nursing & midwifery strategy 2017-22 · objectives within this document. ... visits •...

Nursing & Midwifery Strategy 2017-22

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Contents Page

Introduction 3

Commitment 1 4

Commitment 2 6

Commitment 3 8

Commitment 4 10

Commitment 5 12

Commitment 6 14

Commitment 7 16

Commitment 8 18

Commitment 9 20

Commitment 10 22

Glossary of Terms 24

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Royal Surrey County Hospital

IntroductionThis strategy has been developed through consultation with nursing, midwifery and care staff at all levels and as such we are committing to the ownership and delivery of the objectives within this document.

This strategy will be driven at a local level by the Divisional Heads of Nursing and strategically supported by the corporate nursing team.

The commitments contained within this strategy have been taken from the ‘Leading Change, Adding Value’ document developed by Jane Cummings, Chief Nursing Officer NHS England in 2016. These 10 commitments are nationally agreed upon priorities which we have adapted to suit the local priorities for us at the RSCH.

Fundamentally, the ethos of this strategy is to deliver what matters most to our patients and their families – care that is patient centred, of high quality and delivered by nursing and care staff who demonstrate the key values of kindness and compassion.

As a Trust, we have recently undertaken a restructure to ensure we have an organisation that is clinically led and we are delighted to be leading the transformational strategy for nursing at a time of great change within the NHS.

As the largest clinical workforce within the Trust, we hope that this will demonstrate and guide the role of nursing and midwifery within the quality and safety agenda, underpinned by sound governance processes.

Louise SteadDirector of Nursing & Patient Experience

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Commitment

1As nurses and midwives, we have responsibilities for health and wellbeing as set out in our professional regulatory Code and Standards.

We also have opportunities through ‘public trust’ and ‘individual professional relationships’ to have significant impact on improving health and reducing health inequalities practising in ways which prevent disease, protect health, and promote wellbeing and resilience.

To meet this commitment, we will:

• Understanding our responsibilities and opportunities to make a difference to population health, as set out in the national programme All Our Health.

• Applying extended skills and roles in prevention and health promotion.

• Responding effectively to local population needs and wider factors affecting health and people’s ability to make healthy choices

Priority OneWe will ensure that health promotion will be an integral part of all nursing and midwifery roles.

Specialist Nurses will, through the unique relationships they have with patients, champion and extend our priorities and health promotion responsibilities.

Priority ThreeWe will build upon the exisiting pre-conception service through multidisciplinary working of midwives and obstetricians with the support of expert academics at the University of Surrey to ensure that women enter pregnancy in optimum health in line with the wider public health agenda.

Priority FourWe will provide parents with the best possible care to build close and loving relationships with their baby and to support informed choices about the way they feed their baby to support optimum health and wellbeing.

Priority FiveWe will work in partnership with external partners to help identify and assess carers to ensure we provide the support they need and attend to their health and wellbeing needs.

Priority TwoAs well as delivering care that adresses the physical needs of patients, we will promote and support emotional wellbeing and psychological wellness through theraputic engagement with patients.

“We will promote a culture where improving the population’s health is a core component of the practice of all nursing, midwifery and care staff”

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Key Evidence & Measurable Outcomes• CQUINs payments framework outcome data

• Carers Steering Group action plans

• Carer prescription audit data

• Aspiration to acquire the ‘Gold’ Global Award for excellence in supporting mother’s choice in feeding (currently The Trust holds the Silver Award)

• Public Audit of Midwifery to attain the ‘Fitness for Pregnancy’

• Undertake Jasmine Team audit

• Surgical pre-assessment documentation

Resources• Matrons clinics

• Screening tools, clinical assessment and clerking

• Clinical Nurse Specialists (CNS) and Specialist Midwives. Including; Smoking Cessation, Alcohol Liaison, Fracture Liaison, Bereavement Midwife.

• Carers Advisor

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Commitment

2We can demonstrate our role as a vibrant force for change by leading, shaping and implementing innovative and targeted prevention programmes, with the aim of promoting health gain for individuals, families, and communities.

We will promote exposure to and increase visibility of nursing and midwifery leaders and support specialist nurses and midwives to share knowledge and expertise across the entire nursing and midwifery workforce.

We will meet this commitment by:

• Having an identified Nurse/Midwife in charge of each shift

• Matrons holding clinics for patients and visitors

• Division Heads of Nursing/Midwifery (DHoN/M) and Deputy Directors of Nursing (DDoN) undertaking leader standard work visits

• Ensuring access to DDoNs and DHoNs and executive team through an open-door policy

“We will increase the visibility of nursing and midwifery leadership and input in prevention”

Priority OneWe will promote nurse leadership in bays - ‘Bay Watch’ - to ensure patients feel safe and maximise opportunity to prevent harm.

Through ‘Intentional Rounding’, we will ensure that our nurses in charge ensure every patient is observed and communicated with regularly to assess and manage their fundamental care needs.

Priority ThreeWe will continue to promote and develop the ‘leader standard work’ to ensure it is completed and escalation of issues is prioritised. Good practice will be celebrated and shared so that consistent and excellent care is delivered across the organisation. We will ensure that this is completed at all Nursing & Midwifery levels in the trust.

Priority FourWe will nurture and support all nursing and midwifery staff across the organisation to develop their potential as a clinician. We will do this through performance improvement, personal development, coaching by nurse/midwifery leaders and through the sharing of expertise by Clinical Nurse/midwifery Specialists.

Priority FiveWe will ensure that every patient is regularly assessed and able to communicate their needs so that nurses and midwives can deliver fundamental care needs.

Priority TwoWe will build upon the ward ‘safety huddles’ to ensure every member staff knows what is happening with each patient in their care and can anticipate risks and improve patient safety.

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Key Evidence & Measurable Outcomes• Intentional Rounding Audit

• Achieving Excellence assessment, audit and action plans

• Leader Standard Work audit

• Harm Free Care audit

• Attendance and representation of nurse, midwifery leaders across the trust

• Improving access and presence out of business hours via night time visits and audit

• Length of stay data

• Nurse Forum action plans

• Patients requiring heightened surveillance reviewed daily

• Professional advice available 24 hours a day to midwives by Equip Model

• National Maternity & Neonatal Collaborative outcomes

• On-call matron/manager/director out of hours suport

Resources• Generic staff uniform posters for easier identification

• Safety Tabards for drug rounds

• DHoN / DHoM meet regularly with all Band 7’s

• Nursing engagement with research

• Achieving excellence Boards; #hellomynameis

• Matrons & Senior Nurse /Midwife pictures displayed on all wards

• Care Certificate training

• Training: Falls prevention, Tissue Viability, Safeguarding, Sepsis, Deteriorating Patient and SBAR Handover

• SI Investigations & Learning Panels, Root Cause Analysis & Action Plans

• Return to work interviews

• Performance Development Reviews (PDR)

• Clinical Nurse Specialists (CNS) and Specialist Midwives

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Commitment

3People are living longer but are at risk of spending their extended years in poor health because of obesity, poor diet, lack of exercise, smoking and excessive alcohol consumption. We need to support people to adopt healthier lifestyles. This includes having a place based approach, involving local partners and communities in delivery.


• Understanding the wider health and social care issues that affect people’s decisions about their health and ability to self-manage.

• Consistently applying the principle of ‘making every contact count’; providing timely advice to people about their health and wellbeing.

• Ensuring all women will have a named midwife

Priority OneWe will work in partnership with all patients, carers, and families to ensure key psychological needs are recognised and their wellbeing needs met as far as possible especially for those who live with physical and learning disabilities, dementia, and long term conditions.

Priority ThreeWe will ensure patients are aware of alternative services and care providers that can help them to make decisions and choices about their care. This will enable patients to self-manage their Health needs. We will promote options for self-referral and ensure clinician led referrals are undertaken appropriately.

Priority FourWe will continue to raise awareness of the Independent Mental Capacity Advocate role (IMCA) through learning disability and safeguarding awareness training. We will monitor awareness by undertaking audit throughout the year.

Priority FiveWe will review and develop our care to ensure we provide culturally sensitive and appropriate care to all our patients and clients.

Priority TwoWe will support patients and carers throughout the patient journey, from admission to discharge by involving them in the decision-making process and ensuring that they are provided with the information they need to make informed health choices. Planning for discharge will begin at the point of admission.

“We will work with individuals, families, and communities to equip them to make informed choices and manage their own health”

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Key Evidence & Measurable Outcomes• Pre-assessment. admission and discharge

documentation

• Trust committee/meeting minutes and action plans including; Safeguarding, IMCA audit, Carers steering group, Dementia Sub Group, Learning Disabilities Sub Group, Family & Patient discharge meetings

• End of Life pathway

• Safety huddles

• Estates & housekeeping huddles (x1 per week)

• Increased partnerships with GPs to prevent admissions/readmissions

• Patient led support groups/services

• Named midwife – continuity of care audit

Resources• Discharge & transfer policy

• Patient Information leaflets

• Trust Website

• First aid training for carers

• Spiritual care services

• Supporting expert patients

• Signpost to other internal or external support services, leaflets and websites

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Commitment

4We will ensure that individuals are always supported to influence and direct their own health care decisions, so that they are confident that ‘no decision is taken about me without me’.

Care planning should involve the development of a personalised plan for each individual who is entering, leaving or transitioning care environments whether within a hospital, in their own home, care home or rehabilitation unit.

People with mental health problems may also have physical health conditions in need of treatment, and vice versa.


• Putting people, their families and carers at the centre of developing and delivering all aspects of their care.

• Providing equal importance to both meeting the physical and mental health needs of individuals.

• Continuing to facilitate safe, responsive and culturally sensitive care with the ambition to enable women to have the choices of where to have antenatal, birth, and post-natal care, and to receive continuity of carers.

“We will be centred on individuals experiencing high value care”

Priority OneWe will ensure the patient is aware of every step of their care journey and have the time and the tools to ensure they are involved in directly managing their care

Priority ThreeWe will promote a culture of ‘Do it well, do it once’ across all nursing groups whilst simultaneously challenging variance and inconsistency. By promoting and sharing good practice we will raise standards and enable an equally good experience for all our patients, carers and users.

A particular area of focus will be the ‘Patient Handover’.

Priority FourWe will promote excellent patient experience by applying the principles of excellent customer care and use feedback provided by our patients, carers and users to improve satisfaction with our services

Priority FiveWe will continue to raise awareness of dementia and delirium and increase the number of staff who become dementia friends

Priority TwoWe will strive to always find out what is important to our patients and ensure that where possible all their needs are met.

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Key Evidence & Measurable Outcomes• Monthly reports to board

• (CQUIN); Staff Support/education

• Complaints and Patient Liaison Service data, thematical content and lessons learnt

• Nurses and midwives will be present on ward rounds

• Daily review of all patients in regard to acuity and requirements for ‘sitters’ and ‘heightened surveillance’

• Quality Mark for elderly care wards

• Training. Including; Customer care, Health promotion

• Achieving Excellence accreditation assessments

• Audits. Including; Leader Standard work

• Individual / bespoke care plans

• Training data

• Audit and action plans of Patient Surveys

• Friends & Family Test Survey & Patient stories

• Maternity listening service

Resources• Wellbeing clinics (OCC health)

• Dementia care/ training

• Dementia café

• Carers café

• Sign-posting ‘costs of care’ / ‘other choices’

• Signposting

• Risk assessment tools to manage care

• Trust website

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Commitment

5We will ensure that individuals and their families are at the heart of their care and decisions are made with them by recognising the assets they bring, and working collaboratively as care navigators to signpost easily-accessible support systems.

We will seek to integrate into our work the crucial roles of carers, volunteers and the local community.


• Recognising the assets which people and their families bring to maximising the health and wellbeing of those in our care.

• Integrating volunteers and communities into our work;

• Facilitating the involvement of individuals and their carers in co-designing and providing care services.

• Recognising and promoting the role of maternity services liaison committees in improving maternity care for women and their families

Priority OneWe will listen to all our patients via feedback, social media, complaints, Patient Advice Liaison Service (PALS), Friends and Family Test (FFT) to address the issues that matters to them

Priority ThreeIn line with the ethos of the National Maternity Review (2016) we will work as part of the wider team across Surrey Heartlands to create a maternity service liaison committee, as a means of ensuring women and professionals are listened to and services are designed in a way which will put women and their families at the centre of their care.

Priority FourWe will commit to renewing the application for the Quality Mark for Older Persons.

Priority FiveWe will expand on the commitment and implementation of the recommendations set out by the John’s campaign

Priority TwoWe will work collaboratively to deliver the principles in the memorandum of understanding between health and social care partners within surrey and local carers associations.

“We will work in partnership with individuals, their families, carers and others important to their care”

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Key Evidence & Measurable Outcomes• You said-we did

• Friends & Family Test (FFT) survey

• Nursing & Midwifery Hours

• Carers prescription data

• Quality Mark for Older Persons

• Dementia CQUIN

• Learning from Complaints and PALS

• Patient Panel Minutes

• Carers steering group action plan

• Leavers interviews

• Deliver ‘better birth work streams of Surrey Heartlands STP

Resources• ‘This is me’ booklet

• Carers prescription

• Midwifery volunteers & evening adult ward volunteers

• Carer passport

• Trust Website

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Commitment

6Better staff health and wellbeing is associated with improved outcomes and experience for those individuals and populations that we serve.

However, working in health and social care whilst rewarding can be demanding. We must show the same care and consideration to ourselves and our colleagues, as we do to those we serve.


• Embedding the key question ‘What matters to you?’ alongside the delivery of consistent compassionate leadership.

• Ensuring staff health and wellbeing is promoted as a priority,

• Supporting staff to take responsibility for their own health to maximise impact for individuals and populations.

• Creating environments that are conducive to health and well-being such as reshaping the working environment, providing healthy food choices, and opportunities for other lifestyle changes

• Ensuring the right staff support systems are in place, such as regular appraisals, mentorship, coaching, preceptorship and midwifery supervision.

“We will actively respond to what matters most to our staff and colleagues”

Priority OneWe will recognise, celebrate and share success in nursing and midwifery achievements throughout the year and award staff at regular celebration events as well as at the annual Nursing & Midwifery Conference

Priority ThreeWe will establish and promote the role of freedom to speak up guardian to allow access to all staff groups and provide increased opportunity to ‘raise concerns’ and ensure staff have appropriate forum to raise any concerns enabling senior leaders to ask ‘what matter to you’

Priority FourWe will develop a way of using information from the staff survey to evaluate the impact of staff engagement, productivity and safety

Priority FiveWe will promote and support all staff to be an integral part of any change processes and transformational projects within the Trust ensuring that nurses and midwives, at all levels, can be instigators of change and drive improvements to services, pathways and processes that lead to better patient experiences and outcomes.

Priority TwoWe will provide continual professional support and advice for midwives as midwifery supervision makes the transition to the new model “A-Equip”.

We will facilitate the implementation of a programme of personal and professional resilience through development of a team of professional midwifery advocates. Through this work stream the quality of care midwives provide for women and babies will be enhanced.

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Key Evidence & Measurable Outcomes• Annual staff survey

• Royal College of Midwives commitment to sign up to ‘Caring for You’ charter

• CQUINS: Staff wellbeing and Flu Vaccine

• Performance development reviews

• Occupational Health Self referrals

• Key performance indicators in performance board paper

• Carers Prescription Audit

• Staff/ Unit meeting minutes

• Board Papers

Resources• Wellbeing clinics (OCC health)

• Trust Policies. Including; Flexible working, Special leave, Being open and eRoster

• Duty of candour (in staff contracts)

• Safety huddles

• Mental Health Training for managers

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Commitment

7There is a wealth of evidence based practice to help us improve our work. However, there remains a need for robust evaluation, embedded from the outset, so that we can demonstrate our positive impact.

We must routinely capture and analyse data which accurately measure the impact of our work.

In research, education and practice, clear outcome measures will give us a greater understanding of what we achieve and the public a greater understanding of our role.


• Building competence and capability to identify unwarranted variation.

• Using the relevant metrics and outcome measures, to increase productivity and efficiency whilst driving up quality.

• Sharing our findings both nationally and internationally

Priority OneWe will engage all nurses and midwives in the trust to support clinical research and introduce research link nurses for all areas.

Priority ThreeWe will support and encourage nurses and midwives to develop, implement and lead on research.

Priority FourWe will enable and empower our nurses and midwives to develop a clear and transparent process to access university collaboration and development and identifying and supporting individuals with a research or academic interest.

Priority FiveWe will review and develop our care to ensure we provide culturally sensitive and appropriate care to all our patients and clients.

Priority TwoWe will, in line with the NHS Constitution, enable our nurses to be able to offer all patients the opportunity to participate in Research.

“We will lead and drive research to evidence the impact of what we do”

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Key Evidence & Measurable Outcomes• Collaborative Working with Universities

• Research evaluations and publications

• Audit work

• Governance process to support research no matter how small

• Support and identification of research in Performance Development Reviews

• Education audit day

Resources• Research feedback to be circulated in a bulletin or

through Trust communication processes

• Research Page on the Trust website

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Commitment

8Education, learning and training are vital for the provision of high quality care. We will support a culture of life-long learning and self-reflection.

We will ensure that we are prepared for professional revalidation which will promote good practice and strengthen public confidence.

We will encourage partnership working across health and social care, which provides opportunities to share understanding and skills, new career options and new roles.


• Identifying and providing PDRs with training, research and career progression opportunities.

• Embedding a culture of life-long learning by making the education and training of staff a priority.

• Providing library and Information Technology facilities to support education and learning

“We will have the right education, training, and development to enhance our skills, knowledge and understanding”

Priority OneWe will recognise and respond to educational development gaps, new initiatives and learning opportunities by embedding a culture of lifelong learning into the everyday experiences of all nursing and midwifery teams

Priority ThreeWe are committed to delivering the national qualification; ‘The Care Certificate’ to our Healthcare Assistants, Midwifery Support Workers and Associate Practitioners to ensure our workforce has the appropriate knowledge and skills to deliver safe and effective care to our patient

Priority FourWe will ensure lessons from incidents are fed back to staff involved and included in training resources to ensure that we can learn as a trust and prevent further incidents

Priority FiveWe will work in partnership with the University of Surrey to ensure our students have appropriate and adequate support in practice. Our Nursing and midwifery team will contribute to the student curriculum and module review and development.

Priority TwoWe will commit to maintaining the Skills for Health Quality Mark for Education and Royal College of Nursing Accreditation for IV Administration Training. We will also seek to look for accreditation across other areas and nursing led services where possible

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Key Evidence & Measurable Outcomes• Identified learning needs/objectives at the annual PDR

• Training Needs Assessment (TNA) process

• Education environment audits

• NMC revalidation process

• Competency documentation

• Practice Development Annual Report/ Maternity Quality Report

• Medicines Assessment

• Medications and IV Administration training

• Mentor database/Care Certificate database

• Minutes of University of Surrey & University of Brighton Practice meetings

• Minutes of Practice Development Group

• SaMT Audit

• Health Education England University commissioned higher education audit

Resources• Webinars

• Circulate learning opportunities;

• Educational website

• Preceptorship / Mentorship Guidelines

• Mentorship update training

• Probation Policy

• Student Nurse Welcome Packs

• Practice Development Website

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Commitment

9Our staffing must be safe, sustainable, efficient and able to provide competent and compassionate care to our patients and people we care for. Better workforce planning and management of staff resources are needed to improve quality of care, staff productivity and financial control.

We can drive new ways of working across organisational and professional boundaries. We have the knowledge, skills and experience to play a lead role in vanguard and other innovative projects, which are developing new models of care.


• Ensuring the right staff are in the right place at the right time to provide safe, compassionate and effective care.

• Ensuring that decisions about staffing are based on available evidence, take account of the wider multi-professional team, and there is a proactive approach to delivering improved outcomes and productivity.

Priority OneWe will commit to review, deliver and maintain safe staffing levels ensuring decisions about care are based on available evidence and reviewed to take a proactive approach to delivering outcomes and efficiency

Priority ThreeWe will only recruit nursing and midwifery and care staff whose personal values and beliefs align with those outlined in the NHS constitution

Priority FourWe will model and respond to enhanced care guidance (heightened surveillance) upon publication or when guidance is made available.

Priority FiveWe will utilise the expertise, skills and knowledge of our specialist nurses and midwives

Priority TwoWe will develop our systems to use the full functionality of eRostering to support safer staffing across all nursing groups

“We will have the right staff in the right places and at the right time”

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Key Evidence & Measurable Outcomes• Daily acuity data

• Monthly validated Department of Health (DoH) and board reporting of acuity

• Display staffing levels on the Trust Website

• 6 monthly Nursing & Midwifery safety board paper

• Annual review of information for budget setting

• Display Nursing & Midwifery staffing on ward/department boards

• Recruitment and retention data

• Datix process

• Bench marking

• Board Key Performance Indicators

• Professional Nursing & Midwifery Steering Group (PN&MSG)/Board reports

Resources• Utilise professional and national guidelines on nursing

& Midwifery staffing

• Policies; Including e-rostering, Nursing Staffing, Flexible working and Staffing levels in Maternity Guidelines

• On-call process

• e-roster masterclasses

• Association of UK University Hospitals (AUKUH) Shalford Safer Nursing Care Tool

• Birthrate plus

• Value based recruitment assessments

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Commitment

10Technology has helped transform care and our roles in providing it. We need to continue to be at the forefront of innovation.

Technology can enhance our clinical decision making by providing access to the relevant information at the point of care.

We need to be prepared for routine tasks we currently undertake to be replaced by technological developments and to use the advances to improve outcomes, promote self-management and increase efficiency and productivity.


• Developing the skills needed in a technology-literate workforce.

• Advocating technologies that may assist in reducing unwarranted variations in care.

• Leading as early adopters of technology to improve health and enhance efficiency.

• Using technology to manage workflow more effectively such as mobile working.

“We will champion the use of technology and informatics to improve practice, address unwarranted variations and enhance outcomes”

Priority OneWe will continue to utilise VitalPac to monitor Vital Signs for our patients, minimising late observations and adding further update and additions as required

Priority ThreeWhere possible, we will ensure that eLearning and online seminar facilities are available to enable staff to enhance their knowledge and skills

Priority FourWe will ensure our senior nurses and midwives have access to e-rostering masterclasses and monitor and address performance through the Professional Nursing and Midwifery Steering Group

Priority TwoWe will embrace the opportunity to utilise social media to raise the profile and celebrate nursing and midwifery achievements

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Key Evidence & Measurable Outcomes• ESR and OLM database and SaMT training audits

• Varian Medonc & Radonce systems

• Use of PACs

• Monthly VitalPac utilisation audit

• Central fetal monitor implementation

• Install baby security system

Resources• Conference calls and webinars

• IT Strategy

• eRoster Policy

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Achieving ExcellenceThis is a programme of work and assessment that provides individuals and teams the knowledge and skills to further develop the culture of improving the patient experience.

AcuityThis is one of the parameters considered in patient classification systems that are designed to serve as guidelines for allocation of nursing staff and to aid in long-range projection of staffing and budget.

“Baywatch”Term to describe the promotion of nursing leadership in patient ward bays.

Birthrate+midwifery staffing system to aid in the management of the variability of workload on labour wards.

Care CertificateThis is the new national minimum standards that should be covered as part of induction training of new care staff.

Carers PassportA Carer Passport provides carers with additional permission to care for their relative in parnership with Trust staff and enable them to access a variety of concessions.

Carers PrescriptionThe Carers’ Prescription allows health staff to support carers they come into contact with by referring them to a range of support services across Surrey.

CQUINThe Commissioning for Quality and Innovation (CQUINs) payments framework encourages care providers to share and continually improve how care is delivered and to achieve transparency and overall improvement in healthcare.

DatixDatix is a web-based, incident reporting and risk management software tool for healthcare and social care organizations. The application is widely used by staff in more than 80% of the British National Health Service (NHS) to report clinical incidents.

Duty of CandorEvery healthcare professional must be open and honest with patients when something that goes wrong with their treatment or care causes, or has the potential to cause, harm or distress.

Glossary of TermsA-EQUIP ModelA-EQUIP is a continuous midwifery improvement process that builds: personal and professional resilience, enhances quality of care for women and babies and supports preparedness for appraisal and professional revalidation.

e-roster (Healthroster)HealthRoster (e-rostering) is an electronic staff management tool that is a resource used to plan staffing requirements,

ESRThe Electronic Staff Record (ESR) solution is an integrated Recruitment, HR, payroll and learning management system; in place in all NHS organisations.

FFTThe NHS Friends and Family Test (FFT) is a quick and anonymous way to give your views after receiving care or treatment across the NHS.

Harm Free CareThe NHS Safety Thermometer provides a quick and simple method for surveying patient harms and analysing results so that you can measure and monitor local improvement and harm free care over time.

‘Specialing’ (also known as Heightened Surveillance)Is a term used to describe the giving of nursing care to only one person whose needs are such that a carer is required at all times.

IMCA Roleindependent mental capacity advocate (IMCA). IMCAs are a legal safeguard for people who lack the capacity to make specific important decisions: including making decisions about where they live and about serious medical treatment options.

Intentional RoundingIntentional rounding is a structured approach whereby nurses conduct checks on patients at set times to assess and manage their fundamental care needs.

Jasmine Team AuditThe Jasmine Team of Midwives, is a valuable resource for women who have mental health concerns. The Jasmine audit is used to measure uptake of support for women who have mental health associated illness.

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John’s CampaignJohn’s Campaign is a campaign for extended visiting rights for family carers of patients with dementia in hospitals in the United Kingdom,

KPIA Key Performance Indicator (KPI) is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use KPIs to evaluate their success at reaching targets.

Leader Standard WorkLeader Standard Work is a critical step in ensuring that the Lean Culture in your organization prospers and relates to the Achieving Excellence programme.

MentorshipThe NMC mandated process that is critical in helping to facilitate the development of future generations of nurses and midwives. Registered Nurses/Midwives must undertake additional training to become a mentor and undertake yearly updates to stay listed as a ‘live’ mentor.

PACSA picture archiving and communication system (PACS) is a medical imaging technology which provides economical storage and convenient access to images from multiple modalities (source machine types).

PALSThe Patient Advice & Liaison Service (PALS) acts as an information service for patients and their families/friends. PALS also follows up concerns which may be raised about hospital services on an informal and confidential basis, with the aim of resolving problems as quickly as possible.

Patient PanelThis is a forum for patients who use the services within the hospital to provide the team with feedback and suggestions for improvements. The group usually meets every three months.

PDRPerformance and Development Review. All members of staff are required to participate in an annual review of their performance and professional and personal development. PDRs compliment the more regular reviews that are usually held with line managers.

PreceptorshipPreceptorship is a structured period of transition for the newly qualified nurse, midwife or allied health professional when they start employment in the NHS.

Safety HuddleSafety huddles are brief and routine meetings for sharing information about potential or existing safety problems facing patients or workers. They increase safety awareness among front-line staff, allow for teams to develop action plans to address identified safety issues, and foster a culture of safety.

SaMTStatutory and Mandatory Training is required to ensure that the Trust is meeting any legislative duties. Mandatory training is an organisational requirement to limit risk and maintain safe working practice.

SBAR(Situation, Background, Assessment, Recommendation) is an effective and efficient way to communicate important information and escalate patient concerns.

SI (SI Framework)The revised Serious Incident Framework is a systematic process for responding to serious incidents in NHS-funded care.

STPThe NHS and local councils have come together in 44 areas covering all of England to develop proposals and make improvements to health and care. These proposals, called sustainability and transformation plans (STPs), are place-based and built around the needs of the local population.

‘This Is Me’ Booklet This is me is a simple booklet for anyone receiving professional care who is living with dementia or is experiencing delirium or other communication difficulties.

Value Based Recruitment AssessmentValues based recruitment is a recruitment approach that assesses whether candidates individual values and behaviours align with the values of the NHS Constitution. This should take place as part of existing recruitment processes which assess aptitude and skills.

Varian Medonc & RadoncThese systems enable the prescribing and delivery of chemotherapy and radiotherapy.

VitalPacA digital platform for viewing and documenting patients vital observation data.

How this strategy was createdThis strategy was developed colaberatively across all nursing and midwifery groups in a multi-stage process to ensure that all staff, from the executive team to the newly employed healthcare assistant, could have direct input into shaping the strategy that you see today.

The process of development was as follows:

Phase one.

Senior nurses and midwives across the Trust formed a steering group that met weekly in order to create the framework for the strategy. This was based upon the 10 commitments contained within the ‘leading Change, Adding Value’ document developed by NHS England Chief Nurse, Jane Cummings.

Phase two.

Upon completion of phase one, the steering group built upon the framework by incorporating local priorities, ensuring that the strategy met local demands and needs. A first draft was developed.

Phase three.

The next phase involved sending the draft strategy and a feedback form to all nursing and midwifery teams across the Trust so that all care staff could engage with the development process and make suggestions and amendments to the document.

Phase four.

After several weeks, all the feedback was collated by team leads and matrons and sent to the corporate nursing team who modified and adapted the draft strategy based upon the feedback.

Phase five.

The final amended strategy was submitted to the Trust Board for agreement and sign-off and then sent for print, published electronically and posted online.

Document Design and Graphics by Simon Pawlin, RN, BSc (Hons)

nursing & midwifery strategy 2017-22 · objectives within this document. ... visits •...

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