Innovations and Best Practice Awards 2018
Congratulations to our CHA I&BP 2018 Award Winners!
A Conference to share good practice will be held in the New Year
Photo: Award Winners from Gloucestershire - photo courtesy of Dr Roy Sharma
Due to circumstances beyond our control, the CHA conference to celebrate Innovations and Best Practice is being postponed from 8th Nov until the New Year.
More details to follow.
Do contact the CHA if you would like more details on innovation and good practice in the meantime. Congratulations to our award winners!
Scotter Ward Support Sessions, John Coupland Hospital
We have developed a new way of supporting staff to ensure quarterly clinical supervision, attendance at staff meetings, ensure all staff attend mandatory bespoke to the ward training, provide a forum to feedback and disseminate learning points from IR2s and RCAs. Also to give staff an opportunity for dedicated discussion and support from peers and managers and give staff protected time out from the ward setting.
F.L.O.R.A. the Falls Trolley, South Petherton Community Hospital
FLORA is our falls trolley. FLORA was developed in September 2017, following discussions within our monthly falls local action group meetings (FLAG), which I chair at South Petherton Hospital. In this meeting a theme was identified that the that post-fall checklist and actions were not always being completed correctly, and that there was not a safe place to store falls alarms. We had discussions about what we could bring to the ward to help this, and were keen for it to be an active and useful resource, available at the point of care for a patient following a fall, therefore FLORA was developed as a quality improvement project to address these issues and has also addressed more.
Cultural Awareness App, Gloucestershire Care Services NHS Trust
This app has been developed to provide some guidance on delivering culturally competent care for all our patients. It has been designed to support colleagues to have conversations with patients and carers from different backgrounds, to help colleagues understand and meet any cultural or religious needs they might have. The app was highlighted as outstanding practice in the recent Care Quality Commission inspection with a view that it was the first of its kind the inspectors had seen.
Treatment Escalation Plans, Crawley Hospital
A treatment escalation tool to go hand in hand with a DNACPR order with 100% emphasis focused on the patient’s wishes so they feel heavily involved in their own care and treatment options in advanced care planning.
Daily Safety Huddle, Horsham Hospital
The Daily Safety Huddle is a 5-10 minute gathering of staff at the same time every day to support the daily review of key safety issues, looking back 24 hours and looking forward 24 hours. It is a short succinct safety-focused information sharing event to highly and resolve safety issues. Within the huddle there is a weekly topic.
Bereavement Sleeves, John Coupland Hospital
On the ward we make bereavement sleeves with a small gift in side for the relatives that house leaflets that relatives need following a patient’s death.
Hospital to Home Clinic, Horsham Hospital
The Hospital to Home clinic was set up to try and improve the transition of patients from hospital to home, and reduce the level of readmissions. The clinic is a social interactive hub held every two weeks on the ward and designed to introduce services and support to patients and families. It is currently coordinated by the OT and therapy technician and attended by patients, relatives and carers along with Age UK, Carers Support, Apetito, British Red Cross and Carers Health Team.
Branching out into Social Media, John Coupland Hospital
The way in which Scotter Ward are using social media in order to increase the profile of the ward in the wider community, demonstrating a vision to embrace different ways of staff and public engagement, share good news, bench mark good practice, share ideas and aspirations, keep abreast of local and national initiatives and show how they support staff and patients through education.
The CHA Awards Programme
The CHA has been running an annual Innovations and Best Practice Programme since 2000, and during this time has given awards for 133 community hospital services across the UK. In order to qualify for an award, applicants must demonstrate that they meet the published criteria that the CHA has set out. One of the criteria is the requirement to have an evaluation of the service (internal or external) and involvement in research is encouraged. Once each submission has been assessed, a team of CHA committee members visit each community hospital. During the visit, they will interview staff, observe the service if appropriate, and view documentation. Award winners are given a cut glass engraved bowl and a certificate by the President of the CHA. Staff are invited to give a presentation on their service at the annual conference, and details are published in the CHA newsletter. The record of awards can be downloaded here and demonstrates the breadth of services and facilities that are offered in our community hospitals.
The purpose of the project is to improve the recognition and escalation of deterioration in patients in Community Hospitals, so that they receive timely and appropriate treatment, to improve patient outcomes as well as prevent admission to acute trusts. The CHA committee members were impressed by this excellent scheme to enable staff across the local NHS to be confident in identifying the deteriorating patient, take appropriate action, escalate where necessary and learn from experience.
The purpose of the project was to bring together Community Hospital staff, volunteers and local agencies to hold an afternoon of fun activities, information and advice on health and wellbeing. The CHA committee members were impressed by the vision of this event, which brought together staff, patients, volunteers, third sector agencies and local community groups. As a new hospital with no tradition of holding a fete this served as a way of promoting the hospital and sharing information about its services and facilities.
The project provides comprehensive, multidisciplinary assessment and rehabilitation to stroke and acquired brain injury patients in their own home and to expedite discharge from inpatient settings. This is a community-based service with links to community hospitals and takes referrals from both acute and community hospitals and offers multidisciplinary rehabilitation to patients in their own home. Staff are very motivated and enthusiastic about this new model of care, as they are witnessing the benefits to patients and families.
This project has been developed to provide voluntary transport and support to people in the local community which was launched in 1996 as “The Friends and Practice Scheme’ when it initially included roles such as companionship, shopping and voluntary transport for medical appointments. Over 1000 clients are now requesting the voluntary transport but also additional service are provided, including regular shopping trips and social outings.
The service is well planned and managed and The Friends employ four part-time staff to manage the transport scheme and other activities such as hospital volunteers, two shops and fund raising events.
The introduction of an Activity Co-ordinator into the wards at Chard and Crewkerne Community Hospitals was an exciting venture to increase the self-worth and fulfillment of patients as they rehabilitate in order to develop their stamina, cognition and overall well-being. This is a highly person-centered initiative, appropriate for patients on the wards and addresses their wider needs, such as social activities, special interests, activities of daily living and prepares them for discharge. Leadership is clear, enabling the Activities Co-ordinator to respond flexibly as possible to patients needs and preferences.
The Friends of Crowborough Hospital undertook to run a social day centre at Crowborough Hospital, after plans to close the service. The Friends have been very thorough in planning and managing the service, assessing all potential attendees to ensure their needs can be met and have a clear risk management process. The Friends have enabled older people who are socially isolated or lonely. The Friends have shown that, as volunteers, they are able to make a significant contribution to the wellbeing of the local community and that extensive partnership working is demonstrated.
A new service has been introduced offering ambulatory care to day case patients who require services such as management of central venous catheters, intravenous antibiotics, blood transfusion, iron transfusion, urethral catheter care and management of chronic leg ulcers. Many of the patients attending are undergoing chemotherapy. An average of just over 80 patients are seen a month. For one patient attending, the service saved then 28 visits to the General Hospital which saved over 1500 miles travelling and over 55 hours of their time. The staff have said that patients have benefited from easy access to a simple care pathway.
The League of Friends and a hospital team worked together to make the most of community engagement. Initiatives included a quarterly community hospital forum, a twitter feed from the Matron, siting a food bank at the hospital, involvement in the Dementia Friendly town project, providing work placements for 6th form students, displaying artwork from the local school, and having a weekly afternoon tea for patients staff and volunteers. The scheme has had very positive feedback from patients, visitors and the wider community, and the project continues to be expanded.
The Millom model for Millom community hospital involves partnership working between Cumbria Partnership Trust, North West Ambulance, Millom GP practice, University Hospital of Morecombe Bay acute trust, the third sector and the local community health action group. The Millom model has been recognised as achieving outstanding partnership working. Benefits have included a thriving hospital, a reduced length of stay for patients in the community hospital, 150,000 fewer miles travelled, 100 fewer people moving for A&E, and 100 fewer people moving for non-elective admission.