Report evidence summary
Stated actions An action is something a recipient says it has done, is doing, or plans to do in response to a concern raised. 36
University Hospitals of Northamptonshire NHS Group Launch Frailty Same Day Emergency Care at Kettering General Hospital with dedicated service capacity.
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University Hospitals of Northamptonshire NHS Group Hold twice-weekly system-partner escalation calls to support complex discharges.
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University Hospitals of Northamptonshire NHS Group Launch Frailty Same Day Emergency Care at Northampton General Hospital with the frailty team based in medical SDEC.
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University Hospitals of Northamptonshire NHS Group Launch a Cardiology Virtual Ward at Northampton General Hospital for virtual monitoring of eligible heart-failure patients.
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University Hospitals of Northamptonshire NHS Group Implement Boardround testing and a standard operating procedure at Northampton General Hospital.
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University Hospitals of Northamptonshire NHS Group Reopen Sir Thomas Moore Ward as a 24/7 discharge lounge, adding 14 bed spaces and eight chairs.
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University Hospitals of Northamptonshire NHS Group Formalise the Acute Assessment Unit pathway on Walter Tull and designate Esther White as a 72-hour medical short-stay ward.
View source
University Hospitals of Northamptonshire NHS Group Develop and open a consolidated Urgent Treatment Centre with rapid triage and direct ambulance referral capability.
View source
University Hospitals of Northamptonshire NHS Group Launch the Release to Respond model at Northampton General Hospital with escalation triggers to balance clinical risk.
View source
University Hospitals of Northamptonshire NHS Group Implement a standardised Transfer of Care form across the organisation to improve discharge-hub referrals.
View source
University Hospitals of Northamptonshire NHS Group Formalise direct ambulance pathways to Same Day Emergency Care and extend operating hours.
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University Hospitals of Northamptonshire NHS Group Agree organisation-wide internal professional standards for specialty support timeliness and escalation.
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University Hospitals of Northamptonshire NHS Group Launch Rapid Assessment and Acute Assessment Units to expand ambulance handover capacity and stream patients directly into acute assessment.
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University Hospitals of Northamptonshire NHS Group Introduce a NerveCentre pre-arrival screen using ambulance clinical histories to prepare handovers before arrival.
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University Hospitals of Northamptonshire NHS Group Introduce a Trusted Assessor at Northampton General Hospital to reduce discharge delays for care-home residents.
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University Hospitals of Northamptonshire NHS Group Use Siren to review ambulance pre-arrival patient information and reduce registration delays.
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University Hospitals of Northamptonshire NHS Group Commission eight additional Rapid Assessment Unit trolley spaces at Northampton General Hospital for primary assessment and faster handover.
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University Hospitals of Northamptonshire NHS Group Restrict Nye Bevan to medicine and address patient backflow with the Getting it Right First Time team.
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University Hospitals of Northamptonshire NHS Group Continue working with system partners to reduce delay impacts and implement the national 45-minute maximum ambulance handover standard.
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Department of Health and Social Care Increase staffing to mitigate seasonal urgent and emergency care pressures.
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Department of Health and Social Care Offer health checks to the most vulnerable people during winter pressures.
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Department of Health and Social Care Reduce ambulance handovers to a maximum of 45 minutes and average Category 2 response times to 30 minutes.
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Department of Health and Social Care Enhance cross-service coordination to mitigate seasonal urgent and emergency care pressures.
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Department of Health and Social Care Publish the Urgent and Emergency Care Plan for 2025/26.
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Department of Health and Social Care Run winter stress-test exercises to assess urgent and emergency care resilience.
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Department of Health and Social Care Improve hospital patient flow, increase four-hour emergency-department performance to 78%, reduce 12-hour waits and tackle discharge delays.
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Department of Health and Social Care Provide nearly £450 million in capital investment for same-day emergency care, mental health crisis assessment centres and ambulance upgrades.
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Department of Health and Social Care Enable ambulance services to convey patients directly to non-emergency-department facilities, including same-day emergency care services.
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Department of Health and Social Care Increase urgent-care provision in primary, community and mental-health settings.
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Department of Health and Social Care Continue closely monitoring performance and working with SCAS and NHS England to sustain improvement.
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Department of Health and Social Care Implement additional winter surge capacity across urgent and emergency care services.
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South Central Ambulance Service NHS Foundation Trust Debriefed the call taker and provided corrective training, a Call Review Plan and reflective practice to embed learning from identified errors.
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South Central Ambulance Service NHS Foundation Trust Completed a full review and audit of the 999 call handling, triage, documentation and information transfer.
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East Midlands Ambulance Service NHS Trust Initiate and record rapid or immediate hospital handover requests during high-demand periods under the safe-handover escalation procedure.
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East Midlands Ambulance Service NHS Trust Implement the 45-minute ambulance handover protocol with acute, commissioning and national healthcare partners through weekly oversight meetings.
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East Midlands Ambulance Service NHS Trust Direct patients dynamically to hospitals outside their usual catchment areas when necessary to reduce handover delays and restore ambulance availability.
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× Source evidence
How this individual concern was interpreted PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.
PFD Monitor interpretation Delays in transferring patients from the Emergency Department into wards
Wider context from the report “f) The delays getting patients from the Emergency Department (ED) into wards , causes delays taking patients from ambulances into ED, and a knock-on delay getting ambulances back out into the community. These delays persist despite the current actions to mitigate.
” Open source report × Source evidence
How this individual concern was interpreted PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.
PFD Monitor interpretation Failure to provide interim safety guidance while awaiting ambulance arrival
Wider context from the report “c) The family complained of not being given any guidance on how to deal with the patient pending the arrival of an ambulance e.g. not to move him given the fall down the stairs .
” Is this part of a recurring concern? No recurring-concern membership is currently published.
Open source report × Source evidence
How this individual concern was interpreted PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.
PFD Monitor interpretation Delays in ambulance-to-hospital handover
Wider context from the report “d) I understand that nationally, the target time for handover from ambulance to hospital staff is 15 minutes. In the present case, the handover from ambulance to nursing staff at John Radcliffe Hospital took 25 minutes. However, at the same time, the longest handover time at Northampton General Hospital was 5 hours and at Kettering General Hospital it was 7 hours . The Trust lost 115 hours waiting to handover at Northampton over 121 hours at Kettering.
e) I heard evidence that steps are being taken to mitigate the impact of pressures in the healthcare system. University Hospitals of Northamptonshire have adopted the ‘45-minute handover’ approach. Despite this, on the day of the inquest on 27 October 2025, average handover times at Northampton General Hospital were 1 hour 11 minutes and I suspect that this will get worse during the full onset of winter pressures.
” Open source report × Source evidence
How this individual concern was interpreted PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.
PFD Monitor interpretation Delays in medically trained clinician review of ambulance call information
Wider context from the report “b) The first call was at around 00:44 hours but it was not until over 4 hours later at 05:05 hrs that a medically trained clinician first reviewed the facts , immediately escalating it to category 1.
” Open source report × Source evidence
How this individual concern was interpreted PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.
PFD Monitor interpretation Delays in transferring ambulance patients into the Emergency Department
Wider context from the report “f) The delays getting patients from the Emergency Department (ED) into wards, causes delays taking patients from ambulances into ED , and a knock-on delay getting ambulances back out into the community. These delays persist despite the current actions to mitigate.
” Open source report × Source evidence
How this individual concern was interpreted PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.
PFD Monitor interpretation Failure to adequately record and accurately and completely convey symptom information
Wider context from the report “a) It was not clear if information about the symptoms taken by SCAS was adequate or if it had been recorded or conveyed by them accurately/completely. It was odd that the call was upgraded to category 2, just 14 minutes after being designated a category 3, without any evidence that there had been a change or deterioration.
” Open source report × Source evidence
How this individual concern was interpreted PFD Monitor created a concise, searchable interpretation from the report wording shown below. Response links show a clear evidence connection; they do not assign responsibility.
PFD Monitor interpretation Failure to base triage category changes on evidence of clinical change or deterioration
Wider context from the report “a) It was not clear if information about the symptoms taken by SCAS was adequate or if it had been recorded or conveyed by them accurately/completely. It was odd that the call was upgraded to category 2, just 14 minutes after being designated a category 3, without any evidence that there had been a change or deterioration.
” Open source report
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Launch Frailty Same Day Emergency Care at Kettering General Hospital with dedicated service capacity.
Verbatim wording from the response “Date | Action Implemented | Impact
Mar 2025 | Implementation of a standardised Transfer of Care (TOC) form across UHN. | Improve quality and reduce delays associated with TOC referrals into the discharge hub.
Mar 2025 | Frailty SDEC go live KGH. | Dedicated capacity for Frailty SDEC service.
Mar 2025 | Agreement of Internal Professional Standards across UHN. | Expectations on timeliness of specialty support and escalation.
Apr 2025 | Sir Thomas Moore Ward (KGH) reopened to adult patients for 24/7 discharge lounge. | 14 additional bed spaces and 8 chairs for patients planned discharge to reduce length of stay.
Apr 2025 | Formalised direct to SDEC pathways for EMAS and extended operating hours. | 15% increase in SDEC activity to reduce ED attendance and overcrowding.
Apr-May 2025 | Boardround test for change and Boardround SOP (NGH).” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Hold twice-weekly system-partner escalation calls to support complex discharges.
Verbatim wording from the response “| Improved discharge planning and boardround documentation.
May 2025 | Release to Respond Go live NGH. | Implement release to respond model with key escalation triggers to balance clinical risk across the organisation.
June 2025 | NyeBevan move to medicine specialty only and address backflow of patients with GIRFT. | Reduced LoS on NyeBevan with reduced medical outliers in surgical wards.
July 2025 | Use of Siren to review patient identifiable information from EMAS pre arrival. | Reduce delays associated with registration of patients into EPR.
Sept 2025 | Twice weekly system partner escalation calls for complex discharge support. | Improvement in super stranded position across UHN.
Oct 2025 | Cardiology Virtual Ward launched at NGH. | Reduce length of stay through virtual monitoring of heart failure patients who would otherwise meet criteria to reside.” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Launch Frailty Same Day Emergency Care at Northampton General Hospital with the frailty team based in medical SDEC.
Verbatim wording from the response “Oct 2025 | Frailty SDEC go live NGH. | Frailty team based in medical SDEC for specialty assessment.
Oct 2025 | Trusted Assessor introduced at NGH. | Reduce discharge delays for patients returning to care homes.
Nov 2025 | Rapid Assessment Unit (RAU) and Acute Assessment Unit (AAU) go live. | Increase in capacity of ambulance handover space and medical pathway directly into AAU reducing ED demand.
Dec 2025 | Introduction of nerve centre pre arrivals screen | Improvement in <15min handovers as EMAS Siren clinical history added as pre arrival ready for handover once ambulance arrives to site.” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Launch a Cardiology Virtual Ward at Northampton General Hospital for virtual monitoring of eligible heart-failure patients.
Verbatim wording from the response “| Improved discharge planning and boardround documentation.
May 2025 | Release to Respond Go live NGH. | Implement release to respond model with key escalation triggers to balance clinical risk across the organisation.
June 2025 | NyeBevan move to medicine specialty only and address backflow of patients with GIRFT. | Reduced LoS on NyeBevan with reduced medical outliers in surgical wards.
July 2025 | Use of Siren to review patient identifiable information from EMAS pre arrival. | Reduce delays associated with registration of patients into EPR.
Sept 2025 | Twice weekly system partner escalation calls for complex discharge support. | Improvement in super stranded position across UHN.
Oct 2025 | Cardiology Virtual Ward launched at NGH. | Reduce length of stay through virtual monitoring of heart failure patients who would otherwise meet criteria to reside.” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Implement Boardround testing and a standard operating procedure at Northampton General Hospital.
Verbatim wording from the response “Date | Action Implemented | Impact
Mar 2025 | Implementation of a standardised Transfer of Care (TOC) form across UHN. | Improve quality and reduce delays associated with TOC referrals into the discharge hub.
Mar 2025 | Frailty SDEC go live KGH. | Dedicated capacity for Frailty SDEC service.
Mar 2025 | Agreement of Internal Professional Standards across UHN. | Expectations on timeliness of specialty support and escalation.
Apr 2025 | Sir Thomas Moore Ward (KGH) reopened to adult patients for 24/7 discharge lounge. | 14 additional bed spaces and 8 chairs for patients planned discharge to reduce length of stay.
Apr 2025 | Formalised direct to SDEC pathways for EMAS and extended operating hours. | 15% increase in SDEC activity to reduce ED attendance and overcrowding.
Apr-May 2025 | Boardround test for change and Boardround SOP (NGH).” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Reopen Sir Thomas Moore Ward as a 24/7 discharge lounge, adding 14 bed spaces and eight chairs.
Verbatim wording from the response “Date | Action Implemented | Impact
Mar 2025 | Implementation of a standardised Transfer of Care (TOC) form across UHN. | Improve quality and reduce delays associated with TOC referrals into the discharge hub.
Mar 2025 | Frailty SDEC go live KGH. | Dedicated capacity for Frailty SDEC service.
Mar 2025 | Agreement of Internal Professional Standards across UHN. | Expectations on timeliness of specialty support and escalation.
Apr 2025 | Sir Thomas Moore Ward (KGH) reopened to adult patients for 24/7 discharge lounge. | 14 additional bed spaces and 8 chairs for patients planned discharge to reduce length of stay.
Apr 2025 | Formalised direct to SDEC pathways for EMAS and extended operating hours. | 15% increase in SDEC activity to reduce ED attendance and overcrowding.
Apr-May 2025 | Boardround test for change and Boardround SOP (NGH).” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Formalise the Acute Assessment Unit pathway on Walter Tull and designate Esther White as a 72-hour medical short-stay ward.
Verbatim wording from the response “In commitment of reducing handover delays the identify of Nye Bevan wards have been formalised with a new dedicated Acute Assessment Unit (AAU) on Walter Tull with Esther White ward being 72hr medical short stay. This key improvement in patient pathway has enabled suitable patients to be identified within the RAU and streamed directly into the AAU reducing the demand into the ED further reducing handover delays. This is a key improvement in the way patient care is being delivered to improve the patient experience through reducing delays in ED and seeing medical patients in the right location at the right” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Develop and open a consolidated Urgent Treatment Centre with rapid triage and direct ambulance referral capability.
Verbatim wording from the response “As of Monday 3rd November at NGH, a new purpose built Rapid Assessment Unit (RAU) was commissioned providing 8 additional trolley spaces aimed at handover within 15mins into a dedicated space for primary assessment of patients. This forms a key part of strategic planning that will see a new Urgent Treatment Centre open from July 2026 with works already having commenced.” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Launch the Release to Respond model at Northampton General Hospital with escalation triggers to balance clinical risk.
Verbatim wording from the response “| Improved discharge planning and boardround documentation.
May 2025 | Release to Respond Go live NGH. | Implement release to respond model with key escalation triggers to balance clinical risk across the organisation.
June 2025 | NyeBevan move to medicine specialty only and address backflow of patients with GIRFT. | Reduced LoS on NyeBevan with reduced medical outliers in surgical wards.
July 2025 | Use of Siren to review patient identifiable information from EMAS pre arrival. | Reduce delays associated with registration of patients into EPR.
Sept 2025 | Twice weekly system partner escalation calls for complex discharge support. | Improvement in super stranded position across UHN.
Oct 2025 | Cardiology Virtual Ward launched at NGH. | Reduce length of stay through virtual monitoring of heart failure patients who would otherwise meet criteria to reside.” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Implement a standardised Transfer of Care form across the organisation to improve discharge-hub referrals.
Verbatim wording from the response “Date | Action Implemented | Impact
Mar 2025 | Implementation of a standardised Transfer of Care (TOC) form across UHN. | Improve quality and reduce delays associated with TOC referrals into the discharge hub.
Mar 2025 | Frailty SDEC go live KGH. | Dedicated capacity for Frailty SDEC service.
Mar 2025 | Agreement of Internal Professional Standards across UHN. | Expectations on timeliness of specialty support and escalation.
Apr 2025 | Sir Thomas Moore Ward (KGH) reopened to adult patients for 24/7 discharge lounge. | 14 additional bed spaces and 8 chairs for patients planned discharge to reduce length of stay.
Apr 2025 | Formalised direct to SDEC pathways for EMAS and extended operating hours. | 15% increase in SDEC activity to reduce ED attendance and overcrowding.
Apr-May 2025 | Boardround test for change and Boardround SOP (NGH).” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Formalise direct ambulance pathways to Same Day Emergency Care and extend operating hours.
Verbatim wording from the response “Date | Action Implemented | Impact
Mar 2025 | Implementation of a standardised Transfer of Care (TOC) form across UHN. | Improve quality and reduce delays associated with TOC referrals into the discharge hub.
Mar 2025 | Frailty SDEC go live KGH. | Dedicated capacity for Frailty SDEC service.
Mar 2025 | Agreement of Internal Professional Standards across UHN. | Expectations on timeliness of specialty support and escalation.
Apr 2025 | Sir Thomas Moore Ward (KGH) reopened to adult patients for 24/7 discharge lounge. | 14 additional bed spaces and 8 chairs for patients planned discharge to reduce length of stay.
Apr 2025 | Formalised direct to SDEC pathways for EMAS and extended operating hours. | 15% increase in SDEC activity to reduce ED attendance and overcrowding.
Apr-May 2025 | Boardround test for change and Boardround SOP (NGH).” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Agree organisation-wide internal professional standards for specialty support timeliness and escalation.
Verbatim wording from the response “Date | Action Implemented | Impact
Mar 2025 | Implementation of a standardised Transfer of Care (TOC) form across UHN. | Improve quality and reduce delays associated with TOC referrals into the discharge hub.
Mar 2025 | Frailty SDEC go live KGH. | Dedicated capacity for Frailty SDEC service.
Mar 2025 | Agreement of Internal Professional Standards across UHN. | Expectations on timeliness of specialty support and escalation.
Apr 2025 | Sir Thomas Moore Ward (KGH) reopened to adult patients for 24/7 discharge lounge. | 14 additional bed spaces and 8 chairs for patients planned discharge to reduce length of stay.
Apr 2025 | Formalised direct to SDEC pathways for EMAS and extended operating hours. | 15% increase in SDEC activity to reduce ED attendance and overcrowding.
Apr-May 2025 | Boardround test for change and Boardround SOP (NGH).” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Launch Rapid Assessment and Acute Assessment Units to expand ambulance handover capacity and stream patients directly into acute assessment.
Verbatim wording from the response “Oct 2025 | Frailty SDEC go live NGH. | Frailty team based in medical SDEC for specialty assessment.
Oct 2025 | Trusted Assessor introduced at NGH. | Reduce discharge delays for patients returning to care homes.
Nov 2025 | Rapid Assessment Unit (RAU) and Acute Assessment Unit (AAU) go live. | Increase in capacity of ambulance handover space and medical pathway directly into AAU reducing ED demand.
Dec 2025 | Introduction of nerve centre pre arrivals screen | Improvement in <15min handovers as EMAS Siren clinical history added as pre arrival ready for handover once ambulance arrives to site.” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Introduce a NerveCentre pre-arrival screen using ambulance clinical histories to prepare handovers before arrival.
Verbatim wording from the response “Oct 2025 | Frailty SDEC go live NGH. | Frailty team based in medical SDEC for specialty assessment.
Oct 2025 | Trusted Assessor introduced at NGH. | Reduce discharge delays for patients returning to care homes.
Nov 2025 | Rapid Assessment Unit (RAU) and Acute Assessment Unit (AAU) go live. | Increase in capacity of ambulance handover space and medical pathway directly into AAU reducing ED demand.
Dec 2025 | Introduction of nerve centre pre arrivals screen | Improvement in <15min handovers as EMAS Siren clinical history added as pre arrival ready for handover once ambulance arrives to site.” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Introduce a Trusted Assessor at Northampton General Hospital to reduce discharge delays for care-home residents.
Verbatim wording from the response “Oct 2025 | Frailty SDEC go live NGH. | Frailty team based in medical SDEC for specialty assessment.
Oct 2025 | Trusted Assessor introduced at NGH. | Reduce discharge delays for patients returning to care homes.
Nov 2025 | Rapid Assessment Unit (RAU) and Acute Assessment Unit (AAU) go live. | Increase in capacity of ambulance handover space and medical pathway directly into AAU reducing ED demand.
Dec 2025 | Introduction of nerve centre pre arrivals screen | Improvement in <15min handovers as EMAS Siren clinical history added as pre arrival ready for handover once ambulance arrives to site.” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Use Siren to review ambulance pre-arrival patient information and reduce registration delays.
Verbatim wording from the response “| Improved discharge planning and boardround documentation.
May 2025 | Release to Respond Go live NGH. | Implement release to respond model with key escalation triggers to balance clinical risk across the organisation.
June 2025 | NyeBevan move to medicine specialty only and address backflow of patients with GIRFT. | Reduced LoS on NyeBevan with reduced medical outliers in surgical wards.
July 2025 | Use of Siren to review patient identifiable information from EMAS pre arrival. | Reduce delays associated with registration of patients into EPR.
Sept 2025 | Twice weekly system partner escalation calls for complex discharge support. | Improvement in super stranded position across UHN.
Oct 2025 | Cardiology Virtual Ward launched at NGH. | Reduce length of stay through virtual monitoring of heart failure patients who would otherwise meet criteria to reside.” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Commission eight additional Rapid Assessment Unit trolley spaces at Northampton General Hospital for primary assessment and faster handover.
Verbatim wording from the response “As of Monday 3rd November at NGH, a new purpose built Rapid Assessment Unit (RAU) was commissioned providing 8 additional trolley spaces aimed at handover within 15mins into a dedicated space for primary assessment of patients. This forms a key part of strategic planning that will see a new Urgent Treatment Centre open from July 2026 with works already having commenced.” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Restrict Nye Bevan to medicine and address patient backflow with the Getting it Right First Time team.
Verbatim wording from the response “| Improved discharge planning and boardround documentation.
May 2025 | Release to Respond Go live NGH. | Implement release to respond model with key escalation triggers to balance clinical risk across the organisation.
June 2025 | NyeBevan move to medicine specialty only and address backflow of patients with GIRFT. | Reduced LoS on NyeBevan with reduced medical outliers in surgical wards.
July 2025 | Use of Siren to review patient identifiable information from EMAS pre arrival. | Reduce delays associated with registration of patients into EPR.
Sept 2025 | Twice weekly system partner escalation calls for complex discharge support. | Improvement in super stranded position across UHN.
Oct 2025 | Cardiology Virtual Ward launched at NGH. | Reduce length of stay through virtual monitoring of heart failure patients who would otherwise meet criteria to reside.” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Continue working with system partners to reduce delay impacts and implement the national 45-minute maximum ambulance handover standard.
Verbatim wording from the response “Overcrowding in the Emergency Department is well recognised as impacting on quality and safety, increasing risk of harm to patients if unable to handover from ambulances. This risk is actively monitored through the Trust Accountability Framework with performance and actions reviewed through Divisional Accountability meetings, Clinical Quality and Safety Committee in Common, Trust Board and ICB UEC Board. In line with this year’s 2025/26 planning guidance and Urgent and Emergency Care Recovery plan a 45min handover ceiling has been worked towards in close collaboration with EMAS colleagues both at Directorate and Director level.” Source location Response from University Hospitals of Northamptonshire
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Increase staffing to mitigate seasonal urgent and emergency care pressures.
Verbatim wording from the response “Regarding your concerns for the upcoming winter, we have implemented additional surge capacity, increased staffing, and enhanced coordination across services to mitigate seasonal pressures. This includes running stress test exercises and offering health checks to the most vulnerable.” Source location Response from Department for Health and Social Care
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Offer health checks to the most vulnerable people during winter pressures.
Verbatim wording from the response “Regarding your concerns for the upcoming winter, we have implemented additional surge capacity, increased staffing, and enhanced coordination across services to mitigate seasonal pressures. This includes running stress test exercises and offering health checks to the most vulnerable.” Source location Response from Department for Health and Social Care
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Reduce ambulance handovers to a maximum of 45 minutes and average Category 2 response times to 30 minutes.
Verbatim wording from the response “We are taking serious steps to achieve this. We published our Urgent and Emergency Care Plan for 2025/26 which focuses on improvements to deliver better UEC performance both daily and during winter pressures, ensuring more patients receive timely and clinically appropriate care. Key actions include:” Source location Response from Department for Health and Social Care
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Enhance cross-service coordination to mitigate seasonal urgent and emergency care pressures.
Verbatim wording from the response “Regarding your concerns for the upcoming winter, we have implemented additional surge capacity, increased staffing, and enhanced coordination across services to mitigate seasonal pressures. This includes running stress test exercises and offering health checks to the most vulnerable.” Source location Response from Department for Health and Social Care
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Publish the Urgent and Emergency Care Plan for 2025/26.
Verbatim wording from the response “We are taking serious steps to achieve this. We published our Urgent and Emergency Care Plan for 2025/26 which focuses on improvements to deliver better UEC performance both daily and during winter pressures, ensuring more patients receive timely and clinically appropriate care. Key actions include:” Source location Response from Department for Health and Social Care
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Run winter stress-test exercises to assess urgent and emergency care resilience.
Verbatim wording from the response “Regarding your concerns for the upcoming winter, we have implemented additional surge capacity, increased staffing, and enhanced coordination across services to mitigate seasonal pressures. This includes running stress test exercises and offering health checks to the most vulnerable.” Source location Response from Department for Health and Social Care
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Improve hospital patient flow, increase four-hour emergency-department performance to 78%, reduce 12-hour waits and tackle discharge delays.
Verbatim wording from the response “We are taking serious steps to achieve this. We published our Urgent and Emergency Care Plan for 2025/26 which focuses on improvements to deliver better UEC performance both daily and during winter pressures, ensuring more patients receive timely and clinically appropriate care. Key actions include:” Source location Response from Department for Health and Social Care
Open published response
×
Source evidence
How this respondent action was interpreted
PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Provide nearly £450 million in capital investment for same-day emergency care, mental health crisis assessment centres and ambulance upgrades.
Verbatim wording from the response “We are taking serious steps to achieve this. We published our Urgent and Emergency Care Plan for 2025/26 which focuses on improvements to deliver better UEC performance both daily and during winter pressures, ensuring more patients receive timely and clinically appropriate care. Key actions include:” Source location Response from Department for Health and Social Care
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PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Enable ambulance services to convey patients directly to non-emergency-department facilities, including same-day emergency care services.
Verbatim wording from the response “We are taking serious steps to achieve this. We published our Urgent and Emergency Care Plan for 2025/26 which focuses on improvements to deliver better UEC performance both daily and during winter pressures, ensuring more patients receive timely and clinically appropriate care. Key actions include:” Source location Response from Department for Health and Social Care
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PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Increase urgent-care provision in primary, community and mental-health settings.
Verbatim wording from the response “We are taking serious steps to achieve this. We published our Urgent and Emergency Care Plan for 2025/26 which focuses on improvements to deliver better UEC performance both daily and during winter pressures, ensuring more patients receive timely and clinically appropriate care. Key actions include:” Source location Response from Department for Health and Social Care
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PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Continue closely monitoring performance and working with SCAS and NHS England to sustain improvement.
Verbatim wording from the response “We will continue to monitor performance closely and work with SCAS and NHSE to ensure sustained improvement. I hope this response provides reassurance that the Government is taking meaningful action to improve urgent and emergency care services. Thank you once again for bringing these concerns to my attention.” Source location Response from Department for Health and Social Care
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PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Implement additional winter surge capacity across urgent and emergency care services.
Verbatim wording from the response “Regarding your concerns for the upcoming winter, we have implemented additional surge capacity, increased staffing, and enhanced coordination across services to mitigate seasonal pressures. This includes running stress test exercises and offering health checks to the most vulnerable.” Source location Response from Department for Health and Social Care
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PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Debriefed the call taker and provided corrective training, a Call Review Plan and reflective practice to embed learning from identified errors.
Verbatim wording from the response “The Emergency Call Taker had a face to face meeting with the auditor and her line manager to discuss the audit outcome on 11th June 2025. They had the opportunity to listen to the call” Source location Response from South Central Ambulance Service
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PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Completed a full review and audit of the 999 call handling, triage, documentation and information transfer.
Verbatim wording from the response “Review undertaken in June 2025.” Source location Response from South Central Ambulance Service
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PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Initiate and record rapid or immediate hospital handover requests during high-demand periods under the safe-handover escalation procedure.
Verbatim wording from the response “The Trust proactively initiates ‘rapid handover’ requests during periods of high demand, particularly when multiple hospital handover delays coincide with uncovered Category 2 emergency calls. These actions are guided by our ‘Managing Delays in the Safe Handover of Patients’ Standard Operating Procedure, which incorporates a series of triggers aligned with the NHSE Midlands Region agreed process.” Source location Response from East Midlands Ambulance Service
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PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Implement the 45-minute ambulance handover protocol with acute, commissioning and national healthcare partners through weekly oversight meetings.
Verbatim wording from the response “Persistent delays across the system have led to the introduction of an additional operational measure known as the 45-minute handover ceiling. This is also in this year’s 2025/26 planning guidance and Urgent Emergency Care recovery plan. Under this policy, if a patient has not been formally handed over within 45 minutes, ambulance crews are required to complete a safe transfer process and leave the patient in the care of hospital staff. This includes ensuring the patient is placed in an appropriate location (such as a trolley, chair, or designated waiting area) and that essential clinical information is communicated to ED personnel. The purpose of this measure is to prevent excessive delays that compromise ambulance availability and community response times for life-threatening incidents.” Source location Response from East Midlands Ambulance Service
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PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Direct patients dynamically to hospitals outside their usual catchment areas when necessary to reduce handover delays and restore ambulance availability.
Verbatim wording from the response “Within the Northamptonshire division, the Trust are now implementing dynamic strategic conveyance on a daily basis, directing patients to hospitals outside their usual catchment area when necessary. This approach helps mitigate the impact of excessive handover delays at pressured acute sites, reducing lost time and enabling crews to return promptly to attend patients in the community.” Source location Response from East Midlands Ambulance Service
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PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation The second call was upgraded because the patient’s condition deteriorated and accurate triage information became available.
Verbatim wording from the response “I have asked the SCAS legal team to provide you with copies of call recordings for the calls that were taken so that you can be satisfied that the information captured during the call triage was accurate. It is evident from the second 999 call that there had been a change and deterioration in Mr Garfield’s condition, and he had unfortunately fallen again after the first 999 call was made. The Emergency Call Taker was also able to obtain answers to the questions” Source location Response from South Central Ambulance Service
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PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation East Midlands Ambulance Service must address the clinician’s upgrade rationale and the delay before clinical review.
Verbatim wording from the response “Because the clinician who made the call to Mrs Garfield referred to within your Regulation 28 report works for East Midlands Ambulance Service SCAS are unable to comment on the call or their rationale for upgrading the call to a Category 1 ambulance response. We are also unable to comment on the time that passed before a clinician reviewed the call. East Midlands Ambulance Service will need to respond to both of these points.” Source location Response from South Central Ambulance Service
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PFD Monitor created a concise, searchable interpretation from the published response wording shown below.
PFD Monitor interpretation Call takers advised not moving the patient unless immediately necessary and to redial 999 if concerns arose.
Verbatim wording from the response “In relation to worsening advice, our Emergency Call Taker correctly advised that Mrs Garfield and her neighbour keep a close eye on Mr Garfield and they should apply pressure to his head wound if it begins to bleed again and should not remove any objects from the wound. In addition to this, the Emergency Call Taker advised them to redial 999 if his condition changed, worsened or they had any other concerns.” Source location Response from South Central Ambulance Service
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