Cost preferred options and explore potential for pilot a part of 2014/15 Operational Resilience & Capacity Planning. Discussions with Surgeons and Physicians regarding options to secure 7 day working including November 2014 Medical Director alternative skill mix to manage work and release consultant time, extended hours, new rotas. Determine KPIs for each service change Cost preferred options and explore potential for pilot a part of 2014/15 Operational Resilience & Capacity Planning. May 2014 and ongoing Determine extend to utilisation of Telemedicine/tele-coaching might support the delivery of Dir Strategic admission avoidance, earlier/supported discharge and 7 day working (Registrar sponsor and as service options are Development Ambulance Sponsor identified and working to support project). developed Determine general management and senior nursing support required to deliver 7 day working November 2014 Dir Ops/Dir Nursing Risks to achievement Risk Mitigating actions Level of Risk Silo service and/or Trust approach likely to result in Identify internal critical service interdependencies H failure arising from inability to impact on treatment Ensure a planned and whole Trust project approach with regular regimes/treatment in alternative settings overview of Trust-wide service by service/speciality progress Ensure a health and social care economy planning and pilot approach Financial affordability of proposals including constraints Ensure realism concerning service/speciality requirements and H imposed by Consultant Contract and Agenda for Change underlying aim of ensuring equity of ongoing treatment Focus on solutions which deliver within existing contractual arrangements or require minimum contractual amendment (eg. extended hrs may reduce on call payments thus becoming cost neutral)
Cost preferred options and explore potential for pilot a part of 2014/15 Operational Resilience & Capacity Planning. Discussions with Surgeons and Physicians regarding options to secure 7 day working including alternative skill mix to manage work and release consultant time, extended hours, new rotas. Determine KPIs for each service change Cost preferred options and explore potential for pilot a part of 2014/15 Operational Resilience & Capacity Planning. November 2014 Medical Director Determine extend to utilisation of Telemedicine/tele-coaching might support the delivery of admission avoidance, earlier/supported discharge and 7 day working (Registrar sponsor and Ambulance Sponsor identified and working to support project). May 2014 and ongoing as service options are developed Dir Strategic Development Determine general management and senior nursing support required to deliver 7 day working November 2014 Dir Ops/Dir Nursing Risks to achievement Risk Mitigating actions Level of Risk Silo service and/or Trust approach likely to result in failure arising from inability to impact on treatment regimes/treatment in alternative settings Identify internal critical service interdependencies Ensure a planned and whole Trust project approach with regular overview of Trust-wide service by service/speciality progress Ensure a health and social care economy planning and pilot approach H Financial affordability of proposals including constraints imposed by Consultant Contract and Agenda for Change Ensure realism concerning service/speciality requirements and underlying aim of ensuring equity of ongoing treatment Focus on solutions which deliver within existing contractual arrangements or require minimum contractual amendment (eg. extended hrs may reduce on call payments thus becoming cost neutral) H
Ref-1687-Seven-Day-Working-Standards.docx