24/7 Clinical Co-ordination in place on the Victoria Hospital with embedded escalation processes contact with colleagues in Health & Social Care to ensure efficient flow and weekly monitoring of action plans Essential 2 Hospital Capacity and Patient Flow (Emergency and Elective Realignment) – An exemplar Safety Huddle continues on both acute sites. The main focus is on patient safety, safe staffing levels and a plan for capacity for the forthcoming 24 hour period Essential 3 Patient Rather than Bed Management Operational Performance – – Management of Patient Flow A developing of through” to downstream wards “pull Additional Acute Physician support in the Admission area and in ED when necessary Morning discharges are encouraged with timely transfer of patients to the Discharge Lounge A Transport Hub is currently being put in place Essential 4 Medical and Surgical Processes arranged to improve patient flow through the – Unscheduled Care Pathway A tree” has been developed with GP colleagues to clarify advice available and “decision services that can be referred to or seek clinical advice from Assessment area within the Acute Admissions Unit (AU1) to provide timely assessment and triage of patients. The Assessment Unit continues discharging 30% of patients on the day of admission The Ambulatory Care Service has been enhanced to accommodate a wider range of interventions and provide an alternative to hospital admission Essential 5 Seven Day Services appropriately targeted to reduce variation in weekend – out of hours working Additional Acute Physician support at weekend Frailty Team on site 7 days Additional Pharmacy support at weekends Essential 6 Ensuring patients are optimally cared for in their own homes or homely – setting New homecare models developed at front door and ward level Direct access to acute wards for homecare packages “restart” Hospital at Home services is optimised to prevent admission to hospital and support early discharge for patients to ensure that they are cared for in their own homes
24/7 Clinical Co-ordination in place on the Victoria Hospital with embedded escalation processes contact with colleagues in Health & Social Care to ensure efficient flow and weekly monitoring of action plans Essential 2 – Hospital Capacity and Patient Flow (Emergency and Elective Realignment) An exemplar Safety Huddle continues on both acute sites. The main focus is on patient safety, safe staffing levels and a plan for capacity for the forthcoming 24 hour period Essential 3 – Patient Rather than Bed Management – Operational Performance Management of Patient Flow A developing of “pull through” to downstream wards Additional Acute Physician support in the Admission area and in ED when necessary Morning discharges are encouraged with timely transfer of patients to the Discharge Lounge A Transport Hub is currently being put in place Essential 4 – Medical and Surgical Processes arranged to improve patient flow through the Unscheduled Care Pathway A “decision tree” has been developed with GP colleagues to clarify advice available and services that can be referred to or seek clinical advice from Assessment area within the Acute Admissions Unit (AU1) to provide timely assessment and triage of patients. The Assessment Unit continues discharging 30% of patients on the day of admission The Ambulatory Care Service has been enhanced to accommodate a wider range of interventions and provide an alternative to hospital admission Essential 5 – Seven Day Services appropriately targeted to reduce variation in weekend out of hours working Additional Acute Physician support at weekend Frailty Team on site 7 days Additional Pharmacy support at weekends Essential 6 – Ensuring patients are optimally cared for in their own homes or homely setting New homecare models developed at front door and ward level Direct access to acute wards for “restart” homecare packages Hospital at Home services is optimised to prevent admission to hospital and support early discharge for patients to ensure that they are cared for in their own homes
c64_Item6c-LDP2017-18-2.docx