Trust Board papers November 2012 - Barking Havering and ...

CQC Update Report
2012
programme in A&E are evidence of
the Trust’s willingness to engage
external support.
STRATEGY
2. The Trust, in conjunction with
its commissioners and other
partners, should identify and
implement plans to secure a
long term solution to reduce
over capacity at Queen’s
Hospital.
The Health for NEL proposals and
estates reconfiguration plan for
the Trust should see demand
reduce significantly over the next
two years to address capacity
issues. This includes seeing
demand on maternity fall by 15‐
20% (between 1,500 and 2,000
births a year) by April 2013
through effective use of
alternative maternity resources in
North East London. Success
depends on partnership working
and on going commissioner
engagement, including the role of
primary care in making sure that
people are aware of the treatment
choices open to them.
Project Teams now in place to formulate project briefs and
manage process to formal Business Case submission.
Some schemes more advanced and ready for start on site of
works ie MLU.
April '12 meetings with Estates to discuss extent of plan and
proposals, which will help inform business case.
Outline Business Case (OBC) being prepared for submission to
Trust Board beginning of August and SHA CIC Sept.
As part of the Health4Nel programme, quarterly meetings have
been held with local authority CX's for some time.
During transition to CCG's these will be wound down, and initial
forums have been held with CCG's; these may become timetabled
more regularly in due course.
Options Appraisal recommendations ‐ relating to configuration of
ED ‐ due to be submitted as part of OBC to Trust Board in Jul '12;
which will be referred to commissioners before month end.
This will be accompanied by discussions with planning providers
and PFI, due to potential impact of proposals.
Averil
Dongworth
MET
BUSINESS
AS USUAL
STRATEGY
3. Improve the flow of patients
not only in the emergency
department, but across the
whole hospital to ensure that
processes that do not add value
are removed and patients are
seen and treated in a timely
fashion.
A range of work is underway to
address this – bed mapping,
revised length of stay, reviews of
decisions to admit, care pathways
in place for emergency and
gynaecology care.
The RESET programme in A&E is
designed to ensure stronger
visibility and accountability of care
Build could take up to 18 months from decision made. This is only
an indicative timescale, which will be confirmed once option
agreed.
Length of S Work stream formed. Terms of reference agreed. 2
bed modelling papers presented and discussed at Transformation
Board.
• A&E Escalation process being developed. This will support
the timeliness of review and decision making by specialist
team, and improve patients flow.
• Further work has commenced via the Theatres work stream
to improve utilisation of Theatre capacity, which include
Gynaecology.
Dorothy Hosein
Shelagh Smith
MET
BUSINESS
AS USUAL
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