holding hands

Managing a multi-agency project to improve urgent care

Securing urgent-care funding to achieve a four-hour A&E target and increase the provision of 9,000 more doctor hours, 6,900 more nurse hours and 6,600 more support hours.

The challenge

North Somerset CCG has been identified as unlikely to meet their four-hour targets for urgent care in winter and its Accident and Emergency department at West Area Health Trust was performing poorly. Funding from the Department of Health was available for projects to identifying system improvements that would enable CCG to meet their health objectives.

Our system transformation team managed a multi-agency project involving North Somerset Council, Weston Area Health Trust, North Somerset Community Partnership and members of North Somerset’s Urgent Care Network. The objective of the project was to secure and allocate funding and then co-ordinate the urgent care projects to optimise the CCG’s ability to meet their objectives.

 

What we delivered

A dedicated Programme Manager from our Systems Transformation team supported and actively managed the urgent-care funding project plus the Urgent Care Clinical Network. This involved the coordination of successful bids to fund 42 urgent care projects requiring £4.8 million to be allocated to North Somerset’s health and social care providers and commissioners.

SCW arranged and chaired frequent meetings with senior managers from all the parties to help allocate monies towards key system improvements and the Urgent Care Network. We also assisted buying a tailored IT system to improve system flow.

We successfully met the overall objective of the project, which was to raise standards including ensuring North Somerset met its four-hour A&E target during winter 2013-14 and beyond. 

 

The outcome

SCW's support in managing the urgent-care funding project enabled Weston Area Health Trust to achieve its four-hour A&E target. Together, the projects have significantly increased the system capacity with 9,000 more doctor hours, 6,900 more nurse hours and 6,600 more support hours.

Systems improvements include a daily update that now alerts all staff to potential problems so proactive steps can be taken to mitigate risks. 

Waiting times have been reduced and more patients are being treated appropriately in non-urgent settings. The innovative systems introduced as a result of this project are now measured against key performance indicators. 

We applied SCW expertise and proven processes so that our experience ensured all parties were engaged with the process from the outset and working towards a common goal. This underpinned the successful outcome in a short period of time.

 

 

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