1. NHS GREATER GLASGOW AND CLYDE WINTER PLANNING REPORT Grant Archibald Director Emergency Care & Medical Services

5. Winter Planning Process (1) The 2010/11 Winter Plan for NHS Greater Glasgow and Clyde was developed on a single system basis and included partners who are involved in the delivery of services Scottish Ambulance Service NHS 24 GP OOH Service Mental Health and Addiction Services ACUTE CH(C)Ps Dental Services Pharmacy

6. Winter Planning Process (2) Board approved the Winter Plan in October 2010 Final plan signed off by Chief Executive in November 2010. Plan uploaded onto the Board website and sent to the Scottish Government To support Winter Plan Board wide Escalation Plan signed off in November 2010 – supported by Agency Escalation Plans Senior On-Call Rotas for each agency Winter Planning Group

7. Timeline of Winter Pressures (1) October 2010 – November 2010 Key pressures re Delayed Discharges overall impact on A&E performance – dropped to 96% and 94% respectively 27th November 2010 – Scottish Government introduced daily Severe Weather Winter Reporting to brief Cabinet Secretary. This required reporting on series of key indicators : Number of Staff absences – Nursing/Medical/Other A&E Activity Number of 12 hour breachers Cancelled outpatient clinics – Cancelled electives Discharges – number of patients occupying a bed who could not return home due to weather Out of Hours – description of activity Description of what plans were in place to manage over the next 24 hours

8. Timeline of Winter Pressures (2) 6th December 2010 – 27 th December 2010 Extreme snow fall/freezing icy conditions – sustained from this date until 20th December 2011 Immediate impact on SAS – transport fleet Discharging of patients from hospital to home significant numbers of staff had difficulty in getting to work during the first few days of the extreme weather Increase in emergency orthopaedic trauma Community Day Centres closed and some Health Centres closed GP OOH – home visits significant increase in emergency activity and admissions reductions in outpatient and elective activity

9. Timeline of Winter Pressures (3) 29th December 2010 Prevalence of H1N1 increases 31st December 2010 Severe Weather Reports extended to include Flu reporting January 2011 – first two weeks continued increase in emergency admissions increased number of H1N1/Flu like/Respiratory illnesses ITU demand increased significantly

10. Winter Activity (1) Wider Position : GP OOH – 24 th December 2010 to 5 th January 2011 10% increase in overall activity 25% increase in PC EC attendances 90% Home Visits managed within the KPI timeframes NHS 24 – 24 th December to 5 th January 2011 25% increase in call demand 3rd January 2011 – highest daily call demand since festive period in 2004 Category 3 calls – did not manage to respond to all within the KPI timeframes SAS – 6 th December 2010 to 5 th January 2011 12% increase in GP calls to service 5% increase in urgent (999) calls

11. Winter Activity (2) ACUTE : A&E attenders 24 th December to 7 th January 2011: 5% increase on previous year Emergency Admissions 25 th December to 7 th January 2011 : 9% increase on previous year 1 st to 5 th January Emergency medical admissions increased by more than 20% compared to 2009/10 3 days when emergency admissions exceeded 500 patients 3 days when emergency medical admissions exceeded 300 patients ITU activity increased significantly UCC Performance December : 94% January to date: 90% 12 hour breachers during period 24 th December to 17 th January - 9

12. Winter Activity

16. Response to Exceptional Pressures (1) ACUTE Daily COO / Director level Winter Planning Meetings Opened additional capacity – 98 beds Extended opening of 5 day wards and CDU at Stobhill/SGH – 20 beds Increased Paediatric ITU beds from 16 to 18 9 additional Adult ITU beds opened at peak time of activity during first two weeks in January 2011 Elective programme reviewed - converted elective to emergency capacity – 24 beds Increased number of consultant ward rounds Increased Consultant input within A&E Additional ambulances available Out of Hours Improved utilisation of Minor Injury Units

17. Response to Exceptional Pressures (2) GPOOH Additional GPs available for PCEC centres at peak times of activity 4 wheel drive vehicles used to support SAS accessing patients NHS24 Category 3 calls – GP OOH supported managing this demand Established Scottish Flu Response Line CH(C)Ps Increased Home Visiting SAS Implemented Escalation Plan British Army, Coastguard, British Red Cross, and GPOO services called upon to assist in transportation of patients Significant number of Outpatient and Day Hospital transport of patients cancelled Ambulances focussed on hospital transfers and emergency cancers/renal patients

18. Future Winter Planning (1) Continue to progress planned improvements in length of stay and bed usage Ongoing management of delayed discharges Review plans to deal with exceptional surges in emergency activity Review policies and procedures for managing in severe weather conditions Continue to review patient pathway through A&E to reduce attendances/ admissions –improve utilisation of Minor Injury areas –assessment areas

19. Future Winter Planning (2) Review of all out of hospital measures – –alternatives to admission –early supported discharge –access to community services including mental health and addiction –GP Out of Hours Services SAS - Review of Transport Fleet GGHB Whole System Review of Winter Planning National Review to consider experiences of all Scottish Boards and agencies

20. All Year Response to managing key pressures in system System wide Improvement Action Plan for Unscheduled Care (ATOS) March 2011 – Flow Mapping Local team engagement to identify patient processes May 2011 – Stakeholder Engagement Event – whole system Presentation of data analysis Identified key priority issues to be addressed 17 th June 2011 – Stakeholder Event to agree future workplan Managing Activity Pressures

21. WAY FORWARD Essential to recognise this is not just a product of extreme winter A new paradigm in demand and capacity Using structured analysis and tools to devise specific, hard edged solutions Develop a programme of sustained improvement Achieve a new system-wide steady state, which is also capable of managing demand variations