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Discharge in PHT

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Discharge in PHT

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    1. Discharge in PHT Experiences from the Integrated Discharge Bureau and a Vision for the Future of Discharge from the Hospital

    2. Overview of Presentation Discharge – A Love Story… Background to the Challenges Discharge – How Difficult Can it Be? Integrated Discharge Bureau Embedding Frontline Ownership Next Steps Any Questions?

    3. Don’t let a Poor Discharge Break your Heart

    4. Discharge – Importance of the Task Good discharges are critical for: Patient experience Flows through the hospital (and hence £) Outcomes (i.e. risk of failed discharge) 11% of complaints received by PHT in December 2009 related to issues connected with admission or discharge processes

    5. Problems with Non-Levelled Discharge Suggests reactive approach Bias towards tail end of day causes problems for external services / care packages Mismatch between admissions and free beds to admit to results in necessary, but undesirable actions such as outlying

    6. The Vicious Cycle of Discharge

    7. The Virtuous Cycle of Discharge

    8. Discharge Typology

    9. Discharge – How Difficult Can It Be?

    10. Integrated Discharge Bureau

    11. The Idea Focus on complicated and complex Bring together existing resources into formalised structure Twice daily meetings, action driven Answer every query there and then IDB - centre of best practice / learning for clinical services Clinical services rotating chair – Matrons and OMs own Focus on bringing down length of delay Trust and support, don’t blame but hold to account

    12. Scale of the Task

    13. The Challenge of the Lost Days

    14. Ownership of the Bureau 80/20 Strategic leads – importance for flushing out and escalating 80% of all NHS initiatives fail due to lack of sustainability plan IDB Plan to engage Matrons and OMs through learning and personal development Strong and visible links to senior managers in community health and social care Market as a shared resource, not just for hospital but for local population

    15. Next Steps Embed the new systems and processes to progress transfers of care for complex patients Shift IDB to 7 day working Apply virtuous cycle principles to routine discharge across the entire organisation Continue strategic leadership at arm’s length – frontline managers empowered to shape

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