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In June–September 2008, the Medical Directorate reviewed its role in addressing Emergency Department challenges. This led to the implementation of strategies like Perfect Week Methodology and Predicted Date of Discharge to reduce inefficiency and trolley waits. The findings emphasized sustained project outcomes, cascading information to staff, and continuous engagement with operational units. Mandy Jones, a key figure in the project, highlights the importance of sustained efforts and staff involvement in driving positive change.
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Medical Directorate Progressing Chasing Project June – September 2008 Background: In June 2008 the Medical Directorate undertook a review of it’s contribution towards the inconsistent achievement of the Emergency Department’s 4 hours trolley wait and challenges of the new Unscheduled Care Strategy Implementation Plan. The Medical Directorate review identified the need for: • A Directorate Lead for the implementation of the Perfect Week Methodology • Quantifiable data • A review of progress issues which contributed to inefficiency and increased length of stay for inpatients • Engagement of Ward Mangers and operational staff • Implementation of Predicted Date of Discharge • Reduction in medical outliers • Available beds on the Acute Medical Admissions Unit (AMAU) • Reduction in number of 4 hours trolley waits attributable to no medical beds • Recommendations to drive sustained change Findings / Outcomes • Sustaining the Project • A Directorate Progress Chaser appointed • Project findings cascaded to all staff groups • Work streams within the unscheduled care project plan to review progress issues which • contributed to inefficiency and increased length of stays for inpatients • Continued engagement of Ward Mangers and operational staff • Implementation of Predicted Date of Discharge Mandy Jones,Senior Nurse, Unscheduled Care, Medical Directorate
