Agenda item

Report of the Chief Executive Officer, UHCW

The Board considered a verbal presentation of the Chief Executive Officer, UHCW regarding A&E Waiting Times.

The Chief Executive Officer referred to current winter pressures with higher numbers of patients with flu, covid, respiratory challenges in children and increasing cases of norovirus than the same date last year.

The Cabinet Member for Public Health, Wellbeing and Sport, thanked UHCW colleagues for their work and offered help and support through the Integrated Care Board. 

Members of the Scrutiny Board, having considered the verbal report asked questions and received information from officers on the following matters:

• Complaints were dealt with on an individual basis and processes were in place to rectify issues.
• Feedback from patients was generally positive.
• Some patients arriving in A&E may be signposted to more suitable treatment pathways eg. pharmacists, medical assessment unit.
• The Urgent Treatment Centre on the Stoney Stanton Road fulfilled an important role as the local community used it frequently and social prescribers were present.
• A new triage tool rollout at UHCW had already seen improving triage times.
• A&E staffing levels were secure.  The challenge with the staffing model to support A&E was when a backlog of patients occurred, patients in cubicles did not move out, then staff productivity took a dip.
• Since the walk-in centre opened, prescriptions were now able to be arranged directly with pharmacies across the city however, a number of community pharmacies had closed in the last 18 months.
• The UHCW pharmacy was clear in its opening and closing times over busy and holiday periods and if it was closed, clear instructions for patients regarding how to access alternative services was available.
• Patients waiting for elective care were more likely to access emergency care during their wait period although wait times for elective care had reduced to 65 weeks.
• The Urgent Treatment Centre saw 120-140 patients per day and there were seasonal variations in patient numbers.
• Dispensing robots in pharmacies, fully automated dispensary department and take-home drugs being identified sooner, all supported patients for a quicker discharge.
• Access to primary care challenges remained however, the walk-in centre could treat emergency patients.
• An opportunity was present to improve delivery of services regarding diagnostic services.
• Warwick A&E wait times were less than UHCW due to less complexity of their services.
• Whilst communication regarding directing patients to other services and treatment centres was important, care was taken so that vulnerable patients could still access services.  It was important patients were directed to the correct pathways.
• An increase in mental health problems had been seen since the pandemic in both adults and children.  If a mental health patient required to be admitted there were significant delays due to capacity issues.
• Interpretation and translation services were available in UHCW via ipads which could be accessed 24 hours a day.
• UHCW were working with IBM on Artificial Intelligence relating to patient discharge letters.
• Staff were kept safe by A&E security guards who were present 24 hours a day and nursing staff wore body cameras.  Reporting structures for violent incidents were robust.  Restorative justice meetings had been held.

RESOLVED that the Health and Social Care Scrutiny Board (5):

• Note the contents of the briefing note and receive assurance in the measures in place to support patients attending the Emergency Department.

• Develop a briefing note detailing health partners to investigate how to communicate UHCW services including Virtual Beds to residents across Coventry.