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Issue 115 • June 2013
Pennine NewsT O P R O V I D E T H E V E R Y B E S T C A R E F O R E A C H P A T I E N T O N E V E R Y O C C A S I O N
CLEAN AND FRESH WITH NEW DOMESTIC CONTRACT
• Building works at TROH and FGH’s A&E departments
• Academic dedicates paper to maternity staff
• Dying Matters awareness week
• Top recruiter in diabetes research study
In the news2 June 2013
ContentsBuilding works at A&E depts ...Pg 4
Trust reduces MRSA casesby 97% .......................................Pg 5
Dying matters awareness .........Pg 6
Dying matters partnership .......Pg 7
Improving clinical records .........Pg 7
Smashing time with giantEaster egg ..................................Pg 7
Team talk ...................................Pg 8
Team focus on R&D...................Pg 9
Listening into Action update ....Pg 10
Top of the tree in diabetesresearch study ..........................Pg 11
Thought for the month ............Pg 11
Sickness absence ........................Pg 12
Food for thought - new patient menus with Pennine Care.........Pg 12
Diary dates .................................Pg 13
It’s a WRAP withprevention courses ....................Pg 13
Double Dutch?Not with Allan! .........................Pg 13
Information governanceupdate ........................................Pg 14
Developing Trust’s nursing& midwifery strategy ................Pg 14
Paralympic athlete praisesNMGH pharmacy team .............Pg 15
New website launched .............Pg 15
Staff notice board .....................Pg 16
Inside NewsTHE Trust has several communication tools to help keep staff up to date:
Team Talk is sent round monthly, for use in all team briefings.
Weekly bulletins are emailed on Mondays and contain a range of operational and site information.
Online copies of all the bulletins and Team Talk plus more, can be found on the Trust intranet at nww.pat.nhs.uk/communications
You can send your stories for either Pennine News or for local media to Trust communications at [email protected], or call Nicola Berry on 44284.
If you have any ideas, views or suggestions regarding communications across the Trust, please email [email protected]
“IMPRESSIVE” was how the Mayor of Rochdale, Councillor James Gartside, described the services at Rochdale Infirmary recently as part of an annual visit.
He was visiting the hospital site with Mayoress Councillor Jane Gartside, where they were shown around a number of the Infirmary’s services including the Urgent Care Centre (UCC), the rheumatology Unit and the Trust’s central booking and scheduling department.
The delegation also visited the new Eye Unit at the Infirmary where they met staff and patients. The unit has only been open to patients since January 2013, following its £1.8 million investment to improve and transfer it from Birch Hill Hospital.
Helen Nuckley from Bury was a patient on the Eye Unit’s day case ward during the Mayoral visit. Mrs Nuckley had undergone a cataract operation on her right eye that morning. She said: “I was a bit nervous about the operation, but it was all over quite quickly and painlessly. I had seen publicity on the new Eye Unit when it first opened and thought that it looked an impressive place to be treated. All the staff here have been very friendly and put me at ease, and the service as a whole has been very good. I certainly won’t worry about
coming back in a few months time to have my other eye operated on.”
The Eye Unit provides a comprehensive ophthalmology service for both planned and emergency eye care for the population of Heywood, Middleton and Rochdale, and parts of East Lancashire, Tameside and Glossop. The unit comprises a broad range of ophthalmic services including: a full outpatient service, pre-op assessment clinic and a day case unit which has two co-located theatres and three wards.
Councillor James Gartside, the Mayor of Rochdale, said: “I have been very impressed by what I have seen at Rochdale Infirmary.
I passed one wall of thank you cards and letters from patients and it was clear that the wall needed to be extended as there were so many compliments on it, praising
the services at the hospital. The visit has been informative and enjoyable and it is good to see that the Infirmary is a specialised place for so much care. We have got patients coming from surrounding areas to have treatment at Rochdale and this is achieved in a co-ordinated approach to booking their appointments.”
The Mayor is pictured with patient Helen Nuckley.
Mayor of Rochdale impressed with services
“I passed one wall of thank you cards and letters from patients and it was clear that the wall needed to be extended as there were so many compliments on it...”
G4S Integrated Services (G4S) has now started a five year contract to deliver healthcare cleaning services for the Trust.
The contract, worth up to £56m, will involve G4S providing cleaning services to all the hospitals within the Trust. They will provide a ‘one stop shop’ for domestic cleaning services and will work together with Pennine Acute to improve the patient, staff and visitor experience.
Employees of the Trust and patients should see no change in service, apart from the 520 domestic staff who were transferred across to G4S under TUPE employment regulations, wearing a different uniform.
Staff will wear navy blue polo shirts, navy blue trousers, high vis jackets and blue gilets branded with the G4S logo and ‘working in partnership with NHS’. Employees carrying out a food service will wear an NHS logo white and blue blouse, navy trousers, blue tabard and white hat.
Staff have also undertaken training sessions on new equipment and procedures.
Bob Taylor, group managing director of G4S Integrated Services, said: “We’re
delighted to be working with The Pennine Acute Hospitals NHS Trust. We have an 11 year track record to be proud of delivering professional FM services to healthcare businesses across the country and look forward to supporting the people of Greater Manchester.”
Pam Miller, associate director of facilities at the Trust, said: “We are delighted to award the cleaning services contract to
3In the news
G4S and we look forward to working with them to deliver a clean and safe environment for patients, staff and visitors across all our hospital sites.
“We’re confident that G4S will deliver the essential services necessary for the smooth running of all our premises to the highest standards.”
The contract is the largest single service facilities management contract awarded to G4S in healthcare, with staff responsible for over 184,000 square metres of premises and 1,960 inpatient beds.
Cleaning up on new domestic contract
STAFF in the maternity unit at The Royal Oldham Hospital have had their hard work recognised in a forthcoming academic paper by University of Manchester academic, Dr David Penney.
Dr Penney, Honorary Lecturer in the Faculty of Life Sciences, was writing an academic paper that identifies a new species of stingless bee in January, when his wife, Zahida Bibi gave birth to their second daughter, Amelia, on the new maternity unit.
Zahida had a very difficult time with Amelia’s birth and suffered three days of no sleep combined with severe pain and discomfort. She eventually needed an assisted delivery and after the birth had to go into theatre to have the placenta
removed.
Dr Penney explains: “My wife had a really difficult time during the birth of
Amelia, but all the staff on the maternity ward were brilliant. I can’t thank them
enough for how they supported us, so dedicating the paper to them seemed appropriate.”
Dr Penney specialises in the study of spiders and other insects. His academic paper on the stingless bee has been published in
the open access journal Paleontological Contributions, which is available online at: http://paleo.ku.edu/
contributions.html.
His dedication, which reads: “David Penney dedicates this paper to all the
hard working staff of The Royal Oldham Hospital Maternity Services
Department”, is considered to be quite a rare occurrence in academic circles and staff at the maternity unit are honoured to have their efforts recognised in this way.
Joanne Moore, divisional director for women and children’s division, said: “All
the staff on the maternity ward are absolutely thrilled to
be acknowledged in Dr Penney’s academic paper. It is an unexpected
surprise and honour.
“We would like to thank Dr Penney for acknowledging the work of our staff. It
really does mean a great deal to them.”
Dr Penney and Zahida are pictured with daughters Siri and baby Amelia, inpatient matron Vivienne Twomey and midwives Sue Nightingale, Gill Hattersley and Clare Waters.
Academic dedicates paper to maternity staff
Cleaning helpdeskCleaning helpdeskCleaning helpdeskCleaning helpdeskCleaning helpdeskCleaning helpdeskCleaning helpdeskCleaning helpdeskCleaning helpdeskA new dedicated seven day, 24 hour A new dedicated seven day, 24 hour A new dedicated seven day, 24 hour A new dedicated seven day, 24 hour A new dedicated seven day, 24 hour A new dedicated seven day, 24 hour helpdesk will operate between helpdesk will operate between helpdesk will operate between helpdesk will operate between helpdesk will operate between helpdesk will operate between the Trust and G4S, for requesting the Trust and G4S, for requesting the Trust and G4S, for requesting the Trust and G4S, for requesting the Trust and G4S, for requesting the Trust and G4S, for requesting periodic, rapid response and deep periodic, rapid response and deep periodic, rapid response and deep periodic, rapid response and deep periodic, rapid response and deep periodic, rapid response and deep clean activities.clean activities.clean activities.clean activities.clean activities.clean activities.
For domestic and housekeeping For domestic and housekeeping For domestic and housekeeping For domestic and housekeeping For domestic and housekeeping For domestic and housekeeping services ring 45343 or email services ring 45343 or email services ring 45343 or email services ring 45343 or email services ring 45343 or email services ring 45343 or email [email protected]@[email protected]@[email protected]@uk.g4s.com
Building works at A&E expansions at The Royal Oldham and Fairfield
CONSTRUCTION work has now started to expand and improve the accident and emergency facilities at The Royal Oldham Hospital.
The £4.4M capital investment by the Trust will see the expansion of the existing emergency department and the development of separate, dedicated A&E facilities for children and young people.
The construction works entail the complete remodelling of the existing A&E department and will provide six adult resus bays and one paediatric resus bay. The expansion will include the development of ten treatment cubicles, one psychiatric liaison room, one individual treatment room and a shared plaster room with paediatrics.
In the dedicated paediatric A&E department, there will be five cubicles and one high care room. Five consult/examination rooms will be shared by adult minor treatment staff and those in paediatrics. An additional x-ray room will also be formed with a separate paediatric waiting area.
The A&E department at The Royal Oldham Hospital currently sees an average of 280 patients per day; approximately 94,000 patients a year. Of these, around 70 children aged under 16 are seen every day. The A&E team comprises 11 consultants in emergency medicine and 85 nursing staff.
It is hoped that the increased space and capacity will help to improve the waiting times and overall patient experience for patients requiring emergency or critical care in Oldham and surrounding areas. The development and expansion is due to be complete by summer next year.
Dr Nick Gili, A&E consultant and clinical director at The Royal Oldham Hospital, said: “The expansion and improvements planned for the hospital are an exciting development for the Trust. The extra space will help us to provide patients with modern, spacious facilities, create more capacity and improve
waiting times. This should go some way in helping us to meet the increased demands on our emergency services from critically ill patients.
“The new facilities will particularly benefit children and young people, who will have new, dedicated facilities. It will also help us to plan and deliver improved urgent care services in partnership with local GPs, commissioners and other providers.”
Graham Lord, head of estate development, said: “This is another exciting and significant estate
development for The Royal Oldham Hospital which has involved careful planning with our architects, our clinical
staff and patient representatives. It remains ‘business as usual’ for the
existing A&E department and other services that are delivered
from the hospital. Our priority is to ensure the construction site and building works is restricted, people are safe and disruption is kept to a minimum.”
Meanwhile, building work is also well under way for a £2.25m expansion to the accident and emergency department at Fairfield General Hospital.
Construction work started on the scheme in November 2012
and the project is on target for completion by November 2013,
despite poor weather conditions at the beginning of the year.
The scheme will see the expansion of accident and emergency facilities with the construction of two extensions to the existing A&E department. One of the extended areas will provide dedicated, state of the art A&E facilities for children and young people and the other will allow staff to separate minor and major cases.
It is hoped that the improved physical layout and expansion of clinical treatment areas will allow the A&E department to streamline patients more effectively and reduce waiting times by separating patients with minor injuries from those who are critically ill.
Graham Lord said: “Despite poor weather at the beginning of the year, we’re pleased to report that building works
are on schedule. Ground works have now been completed and with the steel frame being erected, we can see the new building starting to take shape.
“Brickwork has now started and the roof of the first extension is complete. The internal fit out works have been planned in phases to ensure that there will be minimal disruption to staff and patients, and the daily running of the A&E department during the building works.”
In the news4 June 2013
A&E consultant Dr Tom Leckie, clinical matron Julie Winterbottom and Dr Nick Gili, A&E consultant and clinical director
Trust reduces MRSA cases by 97%STAFF at the Trust have successfully reduced the number of MRSA bacteraemia cases by 97% over the past six years, from 105 cases in 2006/7 to three cases in 2012/13.
For Clostridium Difficile (C Diff) infections, the Trust has also successfully reduced the number of cases year on year, achieving a 76% reduction in the number of cases reported over the past five years, from 356 cases in 2008/09 to 86 cases in 2012/13.
Marian Carroll, director of nursing said: “Year on year, we are successfully reducing the numbers of patients with healthcare acquired infections and this is very good news for our patients. Our staff work hard to tackle these infections with good hygiene practice and a range of infection control measures.
“We have implemented a number of measures that are having a major impact in reducing hospital acquired infections:- mandatory Aseptic Non Touch Technique (ANTT) training for all clinical staff, infection prevention teams based at ward level and MRSA screening programmes for patients admitted to hospital for a procedure.
“Education is key to ensuring that our clinicians focus on safe practice at the point of delivery and a more targeted use of antibiotics. A clear focus on hand hygiene and use of personal protective equipment (PPE) on our wards helps make a difference in reducing the number of infections.”
The Trust has also introduced innovative disinfectants to eradicate Clostridium Difficile spores in the environment and has focussed on ensuring high standards of cleaning on all wards. Staff are encouraged to escalate any cleaning issues with cleaning supervisors and any wards identified with cases of C Diff undergo a full clean and disinfection immediately. Robust root cause analysis and work with partner agencies ensures that lessons can be learnt when the infection is identified and changes made to practices where needed.
Patient safety and reducing the number of health acquired infections remains a top priority. The Trust is continuing to seek ways to reduce the number of hospital acquired infections further by setting itself challenging targets and ensuring the ongoing training of its staff and by adopting new technologies wherever possible.
The Trust has set the challenge for 2013/14 of zero MRSA bacteraemia cases and to reduce C Diff infections by a further 20% to no more than 69 cases.
5News - Trust stories
CONGRATULATIONS to the wards at The Royal Oldham Hospital pictured below who have received infection prevention accreditation certificates.
Infection prevention accreditation awards
The A&E department at Oldham have achieved a fantastic 98% on their infection prevention audit, which is the highest score awarded to any clinical department at Oldham between April 2012 and March 2013. This score reflects the fabulous work that all members of the clinical team have put into their department to ensure it is maintained to the very high standard they have achieved which can be extremely difficult in clinical areas where the volume of people (patients and staff) is so great.Well done to matron Julie Winterbottom and all the team.
Congratulations to North Manchester’s ward F3 staff on gaining their re-accreditation certificate and to ward E4 for attaining their accreditation status for the first time.
The infection prevention team commended the staff on their success and for the continued achievement, hard work and commitment to infection prevention and control.
Top right: ward F3 staff - Sr Jane Hardaway, staff nurse Alison Moles, Sr Wendy Jones and staff nurse Colette Keeley.
Bottom right: ward E4 staff - ward clerk Pamela Thorpe, staff nurses Victoria Martin and Kay Barton, senior healthcare assistant Mandy Nance, staff nurse Sandra Chibuye, healthcare assistant Hayley Hall and Sr Victoria Hughes.
WARD F8 and the coronary care unit (CCU) work closely together to provide specialist coronary care services and are managed by Sr Shirley Floody.
Sr Alison Hulmes has worked extremely hard to ensure both departments successfully achieved ward accreditation status, with Alison introducing local standards for cleaning for both these areas, which the medical team are looking into rolling out across the division.
Well done to Alison, Shirley and all the staff on F8 and CCU.
Pictured top left: staff nurse Marie Haigh, staff nurse Louise Morby, ward manager Shirley Floody, healthcare worker Lynn Slater and staff nurse David Valentine.
Top right: student nurse Alison Bradwell, staff nurse Julie Goulding, healthcare assistants Michelle Eardley, Natilie Morton and Laura Wawryk, staff nurse Patrick Carroll, Sr Alison Hulmes, ward manager Shirley Floody, healthcare assistants Christine Stockhouse and Joanne Thorley and Dr Shahzad Salim.
Feature6 June 2013
BEING prepared can be associated with planning work and social commitments, special occasions and even the routine of daily life, but how many people would actually consider being prepared for their own death and funeral?
This was the question posed by the national dying matters coalition, which held national dying matters week from 13 to 19 May.
This year’s theme was ‘be prepared’ with its five key points to be addressed:
1. Make a will
2. Record your funeral wishes
3. Plan your future care and support
4. Register as an organ donor
5. Tell your loved ones your wishes
Dying people and their families can experience a tremendous sense of isolation and can feel shut out of social circles and distanced from their communities.
It has been said that what we fear most about dying is the associated loss of control. By empowering patients to express their wishes, that control can be restored.
A lack of conversation is perhaps the most important reason why peoples’ wishes go ignored or unfulfilled; if we do not know how to communicate what we want, and those around us do not know how to listen, it is almost impossible to express a clear choice.
The dying matters coalition believes that promoting openness and communication are the first steps to achieving this. They are committed to supporting changing knowledge, attitudes and behaviours around death and dying, and aim to encourage a greater willingness to engage on death and bereavement issues.
The Trust supported dying matters awareness week by holding information stands in ward areas for staff to chat to palliative care link nurses about the work they are doing around dying patients’ last wishes.
A training day on having significant conversations with patients and carers was also held in May. ‘Finding the words’ was well attended and it gave staff from a variety of hospital and community settings, confidence on how to engage in significant conversations with patients and carers.
Case studyPalliative care link nurses were given a valuable insight into patients’ final wishes when they attended a presentation given by Tony Bonser, national dying matters champion. Tony and his wife, Dorothy, shared the pain of the tragic loss of their son Neil, who died in a Lancashire hospital in 2009 from a sarcoma.
Fortunately Neil had already captured his final wishes and care which he wanted to receive, with his family. He was prepared for his death and his father Tony shared the importance of this with Trust staff.
He said: “Although Neil received the best possible medical attention, communication problems between medical and care staff, and Neil and the family, caused us, and still continue to cause serious problems. We believe that it is essential that professionals become confident in opening these difficult conversations and involving both patient and carers fully in the management of the condition.”
Dying matters awareness week
Pictured above, back row, l to r: Christine Taylor, Macmillan end of life care facilitator and Gaynor Barlow, associate Macmillan end of life care facilitator with Tony Bonser, national dying matters champion, Jane Ashworth on Tony’s right, palliative and end of life care educator at Oldham, and the Trust’s pallative care link nurses.
Become a pallative care link nurse The palliative care link professionals are invaluable in supporting the specialist palliative care nurses and end of life team in the Trust. If you would like to become a palliative care link for your area, and for further information on training opportunities, please contact the end of life care team on 71253 or email [email protected]
7News - Trust stories
Improving clinical records - how are we doing?Managing Casenotes – New minimum standards published
The new Casenote Management Minimum Standards have been published as part of the Policy for Managing Casenotes (EDM008) which is readily available on the intranet. They summarise, in an easy to read format, the main points to remember - please check them out at the improving clinical records web page on the intranet home page.
Clinical Record Keeping - new essential standards
New essential clinical record keeping standards have been approved by the Clinical Records Improvement Board (CRIB) and will be published as soon as the associated policy is ratified by the Risk Management Committee. The essential standards are presented in an easy to read format – see them now on the improving clinical records web page on the intranet home page.
Task and Finish Group Updates - Case note condition and filing
Liaison visits to wards by site based health records managers are proving a great hit. It is expected that, by working together, there will be an improvement in:
The number of casenotes requested when patients are admitted (audits are under way and early evidence is that, in some cases, casenotes are not always requested.)
Condition of casenotes
Filing within casenotes and a corresponding reduction in loose filing.
More information on the work of this group from Lisa Parr on [email protected]
Documents in Casenotes
With a focus on streamlining documents in casenotes and reducing duplicated information, this group has been busy scoping the documents currently in use.
Unscheduled Care – Medicine and Surgery
The group’s findings for unscheduled care – medicine and surgery have been summarised and are available to see on the improving clinical records web page on the intranet home page. Please have a look and let Ann Barakas have any comments you may have at [email protected]
Smashing time with giant Easter eggPATIENT Francesca Connolly had a ‘smashing’ time when she recently attended Fairfield General Hospital’s children’s outpatient department.
Francesca was chosen to break up a giant chocolate Easter egg which had been donated to the department by Bury Lions.
The organisation was formed in 1967 by local businessmen and friends to serve the Bury area by creating a spirit of understanding among all people for humanitarian needs and providing voluntary services throughout the community. They had had the egg donated to them by master chocolatier,
Slatterys of Whitefield, who had made the massive chocolate confection.
Raffling the egg off in a ‘guess the weight’ competition, the egg was presented to the children’s outpatients department by the Mayor of Bury, Councillor Joan Grimshaw JP.
Sr Margaret Larner, manager of the children’s outpatients, said: “We are very grateful to Bury Lions for donating the huge egg to us. Children and staff had great fun
breaking the egg up with a specially adapted hammer. They then put pieces of the egg into small gift bags and gave them out to children who attended the department over the Easter period, as a special treat.”
Rochdale partnership to improve end of life care THE NHS and Rochdale Borough Council have launched a new partnership to improve how they coordinate care to people who are nearing the end of life, as part of Dying Matters Awareness Week.
GPs, nurses, consultants, social workers and mental health practitioners attended an event on 14 May at Rochdale Leisure Centre, to learn about a new initiative where people who are nearing the end of life will be allocated a care coordinator who will support and look after them.
The care coordinator could be any type of health or social care professional, depending on what the patient needs, for example a district nurse, GP or social worker. There are usually a large number of different services who become involved in caring for someone during the end of life stages, so the care coordinator will play an essential role in ensuring all of the patient’s needs are met by managing what care they need.
A robust training programme is under way to train the borough’s frontline staff on end of life care and how to become a care coordinator. Around 200 staff have already completed the training and it is hoped that by training more staff in the community, patients will be less likely to end up in hospital, and can die peacefully at their preferred place.
Dr Tony Dysart, a Heywood GP and lead for end of life care at NHS Heywood, Middleton and Rochdale Clinical Commissioning Group, said: “As a local GP, I recognise the high quality services we have for people approaching the end of their life and believe the role of the care coordinator will further improve the experiences of our patients across the borough.
“The role will ensure patients, carers and families have the support and care they need at each stage of their journey and have a named professional who they can contact should they need to.”
Alice Davies, Macmillan associate lead cancer and palliative care nurse at Pennine Acute, said: “The provision of a care coordinator will ensure patients and carers are aware of a key individual to contact, rather than having a long list of professionals and feeling confused as who to approach for what. This will ensure care is co-ordinated ensuring patients and carers’ wishes and preferences at the end of life are more widely recognised. This will then be communicated to all professionals and partner agencies involved. This will help to ensure that appropriate support and information is provided for patients and families during this time.”
The partnership includes NHS Heywood, Middleton and Rochdale Clinical Commissioning Group, Pennine Care NHS Foundation Trust, The Pennine Acute Hospitals NHS Trust, Rochdale Borough Council and Springhill Hospice.
Team talk8 June 2013
Have you been briefed?Team Talk takes place once a month and is a way of updating you about the latest news from the Trust.
MAY TEAM TALK
Mortality radio - what is it and why is it important?Our first priority is patient safety. Mortality ratios are a statistical method using an index number to compare a hospital’s expected number of deaths with the actual number of deaths. Many factors contribute to patient mortality and the mortality ratio is a ‘smoke detector’ to highlight where attention should be focused. The media and public are increasingly using mortality ratios to draw attention to particular services or hospitals.
The mortality ratio is affected both by the clinical care we provide to patients and also by the coding of diagnosis as the latter drives the calculation of the expected number of deaths. A Mortality Reduction Action Plan has been developed and a Mortality Bulletin is issued every week to over 400 medical and other staff. To be added to the distribution list please email [email protected].
Talk back – Do you recognise your role and the role of your department in reducing mortality? What practical actions can you take to reduce mortality?
FinanceTHE Trust is facing unprecedented challenges as we focus on delivering high quality standards of care, maintaining performance and achieving financial balance during the coming year. Use of overtime, bank, agency and medical locums has increased recently and levels of sickness absence in the Trust are significantly higher than similar NHS Trusts. While we remain supportive of staff who are genuinely ill, the high level of absence has a direct impact on the continuity of patient care, on those colleagues left to maintain the service and on the costs of delivering services. We need to achieve a step change in the 2013/14 financial year:
Sickness absence: reduction to 4.25% in 2013/14 and then to 3.5% in 2014/15. Support is being made available to managers through targeted training and action planning along with timely sickness absence data.
10% Trust wide reduction in spend on bank and agency, and a 10% Trust wide reduction in spend on over-time.
Reduction in spend on non-essential training and related expenses.
Talk back – How can you deliver the service or work differently to avoid high sickness, bank or agency?
Quality IN last month’s Team Talk staff were asked to discuss and feedback on four key questions about quality and standards of care outlined by the Trust Board arising from issues identified in the Francis Inquiry. These were:
How far does the Trust support a positive, patient centred, safety and quality culture across our services with openness, honesty and candour inbuilt and applied within systems and processes?
Does the Trust have a culture of tolerance of poor practice and allows unsafe issues to operate?
Does the information the Trust produces or interprets accurately reflect what is happening ‘on the ground’?
Does the Trust Board lead on improving quality across the Trust and the whole of the patient experience?
Useful feedback and comments were received from staff across many departments and teams. A summary of the feedback and issues raised is listed below. All the comments received are on the Team Talk page of the intranet.
Recognition of recent positive change in services and quality developments – e.g. medicine management
Some improvements in face-to face communication but more needs to be done particularly between senior management and front-line staff
Views that the NHS and the Trust is perhaps too target driven
Patient pathways, management plans, level of transfers, bed availability, integrated care need more work
Must ensure that we address poor practice and don’t just follow the path of least resistance
Concern about how colleagues would react to a ‘whistleblower’ in their department
Candour and openness is needed on the Trust strategy and progress with the FT application
Too many ‘new initiatives’ - need clear simple messages and stages for staff to follow
Issues around the level of bureaucracy
All staff feedback will be used to help develop our Long Term Quality Plan and will help inform the Trust Quality Congress in June which a wide cross section of mainly clinical staff will be attending.
Talk back – Do you recognise these themes? How should they be addressed? Do you know who is attending the Quality Congress from your service/area? If not, find out from your divisional / directorate manager. How will you give them your thoughts on what we need to do to improve quality of care for patients?
Team Talk
A typical dayWe tend to see patients for trials in the morning as most patients need to be starved for having blood taken. Most trials involve blood taking, assessment by a doctor, observations such as weight, blood pressure and often some sort of questionnaire. We also ask about changes to medications and what we call adverse events. You may have the greatest medicine in the world, but if the side effects are making people ill or not take the medication then that has to be reported. A substantial amount of the day is spent looking for suitable patients to take part in studies. Research studies are very particular about the kind of patients they are looking for and it is the research nurse’s job to make sure patients who come to take part are going to be suitable. This is both for patient safety and from an efficacy point of view. Drugs need to be tested in real people, but you don’t want to test them if their condition makes it less safe or they are taking medications that will give you false results. Once we have seen our morning patients we have to make sure the information we gathered is recorded correctly and any follow up is carried out within the time limit set for the study. I have to let everybody know what we have done and where we are up to with all our studies. This includes the R&D office internally, the local research networks, the sponsors of the studies and the consultants who are in charge of the studies.
What are the highlights of your job/service?
What don’t you like about your job/service?
What would make your job/service better?
What word best describes your job/service?
What is the current biggest challenge in your
job/to your team?
What is the one thing you would change about your
job/service?
How do you see your role developing?
What aspect of your job/service is the most
rewarding?
How has your job/service changed?
When I started there was me and another nurse at NMGH running diabetes and cardiology trials. Two years later there are four of us, the number of trials has more than trebled and the number of patients in those trials has gone up by 500%. We are still expanding. This is true of all the research teams in the Trust. R&D at Pennine has been very successful in the last few years and we look set to continue this.
Patient interaction. There is really strong evidence that patients who take part in clinical trials are more likely to feel better and do better generally than those who do not. Patients feel special and they are because we would not be able to do trials without them.
As the R&D department expands, the senior nurses will have to take on a more management/supervisory role. This means that I will not be able to spend as much time as before with patients and this is something I will miss. However, if we can get more patients in more trials then this is good for them and good for the Trust. We are also expanding our portfolio to include different disciplines and disease areas, for example podiatry and vascular surgery are two recent additions.
Some dedicated clinical research space would be good. I love our portakabin, but we are an expanding service and ideally we could do with our own clinic space rather than fitting in with outpatient clinics. I know other research teams across the Trust have similar problems. Many of our ‘research competitors’ have state of the art dedicated research facilities and we may struggle to compete with these institutions in the long term if we are unable to offer a similar, albeit smaller scale, unit.
Recruiting to time and target. We have a certain amount of time to recruit an agreed number of patients into most studies. We may have 6 months to recruit 20 patients. It may turn out that this is more difficult than we first thought. The patients may not be available, the criteria for including patients in a study can change, there may be something about the study that means people are more reluctant to take part. This is one of the measures we are judged on and so it is really important that we work out at the beginning exactly what is achievable in a particular study.
Rewarding.
Better awareness of research and what is going on in various departments. This is for both staff and patients. There are several national campaigns, such as “It’s OK to ask” and HELP DIABETES which are promoting research amongst patient groups and hopefully this will bring more people forward who want to take part in research.
There is pressure to meet targets both externally and internally. For example, we have 70 days to recruit a patient into a study once we have applied for local approval. This means all departments involved in a study, including outside agencies, have to be ready to start as quickly as possible and all at the same time. The logistics of this is part of my job and this can be tricky when several departments are involved and there are time limits on what has to happen and when. We have set up excellent internal systems to deal with this.
Being able to offer new treatments and medications to patients. Research gives people access to the latest advances in medicine and other state of the art treatments that they may not otherwise get. It’s great to know we are supporting high quality research that will ultimately improve future healthcare across the NHS. We also get to spend time with patients away from a busy ward or clinic area so we can get to know them really well. I also enjoy working across the multi disciplinary team in order to make sure that a trial runs as smoothly as possible.
9
Team focus on research and development
The 60 second interviewSimon Kaye is the senior clinical research nurse based in the diabetes centre at The Royal Oldham Hospital. He is part of the research and development team
Team focus - a day in the life of
Pulse check results comparison
Feature10 June 2013
Here to helpTHE clinical assessment unit at Rochdale, as part of their LiA programme, decided to test the helpfulness of staff on the Infirmary site, by using a mystery shopper.
Three volunteers took to the corridors of the Infirmary and asked 19 different staff the same question of “How do I get to the eye unit?”.
Thankfully staff on the whole proved to be very helpful, but the three outstanding winners for going the extra mile were CAU porter Arthur Shepherd, Diana Smith from CAU’s reception and Joyce Aspinall, a volunteer who works on the main reception.
Each member of staff was presented with a gift voucher, courtesy of Neville Stanley. Neville had been an inpatient on the CAU and was so pleased with the outstanding care and service he received that he wanted to show his thanks by purchasing the vouchers.
Listening into ActionYour Pulse check resultsSINCERE thanks to those of you who took the time to complete the Listening into Action Pulse Check survey recently.
Over 3,000 staff participated, a 1,000 more than last year. You will have noticed that it was a repeat of the exercise carried out before LiA took off and chief executive, John Saxby, wanted to ensure that a comparison of the results from both years was published.
As you can see, although it is not vast, there is a definite improvement in all areas and this is a very positive trend. In particular more people felt that they understood the connection between their role and the wider vision of the Trust and that the Trust is communicating clearly with staff about what it is trying to achieve. In addition, more staff felt that senior managers were encouraging people to suggest new ideas.
Whilst the improvement is great news, work continues in earnest and teams throughout the Trust are using LiA to engage staff so that they can put into practice the changes they want to see.
Check out the LiA web pages on the intranet or contact the LiA team on 83228 if you want to be part of this - everyone is welcome to take part, regardless of your grade.
Pulse check results comparisonPulse check results comparison
You made a difference!Chief executive John Saxby has launched a new certificate of appreciation, and has asked managers from all departments to use it as means of celebrating those outstanding members of staff who have ‘gone the extra mile’ and demonstrated true commitment to providing a quality service for patients.
Details of the recipients of these certificates will be published in Pennine News with thanks and congratulations for their efforts that have been recognised by their managers.
Kim Ashman, Elaine Potts, Jennie O’Reilly and Gail Armitage from legal services at Fairfield - nominated by Deborah Pullen, head of corporate development for “outstanding performance in ensuring continuation of service when faced with challenging circumstances.”
Gary Sutcliffe, pathology store keeper at Oldham - nominated by pathology directorate manager Len Fielding, for outstanding efforts in performing his role following a complimentary phone call from Brenda Chappell of Milnrow Village Practice.
Here to help
I feel happy working in my work area/team/department
I am involved in deciding on changes introduced that affect my work area/team/department
Senior managers encourage staff to suggest new ideas for improving services
Day-to-day issues and frustrations that get in our way are quickly identified and resolved
This Trust communicates clearly with staff about what it is trying to achieve
I believe we are providing the very best services to our patients and their families
How satisfied are you with the extent to which the Trust values your work?
I am proud to work in this work area/team/department
I feel that I understand the connection between my role and the wider vision of the Trust
Communication between senior management and staff is effective
Average improvement 2.85%
2012 %
46.1
25.1
26.22
14.83
22.23
27.79
13.61
54.49
39.1
17.58
2013 %
47.64
28.04
29.69
17.94
26.08
30.79
16.58
55.09
42.38
21.47
+ 1.54
+ 2.94
+ 3.47
+ 3.11
+ 3.25
+ 3.0
+ 2.97
+ 0.6
+ 3.28
+ 3.89
Senior managers encourage staff to suggest new ideas for improving services
26.22 29.69 + 3.47
Day-to-day issues and frustrations that get in our way 14.83 17.94 + 3.11
How satisfied are you with the extent to which the 13.61 16.58 + 2.97
I believe we are providing the very best services to 27.79 30.79 + 3.0
This Trust communicates clearly with staff about what it is trying to achieve
22.23 26.08 + 3.25
I am proud to work in this work area/team/ 54.49 55.09 + 0.6
I feel that I understand the connection between my I feel that I understand the connection between my 39.1 42.38 + 3.28
Communication between senior management and Communication between senior management and staff is effective
17.58 21.47 + 3.89
I am involved in deciding on changes introduced that 25.1 28.04 + 2.94
Thought for the month
by Rev Andrew Bradley
AT Pennine, as in many other healthcare settings, we continue to reflect on lessons learned from the Francis Inquiry. Governmental responses, and our own Trust Board, use language such as “positive”, “safe”, “quality”, “patient-centred”, “candour”, “honesty”, “care” and “compassion”- and rightly so. But I would like to suggest another word, which I think has been missing in the debate so far, and that word is empathy.
Empathy is about seeing things from someone else’s point of view, it’s about exercising our humanity and our imagination in order to try and enter the world of another person, to see what it feels like for them. It’s about walking a mile in someone else’s shoes.
If you have a spare five minutes at home, check out “Empathy: the Human Connection to Patient Care” on Youtube. In this video we see various people in a hospital - patients, carers and staff - but alongside each person is written what’s going on in their heads and hearts. Things such as “Just been given bad news”, “Just been given the all clear”, “Looking forward to going home”, “Worried about how the family will cope”, “Coming to the end of a long shift”, “Looking forward to the first holiday for two years”, “Worried about finances”, “Visiting Mum”, “Teenage son in a coma” etc.
The video finishes like this: “If we could see things through the eyes of those in our care, how different would our care be?”
The people we meet every day in our wards, corridors and departments don’t have easy-to-read captions drifting alongside their heads, but that doesn’t stop us making the effort to imagine what it’s like to be in their shoes, to feel what they feel, and to reach out with a kind smile, a gentle question, or even an offer to sit down for a minute and share what’s going on. It is very much the responsibility of the spiritual care chaplaincy team to take a lead on this kind of empathy. But empathy is something we all can and must exercise if people are truly to be at the centre of the NHS.
THE Pennine Acute Hospitals NHS Trust has been named as the top recruiter of patients in the UK, for a high quality diabetes study.
The Diabetes Centre at North Manchester General Hospital has been successful in recruiting 25 patients to the study which is looking to see whether a new drug improves the cardiovascular outcomes for patients with diabetes who have an increased risk of vascular disease.
The EXSCEL (EXenatide Study of Cardiovascular Event Lowering trial) involves research into the study drug Bydureon, to see if it has favourable or unfavourable effects on vascular events when used to treat diabetes in patients with a higher chance of developing vascular disease. The drug, which is an exciting addition to diabetes treatment, can offer the prospect of weight loss, as well as improved blood sugar control.
Patients who agree to help with the study have to be screened to assess whether they fulfil the recruitment criteria and to ensure that there are no particular hazards for them as individuals. They are patients with type 2 diabetes who have previously suffered a stroke, heart attack, angina, or with vascular disease which is affecting their lower limbs or are considered to be at high cardiovascular risk.
Professor Phil Wiles, consultant physician, is leading, together with Professor Cuong Dang, the work at North Manchester General Hospital with a team of research staff, who started recruiting the first patients to this study in November 2011.
The North Manchester diabetes research team includes Deborah Hall who, with Professor Wiles, has been coordinating diabetes research at North Manchester since 1994 and Rachael Kirkham who joined the team as research nurse last year. Her main project has been to identify and enrol suitable patients into this study. In recognition of her outstanding achievements she has been short listed for Newcomer of the Year at the 2013 CLRN Annual Awards. Professor Wiles has been short listed for the Lifetime Achievement award, recognising his contribution to diabetes research over the years.
He said: “Patients taking part in research studies seem to enjoy being part of the process that brings potential new drugs and treatments to patients. Medicine
cannot advance without research and these patients seem to gain satisfaction from being part of the process and contributing to “the greater good.”
Mr Alan Rowlinson, a 69yr old lawyer from Alkrington who has had diabetes since 2002, was recruited into the study in August 2012. He felt he wanted to be involved in research because his experience of illness in several members of his family has encouraged him to help further the knowledge of diseases (particularly diabetes) and their treatments. He has previously helped in the THRIVE study conducted by the cardiology department in this Trust. He said: “I look forward to my regular visits to the diabetes centre and being part of answering important research questions. I enjoy it more than going to the pub!”
Patients who are on the trial are allocated either to the study drug or a placebo, which they inject under the skin for up to four years. Neither the patients nor the staff conducting the study knows to which group any patient has been allocated.
Professor Wiles continued: “All other treatments for the patients continue the same and the doctors and nurses at the Trust strive to achieve the best possible control of their diabetes, blood pressure, cholesterol and other aspects of their treatment and education.
“These cardiovascular outcome studies are particularly important for diabetes patients for whom vascular disease is a real threat and fear. Good recruitment into studies is really important to ensure their success in giving us answers regarding the effectiveness and safety of new treatments. To be the top recruiter is an added bonus and a great morale booster for the staff and patients involved. The diabetes centre at North Manchester General Hospital has experience and a good reputation for recruiting and conducting studies of new drugs and treatments and it is pleasing for us all as it shows we’ve ‘done good!’”
The research teams within The Pennine Acute Hospitals NHS Trust, will also be supporting Diabetes Week from 9 to 15 June. This year’s theme is research into diabetes.
For more information on the research, contact Deborah Hall, diabetes research manager on 0161 720 2090.
Top of the tree in diabetes research study
11News - Trust stories
Pictured Professor Wiles, patient Alan Rowlinson and diabetes research nurse Rachael Kirkham
News - Trust stories12 June 2013
A DIETITIAN from the Trust has worked in partnership with Pennine Care NHS Foundation Trust to deliver more choice at patients’ mealtimes.
Specialist dietitian Jennifer Wilson worked on the initiative with Pennine Care when patient feedback about the meals it provided on a young persons’ mental health ward was put on the table for discussion, leading to more choice and a range of fun activities at meal times.
Patients at Pennine Care NHS Foundation Trust’s Horizon Unit at Fairfield General Hospital, were keen to change their mealtime menus as many felt that the food was bland and unexciting.
The Horizon Unit is a 10-bedded inpatient unit for young people between 13 and 18 years old with complex or long-term mental health difficulties.
Working closely with Jennifer, the ward team and the hospital’s kitchen staff, the young people spent time reviewing and re-shaping the mealtime menus to reflect their own personal preferences.
And the exercise certainly proved to be a real recipe for success, as it’s not only resulted in more options to choose from at mealtimes but also enabled patients to try out their own culinary skills on each other and ward staff by running a range of theme nights based on the popular TV show ‘Come Dine with Me’ as well as dining events to raise money for charity.
Commenting on the success of the initiative, specialist dietitian for Pennine Care, Jennifer Wilson, said: “The exercise has proved to be a very positive experience for everyone involved and is part of an ongoing health and well being programme for patients on the ward. The feedback has been fabulous from both patients and staff, as the young people not only get to eat more of the food of their choosing but they’re also gaining valuable life skills and having fun in the process.
“We’ve also been running ‘healthy tasting sessions’ on the ward, at which patients can try a variety of different fruit and vegetables and are also planning themed ‘healthy take-away’ evenings over the coming months, to encourage them to adopt healthy eating habits and a healthier lifestyle.”
Commenting on the ward’s health and well being activities, Jodie, one of the young participants, said: “I’ve really enjoyed taking part and have found learning about how to improve our health and well being really useful. I loved some of the games we played, particularly the ones that helped us find out what different fruits and vegetables tasted like.”
Jennifer is pictured with Jodie on the Horizon Unit.
Food for thought - Food for thought - Food for thought - partnership working on partnership working on partnership working on patients’ menu ideaspatients’ menu ideaspatients’ menu ideas
Sickness absenceDO you know what the sickness rate is for the Trust? The Trust’s sickness rate over the last 12 months ending January 2013 is 5.25%. The Trust Board has set a target of achieving a sickness level of 3.5% across a two year period.
What does this level of sickness really mean?
163,000 working days were lost to sickness in 2011/2012. In staff terms this is equivalent to 135 full time staff working all year, or 4 wards.
Just short of 2,000 staff had no sickness in the same period. Therefore 7,500 staff did.
Average days lost per year is running at 11.84; we are aiming to reduce this to 9.47 which is close to the NHS average.
Reducing the average days lost to 9.47 would incur a recurrent saving of £2m against the bank and agency spend.
Do you know the sickness rate for your department? If not, please ask your manager.
How does this affect our patients?
Reduction in quality of patient care due to a loss of continuity of care – not the same member of staff caring for patients.
Poor patient experience – less time spent with patients if reduced number of substantive staff in work.
How does this affect you?
High sickness levels cause additional stress having to cover absent colleagues and workload increases, plus reduced morale within the department.
How does this affect your department/the Trust?
When someone is off sick they normally receive sick pay. In most clinical departments, to avoid adversely affecting patient care, it is necessary to backfill absent staff by using bank, agency and/or overtime. Therefore the department is, in effect, paying twice to cover one shift. Agency cover is very expensive but is unavoidable to cover some roles in some departments.
How can you help?
Look after your own health and well being to ensure a sustained attendance at work. Ensure you attend occupational health appointments when requested. Did you know you can self refer to occupational health if you feel it would be useful?
Speak to your manager if you have concerns about your health; don’t bottle things up. Access the counselling service for support if you need it.
PREVENTION is better than cure and this is the thinking behind the new PREVENT training which is taking place at the Trust.
PREVENT is a core part of CONTEST which is the national counter terrorism strategy which aims to reduce the risk to the UK and its interests overseas from international terrorism.
Allan Cordwell, emergency planning manager at the Trust has introduced a new training programme at Pennine Acute which uses PREVENT to stop people becoming terrorists or supporting terrorism.
He said: “The aim of PREVENT is to identify vulnerable people through the health safeguarding route that are being groomed to support terrorist activity or perpetrate terrorist acts. The identified people will be referred to the appropriate agencies to ensure they are given advice and support to mitigate their radicalisation.”
Twenty four staff at the Trust have now undergone specialist training to become PREVENT accredited trainers. They attended a two day health WRAP (workshop to raise awareness around PREVENT) event at North Manchester’s postgrad centre, along with staff from other Trusts in the north west.
Allan added: “The course was the first of this model of approach in the UK and the training and model of strategy delivery at PAT have already been commended by the Department of Health.
“Part of the PAHT strategy to facilitate the delivery of the Health WRAP sessions was the setting up of the PREVENT Trainers’ Forum which provides a platform to mitigate any issues or obstructions that could potentially hinder or stall the delivery of our Prevent obligations.
“This is imperative as compliance in delivering the strategy will be a
requirement relative to PAHT securing future NHS contracts. There are no specific targets of staff numbers to be trained but the DoH and Home Office has intimated that it is desirable that all NHS staff undertake the Health WRAP training as part of their safeguarding requirements.”
In conjunction with PAT’s local security management specialist Glynis Jones, Suzanne Smith from safeguarding and Jonathan Stranger-Moore, an online referral system has been developed to assist in a seamless assessment and referral process of any identified vulnerable person being potentially radicalised.
PREVENT training sessions will begin locally on acute wards, outpatient departments and other services, and larger sessions will be delivered by PAT emergency planning resilience and response unit / local security management specialist teams across the Trust in advertised events on all sites. The duration of the Health WRAP sessions are approximately one and a quarter hours. All staff need to attend one of the sessions.
13People
It’s a WRAP with prevention courses! Double Dutch? Not to Allan as he lectures in the Netherlands!THE Trust’s emergency planning officer ensured he wasn’t tongue tied as he lectured to a Dutch-speaking audience!
Allan Cordwell was thankfully supplied with a translator as he gave a presentation and faced a 30 minutes question and answer session with 200 representatives and chief executives in Holland.
Speaking at the Dutch National Chemical, Biological, Nuclear and Radiation (CBRN) conference at the Jeroen Bosch hospital, Allan was personally invited by the Dutch government and military representatives of the CBRN Academy, after being impressed by his work in Madrid with the European Civil Protection Agency.
He spoke about Pennine Acute’s model of CBRN and major incident management and explored specific case studies that have occurred at PAT and their potential impact relative to current Dutch emergency systems.
Allan said: “The presentation was well accepted and I received further invitations to assist regional units in Holland. I was also given a guided tour of the brand new state-of-the-art Jeroen Bosch hospital at s-Hertogenbosch which employs 4,500 staff and spent some time visiting and presenting at the Dutch CBRN Academy near Eindhoven.
“Not all things went to plan though as I was delayed significantly in Amsterdam due to heavy snowfall in Manchester and the airport closing for most of the night. It just goes to show that there is only so much you can plan for!”
Pictured at the ‘big wing’ event are left to right: Peter Walmersley, DoH; Jenab Yousef, SHA regional PREVENT co-ordinator; Glynis Jones, PAT local security management specialist; Julie Smith, DoH; Allan Cordwell and David Clements, PAT emergency planning resilience and response unit.
Diary dates
24 June - Nutrition and dietetics talk, education centre, TROH, 2 to 4pm
25 July - Trust Annual Public Meeting, 6pm at Rochdale Town Hall
THE Information Governance (IG) Toolkit is an online system which allows NHS organisations and partners to assess themselves against Department of Health Information Governance policies and standards. Other organisations will judge the Trust on the scores obtained within the IG Toolkit. It also allows members of the public to view participating organisations’ IG Toolkit assessments.
All NHS organisations are mandated to complete the IG Toolkit annual submission and they need to demonstrate compliance with the key IG Toolkit requirements through achievement of at least Level 2 across all standards. There are 6 initiatives in the toolkit; Information Governance Management, Confidentiality and Data Protection Assurance, Information Security Assurance, Clinical Information Assurance, Secondary Use Assurance, Corporate Information Assurance.
The Trust has achieved the required level 2 against all the standards for the March 2013 submission (version 10). Many staff have contributed and provided evidence for the standards which has led to the overall rating of 75% which has provided a satisfactory rating for the Trust. Thank you to all staff who have contributed and enabled the Trust to meet the assurance required.
A key standard in the toolkit is that all staff must complete their information governance training every year. The training period will change next year and all staff must undergo their information governance training before 31st January 2014. If you have done your training since 1st March 2013 then you are already compliant for next year’s submission.
The training is important because it will help to build the Trust’s reputation as a trusted organisation so that patients and staff know that everyone who handles their information
understand the importance of confidentiality, security and accuracy of their information.
All staff have a personal obligation to ensure their mandatory training is complete. If you do not complete your training you are compromising your
ability to prove that you know how to handle data in a safe and secure way.
By undertaking the training you remind yourselves of the principles and it will help to protect you from
disciplinary action which could result from mistakes in information handling.
Staff training is available in the following ways:-
The education and training department run regular mandatory training sessions for staff. Please see weekly bulletin or the intranet for further details - patient or non-patient handlers’ training sessions can be attended for this module.
By E-learning via the link on the intranet homepage ‘Current Issues’ section – click on. ‘Information Governance Mandatory Training’ - Just read the slides and answer the quiz - takes approx 20 mins.
Poster presentations/ learning boards can also be set up in your wards or departments by arrangement with Christine Tennant in the education and training department Tel: 42955.
New addition - training packs can be delivered to your staff on request – Staff can read through the printed slides and complete their assessment at their workstation - Completed assessments need to be returned to Christine Tennant in the education and training department, Trust HQ, NMGH.
If you need any further information about the toolkit please contact:- Trish Noon, information governance manager [email protected]
THE Trust is currently in the process of developing its Nursing and Midwifery strategy, ensuring that it not only encompasses the national drivers for change, but also local requirements.
At a national level, the Francis report highlighted a number of concerns and recommendations following an inquiry into care provided at Mid Staffordshire NHS Trust between 2005 and 2009. However, the report is not only relevant to Mid Staffordshire NHS Trust but to the NHS as a whole, including Pennine Acute.
Additionally, the Chief Nursing Officer for England, Jane Cummings, launched a national Nursing and Midwifery strategy based on 6 C’s:-
Compassion
Courage
Commitment
Competency
Care
Communication
At a local level a number of issues have been highlighted by staff through the Listening into Action (LiA) events and particularly support to develop a Nursing
and Midwifery strategy for Pennine Acute.
However, the Trust is keen to engage staff in developing and implementing a strategy that is
not only relevant to addressing the national drivers for change, but also encompassing the local needs of patients, carers and staff.
On the 23rd May an LiA staff conversation event was held in the lecture theatre at North Manchester General Hospital to listen to nurses and midwives about what kind of a strategy for our Trust would encompass the delivery of high quality, safe, effective care that is delivered with compassion.
The feedback from the event will form the Trust’s Nursing and Midwifery strategy which we will launch in July 2013.
If you were unable to attend the event but would like to contribute to the development of the Trust’s Nursing and Midwifery strategy, please send comments to Nicola Nicholls, associate director of nursing, Trust Headquarters, North Manchester General Hospital or email: [email protected] by 14th June 2013.
News - Trust stories14 June 2013
national drivers for change, but also encompassing the local needs of patients, carers and staff.
On the 23rd May an LiA staff conversation event was held in the lecture theatre at North Manchester General Hospital to listen to nurses and midwives about what kind of a strategy for our Trust would encompass the delivery of high quality, safe, effective care that is delivered with compassion.
The feedback from the event will form the Trust’s Nursing and Midwifery strategy which we will launch in July 2013.
If you were unable to attend the event but would like to contribute to the development of the Trust’s Nursing and Midwifery strategy, please send comments to Nicola Nicholls, associate director of nursing, Trust Headquarters, North Manchester General Hospital or email: [email protected] by 14th June 2013.
Developing the Trust’s nursing and midwivery strategy
Information governance update
15News - Trust stories
Paralypmic athlete praises NMGH pharmacy teamAN award-winning team at North Manchester General Hospital can now also boast that they have been named as runners-up in a national award ceremony.
The pharmacy discharge team who were named as The Pennine Acute Hospitals NHS Trust support function team of the year 2012, have now been awarded the runner-up certificate in the Patients’ Association award for outstanding achievement by an allied health professional, healthcare science support worker or technician award, in this year’s Advancing Healthcare Awards.
The awards which recognise and reward projects and professionals that innovate healthcare practice and make a real difference to the lives of patients, are now in their seventh year. Supported by the Healthcare Science Federation, Caboo Design, Gatehouse, NHS Employers and Unite the Union, the awards are UK wide.
The new outstanding achievement by an AHP or healthcare science support worker or technician aims to recognise and encourage their contribution to improving patient outcomes.
Karen Lloyd, senior technician ward based services, and pharmacist Gareth Adams, put together the presentation which described the work which the pharmacy team at North Manchester have rolled out.
Looking at improving the discharge process at North Manchester for the patient, the pharmacy department and the Trust, they devised a new pharmacy ward based discharge team service which uses pharmacy technicians dispensing on the hospital wards to get patients out of hospital more speedily.
Traditional discharge processes were reviewed and changed, and the introduction of the new system has reduced the time a patient waits for their discharge prescription from 4 hours to an average of 30 minutes.
The new system however cuts hours off the waiting time by having specially trained pharmacy staff on the wards ready to dispense prescriptions.
Karen said: “When a patient is informed that they can go home now, the doctor will write their prescription and the ward staff will bleep the pharmacy team straightaway. We will then arrive on the ward, dispense the prescription, counsel the patient as to how to take it and they can go home.
“In using this new system we have reduced the patient discharge time, reduced the time that patients wait in bed for their medication and saved the Trust nearly £300,000 by assessing patients’ own drugs, when we avoid repeat dispensing by checking with the patient as to what medication they already have with them.”
Gareth Adams, principal pharmacist: clinical services, travelled to the Radisson Blu Portman Hotel in London, with Karen to give a presentation on the service and to hear the final results being read out.
He said: “We were thrilled to be chosen as runners-up as we were told that it was a very close call as to who the eventual winner was, from out of several hundred submissions.
“We truly believe that our new service offers a faster, safer and more satisfying discharge for our patients and the feedback we have received has been excellent, as patients now only have to wait for around an hour before they can go home with their medication.”
Karen said: “The service has been rolled out to all wards at North Manchester General Hospital, and we are now looking for ways to build on our achievements and improve our systems further.”
Karen and Gareth were presented with their runner-up certificate by Martine Wright, 7/7 survivor and paralympic athlete.
New website New website New website goes livegoes livegoes liveTHE THE THE Trust has launched a brand new-Trust has launched a brand new-Trust has launched a brand new-Trust has launched a brand new-Trust has launched a brand new-Trust has launched a brand new-look website. It has a fresher look, as look website. It has a fresher look, as look website. It has a fresher look, as look website. It has a fresher look, as look website. It has a fresher look, as look website. It has a fresher look, as well as lots of new information and well as lots of new information and well as lots of new information and well as lots of new information and well as lots of new information and well as lots of new information and functionality.functionality.functionality.
Re-developed by the communications Re-developed by the communications Re-developed by the communications Re-developed by the communications Re-developed by the communications Re-developed by the communications team, the website has been designed team, the website has been designed team, the website has been designed team, the website has been designed team, the website has been designed team, the website has been designed to be more user friendly for patients, to be more user friendly for patients, to be more user friendly for patients, visitors, the general public and our visitors, the general public and our visitors, the general public and our health partners.health partners.health partners.
The website www.pat.nhs.uk The website www.pat.nhs.uk The website www.pat.nhs.uk includes details of the services the includes details of the services the includes details of the services the Trust provides, patient and visitor Trust provides, patient and visitor Trust provides, patient and visitor information, our latest news, job information, our latest news, job information, our latest news, job vacancies, events and publications, vacancies, events and publications, vacancies, events and publications, plus contact details for wards and plus contact details for wards and plus contact details for wards and departments.departments.departments.
Social media is becoming increasingly Social media is becoming increasingly Social media is becoming increasingly popular and website visitors can now popular and website visitors can now popular and website visitors can now link to YouTube to view the latest link to YouTube to view the latest link to YouTube to view the latest Trust videos. Press releases can also Trust videos. Press releases can also Trust videos. Press releases can also be bookmarked and shared with be bookmarked and shared with be bookmarked and shared with friends and colleagues on Twitter and friends and colleagues on Twitter and friends and colleagues on Twitter and Facebook at the click of a button.Facebook at the click of a button.Facebook at the click of a button.
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Staff room - noticeboard16 June 2013
In memoryTOM Hindley. It is with great sadness that we learnt of the sudden death of our friend and colleague Tom. He had worked for the NHS for 42 years, first as a painter and decorator, then in HSDU and then as a theatre porter at Fairfield, until he retired in 2012.
Throughout these years, Tom had made many friends due to his kind and caring manner. He was always up for a laugh and gave as good as he got!
He will be greatly missed by all his friends and colleagues. A true gentle giant and big dozy galoot!! God bless Tommy.
Happy birthdayDIANE, Sandy and all the staff on ward F6 at North Manchester would like to wish Lynne Bennett, one half of their extremely efficient and competent ward clerk team, a very happy 60th birthday.
Many happy returns Lynne, “as you climb over the hill, may life be very good to you.”
Look who is 60!Healthcare worker Pat Kennedy has hit the big ‘60’, and how well she looks!
All her friends from NMGH wish her a very happy birthday. “May flowers always line your path and sunshine light your day. May songbirds serenade you every step along the way. May a rainbow run beside you in a sky that’s always blue and may happiness fill your heart, each
day your whole life through.”
Look who’s 60!STAFF nurse Stuart Burrows celebrated his 60th birthday in style, with a night out in Manchester, accompanied by colleagues and friends from F2A and various wards at NMGH, where he is a popular and respected member of staff.Thank you Stuart for your wonderful sense of humour which has cheered us all over the years, and for the
scrumptious gateaux delivered to each ward to celebrate with you!Here’s to the next 60! Good health and happiness always.
Farewell to Bridget and WendyAUXILIARY Bridget Brailsford has retired from the NHS after 35 years service.
Starting in 1977 at the Monsall Infectious Diseases Hospital, Bridget moved to NMGH when the unit closed. Working on wards J3/J4 ever since, she has been a fine example of staff who work for the NHS and has been a credit to the unit. Her kind and caring ways have meant so much to all the patients and her colleagues. She will be missed by all and can never be replaced. We wish you well Bridget for the next phase of your life.
Wendy Blore would like to thank all her friends and colleagues for the lovely gifts, flowers and cards which she received on her retirement.
“Thank you to everyone for helping me celebrate my retirement, it was lovely to see you all. I will definitely miss you all, not sure I’ll miss the 6am wake-ups! Keep in touch.”
Staff notice board
PENNINE Acute Trust can boast that it employs a former cover girl from the 1970s!
Bev Entwistle, who is now a staff nurse on ward 19 at Fairfield, appeared in the teenage girl magazine ‘Jackie’ in 1972.
As part of the Queen Alexandra’s Royal Army Nursing Corps, Bev went to Cyprus on duty and took part in a recruitment campaign for the organisation, which then appeared in the popular girl’s magazine.
She was also lucky enough to travel to Hong Kong, Singapore, Nepal, Northern Ireland and Germany with the army nurses, before settling back at the Bury General Hospital site in 1976.
The rest is history as they say!
Cover girl from the 1970s!
Well doneCONGRATULATIONS to Jayne Braithwaite, clinical nurse specialist from the pain team, who has passed her MSC in pain management at Cardiff University. She has completed her Masters whilst juggling a full time job and family. All the pain team are very proud of her achievement. Well done Jayne.
40 years and counting!ALL the staff in health records at The Royal Oldham would like to congratulate their much loved colleague, Olive O’Callaghan, on 40 years continuous service within the health records department.
Olive attended for two hours health records training on 6 June 1973 and commenced in her post on 18 June as a clerk/typist within the health records department at what was Oldham & District General Hospital, and because she has always enjoyed her job, she has been there ever since!
During the years Olive has held various positions within the department and has seen many changes. However, during this time one thing has remained a constant and that is that Olive has always been and continues to be a much loved and valued member of the team.
