University College London HospitalsNHS Foundation Trust

storyINSIDE

On the night shift

Nursing in thenew hospital

Your guide to theNHS Knowledge

and SkillsFramework

Check out thefantastic 52 club

refurbishment

February 2005

Award-winning staffCongratulations to all staff who havereceived awards this monthDr Tariq Khan, who works at the RLHH,was presented with The Acorn Award forExcellence under the category of IntegratedHealth and Care at the 7th AnnualConference and Exhibition of the NHSAlliance. The award was presented for theprovision of a local integrated footcareservice providing homoeopathic podiatryusing Marigold flowers.

Three members of the pharmacy team,George Gannon, Anita Jena-Smol andJason Wakelin-Smith, have won nationalawards for separate pieces of innovative ITwork. Both awards are from the Guild ofHealthcare Pharmacists: Anita and Jasonwon the Information TechnologyInnovation Award for the development ofa new clinical trials software solution andGeorge was awarded the Innovations inPharmacologistics Award for thedevelopment of a web-based purchasingsystem.

Dr Koshy Eapen was awarded theOutstanding Young Person of the WorldAward by the International Junior Chamberin the USA for his “exemplary service tomedical care and education”. As well ashaving a large range of scholasticachievements, Dr Eapen has single-handedly launched a Charitable Trust inIndia to fully fund needy medical studentsthroughout their studies with scholarships.

Finally, former consultant at the Hospitalof Tropical Diseases, Dr Michael WattersOBE, has been awarded a lifetimeachievement award for his work in the fieldof leprosy. Dr Watters was presented withthe prestigious Damien-Dutton Award at aceremony held in Washington DC, USA.

Caroline Mitchell joins UCLH as part ofthe national Gateway to Leadership programme aimed atrecruiting experienced managers from the private and widerpublic sectors into the NHS. As our new service developmentmanager at the EGA, Caroline will be drawing on her previousexperience to manage inpatient services and to identifyopportunities for the future. She said: “The challenge for meis to understand how the NHS and the Trust works so that wecan improve effectiveness and efficiency. I'm finding peopleare very helpful and committed to providing excellent patientcare. Most of all, I am having fun!”

Champa Shah, will be recognised by many in the x-raydepartment at the EDH where she has been working as amember of staff bank since August. Champa has recentlyjoined the team permanently as a senior radiographer. Shesaid: “I have really enjoyed working in this department andlearning how to use new equipment. I especially likeworking with the children who visit the hospital's specialneeds clinic on a Thursday.”

Welcome to senior staff nurse, Grant Mann, who hasrecently joined our head and neck cancer unit based in theRosenheim wing, UCH. Grant, who arrives from CharingCross Hospital, is excited to be part of this new unit whichonly recently became the head and neck cancer centre forthe North Central London Network. He said: “I have alwayswanted to work in a head and neck cancer unit and I'menjoying it so far! It's a great challenge to be part of thisnew and developing team, and more is ahead when wemove to the new hospital.”

Stephen Adams has joined our income services team at140 Hampstead Road as a new credit controller. Stephen,who is also new to the NHS having worked for the pastsix-and-a-half years at Vodafone, will be responsible forinvoicing other hospitals for patient services that the Trusthas provided. He said: “From what I have experienced sofar, the role is very challenging because the systems andinternal procedures are slightly different to what I am usedto, but everyone has been very welcoming.”

new facesat UCLH

A scheme to help recruit and develop NHS leaders of the future hasseen four graduates join UCLH to gain hands-on experience. NickAlton (general management), Jonathan Evans (financial management),Joanne McConnell (HR management) and Vanessa Topp (generalmanagement) will be working at the Trust as part of the NHS Graduatetraining schemes.

Marita Brown, head of leadership development, said: “The aim of thescheme is to give trainees on-the-job experience and early exposure toreal work issues, while giving them the knowledge, skills anddevelopment to fast-track to senior management roles.”

The scheme includes three programmes (for general, financial andHR management) each designed to give graduates specific experienceand development in their chosen area. As well as undertaking a seriesof work placements in different NHS organsations, the trainees part-time for a relevant management qualification and are requiredtoattend regular management development modules. For more information contact Marita on ext 5145.

welcome

2Graduate trainees Vanessa Topp, Nick Alton and Jonathan Evans,

Developing NHS leaders of the future

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Continuing the fight against infectionAn application for a judicial review into bed spacing in the new University College Hospital was turneddown last month. In refusing the application, the judge said there was no case to answer. The applicationwas lodged by a local resident who argued that the hospital beds were too close together and so posed a risk for patients and the spread of infection such as MRSA.

Robert Naylor, chief executive, said: “I cannot stress enough, how important infection control and reducing MRSA has been throughout the design and build of the new hospital. Now we need to capitalise on goodpractice such as Aseptic Non-Touch Technique (ANTT), wound surveillance, screening andalcohol gel dispensers, and use the new state-of-the art environment to minimiseinfection rates. I very much regret the waste of taxpayers' money in bringing thisunnecessary and groundless claim.”Reducing hospital-acquired infections and improving hospital cleanliness is a top priorityfor UCLH. In November's Inside Story we highlighted the many good practices going onat the Trust and much more has been going on since then:

• In December, all clinical staff received their new personal bottles of alcohol gel whichclip on to their uniform to help speed up the process of hand hygiene

• Peter Wilson, consultant microbiologist at the Trust, was invited to attend a 'Learningfrom the Best' conference last month hosted by chief nursing officer for England, Christine Beasley, to help share good practice that has provedeffective in reducing MRSA

• The National Hospital for Neurology and Neurosurgery (NHNN) is involved in a trial which will see new micro-fibre and steam-cleaning equipment used together on wards for the first time.The six-month project will involve two wards at the NHNN,together with two wards at University Hospital Lewisham,and if it proves successful will see UCLH leading the way onnational NHS initiatives. In January, Victor Horsley ward atthe NHNN was closed for 48 hours to test the new cleaningequipment.

Results are still being evaluated but Mike Rollins, project manager, said:“I am delighted with the impact the integrated technologieshas had so far, the testing methods are showing outstandingresults.”

• UCLH hit the headlines in January when research, undertaken atthe Trust and the Royal Free in 2001, suggesting that isolatingintensive care patients infected with MRSA does not reduce cross-infection, was published in The Lancet.

3Staff nurse Grace Azarcon with herpersonal bottle of alcohol gel

news

Staff to manage their own website and Intranet pagesThe new Intranet and website project is on target to go live on Tuesday April 26th. Work is well advanced. A new design has been agreed and content co-ordinators, representing everydepartment in the Trust, are busy populating their own pages.

The major advantage for staff is that they will manage and publish their own website andIntranet pages, using an authorised approval process. This is a major step forward from thecurrent centralised system and a real opportunity for staff to use the Intranet as the one place to find key pieces of information, such as polices, clinical guidelines, agendas and minutes ofmeetings and news. A new staff directory, which you can update yourself, will also be available. And finally good news for UCLH staff using the UCL network. You can also access the new Intranet.

Do you know of any further examples of goodpractice concerning hospital-acquired infections? Contact the communications team on ext. 9897.

How the new Intranet will look

Bridge walking successThe Leukaemia and Lymphoma Unit had a record number of participants in theirmost recent Bridgeathon. Close to 200 people raised £30,000 by completingthis sponsored walk, which takes in all the London bridges along the Thames.The annual event appeals to walkers of all abilities and is a great way to seeLondon from a new perspective. Watch this space for the date of the 2005Bridgeathon!

Contact Sara Goldman on x 9526 for details.

Join the VietnamadventureTwo of the Trust's main fundraising charities havejoined forces to offer the opportunity of raising money for key projects, by trekkingin the beautiful surroundings of northern Vietnam.

Next autumn, UCL Hospitals Charitable Foundation and the National HospitalDevelopment Foundation will be taking a group on a fascinating adventure in thehill-land Sapa region of Vietnam. The trek will go through woodland and paddyfields, with camping as well as overnight stays in locals' houses; it provides a uniqueexperience in a part of the country only recently visited by overseas travellers.For more information contact Helen Sandwell on x 3324 or emailhelen.sandwell@uclh.org.

Terence Joe joined UCLH to projectmanage the launch of a new London-wide mobile x-ray unit to help control thespread of TB. The project will be launchedon World TB Day (24th March) by KenLivingstone.

What does your role involve?

UCLH is hosting the two-year project, whichis funded by the Department of Health. Asproject manager for the mobile x-ray unit, Iam currently organising recruitment, theproject launch, the steering group,information resources, agreeing the financesand seeking further funding and liaisingwith a range of people.

Why is the mobile TB x-ray unit projectso important for London?

TB is on the increase in London and isparticularly prevalent in deprived anddisadvantaged groups, who for manyreasons often do not access health services.To help control the spread of TB, it is crucialwe are able to provide an outreach serviceto encourage those high risk groups to havea chest x-ray and if active TB is found, toaccess appropriate treatment.

What do you like about your job?

I have always believed that outreach tosocially excluded groups is essential toenable access to services and to promotehealth. This post allows me to use a widerange of skills to ultimately make adifference to the lives of people at high riskof TB. Also the challenge of ensuringeverything is organised by the launch date!

What are the main challengesof your job?

Not having a filing cabinet, admin supportor a team yet!

What are you most likely to say?

There simply isn't enough time in a day!

What are you least likely to say?

What I might be thinking during longmeetings!

What work-related thing could you notdo without?

The canteen

30INTERVIEW

second

Some of the participants in the Bridgeathon

charity watch

Incorrect contact detailswere given in an articleabout the charitable groupsof Friends at UCLH whichwas published in January'sInside Story, so here they areagain: Any member of staffwishing to apply for a grantfor their department shouldobtain a grant request formor advice on suitable projectsfrom gynaecology/obstetrics/paediatrics from Pat Issacs on ext 2501, all otherdepartments should contactNorah Connolly, governancedepartment, on ext 4814.

4

STOP PRESS: Staff are invited to an eventtaking place between 12-2pm on Monday 28thFebruary in the Middlesex Hospital boardroomto mark Think Clean Day. To find out more, visitthe Trust's Intranet, http://uclhweb

For those staff leading or participating in one ofthe 1200 medical and research projects underwayat UCLH/UCL at any one time, negotiating thenew regulatory system governing the conduct ofresearch can be a daunting prospect.

But help is at hand in the shape of a one-daytraining course, run monthly by the UCLHResearch and Development Directorate, whichoffers a comprehensive introduction to researchgovernance.

Thought to be the first of its kind in thecountry, and with the inclusion of influentialspeakers who stimulate debate on topical issuesin the field, the course is proving a hit withresearchers across the UK.

Lively debateSenior Lecturer Neil Vickers says:“Demand for the course is very high, we've attracted people from as far afield as Ireland.Feedback tells us that the content is enormously helpful to researchers whatever their levelof experience, and our guest speakers help to bring the subject alive.”

“We've had some lively debates on the status of regulation in research, whether or not itwill lead to less research, and on accountability issues currently shaping the researchagenda such as the new Human Tissue Act.”

The course forms part of a developing strategy across UCLH/UCL to ensure that theorganisations meet their responsibilities under the Department of Health's ResearchGovernance Framework (RGF).

Legal responsibilitiesNick McNally, the Trust's assistant director for researchand development, explains: “We now have legal respon-sibilities relating to research, and we know that majorfunders are increasingly making grants on the conditionthat staff are trained in research governance. Providingeducation is one of the practical ways in which theresearch and development directorate supports researchstaff, and I would urge anyone active in research totake advantage of this excellent one-day course.”

In a nutshell: the Research Governance Framework• Published by the Department of Health in 2001 asa direct response to the scandals at Bristol RoyalInfirmary, North Staffordshire Hospital and Alder HeyChildren's Hospital. • It places responsibilities on research employers forensuring quality in the design, conduct and reportingof research. • It covers any research involving human subjects inany setting for which the Secretary of State forHealth has responsibility.

Course speakers attract researchers

Programme notesThe one-day researchgovernance (RG) courseis run every month atthe School of PublicPolicy, Tavistock Square.The cost is £100 forUCLH/UCL employees.Content includes:• The Department ofHealth's RG Framework• Sponsorship andindemnity• Informed consent• Diversity in research• User involvement andaccountabilityStar attractionsThis year's line-up ofguest speakers includes:• Dr Richard Horton,Editor of the Lancet• Dr Evan Harris MP,former Lib Demspokesperson on health• Dr Ian Gibson MP,Chair of the House ofCommons Science andTechnology Committee

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“”

Rave reviews“anyone active in researchshould take advantage of thisexcellent one-day course”

“Just started on a researchproject & this course sets thescene beautifully.…Good overview of what isimportant & why.” To reserve your course place now contact James Lancaster on 020 7679 4985 or email himj.lancaster@ucl.ac.uk

research

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New approachAlong with its sister team at UCH, the Middlesex HaNTeam was set up last September. It represents a newapproach to out of hours care that is being adopted byNHS trusts across the country.

The approach was developed as a result of concernabout the negative effects on junior medical staff and theirpatients of traditional ways of night-time working, and theneed to reduce junior doctors' hours.

Ian Proctor who is managing the HaN project, explains:“Traditionally, at night time, hospitals were staffed bymany junior doctors covering patients within their ownspecialities, with varying workloads. On-call rotas could seethem working long hours without proper rest, posing risksto themselves and patients. In the busier specialties, wardstaff didn't always have ready access to medical input, and

often the most junior doctors would be the first to see thesickest patients.”

“The Hospital at Night model has changed all that,” hecontinues.

“Now, for example, most of the Middlesex iscovered by just three junior doctors working aspart of a team of clinicians who between themhave the skills to provide emergency care acrossall specialties. They work on a shift with a clearremit to work rather than to sleep, so they arealert, motivated and proactive.”

The Middlesex team comprises a medical SHO, surgicalSHO, ITU SpR, a Patient Emergency Response Team (PERT)Nurse and up to three night practitioners, the majorityworking a one-in-four week rotation.

On the night shiftAt 8.30pm every evening, just as inpatient wards at the Middlesex are winding down intonight-time mode, the St Peter's Conference Room begins to buzz as the Hospital at Night(HaN) team gathers and swings into action. For the next twelve hours this multi-disciplinaryteam of doctors, specialist nurses and night practitioners will provide co-ordinated support to staff caring for the sickest patients in medical and surgical specialties.

the hospital at night

Documented handoverOnce gathered at their base, the team's first task everyevening is to receive, from their day-time colleagues, adocumented handover on any patients who are givingcause for concern. The team then prioritises the resultinglist of between ten and 30 patients, and agrees who willdo what.

They muster again at around midnight to reviewpatients over a reviving cup of coffee, and again when theshift ends at 8.30am to hand back the care of patients to consultant teams.

This proactive team approach, which is clearly focussed on supporting ward staff, hasbeen critical to the success of the Middlesex HaN team.

Ian says: “It has allowed junior doctors to work less frequently at night, but ourevaluation has also shown that staff are enjoying being part of a team, that patient carehas benefited from better communication between specialties, and that the wards haveappreciated improved access to the expertise they need.”

LessonsLooking to the future, he concludes: “We've been fortunate that we've been able to learnsome useful lessons from two slightly different HaN models operating at the Trust - oneat the Middlesex, and one at UCH which also covers A&E. When the hospitals cometogether in the new building, we'll have one slightly larger team providing a service justto the wards–there will be separate cover arrangements for A&E.”

Team talkPardeep Kumar,Resident Surgical Officer(RSO)

“The Hospital at Night is a muchbetter system than what wentbefore. We work more intensivelyat night now as we cover morepatients, but the responsibility isshared and I don't feel as isolatedas I used to. It's a lot easier to getadvice from medical colleagueswhen it's needed.”

Nicola Rosenfelder,Medical SHO“I was apprehensive at thethought of being out of myspecialty (renal) for a week at atime to work nights on the HaNteam, but it has worked muchbetter than I thought. I'm gettingmore general medical experience,the continuity of care is good andthe team works very well–peoplewill help you out if you are busy.”

Lisa Rollo, PERT Nurse“It's great to be working as partof a team providing expert careof the patient whatever time theyneed it. The HaN team has forgedgreat working relationships.There's good exchange of ideasand information and we supporteach other.”

Tracey Uren,Night practitioner“I'm very happy with the Hospitalat Night model. It provides good24-hour care to patients, weshare responsibility with thedoctors and that makes it a muchless stressful and enjoyableexperience.”

Caroline Coe, senior staffnurse, Meyerstein Wing “It's a more seamless servicenow at night. It helps to knowthat the PERT nurses are thereif you need them, and

because the whole team hasthe same list of sick patients, it'smore organised. If someone is onthe ward seeing one patient,

they'll pre-empt things bychecking on any other

patients on thelist.”

Nicola Rosenfelder

PERT serviceexpandsInclusion of a PERTnurse on the HaN teamsmeans that theirparticular expertise incritical care outreachhas been introduced atUCH for the first timeand is now available towards around the clockat the Middlesex. NurseConsultant Sheila Adamreports: “It is veryencouraging thatduring the first threemonths of the HaNteams we saw areduction of night timecardiac arrests at theMiddlesex and a stablesituation at UCH,despite a reduction inthe number of medicalstaff available.”

7Pardeep Kumar

The future of modern cancer services here at UCLH is todevelop multidisciplinary teams. Martin Lerner, generalmanager for clinical services believes the new hospital willallow staff to do this by bringing all the departments ontoone site for the very first time. This will allow the Trust todevelop clinical teams of the highest quality to provideleading edge care for patients.

We asked Steve Rowley, senior nurse & clinical lead forhaematology, to tell us why he can't wait to transfer hispatients from the Rosenheim building into floor 13.

He said: “We will have the same number of beds that wecurrently have but everything else will be different. We are essentially moving a department that already has a national reputation from old and difficult to clean facilities into new purpose-designed ones.”

Better for patients“Infection control is crucial for our patients who arevulnerable to infection because of weakened immunitysystems,” says Steve. “The new hospital will provide a tenfold increase in hygiene simply because of the increasednumber of toilets, showers and hand wash basins. Thenew environment will also have air conditioning and betterfacilities for patient's relatives to sleep over night.”

Working in the new hospital “The new hospital is making us think about how we workas a team and with other departments. At the moment weare having regular staff meetings where staff areencouraged to ask questions and find out more about themove. The configuration of the building will be differentand we must adapt to make the most of the opportunityto improve patient services.”

Planning the move“The logistics to the move are very complex because wewill still have sick and vulnerable patients in our charge,”says Steve. “The team meets weekly to discuss and planthe issues we face, for example staffing quotas and skillmix and the transfer of equipment.”

Strategic vision for cancer services• To save lives• To improve patients experience of care• To reduce inequalities • To build for the future.

Countdown to the new UCH:FebFebFeb

MarchMarchMarch

AprilAprilApril

Better facilities to improve ourservices for patients with cancer

Services for patients with cancerin the new hospital

10 radiation protectionbedrooms, 2 rooms onfloors 11, 12, 13, 14and 15

Floor 16, Women’sHealth, 27 beds,inculding gynecologycancer and breastcancer

Floor 13, haematologyand young adult cancerservices, 44 beds

Floor 11, paediatricservices includingpaediatric cancer

Radiotherapy 5 linearaccelerators tower -2

Floor 12, 39 beds,adolescent servicesincluding TCTU.

Floor 14, 49 bedsincluding head andneck cancer andoncology

Floor 5, Pet CT scanner

8

Ward Life “givens” inthe new UCHInside Story interviewed chief nurseLouise Boden about some of the issuesfor nursing in the new hospital.

IS Will there be gender separation on thefloors?

LB Yes; “ward” floors will be divided intotwo: North and South, one of which will bedesignated male and the other female. Thenurse call system allows the size of wards ona given floor to be flexed up/down. The normshould be to keep patients grouped bygender within a ward; it is not acceptable togroup patients bay by bay, i.e. male to onebay, female to another adjacent bay. Genderseparation does not apply to side wards (i.e.individual bedrooms) on any floor.

IS Where will ward sisters/ charge nurses bebased?

LB There will normally be two per floor, one to each ward. Should there beonly one ward per floor (e.g. floors 15 and 16) there will of course be onlyone ward sister or change nurse. The AAU is a designated department, not award, so other arrangements will apply.

IS What about “named nursing”?

LB The named nurse philosophy remains at the centre of patient care and willbe reinforced in the new UCLH Nursing and Midwifery Strategy. For moredetails, visit the Trust's Intranet, http://uclhweb

IS What about “off-duty”?

LB The off-duty will roster all staff per floor, divided by ward. In addition therewill be a common off-duty covering night-time and staff rotation.

IS What are the plans for ward rounds?

LB These will take place as at present during day time hours and will normallybe accompanied by the ward sister/ charge nurse or the nurse in charge.

IS Where will ward sisters/ charge nurses be based during the day?

LB All ward sisters/ charge nurses are expected to be on the ward in themornings undertaking clinical duties (ie, no meetings). It is anticipated thatthey will all have one day in their working week put aside for managementduties.

IS Will the arrangements for professional developmentand study leave be the same as now?

LB Yes

IS What are the arrangements for visiting times?

LB Open visiting will continue, including access whenthe main entrance is closed. Details of main entranceopening and closing times have yet to be agreed, but as a minimum will be the same as for now at theMiddlesex Site.

IS What about patient meal times?

LB Lunch time will be, as at present, a “protected meal-time”.

What is PFI?Many staff have asked the question what is PFI and how does it affect the newhospital. Here Inside Story finds out:

The private finance initiative is anincreasingly popular way to finance majorpublic building projects such as hospitals,roads, schools, and is the presentGovernment's chosen financing mechanismfor all major hospital building projects.

PFI has contributed to what is currentlythe largest building programme of newhospitals in the history of the NHS. PeterBurroughs, capital investment director,explains: “In most PFI schemes, includingour new hospital, the private sector partnerobtains the funds to finance the projectfrom the private sector and then uses itscommercial acumen, management skills andinnovation to deliver the building on time

and on budget. The private sectormanages all the construction risk andassociated costs.”

UCLH effectively has a mortgageon the new hospital for 35 yearswhich starts when the first phase ofthe new hospital opens in 2005.Health Management (UCLH) plc isresponsible for the maintenance andrepair of the building over the 35year period and also provides non-clinical services including catering,security, portering and laundry.

If you have a question about thenew hospital emailnewhospital@uclh.nhs.uk

9

NHS Knowledgeand SkillsFramework–your questionsanswered“The Knowledge and Skills Framework (KSF) is a keypart of Agenda for Change,” explains Angela Watts,project manager for Agenda for Change. “It provides aframework to describe the knowledge and skills thatan individual member of staff needs to use so theycan do their job. The KSF is also a tool to supportthe process of annual development reviews for allmembers of staff and recognises that we all needsupport and development to carry out our jobconfidently and efficiently.”

How will KSF outlines for individualmembers of staff be formulated?Every post has a subset KSF outline (minimum knowledgeand skills needed to do a job safely) and a full KSF outline(knowledge and skills needed at full development). Youand your manager will then agree a personal KSF profileshowing how you compare with your job's KSF outline.This will help you identify and review your training needswith your manager during your development review. APersonal Development Plan will then be agreed to enableyou to continue to develop your skills further.

Key points to KSF outlines:• A KSF outline is made up of

dimensions or competencies. There are six core dimensions (these feature in everyone's joboutline) and 24 specific dimensions(only some of these are chosendepending on the requirements of the job)

• Core dimensions include communi-cation; quality; serviceimprovement; personal and peopledevelopment; equality and diversity;and health, safety and security

• Examples of specific dimensionsinclude transport and logistics,people management, assessmentand care planning, andinterventions and treatments

• All dimensions have four levels.Each post will have a set level atwhich a member of staff will haveto apply that particular knowledgeor skill

What happens next?The annual development review date will be individualisedand should take place three to six months prior to the staffmember's increment date.

In most years, pay progression will take the form of anannual pay increase from one pay point in a pay band tothe next (unless there are serious concerns about how anindividual is undertaking the current roles). However, attwo points in each pay band, known as 'gateways'– access to higher points will depend on staff demonstratingthe application of knowledge and skills to a defined level.

• When you meet your post's subset KSF outline you willprogress through the foundation gateway

• When you meet your post's full KSF outline you willprogress through the second gateway

Once through the second gateway staff would thenprogress to the top of the pay band provided theycontinue to apply the knowledge and skills contained inthe KSF outline for the post. At this point, the staffmember is potentially ready for promotion (assuming theyare not at the top of their career ladder) as the full KSFoutline for one post becomes the subset outline for thenext post.

The KSF team have started rolling out training for all staffto introduce them to theprinciples of the KSF, todiscuss what a KSF outlineis and to introduce the new development reviewdocumentation. In addition, line managerswill receive training on how to write KSF outlines.

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agenda for change

What to know more? Contact the Agenda forChange team on x5676 or email Toni Russo,KSF management lead, or Janet Bousquet, KSFstaff side lead.

Good news! In December the EPR team took delivery of thefinal instalment of software needed to enable the Trust to golive with the administrative functionality of the EPR. This marksa major milestone in the project.

By the time you read this article, the Hospital for TropicalDiseases (HTD) will be the first hospital in the country to usethe new Carecast system. The rest of the Trust is due to folllowin April and in due course, it will be rolled out to everyhospital in the London and the south of England. The HTD willbe giving the system a very thorough testing before it isimplemented elsewhere. Staff will use Carecast to provide theadministrative support for all of their interactions withpatients. However, data will also be double keyed intoTotalcare PAS so that we can check everything is workingproperly.

The details of the training schedules were issued earlier thismonth with training due to start on 9th March. All trainingwill be given in the newly-equipped EPR training rooms at 250Euston Road. Please note:

• You can get more information about training from yourlocal Training Coordinator (if you don't know who this is askyour manager)

• Training is mandatory – you cannot use the system until youhave been trained

• If you book to come on training and do not attend yourdepartment will be fined the cost of providing anothertraining session for you

• If you turn up late you will not be able to join the trainingcourse on that day

• At the end of the training there will be a short assessmentthat you will need to pass – if you have problems doing thisthere will be lots of help and support.

EPR headlines

Violence against healthcare staff has risen dramatically acrossthe country over the past two years and with the introductionof the Government's Zero Tolerance initiative, the Trust is verycommitted to ensuring a healthy workplace for its staff.

The Zero Tolerance initiative aims to raise awareness amongthe public and NHS staff that violence and intimidation bypatients, relatives and visitors is unacceptable, and that boththe Government and the NHS are determined to stamp it out.

Here at UCLH, chief nurse and 'violence tsar', Louise Boden,is committed to creating an environment in which staff canconcentrate on their work and where patients, staff andvisitors feel safe.

“As 'violence tsar' I now monitor levels of violence againstour staff,” explains Louise, “and check that everything possibleis being done to ensure their working environment is safe.”

Louise has recently been instrumental in the setting up of anew email hotline for any member of staff wishing to reportincidents of verbal abuse, without the need to fill out aformal incident report form. She said: “I hope staff will usethis email address to alert us to any problems they may be

encountering in their daily working lives.” Emails should besent to zerotolerance@uclh.nhs.uk (please note this emailaddress has changed since last month's Inside Story) wherethey will be registered and logged by the Trust's health andsafety advisor. The information will be monitored by Louiseand will help us to identify key themes and what we need toput in place to support staff. This will operate as a pilot for sixmonths to establish whether this has contributed to ensuringa healthy workplace for all our staff.

John Golden, chair of the Trust's Staffside, is supportive ofthis approach. “Any initiatives which will improve the workingenvironment and safety of staff are very welcome. It isimportant that everyone plays a full role in supporting ZeroTolerance which will contribute to the on-going work toachieve Practise Plus status.”

The Trust's Withholding Treatment policy sets out clearguidelines for staff to follow should they feel threatened. It isa simple, three-step procedure for staff to follow if they feelthreatened by consistently violent and/or abusive patients.

improving working lives

In the second of our series of articles on ImprovingWorking Lives (IWL) Inside Story takes a look at what hasbeen done to make UCLH a safer place to work

Making your working environment safe

The first element of the EPR programme in theatres isscheduled to go live on 14th March. All theatres acrossthe Trust will be replacing their existing systems withTheatre Manager, from PICIS. This will bring all theatrescheduling and documentation onto one place for thefirst time. Theatre Manager will initially be linked toTotalCare PAS, and then to Carecast (the new EPR) onceit goes live, to save dual entry of patient information.Theatre staff are aiming to enter all theatre informationin real time, as operations are being performed. Laterstages of the project will bring patient tracking intheatres, more accurate costings, additional clinicaldetails and anaesthetic monitoring into the EPR.

11

Staff invited to join UCLChamber Music ClubThe UCL Chamber Music Club is keen to hear from any Trust staff who would liketo become a member. Since 1952, theclub has promoted the performance andappreciation of classical music throughtermly series of free, public concerts co-ordinated by the club's committeemembers. Performers are drawn fromthe club's membership with occasionalrecitals by visiting professionalmusicians. The repertoire ranges fromthe early Renaissance to the contem-porary, including the performance ofworks composed by club members.

The UCL Chamber Music Club hasfacilities for practice and a music library.Membership of the UCL Chamber MusicClub is open to all Trust staff, UCLemployees and its affiliated institutions,and UCL students. Concerts are open tomembers and non-members alike.

For more information visit the club'swebsite at www.ucl.ac.uk/chamber-music

Take a look at the fantastic 52 Club!For those of you who haven't yetmanaged to visit the newlyrefurbished 52 Club - take a look atthese photos! As you can see, theclub has undergone a dramatic face-lift which has improved the facilitiesavailable for you.

The fitness area has been expandedby adding a conservatory, extendingthe old fitness area and convertingone of the two squash courts into a two floor fitness area. This hascreated a much more modern, larger and better-equipped facility.

Improvements include:• 28 pieces of cardiovascular

equipment• 10 strength machines• Two full sets of free weights and

benches• Stretching area• Retiled swimming pool• Upgraded air conditioning system

Thanks must go to the generous contribution made by the Trustees for the UCLH Charities, without which therefurbishment would not have been possible.Peter Burroughs, chairman of the 52 Club's management committee, said:

“This is a major step forward for the club, which now provides fitness facilitiesto rival the very best in the private sector. But this is just the start as thecommittee has yet more exciting plans for the club. We aim to provide theTrust's staff with a range of high-quality fitness and social amenities in a relaxingand friendly environment. We hope these developments will encourage evenmore staff to visit the club.”

Jason Hall, general manager of the 52 Club, said: “The fantastic improvementsmade to the club enable us to continue our quest to exceed our members'expectations in offering a state-of-the-art leisure facility. The industry-leadingstrength and cardio equipment we now have brings a whole new dimension to 52Club exercising and gives trust staff an unmatched value for money product. A visitto the club is really the only way to see the transformation so why not come downand take a look around.”

This month, Inside Story has teamed upwith Napiers Herbal Health Care, whichcombines a traditional herbal dispensarywith a store and complementary healthclinic, to offer one reader the chance towin two treatments. The clinic in GoodgeStreet offers a full range of treatmentswith registered practitioners in a numberof disciplines including massage, nutritionand reflexology.

The winner of thecompetition will beable to choose twotreatments from

the following:• Allergy test or consultation with

a Homeopath• Consultation with a Bowen therapist• Life coaching consultation• Consultation with a medical

herbalist• Reflexology or Reiki treatment• Thai yoga massage• Therapeutic massage

To enter, all you have to do is answerthis simple question:

• Who at UCLH will be projectmanaging the new London-widemobile x-ray unit to help control thespread of TB?

Entries should be emailed tocompetition@uclh.nhs.uk (in the Trust'saddress book) or via internal mail toFebruary competition, CommunicationsUnit, Ground Floor, John Astor House,Foley Street.

Entries close on 4 March 2005.

Designed and produced by Andrew Younger & Associates

020 8995 8787

Photography by UCLH clinical photography department

Inside Story is produced by theCommunications Unit at UCLH. If you have any news, views, orstories, send them (with photos if you have them) to: Marisa Deanat Trust HQ, John Astor House,Foley Street, London W1W 6DN orcontact her on x4386 or by emailmarisa.dean@uclh.nhs.uk

28 February

Think Clean Day

24 March

Launch of mobile x-ray TBproject (World TB Day)

4 April

New emergency number,2222, goes live across the

Trust

19 April

The new £422m UCH isformally handed over to the

Trust

If you have any events toinclude in the diary, contact

the communications teamon x9897.

.