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Found 102 results
  1. Content Article
    Local health systems are supported by NHS England's seven integrated regional teams who play a major leadership role in the geographies they manage. They make decisions about how best to support and assure performance in their region, as well as supporting system transformation and the development of sustainability and transformation partnerships and integrated care systems (ICS). Their revitalised culture of support and collaboration will be underpinned by a new approach, including: a move away from relying solely on arm’s-length regulation and performance management to supporting
  2. Content Article
    The framework provides methods and tools to assist in answering the following questions: • What happened? • How and why it happened? • What can be done to reduce the likelihood of recurrence and make care safer? • What was learned?
  3. Content Article
    The purpose of this document is to provide support for healthcare and health professional organisations that need to share information about patient safety incidents that caused harm. When implementing this process, each patient safety incident is individual, and each response must be customised appropriately.
  4. Content Article
    Three case studies Acute: Leeds Teaching Hospitals NHS Trust Mental Health and Community Trust: Tees, Esk & Wear Valley District General Hospital: Kettering What will I learn? What does employee engagement mean in the NHS? How is engagement measured? Why is employee engagement important in the NHS? What are the enablers and barriers to good staff engagement in the NHS? What interventions are effective in improving employee engagement in the NHS?
  5. Content Article
    Key messages Most opportunities to raise safety concerns may arise in routine clinical work. Informal strategies for raising concerns are multiple and often effective. Use of strategies varies within and between professional groups and hierarchies. Increased focus on effective use of informal strategies of social control is needed.
  6. Community Post
    Following the posting of the recent anonymous blog by a brave nurse - a discussion was started on Twitter about the aspect of accountability, duty of candour mixed with a no blame culture. If there has been a drug error: The person who did the error needs to feel secure in the knowledge that there is a no blame culture, otherwise they may not report it in the first place. The patient needs to be told that they has been an error with their care The person who did the error needs to be held to account So, can these three points coexist or are we wanting the impossibl
  7. Content Article
    I was once working in a private operating theatre where, to my horror, the surgeon accidentally dropped an instrument on the floor, picked it up and reused it without it going through a steriliser. In my 30 years of working as a theatre nurse, I had never seen anything like this. I felt sick to my stomach! Is this what happens in private hospitals? I reported it immediately to the senior staff on duty and also the theatre manager. I also sent through a report at the end of the case. Nothing happened, except my shifts were blocked for reporting the incident . I no longer work in that
  8. Content Article
    I started my career in a care of the elderly ward (geriatrics), which was exciting as my first job, and I felt that my time management needed to be worked on prior to me starting my career in what I knew at the time to be emergency nursing. I stayed in this area for a year, taking charge of the shift and also managing a bay of eight patients, which was the norm (or so I thought). After about 1 year, I thought about moving on, continuing to learn, and I started working in an intensive care unit (ICU). During my time in ICU, I made a drug error involving a controlled drug. Without going in
  9. Content Article
    This guidance for medical doctors explains how to apply the principles of good medical practice. It is separated into two parts: Part 1: Raising a concern - gives advice on raising a concern that patients might be at risk of serious harm, and on the help and support available to you. Part 2: Acting on a concern - explains your responsibilities when colleagues or others raise concerns with you and how those concerns should be handled.
  10. Content Article
    What will I learn? Strategies for intervening: Interrupt the behaviour. Affirm and support the target. Use humour to call out behavior. De-escalate and calm the aggressor if other interventions fail. Let bystanders know there is a clear limit.
  11. Content Article
    What will I learn? An understanding of Just Culture as a framework to employ root cause analysis at your own sites An understanding on root cause analysis as a tool for evaluation of clinical and administrative quality issues When you should do a root cause analysis How to engage leadership
  12. Content Article
    This document contains a raising concerns step-by-step guide, support and resources.
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