Registration & Networking
This presentation explains the steps that we took at East Lancashire Hospital NHS Trust to put a digital solution at the front door to help stream and redirect patients to the appropriate service so they can be assessed by the right clinician in a timely manner. It has also allowed for the implementation of a 24 hour per day appointment service in our Urgent Treatment Centres as the NHS Digital Streaming and Redirection tool allows for identification at the front door of patients suitable for appointments with our Clinicians.
This panel will explore strategies to alleviate pressure on Emergency Departments by addressing the root causes of non-urgent A&E attendances. Experts from across the healthcare system will discuss innovative approaches to redirect patients to more appropriate care settings. The session will highlight the role of improved access to primary care, the use of public-facing navigation tools, and the integration of AI-assisted decision support systems. Panellists will share evidence-based practices, real-world case studies, and practical insights on empowering patients to make informed choices, enhancing care coordination, and ensuring resources are directed to those who need them most. This discussion aims to foster collaboration and inspire system-wide change to improve patient flow and overall service efficiency.
Morning Break & Networking
Case Study - Aire Innovate
Case Study - Your Medical Services
Fireside Interview synopsis TBC
Speaker: Dale Coleman our Clinical Lead in the Transforming Care Programme Service (Provisionally Confirmed)
Case Study - GAMA Healthcare
Background
The primary challenge was the high rate of discharges to care homes of patients with dementia and cognitive impairment, contributing to prolonged hospital stays, increased deconditioning, and reduced patient motivation. Complex discharge processes involving multiple agencies added strain on health and social care resources. A collaboration between physiotherapy and psychology, aimed to improve outcomes for these patients within a community hospital setting.
From September 2022 to September 2023, data from patient admissions (n=546) showed 22.5% of patients had cognitive impairment, with nearly 99% discharged to care homes. Our goal was to reduce this rate by 25% through a "Home First" approach, supporting patients to return home with necessary support, ensuring timely and safe discharges and enhancing rehabilitation in familiar environments.
Method
To achieve this, we adopted a Quality Improvement (QI) framework, involving patients, caregivers, and staff to co-develop interventions based on health psychology principles. The COM-B model guided the design to improve patient engagement with rehabilitation. Key interventions included staff education on cognitive impairment, engaging activity packs for patients, and group-based physical therapy combined with elements of cognitive stimulation therapy (CST) to enhance rehabilitation journeys.
The intervention was phased, starting with pilot programs and using Plan-Do-Study-Act (PDSA) cycles to refine interventions. Staff training improved understanding of cognitive impairment and its effects on rehabilitation. Activity packs provided guidance on home safety, nutrition, and local resources. Group exercises combined physical and cognitive stimulation to enhance abilities and encourage social interaction.
Results
By the end of 2024 with all intervention elements in place, the team demonstrated that 87% of eligible patients (n=97) with cognitive impairment were discharged to their own homes following a stay in a community hospital. Data over time showed the project’s impact, with home discharges increasing after the full approach was introduced in April 2024 and stabilising in the following months, indicating a new system was established. The mean length of stay for eligible patients was 40 days. Patients with longer lengths of stay required more medical input to stabilise their physical health due to conditions like pressure ulcers which limited therapy input and necessitated complex discharge plans.
Reflection
Feedback from patients and caregivers showed increased satisfaction, with patients experiencing better mobility, enhanced social interactions, and greater engagement in rehabilitation. During regular team meetings staff expressed pride in offering holistic, patient-centred care that emphasised autonomy and well-being. This collaborative approach not only decreased dependence on care homes but also improved overall care quality and patient outcomes.
Conclusion
To conclude, the "Home First" approach showcases the power of interdisciplinary collaboration in developing integrated care models. By involving staff, patients, and caregivers in co-creating solutions, we achieved significant improvements in discharge outcomes, minimised system inefficiencies, and optimised resource utilisation. This project highlights the potential of collaborative methods to transform care pathways, enhancing both patient outcomes and healthcare system efficiency. Our next steps include exploring service costs and expanding the approach.
Emergency Medicine SDEC’s are a relatively new concept across England being adopted by hospitals in driving improvements in patient experience and care. However, many ask what the difference is between Emergency Medicine SDEC and mainstream SDEC services as well as the Emergency Department. This presentation will showcase how services have used these services to improve patient care and UEC performance.
This panel will explore how technology is transforming the future hospital into a hub for specialist care, supported by innovations such as robotics, AI, personalised medicine, and digital health. Panelists will discuss how these tools can improve patient flow, ease pressure on acute services, and expand access to care, while addressing the challenges of implementation, equity, and workforce readiness. The session will highlight how reimagined hospitals can deliver more efficient, connected, and patient-centred services across the NHS.
Pannellists:
- Olivia Burns, Founder of Hypoplas and Independent healthcare consultant, Hypoplas Limited (Confirmed)
