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ACADEMIC POSTER DRAFT.

TITLE: CREATING FAMILY FRIENDLY ENVIRONMENT IN MATERNITY CLINIC IN PENGE THROUGH


TEAMWORK TRANSFORMATION AND TEAMTECH. STUDENT ID: 1824933

INTRODUCTION.

MATERNITY CLINIC FAILINGS LED TO DEATHS OF UP TO 45 BABIES AND 23 MOTHERS

There is growing concern about increases in neonatal deaths in South East London hospitals. A

recently concluded inquiry spanning a decade of failings revealed that these babies could have been

saved if given better hospital care. Evidence shows that mothers often get blamed for these losses

by medical staff alongside entrenched culture of bullying, tribalism, deflection, and denial among

health workers. Midwives are also accused of huge egos and ‘clique behaviours.’ Other problems

raised by the investigation includes inexperienced doctors, neglect, and delay in undertaking life-

saving surgeries. The workforce of these hospitals and clinics lacks basic obstetric and new-born care

for which a few have been taking to court.

EVIDENCE OF RESEARCH.

The WHO report suggests that the rate of neonatal deaths in 2018 worldwide is approximately 2.5

million (Haroun, et.al., 2022).

In the United Kingdom (UK), research into clinical errors and infant mortality shows that poor safety

outcomes as result of deficiency in behaviour and attitudes of healthcare providers such as poor

teamwork, communication and clinical decision making (Morgan, et.al., 2015). Literature suggests

that individual’s skills insufficient to promote cost-effective outcome rather teamwork, collaboration

and cooperation skills are essential for safety outcome. It is conclusive that lack of teamwork and

communication has detrimental effect on infant mortality and injuries during delivery (Morgan,

et.al., 2015).
WHO ARE YOUR COMPETITORS.

The Royal Hospital maternity branch in South-East London who has been rated outstanding. Their

main drive of success is through maternity training. Maternity training is recommended to support a

culture of continuous learning, particularly around reducing the rate of stillbirths, neonatal and

maternal deaths, and other adverse outcomes (Jomeen, et.al., 2019). They also engage in internal

multiprotection training leading to managerial of birth complication and neonatal outcome

improvement

The training has transformed the organisational culture such as safety of the patient, improved

teamwork, and communication (Jomeen, et.al., 2019).

PROPOSED PLAN FOR IMPROVEMENT.

Problem analysis was conducted using the SWOT analysis tool. Data was collected using mixed

method. There were flaws in the existing service that is creating health inequalities in their health

delivery (Fox, 2018) such as poor organisational culture, lack of leadership and commitment, poor

teamwork and communication, inexperience doctors, discrimination creating opportunity for

improvement. As a result, the plan of this presentation is to overhaul the service to remove the

barrier of teamwork causing health inequalities (Bartley, 2017). Taking into accounts the national

workforce shortages, the project will be executed with the existing workforce. The first point of the

project is to divide the workforce into teams. The second phase is to allow the team to choose their

preferred leader who will represent them in the board of directors meeting. According to Klenke

(2008), leadership is vital in effective organisation and management care and for case management

and proper monitoring. To improve the working environment team leaders will be edge to organise

weekly informal meeting to facilitate smooth flow of communication, build trust, and feel sense of
belonging. These team leaders will supervise all the activities and report to the designated manager.

Periodic staff training will be compulsory to all healthcare workers. Team leaders will be given

special training to enable them conduct supervision and appraisal on their team members. The

physicians will also undergo continuous professional development under the supervision of their

team leader. The vision of introducing an iPad to all health workers where information of their

activities will be recorded every 30min and incorporate it with a digital maternity tool with a unique

database will be communicated to the team leaders to build consensus. The digitalised project

streamlines all aspect of miscommunication and foster transparency by given access to every health

worker with a unique pin code. Every patient who has been on our register will be given a unique

number to access information about their medical records through an app which can be downloaded

on any device. In order not to create problem by trying to solve them (Fox, 2018), we will collaborate

with an internet technician (IT) company who will be task to train the workforce on how to access

and record information as well as building a data base that stores information of all our registered

patient. The most fascinating is that anyone who has access to this data base can lodge a complaint

which will be dealt with within 24hours period. This project is deemed to promote transparency,

accountability, participation, integrity, and capability. After the implementation of this project

expectation are effective teamwork, whose priority is safety maternity care and babies’ delivery in a

cost-effective and friendly environmental manner.

STAKEHOLDERS INVOLVEMENT.

This vision of intervention cannot be materialised without conducting stakeholder analysis. The

vision of the intervention was discussed thoroughly with divided opinion. Risk management tool was

deployed to iron out all the outstanding predicament that may hinder the smooth implementation

of the project such as workforce, impact on the community, notwithstanding, the funding was also

highlighted. The issue of workforce was addressed, as the intervention will use the workforce from
within. Secondly, the question of funding was sorted by convincing them that the technological

intervention is a national beater which will generate income by selling the technology to other

service providers upon its successful roll out looking at its geographical location. Thirdly, the

question of community and environmental hazards was water-down by ensuring them how

environmentally friendly the project is, and its main purpose is to improve community satisfaction

and harmony teamwork environment.

The principal participant of the brainstorming includes the internal stakeholders which consists of all

the team leaders and me as the designated head manager and service user’s representative. Others

were, representatives of the royal college of midwives, representative of Clinical Commission Groups

(CCG), representatives from the NHS midwifery board, representative from finance department,

research board, representative from education and training department, the Local Authority

representative, and the representative from the Internet Technician Company, and ethicist to ensure

we are within the boundaries of the legislation.

EVALUATION STRATEGY.

The PDSA OF the NHS as a quality improvement tool was employed to mitigate any negative effect

for better function of the project (Gopee and Galloway, 2017; Manley, et.al., 2014). After six months

of the roll out of the project the research department conducted research into how successful the

project is using mixed method approach. The outcome was fantastic.

1. The informal meeting optimises a true collaborative approach, skilled open communication,

effective decision making, and meaningful recognition of staff.

2. The satisfaction of the entire community with our services.

3. The staff recognises their power to influence positive change by participating in this process.
However, 40% of the community were aware of the new technique whilst 60% are unaware. There

was lack of awareness and knowledge about the TEAMTECH App. These issues occurred in a timely

fashion. DMAIC (Define, Measure, Analyse, Improve and Control) under Lean six sigma was used to

avert the situation (Strome, 2013). This increase uptake of patients, gain recognition in the

community and a competitor to emulate. All of this leads to clinical excellence, optimal patient

outcomes, and staff satisfaction, which promote a healthy work environment.

REFERENCES.

Bartley, M. (2017) Health inequality: an introduction to concepts, theories, and method. 2 nd ed

Cambridge: Polity Press.

Buljac-Samardzic, M., Doekhie, K.D., and van Wijngaarden, J.D.H. (2020) Interventions to improve

team effectiveness within health care: a systematic review of the past decade’, Human Resources for

Health, 18(2), pp. 1-42. doi.org/10.1186/s12913-022-08532-y

Fox, A. (2018) A new health and care system: Escaping the invisible asylum. Bristol: Policy Press.

Gopee, N. and Galloway, J. (2017) Leadership and management in healthcare. 3rd edition. London:

SAGE

Haroun, Y., Sambaiga, R., Sarkar, N., Kapologwe, N.A., Kengia, J., Liana, J., Kimatta, S., James, J.,

Simon, V., Hassan, F., Mbwasi, R., Fumbwe, K., Litner, R., Kahamba, G., and Dillip, A. (2022) ‘A human

centred approach to digital technologies in health care delivery among mothers, children and

adolescents’, BMC Health Services Research, 22(1393), pp. 1-15. Doi: 10.1168/s12913-022-08744-2
Jomeen, J., Jones, C., Martin, C.R., Ledger, S., Hindle, G., Lambert, C. (2019) ‘The impact of maternity

training on knowledge, confidence, and empowerment: A mixed method pilot evaluation’, Journal of

Evaluation in Clinical Practice, 26, pp. 364-372. Doi: 10.1111/jep.1321 8

Klenke, K. (2008) Qualitative Research in the Study of Leadership. Bingley: Emerald Group Publishing

Limited.

Manley, K., O’Keefe, H., Jackson, C., Pearce, J., and Smith, S. (2014) ‘A shared purpose framework to

deliver person-centred, safe and effective care: organisational transformation using practice

development methodology’, International Practice Development Journal, 4 (1) [2], pp. 1-31{Leader

1h}

Morgan, P., Tregunno, D., Brydges, R., Pittini, R., Tarshis, J., Kurrek, M., DeSousa, S., and Ryzynski, A.

(2015) ‘Using a situational awareness global assessment technique for interprofessional obstetrical

team training with high fidelity simulation’, Journal of Interprofessional Care, 29(1), pp. 13-19. Doi:

10.3109/13561820.2014.936371.

Strome, T. (2013) Health analytics for quality and performance improvement. Hoboken: John Wiley &
Sons.

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