Implement target of 40% agreed target) of Group Immediate Ensure 7 day ward rounds by senior decision Group Immediate patients to be discharged before 11 a.m. on a day to CEO’s/Hospitals makers are an integral part of the discharge ensure required capacity is available for admission. A process and task Clinical Director with oversight of whole system approach is require to achieve this compliance with this requirement. bodies including communication with families and development of appropriate waiting areas for discharged patients (e.g. discharge lounges) to ensure that there is appropriate clinical oversight of both discharged and newly admitted patients. Undertake weekly systematic review of all patients Immediate Enable delegated discharge between clinical teams Immediate with extended length of stay (>14 days) to identify CEO’s/Hospitals within agreed parameters. issues and actions required. bodies Delegated authority to senior nurses to support Group Immediate Report and publish and weekly discharges by SDU/Hospitals Immediate discharge based on agreed criteria and having regard hospital and Group to ensure consistent to the consultant’s ongoing responsibility for the application of weekend and daily ward rounds by patient. senior decision makers bodies/Unions Active regular review of non compliance with PDD Ensure that appropriate systems are in place to SDU/Hospitals Immediate CHO’S/Group Immediate enable effective discharge planning in CEO’s collaboration with community partners. These should be formal with regular structured engagement to address any blockages or delays. Weekly reporting mechanisms to be developed to CHO/Group Immediate Facilitate bi-directional flow and appropriate use NAS 2015/2016 identify and/or discharges and to communicate same CEO’s of Model 2/3 Hospitals through expansion of NAS to community partners Intermediate Care service, subject to resource availability
Implement target of 40% agreed target) of patients to be discharged before 11 a.m. on a day to ensure required capacity is available for admission. A whole system approach is require to achieve this including communication with families and development of appropriate waiting areas for discharged patients (e.g. discharge lounges) to ensure that there is appropriate clinical oversight of both discharged and newly admitted patients. Group CEO’s/Hospitals Immediate Ensure 7 day ward rounds by senior decision makers are an integral part of the discharge process and task Clinical Director with oversight of compliance with this requirement. Group bodies Immediate Undertake weekly systematic review of all patients with extended length of stay (>14 days) to identify issues and actions required. CEO’s/Hospitals Immediate Enable delegated discharge between clinical teams within agreed parameters. bodies Immediate Delegated authority to senior nurses to support discharge based on agreed criteria and having regard to the consultant’s ongoing responsibility for the patient. Group bodies/Unions Immediate Report and publish and weekly discharges by hospital and Group to ensure consistent application of weekend and daily ward rounds by senior decision makers SDU/Hospitals Immediate Active regular review of non compliance with PDD SDU/Hospitals Immediate Ensure that appropriate systems are in place to enable effective discharge planning in collaboration with community partners. These should be formal with regular structured engagement to address any blockages or delays. CHO’S/Group CEO’s Immediate Weekly reporting mechanisms to be developed to identify and/or discharges and to communicate same to community partners CHO/Group CEO’s Immediate Facilitate bi-directional flow and appropriate use of Model 2/3 Hospitals through expansion of NAS Intermediate Care service, subject to resource availability NAS 2015/2016
Draft-ED-Task-Force-Report-020415-0914-FINAL-COPY.docx