Day One Co Core Trainin aining May 2015
Welcome! • Washrooms & Exits • Breaks & Lunch • Phones & Email • Plan for the coming days
Icebreaker!
“Ground Rules” for this Workshop • Everyone has a valuable contribution to make • There are no stupid questions! • Please do not interrupt others and respect their views • Be open and honest • No blame or criticism • Confidentiality • Think creatively/generate ideas • Let’s keep to time – we have a lot to get through and are here to work Any others?
The Productive Series The Productive Community Services
Principles of The Productive Series Team performance and leadership Patient’s experience & outcomes Safe and reliable care Cost effective care
Basic principles The Productives concentrate on the HOW, not the WHAT • The vast majority of all healthcare guidance concentrates on end standards (i.e. the WHAT) • Our staff need help with HOW to implement these standards, so they happen 24/7 – even on a Sunday night!
Concentrating on the HOW, not the WHAT
Basic principles • Scalable, bottom up, top enabled application of proven methods in a ward setting • A mechanism for engaging and empowering staff so they can challenge the status quo and lead the changes they want to make for themselves • A structured approach with clear management roles and responsibilities • Modular, self directed learning structure • Context specific – entirely ward focused • Making “new” methods accessible • Equipping ward leaders with methods to lead their staff towards safer, more dignified, more reliable and more efficient care
Learning from the Productives so far … • Energy can be unleashed by encouraging front-line teams to question how they work and by providing simple tools and skills to help them do this • It is possible to achieve virtually universal take up • Excitement can be created and then steered, rather than forcefully “over - designing” a programme • Modules are leadership methods rather than improvement tools
What can The Productives do for patients? Increase direct care time Reduce patient complaints (St George's Healthcare NHS Trust It gives the patients something back that Patient experience and they may have lost - direct feedback means control that we can act on and address issues immediately Hinchingbrooke Health Care NHS Trust Staff survey indicated that 100% of staff felt Its about treating the they had more time to person holistically and spend with patients and empowering them to take involve them in their control of their conditions own care Coventry Community Health Services Salford Royal Foundation Trust
What does Productive Ward offer the executive Board? • A systematic way of delivering safe, dignified, reliable, and efficient care to patients • A mechanism for engaging and empowering staff so they can challenge the status quo and lead the changes they want to make for themselves • A structured improvement approach with clear management roles
What is your Boards involvement with your Productive implementation? ‘When was progress with implementation last on your Board papers? Is your plan for implementation strategically aligned to your organisational goals? What quality indicators are you measuring and reporting to the Board on a regular basis?’ Ursula Ward CEO Portsmouth Hospitals NHS Trust
Are you connected with your frontline staff? ‘opportunity to have systematic conversations with ward staff.’ the Productive series ‘joins the board room to the ward floor. Productive Ward is my way, with my senior team, of making sure that we are in touch with the frontline delivery of care.’ David Astley, formally CEO St Georges Healthcare Trust
Evidence and Impact • •
Evidence “The Productive Ward has the potential to deliver £270m in productivity and efficiency savings across 139 acute trusts in NHS England by March 2014.” Rapid Impact Assessment of The Productive Ward NHS Institute for Innovation and Improvement, 2011 The Productive Ward can help organisations make significant improvements in their productivity and efficiency. Improving healthcare quality at scale and pace - Lessons from The Productive Ward: Releasing time to care™ programme National Nursing Research Unit at King’s College
The Productive series has been transformational in the acute sector and has every chance of being equally transformational [in the community]. I think it’s a really key driver for change.” Jim Easton, National Director for Improvement and Efficiency Department of Health
Building on a strong foundation: The Productive Ward - the evidence • Research study from NHS London • Releasing time to care has been a significant catalyst for change • It has resulted in measurable, positive impacts. – 13 percentage points increase in median Direct Care Time – 7 percentage points increase in median Patient Satisfaction Scores – 23 percentage points increase in median Patient Observations Source: NHS London 2009 This equates to having an extra 255 full- time nurses….while an equivalent level of service improvement without the programme would cost an estimated £7.5 million a year Nursing Management July 2009
Key Factors for Success 10 influencing factors identified & supported by the Kings NRU study Test against the organisational goals and strategy. Seen by many as a ‘good’ thing to do but not tested against it being the ‘right’ thing to do when considering the hospital’s improvement capacity and strategic priorities. Clarify the expectations of the trust leadership in taking an active role in the operation of a strong governance system. This will give the team clear visibility of the progress and outcomes of The Productive Ward programme and the means to resolve issues where senior intervention is required Imperative that connection is explicitly made to the nursing vision and organisational objectives for the trust
Develop the staff skills and knowledge to change work processes and coach others: grow a culture of shared knowledge across the organisation and region Ward based measurement needs to be considered a priority, linked with existing measures and analysed by the ward team who respond to changes and drive through improvement The showcase ward’s primary leadership support, the matron needs to be in a position to function in a supporting manner Nursing leadership in the hospital needs to be explicitly involved in the high level planning, briefing and engagement prior to the project, including clarifying the time requirement for both senior staff involvement and ward based staff
Focusing the project lead on managing the project and coaching rather than the doing. Due to the natural abilities of the project lead the ward lead may be undermined and by-passed in efforts to implement changes Choose wards that are performing well and do not have a history of underperformance The Productive Ward relies on collaborative management. This can be a challenge to some ward leadership structures that do not demonstrate this consistently, consider what support may be required Reporting to the hospital senior leadership team needs to be defined and regular
Rampton Hospital – positive impact for staff
Press Coverage
Patient feedback from Papworth Hospital
Patient feedback from Papworth Hospital • After extensive surgery Rob Marchment spent several weeks on a surgical unit , where he observed the staff working through The Productive ward. • He took note of their proudly displayed ward vision and wondered if they could live up to their ideals. • After his stay the Trust received a letter from Rob. Thinking back to the ward vision, he explained that “it was possible to connect all the aims to what was being lived out on a daily basis on the ward.” • During his stay Rob saw a well organised and calm working environment that facilitated efficient and excellent teamwork. The mutual respect was evident even before I saw the “Ward Vision” They [staff] are more special than they realise.
Evidence of other benefits £40k stock savings in one ward 400% increase in early 15% reduction in discharges length of stay 50% reduction in Medical errors reduced staff interruptions by 87% Patient complaints Patient complaints reduced by 64% reduced by 64% Note: In some cases The Productive Ward has attributed to the above benefits (Improving healthcare quality at scale and pace - Lessons from The Productive Ward: Releasing time to care™ programme National Nursing Research Unit at King’s College)
Can be transferable to different health/specialist care settings across integrated services Maternity Cleaning Forensic Rehabilitation and Paediatrics Recovery Human Resources Emergency care
‘Putting frontline staff in control’
Impact from Airedale NHS Foundation Trust CDiff In 2008/09 128 reported cases In 2010/11 11 reported cases MRSA In 2008/09 12 reported cases In 2010/11 3 reported cases
Recommend
More recommend
