Mid Cheshire Hospitals
MCHFT Surgical Ambulatory Care Unit
Contact: Helen Williamson – firstname.lastname@example.org
The Surgical Ambulatory Care Unit (SACU) was introduced with the ambitious aim of radically challenging the traditional management of emergency surgical patients. This was in response to a number of issues:
- Rising numbers of emergency surgical admissions.
- Increased demand on the Emergency Department.
- Unnecessary overnight stays & prolonged length of stay.
- Negative impact on patient experience.
- Positive introduction of Ambulatory Care Service within Division of Medicine and Emergency Care.
In collaboration with National Surgical Ambulatory Emergency Care Network, Mid Cheshire Hospitals implemented a Surgical Ambulatory Care Unit based at Leighton Hospital. The SACU team was established, and the location tied in with the ward refurbishment programme which facilitated SACU to be co-located with the Surgical Admissions Unit. SACU is a same day emergency service for GP referred surgical patients providing rapid assessment, diagnosis and treatment in a timely manner without admission to a hospital bed. This service was introduced to improve the experience of surgical patients, to avoid unnecessary waiting and delays and reduce unnecessary overnights stays. This in turn reduces the pressure on the emergency department and has cost saving benefits to the organisation in reductions in average length of stay and more timely discharges. The success of this project is a result of strong leadership and teamwork, with patient experience as a primary driver throughout. We have seen improvements in reported levels of patients experience and significant improvements in organisational measures such as reductions in length of stay. By reviewing current practice and thinking innovatively about how we can do things differently to improve patient experience, the team have successfully implemented a project which offers real sustainable benefits.
Building a Carer Friendly Organisation
Nottinghamshire Healthcare NHS Foundation Trust
Contact: Paul Sanguinazzi – email@example.com
Nottinghamshire Healthcare is a major provider of mental health, intellectual disability and community healthcare services for the people of Nottinghamshire. These services are provided from community settings through to acute wards as well as low, medium and high secure settings. It employs 9000 staff from over 100 sites. It has an income of over £400 million.
We have developed and implemented an ambitious, transformational and comprehensive programme in partnership with our carers to build a carer friendly trust. With the collective commitment of Trust staff, carers and local organisations we have:
- changed culture and practice through staff induction and development programmes
- raised awareness through innovative films, the carers section on our website and increased social media presence
- tackled issues that carers raised (e.g. information sharing)
- supported and informed carers through guides, information, support groups and forums
- ensured that all our 100 plus mental health teams have evidenced that they have improved their involvement of, support for and communication with carers. This was backed by Trust leaders who proactively enabled the aim of supporting and involving carers.
As a result we were awarded two gold stars from the Carers Trust as part of their national Triangle of Care (ToC) programme in recognition of our work, which we have shared widely. One of our carers said: “The impact of the work Notts Healthcare has done and continues to do is immense and has made a huge difference to the way carers’ needs are recognised and addressed. It has made me, as a carer feel valued. Thank you.”
Royal Cornwall Hospitals Trust
The Successes of Take Over Day in Child Health at The Royal Cornwall Hospitals Trust
Contact: Tabitha Fergus – firstname.lastname@example.org
‘A child’s voice, however how honest and true, is meaningless to those who’ve forgotten how to listen’ Albus Dumbledore
On 24 November 2017 Child Health held their first ever National Takeover Day, to engage a group of 8-11 year-olds and hear their voices in relation to three specific areas we wanted to improve in direct response to findings from the CQC National Children’s Survey. We wanted to make meaningful change in response to the survey that so many young people and parents had taken time to complete. Our aims for the Takeover Day were to make a radical difference in how we obtain feedback from this age group to ensure our service met with their specific needs. We also wanted to allow the children the freedom to express their opinions and have them heard and acted on by professionals. The success of this day has led to more opportunities for patient engagement and positive change within our directorate then we ever believed possible The changes made as a result of the project have not only been sustainable but have led to an ethos of constant patient engagement to further improve our service.
The Young Carer Identification Card: Uncovering a Hidden Population
Whittington Health is an integrated care organisation providing general hospital and community care across North London. More than 4,000 staff work for the organisation to provide care to over 500,000 patients.
Young carers are under 18s assisting in the care of a relative/friend who is ill, disabled or misuses drugs/alcohol. Despite their integral role within society, they remain a largely ‘hidden’ population and initiatives specific to their identification within healthcare are absent. Voices of young carers, healthcare professionals and voluntary organisations were acknowledged to improve young carer recognition. The co-creation of the young carer identification card was led by Colette Datt and Naheeda Rahman from Whittington Health in collaboration with Family Action, Healthy London Partnership and Together Creative. Multiple multidisciplinary team meetings, young carer workshops and presentations were executed to develop and disseminate this project. By identifying themselves as young carers, users can open up much-needed channels of communication with professionals. This can lead to greater opportunities for young carers to positively contribute towards patient care and receive support. Supporting young carers, mentally and physically, will prevent future burden to the NHS; aligning with the five-year forward view. The identification card is being piloted by young carers across North London. Regular feedback will influence future prototypes and dissemination plans. Young carer identification is a universal issue–identification cards can be adapted and used across London to improve their access to healthcare.
Serco Health Limited
Nobody is ‘just a ….’. Empowering Support Staff
Strengthening the Foundation Category Winner
Contact: Cathy White – email@example.com
Serco Group plc is a UK based FTSE 250 service delivery company with a strong public service ethos and nearly 50 years’ experience in helping deliver essential services for government and public sector customers. Serco’s health business has proudly been partnering with the NHS for 25 years. We provide generalist support services in the UK and around the world and employ over 6,500 people in some of the largest NHS hospitals across the UK. Our goal is to deliver a better environment for patients, visitors and staff; deliver better value for the NHS and support better care, through enhancing the experience for all patients and their families and releasing clinicians’ time to focus on clinical care. We help customers make best use of hospital clinical assets and think innovatively to provide tailored solutions. Our work in non-clinical support for integrated health and care is helping the NHS to address some of the current challenges facing the healthcare system and to focus on delivering the high-quality care their patients need.
Nottingham University Hospitals NHS Trust (NUH)
The Chief Nurse Excellence in Care Fellowship Programme
Overall Winner of Using Insight for Improvement Category
Contact Details: Louise Bramley – firstname.lastname@example.org
Nottingham University Hospitals NHS Trust (NUH) is an aspiring American Nurses Credentialing Centre (ANCC) Magnet® organisation providing high quality and safe clinical services, and excellent staff experience. We are one of the largest Trusts in the UK and one of the largest employers in the region, employing around 15,000 people at QMC, Nottingham City Hospital and Ropewalk House. We are based in the heart of Nottingham, providing services to over 2.5 million residents of Nottingham and its surrounding communities. We also provide specialist services for a further 3-4 million people from across the region. Our portfolio of activities range across 90 clinical ward areas, approximately 1,700 beds and day-case ambulatory and midwifery community services.
PENNA 2018 – OVERALL WINNER
Nottingham University Hospitals NHS Trust
Carer2Theatre – Improving the Theatre Experience for Confused Adult Patients
Contact: Glenn Alexander – email@example.com
Our innovative project ‘Carer2Theatre’ aimed to improve the theatre experience of confused adult patients. To achieve this we proposed that all confused adults within our care should have the opportunity to be accompanied to the theatre anaesthetic room by a carer or relative pre-surgery and theatre recovery post-surgery.The national dementia strategy highlights the need to improve care for people with dementia in hospital. Family carers are the most important resource available to people with dementia.‘Carer2theatre’ supports families and patients who fall into this category.We hoped that this project would lead to a better emotional environment by providing a known reassuring face in an unfamiliar and confusing environment. This would benefit both the patient personally and the theatre team professionally.We believed we would achieve an increase patient cooperation whilst also improving communication between the patient, relative and theatre team whereby questions could be asked by the relative both pre and post-surgery. The project was planned by a multi-disciplinary team including Orthopaedic Wards, Orthopaedic Theatres, Theatre Recovery and Anaesthesia. The trial period for the initiative has been completed and the review of feedback is underway. We hope to make this permanent standard practice across all surgical specialities.
Case Study Summaries
Others to be uploaded shortly. If you are looking for a specific case study please contact us.
- Case Study – Feb 19 – Investing in Children – Type 1 Kidz
- Case Study – Jan 19 – Mid Cheshire – TTO Medications
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- Case Study – Wyre Forest CCG – Bringing Patient Care Closer to Home in Wyre Forest
- Case Study – Nottinghamshire Healthcare NHS Foundation Trust – Bringing Mental Health Stories to Life
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- Case Study – Common Room in Partnership with Great Ormond Street Hospital for Children
- Case Study – Partnership Commissioning Unit (Four North Yorkshire CGCs)
- Case Study – Northumbria Healthcare NHS Foundation Trust – Managing Self-Harm in North Tyneside Schools
- Case Study – United Lincolnshire Hospitals NHS Trust
- Case Study – Thameside Hospital Foundation Trust
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- Dorset County Hospital
- Central Manchester University Hospitals NHS Foundation Trust
- PREVENTION: THE DDES EXPERIENCE
- Liverpool Heart and Chest NHS Foundation Trust
- Sexual Health – The Value of a Virtual Clinic
- Pharmacy Case Study – Improving Patient Information and Involvement
- NHS INSTITUTE FOR INNOVATION & IMPROVEMENT – CHILDREN AND YOUNG PEOPLE
- Insight for Improvement Regional Roadshows – 2017