Introduction Annual BTS asthma audits have shown persistently poor concordance with evidence-based guidelines to asthma discharge- consistent with national figures of 40% . Aims 1. Deliver consistent, evidence-based discharge 2. Empower... more
Introduction Annual BTS asthma audits have shown persistently poor concordance with evidence-based guidelines to asthma discharge- consistent with national figures of 40% . Aims 1. Deliver consistent, evidence-based discharge 2. Empower patients to manage their asthma Objectives 80% of asthmatics arriving on the Paediatric Assessment Unit in Walsall, by October 2013 will receive all of an evidenced discharge bundle. Methodology Using the Patient and Family Centred Care technique and with the support of the Kings Fund, we used the following to understand patient and staff experience. Drivers for excellence were identified and projects developed to work on these drivers. •Staff engagement Team days to generate ideas and enthusiasm. •Staff questionnaires Systematic data collection about staff thoughts and feelings •Patient Shadowing Observation of the patients' journey by staff •Patient questionnaires Asking patients systematically about their care Results We have surpassed our target, with 95% of patients consistently receiving the discharge bundle, as shown below: ![Figure][1] Families now give consistently excellent feedback: The department has exceeded our expectations I am very happy to look after my daughter now Moreover, staff are enthused and take great pride in their environment, initiating further improvements. Six are now studying an asthma diploma. [1]: pending:yes
Leadership development for clinicians is a relatively new concept in the NHS. Even more recent is the notion that investment in emerging clinical leadership also has added value. Most previous initiatives have aimed primarily at... more
Leadership development for clinicians is a relatively new concept in the NHS. Even more recent is the notion that investment in emerging clinical leadership also has added value. Most previous initiatives have aimed primarily at leadership development amongst senior doctors. However, opportunities to engage more junior colleagues in clinical leadership and medical management within the NHS have started to appear and attract increasing interest. In the NHS Next Stage Review in 2008, Lord Darzi called for the establishment of clinical (Darzi) leadership fellows to support clinicians with a particular interest in leadership. Within the North West 14 such posts were piloted in 2009–10, identifying and recruiting emerging clinical leaders from multidisciplinary backgrounds. This article highlights some of their experiences and lessons learnt.
Leadership development for clinicians is a relatively new concept in the NHS. Even more recent is the notion that investment in emerging clinical leadership also has added value. Most previous initiatives have aimed primarily at... more
Leadership development for clinicians is a relatively new concept in the NHS. Even more recent is the notion that investment in emerging clinical leadership also has added value. Most previous initiatives have aimed primarily at leadership development amongst senior doctors. However, opportunities to engage more junior colleagues in clinical leadership and medical management within the NHS have started to appear and attract increasing interest. In the NHS Next Stage Review in 2008, Lord Darzi called for the establishment of clinical (Darzi) leadership fellows to support clinicians with a particular interest in leadership. Within the North West 14 such posts were piloted in 2009–10, identifying and recruiting emerging clinical leaders from multidisciplinary backgrounds. This article highlights some of their experiences and lessons learnt.
