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HelenH

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About HelenH

  • Rank
    Junior

Profile Information

  • First name
    Helen
  • Last name
    Hughes
  • Country
    United Kingdom

About me

  • About me
    I am passionate about sharing learning to improve patient safety - using insights from clinicians, patients, patient safety and human factors experts, researchers, leaders, everyone to help make the change we need for a patient-safe future
  • Organisation
    Patient Safety Learning
  • Role
    Chief Executive

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  1. Community Post
    And this got me wondering. Are there national or regional networks of Patient safety managers?
  2. Community Post
    Thank you @Jon Holt. Hadn’t realised they were publicly available
  3. Community Post
    Hi Mary-Jo, a very good question and I’d very much like to know the answer! These providers are known by some informally, but I don’t think have been reported publicly. Maybe hub members know? @Jon Holt would be able to help on this. @Claire Cox do you know? Let’s see if we can collectively source the information to help Mary-Jo.
  4. Community Post
    Thx for your comments. Increasingly others, like yourself, are calling for clinics that takes a more holistic approach regards assessment and subsequent treatment. We’ll be adding our voice to this too
  5. Community Post
    Shocking. Thanks for sharing. How can that be properly informed consent?
  6. Community Post
    Thanks for your comment. That’s a really strong response from the surgeon and confirms what patients have been saying in the U.K. for years.
  7. Community Post
    @Goingviral Thank you, will do, Helen
  8. Community Post
    @Goingviral And re Phase 2 of th portal, we've not heard anything. I was talking with colleagues about that yesterday. We're meeting up with Professor Trish Greenhalgh tomorrow and were going to ask whether she knows any more. @Mark Hughes Let's include in the letter too.
  9. Community Post
    @Goingviral Thank you so much for your post. That's a sorry tale indeed, all rather confusing and clearly evidences that one of the reasons that the clinics are difficult to find, is that they're just not there! We will take up your suggestion and I will write to Sir Simon Stevens today. Do you have a contact in his office that we can follow up with? @Stephanie O'Donohue Let's look at the other helpful contacts suggested and follow up. Talk tomorrow?
  10. Community Post
    @ElspethJ Many thanks. The framework looks really good and we'll add to the hub. There's no mention of an implementation plan with timeline, resources, patient communication and engagement etc. They conclude in their framework : 11. Key First Steps This Framework has been developed to enable organisations to support their planning for recovery and rehabilitation services following the Covid-19 pandemic. We know that there is excellent practice already in place and it is essential to share and build on this across the whole system. A National Advisory Board for Rehabilitation, which will also address the public health aspect of early intervention for prevention will be formed to provide expert advice to the Scottish Government and support leadership in NHS Boards and Integration Authorities. The Scottish Government has appointed a Professional Advisor for Allied Health Professions who will take a leadership and advisory role and will oversee the deployment of the plan across Scotland, feeding back to Ministers and policy colleagues on its implementation. It is anticipated that this work will closely align to existing rehabilitation pathways and strategies and a Once for Scotland Approach will be developed and provide a practical, accessible strategy to deliver quality rehabilitation to everyone who needs it. @Patient Safety Learning Let's add the Scottish framework to the hub and ask on social media (twitter and LinkedIn) what the timescale is for implementation
  11. Community Post
    @Aileen I agree with you, it doesn't seem that GPs are getting the information or support they need. By starting this thread we thought that we'd be highlighting where the clinics were. Seems to be more that we're hearing that there aren't clinics being set up and a general confusion as to who is responsible and what action is being taken. We most definitely will use this insight to write to DHSC, NHSE etc
  12. Community Post
    @Luke Brown 'Bandage not band aid.' Absolutely
  13. Community Post
    Love Claire's 3 things! For me, 1. Physical safety - staff should not be harmed by working in health and social care; whether PPE to prevent Covid 19/HAI, lifting and handling support so staff don't get injured , prevention of burnout through overwork/unsafe staffing levels; sufficient rest time so staff are properly eating and drinking on long shifts etc 2. Safety goals and teamwork - breaking down the professional silos and working in ways that have safety as a common core goal. Everyone can and should contribute to safety with staff supported with skills, training, knowledge and ways of working that promote safety 3. Psychological safety. A just and learning culture must be psychologically safe for staff to speak up for safety, to challenge unsafe care, to call out and address the blame culture and to work in an environment that supports their growth and self esteem. Leaders and organisations providing the space and support for staff to raise difficult issues and demonstrate that the listening leads to action and change (then sharing for wider implementation)
  14. Community Post
    'If reporters don’t get any feedback and can’t see any changes made as a result of reporting, they’re going to stop reporting.' The heart of a learning system is acting on staff and patients' insights on what can be improved and what has gone wrong. If reporting doesn't demonstrably lead to lead to improvement, then what's the point? Reporting just becomes part of accountability not learning. How much time and money do we spend on reporting? What's the value if we don't act on this knowledge?
  15. Community Post
    @Steve Turner I think you raise important issues. We know well the very visible whistleblowing cases. But the ones that reinforce the power imbalance are more seditious - the quiet underhand reminders that if you speak up you’ll be performance managed; the suggestions that people want team players, not trouble makers; the threat of not getting a deserved reference; that someone will make sure there’s a quiet word spoken; that the organisation is more important than the customers; the banter about ‘not being like us’ etc. So difficult to prove. People shouldn’t have to be brave and take huge personal risks to do the right thing. How do we lift the lid?
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