The package of measures has also had a positive impact on our financial position: The productivity gains resulted in an improvement on the financial position, with a reduction in our predicted overspend within the directorate by £2.9million. This was achieved by steady reduction of private sector use over 2 months, with zero private placements by mid-September. In addition, due to the improved bed capacity, the service line was also able to generate income of c£80,000 over a two month period by selling beds to other Trusts. Risks We are mindful in talking about this work and as a demand led service- that the – position remains fragile and we see fluctuations. However, when taken as a package of work, the Trust is confident that we head into our busiest time of year in much better shape than previous years. The challenge is to maintain this good work going forward, continue to innovate and build on how our different teams work together to get the best result and support for our patients. What next? Continue to focus on reducing delayed transfers of care Continued implementation of the Red2Green and 7 Day Standards; this level of patient flow requires daily oversight at a senior manager level. Our next step is to embed this throughout out all levels of staff. Exploring the possibility of moving to a generic inpatient ward model and away from having specific wards for over 50s and recovery wards. Implementation of co-produced standards for transforming inpatient care Roll out of our framework for admissions and continued scrutiny and audit of admissions on a daily basis. Reinvest savings in improving patient care There is a need to invest in community based recovery teams, that have been historically neglected in terms of additional funding. We are keen to share the learning from this work with colleagues elsewhere in the system and have already hosted a forum to share our work with mental health and acute providers.
The package of measures has also had a positive impact on our financial position: The productivity gains resulted in an improvement on the financial position, with a reduction in our predicted overspend within the directorate by £2.9million. This was achieved by steady reduction of private sector use over 2 months, with zero private placements by mid-September. In addition, due to the improved bed capacity, the service line was also able to generate income of c£80,000 over a two month period by selling beds to other Trusts. Risks We are mindful in talking about this work – and as a demand led service- that the position remains fragile and we see fluctuations. However, when taken as a package of work, the Trust is confident that we head into our busiest time of year in much better shape than previous years. The challenge is to maintain this good work going forward, continue to innovate and build on how our different teams work together to get the best result and support for our patients. What next? Continue to focus on reducing delayed transfers of care Continued implementation of the Red2Green and 7 Day Standards; this level of patient flow requires daily oversight at a senior manager level. Our next step is to embed this throughout out all levels of staff. Exploring the possibility of moving to a generic inpatient ward model and away from having specific wards for over 50s and recovery wards. Implementation of co-produced standards for transforming inpatient care Roll out of our framework for admissions and continued scrutiny and audit of admissions on a daily basis. Reinvest savings in improving patient care There is a need to invest in community based recovery teams, that have been historically neglected in terms of additional funding. We are keen to share the learning from this work with colleagues elsewhere in the system and have already hosted a forum to share our work with mental health and acute providers.
Sharing_best_practice_-_inpatient_flow_FINAL.docx