HEALTHCAR E DE LIVE RY
collaboration in order to create a system that truly meets the needs of patients. The NHS needs to focus their efforts on system-wide collaboration outside of the traditional model, bringing together knowledge and skills from across the entire health and social care sector, along with the pioneering technology, subject matter expertise and financial capital available via the private sector. A system that works for patients needs hospital teams, social care services, families and providers working and planning together.
An optimal operating system would see
every patient who walks through the doors of a hospital to have a dedicated case manager who ensures that they receive joined up care, and that discharge plans are made at the earliest possible stage in their journey.
2 We need to implement extra resource, that can work flexibility In order for this new model to work efficiently, we need to steer away from the historic precedents of heroic healthcare workers with clipboards, keeping track of a patients’ status and updating hospital whiteboards with discharge plans. By utilising the resource available to us via providers, such as CHS Healthcare, we can fully case manage, keeping track of patients’ status, and even use tools (such as predictive analytics) to help plan when they will be ready to leave – thus allowing planning for any onward care to start as early as possible. We have seen the success of this approach in our work across the country; our work with a Trust in the North of England, has seen us implement an end-to-end, fully managed service, freeing up resource and
capacity by discharging patients at pace, and creating an invaluable collaborative system which positively impacts system flow throughout the entire Trust.
The CHS Healthcare team turned around referrals within 15 minutes, and the average speed of service to placement reduced to 9 hours. We also implemented HCA provision on a 12-hour basis providing care packages of between 1-4 visits per day (588 hours of dedicated clinical resource per week), utilising 100% of Pathway HCA support.
3 We need to collaborate, moving away from traditional models If the NHS is going to be able to work with private providers and innovators – those like CHS Healthcare who are able to deliver transformative change – then our sector needs to simplify our offer to the NHS. A hospital CEO or ICB lead is under so much pressure to deliver on the tightest of budgets, and with public money being used, it is only right that every procurement decision is taken with the upmost care. Private providers need to put their money where their mouth is and commercially guarantee outcomes for customers, helping to simplify the decision for healthcare leaders.
As a sector, we have a responsibility
to support the NHS through its current challenges, as well as investing in its future. Only through true collaboration can we hope to deliver the change that patients and hardworking professionals so badly need. While we acknowledge there are resource challenges across the system, we believe the bigger opportunity is the way resources are being used. We must all take responsibility for delivering change and
About the author
Matt Currall, managing director at CHS Healthcare (part of Acacium Group), is responsible for delivering CHS’s mission to be the UK’s leading brand for patient flow services, delivering innovative solutions that accelerate flow and improve patient experience across NHS and Social Care. With a track record in leading organisations across a range of geographies and industries, Matt is well known for developing dynamic, innovative, people centric, businesses that push boundaries and drive better patient / customer outcomes. Prior to joining CHS Healthcare in April 2021, Matt Currall worked as a managing director at Capita, and chief operating officer at VitalityHealth UK. Matt holds a BSc in Economics and Management from The University of Manchester.
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we cannot continue to blame capacity in social care. We must act now to deliver the systemic redesign that creates systems fit for the future, if we are to avoid another bleak winter.
References 1 NHS England Statistics - Hospital Discharge data:
https://www.england.nhs.uk/statistics/statistical- work-areas/hospital-discharge-data/
2 NHS England Statistics - Bed Availability and Occupancy (April 2022): https://www.england.
nhs.uk/statistics/statistical-work-areas/bed- availability-and-occupancy/
3 OHID Palliative and End of Life Care Profiles Palliative and End of Life Care Profiles - Data - OHID (
phe.org.uk)
4 CHS Healthcare survey of hospital workers and care staff (May 2022)
5 CHS Healthcare Collaboration: the key to unlocking patient flow:
https://chshealthcare.co.uk/the-key- to-unlocking-patient-flow/
6 GOV-UK: Hospital discharge service guidance -
https://www.gov.uk/government/collections/ hospital-discharge-service-guidance
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