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Evaluating the Productive Ward at an acute NHS trust: experiences and implications of releasing time to care

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  • Stella Wright
  • Wilfred McSherry

Abstract

Aims and objectives To demonstrate how a national programme aimed to increase the amount of direct time nurses spend with patients', impacts on both staff and patient experience. Background The Productive Ward is an improvement programme developed by the NHS Institute for Innovation and Improvement (2007, http://www.institute.nhs.uk/quality_and_value/productivity_series/productive_ward.html) which aims to enable nurses to work more efficiently by reviewing process and practice, thus releasing more time to spend on direct patient care. However, there is little empirical published research around the programme, particularly concerning impact, sustainability and the patient perspective. Design This manuscript presents the findings from qualitative interviews involving both staff and patients. Methods Semi‐structured one‐to‐one interviews were conducted with patients (n = 8) and staff (n = 5) on five case study wards. Seven focus groups were held according to staff grade (n = 29). Results Despite initial scepticism, most staff embraced the opportunity and demonstrated genuine enthusiasm and energy for the programme. Patients were generally complimentary about their experience as an inpatient, reporting that staff made them feel safe, comfortable and cared for. Conclusion Findings showed that the aims of the programme were partially met. The implementation of Productive Ward was associated with significant changes to the ward environment and improvements for staff. The programme equipped staff with skills and knowledge which acted as a primer for subsequent interventions. However, there was a lack of evidence to demonstrate that Productive Ward released time for direct patient care in all areas that implemented the programme. Relevance to clinical practice Developing robust performance indicators including a system to capture reinvestment of direct care time would enable frontline staff to demonstrate impact of the programme. Additionally, staff will need to ensure that reorganisation and instability across the NHS do not affect sustainability and viability of the Productive Ward in the long term.

Suggested Citation

  • Stella Wright & Wilfred McSherry, 2014. "Evaluating the Productive Ward at an acute NHS trust: experiences and implications of releasing time to care," Journal of Clinical Nursing, John Wiley & Sons, vol. 23(13-14), pages 1866-1876, July.
    • Handle: RePEc:wly:jocnur:v:23:y:2014:i:13-14:p:1866-1876
    DOI: 10.1111/jocn.12435
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    References listed on IDEAS

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    1. Waring, Justin J. & Bishop, Simon, 2010. "Lean healthcare: Rhetoric, ritual and resistance," Social Science & Medicine, Elsevier, vol. 71(7), pages 1332-1340, October.
    2. Stella Wright & Wilfred McSherry, 2013. "A systematic literature review of Releasing Time to Care: The Productive Ward," Journal of Clinical Nursing, John Wiley & Sons, vol. 22(9-10), pages 1361-1371, May.
    3. Glenn Robert & Elizabeth Morrow & Jill Maben & Peter Griffiths & Lynn Callard, 2011. "The adoption, local implementation and assimilation into routine nursing practice of a national quality improvement programme: the Productive Ward in England," Journal of Clinical Nursing, John Wiley & Sons, vol. 20(7‐8), pages 1196-1207, April.
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