case study nhs

Guide to case studies

What is a case study.

A case study is an in depth focussed study of a person, group, or situation that has been studied over time within its real-life context.

There are different types of case study:

• Illustrative case studies describe an unfamiliar situation in order to help people understand it.
• Critical instance case studies focus on a unique case, without a generalised purpose.
• Exploratory case studies are preliminary projects to help guide a future, larger-scale project. They aim to identify research questions and possible research approaches.

We are often looking to develop patient stories as case studies and these will use qualitative methods such as interviews to find specific details and descriptions of how your subject is affected.

Patient stories are illustrative or critical instance case studies. For example, an illustrative case study might focus on a patient with an eating disorder to provide a subjective view to better help trainee nutritionists understand the illness.  A critical instance case study might focus on a patient with a very rare or uniquely complex condition or how a single patient is affected by an injury.

How do you do a case study?

1. get prepared.

• Be very clear about the purpose of the case study, why you are doing it and what it will be used for?
• Think about the questions you want to answer? What are your research or evaluation questions?
• Determine what kind of case study will best suit your needs? Illustrative, Critical Instance or Exploratory?
• Define the subject of study – is it an individual, a small group of people, or a specific situation?
• Determine if you need ethical approval to conduct this case study – you may be asked to prove that the case study will do no harm to its participant(s).

2. Get designing!

• Finalise your research or evaluation questions – i.e. what you want to know at the end of the study. Limit these to a manageable number – no more than 4 or 5.
• Think about where you will find the information you need to answer your questions.  Interviewing research subjects and/ or observing will likely be the central methods of your case study, but do you need to look to additional data sources as well? For example, desk research or evidence/literature reviewing, interviewing experts, other fieldwork and so on.
• Create a plan outlining how you will gather the information you need to answer your research or evaluation questions. Include a timeframe and be clear that you have the resources and equipment to carry out the work. Depending on the nature of the case study or the topic being studied a case study may require several meetings/interviews over a period of many months, or it might need just a one off interview. What does yours need?
• Decide on the exact subject of the study. Is this a specific person or a small group of people? If yes, plan how you will get in touch with them and invite them to take part in the case study. How flexible can you be in terms of time and travel? Does this limit your access to potential participants?
• Design interview questions that are open and will enable the participant to provide in-depth answers. Avoid questions that can be answered with a single yes or no and make sure the questions are flexible and allow the participant to talk openly and freely.

3. Get recruiting!

• You may have a specific individual in mind, or specific criteria. You will need to invite people to participate and make very clear that they are able to withdraw at any point.
• You will need consent from the participants. Make sure the purpose of the case study, why you are doing it and what it will be used, the methods and time frames are extremely clear to the potential participants. You will need written consent that demonstrates that the participant understands this. Additionally, if you intend to digitally record an interview or take notes, make sure you have permission from the participants’ first.
• If your central method is observation, this will be open observation – the participant must be aware of your presence and agreed to it – you are not allowed to observe without the participants’ permission!

4. Get conducting!

• Interviewing – Agree a mutually suitable time and venue for the case study interview. This may be a one off or the first of many over several months. Make sure the participant is in an environment they are comfortable and able to talk in. Equally important, however is that the environment is safe for you and is conducive to conducting a case study interview – i.e.  If it is a private space, are you safe? If it is a public space make sure it is not too noisy or likely to be affected by interruptions.
• Decide what is the best method of recording the interview information – digital recording is less intrusive and you can engage better in the conversation, than if you attempt to just take notes. Taking notes can mean that your concentration is focused on the writing rather than the listening and you can miss vital points. It can also be off-putting for the participant if there is no eye contact because you are scribing throughout the conversation. However, some participants will not like to be digitally recorded – so it is best to discuss this with them first. If you are digitally recording always test the equipment first. Even if you are digitally recording you will still need to take notes on key points, or things that you would like to investigate further, questions that arise or points at which you don’t want to interrupt the conversation or anything that will not be captured by the recording, such as body language or other observations.
• Depending on the total length of your case study, you might hold a one off interview, interview weekly, once every month or two, or just once or twice a year. Begin with the interview questions you prepared in the preparation and design phases, then iterate to dig deeper into the topics. Ask about experience and meaning — ask the participant what it’s like to go through the experience you’re studying and what the experience means to them. Later interviews are an opportunity to ask questions that fill gaps in your knowledge, or that are particularly relevant to the development of the case study or in answering your questions.
• Observing – recording observation can be done manually – i.e. taking notes – or digitally via a camcorder or similar. It is important to capture detail about the subject/participant and their interactions with others and the environment, their behaviour and other context an detail that is relevant to your questions.

5. Get analysing!

• Write up your notes or transcribe (Interviews), make notes (video) from your digital recording. Remember that if you are transcribing it is important to include pauses, laughter and other descriptive sounds and commentary on tone and intonation to better convey the story. Include the contextual information / the external environment and other observations that are important. Such as when and where the interview took place (you will not necessarily make this public) and any issues that arose such as interruptions that affected the interview or if there were multiple interviews anything of significance that happened in the periods between interviews.
• Thematically code (look for themes) and look for key parts of the interviews that will answer your original questions. Also be very aware that the may be new or unexpected information that has come through the process that is very important or interesting.
• Arrange the notes or transcriptions from the interviews and, or observations into a case study. It is not likely that you will be able to use the transcriptions without reorganising them, but if you are rewriting the story in your own words, be careful not to lose the meaning and language that reflects the participant.

6. Get sign off!

• Once you have drafted your case study make sure the participant(s) have sight of it and an opportunity to say whether you have captured their story and are representing it/them as they would like.

7. Get disseminating!

• More information about disseminating evaluations and case studies can be found on the  Evaluation Toolkit site .
• Remember case studies are not designed for large group studies or statistical analysis and do not aim to answer a research question definitively.
• Do background/context research where possible.
• Establishing trust with participants is crucial and can result in less inhibited behaviour. Observing people in their home, workplaces, or other “natural” environments may be more effective than bringing them to a laboratory or office.
• Be aware that if you are observing it is likely that because subjects know they are being studied, their behaviour will change.
• Take notes -Extensive notes during observation will be vital.
• Take notes even if you are digitally recoding an interview to capture your own thinking, points to follow up on or observations.
• In some case studies, it may be appropriate to ask the participant to record experiences in a diary – especially if there are periods between your interviews or observations that you wish to capture data on.
• Stay rigorous. A case study may feel less data-driven than a medical trial or a scientific experiment, but attention to rigor and valid methodology remains vital.
• When reviewing your notes, discard possible conclusions that do not have detailed observation or evidence backing them up.
• A case study might reveal new and unexpected results, and lead to research taking new directions.
• A case study cannot be generalised to fit a whole population.
• Since you aren’t conducting a statistical analysis, you do not need to recruit a diverse cross-section of society. You should be aware of any biases in your small sample, and make them clear in your report, but they do not invalidate your research.
• Useful resource: ‘Case Study Research: Design and Methods’, Robert K Yin, SAGE publications 2013.

Case studies

Find inspiration for your own evaluation with these real life examples

Guidance from a range of organisations for in-depth advice

Services and support

Knowledgeable organisations who may be able to help you

Training resources

Want to learn more? Our training resources are a good place to start

The Evaluation and Evidence toolkits go hand in hand. Using and generating evidence to inform decision making is vital to improving services and people’s lives.

The toolkits have been developed by the NHS Bristol, North Somerset and South Gloucestershire Integrated Care Board (BNSSG ICB), the National Institute for Health and Care Research Applied Research Collaboration West (NIHR ARC West) and Health Innovation West of England .

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Case studies

The NHS Long Term Plan will make sure the NHS is fit for the future.

Find out through our case studies and films about how the NHS is already making significant changes and developing to better meet the needs of patients and their families through every stage of life.

View case studies by topic:

• Cardiovascular
• Integrated care
• Learning disabilities
• Mental health
• Personalised care
• Primary care
• Urgent and emergency care

View case studies by life stage:

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Case studies

Population health management

Using population health data to underpin transformation change

Identifying and supporting high needs groups in Cheshire and Merseyside through detailed data analysis.

23 November 2023

Driving wellbeing in Merseyside through non-clinical but NHS-run services

Offering socially focused interventions to benefit an entire local community, not just patients of the trust.

A population health management-based allocation of funding in Dorset

Using data to decide how a tranche of national funding should be shared between primary care networks.

Creating community hubs to support local populations

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Mental health

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6 April 2023

Embedding mental health expertise into housing teams

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Population health

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Provider collaboration

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Reducing conveyances of older patients in South Warwickshire

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Expanding capacity and creating green pathways at Croydon Health Services NHS Trust

How Croydon has been able to continue with clinically prioritised elective work and offer assistance to other south-west London trusts.

Working as a system to recover the backlog: Harrogate and District NHS Foundation Trust

How one of North Yorkshire’s leading hospitals is working with partners to tackle the backlog of care.

Restoring elective work and looking to the future at East Sussex NHS Healthcare Trust

How East Sussex has been able to restore elective services by managing its case mix, increasing day-case procedures.

Acting early to restart elective work at Bolton NHS Foundation Trust

How Bolton and system partners in Greater Manchester approached restarting elective services.

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Sunday, January 20, 2019

• Labels: Case Studies , Project Failure

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A steady stream of international nurses successfully delivered for Hillingdon Hospitals

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University Hospital Southampton NHS Foundation Trust »

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Case studies and webinars from health care professionals

Read about how people across the NHS are implementing, using and benefiting from providing online access to patient records. Choose from our selection of case studies, blogs, webinars and articles of interest about enabling patients to view their GP health record information through the NHS App and other online services.

Case studies

Watch a recording of the  accelerating patient online access Safeguarding webinar  presented by Dr James Higgins and Dr Devin Grey, which focuses on reducing harm and safeguarding risk reduction, including the reporting mechanism for safeguarding incidents and improving efficacy.

Read how one practice successfully launched online access to new record information and supported patients whose first language is not English. 

Westbourne Medical Centre switched on patient access to records on 1 March 2022 and was one of our 16 early adopter sites that have worked with us to share their learning, lessons, and the benefits of general practice record access.

Boughton Health Centre have been providing detailed coded access to patient records since 2015.

They are now supporting even more patients to access their records as part of the Accelerated Citizen Access to GP Data programme, as an early adopter pilot site.

Paxton Green (EMIS) is a large practice in London, serving approximately 19,000 patients. In May 2022, it became one of 16 practices to enable online access to prospective record entries as an early adopter (pilot site).  

It had previously offered historic access to all patients upon request but since switching on access 97% of its patients with online accounts now benefit from automatic access to their prospective records. Aeira Marsh, IT Operations Manager, was heavily involved in work to ensure that patients who might be at risk or harm or distress from being given automatic access to their online records were safeguarded.

A selection of webinar recordings which include primary care colleagues who have shared their experiences of giving patients online access to their new health record information, enabling online record access and safeguarding patients. 

Watch a recording of the 5 October General Practice webinar  which included a presentation by Dr Muhammad Akhtar a GP in Morecambe.  The time stamp is 22.50 for the programme update and 26.47 for Dr Akhtar's presentation (requires NHS Future account). 

Watch a recording of the  accelerating patient online access Safeguarding webinar  presented by Dr James Higgins and Dr Devin Grey, which focuses on reducing harm and safeguarding risk reduction, including the reporting mechanism for safeguarding incidents and improving efficacy.  You will require a NHS Futures account to view. 

A TPP-focused webinar on enabling online record access and safeguarding patients.

The session included a discussion between Helen Crowther, National Digital Primary Care Nurse Lead for NHS England, and Dr Tim Caroe, NHS England South East Medical Director Primary Care Transformation and GP at The Lighthouse Medical Practice. This was followed by a presentation from Richard Bowron, business manager, and Jemma Atkinson, practice manager, at Pelton and Fellrose Medical Group. 

The questions from the webinar were collated and have been added to the existing  FAQ document . You can also  watch the recording ,  view the presentation slides  (requires FutureNHS login) and find  further guidance on safeguarding . 

Dr Shammy Noor, GP Partner at Darwin Medical Practice, shares his practice’s experience of offering automatic online health record access, as well as his own experiences as a patient, at the General Practice Webinar in May 2023. Requires an NHS Future account to view.  (10.53 is our programme update and 17.10 for Shammy Noor)

View the early adopter experience webinar  23 March 2023 (requires NHS Future account) and find out how early adopter practices prepared, with top tips for making the process run smoothly. Learn about their different approaches to safeguarding at-risk patients and how improved record access has made a difference to staff and patients.

Patient case studies

Meet some of the patients who access their GP health record through the NHS App and learn more about their stories and why they recommend you use the app yourself. 

Further information

Explore some of the benefits of giving people online access to their health record information via the NHS App.

Our full archive of NHS App blogs.

Last edited: 26 March 2024 2:41 pm

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• Writing a case report...

Writing a case report in 10 steps

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• Peer review
• Victoria Stokes , foundation year 2 doctor, trauma and orthopaedics, Basildon Hospital ,
• Caroline Fertleman , paediatrics consultant, The Whittington Hospital NHS Trust
• victoria.stokes1{at}nhs.net

Victoria Stokes and Caroline Fertleman explain how to turn an interesting case or unusual presentation into an educational report

It is common practice in medicine that when we come across an interesting case with an unusual presentation or a surprise twist, we must tell the rest of the medical world. This is how we continue our lifelong learning and aid faster diagnosis and treatment for patients.

It usually falls to the junior to write up the case, so here are a few simple tips to get you started.

First steps

Begin by sitting down with your medical team to discuss the interesting aspects of the case and the learning points to highlight. Ideally, a registrar or middle grade will mentor you and give you guidance. Another junior doctor or medical student may also be keen to be involved. Allocate jobs to split the workload, set a deadline and work timeframe, and discuss the order in which the authors will be listed. All listed authors should contribute substantially, with the person doing most of the work put first and the guarantor (usually the most senior team member) at the end.

Getting consent

Gain permission and written consent to write up the case from the patient or parents, if your patient is a child, and keep a copy because you will need it later for submission to journals.

Information gathering

Gather all the information from the medical notes and the hospital’s electronic systems, including copies of blood results and imaging, as medical notes often disappear when the patient is discharged and are notoriously difficult to find again. Remember to anonymise the data according to your local hospital policy.

Write up the case emphasising the interesting points of the presentation, investigations leading to diagnosis, and management of the disease/pathology. Get input on the case from all members of the team, highlighting their involvement. Also include the prognosis of the patient, if known, as the reader will want to know the outcome.

Coming up with a title

Discuss a title with your supervisor and other members of the team, as this provides the focus for your article. The title should be concise and interesting but should also enable people to find it in medical literature search engines. Also think about how you will present your case study—for example, a poster presentation or scientific paper—and consider potential journals or conferences, as you may need to write in a particular style or format.

Background research

Research the disease/pathology that is the focus of your article and write a background paragraph or two, highlighting the relevance of your case report in relation to this. If you are struggling, seek the opinion of a specialist who may know of relevant articles or texts. Another good resource is your hospital library, where staff are often more than happy to help with literature searches.

How your case is different

Move on to explore how the case presented differently to the admitting team. Alternatively, if your report is focused on management, explore the difficulties the team came across and alternative options for treatment.

Finish by explaining why your case report adds to the medical literature and highlight any learning points.

Writing an abstract

The abstract should be no longer than 100-200 words and should highlight all your key points concisely. This can be harder than writing the full article and needs special care as it will be used to judge whether your case is accepted for presentation or publication.

Discuss with your supervisor or team about options for presenting or publishing your case report. At the very least, you should present your article locally within a departmental or team meeting or at a hospital grand round. Well done!

Competing interests: We have read and understood BMJ’s policy on declaration of interests and declare that we have no competing interests.

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Archive for the ‘Case study’ category

Date published: 13th May 2024

Reappointment of NHS Resolution Non-Executive Director

Nigel Trout‘s appointment as a Non-Executive Director (NED) of NHS Resolution has been extended from 1 July 2024 to 30 September 2024, or until a new Non- Executive Director is appointed, whichever is sooner. The announcement was made today by the Department of Health and …

Read more [Continue reading] Reappointment of NHS Resolution Non-Executive Director

Date published: 8th May 2024

Fixed Recoverable Costs for Lower Damages Clinical Negligence Claims

On 15 September 2023, the Government announced that it will introduce fixed recoverable costs (FRC) and a new streamlined process for clinical negligence claims with a damages value of £1,501 to £25,000 in England and Wales. This follows a consultation on Fixed Recoverable Costs for …

Read more [Continue reading] Fixed Recoverable Costs for Lower Damages Clinical Negligence Claims

Date published: 16th April 2024

Reappointment of NHS Resolution Non-Executive Directors

Professor Dame Lesley Regan has been re-appointed as a Non-Executive Director (NED) of NHS Resolution for three years, from 6 December 2024 to 5 December 2027. In addition, the appointment of Charlotte Moar as a NED and Audit and Risk Committee (ARC) Chair of NHSR …

Read more [Continue reading] Reappointment of NHS Resolution Non-Executive Directors

Date published: 19th March 2024

Applications open for two Non-Executive Director posts

Ministers are seeking to appoint two new Non-Executive Director (NEDs) to the board of NHS Resolution, one of which will be responsible for Chairing NHS Resolution’s Audit and Risk Committee (ARC). Non-Executive Directors are remunerated at a standard rate of £7,883 per annum, with the …

Read more [Continue reading] Applications open for two Non-Executive Director posts

Date published: 6th March 2024

Experienced actuary appointed as Non-Executive Director at NHS Resolution

NHS Resolution is delighted to announce that Anu Ralhan has been appointed as Non-Executive Director. The appointment has been made by the Secretary of State for Health and Social Care today. Anu has been an independent member of NHS Resolution’s Reserving and Pricing Committee (RPC) since …

Read more [Continue reading] Experienced actuary appointed as Non-Executive Director at NHS Resolution

Date published: 18th September 2023

Fixed Recoverable Costs for Lower Value Clinical Negligence Claims

On 15 September 2023, the Government announced that it will introduce fixed recoverable costs (FRC) and a new streamlined process for clinical negligence claims with a damages value of £1,501 to £25,000 in England and Wales. It is proposed these changes be implemented for claims …

Read more [Continue reading] Fixed Recoverable Costs for Lower Value Clinical Negligence Claims

Date published: 14th September 2023

Emergency Medicine national conference – 9 October

NHS Resolution will be holding an emergency medicine conference on Monday 9 October 2023 at the Royal College of Physicians. The national event, entitled Implementing recommendations: Shared insights to reduce claims in emergency medicine, is to bring together professionals working in emergency departments across England …

Read more [Continue reading] Emergency Medicine national conference – 9 October

Date published: 8th September 2023

New Head of Case Advice appointed to the Practitioner Performance Advice service

NHS Resolution is pleased to announce the appointment of Dr Sarah Coope as Head of Case Advice. The Head of Case Advice is a new, senior role in the Practitioner Performance Advice service, which has been established to further strengthen the efficient and effective delivery …

Read more [Continue reading] New Head of Case Advice appointed to the Practitioner Performance Advice service

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Treading the Learning Path

Find out how ILX Group in partnership with Sussex Health Informatics Service created unique learning pathways to support the delivery of enhanced front-line patient care through learning technology.

In the NHS, IT plays a major role in delivering better services and ensuring that patients get the best possible care. In order to accelerate the delivery of IT systems to the NHS, The Department of Health introduced the National Programme for IT (NPfIT). Sussex Health Informatics Service (HIS) was established in 2004 to provide effective Information Management and Technology (IM&T) services and to facilitate the implementation of the NPfIT across Sussex.

By the very nature of its remit, the highest standard of staff training has always been at the heart of Sussex HIS. ILX were already the trusted digital learning provider of the organisation when, in 2006, demand for staff training increased sharply and the training team began to experience limitations with its existing training provision.

Wendy Dearing, senior lead for training, change & process continuity, and head of Education Training Development (EDT) for Sussex HIS said: "We were using approximately 40 individual learning disks from ILX to provide staff with PRINCE2 training across several sites. However, as demand for PRINCE2 training rose at the same time as the need to provide generic project and programme management skills to staff, we felt that the system needed to be improved. As demand outstripped supply we had the undesirable situation of people having to wait for training, and there was also the cost and inconvenience associated with scheduling large training sessions for staff based throughout the county."

However, the EDT team at Sussex HIS felt that their largest issue was that the existing training system did not allow a central view of staff progress. Each learner had to report progress manually before attending an on-site PRINCE2 Foundation exam.

"We recognised that the key to enhancing the quality and scope of our training provision was to gain central visibility of the access, progress and performance of our 400 staff," continued Dearing.

Sussex HIS approached ILX with their requirements and the company proposed that training be delivered through the ILX Group Best Practice Portal.

To read more download the full case study by clicking here .

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Building more engaged teams in the NHS

How Gateshead Health NHS Trust improved teamwork and reduced absence

It creates a common language that makes it easier to identify strengths and address weaknesses, so that individuals and teams can perform at their highest level.

The Gateshead Health NHS Trust identified that teamwork was one of their major development areas and introduced Insights Discovery to improve communication and collaboration.

We helped the teams to:

• Understand the behavioural preferences of individuals and how these can sometimes clash to cause conflict
• Identify practical actions to take that would help people with different preferences work better together
• Work together to make a more supportive and engaging team environment

One team worked within a particularly stressful unit and suffered from high levels of stress-related absence. After implementing Insights Discovery and taking real steps to promote its application in the workplace,  absence levels were reduced from 40% to 3%.

This team has since won three national awards.

reduction in absenteeism

It is life changing and the teams that I’ve worked with have a new language.

Joanne Coleman

Safeguarding Strategic Lead, NHS Trust

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Improving workforce wellbeing through a staff-led approach

17 May 2024

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The 2021 NHS Staff Survey showed that while staff at Hertfordshire Partnership University NHS Foundation Trust (HPFT) were passionate about delivering the best care for patients, they reported high levels of burnout and exhaustion and there were significant absences related to mental health. To help staff better prioritise self-care, the trust has worked to improve its health and wellbeing package, engaging with staff to update and co-produce its offer. This staff-led approach brought improvements in results across a number of measures for workforce wellbeing.

Key benefits and outcomes

• An increase of 2.3 per cent in staff saying the trust takes positive action to support health and wellbeing.
• 81.5 per cent of staff said they felt a sense of being looked after by HPFT.
• Staff reporting musculoskeletal issues reduced by 3.2 per cent and the trust is no longer an outlier compared to the national average.
• HPFT was ranked in the top five mental health and learning disability trusts to work for in England, measured by staff recommending it as a place to work.

What the organisation faced

Results from the 2021 NHS Staff Survey showed staff at HPFT are highly committed and motivated, and passionate about caring for their patients. However, it also highlighted that staff were often working unpaid hours, coming into work unwell, and scores relating to experiencing musculoskeletal issues were significantly higher than average.

The trust wanted to ensure staff preserved the level of passion and compassion shown to patients, while improving and prioritising their own wellbeing.

What the organisation did

The trust developed a project to create new a wellbeing strategy. This involved staff from the outset through engagement events and staff networks. As a result, HPFT focused its wellbeing strategy and delivery plan on self-care.

One initiative saw the introduction of externally commissioned health MOTs across key sites. Over 10 per cent of staff took up the offer, filling all the slots available at the time. Feedback was very positive, with 93 per cent finding the sessions valuable, 62 per cent saying it had motivated them to make lifestyle changes and 23 per cent saying they had discovered a health issue they had been unaware of.

The trust also held a self-care and wellbeing festival promoting the range of staff support services available, while offering a range of physical and stress therapies to staff on the day. The event also provided more than 1,600 portions of food and almost 1,000 self-care sessions. Feedback was incredibly positive and helped shape a similar winter festival.

Throughout the year, the trust used engagement events, newsletters and its network of wellbeing champions to check in with staff and ensure its offer remained relevant and supportive. The project team also monitored workforce metrics, encouraged staff feedback and evaluated each intervention introduced.

Managers received increased support through training programmes which helped improve confidence in dealing with wellbeing topics including menopause and mental health. 

The appraisal system was updated to ensure it included conversations about wellbeing, as well as personal aspirations and support requirements. Staff induction was also updated to include the importance of self-care and promote the health and wellbeing offer.

Senior-level buy-in was established from the outset. The project proposal was taken to the trust's people and OD group, which was regularly updated on progress using the staff feedback gathered and evaluations of the interventions offered.

Results and benefits

HPFT saw a range of benefits following the introduction of its health and wellbeing strategy including a reduction in mental health and musculoskeletal-related sickness absence rates compared to those recorded in 2021/22. This was further evidenced in the trust’s 2022 NHS Staff Survey which showed:

• A 2.3 per cent increase in staff saying the trust takes positive action to support health and wellbeing.
• Staff reporting musculoskeletal issues reduced by 3.2 per cent and is no longer an outlier compared to the national average.
• 2.5 per cent fewer staff reported working additional unpaid hours.
• 1.5 per cent fewer staff reported feeling unwell as a result of work-related stress.

The Health Service Journal’s analysis of the 2022 NHS Staff Survey ranked HPFT in the top five mental health trusts to work for in England – resulting from the percentage of staff recommending the organisation as a place to work.

Project evaluations also found 70 per cent of staff felt a positive impact from the wellbeing initiatives, while 81.5 per cent said they felt looked after by HPFT and 82 per cent agreed that the wellbeing offer was a perk of working for HPFT.

The project team reports that the example set by staff, managers and senior leaders prioritising their own wellbeing has created a ripple effect, normalising this within the organisation, helping to improve attraction and retention of the workforce and the level of patient care.

Overcoming obstacles

The main obstacles were around resources. The project was run by a small team with limited funding, so the team had to find creative ways of organising and delivering everything they set out to.

Communication was also challenging due to the size of the organisation. It was difficult to cascade messages across a large number of busy staff and was ultimately achieved thanks to the network of health and wellbeing champions who helped spread the information through their channels, as well as the creative use of notice boards.

Talking to and co-producing the new wellbeing offer with staff from the outset was key to the success of the initiative. By using this approach, HPFT achieved great engagement and involvement, reaching large numbers of staff across the organisation. 

It was also important to continue to listen to staff and remain flexible, continuously adapting activities based on feedback received. This ensured the level of engagement remained high throughout while the uptake on the offer continued to be consistently high and well received.

You can learn more about the work in this case study by contacting Louise Thomas, deputy director of people and OD at Hertfordshire Partnership University NHS Foundation Trust, at  [email protected] .

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Small size, big vision

By Philips ∙ Featuring Wye Valley NHS Trust  ∙ Feb 28, 2022 ∙ 5 min read

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Optimization services

Wye Valley NHS Trust is one of the smallest NHS Trusts in the UK. Located in a rural part of southwest England, it provides services via Hereford County Hospital and three community hospitals for Herefordshire, with a population of over 190,000, plus 40,000 patients in Mid Wales.

• 80% of the population lives more than five miles from a market town or Hereford.
• The Trust employs around 3,000 staff.

Case study at-a-glance

Wye Valley NHS Trust

A significant and increasing diagnostic imaging demand, exacerbated by aging equipment and staff shortages

A Managed Service strategic partnership with Philips oversaw a £2 million radiology service redevelopment program that paved the way for a trust’s vision for the radiology department of the future.

• MRI patient throughput increased by at least four patients per day
• Enhanced patient flows in the radiology department
• 60% of equipment replaced within the first two years
• >98% system availability achieved across modalities
• 9/10 overall satisfaction rating

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EDS case studies

NHS England and the Equality and Diversity Council are keen to learn about and share good practice relating to the implementation of the Equality Delivery System at local level and the outcomes that have been achieved for patients and the workforce – across the nine characteristics given protection under the Equality Act 2010 – as a result of your organisation’s use of the EDS.

The EDS/EDS2 case studies below have been submitted by local NHS organisations.

Better health outcomes

• Derbyshire Healthcare NHS Foundation Trust – Cancer Screening in Learning Disabilities
• Peninsula Community Health- Increase the uptake in breast screening of women with learning disabilities
• NHS Midlands and Lancashire CSU & Blackpool CCG: Eye Health Awareness
• Derbyshire Healthcare NHS Foundation Trust- improving services for the Roma community

Improved patient access and experience

• Derby Hospitals- Filming the journey for patients with learning disabilities
• Royal Marsden NHS Foundation Trust: Using equality information to reduce non-attendance at the Diabetic Eye Screening Programme
• NHS Midlands and Lancashire CSU & East Lancashire CCG- EDS is everybody’s business- improving maternity services
• Derbyshire Healthcare NHS Foundation Trust – Improving services for homeless people

A representative and supported workforce

• West Midlands Ambulance Service
• Isle of Wight NHS Trust- Recognising individuals: establishing a LGBT staff and service user network
• South Devon – Employability Hub
• Derbyshire Healthcare NHS Foundation Trust- Flexible working options
• Derbyshire Healthcare NHS Foundation Trust- Tackling bullying and harassment
• North East London Foundation Trust- Staff Networks for BME, Disabled and LGB&T Staff

Implementing EDS2

• South East Coast Ambulance Service- an integrated approach to implement EDS2 and inclusion strategy
• Nottingham University Hospitals- A combined commissioner and provider partnership approach to the EDS2
• Lambeth CCG – Equality in NHS Lambeth, a coproduction approach to using the EDS
• Countess of Chester Hospital NHS Foundation Trust : Involving LGBT stakeholders in equality performance and assessment
• North West Surrey CCG- using EDS2 to set up Equality Objectives

Promoting Equality

• Diamond Cluster Equality Expert Group
• North Somerset CCG
• South East CSU with Merton CCG
• North of England CSU- Supporting Equality Analysis for CCGs
• Southern Health NHS Foundation Trust- Equality Standard
• Sheffield Health and Social Care NHS Foundation Trust: Strategy to Promote and Improve Equality Diversity and Inclusion for Black Asian and Minority Ethnic Service Users and Staff