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Found 23 results
  1. Content Article
    The strategy outlines four foundations on which the AHP community should base practice: AHPs champion diverse and inclusive leadership AHPs in the right place, at the right time, with the right skills AHPs research, innovate and evaluate AHPs can further harness digital technology and innovate with data It also describes five areas of focus for the AHP community: People first Optimising care Social justice: addressing health and care inequalities Environmental sustainability Strengthening and promoting the AHP community
  2. News Article
    Health Education England (HEE) has announced that its new £10 million training programme, intended to ‘boost’ the critical care workforce, will be rolled out this autumn. According to HEE, the funds it secured earlier this year will provide nurses and Allied Health Professionals with a ‘nationally recognised pathway’ to further their careers in Adult Intensive Care Units (ICUs). Specialist training, delivered through a ‘blended learning package’ could help to strengthen the ICU workforce across England and will offer around 10,500 nursing staff the chance to undertake courses and ‘further their careers’. There will be a focus on flexible training – enabling participants to balance family and caring commitments, as well as taking into account those who are unable to travel, when the roll-out of the programme begins. The learning will be delivered by higher education institutions, Critical Care Skills Networks and acute trusts, and it is expected to take participants up to 12 months to receive the standardised qualification. It’s hoped that the programme could lead staff to career opportunities such as becoming a shift leader or clinical educator, or to lead on research. Read full article here Original source: Leading Healthcare News
  3. Content Article
    Anyone who has the pleasure of virtual meetings in the current climate will hear the phrase "I think you’re on mute" at least two or three times a week. And this may not be the only place where people feel they are ‘on mute’. The dangers we know: voices unheard, frustrations hidden, staff feeling overwhelmed, undervalued. So if this is you, here’s three simple tips that may help: Make time to talk things through 1:1 Create a safe space to talk things through with a trusted colleague, maybe your boss or a colleague, a good friend or a trained coach. The NHS Leadership Academy offers access to trained coaches: https://www.leadershipacademy.nhs.uk/resources/coaching-register/. Make time for a 5–10 minute daily check-in with people around you Less a luxury more a necessity, especially now. A lot of teams have daily huddles in place. It’s a time to listen, a time to ask the right questions and have your say. What you think, what you see; your great ideas matter. Appreciate those around you Nancy Kline recommends a 5 to 1 ratio of praise to criticism. It really does work. And finally be kind to yourself Years ago a brilliant colleague recommended her three treats approach: A daily treat Maybe a special coffee or a just take a bit of fresh air during another long shift A weekly treat Long walk, lovely meal, whatever gets you in a happy place, A monthly treat Very long walk (only joking) – you’ll think of something. "You can buy your employees' time and muscle... but their hearts and minds come free.” Stephen Covey
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    Included in the blog are several resources to help Allied Health Professionals (AHPs) feed in to the process. The graphic below has been developed to support AHPs to consider the different ways they may be able to evidence the impact of new working practices. It includes a section on safety, encouraging people to reflect and report on any errors or any actions that have either resulted in harm or improved safety.
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    This guide supports a conversation between managers about whether a staff member involved in a patient safety incident requires specific individual support or intervention to work safely. it asks a series of questions that help clarify whether there truly is something specific about an individual that needs support or management versus whether the issue is wider, in which case singling out the individual is often unfair and counter-productive it helps reduce the role of unconscious bias when making decisions and will help ensure all individuals are consistently treated equally and fairly no matter what their staff group, profession or background. This has similarities with the approach being taken by a number of NHS trusts to reduce disproportionate disciplinary action against black and minority ethnic staff. This guide should not be used routinely. It should only be used when there is already suspicion that a member of staff requires some support or management to work safely, or as part of an individual practitioner performance/case investigation. Remember, you have moved into individual practitioner performance investigation when it is suggested a single individual needs support to work safely (including training, supervision, reflective practice, or disciplinary action), as opposed to where a whole cohort of staff has been identified, which would be examined as part of a safety investigation. The guide does not replace the need for patient safety investigation and should not be used as a routine or integral part of a patient safety investigation. This is because the aim of those investigations is system learning and improvement. As a result decisions on avoidability, blame, or the management of individual staff are excluded from safety investigations to limit the adverse effect this can have on opportunities for system learning and improvement. This guide reflects our best current understanding on how to apply the principles of a just culture in practice, in what is a live area of both academic and practical debate.
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    This editorial by Dr Michael Farquhar, published in Anaesthesia, explains the importance of taking breaks while on shift and ensuring a good sleep between shifts and the inextricable link between sleep and patient safety.
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    This project will involve an action research, whole team approach to effective management of fatigue in theatre and labour ward teams during the night shift. The interventions will involve educating night shift workers about the impact of fatigue on work performance, and holding focus groups to explore experiences of fatigue, and suggested ways of mitigating night shift tiredness. Ideas will then be tested out, before the strategy is finalised and implemented. During the testing, staff will use wearable activity monitors and an app, which will help demonstrate the impact of new processes. This participatory approach and the interventions should improve team working at night, with breaks and powernaps built into the work schedule. This may improve decision-making, the management of emergencies, patient and staff safety, and staff morale. This project is currently underway and will be completed in March 2020.
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    What will I learn? Awareness of distractions/interruptions Reducing avoidable interruptions Managing unavoidable distractions
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    This toolkit includes: The Productive Leader The Productive Ward The Productive Mental Health Ward The Productive Operating Theatre Productive Community Services The Productive Community Hospital Productive Endoscopy If you work in the NHS or social care you can access online (downloadable PDF) versions of the boxsets free of charge. To get your copy, email england.si-communications@nhs.net.
  21. Content Article
    The webinar covers: human factors pitfall of hospital procurement usability testing task efficiency examples of good and not so good design.
  22. Content Article
    This study confirmed that the most influential factors in the decision to use assistive devices for patient transfers are time constraints and difficult patient-handling situations. These factors lead to infrequent use of assistive devices, especially mechanical devices that are difficult to retrieve or not readily available.
  23. Content Article
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