Case Study

It is a contractual obligation for individual trusts to monitor junior doctors’ hours every six months, to make certain that they are compliant with the Junior Doctor Contract (known as New Deal), and that doctors’ pay is correct, yet this process is carried out with variable success across the North West. Therefore Health Education England’s Junior Doctor Advisory Team (JDAT) reviewed a selection of monitoring exercises across the North West, all of which had taken place in the last five years.

In May 2013 Wrightington Wigan and Leigh (WWL) NHS Foundation Trust launched its Nursing, Midwifery and Allied Health Professional Strategy, outlining its vision for this group of staff. Recognising the many challenges that are faced by staff, the ethos behind the strategy is a return to the fundamentals of care to reduce harm to patients.With this in mind, the Trust’s practice education facilitators (PEFs) considered how best to reinforce the fundamental values of nursing with students who access the Trust for practice learning.

Stockport NHS Foundation Trust has developed a strategic approach to inter-professional learning (IPL) in practice. Work initially began in 2007, when the Trust was invited to be a pilot site for Manchester Metropolitan University’s 'IPL Champions' Group'. A 'champions' model approach was implemented at Stockport, with a clear structure of champions identified at different levels within the organisation.

Wigan Borough Sports Council, in partnership with the public health team at Wigan Council, secured funding to support local sports clubs in building capacity and capability to deliver public health initiatives.This funding was used to establish the Specfit programme for sports clubs in September 2013, which aims to improve the long-term health and social wellbeing of spectators, family members, staff, visitors and the local community, by tapping into the unique opportunity that sports clubs have to extend activity and awareness.Under this programme, sports clubs must identify a lead to act

The Working Well (WW) project is one of eighteen projects that were first awarded funding in 2010 by the Shine Programme, which is delivered by the Health Foundation - an independent charity working to continuously improve the quality of healthcare in the UK. The project was implemented in February 2010 to address staff sickness absence due to musculoskeletal disorders (MSDs). During its first year the WW project was delivered to staff in Salford Community Health and NHS Salford.

In October 2010 a proposal was made by a multiagency group of Cheshire and Wirral Partnership NHS Foundation Trust (CWP), the Countess of Chester Hospital NHS Foundation Trust and Cheshire West and Chester Council, to place a specialist practitioner in mental health into an integrated discharge team.The aim of introducing this role was to facilitate the timely, safe discharge of patients over 65 years of age with possible dementia, delirium, or mental health issues, who would otherwise experience increased length of stay or delayed discharge from hospital.

In 2011 the Trafford division of Bridgewater Community Healthcare Trust developed a project aimed at enhancing the School Nursing service delivery of the National Child Measurement Programme (NCMP). The NCMP involves local areas collecting data on the height and weight of children in English schools in Reception Year and Year 6 to enable the Government to monitor obesity trends (DHOT, 2012).

Advancing Quality (AQ) is a proven approach to reducing variation and improving clinical outcomes for patients in the North West of England. The programme was launched in 2008, with five conditions highly relevant to the North West population, and with a strong clinical consensus around an evidence-base for better patient outcomes. Two years later, Advancing Quality became the flagship programme of the Advancing Quality Alliance (AQuA) and has been supported by Clarity Informatics’ Quality Improvement Service (QIS) since 2010.

Mid Cheshire Hospitals NHS Foundation Trust introduced competency-based safe medicines management training for all nursing staff and non-medical prescribers in May 2012. The aim is to improve understanding of medicines management and thereby reduce medication errors.The training is delivered as a single three hour face-to-face, interactive session to groups of up to twenty staff. The trainers are senior pharmacists and senior pharmacy technicians.

This case study details the reward and recognition philosophy York Hospital NHS Foundation Trust developed to underpin the existing benefits package that was in place for staff.None of initiatives introduced incurred any cost to the Trust; they were self-funded through the Staff Lottery, Staff shop and by sponsorships/advertisements.  The salary sacrifice schemes have generated an annual £211k efficiency saving.The project received national recognition at the 2012 Healthcare People Management Association (HPMA) awards where judges agreed that:“The Trust had set out to have the wow factor an