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Urgent Care: Improving Patient Flow

September 21 @ 8:30 am - 4:30 pm

Phone Telephone: (0161) 376 9007 Book now Register your interest Previous event View Programme

Overview                                           View Programme

The NHS continues to make headline news as it struggles to meet demands amidst the realisation that extra funding will not be forthcoming. Whilst the whole system is under pressure it is perhaps felt most profoundly in urgent care, more specifically accident and emergency departments of acute hospitals. However, the demand for urgent care arriving at a hospital’s front door and the patient journey from there on, creates and compounds difficulties in respect of maintaining a good flow throughout the hospital system right up to the discharge process.
As part of Open Forum Events’ health and social care portfolio, this year’s annual urgent care conference Urgent Care: Improving Patient Flow will focus on measures that can alleviate the congestion and successfully restore dynamic flow.

The most recent Accident and Emergency Statistics publication shows that there has been a significant rise in the number of people attending A and E departments, despite constant efforts to reform the system and relieve some of the pressures by signposting to other areas of healthcare provision. The increase in footfall has had the knock-on effect of patients having to wait longer to be seen. This is the point at which good patient flow becomes compromised, as illustrated by a fivefold increase, over the last five years, in the number of patients waiting longer than 4 hours to be admitted as inpatients from the A and E Department.

Good flow requires space and in the case of a hospital this means beds. Over recent years bed occupancy has increased and coupled with an increase in length of stay as a possible consequence, the speed at which patients can be assessed, treated and discharged is delayed resulting in gridlock. Delayed transfer of care at the discharge stage further curtails bed capacity, as those medically fit to be discharged cannot leave the hospital due to a lack of an onward care package being in place or the absence of other necessary provision.

Some of the answers in overcoming the challenges in patient throughput lie outside the hospital environment. Reducing the attendances to A and E and expediting timely discharge can be greatly influenced with services offered by primary, community and social care providers.

The Urgent Care: Improving Patient Flow conference agenda has been developed to explore the current patient flow trends within the hospital urgent care system. Delegates will gain a greater understanding of how the problems occur from the start of the process, with the patient having attended the A & E department, through to the discharge process, returning back into the community and home. Our line-up of expert speakers will provide insight, opinion and stimulate debate as to how to relieve the burden on hospitals and reduce the pressures of compromised patient flow. We will showcase a number of initiatives and examples of best practice from throughout the health and social care system and there will be ample opportunity for interactive discussion and networking amongst fellow professionals and peers.

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The arrival of Spring heralded another announcement by Simon Stevens as he revealed new proposals to safeguard the future of the NHS service. For an overwrought urgent care system, there are developments that may offer some respite to the overreaching demand. The current pressures permeate through the whole fabric of the hospital as more people attend A and E, more people need to admitted and more people are subject to delayed transfer of care even though they are medically fit for discharge. This all amounts to sluggish patient flow and a congested system.

The latest figures published reveal that in 2016 there were on average 2,210 more attendances to A and E units every day than in 2015 representing a 5.5% increase. This inevitably has resulted in patients having to wait longer for treatment. 16.2% of people spent more than four hours in major A and E departments, a rise of 4.8 % over five years. These figures explain the start of how the system begins to snarl up and is borne out by the fact that in 2016, on average each day, 1,477 patients waited 4+ hours for admission to hospital via A and E. Five years previously the figure was 270 a day. The UK’s changing demographics also has a part to play. People aged over 80 have the highest rates of A&E attendance and this may also explain an increase in admissions from A and E. In December 2016, a new monthly record high of 11,953 emergency admissions per day via A and E was set. This was 3.4% higher than December 2015.

To alleviate some of the pressure on A and E departments by reducing attendances and further up the system free up acute bed occupancy, thus improving flow, Sir Stevens proposals include:

    The creation an England-wide network of about 150 urgent treatment centres
    Every A and E must provide “comprehensive front-door clinical streaming” by October under which nurses or doctors assess how unwell patients are and direct them to the most appropriate service
    An overhaul of the NHS 111 telephone advice service
    Hospitals and local councils working together to cut the number of patients remaining in hospital occupying an acute bed, despite being medically fit to be discharged, because of inadequate local social care
    Patients to receive better, more joined-up care when hospitals, GP surgeries, mental health and ambulance services and social care providers link up to provide fully integrated care for all of a patient’s needs

Improving patient flow through a hospital requires beds. The more people attending A and E, the more people being admitted and the more medically fit for discharge patients occupying beds, the more the pathway of care is slowed down. A report by the National Audit Office estimates that 2.7 million hospital bed days are occupied by older patients no longer in need of acute treatment. Hospitals should run at 85% bed occupancy for safety reasons. This past winter 130 out of 179 hospital trusts reported rates exceeding this for general hospital beds.

Although system improvement within the hospital itself is always possible, many of the solutions to improving patient flow can be found away from the hospital setting. Ambulatory care, primary care, community care and social care all can have a significant part to play at the start and end of the flow process by averting visits to A and E and facilitating timely discharge.

The Urgent Care: Improving Patient Flow conference will feature many innovative and practical examples of how the impacts of compromised patient flow can be mitigated and system improvement can be achieved.

Benefits of Attending View Programme

  • Hear about the current challenges facing the urgent care system in respect of reduced patient flow.
  • Gain an insight into the causes of congestion within the hospital care pathway.
  • Learn how the 111 service is to be revamped to ensure that patients are directed to the most appropriate treatment.
  • Listen to successful interventions that are reducing attendances to A and E and avoiding hospitalisation in the first instance.
  • Discover how delayed transfer of care can be reduced and medically fit patients can be discharged freeing up the acute bed they occupy.
  • Explore how system change can improve flow and patient care.
  • Discover what alternative options there are to providing treatment closer to home and away from the hospital setting.
  • Listen to examples of innovative initiatives that are positively contributing to supporting the delivery of urgent care in an efficient and cost-effective time scale.
  • Benefit from the opportunity to question, discuss and debate current working practices and those for the future.
  • Share best practice and contribute to learning.
  • Take advantage of knowledge sharing and professional networking.
  • Gain the maximum number of 6 CPD points.

Please see Terms and Conditions.

PMD Solutions

PMD Solutions is a progressive start-up company that is developing innovative & patient friendly technologies to support health providers’ early prevention model of patient care in both the home and hospital environment. Founded in 2011, PMD’s first project was to develop a ubiquitously designed respiratory rate monitor with the vision of revolutionising traditionally used methods of manual and spot monitoring techniques through the adoption of our technology. The successful outcome of the project was RespiraSense, an innovative device developed to enable medical staff for the first time to simply, effectively and continuously measure respiratory rate for all patients regardless of gender, age, body form, or level of patient activity.


GE Healthcare Finnamore

GE Healthcare Finnamore is a leading specialist health and social care consultancy with an extensive track record in supporting hospitals and wider healthcare systems to improve patient flow. Our team of 80+ consultants combines high impact change and improvement tools, independent-thinking and responsiveness with GE’s scale, world-class leadership, and technology base. We are also bringing a Command Centre approach to UK healthcare to solve critical capacity and flow problems in real time by co-locating empowered decision makers with real time and predictive analytics, growing from successful implementations in the US and Canada. We are relationship-focussed and outcomes-driven, flexing our approach every time to provide just what our clients need. We receive consistently strong feedback from clients and our unique combination of capabilities makes us a potent long term partner for health and social care.




Nervecentre Software understand that mobile technology has the ability to revolutionise patient safety and patient flow within a hospital, through mobile applications that make it easier for clinicians to communicate, share data and leverage the whole hospital resources. Nervecentre uniquely provide a whole hospital platform that can deliver electronic observations, task management, clinical noting, bed management and ED solutions; and allows governance and escalation management to be added to any hospital process.







Now Healthcare Group

Now Healthcare Group is the world’s premier mHealth organisation, and largest provider in Europe. Founded in 2014 by CEO Lee Dentith, the company has enjoyed exponential growth seeing the team expand and relocate to Manchester’s MediaCityUK.

Now Healthcare Group provides customers with convenient access to primary care. The groundbreaking Now GP app connects patients with fully-qualified, UK-based GPs through smartphone video call. Doctors can diagnose remotely, with medicines delivered to patients within a few hours.

Future developments will harness wearable technology, biometrics and data analytics allowing users to take control of their health and wellbeing with predictive and preventative care.


Methods Analytics

Methods Analytics think that busy people need as much assistance as possible in managing the vast flows of data the NHS generates. This means putting the information needed to inform action into decision makers hands in a way that makes accessing it and using it as easy as possible.






Acute Frailty Network (AFN) and Surgical Ambulatory Emergency Care (SAEC)

The Acute Frailty (AFN) and Surgical Ambulatory Emergency Care (SAEC) Networks are 12 month improvement programmes that support participating sites to rapidly improve acute emergency services. These are professional networks with a particular focus on frail older people and same day discharge. The programmes are delivered by an experienced team of clinicians, operational managers and improvement leaders and are made up of national collaborative events, masterclasses, site visits, webinars and on-site individual support for participating teams. Both AFN and SAEC are supported by the NHS working with partners from ADASS, SAM, the third sector and the Royal Colleges.












Seamus McGirr, Director of Clinical Development & Director of Nursing, GMAHSN

Seamus is a registered nurse, whose previous roles include Director of Nursing and Director of Performance. His speciality expertise and academic interest is in urgent care, and he leads the Utilisation Management team. Seamus’s wider responsibilities in GMAHSN include leading our clinical teams, developing our clinical commissioning support offer and providing the director leadership for contracting and performance. He is a familiar speaker at national and local conferences. He lives in Stockport and is married to a local GP.


David Smith, Customer First Director, First Choice Homes, Oldham

Dave has been working in Local Government and housing since the late 1980’s, mainly in London and Greater Manchester. He started working in East London advising on decentralising housing services and delivering tenant participation, community regeneration and empowerment services. For the last 25 years has worked in Rochdale and Oldham in a wide range of different positions from delivering and then leading front line services for Rochdale Boroughwide Housing to becoming the Finance and Development Director at FCHO. His experiences include being a member of the leadership teams that have taken 2 council housing departments through becoming ALMO’s and then stock transfer to now be established Housing Associations. In this time he has successfully developed and delivered a large number of partnership community regeneration projects and services.

At FCHO he is once again responsible for a wide range of customer facing teams including the FCHO Customer Service Centre, housing options (including homelessness) and allocations, housing support, neighbourhood, caretaking and grounds maintenance, customer engagement, community development, community safety, legal and homeownership services. He is the FCHO lead on health and well-being, care and support and has led on the piloting of Oldham’s hospital discharge, housing options for older people (HOOP) and Warm Homes services in partnership with the Council and Oldham CCG. He is a member of Greater Manchester Housing Providers Health and Well-Being Group leading on delivering their Health Pledges across the GM region.


Joe Warner, CEO, Focus

Joe Warner is the Chief Executive of Focus Independent Adult Social Work Practice, a not-for-profit company providing all of the statutory social work duties and the commissioning of social care in North East Lincolnshire. The Council is unusual in that adult social care is delegated completely to the CCG under a S75 agreement, Focus, in turn, has a partnership agreement with the CCG and Joe is a member of the CCG’s governing body, which gives him a unique perspective on the interface between health and social care, and the potential benefits and risks of integration. Joe qualified as a Social Worker in 1987 and has worked in senior management roles in Local authorities, CCGs and the independent sector for over 15 years. In 2016 Joe set up a new in-reach hospital discharge team based on the principles that social workers should not be based in the hospital (to ensure they maintained their unique skill set and stayed in touch with local community resources) and that each person requiring social work support would be seen within 24 hours of admission (removing the need for admission and discharge notices and ensuring planning for discharge begins as early as possible).

Booking Information

If you would like assistance registering your place please contact Colette Hodson on 0161 376 9007 and we will be happy to assist.

Discounts for 3 or more delegates are available.

Want to pay by invoice? If you select your tickets and click on the green Register button. Once you’re through to the registration page, you can switch payment method from Credit/ Debit Card to Pay by Invoice– if you get stuck please call us on 0161 376 9007 and we will be happy to help.

Job titles include:

Allied Health Professionals
Care Home Trustees/Directors
CCG Accountable Officers
CCG Clinical Leaders
Chief Executives
Chief Medical Officers
Clinical/Medical Directors
CSU Managing Directors
Director/Head of Social Care
Director/Head Primary Health Care Team
Directors of Children’s Services
Directors of HR
Directors of Nursing
Directors of Specialist Units
Directors/Heads of Commissioning/Procurement
Directors/Heads of HR
Directors/Heads of Service Improvement
Directors/Heads of Strategic Development
Emergency Care Leads
Heads of Ambulance Trusts
Heads of Clinical Commissioning Groups
Heads of Urgent Care Boards
Health and Wellbeing Boards member
Independent Living Teams
Integrated Care Leads
Local Authority Health Professionals
Members System Resilience Groups
Members Urgent and Emergency Care Networks
NHS England Area Directors
NHS England Directors of Commissioning Operations
NHS England Regional Directors
NHS Trust Board Chairs
NHS Trust Directors and Senior Managers
Nursing Managers
Practice Managers
Service Development Teams
Social Workers
Supported and Sheltered Housing Teams

Manchester Conference Centre
Sackville Street
M1 3BB

Hotel 1:
Premier Inn Manchester City Centre Portland Street Hotel: From £51 http://www.premierinn.com/en/bookingSummary!execute.action

Hotel 2:
Premier Inn Manchester Central Hotel: From £55 http://www.premierinn.com/en/bookingSummary!execute.action

Hotel 3:
Travelodge Blackfriars Street: From £49 http://www.travelodge.co.uk/search_and_book/extras.php?room_0=DNBARFLEX&bookerName=

We also now have special rate code for delegates wishing to stay at the Pendulum Hotel (MCC) the night before the event at a rate of £87.00 Bed and Breakfast inclusive.

Please enter the code ‘DELEGATE’ in order to receive this rate for events organised by Open Forum Events only. Please see the link below: http://www.manchesterconferencecentre.co.uk/on-site-hotel-bedrooms/

View the event programme for the day.

Sponsorship opportunities.

Benefits of Attending.

Phone Telephone: (0161) 376 9007 email Email: tickets@openforumevents.co.uk Book now


Open Forum Events Ltd
(0161) 376 9007


Manchester Conference Centre
Sackville StM1 3BBUnited Kingdom+ Google Map