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.

Chief Executive's Message

Blog - 15th September 2017

Date: 15 September 2017

Time: 17:30

mark

Hello and welcome to my fortnightly blog.

As you will be aware throughout August I have spent a lot of time meeting colleagues to gain their valuable and insightful input and feedback which will help shape the future of the Trust. Once again, I want to say thank you for the warm welcome I’ve received and for your honesty.

The engagement sessions focussed on three main questions and the responses captured the enthusiasm, energy and commitment we have to make Portsmouth Hospitals a better place for both our patients and our staff.

Below gives an overview to the responses received:

  • What one thing do we need to change?  Staff responded in their hundreds and, as can be seen from the pictorial summary, the feedback highlighted key areas for improvement.

 

  • What one thing can I do to help you do your job more effectively? Responses demonstrated the importance of openness, trust and clearly defined plans.

  • What’s your ambition for Portsmouth Hospitals NHS Trust? Feedback from this question brought out the passion we all have to make the organisation a better place to work and provide exemplary levels of care to patients.

What next?

Bringing all feedback together we have now grouped responses into six key themes and are committed to delivering a number of actions that will ensure we provide the very best care for our patients, and to our colleagues. Below outlines some direct quotes collated from staff feedback and the actions we will take to improve things during the coming months.

Quotes from feedback received include:

“We should listen, share our vision, work as one multidisciplinary team, support and coach our staff”

“Change the 'we can't because' culture”

“Communication and having a plan and stick to it, not constantly changing it”

“Follow through and act after you have listened”

“Lack of consistency across the organisation to effectively ensure all our leaders are performing”

Key actions we commit to:

  • We will continue to strengthen the ways in which our senior leaders engage directly with frontline staff to involve them in decision making and allow us all to take action to improve both staff and patient experience
  • Have honest and open conversations and use the Listening into Action methodology to work together to solve the challenges we face
  • Develop a set of leadership behaviours that ensure expectations are clear and appropriate behaviours are held up as exemplary or addressed where appropriate
  • Recruit, future managers and leaders based on our values and behaviours
  • Provide a management and leadership programme aligned to our organisational priorities and focus on developing a coaching leadership style

Quotes from feedback received include:

“The culture of complaints, ……… a vital opportunity to learn from someone’s experience and use this to improve standards of care for future patients”

“Reducing silo working and promoting a positive learning culture and taking forward quality improvement initiative”

Key actions we commit to:

  • Review and update our systems and processes for responding to all patient feedback, to ensure we learn, develop, share and change practice, where required
  • Develop a more formal structure that recognises and celebrates what we do well and share good practice between teams
  • Nurture colleagues to make improvements in their own areas of work, as well as providing them with the skills, techniques and support to do so.

Quotes from feedback received include:

“Aligned personal commitment, accountability and responsibility of the senior leadership”

“To become “one” hospital…… we do not always work as a joined up team”

“Be clear about our priorities and be realistic about what can be done”

“Have a clear plan that all staff are aware of and focus on, with stability at top, both with decision making and financially”

Key actions we commit to:

  • Build a stable senior leadership team
  • Develop, with the input of colleagues, a clear organisational strategy which clearly sets out our vision, priorities and organisational objectives
  • Communicate a set of clear organisational objectives and ensure these are translated at both team and individual levels to ensure effective delivery
  • Ensure we deliver on our promises through an effective performance management system designed to monitor, manage and support delivery.

Quotes from feedback received include:

“To be more supportive and open to staff coming to work at Portsmouth”

“Recognise the increasing challenge of attracting staff”

“Support and encourage existing staff so that they feel valued, empowered and don’t leave”

“I would like the people that I work with, and work around to be happy within their roles”

Key actions we commit to:

  • Review our recruitment and retention strategy so that we truly understand what attracts our staff to work here and the steps we need to take to retain them
  • Ensure staff departmental inductions happen and meet the needs of new staff
  • Continue to strengthen our focus on staff health and well-being so that they remain well and supported in the workplace
  • Develop compassionate and inclusive leaders that make staff feel valued and supported to provide the best possible care to our patients
  • Act immediately to address any incidents of bullying or harassment and ensure all staff have a clear understanding of our policies and processes

 

Quotes from feedback received include:

“We must be honest about our problems”

“Acknowledgement of problems and how to solve them”

“No sense of common purpose, no belief that we can get better (and will be supported in doing so)”

“The term ‘the Portsmouth way’ is used too often to excuse culture and behaviours”

“Stop blaming, adopt and accept changes as needed”

Key actions we commit to:

  • Develop a culture which supports continuous learning and improvement
  • Ensure all staff know how to and are supported to speak up about anything that concerns them
  • Provide feedback to staff on issues raised
  • Be open to, accept and act on feedback provided, regardless who this is from
  • Ensure our patients feel safe and well cared for in our hospital and all staff understand their role in making this happen

 

Quotes from feedback received include:

 

“Improvements in IT will release time for clinical staff to give the care that is needed”

“Patients not being able to leave hospital when they need to or want to……because their end destination does not exist or they have become medically unwell whilst waiting”

“Improve our patient letters and general administration processes”

“Move towards using new technology on a day-to day basis”

Key actions we commit to:

  • Ensure all health and care services which support our patient community are delivering to enable us to discharge medically fit patients from our acute hospital
  • Improve our clinical information systems exploring ways in which the ‘E’ Hospital programme can be secured through a sustainable funding model
  • Work with clinicians and GPs to improve the way in which we communicate with our patients and document the care and treatment given
  • Support each other to work as one team by improving any process, system or structure that gets in the way of us delivering safe care to our patients

 

These actions will only be met by us all working together and I am committed and hugely excited about the future of Portsmouth Hospitals NHS Trust.

Once again, I’d like to thank you for your continued commitment and hard work to make the Trust a better place for staff and patients.

I’m impressed by the continued efforts to keep patients at the heart of everything we do and in the coming weeks I will detail some of the exciting initiatives to further respond to our challenges and how we are meeting the needs of patients in our care.

Thank you for your continued support,

 

Mark Cubbon

Chief Executive

Email: mark.cubbon@porthosp.nhs.uk

Twitter: @MCUBBON.NHS

 

 

  • Summary:

    Hello and welcome to my fortnightly blog.

  • Category:
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

© 2021, Portsmouth Hospitals NHS Trust