Lisa Carolan, Senior Physiotherapist, Whiteabbey Hospital
Leona Robinson, Senior Occupational Therapist, Whiteabbey Hospital
Since 1992, a Day Rehabilitation Unit (DRU) has been operating
within Whiteabbey Hospital. It was based on the traditional Day Hospital
model providing consultant-led multidisciplinary specialist assessment
and rehabilitation to enable older people to continue to live at home
and prevent hospital (re)admission. Referrals generally took a minimum
of five days to be processed. According to Black (2005) the majority of
day hospitals within the UK still consider rehabilitation as a major
role and it seems an effective service for elderly people who need
rehabilitation, but he argues that it had no clear advantages over other
forms of care. Khan (2009) argues that, in order to survive, the day
hospital needed to evolve in line with the needs of the service.
One role for Day Hospital is in crisis
intervention. The British Geriatric Society (BGS) calls for Accident and
Emergency (A&E) departments to carry out routine screening
processes for frail older people presenting for treatment, althought
they highlight that this may be unrealistic proposal (British Geriatrics
Society, 2008). Black (2005) acknowledges that assessment of the frail
elderly person in the A&E Department is difficult particularly
within the context of Government Priorities for Action targets
(‘four-hour’ A&E operational standards) and proposes emergency Day
Hospital assessment as an alternative and one which is preferred by the
patient and the general practitioner. In the Geriatric Day Hospitals for
Older People Best Practice Guide (2006), it is recommended that the Day
Hospital should provide comprehensive assessment of frail older people
as well as rapid access admission avoidance clinics. The DRU at
Whiteabbey is ideally suited to fulfil this role in terms of physical
proximity to the A&E department and staff expertise.
As part of the modernisation reforms (DoH, 2002), a
review of day hospital provision within the newly established Northern
Health and Social Care Trust was undertaken. This recognised that there
is a continued need for the services that the DRU provides and
identified the potential for new service development such as a rapid
access multi-disciplinary service for the “frail elderly”: those older
persons with multiple, acute or chronic health problems which are
compounded with functional and/or cognitive impairments. The aim of the
rapid access unit would be to achieve optimal health outcomes, improve
quality of life and to minimize inappropriate use of resources.
Following the review, senior management recommended the setting up of a
Rapid Access Department for Assessment and Rehabilitation of Older
People (RADAR OP).
It was important to audit the Trust’s environmental
influences with the purpose of using this information to guide
strategic decision-making prior to launching the RADAR OP. A ’PEST’
analysis, a strategic planning tool, was used to gather information
about the Trust and its environment to evaluate the potential impact
political, economic, social, and technological factors might have on the
RADAR OP project.
Political factors
The Department of Health’s PfA ( Priorities for Action) targets affecting Day Hospital include:
- From March 2008, older people with continuing
care needs should wait no longer than eight weeks for assessment to be
completed. Any further care needs must be met within a further 12 weeks.
- From March 2008, 95% of patients attending
A&E should be either treated and discharged home or admitted within 4
hours of their arrival in the department.
Professional and Policy guidelines:
- National Service Framework for Older People
- National Institute of Clinical Excellence (NICE) guidelines on the Assessment and Prevention of Falls in Older People
- Strategy for Older People Northern Board (2002)
These call for health and social care providers to
work together to redesign services and systems around the needs of older
people. In order to improve lives and deliver greater value for money
these providers must implement early interventions for older people at
risk and streaming to specialist care.
Economic factors
The Trust must reduce budget by £44 million over three years ( Northern Health and Social Care Trust, 2009) this implies:
- No additional funding for extra staff, equipment etc
- Need to reduce costly hospital admissions/facilitate timely discharges
- Stopping untimely and costly institutionalisation
Social factors
- Consumer attitudes and opinions: Improved quality of care for patients is necessary and expected
- Lifestyle changes, improved living standards
and superior health has led to population shifts, there is an increasing
ageing population
- Education – health promotion role for Trusts to promote healthy ageing
Technological/Research factors
Research has demonstrated that early involvement
of old age specialist teams has been shown to improve outcome, reduce
length of stay and reduce inappropriate admission, in addition to being
preferred by patients (British Geriatrics Society, 2008). Older people
have complex needs and multiple pathologies; as such it is imperative
for early identification of older people at risk who need specialist
involvement. Specialist involvement and a comprehensive geriatric
assessment are known to improve health outcomes and identify those who
would benefit from intermediate care rather than hospital admission
(Caplan et al., 2004; Ellis and Langhorne, 2005).
In addition, DRU staff have access to specialist
equipment not readily available to community services e.g. X-ray,
laboratory testing, rehabilitation equipment; computer terminals for
access to electronic records. There are also facilities to allow
provision of all assessment and rehabilitation interventions for older
people that can not be provided at home.
Following the PEST analysis of the drivers for the
change of existing services, a SWOT assessment was conducted, in order
to identify any potential threats and to exploit the particular
strengths of the DRU. This enabled strategic planning for RADAR OP. See
Table 1.
Table 1: Follow up on PEST analysis.
Strengths
|
Weaknesses
|
- Patients at high risk of rapid
deterioration in health need quicker access to specialised medical and
health care services. This type of service is provided by the DRU, it
just needs to be streamlined and augmented.
- There is flexibility with regards to scheduling patients.
- Strong multi-disciplinary team (MDT)
working in DRU, including Doctor, Physiotherapist, Occupational
Therapist, Nursing Staff as well as access to other therapies are
required.
- DRU staff have access to specialist
equipment, facilities and personnel not available to other teams who
provide an assessment/rehabilitation service in the community setting.
- All this is available in one central
facility and staff can work together with the patient to avoid costly
duplication of services and prevent hospital admissions or
institutionalisation.
|
- Co- ordination of the various disciplines in DRU is difficult.
- Other community Teams provide a similar service in patient’s own home.
|
Opportunities
|
Threats
|
- Benefits of quicker access for older people including prevention further health deterioration
- Transfer of patients to RADAR OP care form A&E departments/minor injuries unit will assist in meeting PFA targets.
- Improvement of specialising services for older people.
- Increased role of Health promotion.
- Improved quality of life for older people.
|
- Budget cuts mean likelihood of no extra funding for the service.
- If there is no uplift in staffing, the
same staff will be expected to continue to maintain their current
caseload as well as run the new service.
- Existing rehabilitation input which DRU staff provide may suffer as a result of stretching staff too thin.
- Team communication may suffer.
|
The RADAR OP Process (see Fig 1)
Referrals are generally sent by General
Practitioners to DRU for specialist assessment and rehabilitation. Those
marked as urgent/high priority can be offered a RADAR OP assessment.
Once the screening assessments are completed by the multi-disciplinary
team, those patients identified as frail or at high risk can be
fast-tracked for a more comprehensive assessment and intervention
programme at the DRU or, if more suitable, referred to a more
appropriate service. Additionally, during RADAR OP assessment if any
interim measures to maximise patient safety are identified, these are
addressed by the multi-disciplinary team at that time. The General
Practitioner is informed of the outcome of the assessment.
Another source of referral to RADAR OP is from
attendance at A&E following a fall or rapid deterioration in
health/functional status. A copy of the A&E documentation of
intervention is forwarded to the RADAR OP department which the
multi-disciplinary team can use these to identify those frailer older
people who may require comprehensive geriatric assessment/intervention. A
screening assessment is carried out by telephone, and patients
requiring rapid access will be offered an appointment within 72 hours.
This way RADAR OP staff offer appointments to
patients within 72 hours of receipt of referral and can identify the
most suitable service for their needs. Patients can then receive the
correct care at the right time in a safe environment.
RADAR OP Process diagram
Implications of the change
The most appropriate service needed by each
patient is identified and unnecessary referrals or expensive duplication
of services is prevented. High risk patients can be prioritised and the
GP is made aware in good time. There will be considerable financial
savings for the Trust made if costly hospitalisation can be prevented.
For the patients the personal cost of loss of functional independence
can be reduced or indeed prevented by getting quicker access to
appropriate services. The patient is happy they can receive the service
that is most appropriate and acceptable to them in a timely fashion.
In addition DRU operations will hopefully be
minimally affected. For staff, there will be more job satisfaction of
getting the right type of help for their patients in a more timely and
effective manner.
There will be a comprehensive programme of quality
improvement activities to ensure that all patients receive the most
effective, up to date and appropriate treatments, delivered by
clinicians with the right skills and experience. In order to achieve
this clinicians involved will continue to use evidence-based practice,
risk management, continual professional development, and follow clinical
guidelines. Quality of the service provided will be monitored and
continuously improved upon through systematic review of care against
explicit criteria and implementing any changes required. Clinical audit
and outcomes measurements help to close the gap between what is known to
be the best care and the care that patients are receiving. Other tools
to use will be patient feedback where patients attending the unit will
be invited to comment on the quality of the service they
receive.Ultimately the goal is to ensure the best quality of service to
older people at risk of deterioration in health who live in the
Whiteabbey/Newtownabbey area.
References
Black D (2005). The geriatric day hospital. Age and Ageing, 34, 427-429.
British Geriatric Society (2006) Geriatric
(Medical) Day Hospitals for Older People Best Practice Guide 4.4,
[online]. Accessed: http://www.bgs.org.uk/Publications/Publication%20Downloads/Compen_4-4%20Day%20Hospitals.doc (12/5/2009).
British Geriatric Society (2008) The older person
in the accident and emergency department best practice guide, [online].
Accessed: http://www.bgs.org.uk/Publications/Compendium/compend_3-2.htm (12/5/2009).
Caplan G, Williams A, Daly B and Abraham K (2004).
A randomized controlled trial of comprehensive geriatric assessment and
multidisciplinary intervention after discharge of elderly from the
emergency department – the DEED II study. Journal of the American Geriatric Society, 52(9), 1417-1423.
Department of Health (2002) Developing better services, [online]. Accessed: http://www.dhsspsni.gov.uk/index/hss/developing_better_services.htm (09/4/2009).
Ellis G and Langhorne P (2005). Comprehensive geriatric assessment for older hospital patients. British Medical Bulletin, 71, 45-59.
Khan SA (2009). The geriatric day hospital: past, present and future. Age and Ageing, 38, 3, 354-355.
Northern Health and Social Care Trust (2009) Trust Delivery Plan, [online]. Accessed: http://www.northerntrust.hscni.net/ (10/4/2009)