Issue - meetings

Steve Russell, Deputy Chief Executive, BHRUT presented the report and presentation and informed the Board that following publication of the Improvement Plan in June 2014 there had been significant changes to the leading personnel and some of the roles in the organisation.  For the last four months the Trust had published and circulating its monthly progress report, which included details of key achievements and changes made.

Steven Russell went on to outline some of those changes:

·  Work Streams and Organisational Development

New Chief Executive and the rest of the senior management team had been appointed, with the exception of one post for which the interviews would be held on 29 October.  It was expected that all senior Executive staff would be in place by January 2015.  The reorganisation of the clinical management and middle tier would begin shortly

Five new non executive directors were now in post.  Steve Russell said that the new BHRUT Board would, in his view, hold the Chief Executive and senior Executive staff to account.  The Executive staff were being challenged, and were “stepping-up their game” to meet the expectations and demands from the non executive BHRUT Board members.

·  Outpatients

The management were now actively listening to the staff and feedback from patients.  As a result there had been some significant patient interface improvements.  For example,

-  Now achieving 97% of calls are being answered (up from 40%).

-  Short-term clinic cancellations had now been reduced by 87%.

-  Clinics details /specialism had been reviewed to improve correct referrals by GPs, reducing second referrals and delays for patients.

-  Customer Service Improvements had been made and a listening event had been held, as a result the number of concerns made through PALS had reduced, which indicated the actions taken were having a positive effect.  In addition, stock letters were being re-written to make them more easily understood and patient-friendly clinic timetables were being looked at.

·  Patient Care

Over 3,000 staff had been trained in recognising and managing sepsis.

Audits were now being undertaken on how many patients are treated within 1 hour.

Nursing Documentation was also being improved to increase record efficiency and reduce staff time needed to complete the paperwork.

·  Patient Flow

Ambulatory Care Unit and the Medical Receiving Units were now both open

The number of discharges before noon had substantially improved, and this had also improved bed occupancy rates.  This had been achieved by some new simple procedures, which had resulted in priority testing of blood and other tests and faster dispensing of medications for those due to be discharged, as well as carers / relatives being arranged to receive patients at home.

The Assessment Units were now being reviewed.

·  Ward of the Week

Every Friday there is a thank you visit by senior managers for good discharge rates.  These visits had improved feedback and engagement of the staff and improved staff’s attitude to being a valued part of the organisation.

Steve Russell stressed that they had still not “cracked it” but felt  ...  view the full minutes text for item 61