1. 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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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