Within the challenging context of large-scale and top-down reorganisation, we have seen many bright spots of enthusiastic teams identifying problems and developing and testing creative solutions using QI methodology. These have resulted in improving the experience of care for our services users, and increased satisfaction of the staff involved in these projects. As QI continues
Transzfer oldating grow locally, we are working to improve the structures and scaffolding provided to both develop and support projects and programmes.
The event brought together staff, service users, carers and external partners to share learning and achievement in quality improvement over the last year. Presentations included an overview of QI in the Directorates and plans for the coming year, where we premiered the QI in Bedfordshire and Luton collections on the QI microsite, along with their interactive training dashboards.
We heard about Inpatient Innovations from ward staff in Luton and Bedfordshire. Psychology teams shared their work on reducing waiting times for first appointments, and reducing referral to assessment times in Luton and Bedford Community Mental Health teams.
You can find access all slides on the QI microsite and see highlights from the event in the short video below. We look forward to more great QI work coming out of Bedfordshire and Luton in ! Thank you to all presenters
Transzfer oldating the event. Luton Wellbeing Service was one of services at East London NHS Foundation Trust that volunteered to be an early prototype team for Enjoying Work, which is aimed at helping increase staff experience of work using quality improvement methods.
The project was launched in June and the first task was to gather baseline data using the online survey tool Survey Monkey. The survey asked all staff to rate their day using the Likert Scale:. The answers on the Likert Scale were: All staff members were asked to complete this daily for the month of June and responses were collected.
Using that baseline as starting point, the team created their driver diagram and identified which factors they needed to work on.
From the responses to the survey and from engagement sessions with the whole staff team, four themes emerged which were contributing to people not
Transzfer oldating a good day. The staff engagement session had developed many change ideas, so all staff were Transzfer oldating to rank them in order of importance, so that the project team could start on identifying change ideas that meant the most to most staff.
Some ideas were tasks, things they could just get done without the need to test first. Staff were also asked to rank these in order of importance to them. The results from the staff ranking were acted upon and a communications board was placed
Transzfer oldating the main staff area so that
Transzfer oldating could be informed and kept updated as to what was happening.
Changing the way the whole team meeting was used and executed was ranked as the number one change idea, so the team started a PDSA Plan, Do, Study, Act cycle on how they were going to do this.
Changing the time of the meeting was the first thing that they tried; this was quite successful with the team. The next change they agreed on was to add a lunch break in the meeting as it was conducted over the whole of the lunch period. Their third cycle
Transzfer oldating to have a much more structured meeting with an agenda and a way of providing feedback about the meetings.
The team created a Kanban board, the board was a great success as the staff team were able to see what had been
Transzfer oldating, what was in the process of being done and what was lined up to do next. The whole team were asked to continue completing the survey throughout the project to see whether the changes and improvements being made were having the desired affect and whether this would be reflected in the data.
Towards the end ofthe service was commissioned to a different provider, which meant that it would be transferred from ELFT. Staff enjoyment at work was subsequently affected and the project team decided it was not viable to continue with the project in its current format. Although they were not able to
Transzfer oldating the project in its entirety as Transzfer oldating intended to, they used the learning and structures they had developed to refocus the work on supporting staff during this period of change.
They also took time to capture "Transzfer oldating" share some of the outstanding work and valuable learning from their original project.
Dating simulator best ending Transzfer oldating the small tasks first — this shows that things will be done and encourages others to become involved and builds the momentum for the others to join in. Involve the whole team: Let everyone know what is going on, get everyone involved and keep them updated. Projects are proposed, approved and worked on through the platform.
It aims to encourage diversity, promoting People Participation and learning about Quality Improvement. The team is also committed to being together and having fun, and to look after each other. The team consists of a Recovery College manager, Ward managers, people participation lead and three service users: The whole project is very much service user led. The project started by inviting a number of service users and carers to an initial meeting in the summer ofwhere we introduced the QI concept and asked all those that attended what we should focus on.
We did a brainstorming session in which everyone put one idea on a post-it note and we then scored this according to our priorities. The project that got the highest rating was the Recovery College. We all felt
Transzfer oldating that patients who are on the wards, which are located in Luton, can feel they are far away. The project then would work on ways to link them back to the Bedford community and the fantastic RC. We decided to start on Oakley Court, which is formed Transzfer oldating two wards: They both offer care for male patients Transzfer oldating Bedford Borough and Central Bedfordshire, and are Transzfer oldating in Luton.
We had a
Transzfer oldating response from the staff who gave great encouragement to the patients who wanted to take part in the initial project.
Before delivering workshops we gathered initial data for four weeks to gauge the knowledge of Recovery College by patients and staff. We plan to offer other sessions on People Participation, Recovery College Brochure walkthrough or work on discharge packs.
Since the beginning of the project we have faced several challenges, such as getting initial approval for the project and communication between team members. Travel to Oakley Court from Bedford takes time both by car and public transport. Also, patients are admitted and discharged, so the continuity is not as good as we would like. On the other hand, we have certainly seen some achievements. We have had excellent feedback from ward patients following the Tea Party Poetry sessions, and also buy-in from ward staff.
Satwinder Kaur, the facilitator said: In the light of all this, we can now say that being familiarised "Transzfer oldating" the ELFT QI methodology has enabled us to learn about how to communicate within the team and with the outside world,
Transzfer oldating meet new people and to overcome anxiety.
We have also been supported by our QI coach, Anna Smith. She is creative and encourages us to test our ideas. We are certainly feeling much more confident now.
We are now keen to see how
Transzfer oldating PDSA cycles are influencing the initial data and want to see how we can share our findings across the Trust.
Learn more about how important this platform is in this blog by our Data Manager Forid Alom. The Psychology members of four multidisciplinary Memory Assessment Service MAS Clinics across Luton and Bedfordshire, collaborated on a cross-clinic project to reduce the time taken to complete a neuropsychological assessment to
Transzfer oldating weeks.
The team, made up of Clinical Psychologists, Trainee Psychologists and Assistant Psychologists used a nominal group technique to build their driver diagram. The team found this method to be inclusive of everyone in the team and an efficient way
Transzfer oldating decide on the important factors which made up their primary drivers.
Since the QI Project spanned over four MAS Clinics, it was vital that operational definitions were clarified so that the data collected were comparable across teams. To do this the team decided
Transzfer oldating flow chart their assessment process to ensure that all teams were following the same procedures and to clarify when and how data would be collected.
Through process mapping it became apparent that each Clinic had difficulties in different parts of the process. Therefore, the teams decided on testing some ideas across all teams, as well as some change ideas which were specific to their Clinic. The teams started with change ideas in areas which they felt they had most control over. For example, they wanted to reduce the delay between the assessment taking place and the draft report being available by allocating specific time for this
Transzfer oldating close as possible to the assessment appointment.
Initially this was trialled with one Assistant Psychologist, using a number of Plan Do Study Act PDSA cycles to refine the changes to account for competing priorities, before scaling up to all Assistant Psychologists utilising this method.
Transzfer oldating this change led to greater efficiency in writing reports, as the information was clearer in mind.
Assistant Psychologists report that the new structure helped to manage
Transzfer oldating workload and clear backlog. The teams have also been testing team specific change ideas through PDSA cycles and have already seen significant reductions in the time from referral to final report. Mid Bedford are Transzfer oldating averaging Although the aim was to reach 42 days, teams believe more "Transzfer oldating" be done to reduce this time further and are now looking to gain service user feedback to inform their next change ideas.
The project team used a force field analysis to reflect
Transzfer oldating challenges they faced, such as the changeover in Assistant Psychologists. They also identified that working in small teams meant
Transzfer oldating to take on multiple roles and manage workloads with competing priorities. However, they found the QI meetings to be a useful platform to discuss these difficulties, which helped the team stay focussed and motivated.
Initially the team struggled to understand the progress of the project in the context of the wider team. However, having clear operational definitions helped them to develop a consistent data collection plan, which led to having visible data to illustrate how the changes had affected their system.
This helped them to celebrate their successes and to consider the bigger picture by taking into account balancing measures to provide more clarity on how the system was performing. The team also shared learning on their experience of running a project across four different Clinics. They recognised that each Clinic had differences in their process, which had
Transzfer oldating be considered when thinking of change ideas and developing a data collection plan.
The project team found QI life to be a useful platform, as it could be accessed from anywhere. Together with Skype and disseminating minutes QI project meetings were made more accessible. The team also appreciated the energy and enthusiasm bought to the project meetings by the Assistant and Trainee Clinical Psychologists.
Project Lead, Emma Ellis has also bought forward great leadership skills to the team, moving the project forward through setting meetings and keeping on top of the process. We look forward to hearing how the project develops over the
Transzfer oldating couple of months. Over this period they have been working on a variety of quality improvement work across the two Directorates.
The final learning set and graduation day was a great opportunity to learn from each other and share the progress that has been made since ISIA training began in September.
Special thanks to the four QI project teams who presented their work to the whole group. Congratulations to all of our Wave 5 graduates. We look forward to seeing how your improvement works continues to progress. With much preparatory work taking place with senior leaders early in the year, the official launch for QI took place in April with the Annual Conference in the Rufus Centre, followed by a series of roadshows and events in a host of venues across town.
These projects are looking at improving a wide range of issues identified by staff and service users for better access to services, to reduce violence and
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