Changing Culture, Strengthening Delivery
NHS: The Productive Ward Programme
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Caption: Helping staff release more time for patient care
CHRYSTAL FOX:
Prior to Productive Ward the nursing staff and the clinical
staff were so busy.
KATE CARVILLE:
There was no vehicle for them to express any ideas,
frustrations, concerns.
DEBBIE CROMACK:
We needed something to just stand back and look and say, well,
let’s look how we’re doing this.
DAVID THOMPSON: Ass’t Director of Clinical Engagement, Yorkshire
and Humber SHA
The Productive Ward is a way of empowering ward sisters,
matrons, staff nurses, nursing assistants, actually, to work in a
different way.
CHRYSTAL FOX: Deputy Director of Nursing,
Doncaster and Bassetlaw NHS Foundation Trust
This is about meal times, it’s about hygiene, it’s about ward
rounds, it’s about medications, it’s about how you organise your
ward, all things that really matter to patient care.
ROBERT FLACK: Director of Community Healthcare Services,
Kirklees PCT
It means that people can do what they’re there for, they can
look after the patient rather than, you know, running up and down
trying to understand where the mop might be, or where the drugs are
or whatever else.
SUSAN SPEAK: Head of Lean Improvement
Airedale Hospital Trust
We initially set up a Frustrations Board and asked the staff
what they thought were the most frustrating things about the ward,
and medicines was the biggest thing, and so we went and we videoed
one person doing a medicine round. She saw 15 patients and it took
her an hour and a half. It was quite unbelievable the number of
times she went back to the drug cupboard.
KATE CARVILLE: Acting Matron Medicine, Doncaster and Bassetlaw
NHS Foundation Trust
The well-organised ward has been perhaps the major thing. We
reduced from 81 minutes to 16 minutes in a shift of someone
actually walking round the ward, finding things, returning things.
Just in one day they saw that they could make so many changes.
DEBBIE CROMACK: Ward Sister,
Shipley Community Hospital
Initially, we did a waste walk of the ward to look at all the
different storage areas, and then just looked at redesigning and
specifying what cupboards we were going to use for what purpose. We
freed up five hours of care per month just in that small
change.
FRANCESCA HILL: Modern Matron,
Shipley Community Hospital
Just sensible ideas really, thinking about what you’re doing and
when you’re doing it, and making sure that you’ve got all the
equipment there ready - ready to just go, so you’re not backwards
and forwards all the time.
WENDY MAGEE: Charge Nurse,
Hull & East Yorkshire Hospital NHS Trust
We’ve been doing the mealtime module. We looked at our current
status and that included me filming the process. We then picked out
points to look at, so we implemented some changes, and reduced our
mealtimes from 40 minutes down to 20 minutes.
KAREN STANTON: Housekeeper,
Sheffield Teaching Hospital NHS Trust
We had feedback from all the staff, picking up on things that
we’d not - we’d not been doing, like not wearing aprons, we’d
noticed that patients weren’t prepared, 15 minutes prior to having
their meals we hand out wipes, and make sure they’re ready for
their actual meal. During the course of their meals there were
patients being disturbed, so we developed this idea of coming up
with a sign that goes on the table, you know, saying, stop, meal in
progress, please do not disturb, and it has worked. Because I came
up with the idea, it made me feel really good. The patients have
mentioned that the quality of the food is a lot better, and it’s
hotter.
BECCY McGEEHAN: Practice Development Co-ordinator Sheffield
Teaching Hospital
When we did the patients’ survey in January, as we started the
Release Time to Care, 75% of patients felt there were enough staff
on the ward to care for them, when we repeated that in May a 100%
of patients now feel that there are enough staff to care for them
without employing any more staff. Staff sickness has actually
reduced from 4% the same time last year to 1% this year. Patients
have actually specifically said the care on this ward is excellent,
it’s really improved.
ROBERT FLACK:
In my position sometimes one of the real challenges is getting
people to embrace change, and getting people to embrace new things.
With Productive Ward we’ve not had to do that, and the impact
that’s made to the patient has just been incredible really.
KATE CARVILL:
Time has been released from doing jobs that were unnecessary to
suddenly now that they can take their time to spend with the
patients, and that has brought out a better mental attitude from
the staff.
CHRYSTAL FOX:
You walk on to the ward and it feels different, it feels more
organised. There’s a better ownership to the ward.
DAVID THOMPSON:
Just clicks with people, particularly people who are working day
to day with patients, because they’re practical folks, by and
large, and they’ll find innovative ways of doing new things.
ROBERT FLACK:
As a direct result of us using the Productive Ward,
approximately 20% more time is spent by the nurse with the
patient.
DEBBIE CROMACK:
It’s not something that we’ve been told to do, it’s something
that we’ve - we own ourselves and will continue to own and continue
to improve.
End of Transcript
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