Nursing & Midwifery Strategy

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Nursing & Midwifery Strategy Front Cover

Never before has nursing and midwifery experienced an event that has touched every single one of us. The Covid pandemic has been a great leveller and has shown that, when we need to be counted on, we rise to the challenge and perform and practice in ways that we would never believe. Now as the dust starts to settle, we need to start to learn to live with Covid and also take time to reflect, restart and regroup.

The nursing and midwifery strategy describes our ambition to be outstanding in all aspects of nursing and midwifery care. We will focus on our patients and how we tailor our practice to meet the needs of our population, addressing health inequalities and enhancing the patient experience. None of this will be possible, though, without a focus on our workforce. We need to recruit, retain and reward talented individuals who work with us, to enable them to do their very best.

Whilst always having sight of health inequalities, what they mean for our population and how we deliver care, we also need to embrace change, advancing technology and new roles. However, we must also ensure that we get the “brilliant basics” right and have checks and balances in place to ensure that we are giving the safest and highest quality care.

It is a privilege to be the Chief Nurse at Bradford Teaching Hospitals NHS Foundation Trust, where the nursing and midwifery workforce are dedicated and professional. This strategy gives a grounding and a road map to achieve outstanding care and enable our talented individuals to thrive and develop their full potential.

Karen Dawber
Chief Nurse

Our five strategic objectives

Strategic objectives are the things we must do in order to make progress on our mission and vision.

Our new strategic objectives are:

To provide outstanding care for patients

To deliver our financial plan and key performance targets

To be in the top 20 per cent of NHS employers

To be a continually learning organisation

To collaborate effectively with local and regional partners.

Everyone who works in our organisation should be able to show how their own personal objectives or job plan will help to achieve one or more of these five strategic objectives.

These five strategic objectives replace a variety of statements that were previously used to identify organisational priorities.

Strategic objectives are more short term than the mission or vision statement; the timescale ranges from one to three years, depending on the objective.

We will set specific targets for each of these objectives and a trajectory for getting there, and we will publicise our progress.

  • People Strategy

    At Bradford Teaching Hospitals NHS Foundation Trust we aim to provide the highest quality healthcare at all times.

    We strive for excellence and are committed to learning from and leading best practice to make sure we are delivering quality care. We aim to have a workforce representative of the communities we serve so we’re the best place for our patients and our people.

    As the NHS evolves to meet new challenges and we continue to transform our services and patient care around the needs of our local population, we recognise successful delivery of these changes relies on our people.

    Our People, Our Future sets out the strategic aims and objectives for our people over the next five years. Without their dedication, commitment, care and compassion we are not able to deliver the care our patients deserve. Please click here to download a copy of Our People, Our Future.

    Mel Pickup
    Chief Executive Officer

  • Safeguarding

    Bradford Teaching Hospital’s Key Principles of Safeguarding: Joint Position Statement 2017-19

    Bradford Teaching Hospitals NHS Foundation Trust (BTHFT) will strive to work with partner agencies to keep adults at risk, and children and young people safe. Being safe from harm is a basic human right. People who are vulnerable may need assistance and advocates to ensure their safety and well-being. Bradford Teaching Hospitals will ensure that there are systems and processes in place to promote the safeguarding and well-being of all patients. In line with the Trust’s commitment to putting patients first, safeguarding plans will be person-centred/child-focused. Safeguarding truly is everyone’s responsibility.

    BTHFT will:

    • Identify vulnerable children and adults and ensure all members of staff within the Trust understand their safeguarding responsibilities.
    • Ensure staff within the Trust have the knowledge and resources to identify children or adults ‘at risk’ who may need protection and identify individuals who may be a risk to others. There are clear procedures for reporting concerns.

    Engage in multi-agency working

    The Trust is an active partner in Bradford Safeguarding Adult and Children Boards and has representation in all their sub-groups as well as the Bradford Domestic and Sexual Violence Strategic Board. BTHFT is committed to working collaboratively with other agencies and sharing information in a safe and appropriate manner, in order to safeguard vulnerable patients.

    Ensure robust leadership

    The Trust has effective executive team oversight of safeguarding business within the Trust. The chief nurse is the executive lead for safeguarding and oversees activity, with clear lines of responsibility. The Trust will ensure that dedicated safeguarding children and adult teams are in place and fully- staffed. The board of directors will receive an annual report and interim updates.

    Have up-to-date policies and procedures

    The Trust has up-to-date safeguarding policies in place to guide staff. They are regularly reviewed and updated. The Trust policies are in accordance with the West Yorkshire Safeguarding Children and Adult procedures.

    Provide adequate training and supervision

    Our safeguarding children and adults teams provide a training strategy in line with national guidance, for the whole workforce, with designated levels of training for staff dependent on their role. Training is provided via e-learning and face-to-face sessions with a varied programme and includes learning from serious case reviews and serious incidents. Safeguarding supervision is encouraged and available for all staff.

    A newsletter is produced every six months and circulated to all staff. Further information is available from the safeguarding children and adults pages on the Trust intranet.

    Ensuring a safe workforce

    The Trust has a robust recruitment and selection policy and employment checks policy which fully comply with NHS Employment Check standards and DBS checks in relation to employees. In addition, there is a clear policy for allegations against staff. All new staff are required to attend a corporate induction programme at the start of their employment which includes a mandatory face-to-face safeguarding training session.

    Maintain standards and learning

    There are transparent governance arrangements to provide robust internal challenges. They are assessed as part of the ‘safe’ domain of CQC inspections. In addition, BTHFT will provide evidence to the commissioners for assurance around safeguarding standards for adults and children. Examples of other types of assurance include Declaration of Section 11 audit data to Bradford Safeguarding Children Board on a regular basis, participation in serious case reviews and domestic homicide reviews, contribution to learning lessons reviews and challenge panels.

    The Trust continues to be committed to developing a culture of learning from incidents internally and regionally in order to drive up standards. There is a rolling programme of audits to enable a measurement of effective activity and to identify gaps in staff knowledge and service provision.

    To download a PDF of the above information, click here.

  • Safe staffing

    Following a requirement from the NHS Chief Nursing Officer England and the Care Quality Commission, all hospitals are required to publish information about the number of nursing and midwifery staff working on each ward, together with the percentage of shifts meeting safe staffing guidelines.

    This initiative is part of the NHS response to the Francis report which called for greater openness and transparency in the health service.

    We take the care of our patients very seriously and already have a number of mechanisms in place to ensure that our wards are safely staffed, including displaying information for patients and visitors in all of our wards using the Read All About Us Boards. This shows the planned and actual staffing available at the start of every shift.

    We have recently reviewed our staffing establishments. Each month, our staffing levels are discussed in public at our Trust board meetings and these papers are available on our website. You can download the monthly nurse staffing data board reports from here.

  • Quality Accounts

  • How we improve quality of care

    Improving the quality of care that we deliver to our patients is our highest priority. We have a formal programme of work to help us make the already excellent care that we deliver even better. We have a number of ongoing projects involving many different wards and departments which aim to make our care safer, more efficient and ensure we provide the best possible experience for our patients. Current projects include:

    • Improving the care of deteriorating patients
    • Reducing pressure ulcers
    • Improving the safety of surgery
    • Increasing the learning from incidents

    Many of the projects that we run use a recognised approach initially developed by the Institute for Healthcare Improvement, but now used around the world by many improvement bodies and NHS trusts.

    The first of the tools within this approach is the Breakthrough Series Collaborative. This is a simple project structure which brings together teams from across the Trust to work on a common problem. The teams focus on learning how to systematically make and evaluate change with the support of facilitators who are trained in the approach used.

    The second of the tools used is the Model for Improvement. This is a simple framework which helps teams to plan the improvements that they want to make. The Model for Improvement is made up of four parts:

    • What are we trying to accomplish? An important step in improving is having an aim, this sounds simple but is often missed. It helps teams describe what they want to achieve and when they want to do it by.
    • How will we know whether a change is an improvement? A key part of improvement is understanding whether your change is having the effect that you thought it would. Using and understanding measures means you can quickly spread changes that are effective and forget about those that are not.
    • What changes can we make that will result in improvement? Our staff, who all work in busy wards and departments, almost always know what the issues are and have excellent ideas as to what the solutions to problems should be. This tool helps them to test out those ideas and prove that they work.
    • Testing a change. We use a simple process to test changes on a small scale. This helps us to understand whether they are likely to be effective without causing disruption. Successful changes can then be developed on a wider scale.
  • Equality and diversity

    Welcome to our equality and diversity pages. This is where you will find out what we are doing on equality and diversity to improve employment opportunities and services in Bradford District for all staff and patients. Our equality and diversity work is done in partnership with:

    • Airedale NHS Foundation Trust
    • Bradford District Care NHS Foundation Trust
    • Airedale, Wharfedale and Craven Clinical Commissioning Group

    Read more here..

  • Care Quality Commission

    Care Quality Commission assessment of our services

    The Care Quality Commission (CQC) is the independent health and adult social care regulator. They monitor, inspect and regulate services to make sure the fundamental standards of quality and safety are met.

    Read more about our ratings.

  • Food and Drink Strategy