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We Want To Be The Best

We Want To Be The Best. Salford Royal has an ambitious plan: - to be the safest hospital in the NHS. We Want To Be The Best. Top performing Trust in the North West Hospital redevelopment scheme in progress Highest safety accreditation in the NHS Top 20% in staff and patient surveys

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We Want To Be The Best

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  1. We Want To Be The Best Salford Royal has an ambitious plan: - to be the safest hospital in the NHS

  2. We Want To Be The Best • Top performing Trust in the North West • Hospital redevelopment scheme in progress • Highest safety accreditation in the NHS • Top 20% in staff and patient surveys • Foundation Trust in 2006 • The Board is now pursuing its own priorities • - within the family of the NHS

  3. What do our patients want? Safe Clean Personal

  4. “First – Do No Harm” • Harm Happens • Catastrophic events are rare • Large numbers of patients experience some harm • Failures of hospital systems and processes • Infections • Adverse drug reactions • Pressure Sores • Falls

  5. Do we do “quality” ? • How much harm? • Adverse Incidents • HSMR • IHI Global Trigger Tool • Evidence based care

  6. Inpatient Mortality (HSMR) HSMR value 2006 2005 2007 2004

  7. Saving Lives and Preventing Harm 2004 @ HSMR 101 1215 1203 2007 @ HSMR 85 1151 1358 @ HSMR 75 Best in NHS = c.1000 lives saved died 3 Years died

  8. Saving Lives and Preventing Harm 2007 Global Trigger Tool = all harmful events of 38/1000 bed days 850 harms per month Reduce Harm by 50% Prevent 10,000 harmful events 3 years

  9. Programme of Projects

  10. Characteristics of High Performing Organisation Ideas Will Execution safe.clean.personal

  11. CDiff Project Learning Collaborative 8 + 20 wards 70 % reduction in infections

  12. Engagement • Unprecedented level of staff involvement • Real engagement with our membership, • through our Governors.

  13. It also makes financial sense

  14. Salford Royal – Will Make a Real Difference We will save lives We will protect our patients from harm 10,000 harmful events avoided 1000 lives saved

  15. Launching our Quality Improvement Strategy Right Honourable Alan Johnson Secretary of State for Health

  16. Communicating the QI Strategy • Effective communications central to the strategy implementation • Key audiences – Staff, patients and the public, FT public members • Challenge in communicating ‘harm’ but importance of open dialogue

  17. Communication tools These will include: Staff – importance of local ownership, emphasis on face to face communications, dedicated news sheets, e-communications Patients and the public – positive media articles, information sent to patients, information areas within the hospital, GP surgeries FT public members – membership events and briefings, My Hospital, Internet section

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