An overview of findings from two recent research projects The Productive Ward An overview of findings from two recent research projects Lynn Callard Head of The Productive Series

Building on a strong foundation: The Productive Ward - the evidence Research study from NHS London Releasing Time to Care has been a significant catalyst for change It has resulted in measurable, positive impacts. 13 percentage points increase in median Direct Care Time 7 percentage points increase in median Patient Satisfaction Scores 23 percentage points increase in median Patient Observations Source: NHS London 2009 Here are some of the headlines of the Productive Ward review from NHS London At the bottom is a recent article in relation to the review and gives some statistics on possible savings. This equates to having an extra 255 full‑time nurses….while an equivalent level of service improvement without the programme would cost an estimated £7.5 million a year Nursing Management July 2009

Critical factors for success with any Productive Leadership at Executive level √ Aligned with strategic direction √ Governance of the programme √ Continuous improvement √ Capability and knowledge √ Right people in place √ These were the finding from the NHS London Review of The Productive Ward (2009). The report has not been published but NHS London are reporting these findings and are happy for us to share them. The NHS Institute was not surprised by these findings. We know that the organisations that succeed will be those that has active senior leadership engagement. We have made this much more explicit in the two new Productives. The next 3 slides give more detail on 3 of the issues Source: NHS London Review May 2009

Leadership engagement Demonstrate visible leadership of Releasing Time to Care from Executive leaders (including CEO, Director of Finance, Director of Nursing, Director of Service Improvement) to encourage and empower operational staff to deliver the programme Source: NHS London Review May 2009

Governance Clarify the expectation of the Trust leadership to include taking an active role in the operation of a robust governance mechanism. This will give the clear visibility of the progress and outcomes of Releasing Time to Care and the means to resolve issues where senior intervention is required Source: NHS London Review May 2009

Capability and learning Develop the staff knowledge and skills to change work process and coach others; grow a culture of shared knowledge across organisations and across areas. Source: NHS London Review May 2009

The Productive Ward: the evidence Research study from National Nursing Research Unit Type of impact reported by respondents % responses ranked “high” The Productive Ward programme has huge perceived value and it is easy to identify local evidence of impact Has been framed and communicated in ways that connect with staff’s need and will for change Thrives where local communication and leadership are strong Huge potential for on-going spread Teamworking 86.3 Staff experience 82.2 Efficiency 80.4 Patient experience 76 Safety 75.2 Clinical effectiveness 62.4 Headline findings from the Nursing Unit, Kings College review Source: King’s College London, June 2009