APPENDIX 1 “ A quality of care we would want for ourselves, our families and our friends ” Patient Centred Richard Beeken Chief Executive
Contents Our Ratings Patient Centred Safe Effective Caring Responsive Well-led OVERALL A&E Inadequate Requires Good Requires Requires Requires improvement improvement improvement improvement Medical Care Inadequate Requires Good Requires Requires Requires improvement improvement improvement improvement Surgery Requires Requires Good Inadequate Requires Requires improvement improvement improvement improvement Critical Care Requires Good Good Requires Requires Requires improvement improvement improvement improvement Maternity and Family Planning Inadequate Requires Good Good Requires Requires improvement improvement improvement Children and young people Inadequate Requires Good Requires Requires Requires improvement improvement improvement improvement End of life care Requires Requires Good Requires Requires Requires improvement improvement improvement improvement improvement Outpatients Inadequate Inspected but not Good Inadequate Inadequate Inadequate rated OVERALL Inadequate Requires Good Inadequate Requires Inadequate improvement improvement 2
Contents Our Ratings Patient Centred Safe Effective Caring Responsive Well-led OVERALL Community health services for adults Good Good Outstanding Good Good Good Community health services for children Good Good Good Good Good Good Community health inpatient services Requires Requires Good Requires Requires Requires improvement improvement improvement improvement improvement End of life care Good Requires Good Requires Good Requires improvement improvement improvement Community dental services Good Good Good Requires Good Good improvement OVERALL Good Requires Good Requires Good Requires improvement improvement improvement Safe Effective Caring Responsive Well-led OVERALL OVERALL TRUST Inadequate Requires Good Inadequate Requires INADEQUATE improvement improvement 3
Contents We have heard and responded to your Patient Centred concerns Vacancy rates and temporary staff usage unacceptably high Deteriorating RTT performance and lack of oversight of risk to patients resulting from this Ineffective incident management - reporting and learning Safeguarding of adults and children needs to improve Inconsistent adherence to local policies and procedures 4
How we have responded – October 2014 - Contents Patient Centred September 2015 Incidents by date (month and year) and severity 700 600 No harm 500 Low (minimal harm - patient(s) required extra 400 observation or minor treatment) Moderate (Short term harm - patient(s) required further 300 treatment, or procedure) Severe (permanent or long term harm) 200 Death (caused by the Patient Safety Incident) 100 0 Jan 2015 Feb 2015 Mar 2015 Apr 2015 May 2015 Jun 2015 Jul 2015 Aug 2015 Sep 2015 Oct 2015 Nov 2015 Dec 2015 Wye Valley Trust Incidents per month 800 700 600 500 2012/13 400 2013/14 2014/15 300 2015/16 200 100 0 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 5
How we have responded – October 2014 - Contents Patient Centred September 2015 6
How we have responded – October 2014 - Contents Patient Centred September 2015 7
Our response to Action 29a Warning Notice Contents Patient – November 2015 Centred 8
Our response to Action 29a Warning Notice Contents Patient – November 2015 Centred 9
Our response to Action 29a Warning Notice Contents Patient – November 2015 Centred 10
Exiting Special Measures – Our Quality Contents Patient Centred Improvement Plan Thematic, programme based approach with greater emphasis on measuring intended outcomes Quality Governance & Risk Reducing harm Organisational Development Estates Strategy Patient experience and involvement Safeguarding Urgent Care Stroke Service 11
Exiting Special Measures – Our Quality Contents Patient Centred Improvement Plan New Improvement Director – Programme Management Approach / measurement of outputs and outcomes New ‘buddy’ organisation - common characteristics Text of CQC report shows progress made and where further progress needs to be seen Targeted challenging yet realistic exit timetable from Special Measures 12
Contents Ongoing systemic challenges – no quick fix Patient Centred Diseconomy of scale and lack of resilience (i.e. bed capacity) Recruitment (nursing and medical) and retention Capital investment in outmoded estate Financial health – the whole Herefordshire system Clinical and organisational strategy (‘One Herefordshire’) Incremental rebuilding of reputation 13
Patient Thank You Centred 14
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