Annual Report and Accounts 2012/13 - Royal Devon & Exeter Hospital

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16 2. Progress on our 2012/13 Priorities Royal Devon and Exeter NHS Foundation Trust Quality Report 2012/13 Trust Priorities 2012/13 Develop a strong value-based vision for Nurses, Midwives and Allied Health Professionals Over the course of the last year we have developed a new vision to guide the work of the 2,800 nurses, midwives and allied health professionals (AHPs) providing patient care at the Trust. The programme set out an ambitious organisational-wide commitment to ensure that high standards of care are applied consistently. The three year programme, which was developed by senior leaders, seeks to capture the pride and dedication that our nurses, midwives and AHPs demonstrate on a daily basis. It also emphasises their passion to constantly improve patient care: ‘good’ is not good enough – we want to be the best we can possibly be for our patients, their families and carers. Representatives of nurses, midwives and allied health professionals at the RD&E were involved in the development of the vision to reinforce their commitment to: • Providing safe, dignified and compassionate care • Being open and honest in their communication and work in partnership with patients and their families • Recognising specific needs of individuals and providing personalised care. The programme of work which sits beneath the vision includes simple innovations such as ensuring good practice in one area can be rolled out and applied consistently and reliably across the hospital, and making sure that individuals are held accountable. For example: • We are rolling out Comfort Rounds where we ensure that each ward undertakes a nursing round every hour. We believe it is not acceptable for patients to rely on a call bell to request assistance. We want to pre-empt the essential needs of our patients; so every patient every hour will be asked by a nurse or midwife whether they are comfortable and if there is anything they need. This regular check will address essential aspects of patient care including pain management, nutrition and hydration. We also expect this pro-active approach to reduce the incidence of patient falls and pressure ulcers. We have implemented Comfort Rounding on 15 wards and have a plan to see it fully implemented by July 2013 • We have always sought to improve our services by listening to patient feedback. Now, based on a successful trial in our orthopaedic wards, we are systematically capturing patient feedback whilst patients are still in hospital and sharing this at daily team safety briefings to promptly address any issues or concerns that may arise. Our approach involves the distribution of yellow cards which simply ask patients “What went well” and “What would make it even better if …?” These are reviewed by the ward team at the end of the shift and where possible any concerns are addressed immediately. Ward Matrons collate the responses to these questions and display publicly on the ward significant issues that have been identified and addressed. This has been implemented on 25 wards and departments and will be implemented across the Trust by June 2013. We will adopt this approach over the coming year in line with our Governors’ priorities. ‘Good’ is not good enough – we want to be the best we can possibly be for our patients, their families and carers.
2. Progress on our 2012/13 Priorities Royal Devon and Exeter NHS Foundation Trust Quality Report 2012/13 17 We now have anonymous staff feedback cards to pick up on themes or issues which need addressing because staff morale and satisfaction in the workplace can mirror patient satisfaction. Therefore we have implemented a system of ‘What went well… even better if’… for staff. This is very similar to the process we are using for patients and works in the same way. The collated significant issues are displayed by the Ward Matron in staff areas. This will be fully implemented across the Trust by May 2013. At the heart of these initiatives – and many others besides – is the understanding that delivering safe, quality care to patients each and every time, with compassion and dignity, must be the main focus for our work. Whilst targets and financial imperatives are important and have their place, they cannot and must not get in the way of good, decent and compassionate care. In order for the vision to be properly embedded we understand the importance of investing in staff. The vision sets out plans to: • Enable the development of knowledge and skills which inspire staff to give high standards of care • Identify and invest in the leaders for today and the future • Actively listen and encourage ideas which will improve services.
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