Changing an ingrained culture: Improving the safety of oxygen therapy at University Hospitals Bristol NHS Foundation Trust.

Oxygen is one of the most commonly administered drugs in UK hospitals. Our quality improvement project aimed to increase the safety of oxygen therapy at University Hospitals Bristol NHS Foundation Trust. We aimed to increase the rate of oxygen prescribing and increase the percentage of nurses signing appropriately for oxygen titration and administration. We hypothesised this would result in a higher percentage of patients achieving their appropriate oxygen saturations. Our project ran on several acute medical and surgical wards. We tested several interventions with a plan, do, study, act method of continuous data collection. We firstly focussed on the education of junior doctors and then the wider multi-disciplinary team with a trust-wide "safety focus". We utilised patient safety systems already in place in the hospital, such as the clinical risk register and incident reporting system. We also trialled an intervention that was successfully implemented by another group in a different trust in the UK. Oxygen prescription increased from 44.4% to 76.9% over the duration of the project. Appropriate nursing signatures increased from 26.6% to 60%. The number of patients achieving appropriate target saturations rose from 61.8% to 76.7%. The most successful interventions were the trust safety briefing and oxygen safety hangers. Our project has showed the importance of integrating new projects within safety schemes already available. Persistence and careful intervention are key to changing strongly engrained cultures in large organisations. Interventions that have proved to be successful in other trusts can be implemented to enact change.

Sharing knowledge, saving time: an online toolbox to aid junior doctors.

Junior doctors are too often frustrated by not being able to quickly find information for how to make referrals, book investigations and contact other professionals at hospital. To make matters worse, much of the knowledge gained by doctors throughout the year is lost during the August rotation. There is an unmet need for retaining such knowledge, in order to facilitate a smoother and safer handover. We set up the "Doctors Directory" at our trust; a website run by junior doctors, providing specific, up-to-date information relevant to other junior doctors within the trust. Whilst providing day-to-day information, it also contains a "survival guide" for each hospital firm. We surveyed junior doctors before and after the implementation of this site. 81% of FY1s surveyed have used the site. Of the doctors that had used the site, 94% found it helpful with a mean self reported time saving of 39 minutes a day. Whilst still in its infancy, the site now has mobile access, and has an average of 60 hits a day. Quality improvement projects such as this are readily scalable to other hospitals and have enabled junior doctors to waste less time finding how to do jobs and more time actually getting them done.