Current visiting times

After suspending visiting earlier in the year, we are now able to offer limited visiting to some wards at the discretion of the nurse in-charge.”

Read more on visiting times...


Messages for loved ones and keeping in touch

We recognise the impact that a long stay in hospital can have on families and the importance of maintaining strong communication.  Our ward staff are keeping in touch with patients’ next of kin directly and our Patient Advice and Liaison Service (PALS) can help pass on personal messages from family and friends.

Read more information about messages for loved ones…

Current visiting times

After suspending visiting earlier in the year, we are now able to offer limited visiting to some wards at the discretion of the nurse in-charge.”

Read more on visiting times...


Messages for loved ones and keeping in touch

We recognise the impact that a long stay in hospital can have on families and the importance of maintaining strong communication.  Our ward staff are keeping in touch with patients’ next of kin directly and our Patient Advice and Liaison Service (PALS) can help pass on personal messages from family and friends.

Read more information about messages for loved ones…

During your stay in hospital you will meet a number of different members of staff.  All members of staff wear name badges, but if you are not sure who someone is or what they do, please feel free to ask them to introduce themselves and explain what they do. 

If you have any questions about your treatment, please ask a doctor or a nurse.

There are lots of opportunities for you to get involved with the Trust, from volunteering to attending our public meetings, our Annual General Meeting or our hospital open day which is held every year.

Our Culture

Last updated: 10 January 2020

Transforming our culture through leadership

It is our ambition that every member of staff takes responsibility for the success of the Trust in delivering continuously improving, high quality, compassionate care to our patients in the communities we serve.

We are delivering a three-year culture change programme based on this model of Collective Leadership. The programme is structured in three phases: Discovery, Design and Deliver and was formally launched in March 2018:

We have recruited “Change Agents” to help us deliver each phase of the programme. The Change Team are our ambassadors and champions for the culture and leadership work, reporting directly in to the Board. They are recruited from across all grades and roles and are offered a series of personal development opportunities to support them.

Phase 1: “Discover”

The discovery phase was led by 15 Change Agents. The team gathered and examined key data and intelligence to identify gaps between what we have now and what we need in order to ensure we deliver high quality, continuously improving and compassionate care.

The team looked at staff surveys, patient feedback, complaints and audits, held focus groups and interviewed Board members to understand what it is like to work at the Trust. They also looked at best practice in other organisations to learn and help shape 26 recommendations, which include the following:

  • More inclusive reward and recognition schemes
  • Developing a clear statement of staff rights and responsibilities
  • Recognising the importance of just saying “Thank you” face to face
  • Investing in improvement capability and embedding this as a core competency
  • Role modelling learning from mistakes and show what we mean by a “learning organisation”
  • Simplifying systems and processes, ensure staff know that they are and apply them consistently
  • Agreeing and implementing a leadership behaviours framework
  • Strengthening communications using effective methods and modernising our websites
  • Investing time and funding in our management and leadership development

Phase 2: Design

The second cohort of Change Agents were recruited led the design phase of the programme. They considered all 26 recommendations from phase one, identifying which ones best supported delivery of our strategic priorities and key workstreams.

The team reviewed 890 pieces of data and talked to 329 staff about their findings, also testing some of their ideas for improvement.

Phase 3: Deliver

The third phase of our Culture Change Programme launched in November 2019 and will run for 18 months.

A new team of Change Agents will be working with staff across the Trust to deliver the proposals agreed during the design phase, supporting the delivery of continuously improving, high quality and compassionate care.

During Phase 2, our Change Agents, using a variety of engagement methods identified that there was variability in relation to the understanding and visibility of recognition schemes. Although these recognition schemes are highly valued by most, for some they are not visible enough or accessible and do not represent the diverse workforce employed across the organisation. Additionally, staff reported difficulty in accessing the corporate led schemes such as Employee of the Month.

As we are now in Phase 3, a full review of our recognition schemes is taking place to ensure the process, communication and award is representative of what staff want to see and is accessible to all. The three schemes that are being reviewed are:

  • Long Service Awards
  • Employee/Team of the Month
  • Pride of Portsmouth Awards

Please click here to complete a short survey.

As well as the survey, Change Agents will be out and about with trolley dashes and feedback postcards throughout January. You can also email change.agents.mailbox@porthosp.nhs.uk

Case Study One

Physiotherapist Ellie Bryan was a Change Agent for phase two of the Culture Change Programme.

Ellie says: “I applied to be a Change Agent as I wanted to try and make the environment more positive for everyone. The Change Agent role allowed me to engage with people from a variety of different departments and bandings.”

Ellie says that throughout the programme she was fully supported by the Organisational Development Team and the Trust Board and implemented her idea of “thank you” cards for staff to give to each other: “The thank you cards have been really well received by staff and is a great way to show compassion to one another and really live the Trust values,” adds Ellie. “Overall, the Change Agent experience has challenged my creativity and organisational skills but has been valuable in building my confidence and for my personal and professional development.”

Case Study Two

Nigel Staff is part of our IT Team. He has been a Change Agent in both phase one and phase two of the programme and says he has been very lucky to be involved. He explains: “I have been involved in change programmes in the past and I have found the approach, support and personal development during this programme to be the best that I have experienced.”

Nigel’s role as a Change Agent means he has worked alongside a wide range of colleagues who share a passion and interest in continually improving the culture of the Trust to benefit both patients and staff. Nigel adds: “Since the start of this programme, the Change Agents have been fully supported by our Trust Board. This is evidenced by their continued personal involvement and willingness to take on‑board and take forward the feedback and recommendations that we delivered.

“If you are an independent thinker who has the interest and belief to support the Trust, patients and colleagues, then I strongly recommend that you find out more about this programme and consider applying for the third phase of the programme, the “deliver” phase.”

 

Case Study Three

Emily Wainwright, Personal Assistant to Dr John Knighton, Medical Director, has been recruited as a Change Agent for phase three of the Culture Change Programme.

Phase three is the implementation stage where the proposed actions from phase two are delivered by the 18 Change Agents.

Emily has been a part of the Trust for seven years, beginning her career as an Apprentice in Surgery and Cancer before going to work for the South Eastern Hampshire Clinical Commissioning Groups: “I missed working in the hospital, I liked having that connection with the patients,” Emily said. “That’s when I decided to come back to the Trust after three years and take up the role of Personal Assistant to the Medical Director.”

After many years of working at PHT, Emily has been given many opportunities to grow herself and wanted to be a part of something that allowed her to develop further. “I am eager to continue to drive myself and am passionate about being part of this change programme,” Emily added. “I am proud to be a part of PHT and believe this is an exciting time with lots of opportunities within the hospital for positive change and improvement. I believe that the engagement and the involvement of staff at all levels are essential and I am really keen to break down any barriers that are identified between staff and leadership as part of the cultural change work undertaken.”

Back to top
Working together to drive excellence in care for our patients and communities Page feedback Tell us what you think

Get in touch

Queen Alexandra Hospital,
Cosham,
Portsmouth,
PO6 3LY

© 2020, Portsmouth Hospitals NHS Trust