Public Board papers 31.03.22

The surgical oncology ward continually receives positive annual student feedback. Student nurses report having an excellent enthusiastic student leader who is well prepared for their arrival with all relevant resources. CPE – Leading the way and working with Quality Matron on bedside handovers in other inpatient areas to facilitate improved and more practical engaged communications between shifts. STOP, START, CONTINUE sessions implemented via MS teams, moving with the social age of IT and learning and using opportunities to access up to date guidance on ward updates and education. The ward 10 team are strong, united and resilient. The team are professional, positive and compassionate at all times. Ward 10 is a surgical admissions unit, fast paced, providing specialist surgery, caring for complex critical care step down patients requiring specialist skills and we are proud of the standard of care we aspire to every day and believe in the organisational vision. • Challenges Direct COVID challenges: 3rd wave, track and trace/staffing, reduced staffing numbers, effectively and efficiently managing COVID positive patients and contact patients in side rooms and bays on ward 10 while maintaining the safety of our surgical patients. Indirect COVID challenges: Reduced capacity on ward, outlying patients on a daily basis Increase in medication errors requiring thorough investigations and liaising with Medicines Management to ensure increased vigilance and competence among all staff existing and new. Ward Manager and CPE required to work 30-40% clinical shifts July 21 – Dec 21 (impact on service management, clinical governance and education). Reflected in essential training, blood transfusion competencies. Awaiting ward refurbishment – estates aware of environmental challenges. In my professional judgement I believe the staffing establishment (between July and Dec 21) was challenging but adequate to maintain this safe service. This has been addressed as we have embraced a number of newly registered and support staff during this period and start dates are arranged for remaining vacancies. Full investment has been made into the budget and a full recruitment process is underway. Over the coming months this means we hope to have the correct nursing establishment in order to care for up to 28 patients. I feel the surgical nursing team deliver excellent patient centred care which is reflected in the outstanding feedback we receive from patients and their relatives. Strong leadership and fellowship, staff wellbeing and team engagement have and will always remain a central focus to me. The ward 10 team have regular ‘stop, start, continue sessions’, clinical supervision and HR led staff surveys contributing to a greater sense of job satisfaction and team cohesion. These opportunities allow us to share organisational goals and the surgical vision of working together as a team to promote and inspire patients and staff in delivering cancer care. Despite the challenges staff continue to report feeling a deep sense of organisational pride, positive reengagement and well supported and listened to with ideas being allowed to flourish. Working together, coaching and mentoring each other, promoting others achievements, sharing clinical practice remain key to our vision and growth over the following year.

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