So we've wrapped up our first virtual, Making a Difference Awards.
On behalf of everyone at #TeamUHDB we want to say thank you to all those who took the time to nominate your colleagues, to recognise their talent and commitment through these awards.
Our colleagues are the heart of our organisation and over the last year they’ve shown compassion and excellence in the face of huge challenges.
We have received over 200 nominations which commend individuals and teams who have delivered exceptional care, before and during Covid-19.
You can see all the videos in full on on social media: @UHDBTrust on Twitter, Instagram and Facebook.
Infection Prevention Control Team
The Infection Prevention and Control team led by Helen Forrest, have immersed themselves in all things Covid-19. They have been at the centre of our response, offering expert advice to guide the Trust through the pandemic. Coronavirus is only one part of their role, they also maintain daily infection prevention and control measures and implement practice improvement to meet the Trust PRIDE aspirations in delivering Exceptional Care Together.
They strive to ensure every part of UHDB achieves high standards of quality and safety for patients and staff.
The Stroke Therapy team have been remarkable this year. Not only have they battled the struggles of being an outbreak ward for Covid-19, they also simultaneously brought about a merge between Derby and Burton to improve the services provided for stroke patients.
During the peak of the pandemic, The Stroke Therapy team were caring for more patients than ever before and had the additional challenge of how the virus impacted stroke patients.
Some patients were anxious about coming into hospital which meant lots of stoke patients were acutely unwell which was a testing time for the team but they responded to this quickly and efficiently.
Therapists across both units have worked closely in innovative ways and have set up a new service called the Stroke Outreach team to support patients in the community. The team put patients first and, despite the high infection rate in the community, provided support to patients in their own homes. This team not only enabled their patients to have continuity of care, but also helped to significantly reduce time frames for assessments, working willingly and creatively for the benefit of patients, and the hospital.
UHDB realised the Trust’s normal discharge processes would not be adequate for the pandemic so the team in the Discharge Assessment Unit rapidly revolutionised the way acute patients are discharged from our hospitals.
The work has had a direct impact on a number of patients across all degrees of care as well as having a hugely positive impact on staff across the Trust. The DAU was already in place but was not utilised to its full potential, but the work has meant that the unit has now become an integral part of the patient journey.
The Learning and Education Department is made up of the following teams, Practice and Professional Development, Practice Learning Support, Vocational Training, Leadership Development, Induction and Mandatory training including the learning passport and e-learning. The team work in a multi professional way to enhance better patient care. Their drive determination and creativity during the last year and before has been outstanding. Some notable examples include the Practice Learning Support team winning Nursing Times Award for best student placement nationally. Not only this but the Practice and Professional Development Team have up skilled in excess of 500 registrants to support redeployment during Covid-19, as well as supporting on the delivery of a different set of clinical skills for example swabbing, and we will be developing a programme for registrants and others on administering vaccine.
Helen Forrest is a loyal Derby trained nurse, who has committed her 30 year nursing career to Derby Hospitals and more recently to Team UHDB following the merger.
For over a decade Helen has specialised in infection prevention and control, passionately leading her team and keeping patients, visitors and our workforce safe. Her colleagues said: "Helen is a courageous and compassionate clinical leader, who strives for excellence. She is skilful in making timely decisions, while humble in her learning from practices and reflections. She is a visible clinical leader and will confidently challenge practices to ensure quality experiences for patients. She is also a staff advocate, coaching and nurturing the workforce, instilling IPC best practice."
Helen has a strong mantra for educating her colleagues to be the best that they can, continuously improving practices through knowledge and learning. Helen works effortless with clinical areas, across professions, Facilities Management and senior leadership teams, while embedding user voices into IPC practices to deliver Exceptional Care.
Helen has risen magnificently during the COVID pandemic, embracing the tricky challenges and leading the IPC agenda from the front with consistency and efficacy. She always adds her own brand of mirth and has the ability to put things into perspective while being proportionate in her responses.
Karen's passion for nursing has been apparent throughout her career. She is an advocate for nursing and inspires lots of colleagues to strive for excellence. She always puts patients first and empowers her colleagues to be the best they can be. Everything she does makes a difference and is linked to improving the care we provide to patients. Karen’s skills extended beyond nursing, some of you may recognise her for the mentorship she provided to volunteers during the BBC Two programme, The Big Hospital Experiment. This is one of the many things Karen has done to help attract more young people into nursing.
Karen is a proud nurse and has been immersed in promoting nurses and nursing throughout her career. She has organised many events including the annual nurses services. She displays a can do attitude and rises to every challenge with a smile and enthusiasm.
Laura was on shift during the peak of the pandemic and was supporting a first time mum who was in labour. Unfortunately the pregnant woman was in isolation as she’d been in contact with someone who had tested positive for Covid-19 days before her labour started. Laura volunteered to be in isolation and support the patient throughout her labour.
The patients’ dad had contracted Covid-19 and was also being cared for in another ward at Queen’s Hospital Burton, in the same building where his daughter was giving birth. After the patient had given birth, a video call was set up between the two of them so the patient could introduce her dad to his new grandson.
After this video call, the patients’ dad quickly deteriorated and sadly passed away the following day. The patient said, "That call meant everything. The memory of the Facetime call is something that will remain with me forever.”
It was recognised that the Trust’s normal discharge processes would not be adequate for the pandemic, so Lizzie, with a small number of colleagues, revolutionised the way acute patients are discharged from our hospitals.
Lizzie’s work has had a direct impact on a number of patients across all degrees of care as well as having a hugely positive impact on staff across the Trust. The DAU was already in place but was not utilised to its full potential, but Lizzie’s work with her colleagues has meant that the unit has now become an integral part of the patient journey. Lizzie is an inspirational nurse and has shown exceptional leadership.
Children's services at Queen's Hospital Burton and Royal Derby Hospital
During the pandemic paediatric staff from Queen’s Hospital Burton were temporally moved to Royal Derby Hospital as the two teams were bought together in one hospital to ensure all children received safe care.
The two teams have shown exceptional dedication and have worked through lots of challenges, always putting their patients first.
Gavin Boyle, Chief Executive said: “It gives me huge pleasure to award Children’s services with this award. They have experienced lots of change throughout the pandemic and have shown extreme flexibility and creativity, always thinking about their patients and their families. We’re very grateful to have such an amazing group of dedicated professionals.”
Dr Agha is a true leader in every sense of the word. He is passionate about driving Acute Medicine forward, he always has his patient and their best interests at the heart of every development. Dr Agha has built a culture within the Acute Medicine team of positivity and resilience, but more importantly respect and civility for his colleagues across the trust.
Dr Gordon has worked tirelessly during the Covid pandemic to provide a high standard of care to patients at the Royal Derby Hospital, including working a number of additional shifts in MAU, responding to ‘front door’ needs, and supporting colleagues.
Professor Gordon continues to go the extra mile – he is a great colleague and friend to many and always takes time to invest in the wellbeing of his colleagues to ensure they are supported. This has been hugely needed during the pandemic.
Dr Paul Smith reworked the Intensive Care Unit at Queen's Hospital Burton to expand its capacity in preparation for a surge of Covid-19 patients who required intensive care.
Paul is always available to help his colleagues, even during the night, (when not on call). He puts the wellbeing of staff, both physical and emotional, at the forefront of any changes and developments, sometimes to the detriment of himself.
Rob is a dedicated and inspiring leader. He values each member of the team as an individual, encouraging them to grow and develop their skills, and helping the team to ensure the key components of team working, including effective communication, are embedded in our working practice.
He consistently strives to deliver the best, holistic care for every patient, and ensures the Parkinson’s multidisciplinary team continues to develop and grow to be a beacon for the Trust, delivering the best standard of care for people with Parkinson’s.
He continues to drive forward innovations and improvements for the team as a whole.
He ensures every patient is treated with dignity and respect, and delivers difficult news with great sensitivity and care, ensuring that the individual and their caregiver have the information they need to help them understand their condition.
Dan Walton Ashmore, LGBTQIA+ Chair, RDH
Dan has taken the LGBTQIA+ network from a small group of people to over 150 active members. He has raised the profile and has built a large social media following for the team. He has led a piece of work and brought around change regarding pronouns and is a positive ally for trans rights within the LGBTQIA+ community. Dan has helped to put LGBTQIA+ firmly on the Trust's agenda.
Dan has dedicated so much to this network, including in his own time. He has become part of the first cohort for the reciprocal mentoring programme currently rolled out at UHDB and is attending meetings on a national level.
He ran a successful International Day Against Homophobia campaign in which he shared his personal reflection of experiencing homophobia from a patient he had cared for, this had a huge impact on the people who he represents.
Despite shielding throughout the majority of the pandemic, Sharon has continued to take the Staff Disability Network from strength to strength, maintaining regular contact with the network members and advise on shielding.
Sharon has managed to represent UHDB and disabled staff on a national level. She is an advocate for all staff within the Trust and represents the Trust's core value of openness using her own experience of discrimination to the advantage of others.
Her aspiration to be an inclusive Trust screams volumes in the way she represents her community.
Derby is the second largest British Sign Language community in the UK and 1 in 6 adults in the UK are affected by hearing loss. Hearing loss increases sharply with age – nearly 42% of those aged over 50 years have hearing loss, increasing to about 71% of people aged 70+.
UHDB has a strong history of working with the local deaf community and over the last year Emma has been the coordinator and catalyst for further developing and enhancing awareness and services for deaf and hard of hearing patients. Working with a small stakeholder group including clinical and educational leads within the Trust and external agencies (CAMTAD and Communication Unlimited ) – Emma has made the visions and aspirations of the group become a reality.
Emma ‘thought out the box’ and worked with the patient experience team to ensure that deaf patients through the signlive BSL live video service could also communicate with their families as other patients were able to do via the tablets that were provided to wards when visiting restrictions were introduced.
Sophie has developed a prototype for ‘Maternity Translation Cards’ to support women from BAME communities and women with social complexities / disabilities access timely maternity care. The idea came to Sophie whilst caring for a woman who did not speak English and had no translation support. Because she found it difficult to communicate her concerns, she didn’t seek help during her pregnancy.
These Maternity Translation cards are small, pocket sized booklets with simple explanations of the pregnancy concern the women has translated into the language the woman speaks. The address of the local hospital is also on these cards to ensure the woman can clearly show where she needs to go and then show the cards when she presents at the maternity unit so her concern can be addressed quickly and supported by the use of interpreters when present.
These cards would give women who do not have English as a first language the confidence to seek support and review for their pregnancy concerns in a timely manner.
These cards are also being developed to support women with learning disabilities or who suffer with a hearing impairment.
Emma is a dedicated nurse. Nursing is her passion, not only her job. She puts the needs of her patients at the centre of every decision she makes and she demonstrated this recently when she arranged a reunion between two inpatients who had been apart for some time.
Jo is a Support Worker in The Macmillan Information Centre at the Royal Derby Hospital. Jo understands what cancer patients are going through and can relate to their experience and this comes through in her interaction with them, whilst maintaining her professionalism. She is a great listener and easilly conntects with patients who often share their emotions and feelings with her. It makes them feel they are not alone.
During Covid-19, the team had to rethink how they could deliver diagnostic tests and treatments to patients. The sessions were relocated to Pride Park and Rolls Royce and had support from the blood bikes to deliver treatment and equipment. This team have been instrumental in supporting the fight against Covid-19. They have gone above and beyond to provide compassionate care to patients, even with the challenges. It is their attitude, and in particularly their willingness, to persevere that has awarded them with this nomination for the Compassion award.
Alex always goes above and beyond to really get to know patients whilst they’re on the Nightingale Macmillan Unit. He gets to know patients and speaks to them about their favourite music or food, the story behind their tattoos, their work history – all these things really make a difference in providing holistic care.
Alex always ensures that patients’ individual needs are met at the highest standard.
A frequent example is him staying with dying patients, to ensure they are not alone at death.
I went to the labour ward ready to have my waters broken after being induced. I was already alone as my husband was sheltering due to a medical condition during lockdown. She noticed that there was a problem with my amniotic sac and that the baby was distressed. I began to bleed very heavily and had to have an emergency cesarean within minutes of arriving on the labour ward. I had undiagnosed Vasa previa and the surgeon told me to prepare for the baby to die. The whole team were great but Sarah Smith was there for me 500%. She knew I was frightened and alone and held my hand through the c-section and talked me through everything. She stroked my hair while I was having large contractions, as they were trying to give me my spinal and told me not to worry. When my baby was born very much alive, she looked just as over the moon as I was. She played the part of Dad for me and helped me to hold and feed the baby both in theatre and in recovery whilst i was paralysed. More importantly she took photos for me, as there was no one else to do it. Her reassurance got me through a very confusing and emotional time... I was alone, preparing for the death of a baby and having to deal with the changes brought about by coronavirus. Thank goodness for Sarah's expertise and quick thinking that I was able to deliver my baby rapidly by surgery and I am able to hold her in my arms today! Sarah will never know how she saved my sanity that night. Without her, I think I could have been suffering with PTSD! Midwives are angels in uniform. All the other staff were super too but Sarah really stood out for me!
Being admitted to hospital can often be daunting and many patients living with dementia can feel isolated and vulnerable in an unfamiliar environment.
The dementia key workers are committed to providing exceptional care, they strive to make the patient experience positive as well as making them feel comfortable, safe and involved in their care.
The dementia key workers are now an established part of the workforce within the care of the elderly wards.
The dementia key workers have organised and developed simple activities for our patients which have included organising tea parties to encourage patients to get involved in the events which has then motivated patients to get dressed which enhances their mood and motivates them to engage with their medical treatment.
I was initially referred to a consultant by my midwife due to a slightly elevated BMI. At my first scan/appointment, Dr Ashworth was my consultant, and she referred me to PAU at 13 weeks pregnant due to an exceptionally high BP. I was in hospital 8 hours that day, I was monitored, given medication, and various tests arranged to determine the cause and ensure I was safe.
Over the course of the next 7 weeks, Dr Ashworth reviewed my BP on at least a bi-weekly basis.
At 20 weeks, I was told my son had a hole in his heart and I'd need to be monitored further (by another consultant). The fetal medicine midwife, Claire, sat me down and explained exactly what that meant, that it was perfectly normal at that point and they would look after me. 2 weekly scans followed until I was around 28 weeks, when I was told my placenta has stopped growing and babies growth had slowed. It was only due to a lack of beds in NICU that my son wasn't born then. Following that, I was scanned every day/every other day for 3 weeks, given steroids and tested regularly for pre-eclampsia. Dr Ashworth came into the hospital on her days off, on the way to the train station before she went to teach etc to make sure she kept on top of my care. The fetal medicine and PAU receptionist joked I knew where I was supposed to be better than she did I was there that often!
At 34+1, it was agreed my son would be delivered by C-section on 11.05.16 (even after all these scans, I didn't know I was having a boy after saying I didn't want to find out the sex)
Dr Ashworth came in on that day, again on her day off, to deliver my little boy. She bought my mum and sister into the recovery room to see me, before she went to her own father's heart appointment. Unfortunately, I haven't seen her again to tell her exactly what her care meant to me.
"My husband was admitted to RDH on August 12th this year with sepsis and pain due to advanced bowel cancer. As soon as we knew that his prognosis was that surgery was no longer an option and that his care would be palliative Dr Maelie Swanwick Palliative Care Consultant arranged for him to be transferred to the Nightingale Macmillan Unit and took over his care. During his 5 week stay in NMU she showed the highest level of compassion and commitment to ensure that both my husband and my family had a positive experience. After a full shift Dr Swanwick visited us every day to review his condition and support myself very often stating until 6pm and later. Once his symptoms were controlled and a decision was made for me to care for him at home Dr Swanwick visited us at home weekly and also rang every day to check we were OK. This exceptional care, kindness and thoughtfulness during a time where GP’s are not visiting patients at home due to the pandemic has touched and improved the End of Life Care for both my husband and my family and enabled him to be in the place he wants to be."
The RDH Pre-Op Swabbing Team was set up from scratch as a direct result of COVID-19. The team is predominantly made up of staff whom have all been redeployed during the Covid Pandemic in some way, some because of their own health concerns that meant that they could not continue in their usual patient facing roles, and others whose normal working environment was closed because of service changes because of COVID-19.
The team came together very quickly after the need to introduce pre-operative swabbing for elective surgical patients was introduced, when we were able to introduce a green pathway. In fact within 2 weeks of the conception, the team & service started seeing patients. The team learnt together very quickly – as the service developed and they have adapted amazingly to changes being introduced with regards to national guidance.
Sue works in Macmillan Cancer improvement team. Sue's clinical background was an ITU nurse and acknowledged the immense pressure ITU would be under as covid-19 took hold. Very quickly she put herself forward to be re-deployed even though it had been sixteen years since she had worked in ITU.
With bravery and compassion, Sue ensured cancer patients would still be supported by continuing to work with her team to develop a new Cancer app which would allow 24 hour access to all staff and patients during the pandemic.
Sue overcame many challenges whilst working in ITU and supported colleagues who were working alongside her.
Working on ITU, she had to consider the impact on her husband who was clinically vulnerable with a long term health condition, also caring for elderly parents who were shielding, including her father who has Parkinson’s disease, and her two children.
Colleagues from the Stepdown Unit were redeployed to work on ICU to support with the pandemic.
They did this quickly, with bravery and were flexible in moving shifts, changing plans and some coming to work in their own time for training.
They were all nervous, scared and worried they didn’t have the necessary skills but each and every one of them rose to the challenge.
The team, led by Senior Sister, Elly Buckley, supported our Intensive Care Team to triple the size of ICU capacity at Burton. The team were very anxious about this change, but with the good support of their colleagues from ICU, they have done an incredible job in helping fight the virus.
The team adapted to their new roles quickly and helped provide exceptional care to the patients on the unit
The Gold Command Incident Control Centre team was established at the beginning of the pandemic to support UHDB having a reliable single point of access into and out of the Trust throughout the pandemic. All members of the team were redeployed from their usual places of work and covered 12 hours a 7 days a week (8am – 8pm) to allow for responses to regional and national requests were completed in a timely fashion, this was outside of their usual working pattern. New processes were implemented to monitor of a high volume of enquiries and ensured responses were sent and met sometimes impossible timescales.
The team strived to support operational teams with responses and national returns who were under high levels of pressure. Any new guidance released was sent out promptly to appropriate colleagues to ensure national mandates were implemented and the maintenance of safe and high quality services. Escalations were appropriately and promptly actioned as required.
During the height of COVID, the team played an essential role in enabling communication between patients and relatives supporting the introduction of the virtual visiting service and coordinating a message service allowing personal messages to be passed on from relative to patient.
The Sterile Service team have gone above and beyond behind the scenes to ensure staff have the correct equipment and PPE to carry out work throughout the pandemic. Their work involved collecting and reprocessing goggles and visors through their washers to redistribute them to the relevant areas. This team have been a vital cog in the fight against Covid-19, and without them staff really would have struggled to execute their day-to-day tasks.
Workforce Transformation Team
Over last year, the team has initiated, overseen and responded to different challenges to help support the priorities of UHDB collaborating with many teams to enable the projects to be successful.
The team developed the HR Contingency Plan for the Covid-19 pandemic. This enabled managers and staff to feel supported and informed in a timely manner, despite national advice was evolving at speed.
This group was set up around March, at the outset of the COVID-19 outbreak. The aim of the group was to study the actual effects of Aerosol Generating Procedures (AGPs) specifically Tracheostomies (breathing tubes placed into the neck).
These procedures are the most dangerous, with regard to COVID, as they open the respiratory tract and lead to aerosolization of the COVID virus and hence exposure to all around.
The group developed a research protocol in collaboration with Rolls Royce PLC that uses ultra-high speed video photography to capture individual droplets released during an AGP, that would otherwise be invisible to the naked eye, allowing the potential spread of the virus to be estimated and any procedure adapted to reduce this.
This had resulted in an adaptation of the Tracheostomy surgical procedure to significantly reduce or virtually eliminate dangerous aerosolization during surgery. This was published in a National Journal.
The protocol has also been used to test various masks used during the COVID pandemic to highlight issues with certain styles of mask used and the protection they provide. The findings of this project has been escalated to national PHE level and discussed at government level within SAGE. It has guided choices of mask types available to the NHS as a whole. This work is in the process of being published.
This project will identify the most risky procedures involving aerosolization of COVID virus and allow us to adapt those procedures to make them safer. The other projects to look at mask safety will have widespread implications on reducing spread.
This boot camp uses lectures and a practical skills workshop to teach students the entire national urology curriculum in a day, providing a standardised and comprehensive teaching program, essential to providing exceptional patient care.
The course was established in direct response to medical students’ and junior doctors expressing a lack of knowledge and confidence in managing urological pathway. The course has run 4 times at RDH so far with further course dates already set. The boot camp has been designed and run solely in the faculty’s own time.
Carlos Heras-Palou is a senior consultant at the Pulvertaft Hand Centre. During the COVID-19 pandemic, he has made an international impact on hand and wrist education which has been recognised and endorsed by professional societies.
During the pandemic, all teaching stopped. The loss of teaching and training opportunities has a long term effect on the skill set acquisition of trainees which will continue beyond the pandemic.
To bridge this gap, Carlos established a weekly Hand Surgery webinar. He navigated the online world to develop a format for teaching and a curriculum covering hand & wrist surgery. Carlos included sessions on adapting clinical practice during the pandemic. Carlos called in favours from the international hand & wrist experts, persuading them to participate despite the COVID-19 disruption, time differences and newness of a webinar format.
Hayley has a particular interest in physiotherapy after anterior cruciate ligament (ACL) injury (a ligament in the knee). In England, an estimated 50,000 ACL reconstruction surgeries are performed each year. Yet, despite ACL reconstructive surgery being common, the current management for ACL injury is based on limited evidence. Only 24% of patients return to physical activity after ACL surgery – despite 91% reporting that they want to.
Considering physical inactivity accounts for 1 in 6 deaths in the UK and costs the NHS £7.4 billion a year, Hayley has started a programme of research at Derby to investigate this condition and develop a long-term rehabilitation programme. With the aim of improving outcomes and improving return to physical activity.
In September 2019 she was awarded the HEE/NIHR Internship to conduct two studies. 1) a systematic review into the effectiveness of preoperative interventions on postoperative outcomes following ACL reconstruction; 2) a worldwide survey of physiotherapy practice of management strategies for patients awaiting ACL reconstruction.
Despite being redeployed to the wards full-time during the 1st wave of COVID, Hayley completed these studies (the rest of her 2019 Internship cohort differed their research due to COVID). Haley then presented the results at four conferences, including national and international conferences (via Zoom). She has also submitted both to top ranking medical journals (one accepted, one under-review).
Additionally, Hayley successfully applied for the HEE/NIHR Pre-Doctoral Bridging Fellowship to continue her ACL research, looking into the prognosis and risk factors associated with ACL injuries, with the aim of applying for an NIHR PhD Fellowship in 2021. In the last 12-months Hayley’s research has brought in over £30,000 on income to UHDB.
Further, Hayley submitted a related grant application to the Chartered Society of Physiotherapy for £25,000 looking into the expectations and experiences of patients following ACL rupture. This grant application passed stage 1 of the review process and Hayley is currently waiting to hear the results of the application – due December.
Hayley is creating a ‘research space’ with her early work and has already generated quite an impact (journals, conferences, twitter activity) and has further enhanced our UHDB physiotherapy research reputation.
Hayley’s research has a huge potential, both nationally and internationally to radically change the way patients with ACL injuries are treated and rehabbed – with substantial improvements to outcome measures and physical activity levels.
Group Rehabilitation have worked exceptionally hard to provide evidence based rehabilitation for their patients. As a department, they have been running groups for patients with osteoarthritis (OA) of the knee for many years, but collaborated with the Health Innovation Network (HIN) in 2017 to start ESCAPE-pain (Enabling Self-management and Coping with Arthritic Pain using Exercise).
The way the course runs directly aligns with the core values of the Trust – combining excellence with compassion, also encourages openness through discussion about people’s own experience. The sessions allow patients to develop peer support, to openly discuss their concerns and issues, whilst being guided by an experienced practitioner. We have marketed the course in Orthopaedic clinic as well as GP practices and now receive referrals directly to the department for the course based on the criterion provided.
Osteoarthritis affects around 9 million people in the UK, with arguably the most functional problems caused by OA of the knee.
Current management provided by the GP includes pain medication and brief advice that may or may not be tailored to that individual. This course helps to explore patients’ own goals and expectations, allows time for reflection and discussion whilst also adding the element of physical health and wellbeing.
The Outpatient nursing team (approx. 30 colleagues) joined UHDB in November 2019 following the strategic transfer of services from DCHS to UHDB. The team cover the Derbyshire Community sites at Ilkeston, Ripley, Heanor and Long Eaton and support 19 specialties and 80 visiting clinicians.
The team at the community sites are passionate about providing care to the local community and have maintained excellent patient feedback prior to and throughout the COVID-19 period. The nursing staff during the first wave of the pandemic were redeployed to RDH and on their return have worked hard to restore services across the sites ensuring that patients and staff have been kept safe.
Ward 2 opened at Florence Nightingale Community Hospital, in the centre of Derby, in January 2020. The ward has fourteen single room bedrooms and was redesigned specifically for patients who require end of life care; for those who cannot return home, go to a nursing home, or choose to die in hospital. With its own courtyard and gardens Ward 2 offered a tranquil environment to aid patient experience. Ward 2 is dedicated to offering a welcoming environment that actively encourages staff to have conversations with patients and their families; this allows the ward to provide the very best personalised service of care where needs are closely met. The Bereavement survey feedback has also been overwhelmingly positive.
Over the last year both the SJH and SRP OPD have coped with a huge amount of change to cope with the Covid 19 situation.
The OPD’s at Tamworth and Lichfield aim to provide a high standard of care close to patients homes. The provide services to all 4 trust divisions and over a wide range of specialities.
Some changes involved relocating sites, adapting to a change in service needs, redeployment of staff, and later booking patients back in for appointments. It has been exceptionally hard for this department but the teams have really gone above and beyond to push through and make the most of the situation.
Delivering a group session such as this not only improves the experience for the patient, it is also cost effective for the service, and for health and social care as a whole.
Theatres have gone above and beyond to work tirelessly for their patients. Throughout the pandemic there has been vast changes to the way we use theatres, with these areas being used to provide some vital additional capacity to treat patients with Covid-19. It goes without saying, theatres have played a significant role in navigating UHDB’s response to coronavirus.
There has been an increase in mechanically-ventilated beds that became available; this rose from 22 to 129 across both Derby and Burton sites, which is an incredible achievement under unprecedented times. Not only this, but Theatres have paved the way for research which aims to make operating theatres a safer places during the pandemic and beyond with the trial of the Rapid Video Recording of Aerosol Generating Procedures. It is fantastic to see UHDB as research pioneers that strive to make a difference throughout the pandemic.
The teams working within Theatres have dealt with enormous challenges but have risen above each one.
It would be no exaggeration at all to say that our Intensive Care teams at Royal Derby Hospital and Queen’s Hospital Burton have been absolutely magnificent throughout the pandemic as our units have come under unprecedented pressure.
The teams have responded to this challenge by dramatically increasing the size of both of our ICUs, with staff working tirelessly alongside other colleagues from across the Trust as the unit in Burton has tripled in size, while the Derby unit has increased its capacity fivefold.
More than anything, the colleagues working in Intensive Care have shown enormous courage and dedication while caring for high numbers of very poorly Covid patients
Services have followed national guidelines around the introduction of CPAP which has reduced the use of invasive mechanical ventilation. This treatment was initially rolled out for Covid-19 patients and has now expanded to all the respiratory wards, giving capacity to treat more patients.
The Pathology team were tasked with examining thousands of antigen test samples.
The team has worked around the clock to ensure swab test results have been turned around as quickly as possible, to help determine whether patients have Covid-19 or not, so that they can then be placed on the correct treatment pathway for them.
As well as setting up the process to carry out swab testing, the Pathology team also worked tirelessly to ensure that antibody testing of Trust staff could be done on site within a small time frame.
The Pharmacy team have worked incredibly hard behind the scenes to support the pandemic response. This has included implementing complex guidance, such as making the vaccine available and supporting staff who may have allergies to get their jab, prescribing newly available drugs to treat the virus, such as dexamethasone, or supporting vulnerable staff affected by the pandemic, including making Vitamin D supplements available for colleagues from an ethnic minority background.
Facilities have been heavily involved in a number of projects to assist in the Trust’s response to COVID-19., not least to mention ensuring members of #TeamUHDB could access free parking and get a free meal and drink for a number of weeks, installing protective screens and social distancing signs across our five sites, as well as implementing the office and outpatients risk reduction checklist.
They have been at the forefront of a number of other projects to keep our spaces safe for staff, patients and visitors.