Dimensions example quotes—Staff Peer Reports
| First order dimension | Example quotes |
|---|---|
| 1 Resource provision | “Any other support [from Board and CEO] has been around trying to acquire resources, so for instance there's a large infection control component and .. we've had a nurse on this site who's been collecting information around central lines, VAPs and so on and they haven't had that resource on the other site, because we were two separate Trusts. So they collected their data on VAPs and other infections in a different way. Because we're one Trust now and we're taking this forward, we want to have the same process on all the sites, so that's where the management are essential, so it's that sort of financial and resource support” (Trust 12, clinical lead, critical care) “some of the changes that we've needed with IT and that I have pushed up to the leadership because it's not something I've been able to influence really.” (Trust 17, clinical lead, medicines management) |
| 2 Staff motivation and engagement | “they're [executives are] well equipped to give that person the idea of how to put it right themselves. Which really empowers them more and makes them feel an awful lot better, because then they realise that they can actually sort the problem out themselves, and they didn't have to go to somebody quite high up the Board to get it sorted. It was something that they could have done themselves.” (Trust 8, clinical lead, critical care) “we've got leadership rounds, and that's made a big difference to identifying the problems on the wards, but actually some of the problems have been given back to the wards when really we should be saying, this is common across the Trust, let's solve it by the Trust.” (Trust 13, clinical lead, medicines management) “We had such a problem with infection here, we were just desperate to do something about it and quite a lot of the, my more dapper colleagues, were very reluctant to shed their nice suits and shirts and, or to roll up the sleeves on their shirts because they didn't think it looked professional.. all the problems evaporated when the chief executive sent out an email inviting for a one-to-one interview any clinician who didn't wish to follow this particular policy, and I believe no one took her up on it.” (Trust 16, clinical lead, general wards) |
| 3 Commitment and support | “I certainly know that our Chief Executive has met with all the consultants in small groups..certainly [CEO] has said himself, if you've got problems then you come directly to me. If it's Safer Patient then you get straight access to me, and that has been really encouraging.” (Trust 1, clinical lead, general wards) “we would feedback the activities from the previous month, our anticipation of what would happen the following month and any issues that we were faced with, that we needed support from the leadership team. And whether that was a resource issue or something about can't get clinicians involved, whatever and that was fine” (Trust 14, director of nursing) |
| 4 Monitoring progress | “there's a quarterly report to the Trust Board.. the chief exec does a section as part of his report each month. And then [name] or I, or both, go and talk about something specific every quarter. So in December, it was the walk rounds and what we'd done there. And in, three months after that, whatever it was, March, February, March, we presented to them he Run Charts. And next time we'll do something different” (Trust 9, general manager) “[with CEO and management team] we will go through.. our traffic light measures.. which would show all of our measures then and then where we are with them. Green, we're passing the Run Chart rows, and the amber, where we aren't passing the rows just yet, and then the red is if we haven't got any data points against it.. what we do is pick on, put together a progress report, which is then brought to a Trust Board.. and generally during the meeting we can raise any concerns we may have about certain, about if there's any measures that we're struggling with” (Trust 10, programme coordinator) |
| 5 Embedding programme elements | “our new chief exec has made sure that safety is put on the agenda first, so she's also a very good driving force for it” (Trust 8, programme coordinator) “Go back, ask them to give you the Board agendas for about the last 18 months and you tell me where you see clinical governance. It was always down the pecking order.. it's now on the agenda, it's on the agenda as patient, as the SPI thing.. I've got the support of the chief exec” (Trust 11, medical director) |
CEO, Chief Executive Officer.