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Use of the Productive Ward principle to improve working conditions and service delivery (concurrent)
Selected abstracts from the 23rd Royal College of Nursing Society Smith, J., Jarman, M., Osborn, M., 1999. Doing interpretive phenomenological analysis. In: Murray, M., Chamberlain, K. (Eds.), Qualitative Health Psychology. Sage, London. doi:10.1016/j.joon.2009.07.024
Use of the Productive Ward principle to improve working conditions and service delivery (concurrent) Karen Bowley, Rebecca Delpino Solihull Hospital, UK
Aim: To explain and share how the principles of ‘Releasing Time to Care’ have been used in practice to develop services with documented evidence of improvements in standards of care and staff satisfaction. Abstract: Ward 15 provides a ‘can do’ patient centred service, in a busy hectic ward constantly under all kinds of pressures. Although staff work hard to maintain standards of care, this project has enabled us to stand back, evaluate what we do and how we are doing it, using a variety of new methods. The main reason we have been able to achieve so much is that we have taken time to involve and move forward the whole team, giving them the permission to come up with the ideas. So far the project has enabled us to: Reduce waste and organise workspace, allowing staff to spend more time with the patient instead of looking for the necessary equipment. Analyse how our Ward is performing. Graphs and audit scores are displayed for all staff, patients and visitors to see, staff are comfortable with results displayed in a public place and the pride in our ward has measurably increased. Identify areas for improvement to submit intelligent and informed business cases. Take forward initiatives that will be rolled out Trust wide. We are streamlining care delivery with the backing of the project and making a difference to the quality of care that the patient receives. This structure is assisting us in our long term plan to deliver the service we aspire to and that is required by the health service of the future. Intended learning outcomes: Awareness of principles behind ‘Releasing Time to Care’.
143
Knowledge of methods used to organise services and measure improvement. Provide a useful guide to tools that can be used to improve user satisfaction and staff well being. Recommended reading: Allen, D., Kingdon, M., Murrin, K., Rudkin, D., 1999. What If? – How to Start a Creative Revolution at Work. Clapstone, Oxford. NHS Institute for Innovation and Improvement, 2007. Releasing Time to Care. The Productive Ward www.institute.nhs.uk/productiveward. Silversin, J., Kornacki, M.J., 2003. Implementing change: from ideas to reality. Family Practice Management 10(1), 57–62. doi:10.1016/j.joon.2009.07.025
From person centered (concurrent) Claire Bailey, Joe Bolger
to
person
driven
Royal Bolton Hospital NHS Foundation Trust, UK
Abstract: The orthopaedic team had success in reducing mortality but recognised they needed to work in partnership with patients to improve their experiences. Planning and preparation: The Trust has many established methods for collecting patient’s comments/feedback. However, there is no formal structure for working in partnership with patients to improve their experience. We do not always include them in designing a service. A programme of work was initiated within Orthopaedics to understand and improve our patients’ experience and we decided upon an adaptation of experience based design. Involvement and Partnership: The key stakeholders were our patients. For the purpose of the programme, 50 elective orthopaedic inpatients were asked to complete a patient diary. Ten elective joint replacement patients were selected at random to take part in the video and patient/staff session approach. Implementation: Seven patients agreed to be filmed- either in their own home or the hospital. Patients were simply invited to tell their story. The films were edited and shown to staff over four structured interactive sessions. Staff reactions were filmed using a ‘Big Brother’-style ‘diary room’ format. A number of improvement ideas were discussed between patients and staff.
Use of the Productive Ward principle to improve working conditions and service delivery (concurrent) Karen Bowley, Rebecca Delpino Solihull Hospital, UK
Aim: To explain and share how the principles of ‘Releasing Time to Care’ have been used in practice to develop services with documented evidence of improvements in standards of care and staff satisfaction. Abstract: Ward 15 provides a ‘can do’ patient centred service, in a busy hectic ward constantly under all kinds of pressures. Although staff work hard to maintain standards of care, this project has enabled us to stand back, evaluate what we do and how we are doing it, using a variety of new methods. The main reason we have been able to achieve so much is that we have taken time to involve and move forward the whole team, giving them the permission to come up with the ideas. So far the project has enabled us to: Reduce waste and organise workspace, allowing staff to spend more time with the patient instead of looking for the necessary equipment. Analyse how our Ward is performing. Graphs and audit scores are displayed for all staff, patients and visitors to see, staff are comfortable with results displayed in a public place and the pride in our ward has measurably increased. Identify areas for improvement to submit intelligent and informed business cases. Take forward initiatives that will be rolled out Trust wide. We are streamlining care delivery with the backing of the project and making a difference to the quality of care that the patient receives. This structure is assisting us in our long term plan to deliver the service we aspire to and that is required by the health service of the future. Intended learning outcomes: Awareness of principles behind ‘Releasing Time to Care’.
143
Knowledge of methods used to organise services and measure improvement. Provide a useful guide to tools that can be used to improve user satisfaction and staff well being. Recommended reading: Allen, D., Kingdon, M., Murrin, K., Rudkin, D., 1999. What If? – How to Start a Creative Revolution at Work. Clapstone, Oxford. NHS Institute for Innovation and Improvement, 2007. Releasing Time to Care. The Productive Ward www.institute.nhs.uk/productiveward. Silversin, J., Kornacki, M.J., 2003. Implementing change: from ideas to reality. Family Practice Management 10(1), 57–62. doi:10.1016/j.joon.2009.07.025
From person centered (concurrent) Claire Bailey, Joe Bolger
to
person
driven
Royal Bolton Hospital NHS Foundation Trust, UK
Abstract: The orthopaedic team had success in reducing mortality but recognised they needed to work in partnership with patients to improve their experiences. Planning and preparation: The Trust has many established methods for collecting patient’s comments/feedback. However, there is no formal structure for working in partnership with patients to improve their experience. We do not always include them in designing a service. A programme of work was initiated within Orthopaedics to understand and improve our patients’ experience and we decided upon an adaptation of experience based design. Involvement and Partnership: The key stakeholders were our patients. For the purpose of the programme, 50 elective orthopaedic inpatients were asked to complete a patient diary. Ten elective joint replacement patients were selected at random to take part in the video and patient/staff session approach. Implementation: Seven patients agreed to be filmed- either in their own home or the hospital. Patients were simply invited to tell their story. The films were edited and shown to staff over four structured interactive sessions. Staff reactions were filmed using a ‘Big Brother’-style ‘diary room’ format. A number of improvement ideas were discussed between patients and staff.