Patients at risk of falling in hospital are defined as aged 65 and older and those between 50 and 64 with an underlying condition that puts them at a higher risk of falling. The event was attended by over delegates.
We have extended our programme to include pressure ulcers, care of deteriorating patients and reducing delayed discharges. Results We are now actively working with more than 66 front line teams across 18 organisations in Yorkshire and Humber, including two private nursing care homes and two general practice teams.
Further health economics work is underway as part of the funded scaling up initiative. We have made significant, evidenced reductions to the number of patient falls and costs, increased bed availability and achieved measurable improvements in staff morale, with teams choosing to extend their remit to include reducing pressure area injury, deteriorating patients and delayed discharge.
There is a substantive evaluation of the impact of the patient safety huddle work at whole hospital level being provided by University of Bradford.
Now forecasting is at less than four fractures per year, with significant reduction in other forms of injury. We have reached the milestone of 30 days without a fall today, which given the history of falls on this ward is really significant. The human cost of falling includes distress, pain, injury, loss of confidence, loss of independence and mortality.
The work has resulted in impressive results, including: Which national priorities does this work address? Before we started at Leeds Teaching Hospitals NHS Trust there were 54 falls per month across four care of the elderly wards, and eight fractures and multiple other significant injuries per year.
Three months after we started working with the four ward teams there were 23 falls per month, which are continuing to decrease. Sustained periods of time without any falls. Inpatient falls can lead to hip fractures and other injuries, while even falls without harm can lead to loss of confidence and increased length of stay.
AHSNs will need to be supported to develop their own capability in delivering the active ingredients of this methodology — and then supported to use the spread methodology. To date patients who could have fallen have not done so.
We have spread the programme and are now working with 95 teams across 23 organisations across the region. Care and Quality Gap: The whole ward team have really embraced the safety huddle concept.The programme is a key part of our /17 business plan with a target to ensure every trust within the region is engaged with the programme.
Find out more Visit the Yorkshire & Humber AHSN website. Yorkshire & Humber AHSN /18 Business Plan. 3 Contents Vision and Purpose 4 Strategic Priorities 5 Our Approach 6 Supporting Frontline Teams 7 Supporting New Ways of Working 8 The Yorkshire & Humber AHSN has developed a reputation for driving rapid adoption of innovation and.
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YH AHSN, Yorkshire & Humber Academic Health Science Network (YH AHSN), H AHSN and and to implement the Industry: Hospital & Health Care. Interim Managing Director for the Yorkshire and Humber AHSN.
Leading the organisation in all aspects to deliver our business plan for our NHS members, innovators, and patients. Commercial DirectorIndustry: Hospital & Health Care. Creating world class partnerships for health and wealth YORKSHIRE & HUMBER AHSN.
Yorkshire & Humber AHSN:Prospectus - CONTENTS Foreword Section 1: Ambition and Strategic Goals 1 Section 2: Approach and Existing Collaborations Section 3: Business Plan deliver business plan benefits .Download