The productive ward by TB38T6q

VIEWS: 73 PAGES: 26

									  Making Quality Count …
  Releasing Time to Care
… proving the collective power of nurses can radically
         transform patient care on a very large scale

                                    Kerry Bloodworth
                         Assistant Director of Nursing
     Agenda
•   Our Trust
•   Why productive ward
•   Getting started
•   What we do
•   What we have achieved so far
•   Conclusion
Delivering higher quality care,
 for patients, with no extra
          resource.
"The very first requirement in a hospital
is that it should do the sick no harm."




                    Florence Nightingale
                    (1859)
100% £86 billion

                   100%

  Acute
  Health                                       Breakdown of healthcare
                             68%
 Services                                             provision spend:
    41%                     £24 bn      22%
  ~ £35 bn
                                                                 7%                          5%
                    0%
                          Acute Bed   Outpatient                A&E                        Maternity
                            Users
   First
  Contact
  Services                                        A ward is the single
 Social Care
                                                 largest unit of care in
                                                   the NHS and most
 Community                                          other healthcare
   Health
                                                        systems
    Mental
    Health
                                         06/07 Figures based on 04/05 proportional split
Scale of the potential:
    • 397500 nurses in the English NHS

    • Just under 300,000 nurses in hospital care

    • 19737 new nurses graduate into NHS per year

    • 165 local hospital systems

    • 109,505 hospital beds for acute care
What does the patient want?
• No harm
  – E.g. free from falls, drug errors, infections and
    adverse incidences
• A good experience
  – E.g. Nutritional needs are met, to be involved, to be
    listened to…


Safe, efficient services which offer the
 best quality of care
Our Organisation
• One of the largest NHS Teaching
Trusts in the country
• We treat over 1 million patients
• 96 wards
• 12,000 staff in total with 6,000
nurses
• Turnover of £650m… and in
balance!



      We aim to be the best Health Care
       provider in the country by 2016
Basic Principles of RTtC:
• Application of industrial / lean methods in
  a ward setting
• Modular, self directed learning structure
• Entirely ward / departmental focused
• Equips ward leaders with methods to lead
  their staff towards safer, more dignified,
  more reliable and more efficient care
Modular Structure:
Module Box Set
 Why our passion for Releasing Time to Care?
   It enables   nurses to apply a standard set of tools which
      transform wards, leading to calmer and more
                    dignified environments
   Time is released to make care more reliable and safer -
                 patients get better quickly.
                                                                Releases
                                    Making                     Registered
            Reducing   Removing        ward     Information      Nursing
Reviewing
              Motion     wasteful    areas          to make
processes
                Time    resources     work         decisions
                                                                  time to
                                    for staff                     care for
                                                                  patients
…or from another perspective, we turn this -
                 INDIRECT NURSING TIME

                 NURSING CARE
                  DIRECT NURSING TIME




         PATIENTS – THE REASON WE EXIST
To this…
                INDIRECT NURSING TIME

                NURSING CARE
                 DIRECT NURSING TIME




  By nurses
 at each and
  every level
                …and both patients and staff benefit
Managing demand/expectations

• If you have to resort to ‘mandating’ the
Productive Ward then something is wrong
• With the right communications plan, correct
strategic alignment, and sound implementation of
‘showcase’ ward(s), there should be no reason to
mandate the Productive Ward
• Our experience is that ward staff will queue up
to be part of the Productive Ward
A ward Performance Board
Before – well organised ward
              Cluttered store rooms have
              enabled saving of approx
              £1500 on this ward
After – Well organised ward
• Our sluice was extremely
  cluttered. Ward staff spent a
  day looking at what needed
  to be in the sluice and how
  we could reduce the time
  spent in the sluice.
C29 “junk” room
Room redefined for emergency
equipment
Public Confidence – Performance Information

 •   Evidence
 •   Open and transparent
 •   Strengths and Weaknesses
 •   Vehicle for change
 •   Tracks improvements
Cycle of Continuous Improvements
                        Nurses feel
                       empowered to
                       make changes                    Nurses
                                                      are more
                                                  satisfied at work
 Patients are
   navigated
 appropriately
                                                     Nurses are able to
                                                   correct issues – getting
                          Patients feel                it right, first time
       There is less    safer and happier
          waste in
        the system
                               Problems are
                             identified earlier
Why are we different?
 • Patient Involvement – Board to Ward
 • Impacts on all pathways
 • Brings together all staff involved in patient
   care
 • Can directly influence patient safety and
   reliability of care
 • Nursing is leading the change
 • Success is reliant upon our profession
So what have we achieved?
 •True patient involvement and influence
 •Implemented across 57 wards + ED
 •MRSA reduced by 68% and C – Difficile by 50%
 •Direct Nursing Care increased by 60%
 •45% of wards have reduced falls
 •Influenced the £50M Productivity Investment
Any Questions

								
To top