>>Susan Aitkenhead: The Chief Officer of England’s Shared Governance: Collective Leadership programme
is made up of three components: shared decision-making, Nursing and Midwifery Excellence, and local
accreditation. And I’m delighted to be here today with colleagues from across the country
who are sharing their local accreditation programmes with us. Today is brilliant because
we’re bringing together some really experienced nurse leaders to talk about their programmes,
how they brought them together, the value that they bring to patients and those that
we care for and really exciting the enthusiasm and passion that their staff have for this
work as well. We all know what nurses and midwives bring to the table and fantastic
work that they do but sometimes we really have to articulate it and demonstrate it and
show it to others as well. So really delighted that these colleagues are able to do that
today and share that learning.
>>Anthony Deery: Local accreditation to us
is a way of assuring the quality of our services. It brings both clinicians, service users,
carers together so that they can comment on the quality of our services.
>>Fiona Morris: It provides an environment that everybody can contribute towards and
it puts patients at the very heart of why we come to work and delivering the care that
patients expect.
>>John Boulton: It also provides the organisation
with an opportunity to understand how each of those wards and departments are adhering
or achieving alongside those standards so not only do those wards know what they’re
supposed to do but the organisation as a whole understands how those wards are doing so they
get a local intelligence.
>>Anthony Deery: It’s one of those approaches
that is not a harsh regulatory approach. It’s more clinically led and everybody has bought
into the value of it so it’s kind of become part of the DNA of the organisation.
>>Fiona Morris: Its benefited practice because it standardised care deliver not only in Salford
but across the Pennine sites as well and it gives a framework for staff to follow to ensure
that they know the expectations of the organisation.
>>John Boulton: We’ve also been able to
rate our wards and by that we’ve been able to provide feedback to those wards against
the standards that then allows those wards and those leaders to modify, to change, and
to improve practice but also to share that good practice with other teams across the
organisation.
>>Aileen Rooney: The key to our success has
been the engagement of ward managers and the teams really embracing the whole process and
engaging in the standards and feeling really proud about the process. So they are really
elated when they get a pass and they achieve all of the outcomes from ward accreditation.
>>John Boulton: The biggest thing we have seen is the reduction in harm. So we’ve
identified through the use of safety thermometer that harms caused in hospital – for example
falls, pressure tissue damage – have reduced significantly and now our organisation is
now below the national average. For us that’s been a big change in understanding and knowing
that we’re providing safe harm-free care for our patients.
>>Jill Asbury: What today’s taught me is that actually, we have a lot of those building
blocks in pllace and I was particularly interested in the work that Lincolnshire have done where
they’ve taken Salford’s approach and they’ve applied it to their values, their approach
and they’ve been really really clear about “don’t bite off more than you can chew.”
Make it achievable, make it smart, and make it work and that way you’ll engage all your
teams and it’s something that will become part of their bread and butter and something
that they’ll aspire to deliver.
>>Major Zoe Thompson: I think the key points
for today is really to engage with the team that are going to be implementing this at
sort of ward-level but also management level that the team – the corporate team – you
have behind it really need to be a driving force in terms of sustainability. We’ve
learned the hard way in the past that without enough people to really drive that then it
can’t be sustained but also really to get their wards engaged with it so that they take
ownership. They feel pride and when they do achieve things and they reflect if things
aren’t quite right and there’s some room for improvement.
>>Jenny Nolan: We’ve got lots of staffing engagement sessions but it will be passed
on through leadership development courses that we’re doing at the moment with the
band sixes and the band sevens. I think this is going to massively help engage nursing
staff. It’ll help them have one voice in terms of speaking about patient care, it’ll
give the frontline nurse a real voice to share their opinions about how they can forge new
working relationships with other members of the team.
>>John Boulton: What this really is all about is consistency.
>>Fiona Morris: Teamwork.
>>Aileen Rooney: Empowering.
>>Anthony Deery: Accreditation is about improvement and that’s what it’s all about.
>>Susan Aitkenhead: We know if this work is implemented; the value that it brings through
improved experience, improved outcomes, and the delivery of care and also when you have
staff that are engaged – that feel empowered and that are really happy in the place they’re
working for – we know the impact that makes on their patients and through this work, we
think it’s one of the ways that we can really achieve this as well.