PFD report

Tamara DAVIS · Prevention of Future Deaths report

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Issued 15 Oct 2024•West Sussex, Brighton and Hove

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.

View original report
Concerns
2

Raised in this report

Recipients
3

Named on the report

Responses found
3

Of 3 recipients

Stated actions
25

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 raised2

  1. Failure to include corridor patient care areas in the Emergency Department nursing staffing template
    Part of recurring concern: Insufficient emergency-department staffing capacity for safe patient carePart of recurring concern: Unsafe emergency-department crowding leaving patients without appropriate clinical space
  2. Failure to provide sufficient designated clinical space for Emergency Department patients
    Part of recurring concern: Insufficient emergency-department capacity for timely patient carePart of recurring concern: Unsafe emergency-department crowding leaving patients without appropriate clinical space
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.9

  1. Action

    Develop the NHS England operating model to help regional teams support providers to eliminate Emergency Department crowding.

    Stated by NHS EnglandStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  2. Action

    Continue developing services that shift unplanned urgent activity outside acute hospitals, including proactive care, admission alternatives and improved discharge.

    Stated by NHS EnglandStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  3. Action

    Use operational planning guidance to direct systems toward improved patient flow, productivity, length of stay and clinical outcomes.

    Stated by NHS EnglandStated completedThe respondent said that this action was complete when they made their response on 15 October 2024.

Respondent positions A position is what a recipient says about a concern when it does not describe a specific action.1

  1. Position

    NHS England is best placed to address local urgent and emergency care performance and RSCH’s mitigation of temporary escalation space use.

    Stated by Department of Health and Social CareRedirects responsibilityThe respondent said that another organisation was responsible for deciding or taking action.

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 include corridor patient care areas in the Emergency Department nursing staffing template

Wider context from the report

“During the inquest I heard evidence from clinicians at University Hospitals Sussex NHS Foundation Trust that when the Emergency Department of the Royal Sussex County Hospital, Brighton reached capacity patients would be moved and treated in the corridor as there was no clinical area available to do so. The area is not designated as a clinical area and is not included within the Nursing staffing template for the ED. When Ms Davis was treated in the Royal Sussex County Hospital, Brighton on 11 December 2022 there were, at times, more than 20 patients in that area. Clinicians from University Hospitals Sussex NHS Foundation Trust gave evidence as to the action that is being taken by the Trust currently to (1) reduce the number of patients who are sent to the Emergency Department who could be seen by other services in the community and (2) to create an improved patient flow through the Royal Sussex County Hospital. The evidence was however that, despite these actions, the corridor remains in use for patients currently as there is insufficient space within the department to care for patients. There was no evidence as to when, and if, this practice would no longer be necessary. I heard that the provision of care in the ED corridor meant that patients lacked privacy, toilet facilities and confidentiality. I understood from the evidence of the clinicians that they were concerned that patients were being moved into the Corridor but there appeared to be no other option when the Emergency Department exceeds capacity. I heard that in the event of a major incident University Hospitals Sussex NHS Foundation Trust would have to clear the Emergency Department, as they had done on occasion, as this would be the only way to create the necessary clinical space when the department was already over capacity and using the corridor. I was also advised that the use of corridors to care for patients is not only an issue at the Royal Sussex County Hospital, Brighton but is used throughout the country when the capacities of Emergency Departments has been reached and there is nowhere to move patients to. ”

Is this part of a recurring concern?

Yes — Insufficient emergency-department staffing capacity for safe patient care; Unsafe emergency-department crowding leaving patients without appropriate clinical space.

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 sufficient designated clinical space for Emergency Department patients

Wider context from the report

“During the inquest I heard evidence from clinicians at University Hospitals Sussex NHS Foundation Trust that when the Emergency Department of the Royal Sussex County Hospital, Brighton reached capacity patients would be moved and treated in the corridor as there was no clinical area available to do so. The area is not designated as a clinical area and is not included within the Nursing staffing template for the ED. When Ms Davis was treated in the Royal Sussex County Hospital, Brighton on 11 December 2022 there were, at times, more than 20 patients in that area. Clinicians from University Hospitals Sussex NHS Foundation Trust gave evidence as to the action that is being taken by the Trust currently to (1) reduce the number of patients who are sent to the Emergency Department who could be seen by other services in the community and (2) to create an improved patient flow through the Royal Sussex County Hospital. The evidence was however that, despite these actions, the corridor remains in use for patients currently as there is insufficient space within the department to care for patients. There was no evidence as to when, and if, this practice would no longer be necessary. I heard that the provision of care in the ED corridor meant that patients lacked privacy, toilet facilities and confidentiality. I understood from the evidence of the clinicians that they were concerned that patients were being moved into the Corridor but there appeared to be no other option when the Emergency Department exceeds capacity. I heard that in the event of a major incident University Hospitals Sussex NHS Foundation Trust would have to clear the Emergency Department, as they had done on occasion, as this would be the only way to create the necessary clinical space when the department was already over capacity and using the corridor. I was also advised that the use of corridors to care for patients is not only an issue at the Royal Sussex County Hospital, Brighton but is used throughout the country when the capacities of Emergency Departments has been reached and there is nowhere to move patients to. ”

Is this part of a recurring concern?

Yes — Insufficient emergency-department capacity for timely patient care; Unsafe emergency-department crowding leaving patients without appropriate clinical space.

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

Develop the NHS England operating model to help regional teams support providers to eliminate Emergency Department crowding.

Verbatim wording from the response

“In the meantime, NHS England is working through the operating model so that NHS England’s Regions can support providers to eliminate crowding in Emergency Departments in the longer term. Improvements are being demonstrated through NHS England’s operational planning guidance, where systems were asked to focus on areas to deliver improved patient flow, and this has included increasing the productivity of acute and non-acute hospital services, improving flow and length of stay, as well as clinical outcomes. In addition to this, we are continuing to develop services that shift activity from acute hospital settings to settings outside an acute hospital for patients with unplanned urgent needs, supporting proactive care, alternatives to admission and improving hospital discharge.”

Source location

Response from NHS England
Page 2 · response
Published 15 October 2024

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 developing services that shift unplanned urgent activity outside acute hospitals, including proactive care, admission alternatives and improved discharge.

Verbatim wording from the response

“In the meantime, NHS England is working through the operating model so that NHS England’s Regions can support providers to eliminate crowding in Emergency Departments in the longer term. Improvements are being demonstrated through NHS England’s operational planning guidance, where systems were asked to focus on areas to deliver improved patient flow, and this has included increasing the productivity of acute and non-acute hospital services, improving flow and length of stay, as well as clinical outcomes. In addition to this, we are continuing to develop services that shift activity from acute hospital settings to settings outside an acute hospital for patients with unplanned urgent needs, supporting proactive care, alternatives to admission and improving hospital discharge.”

Source location

Response from NHS England
Page 2 · response
Published 15 October 2024

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 operational planning guidance to direct systems toward improved patient flow, productivity, length of stay and clinical outcomes.

Verbatim wording from the response

“In the meantime, NHS England is working through the operating model so that NHS England’s Regions can support providers to eliminate crowding in Emergency Departments in the longer term. Improvements are being demonstrated through NHS England’s operational planning guidance, where systems were asked to focus on areas to deliver improved patient flow, and this has included increasing the productivity of acute and non-acute hospital services, improving flow and length of stay, as well as clinical outcomes. In addition to this, we are continuing to develop services that shift activity from acute hospital settings to settings outside an acute hospital for patients with unplanned urgent needs, supporting proactive care, alternatives to admission and improving hospital discharge.”

Source location

Response from NHS England
Page 2 · response
Published 15 October 2024

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

Conduct joint regional visits and focused reviews of non-designated Emergency Department care, engaging staff, patients and relatives and providing improvement feedback.

Verbatim wording from the response

“My Regional colleagues in the South East Clinical Quality Improvement team have recently visited the Emergency Departments at both University Hospitals Sussex in Worthing and Royal Sussex County Hospital as part of a programme of joint Nursing and Integrated Care Board (ICB) visits to NHS Trusts, led by their Deputy Director. The programme of visits aims to understand how and why patients are selected to reside in non-designated areas, how they are observed for deterioration, and how dignified care can be provided. These focused reviews of non-designated care practices in the Emergency Department have included engaging with staff, patients and relatives to test safety measures in place and provide detailed feedback for the organisations on areas for improvement.”

Source location

Response from NHS England
Page 2 · response
Published 15 October 2024

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 principles for providing safe, good-quality care in temporary escalation spaces when demand exceeds capacity.

Verbatim wording from the response

“The delivery of care in temporary escalation spaces (TES) in departments experiencing patient crowding (including beds and chairs) is not acceptable and should not be considered as standard across the NHS. TES refers to care given in any unplanned settings (such as corridors) and recently NHS England have published a set of principles for supporting improved quality of care should patient demand outstrip capacity - NHS England – Principles for providing safe and good quality care in temporary escalation spaces (16 September 2024). These principles have been developed to support point-of-care staff to provide the safest, most effective and”

Source location

Response from NHS England
Page 1 · response
Published 15 October 2024

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

Advance the Unscheduled Care Navigation Hub to reduce avoidable emergency-department attendance and support alternative admission pathways.

Verbatim wording from the response

“The Medicine Division have employed an Operational Flow Improvement Manager who is leading the Hospital Alternative Oversight Programme. The aim of this work is to reduce admissions, optimise flow through the hospital, and smooth discharge pathways and processes. A number of the initiatives already in progress are as follows:”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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

Expand the Surgical Assessment Unit by adding trolley beds and patient chairs as nursing recruitment allows.

Verbatim wording from the response

“The SAU opened in October 2024 and is being expanded in line with nursing recruitment. This will increase the hospital’s bed stock by 12 patient trolley beds and 12 patient chairs. It is expected to manage most surgical patient presentations to the ED and receive ambulances directly.”

Source location

Response from University Hospitals Sussex
Page 2 · response
Published 15 October 2024

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 continuous flow with scheduled transfers from the Acute Assessment Unit to specialty medicine and frailty wards.

Verbatim wording from the response

“Continuous Flow Model - Reducing overcrowding in the Emergency Department”

Source location

Response from University Hospitals Sussex
Page 2 · response
Published 15 October 2024

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

Open the Surgical Assessment Unit to receive surgical presentations and ambulances.

Verbatim wording from the response

“Surgical Assessment Unit (SAU)”

Source location

Response from University Hospitals Sussex
Page 2 · response
Published 15 October 2024

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

NHS England is best placed to address local urgent and emergency care performance and RSCH’s mitigation of temporary escalation space use.

Verbatim wording from the response

“The report raises concerns over emergency department capacity, poor patient flow and the use of corridor care at Royal Sussex County Hospital (RSCH) and nationally. I understand that your report and matters of concerns have also been sent to NHS England, and they are best placed to respond with the specific actions being taken locally to improve urgent and emergency care performance at RSCH.”

Source location

Response from DHSC
Page 1 · response
Published 15 October 2024

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.16

  1. 1

    Operate the Regulation 28 Working Group to review reports and share patient-safety learning nationally and regionally.

    Stated by NHS EnglandStated completedThe respondent said that this action was complete when they made their response on 15 October 2024.
  2. 2

    Return urgent and emergency care to the safe operational waiting-time standards set out in the NHS Constitution.

    Stated by Department of Health and Social CareStated plannedThe respondent said that this action was planned when they made their response on 15 October 2024.
  3. 3

    Develop a 10-year plan to reform the NHS and build a health service fit for the future.

    Stated by Department of Health and Social CareStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  4. 4

    Complete an independent investigation assessing NHS performance, issues and challenges.

    Stated by Department of Health and Social CareStated completedThe respondent said that this action was complete when they made their response on 15 October 2024.
  5. 5

    Optimise Frailty and Respiratory Same Day Emergency Care.

    Stated by University Hospitals Sussex NHS Foundation TrustStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  6. 6

    Advance Frailty Care Home Outreach and the Red Bag launch.

    Stated by University Hospitals Sussex NHS Foundation TrustStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  7. 7

    Advance early discharge planning.

    Stated by University Hospitals Sussex NHS Foundation TrustStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  8. 8

    Advance the Integrated Front Door Therapies Team at Royal Sussex County Hospital.

    Stated by University Hospitals Sussex NHS Foundation TrustStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  9. 9

    Employ an Operational Flow Improvement Manager to lead hospital alternative oversight work.

    Stated by University Hospitals Sussex NHS Foundation TrustStated completedThe respondent said that this action was complete when they made their response on 15 October 2024.
  10. 10

    Optimise the Urgent Treatment Centre.

    Stated by University Hospitals Sussex NHS Foundation TrustStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  11. 11

    Advance General Virtual Ward and Respiratory Home Monitoring Services.

    Stated by University Hospitals Sussex NHS Foundation TrustStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  12. 12

    Advance Frailty High-Weald, Lewes and Havens Outreach.

    Stated by University Hospitals Sussex NHS Foundation TrustStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  13. 13

    Advance the tiered acuity model.

    Stated by University Hospitals Sussex NHS Foundation TrustStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  14. 14

    Advance interprofessional standards.

    Stated by University Hospitals Sussex NHS Foundation TrustStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  15. 15

    Advance deconditioning prevention.

    Stated by University Hospitals Sussex NHS Foundation TrustStated in progressThe respondent said that this action was in progress when they made their response on 15 October 2024.
  16. 16

    Develop an improvement board to oversee and implement patient-flow and safety improvements.

    Stated by University Hospitals Sussex NHS Foundation TrustStated completedThe respondent said that this action was complete when they made their response on 15 October 2024.

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

Operate the Regulation 28 Working Group to review reports and share patient-safety learning nationally and regionally.

Verbatim wording from the response

“I would also like to provide further assurances on the national NHS England work taking place around the Reports to Prevent Future Deaths. All reports received are discussed by the Regulation 28 Working Group, comprising Regional Medical Directors, and other clinical and quality colleagues from across the regions. This ensures that key learnings and insights around events, such as the sad death of Tamara, are shared across the NHS at both a national and regional level and helps us to pay close attention to any emerging trends that may require further review and action.”

Source location

Response from NHS England
Page 2 · response
Published 15 October 2024

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

Return urgent and emergency care to the safe operational waiting-time standards set out in the NHS Constitution.

Verbatim wording from the response

“At a national level, this government is committed to returning to the safe operational waiting time standards set out in the NHS Constitution. In doing so, we will be honest about the challenges facing the health service and serious about tackling them. The Health Secretary ordered an independent investigation of NHS performance to provide an assessment of the issues and challenges it faces. This report was published on 12 September 2024 and the investigation’s findings are feeding into the government’s work to develop a 10-year plan to radically reform the NHS and build a health service that is fit for the future.”

Source location

Response from DHSC
Page 1 · response
Published 15 October 2024

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 a 10-year plan to reform the NHS and build a health service fit for the future.

Verbatim wording from the response

“At a national level, this government is committed to returning to the safe operational waiting time standards set out in the NHS Constitution. In doing so, we will be honest about the challenges facing the health service and serious about tackling them. The Health Secretary ordered an independent investigation of NHS performance to provide an assessment of the issues and challenges it faces. This report was published on 12 September 2024 and the investigation’s findings are feeding into the government’s work to develop a 10-year plan to radically reform the NHS and build a health service that is fit for the future.”

Source location

Response from DHSC
Page 1 · response
Published 15 October 2024

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

Complete an independent investigation assessing NHS performance, issues and challenges.

Verbatim wording from the response

“At a national level, this government is committed to returning to the safe operational waiting time standards set out in the NHS Constitution. In doing so, we will be honest about the challenges facing the health service and serious about tackling them. The Health Secretary ordered an independent investigation of NHS performance to provide an assessment of the issues and challenges it faces. This report was published on 12 September 2024 and the investigation’s findings are feeding into the government’s work to develop a 10-year plan to radically reform the NHS and build a health service that is fit for the future.”

Source location

Response from DHSC
Page 1 · response
Published 15 October 2024

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

Optimise Frailty and Respiratory Same Day Emergency Care.

Verbatim wording from the response

“The Medicine Division have employed an Operational Flow Improvement Manager who is leading the Hospital Alternative Oversight Programme. The aim of this work is to reduce admissions, optimise flow through the hospital, and smooth discharge pathways and processes. A number of the initiatives already in progress are as follows:”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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

Advance Frailty Care Home Outreach and the Red Bag launch.

Verbatim wording from the response

“The Medicine Division have employed an Operational Flow Improvement Manager who is leading the Hospital Alternative Oversight Programme. The aim of this work is to reduce admissions, optimise flow through the hospital, and smooth discharge pathways and processes. A number of the initiatives already in progress are as follows:”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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

Advance early discharge planning.

Verbatim wording from the response

“The Medicine Division have employed an Operational Flow Improvement Manager who is leading the Hospital Alternative Oversight Programme. The aim of this work is to reduce admissions, optimise flow through the hospital, and smooth discharge pathways and processes. A number of the initiatives already in progress are as follows:”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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

Advance the Integrated Front Door Therapies Team at Royal Sussex County Hospital.

Verbatim wording from the response

“The Medicine Division have employed an Operational Flow Improvement Manager who is leading the Hospital Alternative Oversight Programme. The aim of this work is to reduce admissions, optimise flow through the hospital, and smooth discharge pathways and processes. A number of the initiatives already in progress are as follows:”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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

Employ an Operational Flow Improvement Manager to lead hospital alternative oversight work.

Verbatim wording from the response

“The Medicine Division have employed an Operational Flow Improvement Manager who is leading the Hospital Alternative Oversight Programme. The aim of this work is to reduce admissions, optimise flow through the hospital, and smooth discharge pathways and processes. A number of the initiatives already in progress are as follows:”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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

Optimise the Urgent Treatment Centre.

Verbatim wording from the response

“The Medicine Division have employed an Operational Flow Improvement Manager who is leading the Hospital Alternative Oversight Programme. The aim of this work is to reduce admissions, optimise flow through the hospital, and smooth discharge pathways and processes. A number of the initiatives already in progress are as follows:”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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

Advance General Virtual Ward and Respiratory Home Monitoring Services.

Verbatim wording from the response

“The Medicine Division have employed an Operational Flow Improvement Manager who is leading the Hospital Alternative Oversight Programme. The aim of this work is to reduce admissions, optimise flow through the hospital, and smooth discharge pathways and processes. A number of the initiatives already in progress are as follows:”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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

Advance Frailty High-Weald, Lewes and Havens Outreach.

Verbatim wording from the response

“The Medicine Division have employed an Operational Flow Improvement Manager who is leading the Hospital Alternative Oversight Programme. The aim of this work is to reduce admissions, optimise flow through the hospital, and smooth discharge pathways and processes. A number of the initiatives already in progress are as follows:”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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

Advance the tiered acuity model.

Verbatim wording from the response

“The Medicine Division have employed an Operational Flow Improvement Manager who is leading the Hospital Alternative Oversight Programme. The aim of this work is to reduce admissions, optimise flow through the hospital, and smooth discharge pathways and processes. A number of the initiatives already in progress are as follows:”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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

Advance interprofessional standards.

Verbatim wording from the response

“The Medicine Division have employed an Operational Flow Improvement Manager who is leading the Hospital Alternative Oversight Programme. The aim of this work is to reduce admissions, optimise flow through the hospital, and smooth discharge pathways and processes. A number of the initiatives already in progress are as follows:”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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

Advance deconditioning prevention.

Verbatim wording from the response

“The Medicine Division have employed an Operational Flow Improvement Manager who is leading the Hospital Alternative Oversight Programme. The aim of this work is to reduce admissions, optimise flow through the hospital, and smooth discharge pathways and processes. A number of the initiatives already in progress are as follows:”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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 an improvement board to oversee and implement patient-flow and safety improvements.

Verbatim wording from the response

“The Medicine Divisional Improvement Board has been developed to oversee and implement a number of improvement actions to enable this to be achieved. The focus is also to improve the safety, quality of care, and overall outcomes and experience for patients presenting to the ED.”

Source location

Response from University Hospitals Sussex
Page 1 · response
Published 15 October 2024

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