Jump to content

All Activity

This stream auto-updates     

  1. Today
  2. News Article
    Doctors need to stop moaning and take responsibility for improving the NHS, the leader of Britain’s medics has said. Ministers have given the NHS a “substantial sum” of money and doctors must now stop blaming the government for all its problems, Carrie MacEwen, Chairwoman of the Academy of Medical Royal Colleges, told The Times. Britain’s 220,000 doctors have a professional duty to make the health service’s ten-year plan work and can no longer “sit on their hands”, Professor MacEwen said. After years in which the loudest medical voices have tended to complain about government funding and staffing levels, she said that doctors should take advantage of a “golden opportunity”. Read full story (paywalled) Source: The Times, 25 February 2020
  3. Event
    Nurses in the early twentieth century were told to practice “unquestioning loyalty and obedience” to their “superior officers” and the hospitals they worked in. But what happened to those nurses who raised concerns about such things as safety, conditions or staffing? An expert panel explores landmark events in the history of whistleblowing, from early trade unions to the Francis Report. The event will bring us up to date with a look at recent research being undertaken at Cardiff University and RCN work on safe staffing policy. Chaired by Professor Ruth Harris (Professor of Health Care for Older Adults, Florence Nightingale Faculty of Nursing and Midwifery, King’s College London. Chair of the RCN Research Society). Further information
  4. Event
    The 8th Annual World Patient Safety, Science & Technology Summit is co-convened with the International Society for Quality in Health Care (ISQua) and American Society of Anesthesiologists (ASA), and the European Society of Anesthesiology (ESA) and will bring together all stakeholder groups to discuss novel solutions to the leading challenges facing hospitals today. We invite international hospital leaders, medical and information technology companies, the patient advocacy community, public policy makers and government officials to join us for our 8th Annual event in 2020 and be part of this momentous event as we share our plans post-2020. The Summit featured keynote addresses from public figures, patient safety experts and plenary sessions with healthcare luminaries, and patient advocates, as well as announcements from organizations who have made their own commitments to reach the Patient Safety Movement Foundation’s goal of ZERO preventable deaths by 2020. Register
  5. Content Article
    Key learning points Education and training of healthcare workers Equip the workforce with the fundamental knowledge and skills of human factors/ergonomics. Support, promote and embed the discipline in the practitioner’s professional training and development. Empower participation in human factor/ergonomic initiatives. Draw on existing expertise. Organisational commitment Comprehensive, resilient, proactive patient safety programme. Safety culture (not punitive to individual). Risk management system. Programme evaluation, meaningful and informative indicators, continuous learning and improvement.
  6. Content Article
    The WHO Flagship Initiative “A Decade of Patient Safety 2020-2030” will: Respond to global movement and latest developments in the area of patient safety. Give due prominence to the concept “First do not harm” and patient safety area of work. Call for political commitment and immediate action at country level. Leverage resources (internal and external/financial and human). Ensure institutional mechanisms within the organisation for coordinated work across departments/divisions, especially with disease-specific programmes.
  7. News Article
    Hospitals in the UK will be among 60 across Europe that will be supported to redesign their systems and ways of working to tackle nurse burnout and stress, under a ground-breaking four-year study. The first-of-its-kind project will see chosen hospitals implement the principles of the Magnet Recognition Programme, an international accreditation scheme that recognises nursing excellence in healthcare organisations. Run by the accreditation wing of the American Nurses Association, the scheme is based on research showing that creating positive work environments for nurses leads to happier and healthier staff and the delivery of safer patient care, in turn improving recruitment and retention. Among the key pillars of Magnet are transformational leadership, shared governance and staff empowerment, exemplary professional practice within nursing, strong interdisciplinary relationships and a focus on innovation. The new study – called Magnet4Europe – is being directed by world-renowned nursing professor Linda Aiken, from the University of Pennsylvania in the US, and Walter Sermeus, professor of healthcare management at Katholieke Universiteit Leuven in Belgium. Read full story Source: Nursing Times, 24 February 2020
  8. News Article
    Mediators want more clinicians to come forward – and lawyers to enable them – to speak directly to patients bringing medical negligence claims against the NHS. Alan Jacobs, mediator at the Centre for Effective Dispute Resolution, told a conference of lawyers that they should do more to encourage discussions between injured people and those allegedly responsible. His call came as figures show record numbers of clinical claims against the NHS went to mediation in 2018/19 – with the majority of mediations resulting in damages being agreed on the day. Jacobs, speaking at the Claims Media conference in Manchester, said the challenge now is to ensure medical professionals volunteer to take part in the process. "It allows an apology to be given face to face and allows explanations to be given," he said. "It is also an opportunity for the clinician to have a discussion, sit down with the claimant and answer questions and concerns. It can be tremendously important for a claimant to vent and express their frustrations and for the trust to hear that." Both claimant and defendant lawyers agreed on the merits of bringing doctors in to the room, but stressed this was not always a realistic aim. Barrister Daniel Frieze, head of the personal injury team at St Johns Buildings, said: "Often it is too late and there is too much water under the bridge. Claimants are very stressed and it may be counter-productive for them to face the other side. I know the idea is of being collaborative but I’m not sure that’s necessarily always true." Read full story Source: 21 February 2020, The Law Society Gazette
  9. News Article
    The number of nurses in schools has fallen in recent years, prompting fears that pupils’ lives are being put “at risk”. Teaching assistants are being asked to carry out medical interventions, such as injections, without adequate training or support, the GMB union, which represents school staff, has said. Data, obtained by the GMB union through a Freedom of Information request, shows the number of school nurses has fallen by 11 per cent in four years – from 472 in 2015 to 420 in 2018. Karen Leonard, National Schools Officer at the GMB union, said: “The uncomfortable truth is that in too many schools children are not getting the medical support they need.” Ms Leonard added: “School staff should not administer medicine unless they feel fully confident in their training and lines of accountability, but often they are placed in uncomfortable situations." “This is a highly stressful state of affairs for children, parents, and staff, who fear they will be blamed if something goes wrong. It is not alarmist to say that lives are at risk.” Read full story Source: The Independent, 23 February 2020
  10. Yesterday
  11. Content Article Comment
    Thank you.yes all valied points you make there. I have found since feeding back to matrons and people in charge that they have been responsive on the most part. The hardest bit is that they inform me we can’t change people’s personalities. Which of course I am aware of. But this i regarding professionalism and safety so a standard of practise should be meant. I have highlighted to the managers that when staff sign my form,it states they have to sign they have inducted me, for this shift I would not let it be signed and have raised concerns that have been listened to by my agency. Who have been wonderful. I think these experiences shouldn’t put people off agency but i understand why it does. perhaps bank nursing is the way forward to obtain safer environment. Sort of home grown staff, who are Fimiliar with trust etc.
  12. Content Article Comment
    What a truly worrying account of working within the ward on an agency basis. Whats more concerning is that you showed interest in completing a basic orientation and in gaining further information relevant to your role that day and were still met with a brick wall from the staff on duty. I have never worked agency for this exact concern and again now probably never will. Clearly, any nurse would wish to have a basic idea of of the skills that those working around them have with regard to patient care and also, having an experienced agency nurse is worth their weight in gold. Though I also have not worked within an acute trust ward for some time, I would be mortified if someone made these concerns to me with regard to working anywhere within my organisation, especially if I was within a management position such as ward matron as you discussed - very worrying indeed. Where's your knowledge of the NMC Code ward? Where's your compassion to each other? Where's your concerns for patient safety? My concern also lies with those who are mentors, are they enabling student nurses, physio's, OT's to work in this sort of environment? If so where will this lead the future of the nursing workforce. Well done for struggling through even in this terrible situation and getting to the end of the shift with your patients all well and stable, I am sure the patient's and their relatives would be mortified to hear of staff being subject to these sort of working conditions and I believe a discussion with the ward in question is the least the management could do as they are lucky you've been so willing to adapt and try to speak up.
  13. Content Article
    Recently Dr Peter Brennan tweeted a video of a plane landing at Heathrow airport during Storm Dennis. I looked at this with emotion, and with hundreds of in-flight safety information, human factors, communication and interpersonal skills running through my head. I thought of the pilot and his crew, the cabin crew attendants and the passengers, and how scared and worried they would have felt. On a flight, the attendants will take us through the safety procedures before take off. We are all guilty, I am sure, of partly listening because it is routine and we have heard it all before. Then suddenly we are in the midst of a violent storm and we need to utilise that information! We ardently listen to the attendants instructions and pray for the captain to land the plane safely, which he does with great skill! I now want to link this scenario to the care of our patients in the operating theatre. They are also on a journey to a destination of a safe recovery and they depend on the consultants and the team to get them there safely. Despite being routine, we need to do all the safety checks for each patient and follow the WHO Surgical Safety Checklist as it is written: ask all the questions, involve all members of the surgical team, even do the fire risk assessment score if it is implemented in your theatre. The pilot of that flight during Storm Dennis certainly did not think he was on a routine flight. He had a huge responsibility for the lives of his crew and many passengers! We can only operate on one patient at a time. Always remember, even though the operation may be routine for us, it may be the first time for the patient – so let's make it a safe journey for each patient. Do it right all the time!
  14. Content Article
    The NHS Patient Safety Strategy, published in June 2019, sets out three strategic aims around Insight, Involvement and Improvement which will enable it to achieve its safety vision. It defines the Involvement aim as ‘equipping patients, staff and partners with the skills and opportunities to improve patient safety throughout the whole system’. A key action associated with this aim is the creation of a system-wide patient safety syllabus which is capable of ‘producing the best informed and safety-focused workforce in the world’. The Academy of Medical Royal Colleges (AOMRC) has been commissioned by Health Education England (HEE) to develop a new National patient safety syllabus. The Academy has now published its first version of this for review and feedback. At Patient Safety Learning, we’ve been working with the AOMRC and HEE in the initial stage of development to share our thoughts on the initial proposals in this syllabus. Now that this has been formally published for consultation, we want to share our draft submission with hub members for comment and contributions, ahead of submitting this by Friday 28 February 2020. The consultation process provides the option to feed back as part of an online survey, however we felt that the 500-word character limit was too limited to provide comments on such an important topic. Our draft submission document will be submitted by email. We hope that many others committed to improving patient safety also do so. It’s very important that the syllabus acts as a key driver for achieving a step change in patient safety across the NHS. NationalPatientSafetySyllabus_DraftConsultationSubmission.pdf
  15. Content Article
    Six months ago, I left my band 7 managerial role to work as a band 5 agency nurse on the wards. Despite the band drop, this move has financial advantages which will help me to achieve some personal goals. Signing up After successfully completing the recruitment process, I am asked to attend mandatory training. This includes basic life support, manual handling and infection control. The usual, run of the mill stuff. I can book shifts a week or a day in advance, but these shifts can change to any speciality or department in the hospital, depending on staffing levels. I book my first shift after six years of having not worked within a ward setting. An unsafe start I turn up to the shift and introduce myself to be met with a mutter. The team and I receive handover and I am allocated my bay of patients. I notice I have twelve patients, three more than the other nurses. I reiterate this is my first time here and that I haven’t worked in ward work for some years. I ask if it would it be possible for someone to show me around – resuscitations trolley, toilets, codes to the drug cupboards. General housekeeping. I receive a grunt and a point, followed by some numbers hurled at me, along with keys. Ok, perhaps they’re just not morning people. I will give them the benefit of the doubt. Off I go to introduce myself to my patients and to immediately make use of my prioritisation skills, escalating any concerns I have to the seemingly disengaged shift leader and (more helpful) doctors. I find that my patients are acutely unwell and in need of a lot of care. I have to remind myself of my 13 years’ experience and how good I am at communicating, reassuring myself I will be ok. Hours later and still no toilet break Seven hours later, hungry and in need of a wee, I ask my shift leader if she could cover me so I can take a break. I am met with, ”your patients are too unwell for you to leave them for 15 minutes, and I don’t have the staff to cover you”. Followed by the ultimate toxic saying within the NHS, ”that’s just how we do it here, always have”. I start to feel neglectful that I would even have thought to have a drink and pass urine. Ten hours pass and still I haven’t had any water or a wee. Three emergencies have taken place without me even having had a proper induction. I take solace in my bond with my patients and lovely doctors who understand how it feels to be isolated and new to an area. Speaking up Perhaps out of dehydration and kidney shut down, I find the voice to politely approach the other nurses and shift leader. I explain that my patients are now stable and highlight my own personal fluid needs. I mention that I still haven’t received an induction. No one has asked me my skills or background nor if I know how to use the different IT systems (drug charts are now on computers). Again, I am met with, “well you choose to be agency, we just all get on with it here”. These are words that frighten me. It isn’t safe to get on with it. I felt out of my depth, overwhelmed, deprived of basic human rights and unwell. Losing confidence Then, a patient’s relative approaches me to say, ”I didn’t want to trouble you as you were running around looking so busy, but dad has chest pain”. At that point my heart breaks. How have I given the impression that I am the unapproachable one on this ward? Have I neglected this poor man? The same man who had cried with laughter at a joke I had made about some TV show we both watched the night before while I was catheterising him. Protocol follows and I investigate his chest pain. No acute cause. Phew. I still leave his side feeling that I am terrible at this. The end of my shift approaches, still no break, still no water or food. Handover time… I introduce myself to the night team. Finally, someone kind welcomes me to the ward. They tell me they all feel like they are doing a bad job and not giving satisfactory care. I think they are trying to reassure me. I cycle home in tears; shattered and broken. The next day I have serious doubts about my own ability. I call my agency and have a long chat with my recruitment consultant (who has never set foot inside a hospital and works on commission). His response? ”Well, you don’t have to go back”. I start to have serious doubts about my choice to work in this way and feel even more perplexed that our wards and teams have become like this. What a difference a day makes My next shift is in an emergency department. Dreading it, I don’t sleep the night before and I turn up riddled with anxiety about what is to fall upon me. I meet the team and prep myself to ‘kill them with kindness’. Everyone is pleasant and welcoming. The senior nurse asks me about my skills and mandatory training and shows me around. She informs me of their expectations and what I could, in return, expect of her team. It seems so simple, a five-minute job, huddling with your team for the sake of patient safety. But what a huge impact it has on my shift. My patients are more acute, I am busier and still don’t urinate. But I am supported and able to escalate concerns without being gas-lighted. Final thoughts I have now booked all of my shifts on that busy emergency department, simply because of the manager. I respect her management style and her approach to the safety of her unit. She doesn’t use those unhelpful and unsafe words, ”we just get on with it” or ”that’s how we do it here”. Since becoming a bit more settled in this world of agency nursing, I have spoken with matrons and lead directorate nurses within this trust about my experience. Often met with, ”what can I do about that?”. But sometimes met with, ”I will look into how that particular ward manages staff safety”. The latter leads on to better patient safety. Key learning points Inductions to new staff in new areas, should be mandatory. It should be the nurse in charge's duty to support junior staff. Doing safety rounds and checking in on all staff would help to manage workload, support flow and build confidence and reassurance among staff on duty. Safety huddles at the beginning, middle and sometimes end of each shift are a simple way of combating so many of the patient safety issues raised in this account. Early warning scores should be displayed and visible for all professionals on duty. They should be checked regularly and actioned accordingly.
  16. Content Article Comment
    Thank you. Yes it scared me too. I did feedback to my agency who were very supportive and like you advised me to get in contact with matron and guardian. Which I did. However this was in my own/unpaid time. ( which I think would put a lot of agency nurses off doing so) patients I think are at risk with transient staff. Though the wards are only in need of transient staff if staff shortages. These staff shortages are due to retention, unpleasant work environment, national shortages of nurses. Lack of development. so potentially rentention and staff happiness is also a very important part of safety
  17. Content Article Comment
    Hi @Martin Hogan that has really scared me. I haven't done agency work, now i have read this, I'm not sure I ever will. The ward you worked on sounds as if there is a disaster waiting to happen. As an agency nurse how empowered are you to speak up? As an agency nurse are you able to use the FTSUG (freedom to speak up guardian) at that Trust if you are not an actual member of that Trust? I wonder if patients realise the risk that transient staff pose if they haven't had appropriate induction. Thanks so much for posting..... I look forward to hearing more
  18. Content Article Comment
    i look forward to hearing your thoughts of my blog and would be very interested to here other people’s experience, with locuming and agency work. What works well/ not so well?
  19. News Article
    Nurses will be trained to perform surgery under new NHS measures to cut waiting times. Nursing staff will be urged to undertake a two year course to become “surgical care practitioners” as part of the drive to slash waiting times but critics have warned it will worsen the nursing shortage. Nurses who qualify will be tasked with removing hernias, benign cysts and some skin cancers, according to the Daily Mail. They will also assist during major surgeries such as heart bypasses and hip and knee replacements. The re-trained nurses will be tasked with closing up incisions after operations. The proposals are contained within the NHS’s People Plan, due to be unveiled next month. Lib Dem health spokesman Munira Wilson said: "This is a sticking plaster solution to very serious staffing crisis across our NHS workforce.'" However the proposals were backed by Professor Michael Griffin, president of the Royal College of Surgeons of Edinburgh. He said: "We are totally supportive of this. We have very little anxiety about this.” Read full story Source: 24 February 2020
  20. Content Article
    I used to work for the World Health Organization (WHO) helping to establish its patient safety programme over 20 years ago. So it’s a real privilege to be invited back to a three day meeting at WHO to help contribute to the development of its 2020-2030 Global Patient Safety Action Plan. Going into this meeting the key questions in my mind are: What have we learned about patient safety in the last 20 years? Why harm is so persistent? What impact has the global commitment to patient safety had in reducing harm? What approaches to patient safety are having the most impact? How can we be more effective share learning for safer care? My aims in attending this are to: Contribute to the meeting, pressing the importance of patient safety being considered as a core purpose of health and social care. Highlight the role of the six foundations of safer care that we have identified in A Blueprint For Action, especially the promotion of shared learning via the hub and the need for standards for patient safety. Promote Patient Safety Learning’s ambition for a patient-safe future and the actions we have identified to address the major causes of unsafe care. Identify opportunities for future collaboration. Support the G20 focus on patient safety as a social movement and drawing more attention to the economic impact of unsafe care. Meet up with international leaders in patient safety and WHO experts and staff. I’ll be tweeting and blogging across the three days so we can all #share4safety. Best wishes, Helen @helenh49
  21. News Article
    Today, Sir Liam Donaldson is chairing a patient safety meeting at the World Health Organization (WHO) 'A Global Consultation – A decade of Patient Safety 2020–2030' to formulate a Global Patient Safety Action Plan. His introductory address this morning focused on the task ahead – to maintain the World Health Assembly resolution momentum and patient safety as a global movement. "Patients are not empowered to prevent their own harm", Donaldson said, as he highlighted patient stories of unsafe care and the alarming parallels of patient and family experiences across the world. So where is the power? Donaldson went on to to highlight how the six current power blocks are not doing enough to improve safety and that we need to engage and motivate these power blocks to achieve change: Designing of health systems – we have not seen much evidence of systems being designed for safety. Health leaders are not using their power to lead for reduced harm. Educational institutions – these have to happen faster to train staff in. Research community – has patient safety research led to sustainable reduction in risk? Data and information – how has this improved patient safety? Industry – pharma doing very little on medication packaging and labelling; medical devices industry also could do more.
  22. News Article
    Patients in need of a new hip or knee are increasingly being left in agony for more than a year, an investigation reveals. The number of patients forced to endure such waits has risen by more than 50% in 12 months, NHS data shows. Charities said that the findings were "devastating", with thousands of people left in pain and misery, with some left house-bound, and younger patients unable to work, as they waited for NHS help. The figures show that in 2018/19, 55,251 patients waited at least 18 weeks for hip and knee surgery – a more than doubling from 25,704 such cases in 2013/14. In total, 2,889 patients were left waiting at least 12 months, up from 1,863 a year before, and 780 cases five years ago. Experts warned that even these figures from NHS Digital are an underestimate, as they only measure the wait from the point a hospital doctor decides that surgery is required, not from point of GP referral. Read full story Source: The Telegraph, 22 February 2020
  23. News Article
    The number of patients stuck in hospitals because they could not be transferred is at its highest quarterly level since 2017, reversing years of progress amid ongoing crises in health and care services. “Delayed transfers of care” – often known as “bed blocking” – rose in the mid-2010s as austerity hit council-run adult-care services, meaning hospitals were unable to discharge patients into the community. The number of “delayed days” in the NHS increased from an average of 114,000 a month in 2012 to more than 200,000 in October 2016, before extra funding and higher council taxes brought the numbers back down. But the latest NHS figures show the problem is returning. December 2019 saw 148,000 delayed days across England, 15% higher than the same month a year earlier. The combined figures for the last quarter of 2019 were the highest in two years. Read full story Source: The Guardian, 23 February 2020
  1. Load more activity
  • Newsletter

    Want to keep up to date with all our latest news and information?

    Sign Up