Tag: Health and Social Care

Elderly patients in Scotland stuck in hospital due to failing discharge system

Scottish care providers call for reform as postcode lottery for elderly patients revealed

Wide regional discrepancies in the speed with which elderly patients declared medically fit to leave hospital are discharged are exposed in ground-breaking new research by the UK’s largest and most comprehensive later-life care directory, Autumna.

The survey of more than 500 care homes and home care agencies has revealed the best and worst performing regions for speed of discharge from hospital, as well as communication between hospital discharge teams and social care providers, with nine in ten providers calling for reform of the system.

100% of care providers questioned in Scotland want the government to reform the hospital discharge process, regardless of whether or not they receive referrals from it. This reflects that the system is among the worst performing in the country.

42.9% of respondents say they don’t have a positive relationship with hospital discharge teams (34% nationally). Only one in five providers receive referrals at least weekly, suggesting a lack of effective communication which may also contribute to slow patient admission: 50% of providers say discharge from hospital takes more than a week (24.3% nationally), with 14.3% saying it takes three weeks or more (nearly twice the national average).

93% of care providers nationally would like to see government reform of the hospital discharge process, with the figure ranging from 85.7% in the North East to 100% of providers in Scotland. Nationally, 85% of care providers who have a positive relationship with their local hospital discharge teams still want the process reformed.                

Full national and regional findings: www.autumna.co.uk/hospital-discharge-report-2024/

“Our survey, which is the first to probe the experiences of social care providers of the hospital discharge system, shows a system that is failing due to poor relationships caused by poor communication,” warns Debbie Harris, the founder and Managing Director of Autumna, which has developed a digital solution to speed up hospital discharge*.

“Our findings are a wake-up call to Kier Starmer and Wes Streeting that the system is broken and urgently needs reforming. The pressures are only going to get worse as our population gets older, so we need to fix the system now, before it completely breaks down,” she adds.

Delayed hospital discharge costs the NHS around £4.8 million a day1. It also results in: worse health outcomes for elderly patients; other patients not being able to access hospital services; and increased pressure on local authorities, as elderly patients who are stuck in hospital end up with greater care needs.

“Autumna’s Hospital Discharge Report: Care Providers’ Perspectives clearly outlines a system that is failing and will only get worse unless remedial action is taken,” comments Professor Martin Green OBE, Chief Executive of Care England.

“However, this report also highlights the fact that there are solutions, and if people worked effectively with the social care sector and gave it the needed resources, the solutions would be easily and readily available.”

Autumna’s research shows that four in ten social care providers do not receive referrals from hospital discharge teams.

“We have elderly patients stuck in hospital when there is sufficient care to support their discharge, either in a care home or with support at home,” comments Harris. “Hospital discharge teams do not have effective tools to identify available, appropriate care quickly and are overly reliant on some providers, meaning elderly patients are denied access to the full range of appropriate support available to get them out of hospital.”

48.7% of care providers do not feel the hospital discharge teams understand the care they offer. A third of providers (33.4%) say they can’t talk to discharge teams when they need to. Of the care providers who do receive referrals from hospital discharge teams, a similar number (34.0%) say they don’t have a positive relationship with them.

17.0% of care providers questioned say the average length of time for discharge into their care after a patient has been declared fit to leave hospital is one to two weeks, while 7.3% say the average length of time is three or more weeks.

The top reasons for delays in patient transfer to social care providers are because the funding is not agreed, there is insufficient information and lack of communication. 45.5% of care providers say information provided by hospital discharge teams is not accurate. 44.6% of care providers think the information provided by hospital discharge teams is insufficient to make an initial assessment on admission suitability.

“The care sector has the capacity, the expertise and the enthusiasm to be part of the solution,” advises Harris. “What’s more, speeding up hospital discharge will help the commercial viability of providers who face increasingly squeezed margins; 518 care homes closed in 20232, with a loss of 14,169 beds2.

More than 15 million people are projected to be over the pensionable age by 20453, with the number aged 85 and over expected to increase by 1 million to 2.6 million over the same period4.

“With an ever-ageing population, continuing to fail to find a solution to speedy, efficient and appropriate hospital discharges is unsustainable – for the NHS, for local authorities, for the taxpayer, and – most importantly – for our elderly,” urges Harris. “We challenge the government, health and social care leaders to think imaginatively to rise to the challenge.”

For a summary of regional discrepancies, see page 4. For full national and regional results, incl. quotes from local care providers, download the full report: www.autumna.co.uk/hospital-discharge-report-2024/

Addressing the Challenges in Health and Care Systems

A call to value our workforce & embrace Third Sector solutions with immediate increased funding

With over 40 years of experience in various roles within the health and care systems, from a clinician in the acute sector to working in primary care, and now as the Chair of LifeCare Edinburgh, I have witnessed significant changes and challenges (writes LORNA JACKSON-HALL).

The recent impact of financial cuts to third sector care contracts in Edinburgh, along with the recent changes in the Westminster Government, compel me to share some thoughts on short-term solutions as we work towards long-term strategies.

Valuing Our People

It’s crucial to value everyone involved in our health and care systems, both the workforce and those we serve.

The NHS faces immense pressure, primarily driven by the need to manage patient flow into hospitals and expedite their discharge into supportive environments. The workforce crisis, identified over a decade ago, continues to escalate.

An ageing population among clinical staff, coupled with cuts in university courses, training places, and bursaries, has led to a crisis in the number of Allied Health Professionals, Nurses, and Doctors.

Addressing this workforce gap will take approximately ten years as we train and equip new staff with the necessary skills.

Maximising the Potential of the Care Staff Workforce

In the interim, we must focus on our care staff workforce in both social care and the third sector.

It’s essential to examine the health economics of utilising this workforce to its full potential. These dedicated individuals perform incredible work, significantly contributing to keeping people supported in their home environments, thereby delaying or even preventing hospital admissions.

Programmes such as befriending services like Vintage Vibes and buddying services for isolated individuals, play a vital role in enhancing the health and well-being of our older population. 

Urgent and immediate increased funding for third sector organisations such as LIfeCare Edinburgh could help to alleviate some of the current pressures on hospitals.

These organisations run meals on wheels, care at home services, and day services, all of which support frail elderly individuals and/or those living with dementia their carers to remain at home longer.

Impact on Hospital and GP Services

Implementing these measures would help reduce the influx of patients into hospitals and improve the discharge process, allowing acute hospitals to focus on reducing elective lists.

This, in turn, would ease the burden on GP Practice services, enabling them to prioritise preventative care. Such a shift is essential to support the growing number of people living with multimorbidity in Scotland today.

By valuing our workforce and maximising the potential of third sector organisations through true partnership working and appropriate funding, we can make meaningful progress in addressing the immediate challenges while laying the foundation for a healthier future.

Lorna Jackson-Hall,

Chair and Trustee LifeCare

Third drug-checking licence application submitted

Glasgow joins Dundee and Aberdeen in £1 million pilot scheme

A licence application has been submitted to the UK Government Home Office for a drug-checking pilot to be established in Glasgow.

The Glasgow health and social care partnership service would be based at a hub on the same site as the UK’s first Safer Drug Consumption Facility which is scheduled to open later this year.

The Glasgow drug-checking service would allow dependent drug users to submit a drug sample which will then be tested to identify the substance. HSCP staff at the site will then be able to provide specific health and harm-reduction information directly to people who have come in.

It follows applications from organisations in Aberdeen and Dundee for similar facilities earlier this year. Scottish Government funding of £1 million has been committed to establish the three sites.

Speaking during a visit to the site of the Glasgow hub, Drugs and Alcohol Policy Minister Christina McKelvie said: “Glasgow’s licence application is a welcome milestone.

“Drug-checking facilities would enable us to respond faster to emerging drug trends – which is particularly important given the presence of highly dangerous, super-strong synthetic opioids like nitazenes in an increasingly toxic and unpredictable drug supply. These increase the risk of overdose, hospitalisation and death, and are being found in a range of substances.

“We’re taking a wide range of measures to reduce harm and save lives – including the opening of a Safe Drug Consumption Facility pilot in Glasgow, supported by £2.3 million in ringfenced funding.

“I was pleased to see the progress that has been made and I’m grateful to everyone involved for their hard work. This facility is not a silver bullet. But we know from evidence from more than 100 facilities worldwide that they work.”

City Convener for Workforce, Homelessness and Addiction Services Councillor Allan Casey said: “Glasgow’s plans to open Scotland’s first safer drug consumption facility are progressing well and the submission of a Home Office licence application to operate a drug-checking service is another step towards providing comprehensive harm-reduction measures at our Hunter Street site.

“Being able to test drug samples on site will give staff the opportunity to engage with service users about what they’re using and provide harm-reduction advice and support. 

“Engagement with local businesses, residents and community groups regarding the opening of our safer drug consumption facility is still ongoing. We recently completed a successful recruitment campaign, supported by volunteers with lived experience, and staff will be coming into post in the coming weeks, where they will undertake induction and training plans.”

From austerity to crisis: Covid-19 Inquiry highlights UK’s pre-pandemic weaknesses, says TUC

Just three days short of its second anniversary, the Covid-19 Public Inquiry published the report from the Module One investigation into the resilience and preparedness of the United Kingdom (writes TUC’s NATHAN OSWIN).

The report highlights the devastating consequences of austerity in the decade that preceded the pandemic and the risk of vulnerability in the UK population.

The Impact of austerity on public services

Inquiry Chair, Baroness Hallett, states plainly that, “In short, the UK entered the pandemic with its public services depleted, health improvement stalled, health inequalities increased, and health among the poorest people in a state of decline.” This blunt assessment underscores the critical condition of the nation’s public services as they faced the unprecedented challenges of the Covid-19 pandemic.

The role of the TUC and evidence from frontline workers

As Core Participants in the Inquiry, the TUC played an integral role in the process, working with our unions to provide the evidence that ten years of under-investment and real terms funding cuts to public service in the run up to the Inquiry left key services struggling to cope.

“Public services, particularly health and social care, were running close to, if not beyond, capacity in normal times” the report states, a statement that doctors, nurses, porters and social care workers have been telling us all. 

The Inquiry also heard that “there were severe staff shortages and that a significant amount of the hospital infrastructure was not fit for purpose. England’s social care sector faced similar issues. This combination of factors had a directly negative impact on infection control measures and on the ability of the NHS and the care sector to ‘surge up’ during a pandemic.”

A call to avoid past mistakes

The report is both a damning indictment and a call to never repeat the mistakes of that decade – a desperate reminder of the need to invest in our public services.

And while the report is not naive about the costs needed to make the UK more resilient ahead of the next pandemic – a matter of when not if – it reaches  the conclusion that “the massive financial, economic and human cost of the Covid-19 pandemic is proof that, in the area of preparedness and resilience, money spent on systems for our protection will be vastly outweighed by the cost of not doing so”.

Addressing health inequalities

What’s more, the Inquiry is crystal clear as to the price we pay for inequality across our communities. It notes that at the outset of the pandemic, the UK had “substantial systematic health inequalities by socio-economic status, ethnicity, area-level deprivation, region, social excluded minority groups and inclusion health groups”.

And Baroness Hallett’s report correctly states that these inequalities weakened the ability of the UK to cope, stating that “resilience depends on having a resilient population. The existence and persistence of vulnerability in the population is a long-term risk to the UK.’ 

Recommendations for the future

The recommendations themselves speak of the need to engage with wider society for planning on how we handle a crisis and to take into account the “capacity and capabilities of the UK”. 

No one knows the capacity and capabilities of our public services better than the staff that deliver them and the TUC and its affiliated unions stand ready to assist the government in this vital work.

Conclusion: Building a resilient future together

It is by working in partnership – with proper resources going into our public services – that we can truly learn the lessons this report sets out and secure the resilience and preparedness that the UK needs for a future full of challenges.

Community health and social care faces unprecedented pressures and financial uncertainty

In this Account Commission briefing about Scotland’s Integration Joint Boards (IJBs), we report that community health and social care faces rising unmet need and managing the crisis is taking priority over prevention due to the multiple pressures facing the bodies providing these services.

IJBs plan and commission many vital community-based health and care services.

People

One in 25 people in Scotland receive social care.

Expected to rise sharply due to an ageing population – 76% of people receiving health and social care are aged 65 and over.

By mid-2045, the number of people aged 65 and over is set to grow by nearly a third.

Performance

Where data is available, nationally there has been a general decline in performance of services and outcomes for people.

Data quality and availability is insufficient to fully assess the performance of IJBs and inform how to improve outcomes for people who use services with a lack of joined- up data sharing.

Care

Community health and social care faces unprecedented pressures and financial uncertainty. We have not seen significant evidence of the shift in the balance of care from hospitals to the community intended by the creation of IJBs.

Finances

IJB funding has decreased by £1.1 billion (nine per cent) in real terms to £11 billion in 2022/23. The funding gap is set to triple in 2023/24.

IJBs are making savings by not filling staff vacancies and using their financial reserves, but this is not sustainable.

Staffing

Vacancies are at a record high. Nearly half of services report vacancies. A quarter of staff leave jobs within their first three months. And there is continued turnover in senior leadership.

Action is needed now

IJBS need to share learning to identify and develop:

  • service redesign focused on early intervention and prevention.
  • approaches focused on improving the recruitment and retention of the workforce.
  • improvement to the data available.
  • commissioning approaches that improve outcomes for people.
  • ensure that their financial plans are up to date.

IJBs need to work together and with other stakeholders to:

  • ensure that the annual budgets and proposed savings are achievable and sustainable.
IJB-reportDownload

MEANWHILE, DOWN SOUTH …

ENGLAND’S SOCIAL CARE WATCHDOG ‘NOT FIT FOR PURPOSE

The Care Quality Commission (CQC), the body responsible for regulating adult social care services in England, is ‘not fit for purpose’, according to the health secretary Wes Streeting.

Health and Social Care Secretary Wes Streeting was responding to an independent review that identified ‘significant internal failings’ within the health and social care regulator.

The interim report, led by Dr Penny Dash, chair of the North West London Integrated Care Board, found the number of inspections being undertaken were well below pre-Covid levels.

It also revealed a lack of clinical expertise among inspectors, a lack of consistency in assessments and problems with the CQC’s IT system.

Commenting on her findings, Dr Dash said: ‘The contents of my interim report underscore the urgent need for comprehensive reform within the CQC.

‘By addressing these failings together, we can enhance the regulator’s ability to inspect and rate the safety and quality of health and social care services across England.’

Mr Streeting commented: ‘When I joined the department, it was already clear that the NHS was broken and the social care system in crisis.

‘But I have been stunned by the extent of the failings of the institution that is supposed to identify and act on failings. It’s clear to me the CQC is not fit for purpose.’ Kate Terroni, CQC’s interim chief executive, said the regulator accepts in full the findings and recommendations of the report.

‘Many of these align with areas we have prioritised as part of our work to restore trust with the public and providers by listening better, working together more collaboratively and being honest about what we’ve got wrong,’ she said.

‘We are working at pace and in consultation with our stakeholders to rebuild that trust and become the strong, credible, and effective regulator of health and care services that the public and providers need and deserve.’

The interim findings of the review of our operational effectiveness led by Dr Penelope Dash have been published this morning. In response, Kate Terroni, our interim chief executive, said: “We accept in full the findings and recommendations in this interim review, which identifies clear areas where improvement is urgently needed.

“Many of these align with areas we have prioritised as part of our work to restore trust with the public and providers by listening better, working together more collaboratively and being honest about what we’ve got wrong.

“We are working at pace and in consultation with our stakeholders to rebuild that trust and become the strong, credible, and effective regulator of health and care services that the public and providers need and deserve.

“Work is underway to improve how we’re using our new regulatory approach. We’ve committed to increasing the number of inspections we are doing so that the public have an up-to-date understanding of quality and providers are able to demonstrate improvement.

“We’re increasing the number of people working in registration so we can improve waiting times. We’re working to fix and improve our provider portal, and this time we’ll be listening to providers and to our colleagues about the improvements that are needed and how we can design solutions together.

“We’ll be working with people who use services and providers to develop a shared definition of what good care looks like. And we’re also developing a new approach to relationship management that enables a closer and more consistent contact point for providers.

“Additionally, to strengthen our senior level healthcare expertise, we have appointed Professor Sir Mike Richards to conduct a targeted review of how the single assessment framework is currently working for NHS trusts and where we can make improvements.

“Sir Mike’s career as a senior clinician, and a distinguished leader of high-profile national reviews, as well as his direct experience of driving improvement through regulation, make him uniquely placed to conduct this work.”

The interim findings of the review have been published on GOV.UK.

Streeting: The NHS is broken

Secretary of State for Health and Social Care delivers a statement setting out his mission for saving the NHS

When we said during the election campaign, that the NHS was going through the biggest crisis in its history, we meant it.

When we said that patients are being failed on a daily basis, it wasn’t political rhetoric, but the daily reality faced by millions.

Previous governments have not been willing to admit these simple facts. But in order to cure an illness, you must first diagnose it.

This government will be honest about the challenges facing our country, and serious about tackling them.

From today, the policy of this department is that the NHS is broken.

That is the experience of patients who are not receiving the care they deserve, and of the staff working in the NHS who can see that – despite giving their best – this is not good enough.

When I was diagnosed with kidney cancer, the NHS saved my life.

Today, I can begin to repay that debt, by saving our NHS.

I have just spoken over the phone with the BMA junior doctors committee, and I can announce that talks to end their industrial action will begin next week.

We promised during the campaign that we would begin negotiations as a matter of urgency, and that is what we are doing.

This government has received a mandate from millions of voters for change and reform of the NHS, so it can be there for us when we need it once again. It will take time – we never pretended that the NHS could be fixed overnight.

And it will take a team effort. It will be the mission of my department, every member of this government, and the 1.4 million people who work in the NHS, to turn our health service around.

We have done this before. When we were last in office, we worked hand in hand with NHS staff to deliver the shortest waits and highest patient satisfaction in history. We did it before, and together, we will do it again.

That work starts today.

Pay rise for children’s social care staff

Important step forward in supporting vital services

Staff in children’s social care services will see their pay increase to at least £12 an hour thanks to new Scottish Government funding.

Backed by over £19 million this year, it will ensure more than 6,000 people working in a direct care role in the voluntary, private and independent sector services receive the pay increase, which could be worth more than £2,000 a year for some staff.

It will help people providing direct care to vulnerable children and young people under the age of 18, including Personal Assistants, and all payments will be backdated and provided for all hours worked from April 2024. 

Increasing pay for children’s social care workers was a commitment set out in the 2023 Programme for Government.

Minister for Children, Young People and The Promise Natalie Don said: “This uplift is an important step forward in supporting our highly valued social care staff across Scotland. The support they provide is invaluable and the Government is committed to ensuring no-one is paid less than the Real Living Wage.

“Children’s social care services couldn’t be delivered without our private, voluntary and independent sector providers and this funding will help support the sustainability of their services. 

“The implementation of this uplift would not have been possible without close working with our partners especially with COSLA and with Health and Social Care Partnerships.” 

A COSLA Spokesperson said: “The children’s social care workforce are vital in supporting our children and young people.

“Paying them the real living wage is one way in which we can show how highly they are valued, and we will continue to work with our private, voluntary and independent sector providers on how we best support and Keep the Promise made to Scotland’s children and young people.” 

The pay uplift will apply to all workers who provide direct care within commissioned Children’s Social Care services in the private, voluntary and independent (PVI) sectors, namely Secure Accommodation Services, Care Home Services for Children and Young People, School Care Accommodation: Residential Special School services, Housing Support Services, Care at Home services, and Services classed as Other than Care at Home, as well as to Personal Assistants employed through Self Directed Support (SDS) Option 1, who provide Care at Home to under 18-year-olds.

Hospital at Home for Older People

£3.6 million investment as capacity increases by 57% to exceed targets

The Scottish Government is continuing to invest in Hospital at Home for Older People with £3.6 million allocated for 2024/25, bringing total funding allocation for the initiative to over £15 million since 2020.

Recent statistics released by Healthcare Improvement Scotland (HIS) show that last year the Hospital at Home service for Older People, which provides a safe, alternative to being admitted to an acute hospital, exceeded targets in several key areas between April 2023 and March 2024, including:

  • total bed numbers have increased by over 57%, ahead of the Scottish Government’s 50% target
  • 14,467 patients used Hospital at Home, up from 11,686 in the previous 12-month period
  • the Hospital at Home service is now the eighth biggest “hospital” for older people emergency inpatients, alongside Forth Valley Royal Hospital in Stirling.

Health Secretary Neil Gray said: “These figures from HIS show that Hospital at Home is becoming an increasingly popular care alternative for elderly patients to receive acute treatment in a place they feel comfortable and familiar with.

“There are more Hospital at Home beds available and an increasing number of patients choosing to use the service.

“Hospital at Home gives people greater independence during their recovery process. Evidence shows that those benefitting from the service are more likely to avoid hospital or care home stays for up to six months after an acute illness.

“It is also one of a range of measures that we have put in place to tackle delayed discharge numbers and free up beds within our hospitals.”

Belinda Robertson, Associate Director of Improvement, Healthcare Improvement Scotland said: “This announcement of additional funding will continue to improve access to Hospital at Home services and make them more sustainable to the benefit of patients across Scotland.

“It’s heartening to see that Hospital at Home services prevented over 14,400 people spending time in hospital over the past year.

“Moreover, with our support we’ve witnessed more NHS boards and Health and Social Care Partnerships embracing Hospital at Home by establishing and developing services.

“We look forward to continuing to help services develop and share learning in the year ahead.”

Luxury Scottish care home opens its doors to families 

Open day offers first-hand insight into home more akin to a lux hotel

FAMILIES are being given an opportunity to visit Scotland’s most upmarket care home as it opens its doors for the public to see its “luxury hotel” facilities.

Taking place on June 8th between 10am-2pm, Cramond Residence is set to host a family-friendly day featuring arts and crafts for kids, along with homemade baked goods, teas, and coffees.

The day aims to give those looking at care options a glimpse into the home’s world-class amenities including a private cinema, library, salon, and bespoke therapy areas.

It will also allow guests to find out more about the nurse-led care provision and expertise in supporting residents living with forms of dementia.

Christian Daraio, Client Liaison Manager at Cramond Residence said: “This open day will be the perfect occasion for families to witness first-hand the comforting, homely atmosphere that we pride ourselves on.

“Our open days are always an enjoyable experience for both our team and those who come to see us.

“We have a fun-filled day planned with plenty of arts and crafts to entertain the kids. Meanwhile, adults can enjoy a cup of coffee and some delicious baked goods from our incredible kitchen team, while our specialist staff will be available to answer any questions you might have about our home.”

Set in a purpose-built facility that represents a £8m investment, Cramond Residence boasts small group living in nine distinct houses. Each house provides a nurturing environment where residents can socialise, dine, and engage in activities, contributing to a vibrant community life.

The residence not only offers a high staff-to-resident ratio but also features advanced dementia care within its general setting or in a specialised area tailored for those in more advanced stages of the condition.

Christian added: ” At Cramond Residence, residents can look forward to exceptional care in an environment designed for them to thrive during their golden years.

“Our fantastic lifestyle team constantly arranges wonderful activities, ensuring there’s always something to look forward to. The residence itself offers a warm, homely feel that provides comfort to those who stay with us.

“We’re excited to welcome guests into our home and address any questions they may have. Choosing a care home is a significant, life-altering decision, and our team is here to help ease any concerns, providing the information needed to make this important choice with peace of mind.”

Cramond Residence offers a wide range of activities tailored for dementia care, enhancing residents’ quality of life and providing relief and support through specialist facilities and trained staff.

For more details on the open day or to learn more about Cramond Residence, please visit Cramond Residence’s website or contact them directly at enquiries@cramondresidence.co.uk.

Corridor care: Royal College of Nursing declares ‘national emergency’ and demands political action

Nursing staff are regularly forced to provide care to patients in chairs and corridors, compromising patient safety and dignity. RCN IS asking members to call it out and join their fight to eradicate the practice.

An RCN report reveals more than 1 in 3 (37%) nursing staff working in typical hospital settings delivered care in inappropriate settings, such as corridors, on their last shift. Our survey of almost 11,000 frontline nursing staff across the UK shows the extent to which corridor care has been normalised.

Patients are regularly treated on chairs in corridors for extended periods of time, sometimes days. We say that these instances must now be determined as ‘Never Events’ in NHS services, in the same way that having the wrong limb operated on or a foreign object being left inside a patients’ body already are. 

We’re asking for mandatory national reporting of patients being cared for in corridors, to reveal the extent of hospital overcrowding, as part of a plan to eradicate the practice. We also need members to raise concerns when care in inappropriate settings takes place. 

In a new RCN report, Corridor Care: Unsafe, Undignified, Unacceptable, our survey findings and member testimonies show the full grave picture of corridor care across the UK.

Of those forced to deliver care in inappropriate settings, over half (53%) say it left them without access to life-saving equipment including oxygen and suction. More than two-thirds (67%) said the care they delivered in public compromised patient privacy and dignity.

Thousands of nursing staff report how corridor care has become the norm in almost every corner of a typical hospital setting. Heavy patient flow and lack of capacity sees nursing staff left with no space to place patients. What would have been an emergency measure is now routine.

The report says corridor care is “a symptom of a system in crisis”, with patient demand in all settings, from primary to community and social care, outstripping workforce supply. The result is patients left unable to access care near their homes and instead being forced to turn to hospitals. Poor population health and a lack of investment in prevention is exacerbating the problem, the report says.

Professor Nicola Ranger, Acting RCN General Secretary and Chief Executive, said: “This is a tragedy for our profession. Our once world-leading services are treating patients in car parks and store cupboards.

“The elderly are languishing on chairs for hours and patients are dying in corridors. The horror of this situation cannot be understated. It is a national emergency for patient safety and today we are raising the alarm. 

“Treating patients in corridors used to be an exceptional circumstance. Now it is a regular occurrence and a symptom of a system in crisis. 

“Patients shouldn’t have to end up at the doors of our emergency departments because they can’t get a GP appointment, a visit from a district nurse or a social care package. But that is the reality. Corridor care is a scourge in our hospitals, but we know the solution is to invest in our entire health and care system – and its nursing workforce.”

Don’t allow corridor care to become normalised, call it out. Find out more about how to raise a concern.