CQC Presentation Huntingdonshire District Council Overview and Scrutiny Panel (Social Well-Being) 3 March 2015
Realistic view of an improvement journey… 3. Proactive Output To improve upon the 1. Reduce Variation standard in areas To create a standard such as accuracy, and stabilise a process efficiency and accidents “If you always do what you’ve always done, you’ll 2. Restorative always get what you’ve To return to always got” the known standard Time
HSMR TREND September 2013 - August CQC Intelligent monitoring 2014 report 120 MONTH HHCT RISK SCORE 100 80 Dec-14 7/186 60 3/186 Jul-14 40 Mar-14 3/182 20 0 Patient experience HSMR TREND Linear (HSMR TREND) Friends and Family Oct 2014: >96% of 1964 recommend HHCT Incident reporting HSMR TREND A&E Patient Survey 2014 to NRLS 9/10 for respect and dignity Down from 107.69 99.5% in NO/LOW (Sept 13) at its National Cancer Survey 2014 HARM OR NEAR highest point to 94% rated CARE ‘EXCELLENT’ OR MISS categories 76.95 (Aug 14) ‘VERY GOOD ’ Full Period 83.01 ZERO “Never Events” On target to reduce 94.4% Hospital acquired achievement of Low level SIs Pressure Ulcers by 50% 4-hour waiting by April 2015 time target April ZERO hospital-acquired 14 – Oct 14 MRSA infections
Hinchingbrooke Hospital: Ratings Grid 4
CQC REPORT Areas of Concern A&E, Medicine, Surgery, End of Life Good Practice Recommendations Meeting RTT targets Paediatric Staffing not in line with • • Evidence of good Multi Disciplinary national guidance • Working Medication not securely stored in some • A&E generally meeting 4 Hour Target areas • Positive action in reduction of falls with Some issues with dignity and respect and • • harm awareness of delirium, mental capacity Appropriate escalation of the deteriorating and deprivation of liberty • patient Poor practice around pressure areas and • Low readmission rates cannula care and inconsistences around • Low incidents of pressure sores infection control practices. • Good use of 5 steps to safer surgery Poor response at times to call bells • • checklist particularly at night Access to specialist nurse advise Care records not always reflection of • • Introduction of 999 Club in A&E patient needs •
CQC REPORT Positive Feedback Outpatients, Critical Care and Maternity Good Practice Recommendations Patients treated with compassion, dignity Outpatients and Maternity had minor • • and respect in Outpatients, issues with medicines storage relatives and patients in Critical Care felt Some Outpatient Clinics could have been • • that their individual needs were being met more child friendly Maternity had committed staff that The environment in Critical Care could • • ensured a quality service. lead to poorer patient experience All areas had competent staff available Critical Care had at times, Capacity Issues • • who implemented and used national at times which sometimes led to the guidance ability to discharge in a timely manner Outpatient and Maternity showed • evidence of learning from incidents Critical Care had a good use of audits and • complaints to improve care
Quality Improvement Plan The CQC Inspection originally identified: 7 Compliance Actions • 21 Must Dos • 12 Should Dos • Progress against seven compliance actions Forecasts - 6 Months Forecasts -9 Months 27-Feb-15 (up to end of July) (up to end of October) Compliance and Must do Actions Compliance and Must do Actions Compliance and Must do Actions 59 of 115 completed 51.30% 110 of 115 completed 96% 112 of 115 completed 97% 47 of 115 progressing 40.87% 5 of 115 progressing 4% 3 of 115 progressing 3% 9 of 115 not started 7.83% 0 of 115 not started 0% 0 of 115 not started 0% Should do Actions Should do Actions Should do Actions 10 of 19 completed 52.63% 18 of 18 completed 100% 18 of 18 completed 100% 6 of 19 progressing 31.58% 0 of 18 progressing 0% 0 of 18 progressing 0% 3 of 19 not started 15.79% 0 of 18 not started 0% 0 of 18 not started 0%
� � � � � � � � � � � � Making Recovery Sustainable Fit for purpose nursing Embedding the Culture workforce Quality engagement strategy Maintaining agreed and Workforce Hinchingbrooke standards of care employment brand Engaging patients at all Ward to Board career and levels personal development Operational Finances Robust: Changing clinical Business Plan practice Performance Contract negotiation and Adhering to best practice management Creating middle Cost reduction process management capability
ENGAGEMENT Growing Clinical Leadership Health and Wellbeing Maximising Personal Contribution •Revised Board Structure •New HWB site launched •Strategy Vision Sessions • Occ Health Provision •Exec of the Day Scheme Physiotherapist •Take A Break •Initiatives and activities Pilates, Marathon etc •Executive Huddle Health and Leadership • Annual Awards Ceremony Wellbeing and •Recognition Scheme Recognition •Long Service Awards CENTRAL ENGAGEMENT GOLDEN THREAD OF Compassion in Practice 16 POINT PLAN Patient Voice Patient •Communications Stop the Line Communications Experience Champions •Additional Communications •Patient Experience Plan by Feb 2015 Methods •Focus Groups and Congress •Enhance Social Media •Audit and mystery shoppers Provision
We continue to Strive to become a Top 10 District General Hospital
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