Trust implements the shared governance model and empowers front line staff to make patient focused changes, resulting in positive outcomes for patient and staff

Outline:

‘Simply the Best, Every Time’ aims to build on the success of the first Quality Strategy and focus particularly on reducing someof the unwarranted variations in care which exist across the Trust and also move the Trust from providing ‘good’ care to‘outstanding’ care

Actions:

This strategy builds upon the highly successful 2013-2016 Quality Strategy which raised the profile of the quality agenda at CLCH and laid down the building blocks for quality improvement. The 2013-16 strategy supported the development of robust systems, processes and objectives to improve care and also provided assurance that high quality care was being delivered and poor practice identified and rectified at an early stage.

The significant difference however with the new strategy is the way in which it will be delivered. Staff have asked to be more involved in Trust decisions related to quality and we are therefore introducing a model of shared quality governance throughout the Trust which will not only provide much improved patient and staff engagement but also support shared decision making and responsibility.

Results:

Reduction in incidence of pressure ulcers (>5% reduction)

100% of SI / RCA reports submitted on time and 100% compliance with duty of candour

Shared Governance model implemented

Patient Experience team involvement in pressure ulcer SI

>98% harm free care measured by both incidence and prevalence

Early warning system in place

Quality Development unit award process in place

Spread:

Shared governance (as defined by the shared governance task force USA 2014) is a dynamic staff leader partnership that promotes collaboration, shared decision making and accountability for improving quality of care, safety, and enhancing worklife.

Models of shared governance first started in the USA over 30 years ago but it is now a methodology for creating and sustaining well led, engaged organisations across the world. It is clear from a plethora of evidence that empowering front line staff to make patient focused change has visible benefits to patient and staff outcomes and feedback.