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 – firstname.lastname@example.org
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 – email@example.com
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 – firstname.lastname@example.org
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.
Investing in Children
Type 1 Kidz – The Impact of Engaging Children and Young People with Type 1 Diabetes and Their Families to a Peer Support Project
Contact: Chloe Brown – email@example.com
Investing in Children (IiC) is a Community Interest Company based in Durham that works nationally and internationally. There are 10 employees. Using a children’s rights-based approach IiC works with children & young people from pre-school to 21 years old to help them to have a voice about things that affect them and make changes based on their suggestions and thoughts. For example, IiC facilitates the Children in Care Council, groups in a Secure Centre, health groups and Type 1 Kidz (children & young people with Type 1 Diabetes). IiC works closely with services and decision makers to make these changes happen.
While working with CYP with T1D and their families in Co. Durham & Darlington and looking at improving the hospital service it became apparent that there was a need for opportunities for them to meet, learn together and support each other. For this reason Type 1 Kidz (T1KZ) was formed and started running in Co. Durham and Darlington in 2012. The aim is to help families to have improved self-care, be more positive about the future and have greater self-belief, overall to become empowered to be healthy now and in the future. Following the success of the project in this area funding was achieved to spread the project to 4 other regions in 2014. Scoping work has been carried out in 2 other regions in the North East and Cumbria who would like to adopt the project in their region. An evaluation analysed by Sunderland University found that families that attended Type 1 Kidz for a longer period of time had more confidence and knowledge of 10 key areas than those that had attended fewer times. The project has already demonstrated that it has transferability and the success has been disseminated through presenting at National Conferences, writing Journal Articles (in January and June 2017) and winning two awards at the Quality in Care Awards 2017.
Mid Cheshire Hospitals NHS FT
Acute Medical Unit – To Take Out Medications Project
Contact: Amy Chadwick – firstname.lastname@example.org
This project is a compelling example of the importance of listening to patient feedback.
Issues with discharge delays trust-wide were identified through patient and public involvement initiatives. The national inpatient survey 2015 had highlighted patient concerns around the lengthy delays when waiting for discharge medication following discharge from inpatient hospital stays. Subsequently a project team led by Amy Chadwick was appointed on AMU to address these delays at a local level, with the view to disseminating and rolling out any successful interventions across other areas of the hospital. By trialling new ideas, and measuring the outcome via PDSA cycles, a robust and sustainable improvement has been implemented. Discharge delays have been significantly reduced since the introduction of the TTO printer on AMU, decreasing the delays associated with the medications aspect of the discharge process and increasing patient satisfaction. This is also being piloted on a surgical ward.
Case Study Summaries
Others to be uploaded shortly. If you are looking for a specific case study please contact us.
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