Childrens Hospital Group- Project Summaries
Clinical Portal - Temple Street, Children’s University Hospital
Q1: What was the inspiration for / intention of the project?
To resolve the issue of multiple log in’s and multiple sources of data to use technology to put the patient back in the centre
Q2: How did you approach the project?
The Project was approached in partnership with the Clinical Community, ICT and Hospital Management
Q3: What would you consider the specific challenges and how did you address these?
There were challenges that fell into different categories:
- Integration – feeder systems * IPIMS
- Technical – Browser Infrastructure DR
- Time – never enough
- Resources – the right resources
- Organisational Goals and Sponsor /Clinical Goals - Balance
- Contributors versus Decision Makers – be clear on governance
- Scope Creep – manage the ask as agility and flexibility important
- Access – in the first instance where – on,off- site bedside etc.
- To keep up with demand for additional functionality and access
Each of these was addressed as you can appreciate differently and at times were very specific to the issue or indeed resources affected.
Q4: Based on your project experience to date what advice would you give to assist others who may be interested in following a similar model of practice?
To spend time understanding what problem you are trying to solve, create a vision which clinicians understand and want to be part off. Involve the clinical community at all times. You will have to embark on the journey without everything you need for the journey be brave take a risk. Understand what delivers value.
Sell, Sell, Sell. Deliver, Deliver, Deliver – Quick Win Roll outs in between larger pieces of work. Be prepared to re-examine and redirect blocks of work. When you are drowning remember why you are doing this in the first instance – for the patient.
Dairín Hines •
T:(01) 8784506 Email:
ENGAGE: Enabling Young People to Accept and Manage a Chronic Diagnosis.
Q1: What was the inspiration for / intention of the project?
The Paediatric Diabetes Service in The National Children’s Hospital, Tallaght looks after over 400 patients under the age of 19. Type 1 Diabetes is a demanding and challenging diagnosis to manage on a daily basis and our team is dedicated to providing a holistic approach that meets the physical, psychological and social needs of our patients.
The main goals of this project are as follows:
1)To listen to the opinions views and experiences of the patients and their families in order to include them in service improvement and development.
2)To more effectively support patients with accepting and managing their diagnosis of Type One Diabetes. This is a life limiting diagnosis which impacts on their day to day lives. They must follow a strict regime which can be challenging for them.
3)To more effectively educate patient and their families in relation to Type One Diabetes and how to manage it.
4)To promote and support good psychological wellbeing within our patients and families while also supporting and promoting good health.
Q2: How did you approach the project?
STAND Programme
STAND: Support Through Art and Networking in Diabetes is an innovative group intervention for teenagers living with Type 1 Diabetes that combines clinical psychology and art therapy. Parallel support group for parents combining therapy and psycho-education facilitated by medical social worker. Social media used to provide participants with support and connections outside of the group.
- Audit by the service: only 10% of teenagers with Type 1 Diabetes have had meaningful conversation with another diabetic. Research shows adolescents with T1D are particularly vulnerable to higher levels of psychosocial distress and lower quality of life
- Commenced February 2016. To date three 6-week groups benefitting 36 14-18 year olds and their parents
- Outcomes due to be published in 2017
- Initial feedback shows improvement in emotional well-being.
- STAND now integral part of care package offered by team
‘DA Clinic!’
Specialised adolescent only clinic introduced in September 2016 that recognises the specific needs of this vulnerable population, focusing on developing autonomy and transitioning to adult services. New model of service delivery established based on feedback including:
- Adolescent only clinic
- No waiting area - instead attend group room for informal chats, games, interaction, refreshments
- Education on diabetes with peers in group setting
- Medical appointments without parents
- Separate area for parents to meet and learning opportunities provided by team
CHOICE programme
‘Education is keystone of diabetes care and structured education is key to successful outcome’ (ISPAD 2014). The aim of CHOICE: CarboHydrateInsulin Collaborative Education is to provide structured diabetes education through an evidence-based interactive, age-appropriate, family-centred 4-week programme.
- Commenced March 2014. To date 7 groups run with a total of 70 children and their families
- Programme facilitated by clinical nurse specialist and dietician.
- Aimed at patients 0-18 years and parents, grandparents, child-minders, carers etc.
- Programme audited and findings show improvement in management and understanding for participants.
ISPAD 2016
In 2016 four team members attended the International Society for Paediatric and Adolescents Diabetes (ISPAD) Conference, Valencia, Spain 2016 and presented 3 poster presentations on research and service initiatives to promote our innovative model of care on an international platform.
Q3: What would you consider the specific challenges and how did you address these?
The main challenges to our project was resources. Each of the team members had the interest, motivation and drive to engage in this project. The difficulties we came across were in relation to finding the time to do the additional work within such a busy service where the day to day care of our patients in the main priority. Not all of the team members work full time within the service and therefor had to balance their other workloads.
Q4: Based on your project experience to date what advice would you give to assist others who may be interested in following a similar model of practice?
The advice we would give to others is to listen to your service users. It is important that the service you are providing is meeting their needs. Feedback from our audits gave us further ideas for development but also informed us about what we are doing well and what is working. Auditing all pieces of our project will hopefully also be fundamental in us receiving further resources of money and staffing when we move to the new children’s hospital in the future.
Helen O'Byrne
Ph: 4142462/ bleep 7175
Email :
Implementation of a Multi-Sensory room in a Children’s Outpatient Department (opd).
Q1: What was the inspiration for / intention of the project?
To provide an environment for patients, families/carers and staff conducive to the physical and psychological wellbeing of children. Three key aims of this project
1. Safety: providing a calm and safe room for distressed children and families.
2. Experience: provide a positive experience for the children and their families reducing anxiety for further attendances.
3. Outcome: through provision of a positive, calm environment children and their families experience a productive appointment.
Q2: How did you approach the project?
Analysed the as is: through review of the service provided identifying the deficits in the service. Children with sensory challenges were becoming distressed while waiting for their appointment with no suitable safe solution.
Explore the possible solutions: Through discussion and research of the best solution to provide a conducive environment for this cohort of patients and families. The best outcome was a specifically designed room.
Develop plans: Communicated with key stakeholders, co ordinate the installation of the specialised equipment and discussed and agreed process for patient access to the sensory room.
Q3: What would you consider the specific challenges and how did you address these?
Engaging and reaching agreement with staff to change their staff room into the sensory room for patient’s.
Q4: Based on your project experience to date what advice would you give to assist others who may be interested in following a similar model of practice?
Identify a suitable size and location for the sensory room taking into account the demand for
this service and thus the capacity to provide the service as and when required.
Email :
Influenza Vaccination Campaign 2016/2017 at Temple Street Children’s University Hospital, Protecting Our Patients
Q1: What was the inspiration for / intention of the project?
Flu is highly transmissible and those who are infected, including healthcare staff, can spread the disease from one day before symptoms begin (while asymptomatic) and for five to seven days after developing symptoms. Flu can cause serious complications such as pneumonia especially in those with long term medical conditions and in children under four years of age.
The aim was to offer the flu vaccination to all staff members working within Temple Street Hospital and the goal was to encourage the update of the vaccine through a comprehensive and far reaching campaign. The hospital set an uptake target of 60% based on headcount of 1,498 staff and the key campaign focus was on ease of access where the vaccine was offered on an ‘anytime, anyplace, anywhere’ basis by peer vaccinators.
Q2: How did you approach the project?
Temple Street’s 2016/ 17 Flu Vaccination campaign was designed by the Nursing and Occupational Health Departments (OHD) and a multidisciplinary group of key influencers including Consultants, NCHDs, HSCPs, nursing and support staff and other patient and client care representatives championed the campaign goals.
The comprehensive campaign to reach the target included the following components;
1)Jabathon launch: Approximately 25% of staff were vaccinated on launch day. ‘SelFLU’ photos were encouraged and shared on TempleNet (intranet) with weekly prizes winners. ‘Pop-Up’ clinics staffed by peer vaccinators were scheduled at locations and times which were convenient to suit frontline staff.
2)Communications: Photo collages of SelFLU shots were displayed in public areas with messages about the link between immunisation and protection of patients. Times and locations of Pop Up clinics were promoted on TempleNet complemented by a barometer which showed the weekly increasing uptake of the vaccination. Overall campaign messages were communicated via screen savers and tweeted from @TempleStreetHos. Campaign messages and clinics schedules were also promoted verbally at the daily nursing huddles.
3)Leadership: The Board of Directors was the first group to be vaccinated three days in advance of the Jabathon launch followed by Consultants and images were shared on TempleNet to champion and promote role modelling. Department and area managers were also encouraged to champion the campaign and in turn all Consultants and NCHDs were encouraged to communicate important campaign messages at Grand Rounds, ward rounds and meetings.
4)Governance: Monthly vaccination uptake reports prepared by OHD were presented to the Board of directors, the Quality & Risk Committee, the Hospital Executive, the Medical Committee and IPC.
Q3: What would you consider the specific challenges and how did you address these?
The main challenge was to maintain momentum throughout the campaign and measures were adapted to overcome this. These included changing times and frequency of pop up clinics, ad-hoc department visits, mannequin challenge late in campaign. Ensuring education far reaching to dispel myths.
Q4: Based on your project experience to date what advice would you give to assist others who may be interested in following a similar model of practice?
Temple Street obtained the ‘Top Hospital vaccination uptake’ with 63.7%; 2016-2017 Mid-season Influenza Vaccine Uptake in HSE- funded Hospital and Long Term Care Facilities in Ireland;
This result showed the commitment and collaboration with individuals from all disciplines within Temple Street.
Lessons learnt from this project:
- Importance of planning
- Difference of collaborative team work
- Effectiveness of role modelling, communication, active promotion of issues regularly renewed.
- Fun campaign can bring joy at work and successful results
During and following the campaign, initiatives shared with other Hospital around Ireland to assist with increasing staff flu vaccination uptake throughout the country.
Sarah Maidment
T: 01 878 4468
E: