19 DECEMBER 2023Creating a Congenial Hospital Spaceageing facilities that do not have state-of-the-art amenities and services. This compounds the other issues we need to manage. In order to mitigate this, I have created and developed leadership teams who work alongside me and who are empowered to take charge in the day-to-day care of patients.I really value my role as it provides me with the opportunity to make a difference by ensuring all staff are listened to, have a voice, are encouraged to share and try new ideas, and can actively be part of any changes that are implemented. Staff know they are valued and, as such, remain motivated ­ which is vital for employee retention and aids us in providing the best care for patients. Furthermore, I was greatly inspired by exemplary people from the Struder Group after attending a conference in 2003, reminding me that the emphasis must be on patient experience and staff engagement to be able to implement and sustain transformational change. The foundation in my thinking is to be agile and trusting of a system where the culture is adaptable, especially during challenging times.HAVE YOU ADOPTED ANY SPECIFIC STRATEGIES OR TECHNOLOGIES TO IMPROVE PATIENT EXPERIENCE?Since COVID-19 we have started using Zoom / Teams, which has greatly benefited us ­ particularly considering we focus on staff education and communication. It has enabled us to meet with patients' families worldwide, greatly improving our engagement levels. The technology has also given us opportunities to become more active in any collective discussions rather than working in siloes.Different groups of employees formulate a sizeable portion of the innovative ideas and strategies. These groups develop methods and tactics that help us perform simple tasks more efficiently. One of the more pressing challenges is dealing with time pressure to carry out care in conjunction with the shortage of beds, which is consistently looming over staff heads. Dealing with such constant pressure can lead to error and potential injuries. Staff have been encouraged to develop their own solutions, and simple changes such as ward based training (CPR ­ rolling the training so staff are able to attend ), the accessibility of equipment i.e. sliding sheets for each patient located at the bedside, has led to improved access and a decrease in risk of harm to both staff and patients. Another initiative taken when responding to staff challenges ­ particularly in nursing ­ was re-evaluating our entire work model to optimise workflow. Conducting ward activities with a reduced workforce and trying to roster adequate breaks for staff was extremely challenging ­ largely due to patients, many of whom were non-acute, not being discharged as privately-owned care facilities were refusing admissions. This led to an increasing number of patients waiting in hospital to go to residential care.To address this, we reviewed the roles and responsibilities of the registered nurses and healthcare assistants etc. By looking at our model, recognising the limitations, and adopting changes inspired by the residential care model we could provide appropriate care for the patients with the staff we had as we were waiting for new staff to start.WHAT WOULD BE YOUR ADVICE TO FELLOW PEERS AND COLLEAGUES IN THE INDUSTRY?First and foremost, we need to cultivate a kind and considerate attitude and approach in the workplace ­ focussing on our strengths and abilities ­ rather than our limitations and perceived weaknesses. We must revisit strategies and programmes that may not have worked in the past, assess their effectiveness, and utilise the human and material resources available now to make the necessary changes. Ultimately, the success of these programmes and initiatives relies on the efforts of the people implementing them. To this end, I want to ensure that nurses working under me can acknowledge and achieve their full potential and have ample choices and access to opportunities.As nurses, we need to focus on why we are nurses. We provide services to the people and to deliver our best. We must demonstrate a culture of kindness within ourselves and have the courage to move in directions that will allow opportunities to grow our own health professionals and always put the people first. I BELIEVE IT IS IMPORTANT THAT WE HAVE A `CAN DO' ATTITUDE AND FOCUS ON OUR STRENGTHS RATHER THAN OUR LIMITATIONS. IN OTHER WORDS, HOW WE CAN RATHER THAN HOW WE CANNOT
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