It can be really helpful to have a simple and easy way to check in with your team, it can be hard to judge this when teams are working remotely or under different conditions. The involvement of patients and carers in the wider work of the trust had developed further since the last inspection. The independent regulator of health and social care in England. Communication was enhanced for teams through the use of video conferencing.
Nominal Group technique is a quick and easy way of generating ideas in a group in a way that allows everyone’s ideas to be heard doing this. Innovation and inspiration: examples of how providers are responding to coronavirus, Promoting sexual safety through empowerment, Monitoring the Mental Health Act in 2018/19, Browse the full list of services we regulate, Making sure people are kept safe from harm, abuse and neglect, Joint statement from CQC’s Chief Inspectors, and Deputy Chief Inspector and lead for mental health services, New agreement between CQC and Getting It Right First Time (GIRFT), We've worked with trade associations and other stakeholders in adult social care to set out expectations over inspection, At least one standard in this area was not being met when we inspected the service and we have taken. 5814 staff work at this trust. Whilst the trust was rated outstanding at the last inspection, it had not stood still and had continued to challenge itself to make further improvements in a wide range of areas including quality improvement and patient participation. They also felt supported by the trust’s ‘no blame culture’ and willingness to learn when things went wrong. All text content is available under the Open Government Licence v3.0, except where otherwise stated. New activities, such as a dance class, were arranged at the request of patients. Patients were supported to meet together to discuss any issues they had with the quality of the service at ward level. Services were clean and systems were in place to ensure good standards of infection control. We identified a number of areas where the trust can make further improvements. Information for care providers, including guidance about regulations, how to register with us, what incidents you must notify us about and what we look at when we carry out inspections. Stephen Sandford's research while affiliated with East London NHS Foundation Trust and other places. Staff ensured patients could access specialist health support when this was needed. Ward and team managers had access to useful and accurate information to support them manage the services. The trust recognised the value of partnership working and when other providers could enhance the services delivered to patients. The trust recognised that not all teams were as positive as others, and was using the quality improvement methodology to enable those teams to make changes where needed. This included access to a range of opportunities to contribute to the trust strategy, support operational aspects of the work of the trust and monitor the services delivered by the trust.
Patients were always involved in staff interviews and the trust recruited peer support workers to work with patients. Follow the steps in this one-page guide which gives you a quick overview to what implementation is and how you might go about it. All rights reserved. Patients and carers told us they were fully involved in the process of planning their treatment and recovery. The trust did not use agency staff. Staff could describe the wide range of projects they were working on. We rated the three services we inspected as good for effective.
An example of this was found in the investigation of serious incidents and sharing of learning. The trust ensured that staff learnt from incidents. 71 responses. Governors were supported with their role and since the last inspection had improved the systems in place to hold non-executive directors to account. implementation is and how you might go about it.
Patients on inpatient wards had food and drink which met their needs. This report clearly identified the main issues and the actions being taken by the trust. London SW1W 9SZ. As changes are tested, measurement will also help identify whether the changes that are being made are leading to improvement.
Leadership had been strengthened to support the services in Luton and Bedfordshire through ongoing engagement with external stakeholders. (Dr. Amar Shah, Chief Quality Officer at ELFT), Follow the steps in this one-page guide which gives you a quick overview to what. It has been built on East London NHS Foundation Trust’s (ELFT) learning from supporting over 40 teams through Enjoying Work projects over the last 4 years. Staff provided individually tailored support to ensure that patients felt at ease and could speak freely in meetings with staff about their care and treatment. Identifying a Quality Issue (Working Well Handy Guide), Understanding the Problem (Working Well Handy Guide), Developing a Strategy and Change Ideas (Working Well Handy Guide), Testing and creating feedback loops (Working Well Handy Guide), Implementation and Sustaining the Gains (Working Well Handy Guide), Celebrating Our Learning (Working Well Handy Guide), The graphic at the top of each page has clickable text that helps you navigate the sections of the guide in sequence.
In community services for people with learning disabilities and/or autism, staff often made home visits so that they could meet the needs of patients and carers. It can be a really helpful tool to think about your own and your team’s hierarchy of needs and how you will adapt to fulfil these when working in different conditions. In most cases, you will need to adjust your change idea through a number of PDSA cycles before it starts to work reliably. Date 23 December 2019 Type Follow up audit Sector Health. Staff identified and reported any safeguarding concerns. However, the quality of supervision was good. There were many examples of patients leading changes in terms of ward activities and meals provision. Overview. This meant that at all levels of the organisation staff and members of the board had access to useful information that enabled them to gain assurance and make improvements where needed. The low secure forensic wards at Wolfson house had developed a ‘bridge project’ to support patients on discharge into the community and reduce the risk of social isolation. Staff always took steps to make sure that patients were supported to communicate their individual needs and preferences effectively and that their views were reflected in care plans. We make sure health and social care services provide people with safe, effective, compassionate, high-quality care and we encourage them to improve. This included regular telephone contact and attending meetings. Audits and overview reports / East London NHS Foundation Trust (1) East London NHS Foundation Trust. The trust was providing more services than at the last inspection and was now delivering community health services in Tower Hamlets and Bedfordshire as part of innovative partnerships. It has been built on East London NHS Foundation Trust’s (ELFT) learning from supporting over 40 teams through Enjoying Work projects over the last 4 years. Below is a brief summary of what is covered in each section of this guide. Below are some top tips for looking after yourself and your team which some of the 40+ Enjoying Work project teams from across ELFT have tested out. This was reflected in the results of the staff survey where the trust overall staff engagement score was 3.90. The board assurance framework had also been improved. Staff could easily access interpreters and information for patients and carers was available in community languages. It was better than the national average of 3.79 for trusts of a similar type. Services fully involved patients in planning the development of the service. They felt engaged and valued by the trust. The UK’s independent authority set up to uphold information rights in the public interest, promoting openness by public bodies and data privacy for individuals.
Staff provided medical and psychosocial interventions based on the evidence of effectiveness. Care plans were holistic and focused on the patient’s recovery. We rated mental health wards for people with learning disabilities and community mental health services for people with learning disabilities and/or autism as good for caring. One of the best ways to keep the momentum going in your team as you try different ways of improving wellbeing and satisfaction is to share stories regularly within your team and the rest of the world about how you are getting on.
How to involve everyone in generating ideas. Run a small test e.g. This will help shape what they work on together and what they want to achieve in terms of building up the team as a whole and the staff. They had created a culture where people could share their experiences and concerns and where there was a genuine commitment to learning and making improvements.
Also see this example around how we have used PDSA to develop the Personal Protective Equipment (PPE) ordering process at ELFT>>. Managers knew which staff needed to complete the training. Patients in the forensic service could choose from a wide range of educational, vocational, and leisure activities. The trust had a dynamic and forward-thinking board. Disciplinary process. The trust ensured that ward staff were committed to only using restrictive interventions, such as restraint and seclusion, as a last resort. Staff vacancy rates were low in the services we inspected.
In the forensic service, the use of restrictive practices, including electronic monitoring for patients leaving the hospital was based on individual needs and not a blanket approach.
We monitor, inspect and regulate services to make sure they meet fundamental standards of quality and safety and we publish what we find, including performance ratings to help people choose care. Patients had the opportunity to develop and practice life skills by attending literacy and computer classes. Staff met their legal responsibilities in relation to the Mental Health Act 1983 and the Mental Capacity Act 2005. There was an awareness of where leaders were stretched or might need additional support with delivering aspects of their role. (Dr. Amar Shah, Chief Quality Officer at ELFT). We rated it as outstanding because: Our rating of responsive stayed the same. Managers could easily arrange for bank staff to cover any vacancies and to provide additional input when this was required to keep patients and staff safe. The methodology had been extended further to address strategic priorities such as improving care pathways and enhancing staff engagement. (Dr. Amar Shah, Chief Quality Officer at ELFT).
The trust board was visionary and confident in performing its role. Where work was still in progress, the trust had clear action plans and was monitoring progress closely. Further ELFT resources to support staff wellbeing can be found here>>>, “Please share with us your experience of using the content on this page.”, This is about paying attention to the sentiment of the team to identify emerging themes or recurring issues that are negatively affecting staff or the functioning of the team.
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