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SKIntelligence Wantage Nursing Care Home
Olga Parry – Deputy Manager
Nursing Home Background • Wantage Nursing Care Home is a purpose-built home which
provides nursing and dementia care.• Our highly trained and dedicated team is committed to
providing the highest standards of care in a comfortable ‘home from home’ environment.
• We have 50 beds (20 Nursing beds and 30 Dementia beds) • The team consists of the Home Manager, Deputy Manager,
the Nursing team (11 full time nurses and 4 part- time, 2 bank nurses) the Care team (6 full time senior carers 1 part-time senior carer, 21 full time carers and 4 part time carer, 6 bank carers on the care team) , the GP and community disciplines.
SKINtelligence Project Engagement • Myself, the Deputy Manager, and two members of our nursing
team attended the first phase of the IHI Quality Improvement workshops offered to us as part of the project.
• We were unable to attend the 2 day training event run by the project nurse.
• We are hoping to be able to attend the next round of training workshops provided by the project nurse.
Improvement methods used • As a direct result of attending the IHI Quality Improvement
workshops we are consistently carrying out: – Daily skin inspections – Daily reporting – Daily Safety Cross recording – Weekly weight reviews – GP reviews – Family reviewAnd we have successfully implemented the safety cross calendar, for pressure harm, within the home.
Compliance data collection tool- in use
Safety Cross – in use
Benefits • We have benefitted from the IHI workshops and are using the
methodologies to support best practice within the home. • Having the training material and resources on the Thames Valley
Health Knowledge Team website is very useful. • The project has raised awareness within the home and resulted in
improved carers reporting , prompt RGN responses, and open communication with the GP, family and residents.
Reflections and Successes• Reflections:
– All staff should feel humble enough to take step forward and learn new information, methods and should feel Zero tolerance to avoidable pressure harm.
– We should continue the training how to prevent pressure harm, and include it in our induction process as compulsory at local level.
– Some RGN require more support and understanding of physiology and equipment usage to prevention of tissue damage.
– More emphasis should be placed on prevention than on cure or treatment.
• Successes – We are managing complex cases and frailty to avoid pressure harm
Reporting and prompt action on reporting is supporting us in managing avoidable harm. Care team communication has improved.
– There were over 28 days since last avoidable pressure ulcer
Barriers and Lessons Learnt• Barriers
– Different skill set and level of knowledge within lead team of nurses and senior carers.
• Lessons Learnt – Implementation of changes, and uplift standard and quality requires
patience, team work and practice and the focus needs to be consistent and with commitment
– The driving force behind the adoption of change needs to be more then one or two people.