Special Measures Action Plan
The Queen Elizabeth Hospital
King’s Lynn NHS Foundation
Trust
13th March 2015
KEY
Delivered
On Track to deliver
Some issues – narrative disclosure
Not on track to deliver
1
The Queen Elizabeth King’s Lynn NHS Foundation Trust - Our improvement plan & our progress
What are we doing?
•
The Trust entered the special measures programme in October 2013 by Monitor following the publication of two CQC reports in August 2013 and November 2013. The Trust
was non-compliant with twelve of the sixteen CQC outcomes. In addition the Trust was also the subject of a Rapid Responsive Review (RRR) led by NHS Midlands and East
with a site visit in August 2013, making a further 27 recommendations to improve patient care. The Trust was also served with four formal warning notice from the CQC
(safeguarding people who use services from abuse, staffing, supporting workers, assessing and monitoring the quality of service provision).
•
This action plan has been divided into three sections as follows:
1) Outstanding actions from the original inspection in 2013
2) Concerns raised as part of the CQC press release (July 2014)
•
Medical Outliers
•
Elective Surgical patient cancellations
•
Physical Restraint training for staff
•
Embedding a robust governance structure
3) The ‘Must do’ and ‘Should do’ recommendations (16 were ‘Must do’ and 11 ‘should do’). These have been summarised and fall into four out of the five quality
domains as follows:
Safe
- Storage and documentation of medicines in clinical areas
- Medical and nursing access to education and training
- Embedding nursing skill mix review
- Emergency planning resilience
- Review and audit of infection, prevention and control practices
Effective
- Review and improve the environment and storage arrangements for A&E and neonatal unit
- Strategically plan to move to the National Early Warning System (NEWS)
Responsive
- Review cancellation rates and discharge processes
- Review the mortuary environment
- Review the investigations of incidents process
- Ensure there are sufficient staff on duty at all times who are trained in restraint
Well-led
- Overall governance and risk management processes
- Review the medical leadership for elective and emergency surgery
- Ensure an Executive Director is appointed as End of Life Care Lead
•
Oversight and improvement arrangements are now in place to support the changes required at pace by the new Chief Executive and is being supported by the Programme
Management Office. An Executive Director for each of the recommendations and a nominated Executive Director has been assigned to each core service to help support
implementation and change at pace.
•
A new rapid progression group has now been established to inject pace and oversee / challenge the improvements plans. It will also provide a ‘check and challenge’
2 to the
evidence being collated to demonstrate changes have been made.
The Queen Elizabeth King’s Lynn NHS Foundation Trust - Our improvement plan & our progress
Who is responsible?
•
Our actions to address the recommendations made by the CQC have been agreed by the Trust Board.
•
Our Chief Executive, Dorothy Hosein, is ultimately responsible for implementing actions in this document. Other key staff are Dr Bev Watson, Medical Director and Patient
Safety Lead, and Catherine Morgan, Director of Nursing, who will provide the executive leadership for quality, patient safety and patient experience.
•
The Improvement Director assigned to the Queen Elizabeth NHS Foundation Trust is David Hill, who will be acting on behalf of Monitor and in concert with the relevant
Regional Team of Monitor to ensure delivery of the improvements and oversee the implementation of the action plan overleaf. Should you require any further information on
this role please contact [email protected]
•
Dr Ian Hosein was appointed in October 2014 as the Associate Medical Director for Infection Prevention and Control and Quality Improvement.
•
Ultimately, our success in implementing the recommendations of the CQC improvement plan will be assessed by the Chief Inspector of Hospitals, upon re-inspection of our
Trust.
•
For any initial questions you may have on how and what we are we’re doing, please feel free to contact Karen Hansed, Head of PMO by email on
[email protected] or calling her on 01553 613613 Ext 4924 and she will take your concerns or queries to the appropriate person.
How we will communicate our progress to you
•
We will update this progress report every month while we are in special measures.
•
There will be regular updates on NHS Choices and subsequent longer term actions may be included as part of a continuous process of improvement.
Chair / Chief Executive Approval (on behalf of the Board):
Chair Name: Edward Libbey
Signature:
Date:12 March 2015
Chief Executive Name: Dorothy Hosein
Signature:
Date: 12 March 2015
3
The Queen Elizabeth King’s Lynn NHS Foundation Trust - Our improvement plan
Summary of Main
Concerns
Outstanding
July 2013
Summary of action and progress to date
Outcome 7 – Safeguarding Mandatory training on the Mental Capacity Act commenced in November 2013 with a
people who use the
target of 70% of staff trained.
services from abuse
Timescale for
implementation
External
Support/
Assurance
Progress
against
original
timescale
Revised
deadline (if
required)
Ongoing and sustaining
performance
Green
Outcome 13 – Nursing
levels - staffing
A large-scale skill mix review was undertaken in April 2014 which was presented to
Board. The Trust Board approved investment of £3m to support nurse recruitment and
this was reflected in the budgets from 1 April 2014.
Ongoing and
improving
Each ward reviews their nursing levels three times a day and staffing is flexed
accordingly to meet patient dependency/acuity. Nursing levels are also reported
monthly to Board.
Green
Turnover rate in month 28 February 2015: 11.7% against target of <10%, a reduction of
1% from the previous month. Vacancy rate to current establishment 28 February 2015 :
9.7% Registered nurse against target of <6%.
A transformation programme to establish a sustainable supply of nurses has been
launched. This sets out the how the Trust will attract nursing staff from a number of
sources including locally, nationally and internationally (Spain and the Philippines).
Outcome 14 –
Supporting Workers
Outcome 5 – Meeting
Nutritional Needs
The Trust’s staff induction training now includes ‘Values and Behaviours’ which has been
integrated throughout all of the sessions. This commenced in April 2014. The
development of a Trust Organisational Development Strategy is also well underway.
MUST accuracy is 95% for February 2015, an improvement of 2% on the previous month
and is above the target of 90%.
Compliance with fluid balance charts stands at 86%, slightly below the Trust’s target of
90%.
Ongoing
Green
Ongoing and
improving
Green
Ongoing
Amber
4
The Queen Elizabeth King’s Lynn NHS Foundation Trust - Our improvement plan
Summary of Main
Concerns
External
Support/
Assurance
Progress
against
original
timescale
Summary of action taken to date
Timescale for
implementation
Automatic, centralised drug fridge temperature monitoring system:- Installation
commenced 6 October 2014. Equipment installation complete.
By 31 October 2014
System calibration and validation date: December 2014.
December 2014
Outcome 9 –
Management of
medicines
An external review of the pharmacy structure and process has been completed. Detailed
feedback received February 2015 and is being reviewed by senior managers.
Matrons and Ward pharmacists buddying up to support wards in medicines management
and security of medicines.
To be incorporated
into the medicines
management action
plan.
Amber
Outcome 21 – Record
Keeping
Positive feedback has been received on the new medical documentation. This has been
substantiated by recent audit results. Work has now commenced to modify the
emergency surgical pathway into the same format.
OrderComms being implemented to enable all pathology results to be sent electronically.
This will facilitate the switch-off of the current paper based system. Work commenced
with Project Management Office, Business Intelligence and IM&T and on track for
delivery.
A&E performance for February 2015 – 89.65%.
Revised date for
completion 1
December 2014
Green
Revised date for
completion April 2015
Green
Outcome 9 –
Management of
medicines
Outcome 21 – Record
Keeping
Operational Delivery
The Trust has recently developed a Non-elective flow transformation programme looking
at all areas of the patient journey to improve flow and this includes, the front door (in
A&E), the patient flow through the medical wards and effective discharge processes. In
addition, the Trust is focused on improving its weekend discharge planning approach to
further improve flow and help to improve the A&E performance on a sustainability basis.
The Trust is working with the Commissioners on what is the appropriate community
capacity required to improve flow and reduce delayed discharges.
Revised
deadline (if
required)
Green
Green
Red
Monthly
5
The Queen Elizabeth King’s Lynn NHS Foundation Trust - Our improvement plan
Summary of Main Concerns
Safe
Urgent efforts are made to comply
with the warning notice issued last
year in regard to safeguarding people
who use services from abuse, restraint
of patients, staffing levels and staff
training.
Summary of actions undertaken to date
•
•
•
•
•
Safe
Concerns around the management of
medical outliers are addressed. The
trust was not effectively tracking
outliers, and therefore appropriate
monitoring and follow-up care was not
always being provided
•
•
•
•
•
•
From 1 July 2013, two Security Guards trained in restraint are available
during the day and one during the night.
From 3 July 2014, two Security Guards trained in physical restraint on duty
24/7.
Substantive Training Officer (violence and aggression) in post 22
September.
3 day training in physical restraint techniques and relevant laws will
commence 17 November 2014. Prioritised clinical staff group to be
trained:
- Site management team (7)
19 staff have been trained to date, with a further three staff members
book on training during March 2015.
All medical outlying patients reviewed every morning by dedicated
Medical Consultant Monday – Friday from 1st July 2013.
Reduction in total number of outlying medical patients as a result of
Emergency Flow Programme.
Daily monitoring held three times a day through the operations centre
during the bed meetings.
Frailty Ward model planned for Pentney ward (now named as Windsor
ward) w/c 6th October. A reduction in length of stay has been seen.
Patients moves are tracked and electronically recorded out of hours by
the Hospital at Night Team and during the day by the Site Practitioner
team. MAU to have 24 hour ward clerk cover to ensure a robust system
for tracking going forward.
Implementation of a new patient transfer documentation to track outlying
patients. One copy remains within the patient case notes and another is
held in the Operations Centre to ensure outlying patients are accurately
tracked across the Trust.
Agreed timescale
for
implementation
By 31 December 2014
External
Support/
Assurance
Datix
reports for
each
physical
restraint
incident
from 30
January
2014
Progress
against
original
timescale
Revised
deadline (if
required)
Green
Mandatory
training
rates by
staff group
by month.
On going
Green
On going
Green
On going
Green
On going
Green
31 March 2015
Amber
6
The Queen Elizabeth King’s Lynn NHS Foundation Trust - Our improvement plan
Summary of Main
Concerns
Summary of actions undertaken to date
Responsive
•
Improvements are
made within the
trust’s surgery
service. Several
elective surgeries
were cancelled due to
capacity and low
availability of beds
Effective
Progress is made
towards embedding a
robust governance
structure. The trust’s
governance system
must work more
effectively to provide
assurance to the
board that the
services being
provided are safe and
effective. This
included ensuring
that the trusts policies
are up to date as
during the inspection
CQC inspectors found
almost 200 polices
were out of date.
As a result of the Emergency Flow Programme commenced 31st July, cancelled
operations did continue to reduce (see tables below). Further work being led by the
COO and the surgical division to further minimise cancelled operations.
•
The Board receives a monthly Integrated Report with aggregated numbers of
cancelled operations.
•
The monitoring of outlying patients and any impact on elective admissions is
managed through the Divisional Managers who attend bed management meetings
three times a day.
All substantive Executive Directors, including the CEO and Non-Executive Director’s
appointments, were made by 8 October 2014. The Medical Director, Director of
Nursing, Chair and NEDs are already in post. The Chief Operating Officer joined the
Trust on 1 November and the Director of Human Resources and Organisational
Development joined on 1 December.
The Head of Integrated Governance has been in post since June 2014. Two out of
three Divisional Governance and Risk Managers have been in place since 1 October.
Interview for the third post was appointed to in October 2014. The Deputy Head of
Integrated Governance joined the Trust in February 2015.
An internal policy prompt protocol management system has been implemented to
ensure policies are updated on a timely basis.
All Root Cause Analysis (RCA) investigation outcomes and action plans are being
uploaded to the Patient Safety intranet site to enable shared learning.
Revised Committee Structure agreed at the Audit Committee 8 April 2014.
Terms of References of every committee reviewed.
Chairs changed where requested and Clinical Chair numbers increased to 17.
Work has commenced to review and implement a new Quality Strategy.
There are now 147 staff trained in RCA, this includes 15 consultants.
KPMG (appointed by Monitor) commenced a second review of the Trust’s Governance
Framework (QGF) during September 2014.
The second report was published in November 2014. A detailed action plan has been
developed and is currently being implemented. This is on track for delivery with
dedicated support from the Programme Management Office (PMO).
•
•
•
•
•
•
•
•
•
•
•
Agreed
timescale for
implementation
External
Support/
Assurance
Progress
against
original
timescale
On going and
improving
Amber
On going
Green
On going
Green
By 31 December
2014
Green
By 31 December
2014
Green
July 2015
Green
Revised
deadline (if
required)
7
The Queen Elizabeth King’s Lynn NHS Foundation Trust - Our improvement plan
Agreed
timescale for
implementation
Summary of Main Concerns
Summary of actions undertaken to date
Musts
The equipment on all resuscitation trolleys are now standard
across the Trust and complies with current guidelines. The
defibs have now been delivered to the Trust and are
currently being checked/validated before use.
31 December 2014
Audits are currently undertaken to ensure compliance.
Resus administrator joined the Trust in November 2014.
31 December 2014
Training is currently at 75% which is below the Trust target
of 85%. A second Resus officer was appointed in October
2014 and joined the Trust on 2 March 2015 with a key focus
to improve training and support compliance.
2 February 2015
A weekly temperature tool has given to ward Sisters 13th
October 2014 with a communication from the Director of
Nursing to launch the tool.
13 October 2014
The importance of daily fridge temperature checks to be
reiterated by Director of Nursing in a newsletter.
Centralised monitoring system being introduced.
18 new fridges have been delivered and our now in situ.
31 January 2015
Baseline medicines management and security audits
undertaken by the Matrons in Feb 2015. Results due in
March 2015.
End of March 2015
A manual back-up to monitor the temperature of the fridges
on a daily basis has been in place; however this will be
enhanced.
Mid March 2015
The Trust is to be involved in a pilot of the regional drug
chart. Pilot commenced on West Raynham Ward in January
2015. The Trust will also adopt the medicines safety
thermometer.
On going
SM1 –Ensure that resuscitation support, equipment
and training is consistent throughout the trust, and
compliance with Resuscitation Council guidance is
achieved. We found several examples of different
equipment on resuscitation trolleys, lack of training
and audit especially in A&E and outpatients.
SM2 – Ensure that the management of medicines,
including storage and recording of temperatures, is
done in accordance with national guidelines.
SM3 – Ensure that patients are protected from the
risks associated with the unsafe use and management
of medicines, by means of ensuring that appropriate
arrangements for the recording and use of medicines
are in place.
External
Support/
Assurance
Progress
against
original
timescale
Revised
deadline
(if
required)
Amber
Green
Amber
Green
Amber
Green
Amber
Green
8
The Queen Elizabeth King’s Lynn NHS Foundation Trust - Our improvement plan
Summary of
Main Concerns
SM4 – Review and improve medical staffing levels,
education and training to ensure patient safety.
Summary of actions undertaken to date
Agreed
timescale for
implementation
Acute medicine Consultant and junior establishment, inpatient
consultant staffing establishment and job planning is being
reviewed as part of the Emergency Flow Improvement Plan.
Educational supervisors and clinical supervisors have
undertaken a training day 1 October2014, to improve the
support for trainees accessing study leave.
Simulation Suite – space has been identified, funding agreed,
faculty established and programme for courses being
developed.
31 December 2014
SM5 – Embed skill mix assessments for nursing
staff and review nursing establishments and adjust
as required to ensure patient safety.
Establishments are now reported monthly to the Board.
Staffing at ward level are reviewed three times a day. A
sustainable nursing programme has been developed with the
support of HR to help increased level of recruitment and help
to retain nursing staff. On track with trajectory for recruiting
and retaining nursing staff.
On going and
improving
SM6 – Review nursing staffing levels in both the
neonatal and paediatric units to ensure patient
safety.
The skill mix review was presented to the Board in October
2014. Increased funding agreed for 2.75 WTE nurses in both
areas. Posts have been offered and accepted by four nurses.
Two join the Trust in February, one in March and one in April
2015.
28 February 2014
SM8 – Improve access to training both mandatory
and required to undertake the role to ensure that
the staff have the knowledge to care for patients
for example those at the end of their life
February compliance of mandatory training is 80% against the
target of 85%. “Hot spot” wards identified for additional
support. The Trust is continuing to improve access to e-learning
for all clinical staff.
On going
All enhanced skills training information available on the Practice
Development intranet site. All Ward sisters are aware of dates.
On going
All Ward Sisters to undertake a training needs analysis for all
trained staff.
31 January 2015
The Trust appointed an Interim Medical Director of Infection
Prevention and Control (IPC) in October 2014 to provide expert
advice and guidance in this area. A detailed IPC plan has been
developed with an active steering group to monitor delivery.
Progress to date includes: one case of C.diff reported in Jan15
and zero in Feb15, compared to 13 Jan/Feb for the previous
year. Educational campaign underway with the ‘be effective,
not infected’ strapline focusing on staff behaviours. The Trust
has also undertaken a number of IPC awareness events for staff
to attend.
Ongoing
SM9 – The Trust must ensure patients are
protected from infections by appropriate infection
prevention and control practices, especially within
the outpatients department
External
Support/
Assurance
Progress
against
original
timescale
Revised
deadline
(if
required)
Green
Green
Green
Amber
Green
Green
Amber
9
The Queen Elizabeth King’s Lynn NHS Foundation Trust - Our improvement plan
Summary of Main Concerns
Summary of actions undertaken to date
EM3 – Improve the environment in the emergency
department, including paediatric A&E, and
Outpatients (OPD); the mortuary also required
improvement.
Estates have reviewed the footprint of the plans which
have been approved.
Agreed
timescale for
implementation
31 March 2015
Mortuary refurbishment design completed, construction
work to commence 20 April 2015.
3 July 2015
The Transformation plan includes space utilisation within
the OPD programme, standardised clinic rooms and new
signage.
31 March 2015
RM3 - Review the elective surgery cancellation rates,
and review the elective surgery service demand
As a result of the Emergency Flow Programme
commenced 31st July, cancelled operations continue to
reduce – see page 7 for a detailed breakdown.
On going and
improving
RM4 – Ensure that patients are discharged in a
timely manner across all wards and, in particular, at
the end of their life.
Monitoring discharges before midday continues weekly.
Twice daily consultant led boards rounds are being
undertaken to ensure discharges are planned in a timely
manner.
On going
RM 6 – Ensure there are sufficient staff on duty at all
times who are trained to restrain patients.
Revised
deadline
(if
required)
Green
Green
Green
Green
Amber
Fast track process in place with Marie Curie to ensure
timely discharge for palliative patients.
RM1 - Ensure that outpatient clinics are not
overbooked, and cancellations are minimalized
Progress
against
original
timescale
Green
Plan agreed to incorporate new waiting areas for under
16’s, High Acuity area and outside play space.
RM5 – Review and improve cancellation rates within
outpatients
External
Support/
Assurance
Green
A Transformation programme on outpatients has been
established with support from the PMO to ensure the
right patient is seen in the correct place to meet best
practice guidelines and enhance the patient journey.
Phase 1 to be initiated 19 January 2015 and is due to be
delivered by 12 June 2015.
12 June 2015
Substantive Violence and Aggression Training Officer in
post 22 September.
3 day training in physical restraint techniques and
relevant laws will commence mid October. Staff group to
be trained:- Site management team (7)
3 members of staff still to be trained and are booked for
March 2015. Training of other groups has commenced,
19 people currently trained.
March 2015
Green
Amber
10
The Queen Elizabeth King’s Lynn NHS Foundation Trust - Our improvement plan
Agreed timescale
for
implementation
Summary of Main Concerns
Summary of actions undertaken to date
WLM1 – Review medical leadership for elective and
emergency surgery.
Clinical Director structure discussed at ED’s meeting on
11 November. Effective leadership in the elective and
emergency surgery is in place.
31 December 2014
WLM2 – Ensure an Executive Director is appointed to
champion End of Life Care as directed by Norman Lamb in
his letter to NHS chief executives.
Dr Watson, Medical Director, appointed to role. End of
Life Care Strategy Task and Finish group has been
developed. Strategy has been written and was
presented to Board January 2015.
31 October 2014
Completed
Should do recommendations
Work has been undertaken to move some equipment
and stores to a more appropriate area to ensure only
necessary equipment is available in resuscitation.
31 December 2014
ES1 – Ensure that equipment storage, within A&E
resuscitation areas, is improved.
ES2 –Ensure that the environment and storage of
equipment in the neonatal unit is more organised.
Ward stock has been reduced and a housekeeper has
commenced in post to manage stock levels and storage.
31 October 2014
ES4 – Review the equipment used to transport the
deceased from the wards to the mortuary to ensure it
respects people’s privacy and dignity.
Company to supply trial unit 12 November. Plan to
purchase two new concealment trollies. Part funding
secured from Macmillan.
31 December 2014
Order placed for five new trollies (two standard sized
concealment trollies, one paediatric trolley and one
bariatric trolley). Trollies now delivered and are in use.
28 February 2015
SS1 – Ensure that there are sufficient numbers of staff who
are CBRN trained. (CBRN refers to chemical, biological,
radiological and nuclear equipment and policies.)
For Feb15, the total percentage of A&E staff currently
trained is 43%. A rolling programme of MAJAX, mask fit
and suit training has been developed and a dedicated
MAJAX team has been set up.
31 March 2015
ES3 – Ensure that plans to strategically move over to the
National Early Warning System (NEWS) are agreed and
implemented. (The NEWS system relates to the
management of deteriorating patients).
The Trust always had an modified early warning system
(MEWS) in place, which identifies patients who are
deteriorating. The benefits of the MEWS is the patient’s
urine outputs are picked up. In addition all Acute Trusts
(with the exception of one) use the MEWS version in the
Eastern region. A paper is currently being prepared
with the associated literature evidence, to demonstrate
the MEWS should continued to be used by the Trust
rather than introducing the NEWS.
April 2015
External
Support/
Assurance
Progress
against
original
timescale
Revised
deadline
(if
required)
Green
Green
Green
Green
Green
Green
Amber
Green
11
The Queen Elizabeth King’s Lynn NHS Foundation Trust - Our improvement plan
Summary of Main Concerns
SS2 – Review the availability of hydration on Pentney (now
called Windsor ward), Oxborough and Necton Wards.
Summary of actions undertaken to date
The senior nurse in charge on all wards is responsible
for co-ordinating nutrition and hydration.
Eight new patient comfort and support workers have
been appointed to work on the high priority wards
(Windsor, Oxborough, Necton, West Raynham and
Gayton wards). These new staff are helping to support
the nutrition and hydration of patients together with
being an escort for procedures or tests and other
requests made by the patients e.g. help to read the
newspaper etc.
Agreed timescale
for
implementation
External
Support/
Assurance
Progress
against
original
timescale
Revised
deadline
(if
required)
On going and
improving
Green
Bottled water has been made available in all inpatient
areas.
RS1 – Ensure that all serious incident investigations are
undertaken by trained investigators
Funding has been identified for external training of key
divisional teams on investigation training. A further 22
staff were trained on 4 & 5 March. There will be further
training sessions rolled out throughout the year. 147
staff now trained to undertake RCA investigations.
December 2014
All RCA investigation outcomes and action plans to be
uploaded to the Patient Safety intranet site to enable
shared learning.
January 2015
WLS3 - Ensure that all Executive Board members have
received training in emergency planning, business
continuity and local security specialists
All Executive Directors have undertaken the relevant
training.
January 2015,
complete
ES4 - Ensure that all staff work together effectively to
enhance the experience of the patients, ensuring effective
communication at all levels.
Substantive Board will continue to drive forward the
Trust’s Values and Behaviours. New Head of
Communication joined in January 2015. A Trust-wide
Communications Strategy has been approved by the
Trust’s Executive Committee (TEC) in February 2015.
Leading the way, presented by the CEO, now happening
on a monthly basis together with a number of other
methods of communication to all staff.
On going
Green
Green
Green
Amber
12
The Queen Elizabeth King’s Lynn NHS Foundation Trust - Our improvement plan
Summary of Main Concerns
WLS1- Ensure that its governance systems, including
committee structures, divisional structures, shared learning
and incident investigation, are improved and embedded.
WLS2 - Ensure that there are clear reporting processes and
risk monitoring in place for the emergency planning and
local security work, including the testing of resilience plans.
Summary of actions undertaken to date
Agreed timescale
for
implementation
KPMG QGF review conducted in November 2013
resulted in 25 actions.
November 2013
Second KPMG QGF review commended in November
2014.
November 2014
Divisional Structure consultation commenced on 12th
September with 3 appointments made.
September 2014
Detailed action plan developed to address KPMG’s
recommendations and support by the PMO.
July 2015
Head of Emergency Planning monitors risk locally,
regionally and nationally.
On going
Table–top and live emergency preparedness exercises
carried out as planned throughout the year including:
Viral Haemorrhagic Fever; Child Abduction; Loss of IT
and Loss of electric supply.
On going
External
Support/
Assurance
Progress
against
original
timescale
Revised
deadline
(if
required)
Green
Green
Green
Green
Green
Green
13
The Queen Elizabeth King’s Lynn NHS Foundation Trust - How our progress is being monitored and
supported
Oversight and improvement action
Agreed Timescale for
Implementation
Monitor appointed Improvement Director, David Hill.
Appointed 6th January 2014
Guys and St Thomas NHS Foundation Trust appointed as ‘Buddy’ Trust.
Action owner
Progress
Monitor
Completed
Commenced December 2013.
QEHKL
Green
Interim Medical Director for Quality Improvement appointed.
October 2014
QEHKL
Green
A review of our support from a number of different Trusts as appropriate is currently
under review to enable support going forward. CEO and Chairs discussions already
underway with Norfolk and Norwich University Foundation NHS Trust and the James
Paget University Foundation Hospitals NHS Trust.
End February 2015
QEHKL
Green
14