Background and summary of local intervention

In March 2015 Sutton CCG, in partnership with local health and social care providers, formed an Enhanced Health in Care Homes (EHCH) vanguard: Sutton Homes of Care. This was one of the new care models that was announced in the Five year forward view for the NHS in England.

The aim of NHS England’s EHCH vanguard model was ‘[…] to ensure the provision of high-quality care within care homes […] to ensure that, wherever possible, individuals who require support to live independently have access to the right care and the right health services in the place of their choosing and to ensure that we make the best use of resources […] whilst ensuring the best care for residents’.

Sutton CCG describes the Sutton Homes of Care vanguard approach as being about partnership: working with people in the health and care system in Sutton to support all care home residents and staff, rather than ‘doing interventions’ to them. The CCG states that the joint aim was to have vibrant high quality care homes in Sutton delivering care that embraces the national nursing values of patient care – care, compassion, competence, communication, courage and commitment.,

The partners designed the enhanced support to build on previous work by the CCG, community services, the local hospital trust, the London Ambulance Service and London Borough of Sutton, incorporating interventions introduced prior to the award of vanguard status (see Table 1 for further details). This support was offered to all care homes operating in Sutton during vanguard operation.

Figures from January 2017 show that Sutton CCG supported 29 residential and nursing care homes equipped with 902 beds between them. In addition, there were 52 mental health and learning disability homes (with 397 beds), which were not included within the study.

What changes were introduced for care home residents in Sutton?

The Sutton Homes of Care vanguard organised its activity around three priority areas, or ‘pillars’., These were focussed on:

  • better integration between health care organisations and care homes, with the aim of reducing the use of unplanned emergency care
  • upskilling and motivating the care home workforce to facilitate active monitoring of residents’ wellbeing, producing greater understanding of appropriate action, as well as raising staff satisfaction and reducing turnover
  • supporting quality assurance and safety by improving collection, sharing and use of data in planning, identifying risks and tackling issues.

Interventions under these pillars have been implemented in different types of care home (nursing/residential/mental health and learning disabilities) at different times and with varying degrees of coverage – see Table 1).

While some interventions were available to all Sutton care homes (eg educational resources and the Care Home Forum), the focus of the vanguard from November 2015 to July 2016 was on nursing homes. Attention shifted to residential homes in November 2016.

Table 1: Implementation of the three pillars of the Sutton Homes of Care vanguard

Pillar 1: Improving integrated care

Weekly health and wellbeing rounds led by a GP supported by a care coordinator (specifically trained nursing home nurse) or link nurse reviewing the wellbeing of all residents in the care home

From November 2015 to July 2016 (6 selected nursing homes); from November 2016 to July 2017 (4 selected residential homes)

Multidisciplinary care home support team comprising link nurses, end-of-life care nurses, dementia support workers, care home pharmacists, a pharmacy technician and a dietician, delivering bespoke one-to-one training to all Sutton CCG care home staff and care support and medication reviews to residents

Various, depending on specialty offered and care home type served (end-of-life care nurses began in nursing homes as early as October 2013)

Hospital transfer pathway (the ‘Red Bag’), providing each care home resident being conveyed to hospital with a bag containing standardised clinical documents, essential medications and personal effects, aiming to streamline care home-to-ambulance-to-hospital transitions and facilitate diagnosis and treatment

From November 2015

Pillar 2: Supporting care home staff

Tailored e-learning on continence care, dementia care and person-centred thinking administered to care home staff

E-learning from January 2016; dementia support information sessions from August 2016

Resource package comprising posters, films and reference cards

Posters from November 2014; reference cards from March 2016

Care home forum for attendance by care home managers and the care home pledge in support of the vanguard

Forum from April 2014; pledge during 2015/16

Table 1 continued on page 6

Pillar 3: Supporting quality assurance and safety

Joint Intelligence Group of representatives from all partners across the health sector with a statutory responsibility for care homes, meeting monthly to share intelligence across health and social care

From May 2014

Quality dashboard reporting on a range of quality and safety indicators, data from the London Ambulance Service and hospital records on A&E attendances and emergency admissions

From May 2016

Cake, Cuppa, Chat initiative to foster engagement with residents, families and carers on a bi-monthly basis

From October 2015

What impact did Sutton Homes of Care expect these changes to have?

Sutton Homes of Care intended to affect a variety of aspects relating to the health care and wellbeing experienced by care home residents. The vanguard had specific aims to improve health and wellbeing outcomes for residents, which may show up in an increased number of residents dying in their preferred place of death, reduced ambulance conveyances, fewer A&E attendances and emergency admissions, as well as improved satisfaction for staff and reduced staff turnover.

There are several possible mechanisms through which this might plausibly have been achieved. Upskilling and motivating the care home workforce to actively monitor their residents’ health and wellbeing and know when and how to take appropriate action was broadly expected to lead to an improved resident experience through a reduced level of incidents negatively affecting their wellbeing. Improved integration between health care organisations and care homes was expected to ensure residents received more timely, appropriate care. Initiatives like the health and wellbeing rounds, the hospital transfer pathway and the care home support team were all expected to contribute to reductions in avoidable inpatient activity for residents (notably for falls, urinary tract infections – UTIs – and pressure ulcers), 999 calls, A&E attendances, emergency admissions and hospital bed occupancy.

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