PFD report

Lewis Aubrey GARFIELD · Prevention of Future Deaths report

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Issued 28 Oct 2025•Northamptonshire

Report record

Published report and response evidence

This page connects the concerns raised in this report with statements found in recipients’ published responses. A link shows a clear evidence connection; it does not assign responsibility.

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Concerns
7

Raised in this report

Recipients
4

Named on the report

Responses found
4

Of 4 recipients

Stated actions
36

Described in responses

Source document

Full report text

This is the full text from the original published report.

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Concerns and recipient responses

Select any concern, action or position to view the source wording.

Report evidence summary

Concerns raised7

  1. Delays in transferring patients from the Emergency Department into wards
    Part of recurring concern: Failure to maintain safe hospital patient flow
  2. Failure to provide interim safety guidance while awaiting ambulance arrival
  3. Delays in ambulance-to-hospital handover
    Part of recurring concern: Delays in ambulance-to-hospital patient handover
Responses linked to these concerns

Each statement is shown once, even when linked to more than one concern.

Actions described in response An action is something a recipient says it has done, is doing, or plans to do in response to a concern raised.17

  1. Action

    Hold twice-weekly system-partner escalation calls to support complex discharges.

    Stated by University Hospitals of Northamptonshire NHS GroupStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  2. Action

    Reopen Sir Thomas Moore Ward as a 24/7 discharge lounge, adding 14 bed spaces and eight chairs.

    Stated by University Hospitals of Northamptonshire NHS GroupStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  3. Action

    Implement a standardised Transfer of Care form across the organisation to improve discharge-hub referrals.

    Stated by University Hospitals of Northamptonshire NHS GroupStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.

Respondent positions A position is what a recipient says about a concern when it does not describe a specific action.3

  1. Position

    The second call was upgraded because the patient’s condition deteriorated and accurate triage information became available.

    Stated by South Central Ambulance Service NHS Foundation TrustDisputes the concernThe respondent disagreed with part of the concern or the basis for it.

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. ”

Is this part of a recurring concern?

Yes — Failure to maintain safe hospital patient flow.

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. ”

Is this part of a recurring concern?

Yes — Delays in ambulance-to-hospital patient handover.

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. ”

Is this part of a recurring concern?

Yes — Failure to provide timely clinical review during ambulance call handling.

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. ”

Is this part of a recurring concern?

Yes — Delays in ambulance-to-hospital patient handover; Failure to maintain safe hospital patient flow.

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. ”

Is this part of a recurring concern?

Yes — Unreliable transfer of safety-critical patient information within ambulance services.

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. ”

Is this part of a recurring concern?

Yes — Unreliable ambulance call triage and re-triage.

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

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 2 · response
Published 31 October 2025

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
Page 2 · response
Published 31 October 2025

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
Page 1 · response
Published 31 October 2025

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
Page 1 · response
Published 31 October 2025

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

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
Page 1 · response
Published 31 October 2025

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 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
Page 2 · response
Published 31 October 2025

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

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
Page 3 · response
Published 31 October 2025

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 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
Page 2 · response
Published 31 October 2025

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

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
Page 3 · response
Published 31 October 2025

Open published response

Source evidence

How this respondent position was interpreted

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
Page 4 · response
Published 31 October 2025

Open published response

Source evidence

How this respondent position was interpreted

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
Page 4 · response
Published 31 October 2025

Open published response

Source evidence

How this respondent position was interpreted

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
Page 3 · response
Published 31 October 2025

Open published response

Other statements in published responses

These actions and other statements could not be clearly connected to one concern in this report.

Recipient-stated actions An action is something a recipient says it has done, is doing, or plans to do in response to a concern raised.19

  1. 1

    Launch Frailty Same Day Emergency Care at Kettering General Hospital with dedicated service capacity.

    Stated by University Hospitals of Northamptonshire NHS GroupStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  2. 2

    Launch Frailty Same Day Emergency Care at Northampton General Hospital with the frailty team based in medical SDEC.

    Stated by University Hospitals of Northamptonshire NHS GroupStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  3. 3

    Launch a Cardiology Virtual Ward at Northampton General Hospital for virtual monitoring of eligible heart-failure patients.

    Stated by University Hospitals of Northamptonshire NHS GroupStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  4. 4

    Implement Boardround testing and a standard operating procedure at Northampton General Hospital.

    Stated by University Hospitals of Northamptonshire NHS GroupStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  5. 5

    Formalise the Acute Assessment Unit pathway on Walter Tull and designate Esther White as a 72-hour medical short-stay ward.

    Stated by University Hospitals of Northamptonshire NHS GroupStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  6. 6

    Develop and open a consolidated Urgent Treatment Centre with rapid triage and direct ambulance referral capability.

    Stated by University Hospitals of Northamptonshire NHS GroupStated in progressThe respondent said that this action was in progress when they made their response on 31 October 2025.
  7. 7

    Launch the Release to Respond model at Northampton General Hospital with escalation triggers to balance clinical risk.

    Stated by University Hospitals of Northamptonshire NHS GroupStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  8. 8

    Agree organisation-wide internal professional standards for specialty support timeliness and escalation.

    Stated by University Hospitals of Northamptonshire NHS GroupStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  9. 9

    Introduce a Trusted Assessor at Northampton General Hospital to reduce discharge delays for care-home residents.

    Stated by University Hospitals of Northamptonshire NHS GroupStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  10. 10

    Restrict Nye Bevan to medicine and address patient backflow with the Getting it Right First Time team.

    Stated by University Hospitals of Northamptonshire NHS GroupStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  11. 11

    Offer health checks to the most vulnerable people during winter pressures.

    Stated by Department of Health and Social CareStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  12. 12

    Enhance cross-service coordination to mitigate seasonal urgent and emergency care pressures.

    Stated by Department of Health and Social CareStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  13. 13

    Publish the Urgent and Emergency Care Plan for 2025/26.

    Stated by Department of Health and Social CareStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  14. 14

    Run winter stress-test exercises to assess urgent and emergency care resilience.

    Stated by Department of Health and Social CareStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  15. 15

    Provide nearly £450 million in capital investment for same-day emergency care, mental health crisis assessment centres and ambulance upgrades.

    Stated by Department of Health and Social CareStated plannedThe respondent said that this action was planned when they made their response on 31 October 2025.
  16. 16

    Increase urgent-care provision in primary, community and mental-health settings.

    Stated by Department of Health and Social CareStated plannedThe respondent said that this action was planned when they made their response on 31 October 2025.
  17. 17

    Continue closely monitoring performance and working with SCAS and NHS England to sustain improvement.

    Stated by Department of Health and Social CareStated in progressThe respondent said that this action was in progress when they made their response on 31 October 2025.
  18. 18

    Debriefed the call taker and provided corrective training, a Call Review Plan and reflective practice to embed learning from identified errors.

    Stated by South Central Ambulance Service NHS Foundation TrustStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.
  19. 19

    Completed a full review and audit of the 999 call handling, triage, documentation and information transfer.

    Stated by South Central Ambulance Service NHS Foundation TrustStated completedThe respondent said that this action was complete when they made their response on 31 October 2025.

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 3 · response
Published 31 October 2025

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
Page 2 · response
Published 31 October 2025

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
Page 2 · response
Published 31 October 2025

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
Page 1 · response
Published 31 October 2025

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
Page 2 · response
Published 31 October 2025

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
Page 1 · response
Published 31 October 2025

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 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
Page 1 · response
Published 31 October 2025

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 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
Page 2 · response
Published 31 October 2025

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

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
Page 3 · response
Published 31 October 2025

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

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
Page 2 · response
Published 31 October 2025

Open published response
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Information checked against the published report and official responses · Data reviewed 7 Sep 2026 · About data quality and limitations

Official responses located
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Data last updated 7 September 2026