Urgent and Emergency Care

Attain has extensive experience in providing support to both acute hospitals, community and primary care providers and commissioners of urgent care services at a system, local economy organisational and service level. We also have significant experience of working with STPs, vanguards and urgent and emergency care networks on urgent and emergency care change management projects along with individual and networked acute trusts, community providers of urgent care services and primary care providers.

Urgent care nurse image

The delivery of safe and sustainable urgent and emergency care is both high profile and developing rapidly and there is significant onus on providers and commissioners to deliver sustainable improvement, whilst balancing the need to maintain and improve standards in urgent care along with supporting the relationship between urgent and planned care.

Our approach considers urgent care from a system perspective recognising the delicate balance that exists between services that often make up a complex interrelated landscape. We work with providers, commissioners and national partners such as NHSE, NHSI, CQC etc. to provide both operational and strategic support i.e. diagnostic services and rapid improvement to address immediate challenges, visioning and strategy development, redesign and transform care and support commercial aspects associated with change.

Vision and system strategy

We can develop the vision for the local system/service identifying clear objectives, principles for care delivery, defining strategies to manage system pressures i.e. growth, exploring where urgent and emergency care will be delivered, defining new models of care for the system and describing how the system will look/operate in the future.

Urgent and emergency care delivery model

System diagnostics and rapid improvement

We work better understand and evaluate the existing system/service by triangulating available data sources along with users and staff feedback to ensure there is a focus on targeting the right priority areas for improvement. We help to identify the challenges faced and where improvement opportunities exist that will have the most impact.

System diagnostics and rapid improvement model

System redesign

We will identify best practice and evidence based models to customise to the local system and address specific local challenges. Where these do not exist we can support care systems to design bespoke solutions for the local population to enable innovative system design. Delivering safe and effective urgent and emergency care cannot be done from within organisational silos. It requires co-operation between numerous organisations and services, as well as collaboration between clinicians and supporting staff.

We can test scenarios across an urgent and emergency care landscape that impact on activity, workforce, finance and targets (e.g. 4 hour A&E) when:

  • Diverting low case mix activity from A&E to elsewhere
  • Closing a walk-in-centre
  • Creating new urgent care services and facilities
  • Developing centralised OOH service
  • Considering changes to ambulatory provision
  • Assessing the potential impact of changing staffing models/utilising system wide staffing

Attain has developed an impact modelling tool that allows the calculation of the impact of any changes using assumptions around growth, HRG, age, diagnosis, treatment and investigation, etc.

Making it happen

We have significant experience to mobilise, implement and fully embed new services and care models, our unique offer being the effective transitioning from change management project to business as usual. We provide delivery experts in clinical project management processes to ensure continuity of service and a safe and effective transfer to a new service or model of care. We also have deep commercial expertise supporting customers with procurement, innovative contracting and supplier management.

Making it happen

“The quality and pace of work your team has delivered has been outstanding. The programme management office function has been instrumental in enabling the design of new systems and ways of working within the organisation and the mapping of patient journeys, support for the improvement team and management of the PMO functions has been excellent.

The data analyst support has also been of exceptionally high quality and I know that our demands for data analyses have been challenging both in terms of the volume of work and the tight deadlines.”

Clinical Quality Director (North), NHS Trust Development Authority