76% / 24%
3 WTE (3 staff)
|(Actual number of staff)||2008 - 3 WTE (3 staff)|
|SIGN Ratio||1:134,214 (2008 1:130,546)|
|Ave. caseload per post||90 (community)|
|Individual patients managed by service (average year)||515 patients|
|Service Provision||Home visits 70% / Telephone follow-up 30%|
|Provision for HF-PEF||No|
|Administration support per week||30 hours (across service)|
|Providing education to non-specialist staff||Yes – variety; ward/primary care, protected learning time events, Dundee University modules.|
|Doctor with specialist interest in Heart Failure||2 (Clinical Lead for Heart Failure and Heart Failure Specialist Consultant)|
|Cardiac Rehabilitation available/number seen||Yes – 25 patients per annum|
|Access to psychological support referral pathway||None|
Providing home and telephone follow up for patients following discharge from hospital or following clinic review where they have been identified as unstable. This model of delivery supports general heart failure management and rapid response to clinical deterioration, through advancing illness to end of life support. Strong links with the palliative care team provides specialist input and seamless care in the community setting and prevention of readmissions remains a key target.
Core funded by NHS Tayside.
Standards for review timelines post discharge are challenging due to both numbers and location and remain under evaluation. The provision of rapid response (in a rural setting), has resulted in improved cross-boundary working and improved liaison across the specialities.
All three nurses in the team are Independent Prescribers and two have also completed the Palliative Care module (for heart failure) at Glasgow Caledonian University. Recent Royal College of Nursing/Office for Public Management economic analysis of the Tayside service has identified clear financial benefits that may be achieved by organisational investment in the service; this analysis is to be further explored at Cardiology Management level.