kumar (Confirmed)

General Practitioner & Medical Director, NHS Clinical Leaders Network and NHS Digital


Case Study


Julie Taylor (Invited)

Head of IUC NHS Pathways & Clinical Practice at Care UK

“NHS Pathways”

NHS Pathways and the Directory of Service is a clinical tool used for assessing, triaging and directing contact from the public to urgent and emergency care services such as 999, GP out-of-hours and NHS 111. It enables patients to be triaged effectively and ensures that they are directed to the most appropriate service available at the time of contact


Helen Shaw

Head of Healthcare Samsung UK

“Connecting people in a digital world”

We live in a digital world. Just short of being pixelated or virtual ourselves, the things around us continue to get smarter, faster, more connected, and increasingly digital. Customer relationships are digital. Business channels are digital. Our competitors are digital!


Louise Cullen (Invited)

Clinical advisor at NHS 111, Care UK and CQC

“NHS 111”

Up to 30% of all calls to NHS 111 services on a Saturday are for urgent requests for repeat medication. This can block GP out of hours (GPOOH) appointments, disrupt the usual repeat prescribing and dispensing cycle, and increase the potential for medicines waste. A small number of patients also attend A&E to obtain urgently needed medicines


Afternoon Break


Dr Raj Kumar (Confirmed)

General Practitioner & Medical Director, NHS Clinical Leaders Network and NHS Digital


Mark Newton (Confirmed)

Assistant Director Transformation at North West Ambulance Service NHS Trust

“UK Ambulances Services and the Urgent Care Conundrum”

The presentation will explore the central role of Ambulance Trusts in delivering and adapting to the principles of the 5 Year Forward View. From traditional models of care to providers of a mobile health responses. What does this mean for workforce development, integrated working, risk, and quality. How does traditionalism help and hinder progress and how do we balance time critical emergency response with safe care closer to home?


Sarah Bailey (Invited)

Consultant, Older People’s medicine. Norfolk & Norwich University Hospital

“First Older Persons Emergency Department”

The Norfolk and Norwich University Hospital (NNUH) has announced innovative plans to transform the way it delivers emergency care by introducing the UK’s first Emergency Department that is entirely dedicated to patients over the age of 80. As well as a new Older People’s Emergency Department (OPED)


Close of Day

Book Your Place

Booking system coming on the 1st of March. Please email info@convenzis.co.uk to reserve your place.

  • Chief Executives
  • Chief Information Officers
  • Chief Medical Officers
  • Chief Operating Officers
  • Clinical Directors/Heads/Managers/Leads
  • Commissioning Directors/Heads/Managers
  • Consultants in Emergency Medicine
  • Deputy Directors
  • Directors of Delivery
  • Directors of Nursing
  • Directors of Performance and Improvement
  • Emergency Care Directors/Heads/Managers
  • General Managers
  • IT Directors/Heads/Managers
  • Medical Directors
  • Operating Heads/Managers
  • Operations Directors/Heads/Managers
  • Procurement Directors/Heads/Managers
  • Programme Directors/Heads/Managers
  • Service Directors/Heads/Managers
  • Social Services Directors/Heads/Managers
  • Strategic Planning Directors/Heads/Managers
  • Transformation Directors/Heads/Managers
  • Urgent Care Directors/Heads/Managers


July 10
8:00 am - 5:00 pm
£150 - £300
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Piccadilly Gardens, 11 Portland St
Manchester, M1 3HU United Kingdom
daniel snape convenzis

Daniel Snape



0161 820 0631

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