PFD report

Elsie Margaret Jones · Prevention of Future Deaths report

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Issued 7 May 2026•Birmingham and Solihull

Report record

Published report and response evidence

This page connects the concerns raised in this report with statements found in recipients’ published responses. A link shows a clear evidence connection; it does not assign responsibility.

View original report
Concerns
3

Raised in this report

Recipients
2

Named on the report

Responses found
3

Of 2 recipients

Stated actions
19

Described in responses

Recipients and published responses

Source document

Full report text

This is the full text from the original published report.

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Concerns and recipient responses

Select any concern, action or position to view the source wording.

Concerns raised3

  1. Inadequate supervision of patients with severe dementia on acute hospital wards
  2. Delays in finding suitable specialist placements for patients with severe dementia
    Part of recurring concern: Inadequate specialist placement arrangements for people requiring specialist care
  3. Delays in securing funding for specialist placements for patients with severe dementia
    Part of recurring concern: Inadequate specialist placement arrangements for people requiring specialist care
Responses linked to these concerns

Each statement is shown once, even when linked to more than one concern.

Actions described in response An action is something a recipient says it has done, is doing, or plans to do in response to a concern raised.1

  1. Action

    Continue working with NHS England, CQC and local partners to improve discharge timeliness and ensure safe, appropriate care and supervision for people with severe dementia.

    Stated by Department of Health and Social CareStated in progressThe respondent said that this action was in progress when they made their response on 17 July 2026.

Respondent positions A position is what a recipient says about a concern when it does not describe a specific action.1

  1. Position

    Existing Regulation 18 duties and CQC risk-management expectations address staffing, supervision and safe care without mandating fixed staffing levels or one-to-one supervision.

    Stated by Department of Health and Social CareExisting arrangements considered sufficientThe respondent said that existing arrangements were sufficient, so no further action was needed.

Source evidence

How this individual concern was interpreted

PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.

PFD Monitor interpretation

Inadequate supervision of patients with severe dementia on acute hospital wards

Wider context from the report

“The inquest heard evidence that patients who suffer from severe dementia who need specialist placements often spend many months in hospital whilst funding and suitable placements are being found. Given the resources available on acute hospital wards this puts these patients at risk as they cannot always be adequately supervised. I am concerned that the lengthy delays in securing funding and finding suitable placements for these most vulnerable patients creates a risk of future deaths and I consider action should be taken. ”

Is this part of a recurring concern?

No recurring-concern membership is currently published.

Open source report

Source evidence

How this individual concern was interpreted

PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.

PFD Monitor interpretation

Delays in finding suitable specialist placements for patients with severe dementia

Wider context from the report

“The inquest heard evidence that patients who suffer from severe dementia who need specialist placements often spend many months in hospital whilst funding and suitable placements are being found. Given the resources available on acute hospital wards this puts these patients at risk as they cannot always be adequately supervised. I am concerned that the lengthy delays in securing funding and finding suitable placements for these most vulnerable patients creates a risk of future deaths and I consider action should be taken. ”

Is this part of a recurring concern?

Yes — Inadequate specialist placement arrangements for people requiring specialist care.

Open source report

Source evidence

How this individual concern was interpreted

PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.

PFD Monitor interpretation

Delays in securing funding for specialist placements for patients with severe dementia

Wider context from the report

“The inquest heard evidence that patients who suffer from severe dementia who need specialist placements often spend many months in hospital whilst funding and suitable placements are being found. Given the resources available on acute hospital wards this puts these patients at risk as they cannot always be adequately supervised. I am concerned that the lengthy delays in securing funding and finding suitable placements for these most vulnerable patients creates a risk of future deaths and I consider action should be taken. ”

Is this part of a recurring concern?

Yes — Inadequate specialist placement arrangements for people requiring specialist care.

Open source report

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Continue working with NHS England, CQC and local partners to improve discharge timeliness and ensure safe, appropriate care and supervision for people with severe dementia.

Verbatim wording from the response

“We will continue to work closely with NHS England, CQC and local partners to address the risks identified in your report, including improving the timeliness of discharge and ensuring that people with severe dementia receive safe, appropriate care and supervision.”

Source location

Response from Department of Health and Social Care
Page 2 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent position was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Existing Regulation 18 duties and CQC risk-management expectations address staffing, supervision and safe care without mandating fixed staffing levels or one-to-one supervision.

Verbatim wording from the response

“Providers are required under Regulation 18 of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014 to ensure sufficient numbers of suitably qualified, competent and”

Source location

Response from Department of Health and Social Care
Page 1 · response
Published 17 July 2026

Open published response

Other statements in published responses

These actions and other statements could not be clearly connected to one concern in this report.

Recipient-stated actions An action is something a recipient says it has done, is doing, or plans to do in response to a concern raised.18

  1. 1

    Provide additional surge capacity through the 2025/2026 winter resilience plan across pre-hospital and community services.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated completedThe respondent said that this action was complete when they made their response on 17 July 2026.
  2. 2

    Monitor discharge performance and agree corrective actions through formal Better Care Fund governance meetings.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated completedThe respondent said that this action was complete when they made their response on 17 July 2026.
  3. 3

    Implement a Neighbourhood Health Board to oversee, assure and escalate system-wide service transformation.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated in progressThe respondent said that this action was in progress when they made their response on 17 July 2026.
  4. 4

    Develop the 2026/2027 winter resilience plan.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated in progressThe respondent said that this action was in progress when they made their response on 17 July 2026.
  5. 5

    Expand community alternatives through two-hour Urgent Community Response, Pathway 1 step-up provision and a Single Point of Access.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated completedThe respondent said that this action was complete when they made their response on 17 July 2026.
  6. 6

    Monitor discharge performance against national expectations and locally agreed trajectories through the Neighbourhood Health Board.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated plannedThe respondent said that this action was planned when they made their response on 17 July 2026.
  7. 7

    Assess the viability and effectiveness of a risk-stratification tool for patients awaiting discharge.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated in progressThe respondent said that this action was in progress when they made their response on 17 July 2026.
  8. 8

    Develop shared system-wide dashboards providing real-time visibility of discharge performance and reasons for delay.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated in progressThe respondent said that this action was in progress when they made their response on 17 July 2026.
  9. 9

    Operate an integrated health and social care escalation framework with structured reviews for patients experiencing extended hospital stays.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated completedThe respondent said that this action was complete when they made their response on 17 July 2026.
  10. 10

    Transform Transfer of Care Hubs and bed management teams into an integrated system-wide coordination function.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated in progressThe respondent said that this action was in progress when they made their response on 17 July 2026.
  11. 11

    Hold weekly escalation meetings with Local Authority leads to identify and resolve delayed-discharge barriers requiring intervention.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated completedThe respondent said that this action was complete when they made their response on 17 July 2026.
  12. 12

    Share patient-safety investigation and review findings across partner organisations and track resulting system-wide improvement actions.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated completedThe respondent said that this action was complete when they made their response on 17 July 2026.
  13. 13

    Establish Anchor Contracts to coordinate urgent-care pathway budgets and standardise Single Point of Access arrangements.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated in progressThe respondent said that this action was in progress when they made their response on 17 July 2026.
  14. 14

    Expand the Same Day Discharge Service across community bedded settings to enable Pathway 1 discharge within 24 hours.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated completedThe respondent said that this action was complete when they made their response on 17 July 2026.
  15. 15

    Track and audit actions arising from incidents and delays through provider quality committees and system quality surveillance processes.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated completedThe respondent said that this action was complete when they made their response on 17 July 2026.
  16. 16

    Complete demand and capacity modelling across Intermediate Care Pathways 1, 2 and 3 to inform planning and commissioning.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated in progressThe respondent said that this action was in progress when they made their response on 17 July 2026.
  17. 17

    Review commissioning and operational oversight arrangements for individuals with complex dementia.

    Stated by NHS Birmingham & Solihull and Black Country ICBsStated in progressThe respondent said that this action was in progress when they made their response on 17 July 2026.
  18. 18

    Deliver the first Modern Service Framework for Frailty and Dementia to set clearer care expectations and reduce unwarranted variation.

    Stated by Department of Health and Social CareStated plannedThe respondent said that this action was planned when they made their response on 17 July 2026.

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Provide additional surge capacity through the 2025/2026 winter resilience plan across pre-hospital and community services.

Verbatim wording from the response

“• Development of a sustainable winter resilience plan (2025/2026) which included the provision of additional surge capacity across pre-hospital and community services. This includes increased capacity within community-based teams to support admission avoidance, facilitate earlier discharge, and respond to periods of heightened demand. By strengthening provision upstream of hospital admission and within community pathways,”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 2 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Monitor discharge performance and agree corrective actions through formal Better Care Fund governance meetings.

Verbatim wording from the response

“• The system monitors delivery of Better Care Fund (BCF) metrics through formal BCF governance meetings, providing a joint forum for health and social care partners to review performance and drive improvement. These meetings oversee key metrics, including reduction in delayed discharges, time from Discharge Ready Date to discharge, length of stay, non-elective admissions (65+), and reablement outcomes, in line with national BCF requirements.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 4 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Implement a Neighbourhood Health Board to oversee, assure and escalate system-wide service transformation.

Verbatim wording from the response

“• A model of developing ‘Anchor Contracts’ model is being established, with University Hospitals Birmingham (UHB) accountable to the ICB. This provides devolves more of the budget for the urgent care pathway to one organisation allowing a more co-ordinated repose. As part of that contract the intention is to standardise the approach to areas such as Single Points of Access to provide a consistent offer for both patients and professionals in organisations such as West Midlands Ambulance Service. To support this delivery, a Neighbourhood Health Board is being implemented to provide clear oversight, assurance, and escalation across system partners. In its first year, the Board will focus on driving integration and service transformation at both system and locality level, working with existing commissioned providers to strengthen key interfaces that impact patient flow.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 5 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Develop the 2026/2027 winter resilience plan.

Verbatim wording from the response

“the system is better able to maintain patient flow, reduce pressure on acute services, and minimise delays in discharge. Delivery of this plan is supported through ongoing monitoring and system oversight to ensure that additional capacity is deployed effectively and continues to meet patient need during peak periods. Winter Resilience plan for 26/27 is in development.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 3 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Expand community alternatives through two-hour Urgent Community Response, Pathway 1 step-up provision and a Single Point of Access.

Verbatim wording from the response

“• Strengthened community-based alternatives through the enhanced utilisation of Urgent Community Response (UCR) services, the development of Pathway 1 (P1) step-up provision, and the implementation of a Single Point of Access (SPA – established November 2025). UCR services now operate to a two-hour response standard, providing rapid clinical intervention in patients’ usual place of residence to prevent unnecessary hospital admission and support timely discharge. In addition, P1 step-up pathways have been expanded, enabling patients to be safely managed at home with health and social care support as an alternative to admission or prolonged hospital stay. Access to these services has been streamlined through a Single Point of Access, ensuring timely triage, coordination, and mobilisation of appropriate community services.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 2 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Monitor discharge performance against national expectations and locally agreed trajectories through the Neighbourhood Health Board.

Verbatim wording from the response

“• The system will monitor discharge performance against national expectations and locally agreed trajectories through the Neighbourhood Health Board. This will include oversight of key indicators such as time from being medically optimised to discharge, pathway utilisation (P1/P2/P3), and length of stay. Performance will be routinely reviewed to identify variation, emerging risks, and areas requiring intervention, with clear escalation routes where delivery is not on track. This approach provides system-wide visibility, accountability, and assurance, enabling timely corrective action and supporting continuous improvement in reducing delays and improving patient flow.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 6 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Assess the viability and effectiveness of a risk-stratification tool for patients awaiting discharge.

Verbatim wording from the response

“• The system is exploring the viability and effectiveness of implementing a risk stratification tool for patients awaiting discharge to support earlier identification of those at risk of prolonged length of stay. This approach would utilise standardised criteria such as factors such as patient complexity, discharge pathway (P1/P2/P3), delays related to funding or placement, and risks associated with extended hospital admission. By proactively stratifying patients, the system aims to prioritise high-risk individuals for early escalation, targeted intervention, and senior oversight, ensuring that barriers to discharge are addressed in a timely and coordinated manner.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 6 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Develop shared system-wide dashboards providing real-time visibility of discharge performance and reasons for delay.

Verbatim wording from the response

“• Work has commenced through the Neighbourhood Health Group to develop shared system-wide data dashboards to provide real-time visibility of discharge performance. These dashboards will incorporate key metrics, including NCTR measures, discharge pathway data, and reasons for delay, enabling consistent tracking of patients awaiting discharge across all partners. The dashboards will be embedded within the system’s governance and quality oversight framework, with routine reporting into programme boards, quality and”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 5 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Operate an integrated health and social care escalation framework with structured reviews for patients experiencing extended hospital stays.

Verbatim wording from the response

“• A system-wide integrated escalation framework has been established across health and social care to ensure timely identification and resolution of delays. This includes the routine escalation of patients experiencing extended lengths of stay, specifically those exceeding 7, 14 and 21 days, through structured long length of stay reviews within both acute and community bedded settings. These reviews bring together multidisciplinary and multi-agency teams to identify barriers to discharge, agree clear actions, and expedite decision-making relating to funding, placement, or care provision. This coordinated approach strengthens joint accountability, ensures that complex cases receive appropriate senior oversight, and reduces the risk of unnecessary prolonged hospital admission, thereby improving patient flow and supporting safer, more timely discharge.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 2 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Transform Transfer of Care Hubs and bed management teams into an integrated system-wide coordination function.

Verbatim wording from the response

“• A programme of work has commenced to transform the Transfer of Care Hubs (ToCH) and Bed management teams in line with NHS England national guidance and action cards. This programme, being delivered in partnership with the Neighbourhood Health Group, is focused on developing a fully integrated, system-wide coordination function, bringing together health, social care, and community partners into a single, aligned model. The transformation aims to strengthen multidisciplinary working, improve real-time oversight of patients awaiting discharge, and ensure timely escalation and decision-making across pathways. This integrated approach will enhance coordination across services, reduce fragmentation at key interfaces, and support more timely and effective discharge planning, thereby minimising delays and improving patient flow across the system.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 5 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Hold weekly escalation meetings with Local Authority leads to identify and resolve delayed-discharge barriers requiring intervention.

Verbatim wording from the response

“• Weekly escalation meetings with Local Authority leads provides a structured, system-wide forum for identifying, escalating, and resolving delayed discharge issues requiring Local Authority intervention, ensuring timely patient flow in line with Home First and D2A principles. The objectives of these meetings is to unblock complex discharge delays, enable rapid senior decision making and improve system flow and reduce length of stay, strengthen accountability and ownership, identify and address recurring system barriers and support safe, risk managed discharge decisions.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 4 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Share patient-safety investigation and review findings across partner organisations and track resulting system-wide improvement actions.

Verbatim wording from the response

“• The ICB both embodies and facilitates an open and transparent reporting of patient safety events, both within our organisation and across our system. The transparency required for a thorough, candid, and systematic approach to learning and improvement is supported by our quality governance and oversight mechanisms which are embedded across the system. Organisations and across the system has strengthened its approach to learning through the Patient Safety Incident Response Framework (PSIRF) by ensuring that findings from Patient Safety Incident Investigation (PSII) and After Action Reviews (AARs) are consistently shared across all partner organisations, including acute, community, mental health and Local Authority services.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 3 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Establish Anchor Contracts to coordinate urgent-care pathway budgets and standardise Single Point of Access arrangements.

Verbatim wording from the response

“• A model of developing ‘Anchor Contracts’ model is being established, with University Hospitals Birmingham (UHB) accountable to the ICB. This provides devolves more of the budget for the urgent care pathway to one organisation allowing a more co-ordinated repose. As part of that contract the intention is to standardise the approach to areas such as Single Points of Access to provide a consistent offer for both patients and professionals in organisations such as West Midlands Ambulance Service. To support this delivery, a Neighbourhood Health Board is being implemented to provide clear oversight, assurance, and escalation across system partners. In its first year, the Board will focus on driving integration and service transformation at both system and locality level, working with existing commissioned providers to strengthen key interfaces that impact patient flow.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 5 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Expand the Same Day Discharge Service across community bedded settings to enable Pathway 1 discharge within 24 hours.

Verbatim wording from the response

“• The system has expanded the Same Day Discharge Service to include all community bedded settings. Previously, patients requiring a Pathway 1 discharge experienced delays of up to 2–5 days due to the need for care packages to be brokered prior to discharge. The revised model removes this dependency by enabling immediate discharge with care arrangements put in place on the same day, aligned to Home First principles. This change ensures that all patients entering Pathway 1 can now be discharged within the 24-hour expectation, reducing unnecessary length of stay, minimising the risk of deconditioning associated with prolonged hospital admission, and improving patient flow. The impact of this service change is subject to ongoing monitoring through system oversight arrangements to ensure it delivers sustained improvement in timeliness and safety of discharge.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 3 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Track and audit actions arising from incidents and delays through provider quality committees and system quality surveillance processes.

Verbatim wording from the response

“• The system has established a robust, integrated approach to audit, learning, and quality oversight. Actions arising from incidents and delays are formally tracked and subject to ongoing audit within provider organisations, with progress and outcomes routinely reviewed through Quality and Safety Committees and Contract Quality Review Meetings (CQRMs). Learning from these reviews is embedded into practice and aligned with system-wide Quality Surveillance processes, ensuring that themes relating to discharge delays are consistently identified, scrutinised, and escalated where required. This coordinated governance approach strengthens accountability, transparency, and continuous improvement across organisational boundaries, ensuring that actions are implemented, impact is monitored, and the risk of recurrence is reduced through sustained oversight at both provider and system level.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 7 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Complete demand and capacity modelling across Intermediate Care Pathways 1, 2 and 3 to inform planning and commissioning.

Verbatim wording from the response

“• The system has commenced comprehensive demand and capacity modelling across all Intermediate Care services, with completion scheduled for July 2026. This work will provide a robust, data-driven assessment of current and future demand against available capacity across Pathways 1, 2 and 3, enabling the identification of gaps contributing to discharge delays. The outputs will directly inform system planning and commissioning through the Neighbourhood Health Boards, ensuring that community provision is aligned to population need at a local level. This approach will support targeted investment, optimise the use of intermediate care resources, and strengthen community capacity, thereby reducing reliance on inpatient beds and minimising delays in discharge.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 4 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Review commissioning and operational oversight arrangements for individuals with complex dementia.

Verbatim wording from the response

“• The system is undertaking a review of current arrangements for individuals with complex dementia to determine the most appropriate commissioning and operational oversight, specifically whether these pathways should sit within Urgent and Emergency Care (UEC) or Long-Term Conditions (LTC) frameworks. This review is aimed at ensuring that patients with complex dementia are managed within the most appropriate pathway, with clear accountability, timely access to specialist provision, and streamlined decision-making processes. By clarifying pathway ownership and strengthening alignment across health and social care, the system seeks to reduce delays associated with funding, placement and coordination, improve patient flow, and ensure that individuals with complex dementia receive care in the most suitable setting at the earliest opportunity.”

Source location

Response from Birmingham and Solihull Integrated Care Board
Page 7 · response
Published 17 July 2026

Open published response

Source evidence

How this respondent action was interpreted

PFD Monitor created a concise, searchable interpretation from the published response wording shown below.

PFD Monitor interpretation

Deliver the first Modern Service Framework for Frailty and Dementia to set clearer care expectations and reduce unwarranted variation.

Verbatim wording from the response

“Furthermore, the Department of Health and Social Care (DHSC) will also deliver the first ever Modern Service framework for Frailty and Dementia (MSF), which will set clearer expectations for the care of people living with dementia, reducing unwarranted variation and delivering rapid and significant improvements in quality of care and productivity. This will be informed by phase one of the independent commission into adult social care, which is expected this year.”

Source location

Response from Department of Health and Social Care
Page 2 · response
Published 17 July 2026

Open published response
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Information checked against the published report and official responses · Data reviewed 7 Sep 2026 · About data quality and limitations

Data last updated 7 September 2026