The Trust also monitors the percentage of patients with a length of stay (LOS) over 10 days. The programme of work to improve patient pathways and the level of care alongside the focus on the Green to Go list has enabled the Trust to work to a reduction plan in the percentage of patients with a LOS over 10 days. Figure 16: Trust Action: In addition to the work streams already underway as part of the Trust’s business plan, the operational teams are focussing on optimising the ward board rounds. A ward board round takes place twice during the day and is where the multi-disciplinary clinical teams review each of the patient in detail using the rounding tool. This will ensure that throughout the patients stay all necessary actions are undertaken on time and in line with the clinical pathway for the patient. Each ward has also been allocated a senior manager to support the teams to deliver and unblock any difficulties that arise. Daily monitoring of delays to discharge takes place at ward level with any barriers to a timely discharge being escalated through the divisions. It is important that work to reduce length of stay is linked with feedback from patient complaints and surveys; therefore a discharge work stream is being established which will be responsible for both progressing timeliness and quality of discharge. 3.4 Clinical Pathways This section sets out performance indicators related to key clinical pathways, including cancer and stroke. 3.4.1 Cancer Services The strives to achieve the national cancer waiting times as they are important to patients clinical outcomes, are a measure of how the Trust is responding to demands for services, and highlights where there are delays in the system. In December the Trust achieved all of the eight national cancer targets for the first time in over twelve months.
The Trust also monitors the percentage of patients with a length of stay (LOS) over 10 days. The programme of work to improve patient pathways and the level of care alongside the focus on the Green to Go list has enabled the Trust to work to a reduction plan in the percentage of patients with a LOS over 10 days. Figure 16: Trust Action: In addition to the work streams already underway as part of the Trust’s business plan, the operational teams are focussing on optimising the ward board rounds. A ward board round takes place twice during the day and is where the multi-disciplinary clinical teams review each of the patient in detail using the rounding tool. This will ensure that throughout the patients stay all necessary actions are undertaken on time and in line with the clinical pathway for the patient. Each ward has also been allocated a senior manager to support the teams to deliver and unblock any difficulties that arise. Daily monitoring of delays to discharge takes place at ward level with any barriers to a timely discharge being escalated through the divisions. It is important that work to reduce length of stay is linked with feedback from patient complaints and surveys; therefore a discharge work stream is being established which will be responsible for both progressing timeliness and quality of discharge. 3.4 Clinical Pathways This section sets out performance indicators related to key clinical pathways, including cancer and stroke. 3.4.1 Cancer Services The strives to achieve the national cancer waiting times as they are important to patients clinical outcomes, are a measure of how the Trust is responding to demands for services, and highlights where there are delays in the system. In December the Trust achieved all of the eight national cancer targets for the first time in over twelve months.
Integrated-Performance-Report.docx