The NHS Institute for Innovation and Improvement website is now being administered by NHS Improving Quality - the Productive Series and other products are still being provided by Delivery Partners and supported by NHSIQ, and all material relating to the Productive Series is still accessible.

The NHS Institute closed on 31 March 2013. If an item you are looking for is not available here, you'll be able to see all publicly available content on The National Archives website:*/
This site uses cookies to help performance and allow us to improve your browsing experience. You can click here to view the cookies we use on this website along with information on how to restrict cookies using your browser settings. By clicking on the Continue button, you accept the terms of our privacy policy on our website.

| | |

Deborah Allen - Junior Sister

Deborah Allen,  Junior Sister
Ward 6, Booth Hall Children’s Hospital

October 2007 

pw patient chartlr.jpgDeborah has been working on Ward 6 at Booth Hall Children’s Hospital for 11 years, as Junior Sister for the last four.  She says of life prior to Productive Ward: “I could see that things needed changing in the running of the ward, but knew that it would be hard to do as a single person.  The real benefit of the Productive Ward initiative has been the team approach – people will get involved because it is for and with the whole team”.

One of the challenges linked with Productive Ward for Deborah and her colleagues on Ward 6 has been the importance of communication around the module framework. Each module is allocated to different members of staff to take a lead on, and so extra care has been needed to make sure that all staff on the ward know of any changes and how they have been managed.  The Ward 6 team have handled this through weekly ward meetings using and referring to the Productive Ward notice board as a focus point, and also with constant word of mouth exchanges.

Deborah was particularly struck by one Productive Ward exercise, the Activity Mapping.  “It was a complete eye-opener.  I did this on a weekend when the ward was quieter, but was still interrupted 35 times in one hour, which multiplied by 7½ hours makes over 250 interruptions on one shift!”

Commenting generally on Productive Ward six weeks into the programme, she feels things have improved markedly, although she concedes: “As a team, I didn’t think it would take up as much time and I’m amazed at the size of the project.  But if it means ultimately that we have more time with the patients, it will all be worth it”.