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Team Sponsor Group Members Keith Stevens Anaesthetist Pauline West Day Unit Ward Manager

Listening into Action (LiA) P ass it On Event 3rd July 2013 Clatterbridge Hospital Day Case Unit Improvement. Team Sponsor Group Members Keith Stevens Anaesthetist Pauline West Day Unit Ward Manager Mary Stonier Theatre Nurse Sue Clarke HCA Theatres Di Gorton Staff Nurse Day Ward

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Team Sponsor Group Members Keith Stevens Anaesthetist Pauline West Day Unit Ward Manager

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  1. Listening into Action (LiA)Pass it On Event3rd July 2013Clatterbridge HospitalDay Case Unit Improvement

  2. Team Sponsor Group Members • Keith Stevens Anaesthetist • Pauline West Day Unit Ward Manager • Mary Stonier Theatre Nurse • Sue Clarke HCA Theatres • Di Gorton Staff Nurse Day Ward • Mal Lang Anaesthetic Support Manager • Kate Armitage Theatre Scrub Co-ordinator • Trust Sponsor • Mr Alistair Mulvey Trust Financial Director

  3. The Main Problems • Parking and drop off • Finding the unit • Outgrown its-self • New theatre development • Poor waiting area and appearance • Small front reception desk • Cluttered and narrow corridor • Small & congested nurse station • Lack of computer access • Difficulties getting patients to theatre and back • Problems finding patient notes • Finding patient location within the unit • Lack of privacy

  4. Present Patient Journey

  5. Main Patient Thoroughfare

  6. 3 High Impact Interventions 3. Staff efficiency and convenience : Easier patient location within unit Better availability of patient case sheets Increased availability of work surfaces Improved computer access Modified patient documentation 1. Patient access & convenience • Drop off point • Parking close by • Adequate signage • Dedicated entrance • Improved waiting room • Better public impression 2. Patient flow through the unit : • Trolleys • Handover arrangements • Removal of bottleneck

  7. Proposed Patient Journey

  8. Existing Waiting Room 6 bedded bay 6 bedded bay 6 bedded bay 6 bedded bay 6 bedded bay Proposed Waiting Room Lithotripsy TWOC etc

  9. LiA Process & what we did. • 3 Original volunteers approached and invited to take part • 4 additional members invited to join the sponsor group • Proposals formulated • Staff conversation attended by 40 staff members including nursing, medical, HCA, clerical, portering, management personnel. • VERY positive feedback and support At the Staff Conversation the cost estimates were still unavailable after 6 weeks so could not be presented. A strategy for the destiny of Ward 36 was not, and is still not finalised. Any improvements outlined above are dependent on these factors.

  10. Ward 36 Any improvement in patient journey means an increase in available space. The existing activities have already outgrown the available facilities. The development of the new operating theatre complex will add additional strain on the resources as they now stand. It seems that there is still no coherent strategy in place. The additional space that is needed to implement this proposal is at present unavailable. I am unable to establish when a likely decision will be made.

  11. Cost Estimate Estimate of cost of project were eventually obtained after 6 weeks. The estimated cost of the project has been put at £196,000. The quoted expense involved means that this project is impossible. We are disappointed and unable to understand the costing of this project. • Includes much unwanted work • 12 weeks of “Preliminaries” costing £78,000 • Paving stones at £70 each • Electrical installations £20,000 • Automatic doors £12000 • “Fees” £23,000 • VAT £28,000

  12. Cost Estimate

  13. Cost Estimate Purchase residential land Install infrastructure • Roads • Streetlights • Sewers • Water • Surface water drains • Electricity • Gas • Telephones Build the house Show substantial profit

  14. 3 High Impact Interventions – How we did 3. Staff efficiency and convenience : Easier patient location within unit Better availability of patient case sheets Increased availability of work surfaces Improved computer access Modified patient documentation 1. Patient access & convenience • Drop off point • Parking close by • Adequate signage • Dedicated entrance • Improved waiting room • Better public impression 2. Patient flow through the unit : • Trolleys • Handover arrangements • Removal of bottleneck

  15. Summary and Next Steps We have actually achieved very little, if anything. We never had a chance of success in the first place. We have raised awareness of this important issue. We have quantified the shortcomings in the present arrangement. We have identified the two main hurdles both of which need to be resolved before any progress at all can be made. A meeting has been arranged to seek some form of solution.

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