CQC · Safe

Safe systems, pathways and transitions

Our aims, goals and ambitions

Safety is a priority for everyone and leaders embed a culture of openness and collaboration. People are always safe and protected from bullying, harassment, avoidable harm, neglect, abuse and discrimination. Their liberty is protected where this is in their best interests and in line with legislation.

Where people raise concerns about safety and ideas to improve, the primary response is to learn and improve continuously. There is strong awareness of the areas with the greatest safety risks. Solutions to risks are developed collaboratively. Services are planned and organised with people and communities in a way that improves their safety across their care journeys. People are supported to make choices that balance risks of harm with positive choices about their lives. Leaders ensure there are enough skilled people to deliver safe care that promotes choice, control and individual wellbeing.

Safe systems, pathways and transitions

  • We can evidence how we have safely managed people’s transition between care services.
  • We ensure we can meet the needs of people being discharged/transferred to our service before this happens.
  • We involve the people we support in discussions around their care pathways and transitions, including how to keep them safe throughout these processes.
  • We risk assess and develop appropriate mitigations to ensure people are kept safe as they move between services (e.g., hospital passports, assessment, use of partnership working such as trusted assessor etc.).
  • We ensure emergency admissions out of our service to a hospital have all the relevant information and support to ensure a rapid, accurate assessment through to discharge.
  • We ensure that people’s safety is a key issue in our engagement with our partnership working with other health and care services and professionals.
  • Our policies and processes are aligned with our key partners supporting people’s care journey. This helps us to share learning and drive improvement between our services.
  • Our effective and open relationships with other services and professionals ensure that there is a safe continuity of care when people move between services (e.g., evidence of our involvement in multi-disciplinary team meetings etc.).
  • We work with partners to ensure effective monitoring of care continues as people move between services, enabling any changes and deterioration to be identified and acted upon
  • We work with partners to ensure effective monitoring of care continues as people move between services, enabling any changes and deterioration to be identified and acted upon
  • We ensure partners and professionals communicate with us via secure email systems (e.g., we use NHS.net and comply with the Data Security Protection Toolkit to share information back and forth with a hospital discharge team).
  • We identify gaps in communication in these processes and implement new strategies.
  • We work closely with partners and professionals to ensure that their own systems and processes ensure information is protected.
  • We ensure handovers between both our own staff team members and other services and professionals we engage with do not omit important information.
  • We learn from experience if an admission has not gone well e.g., we are unable to meet someone’s needs following admission – what could we have done differently to avoid this happening again.
  • We have clear records related to correspondence and referrals to other professionals and services, including associated transfer and transition documentation.
  • Where we feel that there has been an unsafe discharge/transfer, we escalate these matters to safeguarding teams and appropriate bodies.
  • We involve relevant staff and external healthcare experts in reviews of incidents and significant events (e.g., admission to hospital) to learn from what contributed to the event and how these can be mitigated.

Our evidence

We ensure partners and professionals communicate with us via secure email systems (e.g., we use NHS.net and comply with the Data Security Protection Toolkit to share information back and forth with a hospital discharge team).

Our organisation search link for DSPT is below:

Data Security and Protection Toolkit

We assess and learn from times where things do not go according to plan. In this verified review our team had struggled to obtain a test for a patient at a 3rd party hospital.

We responded to the initial feedback with:

"Hello, We are sorry your initial appointment with Dr W, was booked incorrectly. The offer for complementary wellness services still stands although you didn’t take this at the time. Subsequently your care required referral for imaging at an external hospital whom despite chasing (and escalation to our senior management) delayed the process. The issue regarding your excess was settled with vitality and was caused by the external hospital issuing an invoice for excess, despite you being under our consultants care. We appreciate your understanding, some of the problems listed where unfortunately completely out of our control and the team spent a significant amount of time trying to deal with external organisations to try and fix the issues for you. Kind regards"

Importantly however where the changes we made subsequently, developing a formal partnership with a different external clinic, to ensure our patients have a smooth transition when they require Xray or MRI.

Redeveloped a policy around the capturing of insurance excess payments to ensure that mis-understandins and mis-communications do not occur.

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