Team Brief is the monthly communication to all staff from the Chief Executive which is cascaded throughout the organisation to give local managers the opportunity to add to the core corporate messages and localise them. A feedback facility ensures that Team Brief addresses the issues raised by staff.
A full archive of Team Brief is available on StaffNet (you must be on the NHS network to access).
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Team Brief - August 2017
In this edition Jane Grant, Chief Executive talks about: working together to delivery key objectives; review of unscheduled care and welcoming visitors.
Working together to deliver our key objectives for the year
Our key objectives as an organisation are set annually and taken forward through a process of individual and team objective setting and regular performance review. The process for agreeing this year’s objectives has taken slightly longer than usual as I wanted to update our approach to ensure that contributes to our key aims of Better Health, Better Care, Better Value and Better Workforce.
The objectives have now been shared with our senior managers and they will be working with colleagues to deliver the priorities. I wanted to use this month’s team brief to share some of the key priorities with you all to ensure that there’s a common understanding of what we are working together to achieve.
As part of our ambition to deliver Better Care, a number of workstreams are being taking forward. A new five year Transformational Plan is being developed to transform care in line with the national Health and Social Care Delivery Plan. A new Quality Strategy will be introduced and the Research and Development Clinical Governance Strategies are being updated.
The Care Assurance process is being implemented in all wards, SPSP is being further developed and a number of programmes will be taken forward to increase efficiency and redesign services to ensure that only those who need to be in an acute bed are admitted.
To support a Better Workforce, we will be working with staff to develop the culture of the organisation. Another key element will be a new approach to statutory and mandatory training. We’ll review staff communication and engagement with the Area Partnership Forum, review leadership development and implement a revised approach to team working throughout the organisation. To ensure we have the right staff with the right skills now and in the future, workforce planning will be a further key priority.
In the pursuit of Better Health, a public health strategy will be developed, the health improvement prevention programme will be delivered and the Mental Health Strategy will be further developed and implemented.
To achieve Better Value, a five year Financial and Capital Plan is under development outlining plans to ensure the best use of available resources to return the organisation to financial balance. We will seek to meet the financial targets set for the Board and as part of this will deliver recurring efficiency savings.
We have much to deliver this year. Effective communication is critical to the achievement of this and so I intend to use future team briefs to report further on key programmes of work.
Root and branch review of unscheduled care
Deputy medical director Dr David Stewart has been working with clinical colleagues in our acute hospitals and in the community to analyse ongoing issues with our ED performance and identify possible solutions.
He recently presented his findings to the NHSGGC Board and I thought I should share his key findings with you all.
From his work, it’s been identified that NHSGGC admits more patients from emergency departments to hospital beds than other comparable boards in Scotland. Even allowing for deprivation levels in our communities, the admission rates are very high.
We are all focused on providing the best possible care for our patients and a key priory is to support people to live at home or in a homely setting wherever possible.
Cross system working across primary care, social care and acute care is the only way we can deliver for our patients, develop suitable alternatives to admission and improve our performance against the four hour emergency department target to see, assess, treat and admit or discharge.
We need to build on and refine front door triage and assessment models. The integrated pilot project at the RAH in Paisley is delivering proof that collaboration with Health and Social Care colleagues and acute unscheduled care teams at the front door of the hospital makes a real difference.
We also need to work with care homes to avoid unnecessary acute admissions.
Much of this work is already underway. We have exemplar wards in our hospitals driving up efficiencies in timely discharge, improved prescription regimes and new doctor rounds protocols.
Now we have identified what needs to be done we can accelerate the process to deliver the changes that will deliver for our patients and our performance targets.
Welcoming visitors to our service
We’ve had a number of opportunities to showcase our work to visitors this month and it is always pleasing to see the positive reactions from others to the high quality service we provide.
The sod cutting ceremony at Woodside Health Centre by the Minister for Health gave an opportunity to mark the start of construction on the latest new build health centre in the area.
A visit by HRH Princess Eugenie of York brought attention to how we are collaborating with the third sector to deliver patient-centred care to patients with a spinal injury and young people with cancer. A visit by a local MSP to our central Pharmacy Distribution Centre at the end of July demonstrated how technological advances are driving up efficiency and effectiveness.
Visitors are welcome to our premises both to celebrate the work that we do and to share our expertise with others. In light of recent national challenges, all Boards have been asked to draw up a VIP visitors protocol to provide guidance to staff and suitable governance arrangements for managing such visits to our premises. I have asked Corporate Communications, who manage official visits on behalf of the board, to draw up a protocol and this will be widely communicated to all staff.
Jane Grant, Chief Executive