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Eve Mitchell

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About Eve Mitchell

  • Rank
    Starter

Profile Information

  • First name
    Eve
  • Last name
    Mitchell
  • Country
    United Kingdom

About me

  • About me
    I created Establishment Genie - a NICE endorsed safe staffing workforce planning and benchmarking tool - out of frustration at workforce and staffing decisions in health and social care driven by financial imperatives rather than focusing on quality and safety outcomes that are best for our patients and staff and are ultimately more cost effective.
  • Organisation
    Creative Lighthouse Ltd
  • Role
    Director

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  1. Content Article
    The full impact of COVID-19 has not yet been realised, but what we do know is that we have been navigating with no roadmap or star to guide us. In terms of the three psychological phases of a crisis, we have worked through the initial state of ‘emergency’ where we have had (largely) shared goals and an urgency that made us feel energised, focused and even productive. However, this phase feels like it is in its descendancy and most of us are now in the next phase of ‘regression’ where the future feels uncertain and we have lost that sense of purpose. In my work with colleagues from across
  2. Content Article Comment
    Claire, I am so sorry you feel like this. As I reflect on your words and feelings it makes me think of the three psychological phases of crisis: 1) Emergency where we have shared goals and a sense of urgency which make us feel energised, focused and even productive, which then moves to 2) Regression, where we realise the future is uncertain and lose the sense of purpose, feel tired, irritable, withdrawn and less productive (which is where so many of us seem to be right now) and then to 3) Recovery, where we begin to reorient, revise our goals, roles and expectations, and focus in moving beyond
  3. Content Article Comment
    The SNCT tool has a number of benefits and limitations as identified by the study. The authors report that the actual and required staffing levels varied considerably between the hospital trusts, between wards within trusts and also within wards, which we also identify using Establishment Genie across all settings of care (and is one of the reasons we created the Genie). The levels of variation don't always make sense even when professional judgement is applied, and are often more to do with subjective judgements on acuity and dependency based on experience, risk aversion, or other enviro
  4. Content Article
    Case study examples The following case studies show how trusts have been using the tool. Roles and responsibilities of staff have been reviewed and new workforce plans have been co-designed with staff at the frontline to deliver new ways of working that put the patient at the centre of care – whatever the setting. The Hillingdon Hospitals - Safety Supervision and Savings.pdfThe Hillingdon Hospitals - Ward Reconfiguration for Safety.pdf GIG Cymru NHS Wales - Residential Nursing homes Case Study.pdfChelsea and Westminister Hospital Case Study - Empowering Staff.pdf GIG Cymru
  5. Community Post
    Many organisations, like East London NHS FT (ELFT), publish information about their staffing in terms of 'fill rates' - the difference between planned and actual staffing - and also using 'Care Hours Per Patient Day' (CHPPD). However, as can be seen by the published data, this doesn't really tell us very much about staffing capacity or capability, more whether there were more or less staff on the units than planned in the roster - and in the majority of cases in ELFT this shows that the units were 'over-filled' with staff i.e. more staff than planned were distributed to each area. So, th
  6. Content Article Comment
    Many organisations, like East London NHS FT (ELFT) publish information about their staffing in terms of 'fill rates' - the difference between planned and actual staffing - and also using 'Care Hours Per Patient Day' (CHPPD). However, as can be seen by the published data, this doesn't really tell us very much about staffing capacity or capability, more whether there were more or less staff on the units than planned in the roster - and in the majority of cases in ELFT this shows that the units were 'over-filled' with staff i.e. more staff than planned were distributed to each area. So, this begs
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