Making It Better – Staff Engagement for Quality Improvement

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Sheffield Teaching Hospitals NHS Foundation Trust has placed emphasis on staff engagement as part of its programme of quality improvement.

The publication explores the steps the trust has taken towards engaging staff, such as the collaborative development of the Sheffield Microsystems Coaching Academy, Listening into Action groups and the creation of trust values. The case study also highlights the benefits the organisation has seen as part of its ‘Making it Better’ transformation programme.

Find out more about how Sheffield did it and see if you can incorporate the trust’s learning into your own.

NHS Employers
October 2017

To read the Case Study click here

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Reward As Part Of An Effective Recruitment Strategy

Northern Devon Healthcare NHS Trust used reward, within its recruitment strategy to ease workforce supply pressures and reduced vacancy rates.

This case study looks at some of the recruitment challenges faced by the trust and how it overcame them using the following key approaches:

  • recommend a friend scheme

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  • welcome to North Devon video
  • an individual approach to NHS Jobs
  • support on relocation
  • recognising achievements
  • dedicated recruitment website.

NHS Employers
October 2017

To read the Case Study click here

Bone Health Programme: A Proactive Population Approach to Bone Health

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Bone health is an often overlooked condition that affects millions of people across the UK with high rates of morbidity and mortality associated with fractures in the elderly population. The aim of the programme is to improve the health outcomes for patients at risk of sustaining a fragility fracture and to promote improvements in bone health through patient education, targeted case finding and review, effective treatment and medication compliance. The programme is underpinned by national guidance and local regional treatment pathways.

Targeted proactive risk assessment is undertaken as recommended by NICE CG146 with NICE TA160 and TA161 providing clear and structured direction in relation to the use of bone sparing therapies in primary and secondary prevention. Quality Statements 1,2,3 and 4 taken from NICE QS149 provide the overarching backdrop to the programme, supporting clinicians to identify opportunities to improve the standard of care provided to those at risk of fracture.

NICE Shared Learning
October 2017

To read Case Study click here
Related Guidelines:
Falls in older people: assessing risk and prevention (CG161)
Osteoporosis: assessing the risk of fragility fracture (CG146)
Osteoporosis (QS149)
Alendronate, etidronate, risedronate, raloxifene, strontium ranelate and teriparatide for the secondary prevention of osteoporotic fragility fractures in postmenopausal women (TA161)
Alendronate, etidronate, risedronate, raloxifene and strontium ranelate for the primary prevention of osteoporotic fragility fractures in postmenopausal women (TA160)

Reducing agency spend through a collaborative mobile app

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Read our case study which describes how Royal Surrey County Hospital NHS Foundation Trust has maximised the take up of bank shifts through development of an innovative mobile app allowing clinicians to self select shifts.

Learn about how the app, Locum’s Nest, has saved the trust £150,000 and now fills more than 60 per cent of shifts since February 2017.

The example also describes how the trust has collaborated with neighbouring foundation trust Ashford and St Peter’s, to create a subscribed pool of 3,000 clinicians which both trusts can access.

NHS Employers
October 2017

To read the Case Study click here

Bed-based intermediate care: Somerset Care and Yeovil District Hospital

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Yeovil District Hospital (YDH) purchased 18 beds at Somerset Care’s nursing home in Yeovil (Cookson’s Court) to become intermediate care rehabilitation beds.

Members of the hospital’s Rehabilitation Team work alongside Somerset Care nurses as a single team. They identify and assess patients in hospital to determine outcome goals and, with consent, transfer them to Cookson’s Court for a ten-day period of intensive reablement. At the end of the period they are assessed and discharged home, with or without home care and support, as required.

An intermediate care service of this design illustrates how key recommendations set out in NICE’s Intermediate Care including reablement guidance can be implemented in practice.

Key recommendations:

1.3.3: During assessment identifying the person’s abilities, needs and wishes so that they can be referred to the most appropriate model of intermediate care, avoiding wherever possible the need for acute hospital admission.

1.3.4: Actively involve people using services and their families and carers in assessments for intermediate care and in decisions such as the setting in which it is provided.

1.7.2: Ensure good communication between intermediate care staff and other agencies. There should be a clear plan for when people transfer between services, or when the intermediate care service ends.

NICE Shared Learning
October 2017

To read the Case Study click here
Related Guidance: Intermediate care including reablement (NG74)

 

 

Using Social Media to Aid Nurse Recruitment

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Newcastle upon Tyne Hospitals NHS Foundation Trust (NUTH) developed a social media strategy to engage with a wider audience, improve the quality and quantity of candidates, and target passive job seekers.

This case study looks at how the trust grew its Facebook following to 23,000 people on Facebook through regular posts, reaching an average of 52,000 people each week.

It looks at how online engagement has helped to promote working at NUTH as a package deal, enabling recruitment teams to target and connect with specific workforce groups and keeping people informed of opportunities.

NHS Employers
October 2017

To read the Case Study click here

 

Reducing clinical agency spend through central deployment

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Lancashire Care NHS Foundation Trust has taken steps to reduce its agency spend.

The work follows a spike in agency use in 2013 and a clear need to bring costs under control.

Find out how they’ve reduced their expenditure on agency staff from 38 per cent in 2013 to 17 per cent in 2017 through centralising the booking of shift and incentivising the take up of bank shifts.

NHS Employers
September 2017

To read the Case Study click here