Frequently Asked Questions

Nimbuscare was established in 2015 and significantly expanded in 2019 when all York practices joined together.

2019 marked the moment all York practices came together on the basis of equity and shared values, creating stronger trust, purpose and effectiveness. It signalled a culture shift and was the real starting point of the organisation, learning from the early days and creating a sustainable model.

MNP status recognises our ability to support multiple neighbourhoods through shared infrastructure and leadership, enabling neighbourhood working at scale. Supporting them to do what they feel is right for their population. There is learning required in this space but in order to do that we are clear that working together is the best way to achieve that.

By using population health data to identify disparities, and working with practices and partners to target resources where most needed. Our not for profit approach and track record of maximising resources means we are optimistic that this can be a realistic and achievable objective.

We aim to align our footprint with the acute trust, while also supporting colleagues across the Humber and North Yorkshire footprint and beyond. Strong relationships with the Acute trust will be essential – we work closely with them on a number of contracts and have an excellent basis on which to move forward. We acknowledge pressures in the system but if the system is to function well then we are clear that all partners need stability and sustainability. We also believe that an ethos founded in a primary care approach feels like the right way to approach care across all communities.

Governance is a key focus for us and is constantly reviewed and developed. Our Board will expand as the Organisations grows, combining executive leadership, shareholder voice and independent scrutiny, with subcommittees providing robust oversight.

We would like to mirror YSTHFT footprint as closely as possible.

The government wants health services to be more local, so people can live well in their communities and rely less on hospital care. This idea is about making care more convenient and closer to home, fitting around people’s lives. Health and care teams across the country are excited about working in this way, but “neighbourhood health” can mean different things in different places. In simple terms, it’s about local services working together- GPs, hospitals, community teams, and voluntary groups - to improve health and make care easier to access.

The Patient Safety Incident Response Framework (PSIRF) is the NHS’s approach to responding to patient safety incidents and is a major step towards establishing a safety management system across the NHS. 

The PSIRF supports the development and maintenance of an effective patient safety incident response system that integrates four key aims:

1. Compassionate engagement and involvement of those affected by patient safety incidents
2. Application of a range of system-based approached to learning from patient safety incidents
3. Considered and proportionate responses to patient safety incidents
4. Supportive oversight focused on strengthening response system functioning and improvement