Evidence and Practice
Why you should read this article: • To recognise that outcomes-driven acuity data provide a valid, objective and reliable measure of patient acuity and workload to support decisions about staffing • To acknowledge the critical need for nursing data to be used in the care process provided by nurses • To identify the requirement for nursing leaders to align the right number of resources, skills and competencies to individual patient care This article describes how driving evidence-based practice across the paediatric population using outcomes-driven acuity technology led to the formulation of a combined multihospital and health information technology acuity council. The cross-collaboration among acuity experts resulted in a pilot project being undertaken, implementing evidence-based practice using acuity data and expanding newborn and post-partum acuity outcome sets. The newborn acuity outcome set was expanded from four to seven outcomes, and the post-partum outcome set from nine to 12 outcomes. The revised outcome sets facilitate implementation of evidence-based practice to evaluate the effect of nursing care and practice on patient outcomes.
Why you should read this article:: • To enhance your awareness of the benefits of team huddles • To learn about the effects of a service improvement project that involved the implementation of daily huddles and huddle boards • To identify methods you could use to improve communication and teamwork in your area of practice Instrument-processing staff work in a fast-paced, high-risk environment and errors in any of their processes can have a significant effect on patient safety. Effective communication is essential to the maintenance of complex processes such as the cleaning, disinfection and sterilisation of surgical instruments. This article details a service improvement project that aimed to evaluate staff members’ perceptions of teamwork and communication before and after the implementation of team huddles in an instrument-processing department. A questionnaire was used to survey staff perceptions of teamwork and communication before and after the implementation of team huddles. The huddles included the use of a huddle board to standardise their content. While the survey did not identify any significant differences in staff perceptions before and after the implementation of the huddles, the department leaders noted significant improvements in the attitudes and engagement of staff members. The service improvement project demonstrated that structured team huddles can improve morale and efficiencies within departments through enhanced collaboration and communication.
A scoping review exploring issues affecting directors’ ability to deliver the nursing agenda
Why you should read this article: • To recognise the role of ward accreditation in ensuring healthcare organisations are providing safe and effective care • To enhance your knowledge of the elements of an effective ward accreditation programme that supports quality assurance • To understand how evidence-based changes can be implemented successfully in healthcare settings Ward accreditation is fundamental in contemporary healthcare delivery. One NHS trust in southwest England that had been placed in special measures introduced a ward accreditation programme – known as the ASPIRE programme – but the trust’s senior nursing leadership team raised concerns about the level of quality assurance provided. Therefore, the trust revised its newly created ward accreditation programme, referring to the evidence base to re-evaluate the metrics used for assessment. Five new elements, including direct registered nurse care time and ward climate, were introduced in the accreditation process. The revision improved confidence in the quality assurance provided by the programme, which became central to the trust’s overall improvement plans.
Complex projects, such as barcode technology implementation, require staff engagement
Understanding the effects of nurse managers’ leadership on turnover may improve retention
Essential leadership skills and the importance of decision-making and emotional intelligence
This article explores the concept of leadership in health and social care
It is important to be aware of the effects of adverse events on second victims
An overview of how to lead and manage effective meetings
As any nurse working in the NHS knows, teamwork can be powerful. Successful teamwork can make a huge workload of unmanageable tasks manageable. However, unsuccessful teamwork can leave people struggling to cope. This article explores readers’ knowledge and skills related to teamwork and provides them with new skills and techniques to improve practice.
Action learning (AL) is a process that supports problem-solving by applying a questioning formula to challenge issues and prompt actions. Initially developed to support organisational change, AL is now recognised as a motivating and influencing process for team development, individual goal setting, change initiatives, quality improvement and leadership development. Learning from observation and practice is central to its approach, which lends itself to healthcare settings. It is especially useful to managers seeking to implement change, enhance quality and promote teamwork in multidisciplinary settings.