Hip fractures are estimated to cost the NHS over £2 billion per year and, with an ageing society, this is likely to increase. Rehabilitation and discharge planning in this population can be met with significant delays and prolonged hospital stay leading to bed shortages for acute and elective admissions. Planning care for these patients relies on a multidisciplinary approach with allied healthcare providers. The number of hip fracture patients in our hospital averages between 450–500/annum, the second largest number in the North West. The current average length of stay for the hip fracture patients is 22.9 days. We evaluated the impact and performance of a pilot early supported discharge service (ESD) for patients admitted with a hip fracture. The pilot period commenced 22 September 2014 for 3 months and included an initial phase to set up the service and supporting processes, followed by the recruitment of 20 patients during the pilot period. The length of stay and post-discharge care was reviewed. The journey of 20 patients was evaluated. The length of stay was dramatically reduced from an average of 22.9 days to 8.8 days in patients on the ESD pathway. Family feedback showed excellent results with communication regarding the ESD pathway and relatives felt the ESD helped patients return home (100% positive feedback). Prolonged recumbency adversely affects the long-term health of these patients leading to significant morbidity such as pressure sores, respiratory tract infections and loss of muscle mass leading to weakness. Mortality is also a significant risk for these patients. Longer hospital stays lead to disorientation, institutionalisation and loss of motivation. Enhancing self-efficacy has been shown to improve balance, confidence, independence and physical activity. This pilot has proven that the Fracture Neck of Femur ESD service can significantly reduce the length of hospital stay and also deliver excellent patient and family feedback. The benefits of patients with a lower length of stay, with effective rehabilitation in hospital and within the home, will provide significant benefits to the Wirral healthcare economy.
The Department of Health determined that, from April 2011, Trusts would not be paid for emergency readmissions within 30 days of discharge. The purpose of our project was to identify factors associated with such readmissions and implement plans for improvement. A literature search was performed to assess current practice. The case notes of all readmissions were then obtained and analysed. Following consultation on the results, procedures were developed and implemented to ensure that readmissions were correctly defined and avoided where appropriate. The orthopaedic department infrastructure was altered and staff briefed and trained to accommodate the changes.Introduction
Methods
The purpose of this study was to measure the effect of the implementation of a LEAN continuous process improvement initiative on the waitlist in an ambulatory pediatric orthopaedic clinic. LEAN is a set of principles that guide organizational thinking and form a comprehensive approach to continuous process improvement. In 2016, our health centre began its journey towards becoming a LEAN organization. The health centre's Strategy and Performance portfolio collaborated with the Orthopaedic Clinic Team to facilitate a Value Stream Analysis, which mapped the clinic process from referral to
Introduction: Failure to meet rehabilitation targets after total knee replacement is the main reason for delayed discharge in our orthopaedic unit. Low haemoglobin levels are associated with increased length of stay possibly due to poor participation in physiotherapy and delayed attainment of the functional goals necessary for safe discharge. This report describes the rehabilitation of patients with post operative haemoglobin levels between 7.1–8g/dL and provides a comparison with individuals rehabilitating with much higher levels. Materials and Methods: Case notes of 64 primary total knee replacements over the period January – October 2007 (10 months) were reviewed in a comprehensive retrospective analysis. All aspects of care were standardised. Joint replacements were performed using recognised surgical techniques and implants. Patients were given access to a minimum of two physiotherapy sessions each day, 6 days a week. Typical gait re-education began with the delta rolator frame progressing to walking sticks, stair assessment and finally