What constraints are our nurses under from bosses who live by tick boxes?
I, AND several friends, have had the experience of having an operation and then being ushered, too soon, out of hospital with a consequent setback and a re-admittance to cure a problem which would not have arisen had a further two days been spent in the hospital.
In many cases, the setback has taken longer and been more costly than the original operation.
I am told that this common problem in Britain is very rare in France and Germany.
Is this British problem being created by accountants in charge who can only see their world through distorted figures?
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If, for example, the NHS plc can only be seen through figures, then getting people out of hospital two days early would represent huge savings. If you then count every new patient as a new case, then you are boosting patient turnover and being more efficient. The fact that a significant proportion of patients are not new but returns to clear up a job not completed in the first place, is ignored so as not to distort the cosy figures which hide up the true costs to both the NHS and to patient happiness.
It is also noticeable that hospitals get many patients out on a Friday, leaving as many empty beds as possible over the weekend and those patients, too ill to leave, tended by a skeleton staff.
I realise there is probably monetary considerations that come into this procedure, but since when have germs, bacteria and body parts failing decided that they are only going to work a five-day week?
I have great admiration for many of our nurses, but what constraints are being imposed upon them by out-of-touch bosses who live by figures and tick boxes?
Malcolm Bouchier, Park Row, Louth.
The Telegraph says
Discharge too early can have further repercussions, but staying in hospital longer than is necessary can also hinder recovery, reducing mobility as muscles become less used. However, it would be interesting to know how many re-admissions were as a result of early discharge.