Developing a magnetic disc system to ensure patients receive appropriate nutritional care

Author

Ann Tabiner, RN, is a staff nurse; Lianne Lewis, RN, is a staff nurse, both at Milton Keynes Hospital Foundation Trust.

Introduction

Sufficient nutritional intake is one of the most basic needs , yet in 2007 the Department of Health acknowledged that at times patients are not receiving the correct nutritional care to support them to eat and drink. That same year, The Royal College of Nursing stated that food and water are essential elements of care – as vital as medication and other types of treatment.

As ward based nutritional link nurses we believe our responsibility is to enable and help other nursing staff to provide a high standard of nutritional care in accordance with RCN principles for nutrition and hydration (RCN, 2007).  

Approximately three million people are at risk of malnutrition in the UK (BAPEN, 2009). Evidence suggests that it remains a significant problem, with 13% of patients being undernourished on admission to hospital (Kelly et al, 2000). Malnutrition can lead to increased complications, prolonged hospital stays, impaired quality of life and higher mortality rates, all of which ultimately have negative cost implications on health services (Wentzel-Persenius et al, 2008; Corish and Kennedy 2000). Malnutrition also affects immune response, wound healing, water and electrolyte balance leading to reduction in muscle bulk, which may increase the risk of falls and subsequent injury (Welch, 2008).

Identifying malnourished patients who are in need of nutritional support improves the quality of treatment and leads to faster recovery and increased muscle strength (Pablo et al, 2003). In May 2008, concerns were raised about current practice within our trust, which resulted in a proposal to design and develop a pictorial magnetic signage system to identify and display all patients’ correct nutritional status from admission through to discharge.

Background 

Through observation and audit (Fig 1) current systems in place on two wards in the hospital were proven ineffective because inaccurate information about patients’ nutritional status was being displayed. Throughout the trust different specialties adopted their own systems to display nutritional status, varying from white board signs, above the bed display and - of most concern - no visible indication. This highlighted the need for a standardised approach to ensure that all staff, patients and relatives are aware of the current and correct nutritional status.

There were several reasons to change current practice from a clinical perspective:

• To reduce the risk of patients being malnourished unnecessarily if nil by mouth is wrongly displayed. These patients would not be offered meals or drinks when there is no clinical reason to starve them;
• To reduce the potential for patients to be fed before a booked procedure requiring them to have fasted. Cancellation of any procedure wastes resources (Box 1) and increases the length of hospital stay;
• To enhance quality and accuracy of handover information
• To help identify patients needing help to meet their nutritional needs;
• To improve staff participation and accountability in identifying and displaying correct nutritional status;
• To ensure that what patients receive meets their needs and that they are fully aware of any restrictions in place.

Change implementation

Change in healthcare is complex, and implementing change successfully involves considering all aspects of the organisation and support through strong leadership, teamwork, good communication and shared beliefs. The change process for this project identified several stages. After an initial audit demonstrated the need to transform current practice we decided to introduce a magnetic sign system to display individual patients’ nutritional status. We then had to decide how many categories were needed to display accurate nutritional status and to design the magnets accordingly.

We presented our proposal to the matron and agreed the initial funding and pilot length. Magnets and posters for the pilot were produced and we provided leaflets to all staff on both wards and nominated “champions” to support the project.

It was important to gain support from different specialties and to promote the project at nutritional meetings. A launch date for the pilot was agreed with ward managers and practice was audited during the two week pilot, after which a blind audit was carried out.

After the pilot the multidisciplinary team was encouraged to give feedback, which was used to inform the design of new magnets and to improve the presentation of all magnets.

After the official trustwide launch, the scheme was continuously evaluated and a post launch audit was arranged to measure sustainability.

The magnetic signage system

The magnets were designed to be displayed in a prominent position on metal bedside lockers where they were easily interchangeable, wipeable and visible to patients, relatives and members of the multidisciplinary team. The way the signage was developed incorporated various nutritional status instructions.

We decided to adopt a pictorial system using integral wording below the picture to enable easy visual identification for those whose first language is not English. The pictures also illustrate to patients and relatives exactly what is allowed. It is the accountable nurse’s responsibility to ensure the signage is accurate, up to date and changed according to the patient’s needs.

Initially, a total of 10 magnets were developed addressing key aspects of safe nutritional care. We decided the magnets should be rectangular and approximately A6 in size to differentiate them from circular magnetic infection control indicators already in use. The 10 designs were piloted on both wards with an initial two week audit followed by a blind audit for a further two weeks (Fig 1).

After the successful pilot we reviewed the feedback from the multidisciplinary team, patients and relatives (Box 2)This gave us the opportunity to identify additional designs and make changes to the existing magnets. Since the trust was developing a pictorial menu for patients, we decided to use some of these pictures on the magnets to ensure a standardised approach (Fig 2). The number of magnets increased to 17 to incorporate fluid and hydration management, specific dietary requirements and medical needs prior to eating, such as insulin, creon and loperamide.

Patients’ needs are identified on admission and appropriate magnets are placed on their lockers to assist with individual nursing requirements. Typically two or three signs are needed to denote a patient’s nutritional requirements and status.

Post pilot development

Before the system was launched across the trust we presented it to matrons, ward managers and consultants, adopting a “top down” approach. The “bottom up” approach was achieved by empowering domestics, housekeepers, volunteers and nursing staff during the training period.  We also displayed our system at the patient safety conference, where verbal feedback was both positive and encouraging.

From pilot to launch the magnetic signage system was promoted across the hospital site through the monthly nutritional link nurse meetings, and the project was championed at ward level by those attending these meetings. Understanding of the signage was discussed and tested at various levels, both within and outside the trust, and feedback was considered when designing our final images.

Once funding had been agreed we ordered the magnets and obtained storage cabinets suitable for all areas. Initial cost of the set up depended on volumes and it was agreed to supply one magnet of each image for every bed within the trust to reduce ongoing costs. Magnets were purchased in bulk to minimse the unit price and overall cost, and one storage cabinet was supplied to each area.

In order to support the change, the project team designed a poster and leaflet to be used as promotional and training aids. All trust staff likely to deal with patient nutritional needs were given the opportunity to attend drop in sessions, ward based training and one to one training sessions. The trust communications department supported the launch with messages via the hospital intranet.

Labelled storage drawers containing one of each type of magnet for each bed were delivered to each area with leaflets and posters supporting the new system. Responsibility for project success was reinforced at matron or ward manager level.

Link to Productive Ward initiative

During implementation the project was presented at strategic health authority meetings to fellow professionals, where the magnet system was well received in relation to the Productive Ward initiative. Funding for the trustwide launch was provided from Productive Ward funds.

The Productive Wards meals module “offers guidance on how to ensure the best experience for patients while making meal delivery quick and easy for staff. This results in less wasted time and gives staff more time to make sure patients receive the correct nutritional assessment and to help those who require who are unable to feed themselves.

Our new system helps to fulfil this element of the Productive Ward module. It also links well to other elements of the Productive Ward including nursing procedures, ward rounds, shift handovers and “Patient Status at a Glance”.

Conclusion

According to the Care Quality Commission (2010): “A person using services receives evidence based care that is appropriate to their need and delivered by the right person, with the right skills and expertise, in the right place, at the right time.” Use of the nutritional signage fulfils this statement and aims to ultimately improve patient care across the trust.

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