Pennine Care NHS Foundation Trust (PCNHSFT) is committed to developing inter-professional learning (IPL) opportunities within clinical practice to enable learners to better understand individuals and situations, adapt to changes, maintain and develop the future of client/patient care.A study day was planned for undergraduate health care students who were placed within a community setting across PCNHSFT to promote the concept of IPL.
Workforce Assurance is the process of managing risk and assuring that the composition of the workforce delivers safe, effective and high quality care. The workforce assurance tool was developed to help support this process. The project team responsible for development had representatives from the ten Strategic Health Authorities (SHAs) and the Department of Health (DH). Each SHA formed their own internal project team to engage locally with clinicians and managers and contributed to the development of the metrics within the tool.
Aintree University NHS Foundation Trust (Aintree FT) has a number of Practice Education Facilitators (PEFs) in place who have developed a programme of multi-professional study days to deliver training on core subjects such as anatomy and physiology at a level that can be understood by all students regardless of their stage of training. This allows students to learn and interact across professional boundaries.One of the core outcomes of the PEF role is to help deliver the Nursing and Midwifery Council (NMC) Standards in practice for Pre-Registration Nursing Education (2010).
The NHS Commissioning Board (NHS CB) have released Everyone Counts: Planning for Patients 2013/14, which outlines the incentives and levers that will be used to improve services from April 2013, the first year of the new NHS, where improvement is driven by clinical commissioners.
The NHS faces a huge challenge to reduce its sickness absence rate to an average of 3.4% throughout the year 2013/14. All NHS organisations have a part to play in helping to achieve this goal and each Trust needs to develop a clear focus on staff health and well-being, as outlined in the Department of Health’s NHS Health and Well-Being Improvement Framework.This hot topic is the final in a series of five documents, linked to the high impact changes.Healthier staff deliver better care to patients and are more productive.
The Skills for Health Academy North West works with a range of partners to deliver education and learning programmes for people who wish to work, or who are currently working in the healthcare sector. With the support of NHS organisations the Academy coordinates and delivers programmes aimed at promoting the NHS as a career of choice for young people and supporting pre-employment programmes aimed at getting people on working age benefits back into work.
The Library Information Health Network (LIHNN), has undertaken a ‘Horizon Scanning’ project which involves producing a series of ‘Current Awareness’ bulletins to summarise new information on best practice, innovation and future risk factors in a series of topic areas, with eighteen titles currently being distributed monthly.
Bolton NHS Foundation Trust has undertaken a staff engagement strategy, supported by the development of the Bolton Improving Care System (BICS) and lean processes, as well as by a comprehensive leadership development programme.Throughout its journey the Trust has had to demonstrate its ability to respond flexibly and positively in an ever-changing NHS landscape where major NHS reform are creating new economic environments, workforce and service uncertainties.
In August 2010 East Cheshire NHS Trust set up an innovative Supervisor of Midwives (SOM) clinic which includes offering advice to pregnant women regarding birth planning to help support normal births.As well as helping mothers and babies this initiative has led to greater job satisfaction for the midwives and an overall reduction in NHS costs.
In 2009, Greater Manchester Children, Young People and Families’ NHS Network undertook the expansion of a consultant-delivered service using a ‘Resident Shift Work Consultant (RSWC) work plan’. The public consultation decision to this reconfiguration was to reduce the number of 24 hour consultant-led units for paediatric and maternity services in the Greater Manchester area from 12 to a maximum of eight, and to increase the number of neonatal intensive care units from two to three.