BMJ 2014;348:g2051 doi: 10.1136/bmj.g2051 (Published 11 March 2014)
Page 1 of 2
Feature
FEATURE BMJ AWARDS 2014
Clinical leadership team award The Clinical Leadership Team award recognises a clinical team that exemplifies the qualities of clinical leadership. Adrian O’Dowd describes the innovations to patient care made by the candidates Adrian O’Dowd freelance journalist London, UK
The teams nominated for the clinical leadership award have all made demonstrable improvements in care for patients while also increasing the effectiveness of the healthcare professionals within the team. Clinical teams have shown leadership in innovation in ways of working and a commitment to evaluation of their work and communication of results.
different members of the team and people working better together.”
Compassionate conversations, Southport and Ormskirk Hospital NHS Trust
The scheme, which began in 2010, helps medical students and trainee clinicians in the Thames Valley area to develop their management and leadership skills.
Green Templeton College management in medicine programme
Entries to this category focused on projects that have been active in 2013 and proved to be effective, backed up by evidence that they have been successfully adopted and taken up by a wider group.
Improving the quality of healthcare by encouraging clinicians to become involved in leadership is at the heart of the Green Templeton College management in medicine programme at the University of Oxford.
Making sure the whole healthcare team understands and appreciates the role of everyone on the team is vital at Southport and Ormskirk Hospital NHS Trust in Merseyside—an effort that has been boosted by the trust’s Compassionate Conversations initiative.
The programme, which is free, comprises six workshops a year led by invited experts on a range of topics including financial skills for healthcare; two days’ shadowing of healthcare managers such as NHS trust chief executives and medical and nursing directors; three seminars annually on important issues in managing healthcare for better patient experiences; and research projects on clinical leadership and healthcare service improvement.
The trust has brought psychology and clinical staff together in various projects, one of which is a monthly whole hospital event to help support staff and build resilience and intergroup relationships.
At the events, called compassionate conversations, staff are invited to discuss, in confidence, what they do or how they cope at work and focus on the positive aspects of everyone’s job. Attendees are invited to reveal something they are proud of and describe how they are able to do it, followed by discussions based on predetermined themes such as unexpected death and catastrophic clinical error. The ultimate aim of the initiative was to improve compassion at all steps of the patient experience. Around 150 members of staff have taken part in the first year of the events and more are planned.
One of the team, consultant Sharryn Gardner, says: “It has made everybody realise what other people’s contributions to the whole patient journey are. That has led to better relationships between
The programme is popular and seeing growing demand from potential participants. It has also benefited patients: the service improvement workshops have generated two projects—one on discharge summaries and one on patients’ sleep quality—with the first already implemented at a local hospital.
Chairman of the programme’s steering committee, Paul Brankin, says: “Over the past four years, we have had something like 500 trainee doctors come to the events. It’s engaging trainee doctors and clinical medical students in the whole idea of leadership and management in the NHS and I think that’s terribly important.”
Haverstock Healthcare The general practice consortium Haverstock Healthcare has had a crucial role in ensuring that patients in the London borough
[email protected] For personal use only: See rights and reprints http://www.bmj.com/permissions
Subscribe: http://www.bmj.com/subscribe
BMJ 2014;348:g2051 doi: 10.1136/bmj.g2051 (Published 11 March 2014)
Page 2 of 2
FEATURE
of Camden are seen quickly and treated by the most appropriate health professionals, saving time and lives.
2012 report for achieving best practice tariff, and death rates have improved significantly.
The consortium was set up in 2008 by John Horton and other local GPs from 26 practices. It worked with the local acute trust—the Royal Free London Hospital—to establish an integrated GP led urgent care centre at the front door of the emergency department to educate and redirect patients to more appropriate points of care.
West Hampshire Community Diabetes Service
The deprived borough has a highly mobile population and large numbers of patients were attending emergency departments when a general practice would have been more appropriate.
Since it began working, the centre has managed to redirect 20% of ambulatory patients attending emergency departments back to the community or to more suitable healthcare providers while a further 58% are treated within the urgent care centre. The remaining 22% of patients are seen in the emergency department.
Clinical lead on the team, Radcliffe Liske, says: “The team has had a major impact on the quality of care for our patients. What we’ve done is to make the quality of service world class so our patients have the best possible care for hip fractures.”
Moving care closer to patients and making it easier to use and access is what makes the West Hampshire Community Diabetes Service such a success. The project from Southern Health NHS Foundation Trust was set up in 2010 and has challenged traditional delivery of patient care, which is normally provided at acute hospitals, by moving it to a community setting.
The consortium has also started the TREAT (Triage and Rapid Elderly Assessment Team) admission avoidance programme to proactively manage elderly patients in the community before they present with acute problems to emergency departments.
The service, staffed by a community consultant and a team of specialist nurses with additional dietitian time and managerial support, aims to prevent illness, help people stay well, encourage earlier diagnosis and better care, support and educate patients to manage their care, and educate primary care staff to encourage care management back into the community.
Orthogeriatrics team, Ashford and St Peter’s Hospitals NHS Trust:
The service has led to more patients having safe blood glucose levels, fewer hospital admissions, and high patient satisfaction in survey feedback and has saved money on outpatient appointments.
Michael Smith, consortium medical director and chief executive, says: “The winning approach within our team has been our ability to integrate seamlessly with our secondary and community care colleagues.”
Saving lives and giving patients the best care possible is crucial to the orthogeriatrics team at Ashford and St Peter’s Hospitals NHS Trust, Surrey. The multidisciplinary team set up in 2010 has, over the past three years, achieved best care for patients with hip fracture by ensuring it met the care criteria set out in the NHS’s best practice tariff (which includes time to surgery, time to orthogeriatrics review, and falls and bone health assessments).
To improve care the team implemented various solutions, including splitting the Saturday theatre list to two half day lists over the weekend to improve access, a new system to ensure patients with hip fractures are prioritised appropriately, seven day physiotherapy services, and daily weekday ward rounds by orthogeriatricians.
Since the team started working together, greater collaboration has led to excellent results in the National Hip Fracture Database (NHFD) reports. The trust was ranked first nationally in the
The service replaced all general medical diabetes outpatient appointments at two local acute trusts. Clinical leadership skills across the team have been developed by regular team away days, talent identification, and leadership development.
Kate Fayers, lead consultant on the team, says: “What we tried to do is have a truly integrated team that links patients appropriately with the type of care they need at the right time and right place. It is helping to improve the quality of patients’ lives.” Competing interests: I have read and understood the BMJ Group policy on declaration of interests and have no relevant interests to declare. The Faculty of Medical Leadership and Management and the General Medical Council sponsor the Clinical Leadeship Team award and the BMJ Awards are sponsored by MDDUS. The awards ceremony will take place on 8 May at the Park Plaza Hotel, Westminster. To find out more go to http://thebmjawards.bmj.com. Provenance and peer review: Commissioned; not externally peer reviewed. Cite this as: BMJ 2014;348:g2051 © BMJ Publishing Group Ltd 2014
For personal use only: See rights and reprints http://www.bmj.com/permissions
Subscribe: http://www.bmj.com/subscribe
Page 1 of 2
Feature
FEATURE BMJ AWARDS 2014
Clinical leadership team award The Clinical Leadership Team award recognises a clinical team that exemplifies the qualities of clinical leadership. Adrian O’Dowd describes the innovations to patient care made by the candidates Adrian O’Dowd freelance journalist London, UK
The teams nominated for the clinical leadership award have all made demonstrable improvements in care for patients while also increasing the effectiveness of the healthcare professionals within the team. Clinical teams have shown leadership in innovation in ways of working and a commitment to evaluation of their work and communication of results.
different members of the team and people working better together.”
Compassionate conversations, Southport and Ormskirk Hospital NHS Trust
The scheme, which began in 2010, helps medical students and trainee clinicians in the Thames Valley area to develop their management and leadership skills.
Green Templeton College management in medicine programme
Entries to this category focused on projects that have been active in 2013 and proved to be effective, backed up by evidence that they have been successfully adopted and taken up by a wider group.
Improving the quality of healthcare by encouraging clinicians to become involved in leadership is at the heart of the Green Templeton College management in medicine programme at the University of Oxford.
Making sure the whole healthcare team understands and appreciates the role of everyone on the team is vital at Southport and Ormskirk Hospital NHS Trust in Merseyside—an effort that has been boosted by the trust’s Compassionate Conversations initiative.
The programme, which is free, comprises six workshops a year led by invited experts on a range of topics including financial skills for healthcare; two days’ shadowing of healthcare managers such as NHS trust chief executives and medical and nursing directors; three seminars annually on important issues in managing healthcare for better patient experiences; and research projects on clinical leadership and healthcare service improvement.
The trust has brought psychology and clinical staff together in various projects, one of which is a monthly whole hospital event to help support staff and build resilience and intergroup relationships.
At the events, called compassionate conversations, staff are invited to discuss, in confidence, what they do or how they cope at work and focus on the positive aspects of everyone’s job. Attendees are invited to reveal something they are proud of and describe how they are able to do it, followed by discussions based on predetermined themes such as unexpected death and catastrophic clinical error. The ultimate aim of the initiative was to improve compassion at all steps of the patient experience. Around 150 members of staff have taken part in the first year of the events and more are planned.
One of the team, consultant Sharryn Gardner, says: “It has made everybody realise what other people’s contributions to the whole patient journey are. That has led to better relationships between
The programme is popular and seeing growing demand from potential participants. It has also benefited patients: the service improvement workshops have generated two projects—one on discharge summaries and one on patients’ sleep quality—with the first already implemented at a local hospital.
Chairman of the programme’s steering committee, Paul Brankin, says: “Over the past four years, we have had something like 500 trainee doctors come to the events. It’s engaging trainee doctors and clinical medical students in the whole idea of leadership and management in the NHS and I think that’s terribly important.”
Haverstock Healthcare The general practice consortium Haverstock Healthcare has had a crucial role in ensuring that patients in the London borough
[email protected] For personal use only: See rights and reprints http://www.bmj.com/permissions
Subscribe: http://www.bmj.com/subscribe
BMJ 2014;348:g2051 doi: 10.1136/bmj.g2051 (Published 11 March 2014)
Page 2 of 2
FEATURE
of Camden are seen quickly and treated by the most appropriate health professionals, saving time and lives.
2012 report for achieving best practice tariff, and death rates have improved significantly.
The consortium was set up in 2008 by John Horton and other local GPs from 26 practices. It worked with the local acute trust—the Royal Free London Hospital—to establish an integrated GP led urgent care centre at the front door of the emergency department to educate and redirect patients to more appropriate points of care.
West Hampshire Community Diabetes Service
The deprived borough has a highly mobile population and large numbers of patients were attending emergency departments when a general practice would have been more appropriate.
Since it began working, the centre has managed to redirect 20% of ambulatory patients attending emergency departments back to the community or to more suitable healthcare providers while a further 58% are treated within the urgent care centre. The remaining 22% of patients are seen in the emergency department.
Clinical lead on the team, Radcliffe Liske, says: “The team has had a major impact on the quality of care for our patients. What we’ve done is to make the quality of service world class so our patients have the best possible care for hip fractures.”
Moving care closer to patients and making it easier to use and access is what makes the West Hampshire Community Diabetes Service such a success. The project from Southern Health NHS Foundation Trust was set up in 2010 and has challenged traditional delivery of patient care, which is normally provided at acute hospitals, by moving it to a community setting.
The consortium has also started the TREAT (Triage and Rapid Elderly Assessment Team) admission avoidance programme to proactively manage elderly patients in the community before they present with acute problems to emergency departments.
The service, staffed by a community consultant and a team of specialist nurses with additional dietitian time and managerial support, aims to prevent illness, help people stay well, encourage earlier diagnosis and better care, support and educate patients to manage their care, and educate primary care staff to encourage care management back into the community.
Orthogeriatrics team, Ashford and St Peter’s Hospitals NHS Trust:
The service has led to more patients having safe blood glucose levels, fewer hospital admissions, and high patient satisfaction in survey feedback and has saved money on outpatient appointments.
Michael Smith, consortium medical director and chief executive, says: “The winning approach within our team has been our ability to integrate seamlessly with our secondary and community care colleagues.”
Saving lives and giving patients the best care possible is crucial to the orthogeriatrics team at Ashford and St Peter’s Hospitals NHS Trust, Surrey. The multidisciplinary team set up in 2010 has, over the past three years, achieved best care for patients with hip fracture by ensuring it met the care criteria set out in the NHS’s best practice tariff (which includes time to surgery, time to orthogeriatrics review, and falls and bone health assessments).
To improve care the team implemented various solutions, including splitting the Saturday theatre list to two half day lists over the weekend to improve access, a new system to ensure patients with hip fractures are prioritised appropriately, seven day physiotherapy services, and daily weekday ward rounds by orthogeriatricians.
Since the team started working together, greater collaboration has led to excellent results in the National Hip Fracture Database (NHFD) reports. The trust was ranked first nationally in the
The service replaced all general medical diabetes outpatient appointments at two local acute trusts. Clinical leadership skills across the team have been developed by regular team away days, talent identification, and leadership development.
Kate Fayers, lead consultant on the team, says: “What we tried to do is have a truly integrated team that links patients appropriately with the type of care they need at the right time and right place. It is helping to improve the quality of patients’ lives.” Competing interests: I have read and understood the BMJ Group policy on declaration of interests and have no relevant interests to declare. The Faculty of Medical Leadership and Management and the General Medical Council sponsor the Clinical Leadeship Team award and the BMJ Awards are sponsored by MDDUS. The awards ceremony will take place on 8 May at the Park Plaza Hotel, Westminster. To find out more go to http://thebmjawards.bmj.com. Provenance and peer review: Commissioned; not externally peer reviewed. Cite this as: BMJ 2014;348:g2051 © BMJ Publishing Group Ltd 2014
For personal use only: See rights and reprints http://www.bmj.com/permissions
Subscribe: http://www.bmj.com/subscribe
