The Trust continues to work with health and social care partners in North Somerset to manage the to Go’ list, and where gaps in services are discovered, work with the Clinical ‘Green Commissioning Group to identify how future commissioning can be organised to close these gaps, providing higher quality joined up care between all partners. 3.7.2 Morning Discharges In January both clinical divisions experienced a significant increase in the level of Morning Discharges with Emergency & Urgent Care achieving 27.2% and Planned Care achieving 20%. This is as a result of monitoring and critical evaluation of the ‘Home by 11am’ performance target at the daily operational performance meeting. The additional Winter Money has also enabled the Trust to undertake a number of additional initiatives including improved seven day working and the introduction of a registered nurse led discharge lounge which has supported the drive for ‘Home by 11am’. Trust Action: ‘Home The Trust will continue to critically review performance against the by 11am’ target daily, putting in place the necessary pathways and services to support further improvements in performance. 3.7.3 Bed Occupancy Bed Occupancy continues to be inconsistent however; this is one of the top key actions for the Trust. Action: The Trust is developing and implementing a programme of work to further improve bed occupancy for both divisions including: Implementation of Milliman best practice pathways for key conditions to further improve the delivery of timely and effective care enabling patients to regain independence and return home earlier. Introduction of pathway within Ambulatory Emergency Care and the Emergency Department for a set of key conditions where intensive diagnosis and treatment can enable patients to receive high quality care without admission to an acute bed. Improve the day case rate against the basket of 25 through improvements in scheduling, timetabling and pre-op assessment.
The Trust continues to work with health and social care partners in North Somerset to manage the ‘Green to Go’ list, and where gaps in services are discovered, work with the Clinical Commissioning Group to identify how future commissioning can be organised to close these gaps, providing higher quality joined up care between all partners. 3.7.2 Morning Discharges In January both clinical divisions experienced a significant increase in the level of Morning Discharges with Emergency & Urgent Care achieving 27.2% and Planned Care achieving 20%. This is as a result of monitoring and critical evaluation of the ‘Home by 11am’ performance target at the daily operational performance meeting. The additional Winter Money has also enabled the Trust to undertake a number of additional initiatives including improved seven day working and the introduction of a registered nurse led discharge lounge which has supported the drive for ‘Home by 11am’. Trust Action: The Trust will continue to critically review performance against the ‘Home by 11am’ target daily, putting in place the necessary pathways and services to support further improvements in performance. 3.7.3 Bed Occupancy Bed Occupancy continues to be inconsistent however; this is one of the top key actions for the Trust. Action: The Trust is developing and implementing a programme of work to further improve bed occupancy for both divisions including: Implementation of Milliman best practice pathways for key conditions to further improve the delivery of timely and effective care enabling patients to regain independence and return home earlier. Introduction of pathway within Ambulatory Emergency Care and the Emergency Department for a set of key conditions where intensive diagnosis and treatment can enable patients to receive high quality care without admission to an acute bed. Improve the day case rate against the basket of 25 through improvements in scheduling, timetabling and pre-op assessment.
Agenda%20Item%20909%2014%20-%20Integrated%20Performance%20Report%20-%20February.docx