Present L6
Present L6
Present L6
INTRODUCTION.
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
EVIDENCE OF RESEARCH.
The WHO report suggests that the rate of neonatal deaths in 2018 worldwide is approximately 2.5
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
improvement
The training has transformed the organisational culture such as safety of the patient, improved
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
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
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
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
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
1. The informal meeting optimises a true collaborative approach, skilled open communication,
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
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