Establish clear lines of accountability within the Immediate Establish leads for scheduled and unscheduled Group CEO Q2 2015 hospital for the management of patient flow within CEO’s/Each care in all Groups with clear reporting lines to COO each Hospital Hospital for each Group Develop and maintain centralised bed management Group Immediate Group and Hospital Clinical Directors to drive Group Immediate to ensure consistent oversight of scheduled and discharge planning and ward rounds CEO/Each CEO/Each unscheduled workloads Hospital Hospital Empower and enable delegated discharge in CEO/Each Immediate and systematiccally review whole system Group CEOs Immediate accordance with National agreements and cross team escalation / de-escalation processes and CHOs discharge, having regard for the consultant’s ongoing Directors responsibility for their patient 3.3.2 Operational Planning and Predictive Modelling Match services with need. E.g. team on call working in Develop a greater range of services in community CEO/EMP Immediate HSE Primary Q4 2015 EDs and out of hours service options. Solutions may settings on a planned basis in the evenings and at Care be subject to resource. weekends subject to resource availability e.g. wound care clinics, IV services, catheterization Optimise use of the human resource, transfer of Hospitals Immediate Operational grip develop capability within COO Hospitals Immediate – duties to other grades/ professionals, e.g. delegated supported by function to enable reduction in numbers and wait discharging in accordance with the HRA National within 12 hour period of escalation and Division recovery within 48-72 hours and to manage balance between scheduled and unscheduled care. Develop flexible rosters to meet demand Group Immediate Develop appropriate (weekly, monthly and annual) Hospitals/SDU Immediate requirements and ensure consistent access to Senior elective schedules in line with assessed need, Decision makers SDU seasonal requirements and having regard to overall capacity requirements
Establish clear lines of accountability within the hospital for the management of patient flow within each Hospital CEO’s/Each Hospital Immediate Establish leads for scheduled and unscheduled care in all Groups with clear reporting lines to COO for each Group Group CEO Q2 2015 Develop and maintain centralised bed management to ensure consistent oversight of scheduled and unscheduled workloads Group CEO/Each Hospital Immediate Group and Hospital Clinical Directors to drive discharge planning and ward rounds Group CEO/Each Hospital Immediate Empower and enable delegated discharge in accordance with National agreements and cross team discharge, having regard for the consultant’s ongoing responsibility for their patient CEO/Each Directors Immediate and systematiccally review whole system escalation / de-escalation processes Group CEOs and CHOs Immediate 3.3.2 Operational Planning and Predictive Modelling Match services with need. E.g. team on call working in EDs and out of hours service options. Solutions may be subject to resource. CEO/EMP Immediate Develop a greater range of services in community settings on a planned basis in the evenings and at weekends subject to resource availability e.g. wound care clinics, IV services, catheterization HSE Primary Care Q4 2015 Optimise use of the human resource, transfer of duties to other grades/ professionals, e.g. delegated discharging in accordance with the HRA Hospitals supported by National Division Immediate Operational grip – develop capability within COO function to enable reduction in numbers and wait within 12 hour period of escalation and recovery within 48-72 hours and to manage balance between scheduled and unscheduled care. Hospitals Immediate Develop flexible rosters to meet demand requirements and ensure consistent access to Senior Decision makers Group SDU Immediate Develop appropriate (weekly, monthly and annual) elective schedules in line with assessed need, seasonal requirements and having regard to overall capacity requirements Hospitals/SDU Immediate
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