Occupation

Abstracts
Posters
Service Development: The volunteer/speaker role was introduced
2 years ago and has been a great addition to our team. Preemployment
checks were made and the boundaries of the role
clarified with our volunteer. Patients are now seen by a Nurse,
Physiotherapist and Occupational Therapist – and also have an
opportunity to ask our ex-patient/volunteer questions.
The impact of anxiety (Carr et al 2005) and pain (Louw et al,
2013) on surgical recovery is well documented, and by giving the
patient an opportunity to discuss these concerns with a clinician
or ex-patient has been very positive.
Conclusion
1. Research into the role of volunteer/speaker in the design and
delivery of pre-operative education.
2. It is recommended that the impact of anxiety and pain levels
are made explicit during pre-operative education sessions.
3. Evaluation of the outcomes of pre-operative education.
References
Carr E C, Thomas V N & Wilson-Barnet J (2005) Patient
experiences of anxiety, depression and acute pain after surgery: a
longitudinal perspective International Journal of Nursing Studies
42 (5) 521–530
Johansson K, Nuutila L, Virtanen H, Katajisto J, Salantera S
Preoperative education for orthopaedic patients: systematic
review Journal of Advanced Nursing 2005 50/2 (212–223)
Louw A, Diener I, Butler D S, Puentedura E J Preoperative
Education addressing postoperative pain in total joint
arthroplasty: a review of content and educational delivery
methods Physiotherapy Theory and Practice 2013 29 93)
175–194
Nagi
Keywords
Adult physical health, Service improvement or transformation,
Innovative practice, NHS
Contact E-mail Addresses
dawnscull@netscape.net
• a bespoke caseload weighting tool utilising concepts
from Imperial College (COT 2011), devised to facilitate
management of sustainable caseload volume across the team,
• a complexity scale to ensure effective and fair allocation of
clinical capacity,
• an ‘Optimal Discharge Facilitation’ initiative utilising followup
phone-call systems to mitigate risks for those clients
discharged from hospital prior to being seen due to bed
pressures.
Innovation continues with integration of above systems into
Trust patient level data reporting and daily situation reporting
allowing for team capacity to be reported utilising Trust alert
style communications.
These improvements achieved consistency, comprehensive,
effective Occupational Therapy service across the wards, where
those at highest risk are prioritised by ensuring that people are
in the right place at the right time. The team know the priorities
every day, with systems and processes in place to support
decision making.
References
NHS Benchmarking (2012) Acute Therapies Benchmarking
– Phase 1 Report (revised) Occupational Therapy: NHS
Benchmarking Network
College of Occupational Therapists (2011) COT/BAOT Briefings –
Workload Weighting: College of Occupational Therapists
Keywords
Adult physical health, Service improvement or transformation,
Pathways or models of service delivery, NHS
Contact E-mail Addresses
sara.quarrie@iow.nhs.uk
Author Biographies
Sara Quarrie – Principal Occupational Therapist, Department of
Occupational Therapy, Isle of Wight NHS Trust.
Marina Amos – Highly Specialist Occupational Therapist & Team
Lead (Inpatient), Department of Occupational Therapy, Isle of
Wight NHS Trust.
P13
‘Fair day’s work’ tool – inpatient acute occupational
therapy team
Quarrie S, Amos M, Isle of Wight NHS Trust
The Inpatient Acute Occupational Therapy Team consisting of
6.51WTE staffing is commissioned to provide interventions
across the 180 beds of the acute wards of St Mary’s Hospital
including A&E, medical, surgical, orthopaedic, cardiac, palliative
and respiratory specialities. In 2012 it was identified that this
team’s capacity was significantly outstripped by demand which
was the impetus to the journey to find a sustainable solution
and thus the concept of a ‘fair day’s work tool’ was born.
A team review of processes identified demand pressures
resulting in: client’s needs being left unmet; staff feelings of
underachievement; increased stress and poor morale; staff
absence; and poor retention of staff. The team implemented a
database system to improve data collection and began analysis
of team data against NHS benchmarking data (2012).
From these findings, the team implemented innovations over the
next three years including:
• a priority system and meetings to identify high risk client need,
P14
An integrated health and social care pilot study, in
elective orthopaedics
Waddington L, Nottingham University Hospitals NHS Trust;
Background: Following elective orthopaedic surgery older
people may need support on discharge. The process for referring
has to be actioned post operatively. The nurses complete a
referral (Section 2 and 5: of Delayed Discharge Act 2003).
This is actioned by the hospital discharge team, who assess
and organise an appropriate service. This can result in internal
delays awaiting the discharge team, as well as external delays
awaiting availability of services. Discharge delays are costly
for the Trust, and disrupting to patient flow and experience.
The multidisciplinary team can usually predict the needs of the
patient pre-operatively. The Occupational Therapy (OT) team
complete a full holistic assessment of function.
Aim of Service Improvement: To streamline the pathway from
hospital to home. The OTs refer patients directly to START (shortterm
assessment and reablement team). The START team is a
Community based Occupational Therapy service. The aim of the
service is to increase independence, confidence and well-being
and reduce the need for longer term support.
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