Bringing Healthcare Home Alison Enright, HSCP Development Manager - - PDF document

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Bringing Healthcare Home Alison Enright, HSCP Development Manager - - PDF document

10/3/2018 Bringing Healthcare Home Alison Enright, HSCP Development Manager National Health and Social Care Professions Office Focus of Talk The current state Current patient experience Making Discharge to Assess the default


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SLIDE 1

10/3/2018 1

Bringing Healthcare Home

Alison Enright, HSCP Development Manager National Health and Social Care Professions Office

Focus of Talk

  • The current state
  • Current patient experience
  • Making Discharge to Assess the default pathway
  • Enablers
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SLIDE 2

10/3/2018 2

  • 10

10 20 30 40 50 60 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

% 0-16 17-64 65-84 85+ Total Pop

Population growth 2011-2022

0.0 50.0 100.0 150.0 200.0 250.0 300.0 350.0 400.0

ED Admissions:1000 population by age 12.5% of discharges use 57.3% of bed days

Current State

Patrick’s Story (video not available in presentation)

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SLIDE 3

10/3/2018 3

Why Change our System?

Current model is not working Causing harm Need to enable patient choice Need to increase patient trust and satisfaction Need to provide safe and timely discharge of patients with complex needs, with no increase in readmissions Need to reduce cost Need to improve flow and reduce LOS Need to improve employee satisfaction

2 4 6 8 10 12 14 16 18 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7

No of re-admissions ≥years by Day 7 Jan to June 2015 to 2018

2016 2017 2018

20 16 20 17 20 18 85 82 60 85 82 60 # Discharges 7 day emergency re-admissions ≥ 75 years

Reduction in 7 day re-admissions of

29.4%

7 day re-admission Rate

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10/3/2018 4

What Smart Hospitals Do

  • Focus on the admission pathway (early

assess and short stay)

  • Maximise emergency day care

(ambulatory emergency care)

  • Assertively manage frailty and tackle

deconditioning

  • Focus on down-stream flow
  • Have processes to reduce delays
  • Focus on simple discharges … case

manage and not over assess in hospital

  • Work as a system – as a team of teams

Flipping Discharge Assessment

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10/3/2018 5

Discharge to Assess Model:

Redesign of the Care Process

Where patient are clinically optimised and do not require an acute hospital bed, but may still require funded care services, in the short-term, to be discharged to their own homes or other community settings. Assessment for longer-term care and support needs is then undertaken in the most appropriate setting and at the right time for the person.

Discharge to Assess Principles

  • Home is default pathway – home first ethos
  • Prompt assessment and rapid access to care
  • Time limited support service
  • A service that tries to say yes
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10/3/2018 6

The Team……

Access to: OT PT Nurse Multi-task Assistant SLT Dietitian MSW Doctor Pharmacist

Discharge to Assess Outcomes

Sheffield Headline Outcome: 37% increase in patients discharged on day of admission/following day South Warwickshire Headline Outcome: 0.5m net long-term costs averted in year 1 by reducing conversion to LTC Medway Headline Outcome:

Delayed transfer of care rates down 25% in 3 mths, discharging 32 patients per week

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10/3/2018 7

Highlights of D2A Test

Beaumont Hospital 2016/7

96% improved or maintained their FIM pre/post intervention TUG – 49% Improvement 81% safely maintained at home > 30 days

53 people in their

  • wn beds

70 – 101 years

44% cognitively impaired

50% of patients did not have any formal HCP in situ

  • >€740,000 savings

for cost of 1WTE OT for 5 months

What Our Patients are Saying

I had lost my faith in myself, having a fall knocks your confidence, you've given it back to me, I'd recommend you to all my friends. (Patient) I went back to my art class, I was nervous, but I knew I was alright to go, sure I'm probably fitter then I was in year. (Patient) Normally when you leave hospital they forget about you, but this service has been brilliant, you've given me my mother back. (Daughter of patient) She’s a new woman, I was so worried. Now she is back to herself. (Daughter

  • f patient)

This is the best help we've had leaving the hospital, you've given him a huge boost to his confidence. (Wife of patient)

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10/3/2018 8

Therapist experience

  • 1. Difficult challenging the status

quo

  • 2. Time & perseverance required in

building trust & openness for effective team work

  • 1. Empowering to design a service which is

right for patients 2.Proud to work in partnership on what matters to them 3.Grateful for the opportunity to develop leadership skills

Discharge to Assess – Top Tips

  • Whole system approach
  • Senior decision-making
  • Own your competence
  • Inter-disciplinary working
  • Shared documentation
  • Trusted assessor model
  • Multi-agency meetings
  • Shared governance
  • Shared funding
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10/3/2018 9

Measuring Performance, Driving Improvement

  • Re-admission rate – 7, 30, 60, 90 days
  • % pts, with services in situ, within 48 hrs of DC
  • % pts awaiting an agreed service in any week
  • % pts delayed DC who are fit for DC from Medical/HSCP perspectives
  • Proportion pts DC to LTC without opportunity for short-term recovery
  • Proportion of pts who return home from transitional care (should be 75%)
  • Proportion of pts requiring LTC after short-term home-based rehab (should be 25%)
  • Proportion of pts DC who have no formal supports at 2 wks and 6 wks (should be

40%/66%) (https://ipc.brookes.ac.uk/publications.html )

Embracing Risk and Enabling Choice

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10/3/2018 10

Systems Leadership – Comfortable with Chaos

Myron’s Maxims

  • People own what they create
  • Real change takes place in real work
  • The people that do the work do the

change

  • Start anywhere but follow it

everywhere

  • Keep connecting the system to itself
  • The process we use to get to the

future determines the future we get