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Found 518 results
  1. Content Article
    The focus of this year's World Patient Safety Day is engaging patients in “recognition of the crucial role patients, families and caregivers play in the safety of healthcare”. In this Comment in the Lancet, Jane O'Hara and Carolyn Canfield outline how supporting patients and families to be partners in care safety is both a logical and moral imperative. That is, we need to do it for safer care, but we also should do it because safer care relies on relationships, reciprocal trust, and collaboration.
  2. Content Article
    Patients and families are key partners in diagnosis, but there are few methods to routinely engage them in diagnostic safety. Policy mandating patient access to electronic health information presents new opportunities, and in this study, researchers tested a new online tool—OurDX—that was codesigned with patients and families. The study aimed to determine the types and frequencies of potential safety issues identified by patients with chronic health conditions and their families and whether their contributions were integrated into the visit note. The results showed that probable Diagnostic Safety Opportunities (DSOs) were identified by 7.5% of paediatric and adult patients with underlying health conditions or their families. Among patients reporting diagnostic concerns, 63% were verified as probable DSOs. The most common types of DSOs were patients or families not feeling heard, problems or delays with tests or referrals and problems or delays with explanation or next steps. In chart review, most clinician notes included all or some patient/family priorities and patient-reported histories. The researchers concluded that OurDX can help engage patients and families living with chronic health conditions in diagnosis. Participating patients and families identified DSOs and most of their OurDX contributions were included in the visit note.
  3. Content Article
    How we treat each other at work has an enormous impact on how teams perform—with potentially fatal consequences if you work in healthcare. Chris Turner, consultant in emergency medicine and founder of Civility Saves Lives, reveals the shocking impact of rudeness in the workplace. He highlights the importance of understanding the complex realities of practice and communication between healthcare professionals in different team environments, if we are to learn from patient safety incidents.
  4. Content Article
    There is widespread variation in the instance and quality of meaningful patient involvement across the 42 Integrated Care Systems (ICSs) of NHS England. This is seen throughout the structures, policies and processes of the ICSs, from the omission of patient representatives on decision-making bodies—such as Integrated Care Boards (ICBs)—to the neglect of clear consultation when decisions are made concerning a patient’s care. This report present the results of research and analysis conducted by the Medical Technology Group (MTG). It shows that where a patient lives is the biggest determinant to whether they are involved in their care meaningfully, or at all. It makes recommendations for the Government, NHS England and ICS's on the approach that should be taken to ensure meaningful patient engagement.
  5. Content Article
    The aim of this study in the journal Pediatrics was to explore the impact of rudeness on the performance of medical teams. Twenty-four NICU teams participated in a training simulation involving a preterm infant whose condition acutely deteriorated due to necrotizing enterocolitis. Participants were informed that a foreign expert on team reflexivity in medicine would observe them. Teams were randomly assigned to either exposure to rudeness (in which the expert’s comments included mildly rude statements completely unrelated to the teams’ performance) or control (neutral comments). The videotaped simulation sessions were evaluated by three independent judges (blinded to team exposure) who used structured questionnaires to assess team performance, information-sharing and help-seeking. The authors concluded that rudeness had adverse consequences on the diagnostic and procedural performance of NICU team members. Information-sharing mediated the adverse effect of rudeness on diagnostic performance, and help-seeking mediated the effect of rudeness on procedural performance.
  6. Content Article
    This guide developed by Learn Together and Bradford Teaching Hospitals NHS Foundation Trust has been designed to help patients and families understand what to expect from patient safety investigations and how they can be involved in the process. It includes quotes and advice from patients who have been through patient safety investigations and spaces to record experiences, questions and reflections. The guide provides an outline of the investigation process, broken down into five stages: Understanding you and your needs Agreeing how you work together Giving and getting information Checking and finalising the report Next steps
  7. Content Article
    In this blog, Patient Safety Learning's Content and Engagement Manager, Stephanie O'Donohue highlights some of the common barriers to collaborating for safety. She argues that we need time and space to listen and build trust between different groups if we are to really harness the power of collective insight and make safety improvements. 
  8. Content Article
    A Kind Life works with NHS organisations to help them shape a culture that cultivates kindness and nurtures high performance. The company offers a range of training courses and programmes focused on areas such as recruitment, leadership, feedback and conflict resolution.
  9. Content Article
    The State of Integrated Care Systems 2022/23 examines the progress that local systems have made, and opportunities for further development. The NHS Confederation’s ICS network collected the views of 47 integrated care board chairs and chief executives, and integrated care partnership chairs, in the spring, as well as holding roundtables. The results found they are generally positive about relationships – with 88% agreeing that “partners within my ICS are working collaboratively”. However, when asked about whether a range of organisations in their area “have the requisite level of resourcing and maturity to deliver the ambitions outlined in your integrated care strategy”, there were signs of concerns about primary care networks, provider collaboratives and place-based partnerships, all of which saw less than 50% of leaders agree.
  10. Content Article
    For Every Pregnancy is a campaign by the Nursing & Midwifery Council. It aims to show that each pregnancy is unique, and whatever stage you're at, your midwife team should be right alongside you. The campaign includes posters and videos aimed at outlining the standards of care pregnant women and birthing people can expect and the importance of shared decision making.
  11. Event
    until
    Sara Turle is a Patient and Public Voice Partner with NHS England and a member of Kent & Medway Cancer Alliance. She is passionate about partnership working with the NHS. On Tuesday 26th September at 12pm, she'll be talking about her journey in patient partnership, why partnership is important, and advice she would give to patients and professionals with our Chief Executive Rachel. To listen in on what will be a fascinating discussion about patient partnership book your place on this free webinar.
  12. Content Article
    At the beginning of 2023, The Jordan Legacy launched a new strategy designed to raise the bar in terms of collective ambition in suicide prevention and to plot a course of collective practical action that can realise that ambition. This report is the first in a series summarising what is emerging from this action research project, as well as the organisation's wider, ongoing action learning initiatives, focusing on reducing the number of suicides in the UK. The researchers asked people affected by suicide to provide responses to two key questions: How can we significantly reduce the annual number of suicides in the UK, from the 6000+ level it’s been at for 15 years? How far can we go?
  13. Content Article
    This toolkit aims to help GP practices set up and run effective Patient Participation Groups (PPGs). It includes resources to help set up and develop PPGs, as well as to help PPGs think creatively about patient involvement. The toolkit covers:Guide to setting up a PPGVirtual groupsIncreasing membershipWhat can Healthwatch do to help?
  14. Content Article
    In June 2023 the AHSN Network published a refreshed Patient Safety Plan, reflecting progress made across focus areas including managing deterioration in care homes; maternity and neonatal health; medicines safety; mental health; and system safety. In this podcast episode, Caroline Kenyon talks to four leaders responsible for delivering the plan across the country, Tasha Swinscoe, Alison White, Katie Whittle and Jodie Mazar.
  15. Content Article
    Melanie Whitfield, Associate Director of Patient Safety at Kingston NHS Foundation Trust, and Helen Hughes, Chief Executive of Patient Safety Learning, recently ran a workshop for Patient Safety Partners (PSPs) at the Kingston Trust. Here is a summary of the workshop.
  16. Content Article
    The Trinity Challenge is a coalition of partners united by the common aim of developing insights and actions to contribute to a world better protected from global health emergencies. They focus on three core activities which will improve the use of data and analytics and our understanding of human behaviour in response to health emergencies: Set a new global challenge to the world Facilitate unique collaborations amongst the coalition to improve outcomes Strengthen the data, analytics and learning ecosystem for global public health.
  17. News Article
    Proposals for primary care networks to evolve into more collaborative “integrated neighbourhood teams” to improve access to care have been broadly welcomed. A “stocktake” report commissioned by NHS England, published on 26 May, called for urgent same day appointments to be dealt with by “single, urgent care teams” for every neighbourhood with greater use of a range of health and social care professionals. The report, written by Claire Fuller, a general practitioner and chief executive of Surrey Heartlands Integrated Care System, undertaken by Dr Claire Fuller, Chief Executive-designate Surrey Heartlands Integrated Care System and GP on integrated primary care, looks at what is working well, why it’s working well and how we can accelerate the implementation of integrated primary care (incorporating the current 4 pillars of general practice, community pharmacy, dentistry and optometry) across systems. Doctors’ leaders welcomed many of the report’s recommendations but emphasised that they could only work if the government resourced primary care practices better and tackled workforce shortages. Read full story (paywalled) Source: BMJ, 27 May 2022
  18. News Article
    Thousands of Britons have avoided being diagnosed with type 2 diabetes thanks to an NHS programme aimed at early intervention. The Diabetes Prevention Programme identifies people at risk of developing the condition and gives them a nine-month plan to change their lifestyles. Researchers at the University of Manchester found that the programme resulted in 18,000 fewer people in England being diagnosed with type 2 diabetes between 2018 and 2019 — a 7% reduction. It focuses on eating and exercise habits and enables participants to join peer support groups and receive instruction from health coaches. The programme also offers a digital service that helps participants monitor their progress using wearable technology and mobile phone apps. Emma McManus, a research fellow at the university, said that diabetes was a “growing problem” for the country. The NHS spends about 10 per cent of its annual budget on treating it. “However, if you change your lifestyle, the risk of developing type 2 diabetes reduces,” she said. “Our research has shown that the programme has been successful in reducing the number of new cases of diabetes.” Emma Elvin, a senior clinical adviser at Diabetes UK, said: “This research adds to the evidence that many type 2 diabetes cases can be delayed or prevented with the right support and further highlights how the NHS diabetes prevention programme can be a real turning point for people at risk of type 2 diabetes.” Read full story (paywalled) Source: The Times, 28 March 2022
  19. News Article
    North west London’s acute trusts are exploring whether to set up a new elective orthopaedic centre in the region as they seek to capitalise on the concept of “fast-track” surgical hubs. Last week, a report to Imperial College Healthcare Trust’s board said a more “strategic, larger-scale” approach was being sought to improve capacity for more high-volume, low-complexity work across the sector. This covers the four acute trusts in the area, which now share a single chair, and have a total turnover of more than £3bn: Imperial, Chelsea and Westminster, London North West, and Hillingdon. The board report said leaders were exploring how best to establish the centre for the region while “maximising” planned surgery capacity overall, with the South West London Elective Orthopaedic Centre run by Epsom and St Helier University Hospitals Trust highlighted as a “well-established example”. Central Middlesex Hospital, which is operated by London North West University Healthcare Trust, has been identified as a preferred location for the centre, the report said. A project management team is also being set up to explore the options available before proposals are developed for broader consideration. It comes after 14 “fast-track” hubs were set up across hospitals in north west London to maximise theatre capacity, which predominantly focused on high-volume, low-complexity work surrounding specialties such as gynaecology, urology, orthopaedics and ear, nose and throat. The report to ICHT’s board warned that, without some “further intervention,” the number of patients awaiting orthopaedic surgery in north west London could increase to just under a fifth by 2030 from a current position of 12,000 people seeking inpatient or outpatient care. However, it added that a “large amount of work” was still required to explore the case for an elective orthopaedic centre, including establishing the best location and identifying capital and revenue funding and workforce requirements. Read full story (paywalled) Source: HSJ, 22 March 2022
  20. News Article
    The NHS should not be given greater control of social care because it is ‘hierarchical, centralised and not person-centred’, according to a government-commissioned review which is repeatedly scathing about the health service. The review was ordered by then health and social care secretary Matt Hancock in June 2020. Cross-bench peer, writer and former Number 10 adviser Baroness Camilla Cavendish was asked “to make recommendations for social care reform and integration with health in the wake of the Covid-19 pandemic, which could fit alongside the funding reforms planned by the department in the context of the NHS long-term plan.” In her final report, Baroness Cavendish wrote that “one answer” to the problems facing the sector “would be to let the NHS take over social care. On paper, this would join up the care continuum.” However, she rejected the idea because of the NHS’ “hierarchical” and “centralised” nature. Baroness Cavendish also suggested the NHS’ role should be limited because it is “still struggling to join up primary and secondary care”. In contrast to the NHS, she claimed: “Social care is more innovative, more responsive and human.” She added: “The culture of the NHS is still largely one of ‘doing to’ patients, and the NHS has much to learn from social care about how to be responsive and human facing.” Referencing “recent attempts to import the successful [Buurtzorg] model of self-managing teams into the NHS”, the cross-bench peer said these “have foundered, because the NHS culture cannot seem to cope with giving staff the autonomy required”. Read full story (paywalled) Source: HSJ, 23 February 2022
  21. News Article
    The Care Quality Commission (CQC) should not ‘sit in an ivory tower and dream up what it thinks good looks like’ when it starts rating integrated care systems, the proposed new chair for the regulator has told MPs. Ian Dilks, the government’s preferred candidate to become the CQC’s new chair, was questioned by the health and social care committee on Tuesday. During the session the committee chair’s Jeremy Hunt asked how Mr Dilks would make the rating of systems “a success”. Mr Hunt said: “We became the first healthcare system in the world to ‘Ofsted rate’ our hospitals. Under your leadership, assuming you take up this role, we will become the first healthcare system in the world to do the same for entire geographical regions of health systems.” Mr Dilks responded: “I don’t think it is up to the CQC to sit in an ivory tower and dream up what it thinks good looks like.” “It will not be in anybody’s interest if the CQC comes up with a whole bunch of ratings and ICSs say, ‘well I don’t know how you got there’.” He added: “I think involving all parties in the development process so that what emerges has a high degree of acceptance.” He was also asked at the session about what he had learnt about improving patient safety while working at NHS Resolution. Mr Dilks said: “I do not think the system is good at learning… it needs some help and encouragement to firstly really understand what’s gone wrong when you have an outcome that isn’t the correct one, and secondly how do you encourage and support the system to do better the next time around.” Read full story (paywalled) Source: HSJ, 23 February 2022
  22. News Article
    A “great” ambulance trust’s “uncompromising” focus on outcomes and its own performance has been a barrier to system working and affected relationships with partners, an external review has advised it. The report from the Good Governance Institute on West Midlands Ambulance Service University Foundation Trust found partners felt it was “increasingly out of sync with new ways of working under integrated care” and even “somewhat dismissive of the integrated care agenda”. It praised the trust overall, saying: “WMAS is seen by all those we spoke to as being a great organisation: well run, with strong leadership and a clear focus on operational delivery. But it said communications, especially through the press, were seen as “bullish and at times damaging to the reputation of partners and harmful to patients”. Its reputation and performance can create a culture of engagement with external partners that “seems defensive at best and arrogant/dismissive at worst”, with the trust being “prickly towards external challenge”, the consultants’ report added. Read full story (paywalled) Source: HSJ, 27 July
  23. News Article
    The director of the Modernisation Agency in the early 2000s is returning to lead a new national service improvement drive, NHS England has announced, while asking systems and providers to “baseline” their improvement needs and capability. NHSE is establishing a “national improvement board” to oversee a new improvement programme called NHS Impact, as recommended by a review last year of the current infrastructure. NHSE announced the board will be chaired by David Fillingham, who was director of the NHS Modernisation Agency from 2001-2004 where, NHSE said, “he focused on developing new practices and fostering leadership development”. The national improvement board will choose a small number of improvement priorities to be followed across national bodies and the wider health service. It will “set the direction of system wide improvement” through “collaboration and co-design,” NHSE said. Read full story (paywalled) Source: HSJ, 19 July 2023
  24. News Article
    Five East Midlands trusts are working with the country’s largest independent mental health provider in a bid to improve service quality, amid concerns patient safety would have been put at risk if they had not stepped in. This move follows the Care Quality Commission (CQC) placing conditions on the registration of St Andrew’s Healthcare in Northampton in July and August last year after inspectors found patients were not given appropriate care in a safe environment. The service could not admit any new patients into forensic, long-stay rehabilitation wards and the wards for people with a learning disability at the women’s service and to the wards for people with a learning difficulty at the men’s service, without consent from CQC following the inspection report. This restriction was lifted in May this year. Following the inspection, five local community and mental health trusts have “buddied up” to provide “targeted support” to improve the care quality provided by the charity provider. The programme is being co-ordinated by Northamptonshire Healthcare Foundation Trust. Angela Hillery, chief executive of NHFT and Leicestershire Partnership Trust, told HSJ there was an “overwhelming” agreement amongst the pre-existing East Midlands alliance of trusts that they should work with St Andrew’s, which “clearly had an improvement journey to make”. Ms Hillery said: “If we were not going to help, the risk was to our patients. [The initiative] was driven from us to say, ‘these are our patients and why wouldn’t we want to support each other as I know St Andrew’s would support us in the same situation.” Read full story (paywalled) Source: HSJ, 18 August 2022
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