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Steve Jamieson Head of Nursing Department Geraldine Cunningham Head of Learning & Development Royal College of Nur PowerPoint Presentation
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Steve Jamieson Head of Nursing Department Geraldine Cunningham Head of Learning & Development Royal College of Nursing. Leadership, Innovation and Quality: An example from practice Dr Michael Brown, Chair, Learning Disability Forum . The context.

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Presentation Transcript
slide1

Steve Jamieson

Head of Nursing Department

Geraldine Cunningham

Head of Learning & Development

Royal College of Nursing

slide2
Leadership, Innovation and Quality:

An example from practice

Dr Michael Brown, Chair,

Learning Disability Forum

the context
The context
  • Harnessing the knowledge, skills and commitment of the RCN membership to effect change
  • Clear RCN strategic framework to guide and support activity to produce effective outcomes
  • The RCN as a dynamic force to challenge and provide leadership
death by indifference
Death by Indifference
  • Significant failures in safeguarding
  • Serious service and system failures
  • Avoidable deaths
  • Poor practice & care
  • Failure to adhere to legislation
  • In short, indifference
the rcn in action
The RCN in Action
  • RCN Congress Resolution 2010 – Liaison Nurses in every general hospital
  • Evidence of the changing demographics of the learning disabled population
  • A differing health profile of people with a learning disability
  • People with learning disabilities are high and frequent users of general hospital services.
  • Different uptake and pattern of general hospital usage
  • Clear legislative and policy frameworks which require equal access to public services, including healthcare,
  • Legal duty for all Public services required to make ‘reasonable adjustments’ to care to comply with DDA legislation
  • To impact on improving patient experience and health outcomes.
a model of liaison nursing practice
A model of Liaison Nursing Practice
  • Learning Disability Liaison Nursing (LDLN) Services have been recommended in policy and are being developed across the United Kingdom.
  • First Mixed Methods research study published in 2010 focussing on outcomes from 4 Liaison Nursing Models.
  • The first study to examine LDLN Services from a range of stakeholder perspective and demonstrates evidence of the impact and outcomes.
  • The LDLN role is complex and multi-dimensional and impacts on (i) clinical care, (ii) education and practice development and (iii) strategic developments.
taking action to effect change
Taking action to effect change
  • Congress Fringe event – issues identified for members

- Education, workforce & leadership in learning disability nursing

  • RCN hosted a UK – wide learning disability summit
  • Key leaders and stakeholders involved
  • Identification of key actions and outcomes
  • Effective use of RCN resources and facilities to take forward the issues
the frontline outcomes
The Frontline Outcomes
  • The RCN as a dynamic force to challenge and provide leadership that can effect change to improve patient care
  • The RCN is a dynamic force that can influence the effective use of the nursing resource
  • The RCN membership has the collective knowledge & skills to effect change
  • The RCN has a sound strategic framework to guide and support activity to produce effective outcomes
productivity what nursing has to offer

ProductivityWhat Nursing Has to Offer

Using Lean as part of everyday practice

Bolton Improving Health System

Maria Sinfield Deputy Director of Nursing

exemplar wards using bics in daily work

Designed and led by Nurses & Midwives

Exemplar WardsUsing BICS in daily work

Exemplar Wards demonstrate our commitment to provide a clean, safe and efficient environment of care, underpinned by Patient Safety.

Uses the BICS principles of standard work, removing variation, removal of waste, improving quality and reducing cost.

  • 14 wards validated
  • 12 In progress
  • 1 waiting for decision
    • 1 ready for validation
  • 3 wards working towards Model
  • ward status

Patient Outcome Target Measures

  • HSMR reduction i.e. MINAP <85%
  • Defects 50% reduction p.a.
  • Increase patient experience 85% good / 'excellent' on comment cards
  • 10% reduction in cardiac arrests
  • 2% reduction in pressure sore incidence
  • 10% reduction in patient falls
the validation process
The Validation Process
  • Awarding of the Exemplar ward status is not a given
  • Structured and Strict process
  • Some wards awarded but with conditions that are then performance monitored
      • time provided to get to 100% appraisal for wards in Q1
      • Unannounced checks for decontamination assurance
  • Formal Presentation of successful wards to Board of Directors
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No avoidable deaths or harm

HII/Infection control

No Defects

% of key quality indicators QFAT

Highest Morale

Good people management

Valuing Staff

No Waste

Stock levels

Ward budgets

attendance

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Improving Flow and Productivity on Respiratory Wards – D3 and D4

New way of Working Commenced

Source: LE2.2

has it made a difference
Has it made a difference?

BEFORE

DURING

AFTER

innovation
Innovation

Geraldine Cunningham

Head of RCN Learning and Development Institute

5 principles of innovation
5 Principles of Innovation
  • Innovation starts when people convert problems to ideas
  • Innovation needs a system
  • Passion is the fuel, and pain is the hidden ingredient
  • Co – locating drives effective change
  • Differences should be leveraged

Creative Leadership Centre

finding space for innovation
Finding space for innovation

“Men of genius work best when they work least.”

-Leonardo da Vinci

(1452-1519)