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Claire Cox

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Profile Information

  • First name
    Claire Louise
  • Last name
    Cox
  • Country
    United Kingdom

About me

  • About me
    Patient Safety Lead at Kings College and Chair of the Patient Safety Management Network.
  • Organisation
    Kings College Hospital
  • Role
    Patient Safety Lead

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  1. Content Article
    The Patient Safety Management Network (PSMN), created in June 2021, is an innovative voluntary network for patient safety managers and everyone working in patient safety. Claire Cox, Quality Patient Safety Lead, King's College Hospital NHS Foundation Trust, looks at how the Network has evolved over the last two years, its achievements and its aims going forward. 
  2. Content Article Comment
    Hi Tom, thank you. I would like to know more about what you are doing - sounds right up my street!
  3. Content Article
    Claire Cox, Patient Safety Lead at Kings College Hospital NHS Foundation Trust, shares a recent technique she used to explain the difference between 'work as imagined' and 'work as done'. Claire's example (a pathway for a patient coming to A&E, who also has a mental health issue) highlights the safety risks of competing guidance and the importance of co-production moving forward.
  4. Content Article
    The latest issue of the Patient Safety Journal is now out.  US patient safety journal brought to you by the Patient Safety Authority, an independent agency of the Commonwealth of Pennsylvania. Each issue publishes original, peer-reviewed research and data analyses and also gives patients a voice. It's mission is to give clinicians, administrators and patients the information they need to prevent harm and improve safety. 
  5. Content Article
    In this blog, Claire Cox, Quality Improvement and Patient Safety Manager at Guys and St Thomas' Hospital NHS Foundation Trust, explains why and how she developed the Patient Safety Management Network. She looks at why the network is needed, what it has achieved so far, its aims for the future and how patient safety managers can get involved.
  6. Community Post
    Years ago I remember never being allowed a drink at the desk. It was against infection control is what I was told. however I do remember breaking the rules and then promptly spilling the drink across the keyboard 🤦🏼‍♀️ As an outreach nurse , we are travellers around the hospital. I know where all the water stations are in each department - the trouble is that there are sometimes a lack of cups. Disposable cups are not environmentally friendly , however if you are a HCP that moves around wards you can’t always take a bottle with you - especially if you are running to an emergency. If you are based on the wards , the culture where I work is that you are able to have a bottle at the desk. working on COVID wards , regular breaks were taken as hydration was much more focussed on than ever before. Not sure who controls the heating in all hospitals, but turning that off in the summer would help!!
  7. Content Article
    Since her last blog for the hub, Claire has moved away from clinical practice as a critical care outreach nurse and has entered the world of patient safety management in a new Trust. Coming out of a second lockdown, Claire reflects on how her experiences working in the NHS are very different from the first lockdown back in March 2020 and the difficulties she's facing doing quality improvement from home.
  8. Content Article
    A concept called “psychological safety” is especially crucial to a team’s success, according to Amy Edmondson, professor of leadership and management at the Harvard Business School.  Psychological safety describes “a workplace where one feels that one’s voice is welcome with bad news, questions, concerns, half-baked ideas and even mistakes,” Edmondson tells CNBC Make It. People should feel like they can ask questions, raise concerns and pitch ideas without undue repercussions.  This article gives a good introduction to what psychological safety is and how to achieve it in the work place.
  9. Content Article
    Many of us are aware of school campaigns against bullying, protecting school aged children from harmful experiences that pose life-long lasting effects. Phrases such as “don’t be a bystander” and “stand up” are used to remind us of our obligation to help those who need it. Yet, these efforts rarely continue into our adult lives, and have mainly ignored the devastating effects of bullying on people from all walks of life, including in the patient community.
  10. Content Article
    This interactive orientation of an Intensive Care Unit (ICU) bed space, created by the London Transformation and Learning Collaborative, is ideal for healthcare professionals new to the ICU environment. It allows you to explore the risks and demonstrated the safety check required to keep patients safe in the ICU. This application is best used with a smart phone, but can be used on a computer.
  11. Content Article
    Humility, transparency and urgency are the keys to successfully steering an organization – big or small – through the challenges that come your way. In this TED Talk, leadership expert, Amy Edmondson, provides clear advice and examples to help any leader rise to the occasion.
  12. Content Article
    The current COVID-19 pandemic has necessitated the redeployment of NHS staff to acute-facing specialties, meaning that care of dying people is being provided by those who may not have much experience in this area. This report, published in Future Healthcare Journal, details how a plan, do, study, act (PDSA) approach was taken to implementing improved, standardised multidisciplinary documentation of individualised care and review for people who are in the last hours or days of life, both before and during the COVID-19 pandemic. The documentation and training produced is subject to ongoing review via the specialist palliative care team's continuously updated hospital deaths dashboard, which evaluates the care of patients who have died in the trust. It is hoped that sharing the experiences and outcomes of this process will help other trusts to develop their own pathways and improve the care of dying people through this difficult time and beyond.
  13. Content Article
    The COVID-19 pandemic has put the UK health and care workforce under unprecedented pressure. The workforce had been struggling to cope even before the pandemic took hold. Staff stress, absenteeism, turnover and intentions to quit had reached alarmingly high levels in 2019, with large numbers of nurse and midwife vacancies across the health and care system.  The impact of the pandemic on the nursing and midwifery workforce has been unprecedented and will be felt for a long time to come. The crisis has also laid bare and exacerbated longstanding problems faced by nurses and midwives, including inequalities, inadequate working conditions and chronic excessive work pressures. The health and wellbeing of nurses and midwives are essential to the quality of care they can provide for people and communities, affecting their compassion, professionalism and effectiveness.  This review, from the Kings Fund, investigated how to transform nurses’ and midwives’ workplaces so that they can thrive and flourish and are better able to provide the compassionate, high-quality care that they wish to offer.  Nurse and midwives have three core work needs that must be met to ensure wellbeing and motivation at work, and to minimise workplace stress: autonomy, belonging and contribution. This report sets out eight key recommendations designed to meet these three core work needs. These recommendations focus on: authority, empowerment and influence; justice and fairness; work conditions and working schedules; teamworking; culture and leadership; workload; management and supervision; and learning, education and development.
  14. Content Article
    Falls and fractures in older people are often preventable. Reducing falls and fractures is important for maintaining the health, wellbeing and independence of older people. A fall is defined as an event which causes a person to, unintentionally, rest on the ground or lower level, and is not a result of a major intrinsic event (such as a stroke) or overwhelming hazard. Having a fall can happen to anyone; it is an unfortunate but normal result of human anatomy. However, as people get older, they are more likely to fall over. Falls can become recurrent and result in injuries including head injuries and hip fractures.
  15. Content Article
    The Falls and Fragility Fractures Pathway defines the core components of an optimal service for people who have suffered a fall or are at risk of falls and fragility fractures.The Falls and Fragility Fractures Pathway has been developed in collaboration with the National Clinical Director for Musculoskeletal Services, Peter Kay, Public Health England (PHE), the National Osteoporosis Society (NOS) and a range of other stakeholders from across the health and care system. The pathway defines the key interlocking components for an optimal system for prevention and management and the priority higher value interventions that systems should focus on to address variation, improve outcomes, reduce cost and contribute toward a sustainable NHS.
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