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How to transform patient care and boost efficiency

  • 2 Comments

The experience of millions of patients could be transformed and hundreds of hours of appointment time and bed days could be saved if nurses applied eight “high impact” actions across the NHS.

Staff satisfaction and quality if care would also be significantly improved, according to researchers from the NHS Institute for Innovation and Improvement.

Writing in this week’s Nursing Times, they outline the eight high impact actions chosen from 600 ideas submitted in response to a call to action from the chief nursing officer for England Dame Christine Beasley last September.  

Across two articles, the authors explain how to successfully implement some of the actions – and making them relevant to their own ward or team – and the potential benefits of doing so.

They said: “The aspiration is to encourage widespread uptake to achieve good practice in each of the high impact actions. This can only be done by nurses and midwives themselves, who need to be supported and enabled to improve their own services.”

They add: “We know that telling people what to do will not achieve the results that everyone wants. It is critical that whatever is developed is relevant and appropriate to frontline staff.”

Dame Christine had called on the nursing profession to take the initiative on increasing productivity and saving money in order to avoid having “slash and burn” measures imposed on them by managers.

 

High impact actions:
Your skin matters
Staying safe – preventing falls
Keeping nourished – getting better
Promoting normal birth
Important choices – where to die when the time comes
Fit and well to care
Ready to go – no delays
Protection from infection
  • 2 Comments

Readers' comments (2)

  • This is a joke.
    Productivity has nothing to do with clinical nursing. Will me providing anything quicker result in a gain in their health or recovery? NO!

    The real issues are and always have been:

    1. smaller feeder hospitals that filtered out less acute patients shut.

    2. private companies allowed to intrude into NHS services e.g. angio, MRI, Capio etc

    3. Waste of senior nurse roles e.g. matrons etc rather than NP's

    4. PCT's not funding all patients regardless of whether they are on the correct ward or not

    5. refusals of health authorities to admit that closing hospitals and reducing beds is the key problem. patients need beds.

    6. PCT's insisting that efficiency will be a cure all. 3 patients into one bed won't work, no matter how efficient you are

    7. lack of funding for 24 hour operating time in theatres

    8. inability of weak managers to admit the issues to their superiors and no strength of conviction to do what is right.

    9. weak nursing leaders and managers who have sat by and rasied their families well, but have done nothing to affect any real changes at a grass roots level.

    10. out-moded or redundant people given sinecure posts in management.

    11. nursing homes refusing to do simple tasks like IV administration etc and ending patients with easily resolvable problems or problems related to the slow eventual death that really you might expect when going into a nursing home permanently

    12. social services allowing people weeks and months to make decisions regarding home care when the emphasis should be on geting people out and suiting everybody not just inconvinienced relatives.

    13. areas such as pharmacy, physios, OT's dietcians, radiograhers etc fantasizing that they can work a 9-5 week with no consequences.

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  • well said jjjez. If only the ones at the top could bring themselves to communicate with those at grass rootes. Instead they live in their ivory towers.

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