Home Working Time Directive 2009 Projects Team Working, Handover and Esc Liverpool & Broadgreen Pilot Challenges & objectives

The Royal Liverpool & Broadgreen University Hospitals NHS Trust

Challenges and objectives

Challenges

Currently the major contributions to the out of hours team are medical and surgical doctors of all grades. There are different numbers of doctors within each grade and differing configurations to their out of hours rotas. In order to reach 2009 compliance, 733 hours per week of junior doctor time will need to be lost. This pilot will incorporate the rationalisation of junior doctors workload, a review of trust operational procedures combined with the development of the medical emergency team model. This three way framework will enable support compliance to 2009 and continues to develop the nursing and medical team.

Specific objectives of the pilot

The Royal Liverpool & Broadgreen University Hospitals aim to ensure WTD 2009 compliance through expanding on the already successful hospital at night to provide care and services in new ways.

This includes:

  • Expanding current models of team working, communication and handover from hospital at night to identify a complementary daytime model
  • Build on the success of new roles by improving the skills and strengths of the multi-disciplinary team and the individuals within the team
  • Equip further non-medical staff to take on work traditionally carried out by junior doctors, both clinical and administrative
  • Rationalise the mix of personnel and skills to meet differing work loads and peaks within any 24 hour period.

Delivering compliance

This pilot is based around a whole team working method to meeting WTD 2009 compliance. This aims to:

  • Build on current models of team working, communication and handover introduced through Hospital at Night and to identify a complimentary daytime model based on these initiatives
  • Build on the success of new roles that are already established by improving skills and strengths of multidisciplinary team
  • Training non-medical staff to take on work traditionally done by junior doctors, both clinical and administrative
  • Rationalisation of personnel and skill mix to meet differing workload peaks in any 24 hour period.
 
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EWTD final report
EWTD final report

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