Together CQC Special - July 2022

JULY 2022

Together
Bromley Healthcare staff magazine

CQC

Special Edition

View from Welcome to this
the CEO special July edition of
Together, our magazine
I have great pleasure for Bromley Healthcare
in introducing our CQC staff, working with NHS.
edition of Together.
Bromley Healthcare is Contents
committed to providing
excellent quality care and • View from the CEO.......................................2
we have taken the findings • Improvements in Governance.................4
of the CQC inspection • CQC Assurance Subcommittee................5
very seriously. We moved • Our Quality Strategy....................................6
quickly to develop and • Record Keeping Update.............................7
start to implement our • Medicine Management .............................9
plan balancing the level • Patient Engagement..................................10
of ambition and pace • Patient Experience......................................14
of delivery. This edition • Recruitment and Retention.....................15
sets out the work that • Equality, Diversity and Inclusion...........23
we are doing across the • Freedom to Speak Up Guardians .........25
organisation, through • Moving and Handling Update ..............26
our quality initiatives, in • The Mental Capacity Act..........................28
support of our vision to • Participation in Audits...............................31
enable outstanding care • Accessible Information Standard..........32
for our patients, carers and • How do we know we are on track?.......33
families, closer to home, in
their community.

Our CQC inspection, just
after the second wave of
the pandemic, has been
the impetus to recalibrate
all areas across the
organisation to ensure that
all of the basics are being
carried out brilliantly in
order to build a stronger
foundation for the future.

Cont...

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Bromley Healthcare staff magazine - July 2022

To support this, Bromley Healthcare, has transitioned to a distributed leadership model, placing
clinicians and professionals at the very forefront of transformation – with managers enabling the
people who really do know best how to evolve their services. Three divisions were established
that focus on the key areas of Urgent Community Response, Adult services and Children’s
services. The Operations and Quality functions, previously embedded within the Operations
function, have been disaggregated. The Safer Care team has been strengthened to ensure that
the ‘golden thread’ of quality proactively runs through every strand of the organisation.
With our programme of work covering many areas across the organisation and requiring expertise
from our enabling teams, it is really important that there is a robust tracking mechanism. This
is where our Programme Management Office really came into its own. Supported by the Celoxis
system you can see at a glance the status of every project across the organisation.
The key areas in our CQC improvement programme are centred around record keeping which is a
key theme in our Quality Strategy. There are some really strong exemplars for which our ambition
is to level up all services to this high standard. Page 7 sets out the ongoing work programme
consisting of many facets including: daily record keeping huddles, dedicated sub-groups,
planned internal audits, spot checks, external audit assurance (through KPMG) and clinical system
template review programme and of the technology itself, to ensure that it is as easy as possible
for clinicians /professionals to produce high quality records. With our aspiration to share records
directly with families and patients as soon as the technology is in place it is imperative the
standard is one that we would ourselves be happy with if this was our medical record.
Building upon established and newer evolving partnerships we are working closely with all of our
stakeholders in the delivery of our programme. Our Patient Reference Group are also involved
providing invaluable insight and advice to improve our services. On page 10 Matthew and Deirdre
Brockhouse are pictured visiting the new wheelchair service making a number of suggestions for
the new clinic rooms before they formally open at the beginning of September. There are so many
examples where colleagues have transcended all expectations, and the wonderful pictures from
the Jubilee Celebration at the Foxbury Ward and the Sickle Cell Day picnic are just a few of these.
Finally and most importantly, I wish to thank our amazing Bromley Healthcare team who
continually demonstrate their resilience, compassion and passion in the care and support they
provide.

Jacqui Scott
Chief Executive Officer

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Bromley Healthcare staff magazine - July 2022

Improvements in Governance

Michael Nutt, governance arrangements. This has seen
Chairman the appointment of 2 new Non-Executive
Directors to further strengthen our Board:
It was naturally disappointing receiving
an overall CQC rating of ‘Requires » Dr Subo Shanmuganathan joins us
Improvement’ with ‘Good’ for caring as our Equality, Diversity and Inclusion
earlier this year. This however, has acted (EDI) Lead and chairs our People and
as a catalyst for positive change within Culture Committee. Subo trained as a
the organisation. research scientist, completing her PhD
in Clinical Immunovirology at Imperial
Our overarching vision as an organisation College London. She has held senior
is to enable the best care possible closer executive roles in the public and not-
to home. To support the delivery of for-profit sectors as well as in a social
this aim, I’ve overseen a review of our enterprise and brings management
and leadership experience from a 25
year career building and transforming
organisations. Subo has contributed a
short piece to this magazine outlining
her EDI role.

» Angela Dawe chairs our Quality
Improvement and Safety Committee
and brings a depth of experience in
primary and community care, having
dedicated her career to the NHS for
close to 40 years. She previously led
on the development and integration
of community care services in South
London.

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We’ve reviewed our Board CQC Assurance
subcommittee structure instigating the Subcommittee
following changes:
Andy Naish,
CQC Assurance is a new committee Non- Executive Director
focused on assuring progress against
our CQC action plan. This committee is Bromley Healthcare’s CQC Assurance
subject to a specific article later in this Subcommittee was established in
magazine. January 2022 to formally monitor and
provide assurances to the board on
People and Culture is a new progress against the CQC Action Plan.
committee which supports the Board The action plan was devised to address
in establishing ambitious goals as part the areas for improvement identified
of ‘Our People Plan’ to make Bromley from the most recent CQC inspection
Healthcare the ‘best place to work’. (report published on 4 February 2022).
There is a focus on how we will ‘grow
our own team’ by attracting, retaining The committee, which meets
and developing great people and monthly, is chaired by Andy Naish,
leaders who will flourish whatever their Non-Executive Director. Committee
role or background and by supporting members include the CEO, Chief Nurse,
our staff in their roles and their ongoing Medical Director, Quality Improvement
careers with us. This committee also Lead and Head of Performance and
has a strong focus on the health Audit. Representatives from South East
and wellbeing of our staff alongside London CCG and London Borough of
ensuring we are proactive in our Bromley also attend the committee’s
approach to ensuring equality, diversity meetings to provide external oversight
and inclusion. and challenge.

Our ‘Audit and Risk’, ‘Quality
Improvement and Safety’ and ‘Strategy,
Investment and Development’
committees have all been subject to
rigorous review.

Our learning as we come out of the
pandemic, supplemented by the
findings of colleagues from the CQC has
enabled positive changes to be put in
place. You will find updates on many of
these achievements in the pages of this
magazine. This has further strengthened
the organisation and leaves us
energised for future challenges.

Michael Nutt
Chairman

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Bromley Healthcare staff magazine - July 2022

Our Quality Strategy

Bromley Healthcare’s Quality Strategy is a three-year strategy for 2020-23 to drive
improvements in key areas. The Quality Strategy initially identified four priority areas for
improvement as follows, with measures of success agreed for the groups to report on:
» Quality Improvement Objective 1: Reduction of avoidable acquired pressure ulcers
» Quality Improvement Objective 2: Reduce the number of patients who fall whilst under

our care and ensure the appropriate interventions have been completed
» Quality Improvement Objective 3: To Improve the standard of clinical record keeping
» Quality Improvement Objective 4: Reduce the number of medicines incidents causing harm
In quarter two 2021-22, the two sub-groups of the strategy, Mental Capacity Assessment/
Dementia and End of Life Care/Frailty were elevated to become formal working groups. This is
allowing increased focus on these areas to drive improvements and ensure care provided meets
or exceeds the required standards.
The improvement objectives for these groups, respectively, are:
» Quality Improvement Objective 5: To ensure the correct assessments are undertaken by

competent staff, recorded and acted on for patients where there are concerns around
mental capacity or cognitive deterioration
» Quality Improvement Objective 6: To ensure all patients in their last year of life are on the
correct pathway and receiving high-quality care
In quarter four 2021-22, two task and finish groups of the record keeping working group were
established, to focus on addressing areas for improvement in record keeping specifically in the
District Nursing and Health Visiting services. Both groups are meeting monthly, and the District
Nursing task and finish group has recently completed a study phase to identify the root causes
of the record keeping issues in the service. The group is now beginning to design solutions to
address the identified root causes around EMIS template design, IT and training.
The Health Visiting group is in the study phase and gathering evidence; and the group chair
has arranged meetings with other providers of health visiting services to identify best practice
and learning that can be shared. Progress for the two record keeping task and finish groups is
recorded and monitored on Celoxis (our project management office system) as part of the CQC

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Bromley Healthcare staff magazine - July 2022

exemplar record keeping improvement project. More details on the record keeping group’s
activity can be found later in this issue.
The six working groups meet bi-monthly and progress the agreed actions to be able to evidence
progress against the measures of success agreed. The measures of success for all six working
groups were reviewed and refreshed for 2022-23, to ensure the groups encompassed all relevant
findings from internal and external reviews.
Quarterly reports on progress are provided to the Quality Improvement and Safety Committee, a
subcommittee of the Bromley Healthcare Board. The chairs for each working group also present
an annual, in-depth update for their group to the Quality Improvement and Safety Committee
Record Keeping Groups
Kate Stoneman
Quality Improvement Lead

Record Keeping Update

As part of the Quality Improvement Strategy, Sharon Smith, Head of Children’s Services
a clinical Record Keeping Working Group & Caldicott Guardian
(RKWG) has been established, to improve the
standard of clinical record keeping within by service leads to ensure compliance
the organisation. with the 72hr completion standard
» Learning from incidents is now shared
The group meets bi-monthly and is very well and evidence of discussion at team
attended, having all services within Bromley meetings is recorded
Healthcare represented, including the support Two Record Keeping Sub-groups have been
services such as the EMIS Systems team. established for District Nursing and Health
Visiting to address the areas for improvement
Clear outcomes to how we will improve for these services as identified in the CQC
clinical record keeping have been defined. report. These groups give a dedicated focus
This has included: for each service and each will develop their
» Review and update of the overarching own outcomes and assessments of success.

Record Keeping policy Cont...
» Review of our Record Keeping audit tool
» Results of last year’s record keeping audit

have been collated and disseminated
within the organisation to support
learning for all services and any
associated actions (127 in total across the
organisation)
» Training requirements have been
reviewed at an organisational and service
level with plans in development to
enhance training to include legal record
keeping training and enhance basic
record keeping training
» Monitoring systems have been enhanced
to include review of record keeping at all
1 to 1’s and our dashboards are reviewed

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Bromley Healthcare staff magazine - July 2022

An EMIS service template review is taking District Nursing Record Keeping
place, with a timetabled programme of Sub-group
priority services; this will also include an EMIS
mobile roll out. The DN group instigated a survey completed
Dashboards have been created to improve by DN staff of issues (including IT equipment)
the missing and un-outcomed consultations which affected record keeping. The survey
and ensuring clinicians are within the Record results identified that although staff
Keeping Standards. preferred laptops to iPads, they felt they
Sharon Smith were heavy and connectivity proved difficult
Head of Children’s Nursing Services in patients’ homes - therefore the majority of
staff completed the patient electronic record
0 to 19 Record Keeping from their base or from home. Staff reported
Sub-group that the DN templates needed to be shorter,
more concise and less repetitive.
The 0 to 19 Record Keeping sub group has An action plan has been developed by
been set up as an off shoot of the main the group and the following actions are
Bromley Healthcare Record Keeping Working underway:
Group, to focus on the key issues raised by » Review of what is currently coded within
staff, local audits and the CQC.
The group met for the first time in April and the 3 main DN templates and what we
included a representative from most areas currently report on and need to keep
within the 0 to 19 teams across the three » Ensuring a joined up approach between
boroughs, the EMIS team and the safer DN staff and services they work closely
care team. Both Health Visiting and School with (TV, B&B)) to review templates
Health colleagues join the meeting and the » Review of each template and consider
Learning and Development team also plan to what must stay, what is repetition, what
attend future meetings. adds value and what can be removed
So far we have identified key areas for further » Review of the 3 main DN templates to
exploration, a survey is being drafted to go have pages within the follow up template
out to the 0 to 19 teams with the hope of to enable staff to quickly find the section
gathering more information about record they need and avoid scrolling through
keeping, EMIS, training and equipment » Review of the current paper nursing
issues facing staff. records and what needs to stay
Meetings have also been scheduled with » Review the current training on EMIS and
other 0 to 19 services across the UK who documentation with paper records and
also use EMIS, to see if any learning can be agree what additional training/support
taken from other trusts. The group also raised would benefit staff
how they would value the opportunity to » Consideration of tools to support good
have face to face, role specific EMIS training documentation (SBAR/SOAPIE)
and suggested the development of an EMIS » The PCN leads are devising a Nurse Matrix
training champion who is based in the monthly audit
individual team bases. » As part of the overarching IT strategy a
It is still early days for the 0 to 19 Record review of potential options of portable
Keeping Sub-group, however there has equipment for colleagues is underway
already been fantastic engagement. Fiona Bentham
Abigail Phillipou Head of Adult Nursing
Service Lead, Bromley 0 to 19

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Bromley Healthcare staff magazine - July 2022

Medicine Management Improvement

Foxbury Rehabilitation Unit Maria Feist, Senior Sister
Rehabilitation at Foxbury
A review of issues and potential issues
was carried out by the leadership team on Our compliance in January 2022 before
the unit, to support improvements to the the measures were introduced, showed
medicine management on the ward. overall compliance at 33% which provides
The main issue identified related to constant no assurance to the CQC. However, our
interruptions to the nurses e.g. requests compliance in May 2022 now stands at 93%
to answer telephone queries, assist with overall and shows partial assurance with
patient care, answer relative’s queries (when minor improvements required.
visiting) and requests to attend the morning A lot of hard work has gone into improving
board rounds whilst the nurse is doing the the medicine management and the VMO’s
medicine rounds. are constantly being reminded to write
The clinical leaders on Foxbury introduced any medications clearly in the MAR charts.
tabards for the nurses to wear which informs The management team on Foxbury know
staff and patients/relatives that the nurse is that they cannot take the pressure off as
not to be disturbed while carrying out the it could lead to complacency. We feel the
medication round. service would benefit from the support of
Whilst this resulted in improvements, a pharmacist visiting the ward a few days
the CQC have highlighted other areas a week; a mattter which is currently being
in medicine management that require looked into. We are also exploring the
improvement - the quality of documentation introduction of electronic prescribing at the
on the Medical Administration Report (MAR) request of the VMOs.
chart by the Visiting Medical Officers (VMO) Maria Feist, Senior Sister
was highlighted as one area that needed Foxbury Rehabilitation Unit
addressing. It was also highlighted that
improvements needed to be made with the
nursing documentation.
As a result of this feedback, a system is now
in place where the nurses check each other’s
MAR charts at the end and beginning of the
shift and then sign a daily signature checklist
to evidence that this has been carried out
and any discrepancies reported.
To enable compliance by the nursing staff,
with the implementation of these measures,
we carried out weekly MAR chart audits
which have now been reduced to monthly
due to the positive results.

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Bromley Healthcare staff magazine - July 2022

Increasing Patient Engagement

One of the findings of the CQC was that our engagement with patients outside of
clinical care could be improved. Now that COVID restrictions have been relaxed we have
been able to invite two members of our Patient Reference Group, Deidre and Matthew
Brockhurst, to visit our new Wheelchair service premises at Ruxley. Matthew was able
to provide some valuable insight for improvement regarding the hoists and the toilet.
Deirdre and her son, Matthew are pictured below with members of the team.

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Bromley Healthcare staff magazine - July 2022
The Rehabilitation at Foxbury team got into the Jubilee spirit by decorating the ward for
the Queen’s Platinum Jubilee bank holiday weekend. The patients were given a cooked
breakfast on Thursday morning followed by scones on Friday, and a crown shaped cake.

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Bromley Healthcare staff magazine - July 2022

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Bromley Healthcare staff magazine - July 2022
The Community Children’s Nursing Team arranged the first face-to-face Sickle Cell
Support Event since the pandemic in June. 19 June each year is World Sickle Cell Day, so
this was a great time to bring families and children together for a picnic.

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Bromley Healthcare staff magazine - July 2022

Learning from Patient Experience

Bromley Healthcare demonstrates Rachel Corney, Service Lead
an ongoing commitment to listening Bladder & Bowel
and learning from the experience of
patients/carers and service users. We each month via the freepost card system,
have continued to seek feedback using it became apparent that the response
a range of methods and encourage staff numbers were remaining low.
to resolve complaints as close as possible
to the point of service delivery, and to We then asked if we could trial a text
respond thoroughly, impartially and fairly system to capture more responses from
by providing evidence- based decisions patients. The trial started in August
based on the facts of the case. 2021. All patients who have had a face
to face or telephone appointment in the
Recognising that there is “no one size fits previous month are sent a text by the Care
all” approach, we are committed to using
a variety of approaches to seek feedback,
including the FFT (Friends and Family
Test) which had a 98% positive response
in April 2022, Care Opinion, and an active
Patient Reference Group.

Improving Feedback Rates -
Text link for patient feedback by
the Bladder and Bowel service

The Bladder and Bowel service have taken
a new approach to how they increase
patient feedback about the service. Rachel
Corney, Service Lead for Bladder and
Bowel explains: “After trying to increase
feedback from more of the patients we see

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Bromley Healthcare staff magazine - July 2022

Coordination Centre, asking them to give the text option is helping to increase
Friends and Family feedback online via a further feedback:
link to survey monkey. Patients must have
a mobile phone documented on Emis to March 2019 3.9%
receive the text.”
March 2020 4.4%
Patients who are excluded are
March 2022 8.4 %
» Without a mobile phone number
The service recognise that it is important
» Have been sent a text in the last 4 to continue with both options to capture
weeks feedback from patients preferring to use
either the paper cards or technology to
» Patients who have DNA or cancelled send their thoughts and opinions. It may
their appointment be that some patients who use a mobile
phone for texting, are not able/happy to
In March 2022 399 patients had an feedback online.
appointment, and the 283 patients who
had a mobile number documented on Rachel says “it is clear we need to continue
Emis and were sent a text. to think of different ways of capturing the
feedback” and this approach highlights
Overall this resulted in an increased the impact and is an approach other
response rate 8.4 % response (37 services can now use to improve patient
responses). The impact of the text link feedback.
scheme can be seen below and it is clear

Recruitment and Retention

Bromley Healthcare is committed to attracting great people and leaders who we will
develop and aim to retain in order to continuously improve the quality and safety of the
care we provide, and make us a local employer of choice.

A nursing recruitment strategy has been developed and is one key element of our
priorities to build the best place to work and thrive. It also aligns with the local, regional
and national plans around workforce development and capacity building.

The strategy makes clear that we will do this by the engagement, leadership, recruitment,
retention, fostering belonging, reward and explains how this supports our vision to
enable the best care possible closer to home within a culture of excellence.

Our ambitions are:

» To make working for us an attractive career opportunity

» T o enable all staff to gain the skills and knowledge they require, delivering the right
care in the right place

» T o enable and support our clinical workforce to grow and stay with Bromley Healthcare
throughout their career

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Bromley Healthcare staff magazine - July 2022

The Nursing Career Pathway - Our Nursing Workforce Strategy

Our new nursing workforce strategy sets out our
ambition:

Fiona Christie » To make working in Bromley Healthcare an
Executive Chief Nurse attractive career opportunity for all clinical staff,
from support worker through to Advanced
Practitioner

» To enable all clinical colleagues to gain the skills
and knowledge they require to deliver the right
care in the right place

» To enable and support our clinical workforce
to grow and stay with Bromley Healthcare
throughout their career

In order to support these ambitions, we have identified four key priorities.

» Keeping our own workforce
» Growing our own workforce
» Supporting staff to do their best
» Being Flexible and responsive

A key priority is the retention of our staff and to grow our own workforce.

We currently support just over 50 staff per year to be trained and developed through:

» District Nursing Specialist Practitioner Qualification
» Advanced Clinical Practitioner Training
» Community Nurse Readiness Programme

In addition top developing this offer we will explore our relationships with Higher Education
Institutes, colleges and local communities looking at how people can be supported to
start their career with Bromley Healthcare. We know that there is a correlation between
where people train and where they ultimately work and therefore we will be looking at
opportunities to support this. Therefore, we will:

» Work with Higher Education Institutes to attract and recruit graduates into community
pre-registration programmes

» Engage with young people through visits to various schools and colleges with the
purpose of ensuring that people are aware of career and vocational pathways that may
be available to them in health, for example, open days for school pupils and via the One
Bromley Cadet Programme

» Work with our local community to develop work experience opportunities and raise the
profile of jobs in the community

» Work with our local colleges and community to develop pathways into Bromley
Healthcare including apprenticeships

Apprenticeships are an ‘earn and learn’ pathway into an occupation providing an accessible
route into occupations. However, they are not cost neutral to the employer and Bromley

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Healthcare will need to have a robust plan to identify where apprenticeships can be
supported in the workplace. Therefore, we will:

» Encourage the Divisions to develop succession plans and identify when they are likely
to have vacancies occurring and investigate the possibility of new roles to aid workforce
planning

» Continue to implement the Nursing Associate role across Bromley Healthcare
» Launch the career pathways in adult and children’s nursing
» Review the skill mix within district nursing and health visiting to assist career progression

opportunities
» We want to support our staff to be their best and to enable our staff to work across their

whole scope of practice and therefore we will:
» Review the teams, including non-clinical posts to support non-clinical duties enabling

clinical staff to focus on patient care
» Encourage and enable better understanding of different roles through multi-disciplinary

training opportunities
» To further support our clinical workforce to develop their clinical competence and

capability and enable practitioners to practise to their full potential, we recognise the
need to have clear role definitions and competency frameworks. Therefore, we will:
» Continue to develop frameworks and competencies (in conjunction with the career
pathways) for each clinical role
» Implement the multi-professional framework for advanced clinical practice creating
consistent roles across Bromley Healthcare, developing our staff to become advanced
practitioners where required

We have also implemented a number of leadership programmes to build leadership and
management capacity with over a 100 staff across the organisation attending Learning to
Lead, How to be a Great Leader and Refresh and Refine. More details on these leadership
programmes can be fund later in the magazine

The implementation of the Nursing Workforce Strategy will be led by the Head of Adult
Nursing and the Head of Children’s Nursing on behalf of the Chief Nurse and Director of
Workforce and Estates.

Fiona Christie
Executive Chief Nurse

International Recruitment

You may be aware that other NHS Trusts have recruited internationally for many years
and this year we received support from NHSE/I to enable us to undertake international
recruitment. Following opening our roles to international candidates, we received a
number of applications. In our first wave of applicants, a small number of nurses and
an AHP were successful at interview, and we are currently progressing the candidates
through the various compliance stages we are required to undertake. Once confirmed, we
will be planning comprehensive on boarding training and pastoral support.

Charles Beardsley
Director of Workforce and Estates

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District Nursing and Health Visiting Recruitment

District Nursing and Health Visitor recruitment have been a particular area of focus. Rob
Phillips (Recruitment Lead) and his team have been focused on maximising the success of
our recruitment into key nursing roles. Adverts are rolling and are placed on a wide range
of advertising platforms and via social media.
The team routinely undertake searches on CV library for candidates who they then
approach directly. The team attend relevant Health jobs Fairs. The team also link with
universities providing nurse training to raise awareness about our Band 5 Readiness
programme which we know appeals to newly qualified nurses.

Community Nurse Readiness Programme

Community nurses work remotely with limited supervision and this can be prove to
be particularly challenging for less experienced nurses or for those who are new to
community care. The twelve week Community Nurse Readiness Programme was designed
for newly registered nurses, Nursing Associates and nurses with no community nursing
experience to provide focused training and development of both clinical and non-clinical
skills, immediately followed by supervised clinical practice with tailored lists of patients to
achieve competence sign off.
By the end of the programme our nursing staff will be competent and confident in the
essential skills for their roles. Some of the most valued learning sessions have been
specifically arranged through close working partnerships with the specialist teams such
as the Tissue Viability Team, who deliver focused leg ulcer assessment training through
participation in their Leg Ulcer Clinics. These visits form part of a structured schedule and
are possible due to the extended supernumerary status of the learners.
There are consolidation days built in to the programme, bringing the participants together to
provide valuable peer support and wellbeing checks. This is a chance to share experiences,
form lasting bonds between the teams and often results in solution focused outcomes to
shared problematical issues. Their experienced supervisors join the group for dedicated
opportunities to discuss each individual’s progress and complete the competence
documents. Initial elements of the Preceptorship Programme (soon to be re-launched) are
delivered for the newly registered nurses and will be continued to the end of their first year
in Bromley Healthcare with the support and development from their Preceptors.

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Participants have consistently emphasised that they have felt that they have been
introduced and integrated into their Community Nursing Neighbourhood Teams in a
structured and supported way with plenty of opportunities for reflection and discussion.
There are plans to re-shape the core programme to encompass Healthcare Support
Workers as many of the clinical skills and competences are required by both registered
and non-registered practitioners. There will then be different pathways incorporated into
the schedules to meet the varying needs of the staff, to take them through to advanced
practice. All of the training sessions are open to existing staff for their own development
and updates, creating further scope for networking and communication among the
teams.
To date, forty-three staff have completed the Community Nurse Readiness Programme and
have been distributed throughout the Neighbourhood Teams and Foxbury Ward. Many of
them are now experienced supervisors for newly recruited staff, many are District Nurse
Team caseload holders and some have gone on to complete their District Nurse Specialist
Practice Qualification. Others are now working in the Specialist Clinical Teams such as the
Bladder and Bowel Team
Marie-Louise Muir
Community Clinical Educator (Nursing)

A Health Visiting Lead’s Perspective

I am the Locality Lead for the Beckenham Health Visiting team within the Bromley 0 to19
service. I have been employed within this role for the past 4 months. I was internally
recruited for this role following a successful application for promotion. My main
responsibilities include daily line management of the HV team, offering clinical supervision
to the team, leading on delivery of consistently high quality client care, leading on delivery
of the Healthy Child Programme across the Beckenham / Penge area of the Bromley
borough and promoting and supporting staff to develop themselves professionally to their
potential.
Recruitment updates for Bromley 0 to 19: We continue to have a rolling recruitment drive,
for Health Visitors, which advertises each month with a financial incentive attached. We
have had a successful recruitment drive over the past few months, and we have successfully
recruited 5 new HVs to the service recently. We are also recruiting to a wider skill mix within
the service; we have recently recruited band 5 Community Nurses who will be working
within our health visiting teams.
We have developed induction processes and pathways to support their development.
We are also recruiting into specialist roles, including a Perinatal mental health lead, Infant
feeding specialists, who will be supporting with BFI accreditation in the borough and
running staff training. We are also planning to recruit a healthy weight and infant feeding
lead, who will be leading the tri-borough with BFI applications and auditing. We are
committed to supporting practitioners developing within their own roles, and becoming
Champions in areas which they feel passionate about.
Emma Herneman
Beckenham & Penge Locality Lead, Bromley 0 to 19

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Building Leadership - Our Great Leaders Programme

Bromley Healthcare’s ‘Leadership Development Pathway’ has 3 programmes, designed
and delivered by our own staff, available to those looking to develop their people
management skills and also enable them to evaluate and improve their personal
approach to leadership.
Each cohort on these programmes is a mix of people from different services. It is a great
opportunity to learn from each other and meet people from across the organisation

Learning to Lead (LtL)

This tier of the programme explores the fundamentals of management, leadership, team
working and organisational best practises.
Who is this training suitable for?
This programme is open to those currently in a Supervisor/Team Leader/First Line Manager
role and also, those looking to move into their first people managing/leading role.
What will it cover?
There are 4 dates over a two month period. The programme will be delivered face to face
at our Orpington College venue, with self-learning between the modules:
Module 1: Understanding yourself and people
Module 2: Getting the best out of your team
Module 3: Developing yourself, others and your service
Module 4: Planning for the future

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How To Be a Great leader (HTBGL)

Provides an opportunity to discuss, explore and share the experiences in order to find
ways to innovate and improve.

Who is this training suitable for?
Any Band 7s or those Band 6s with significant management responsibility, who would
benefit from this programme.

What will it cover?
There are 7 modules and 3 action learning sets over a 4-month period:

Module 1: Understanding Self

Module 2: Developing my team and setting direction

Module 3: Understanding & valuing difference

Module 4: Facilitating performance of others

Module 5: Manage resources more efficiently and effectively

Module 6: Strategy, Change, Process & Improvement

Module 7: Seek out the best and retain them

Reflecting and Refining Your Leadership Skills (R&R)

To help senior leaders gain a better understanding of the particular dynamics within
their senior management roles and enable them to evaluate and improve their personal
approach to leadership

Who is this training suitable for?
Any Band 7s or those Band 6s with significant management responsibility, who would
benefit from this programme

What will it cover?
Three 1-day workshops and two self-managed learning sets, over a three month period:

Module 1: Understanding Self

Module 2: Leading Others

Module 3: Leading Strategy, Change and Innovation

Here are some statistics:

Learning to Lead – 37 people have attended since October 2021. The next cohort starts
after the Summer 2022.

How To Be a Great leader - 80 attendees have gone through the programme since it
started in 2020. 12 people on the next cohort in September.

Reflecting and Refining Your Leadership Skills – 14 colleagues have attended so far. There
are 8 more due to start the next cohort in June.

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Bromley Healthcare staff magazine - July 2022

Andrew’s watercooler chat with ...

Michelle Barratt, Diabetes Service Lead

1. What led you to join the Great Leaders programme?

I have been in a leadership role for over 10 years and never attended a formal leadership
training course; you tend to learn on the job and I felt it was very important to have
training rather than assuming I was ‘doing ok’ as a leader. I wanted to reflect and improve
on my skills, and the Reflect and Refine Leadership course offered this support.

2. Can you tell us what the programme includes?

To name but a few areas covered:
» Reviewing your leadership style - how you interact with people / staff, what impact is
had on them and how they react to you.
» Looking at your ‘job family’ and importance of the interaction with ‘family’ members.
» Tools to improve / support service development and how to support staff with
managing change, including the ‘5 whys’, 7’s, process mapping, force field analysis etc.
» Action Learning Sets (ALS) - these allow time to discuss an issue you are facing in
a confidential environment with people from different areas.Understanding the
strategic vision and my role within that as a leader.

3. How has the programme helped you as a leader and what were the most
valuable sections for you?

I feel this course has enabled me to reflect on my skills and improve them significantly.
I feel that having protected time that enabled me to ‘breathe’ and take stock of my
leadership skills was invaluable. The whole course was extremely valuable but the sections
that really stood out for me where: the analysis of my own and my staff personalities,
and the ALS - where you can discuss issues in a confidential safe environment and get a
different perspective on strategies to manage an issue.

4. Have you been able to put into practice what you have learnt on the
programme?

Yes definitely. During COVID, leading was at times difficult and frantic with no time to
really think. The programme taught me the importance of taking time to look at the
impact of my leadership skills and style, whilst supporting service development. It made
me reflect and gave me tools to support and guide my staff to manage change, utilise
their skills and start to take on leadership roles themselves.

5. What would your advice be to someone considering the programme?

Do it! I didn’t want the course to end. Everything on the course was so useful and I
enjoyed it immensely. It’s important to take (protected) time to refine and reflect on your
leadership skills.

Andrew Hardman
Commercial Director

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Bromley Healthcare staff magazine - July 2022

Equality, Diversity and Inclusion

Dr Subo Shanmuganathan – A Non-
Executive Director’s Role as Equality,
Diversity and Inclusion Lead

Subo joined Bromley Healthcare at the
beginning of this year as one of our Non
Executive Directors (NED). Her background is
as a research scientist, completing her PhD in
Clinical Immunovirology at Imperial College
London. She has held senior executive roles
in the public and not-for-profit sectors as
well as in a social enterprise and brings
management and leadership experience from
a 25-year career building and transforming
organisations.

Subo has been a Trustee of three charities Dr Subo Shanmuganathan
working in international development and Non-Executive Director
education previously and is a committed
supporter of work in these areas. She is “In my role as NED EDI Lead I work closely
currently a Non-Executive Director for South
East Coast Ambulance NHS Foundation Trust, with Tilly Majekodunmi (Chair of the Equality,
using her clinical and education background
to support the delivery of emergency and Diversity & Inclusion Network) to support and
urgent care. She is also a trained senior
leadership coach and mentor and a Fellow of promote the EDI agenda. This encompasses
the Higher Education Academy for 21 years.
all the actions stemming from our People Plan
Subo chairs our People and Culture Board
Sub-Committee and is the Non-Executive including the work with Lanre Sulola of Inner
Board lead for Equality, Diversity and
Inclusion (EDI). Subo explains her role.: Ambitions to develop further EDI training

for our staff. The EDI Network groups are

critical to us achieving our mission to embed

equality and diversity in Bromley Healthcare;

the network sent out a survey to all members

recently and I would encourage colleagues to

complete it. Cont...

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Bromley Healthcare staff magazine - July 2022

The survey results will help us strengthen the promotion, regardless of ethnic background,
networks and the part they play in driving the gender, religion, sexual orientation, disability.
EDI agenda forward. Members of these groups The NHS average was 55.5%. We recognise
are an important voice in the organisation and that there is still work required and we have
I would be keen to hear more from them as we changed our recruitment and selection policy
continue to progress the Just and Restorative to ensure that roles at 8b and above will
Culture for the whole organisation.” include a panel member from a protected
characteristic group. We will also be reviewing
Exploring Cultural Belonging our recruitment and selection training to
incorporate unconscious bias.
Earlier this year Lanre Sulola from Inner
Ambitions ran a series of on line workshops 69.4% of staff felt that Bromley Healthcare
exploring cultural belonging. Moving forward respects individual differences, such
we hope to roll out further sessions which as different cultures, working styles,
explore belonging and diversity and we hope backgrounds and ideas. The NHS average is
that all colleagues will be able to attend. The 68.5%. As highlighted above we will roll out
sessions run by Lanre were very well received further belonging workshops and our values
with some of the following comments: are currently under review which will also
reflect inclusivity and belonging. Once the
“thought provoking” values are finalised we will work to embed
these across the organisation.
“really challenging ourselves how
inclusive we are” 7.3% of staff experienced discrimination
from patients / service users, their relatives
“they pushed us to look at the full or other members of the public. The NHS
spectrum of diversity” average is 7.8%. Sadly we faired less well than
the national average. Bromley Healthcare
“the workshops highlighted what is committed to ensuring our staff can
microaggressions are and their effect” work in an environment which is free from
discrimination and we are working on a
“the workshops gave me space to be number of initiatives to help staff deal with
vulnerable” such unfortunate events and ensure a robust
organisational response.
What You Told Us
It was great to hear that 71.7% of staff said
You will previously have seen they felt valued by their team, where the NHS
communications regarding the staff survey average is 68.6%. Some of you have already
results which were made available in March. attended team away days and we strongly
The results showed improvement from the encourage managers to arrange these
previous year and we compare well to SEL sessions which services have already found to
NHS Trusts. Some of the key results relating to be of great benefit.
E&I are outlined below:
It was also lovely to see that 76.2% of
56% of staff felt Bromley Healthcare acts you reported that their colleagues are
fairly with regard to career progression or understanding and kind to one another. The
NHS average is 70.5%.

Charles Beardsley
Director of Workforce & Estates

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Bromley Healthcare staff magazine - July 2022

Freedom to Speak Up Guardians

You may have seen the internal communications or in the press recently regarding the
Ockenden Report which investigated failing Maternity Services at Shrewsbury & Telford
Hospitals. One of the key findings was that the Trust failed to investigate, failed to learn and
improve. Thus it's vital that we ensure concerns are looked at and we learn and improve our
approach. Or if we think something might go wrong, it’s important that we all feel able to
speak up to stop potential harm. Even when things are good, but could be even better, we
should feel able to say something and be confident that our suggestion will be used as an
opportunity for improvement.

To enable staff to feel empowered to raise concerns, with confidence and that these
concerns will be acted upon and without any detriment, you can contact the Freedom To
Speak Guardians (FtSU) detailed below:

Sharon Cranfield Charlie Beardsley
[email protected] [email protected]

The FtSU process operates in NHS Trusts across England and anonymised information
relating to concerns raised is reported nationally.

Angela Dawe We have also appointed a Non-Executive Director
Non-Executive Director Angela Dawe to also provide Board oversight.
You may know that Angela worked as Head of
Community Services at Guys & St Thomas’, with a
wealth of knowledge and insight she will ensure
the process is robust the Bromley Healthcare is
accountable.

It is also envisaged that a substantive FtSU
Guardian appointment will take place in the
next few months which also demonstrates our
commitment to ensuring the process is well
resourced and embedded.

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Bromley Healthcare staff magazine - July 2022

Moving and Handling Update

As the new AHP Clinical Skills Educator within the Learning & Development team. One of my
first projects has been to review the moving and handling training. The training programme
has been re-vamped to enable your training to be more in line with your role in the
organisation.

We have developed 4 training sessions. The training will be provided in-house by myself and
the 7 moving and handling Key Train Trainers. As there will be 2 trainers on the courses we will
be able to increase attendees from 8 to 12. The details and content of these is shown below:

Home Care Training

Approximately 3.5 hours training session
For all Home Care Agency and Home Pathway staff that are not moving and handling
equipment prescribers
» Theory
» Bed transfers – with and without equipment
» Bathing equipment – how to use and patient transferring
» Measuring for mobility aids – to reduce falls
» Sit to stand without assistance / with assistance / with handling belts
» Stand aids
» Fallen person – how to assess and support from the floor
» Fitting a sling
» Hoisting from bed to chair

(Training to be yearly.)

Clinic Staff Training

Approximately 3 hour training session
For staff that work predominantly in clinics and are non-prescribers for moving and
handling equipment
» Theory
» Measuring for mobility aids – to reduce falls
» Sit to stand without assistance / with assistance / with handling belts
» Fallen person – how to assess and support from the floor
» How to use a lifting cushion
» Lifting legs with and without equipment

(Training to be every 2 years. There will be e-learning to complete for the year that staff do
not complete face-to-face training.)

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Bromley Healthcare staff magazine - July 2022

Foundation Level 2 Training

Approximately 3.5 hour training session

For staff that are working in patient’s homes and are non-prescribers for moving and
handling equipment
» Theory
» Bed transfers – with and without equipment
» Sit to stand without assistance / with assistance / with handling belts
» Stand aids – Molift, Oxford Journey, Sara Stedy
» Fallen person – how to assess and support from the floor
» Mobility in the bed – flat slide sheets / insitu slide sheets
» Positioning Wedge
» Fitting a sling
» Hoisting from bed to chair

(Training very similar to as it is now. For Staff that do not hoist – e.g, District Nurses to
complete training every 2 years, with e-learning to be completed between the face to face
training. For Hollybank, Foxbury staff, to complete yearly.)

Foundation Level 2 Training

1 full day training session

For staff that are prescribers for moving and handling equipment.
» Theory
» Discuss Legal cases
» Bed transfers – with and without equipment
» Sit to stand without assistance / with assistance / with handling belts
» Stand aids – Molift, Oxford Journey, Sara Stedy.
» Fallen person – how to assess and support from the floor with equipment and without
» Mobility in the bed – flat slide sheets / insitu slide sheets
» Positioning wedge
» Using a transfer board
» Types of slings, when they should be considered.
» Fitting a sling
» Hoisting from bed to chair.
» Case studies – working in groups

(Training to be yearly.)

Carolyn Mckenna
Community Clinical Educator (AHP)

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Bromley Healthcare staff magazine - July 2022

The Mental Capacity Act

Learning together from Mental Capacity Audits

This briefing summarises the findings of Bromley Safeguarding Adults Board, multi-agency
MCA audit of 10 cases involving mental capacity issues. The briefing sets out the key findings
and the work that the Adult Safeguarding team is doing to upskill Bromley Healthcare’s clinical
practitioners in MCA: ensuring that mental capacity assessments are being completed for
eligible patients with a diagnosis of an impairment of the mind and brain, who lack capacity to
make decisions for care and treatment.

SAFEGUARDING IS
EVERYONE’S BUSINESS

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Bromley Healthcare staff magazine - July 2022

The BSAB multi-agency MCA audit findings and recommendations

The audit highlighted a number of strengths and examples of good practice and some
consistent themes where improvements are needed.

What was done well What could be improved

Significant assurance with minor improvement Identified areas for potential development in
required in 10 audited cases. regard to conducting the assessments, around
communication and the need for assessors to have
Good clarity of mental capacity assessments and effective discussions with the assessed and their
best interests decisions in 40% of the audited cases. significant others (POA, family, friends) or IMCA in
Staff were able to identify the need to complete cases where patient does not have anyone other
a formal mental capacity assessment when a than a paid carer or professional.
decision needed to be made for patients who have a The audit identified a gap in evidencing each
diagnosis of an impairment of the mind or brain. element of the assessment.
Staff completing capacity assessments were clear There is a need to review training in Primary Care
about the decision the adult needed to make. on mental capacity assessments and best interests
The audit highlighted the importance of good decision making.
record keeping in relation to mental capacity
assessments and best interest decisions. It
is important to ensure that when recording
assessments, they are evidence-based. Good
standards of recording within mental capacity
should show dialogue between the assessor and the
assessed to evidence the information pros and cons,
and how the decision was reached.

The key learning outcomes

Decision specific mental capacity assessments - the audit reinforced the principle, made clear
in the Mental Capacity Act, that any assessment of capacity must be ‘time and decision specific’.
This means that:

» The assessment of capacity must be about the particular decision that has to be made at a
particular time and is not about a range of decisions.

» If someone cannot make complex decisions, this does not mean that they cannot make
other decisions. For example, someone may be able to make decisions about buying items to
meet their everyday needs, but lack capacity to understand the consequences of not paying
household bills.

» If there is more than one decision to be made then a mental capacity assessment should be
completed for each decision.

The best outcomes in the cases audited were achieved when staff completing capacity
assessments were clear about the decision the adult needed to make.

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Bromley Healthcare staff magazine - July 2022

The overreaching recommendations:

» The audit results will be used to inform further training in the organisation about measuring
and recording mental capacity and best Interest decisions.

» Safeguarding Adults team to visit each service/team to present the audit results and offer
individual teams practical workshops on how to complete mental capacity assessments using
case studies from their own practice area.

» To offer monthly hourly practical workshops via the L&D Training calendar on completion of
Mental Capacity assessments and Best Interest Decisions.

» Bespoke, bite-size MCA training to teams on request.

What’s been achieved so far?

» The The EMIS MCA template was reviewed to a user-friendly version 3
» Since March 2021, MCA training was embedded and offered as part of Safeguarding Adult

Level 3
» In October 2021, MCA training was made mandatory for all by Bromley Healthcare’s Board of

Directors. MCA Level 1 for all non-clinical staff and Health Care Assistants, and MCA Level 2
for all registered professionals who have patient contact and those with supervisory duty for
clinical staff
» Education for England MCA training package 6 following modules were adopted –
1. Consent and Refusal by Adults with Capacity
2. Mental Capacity Act as Part of Human Rights
3. Mental Capacity Act and Young People aged 16 or 17
4. Assessing Mental Capacity
5. Best Interest
6. Deprivation of Liberty
» MCA training Level 1 is being put together by the Named Adult Safeguarding Lead in
collaboration with learning and Development team. Compliance with MCA training is being
monitored from Quarter 1 2022 and training trajectories have been set at 25% Q1, 50% Q2,
75% Q3, 85% Q4.
» Safeguarding Adult Advisor completes fortnightly MCA & DoLS quality support visits to
Foxbury Ward and there is a plan to increase these visits to weekly.
» Bespoke bite size training is being offered to individual services on request or need basis

Bromley Healthcare’s MCA audit is still under way and the report is being completed, following
an audit to see whether EMIS MCA template was being completed in accordance with the MCA
Code of practice.

What’s on the horizon?

» The Bromley Healthcare MCA audit results will be disseminated to individual teams in team
meetings.

» The set-up of an MCA Assessment and Best interest app is being investigated by
Communications and IT

» BSAB offers MCA training Level 1 which all staff are being encouraged to utilise.
Mati Pasipandoya

Adult Safeguarding Lead

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Bromley Healthcare staff magazine - July 2022

Participation in Audits

Audits are important in measuring and bench-marking a range of activities against agreed
markers of good professional practice, stimulating changes to improve practice and re-
measuring to determine any service improvements. The Diabetes service has taken part on
2 key audits with some great outcomes and feedback

Diabetes Libre Audit outcomes

FreeStyle Libre® ‘flash glucose monitoring system’ measures glucose levels in people with
diabetes using a sensor applied to the skin. FreeStyle Libre® is an alternative to finger-prick
blood glucose testing, and can produce a near-continuous record of measurements, which
can be accessed on demand.
The Bromley Healthcare Diabetes service is providing access and training for patients
with Type 1 diabetes in the use of this device, in line with South East London prescribing
guidelines. A clinical audit was carried out during 2021of data including changes to HbA1c
(a measure of glucose levels) was carried out by the service for patients who had undergone
training and been initiated onto a Libre device between July 2019 and March 2020. A clinical
indicator of a significant reduction in HbA1c of ≥6 mmol/mol (0.6%) was set. This clinical
target was chosen as diabetes research including the randomised control trials since the
DCCT (Diabetes Control and Complications Trial 1998) have consistently shown a reduction
in HbA1c of 6mmol/mol or more, significantly reduces risk of development of micro and
macro vascular complications.
Audit findings:
» 49% (62) improvement – largest improvement was 76 mmol/mol
» 4.7% (6) no change
» 26% (33) improved HbA1c by >6mmol/mol (0.5%).
» 19% (24) had ≥11mmol/mol (1%) improvement.
What we did well
Almost 50% of patients improved their control with 45% having a greater than 6mmol/mol
improvement in their HbA1c following training and initiation of the Flash Glucose system.

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Bromley Healthcare staff magazine - July 2022

Diabetes DAFNE National audit outcomes
Dose Adjustment for Normal Eating (DAFNE) is a National structured patient education
course for people with Type 1 diabetes
The Bromley Diabetes Service was congratulated by the National DAFNE Team on achieving
50% or more paired HbA1c data at their centre for participants who attended a DAFNE
course in 2019!
The Bromley Diabetes DAFNE centre is required to send in audit data to the National DAFNE
centre each year and this audit data is compared to other DAFNE centres nationally. The
data from all DAFNE services is analysed as part of the on-going quality assurance process
that contributes to the high standard of diabetes education to which we all aspire. DAFNE
Central only includes data for centres providing paired baseline and 1 year HbA1c data on
at least 50% of patients, because they believe ascertainment lower than this cannot give
meaningful information for comparison between centres. ·
Clinical Outcomes: Bromley DAFNE centre got an average drop of Hba1c of 8.9mmol/mol,
compared to the DAFNE average of 0.6 in 2019. 52% remained at a Hba1c 58mmol/mol at
1 year, and those who had had a Severe Hypo the year before DAFNE, did not have one the
year after.
Dr David Hopkins Consultant Diabetologist commented- “These are great data! The green
category was intended as ‘stretch targets’ that would be tough to achieve so getting
green across the board is excellent and is an excellent outcome. These data show that the
biomedical outcomes from DAFNE in Bromley are excellent and that people who have been
through the programme are achieving significantly better control than seen for general
T1DM in the National Diabetes Audit. Well done to all involved in the Bromley DAFNE
courses and in collating the data.”

Accessible Information Standard
One of the improvement AIS applies to people It can also be used to support
areas from our CQC who use a service and people who have Aphasia,
report was to improve the have information or Autism or a mental health
communication of the communication needs condition that affects their
Accessible Information because of a: ability to communicate. When
Standard (AIS). Set out below appropriate, AIS also applies
is a brief summary of the » disability to their carers and parents.
standard. » impairment Within Bromley Healthcare,
» sensory loss an AIS project group has
All providers of NHS care or been formed where we have
other publicly-funded adult It covers the needs of been reviewing how we
social care must meet the people who are deaf, blind, currently meet the standard
AIS. This applies to all: deafblind or who have a across the organisation.
learning disability. This Individual services have also
» adult social care services includes interpretation or been contacted to look at
» hospitals translation for people whose their individual accessibility
» GP practices first language is British so best practice can be
» dentists Sign Language. It does not shared, and we can identify
» other services cover these needs for other the gaps. Following this
languages.

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Bromley Healthcare staff magazine - July 2022

analysis, we will then look at channels for patients and Once these platforms are in
what further measures need carers to engage with our place, it will then be about
to be put into place. services. It is anticipated raising awareness to staff,
One of the strategic that these technology patients and carers about
objectives for this year is the developments will improve what is on offer, ensuring that
modernisation of the Care our accessibility for patients. irrespective of the service,
Coordination Centre (CCC). Feedback is also being there is accessibility for all.
This will involve introducing sought from the Patient More information on AIS can
new technology, such as Reference Group in regards be found on the intranet.
a new telephone system, to Bromley Healthcare’s Heather Wragg
choose and book platforms current accessibility and Head of Care Coordination
and looking at other media where we need to be.

How do we know we are on track?

Prior to the pandemic, we started creating a assurance to both the CQC and commissioners
PMO (Project Management Office) to enable about our response to the recommended
us to know what projects were going on, changes and show progress. Celoxis allows the
when, their impact, any issues etc. However, PMO to monitor projects and allows Bromley
this was put on hold during the pandemic. Healthcare to forward plan, to ensure we have
Following the CQC visit, the PMO became an as few surprises as possible. It also lets us know
important part of how we review and track if a project has some risks or issues early so
our improvement plans and other projects that they can be dealt with in a timely and
within the organisation. We have designed efficient manner.
the PMO to be simple yet robust and provide Another advantage of the PMO is that it will
Bromley Healthcare with a standardised, collect the lessons learnt on projects and
repeatable, defined and measurable process use this to inform other Project Managers
for all projects. The PMO is designed to be the undertaking similar projects - helping to
one place where all information relating to improve how we plan and execute our projects
projects being undertaken or considered is - saving time and money. We will also be
held, managed, and reported on. reviewing projects once they have been
The PMO software that we are using is called completed and are now part of business as
Celoxis and is a brilliant piece of software, usual to ensure that the benefits of the project
used by the likes of NASA, Tesla & KPMG!! It are being /have been realised.
is a simple but powerful system that allows The PMO is still in its early stages, however,
us to see the progress of projects, what we have been able to provide assurance to
resources are required, timelines and costs. the Executive about important projects and
We can review how many projects are being to help project managers move away from
undertaken in Bromley Healthcare at any one non-collaborative spreadsheets. As the PMO
time and work to ensure we are spreading grows it is our intention to have a library of
them out so not all projects are happening learning that can be used to help train and
at the same time, lessening the impact on guide staff within Bromley Healthcare who are
services. undertaking a project, whatever their level of
All the projects that are being undertaken in experience may be.
response to the CQC visit and report are on Sam Tomlinson, Head of Performance
the system, they are updated and reviewed Wendy Wyvern, Performance Project
regularly. This means that we can provide
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Together is published by Bromley Healthcare’s Communications team. If you have an
enquiry or an item for inclusion in the next issue please email: [email protected].