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Found 339 results
  1. Community Post
    I would be interested to know, if overnight, patients who score 0-2 on NEWS which has not changed with no concerns since the last set of observations, what your trust policy is on observation frequency? Does your trust require observations to be carried out 4 hourly minimum regardless of patients NEWS score and stability? Or if there are no concerns and the patient is clinically stable with consecutive NEWS 0-2 that they do not have observations taken overnight? Looking forward to hearing what other trust practices are.
  2. Content Article
    Presentation slides from Nancy Redfern, Consultant Anaesthetist and Newcastle Co-chair Joint fatigue working group, and David Dawson, Consultant Anaesthetist & Sleep Physician Bradford Teaching Hospitals NHS Foundation Trust, on managing fatigue and creating a safety culture.
  3. Content Article
    Information on how sleep and fatigue can impact on the health of staff, with practical recommendations for improving the quality of sleep and rest.
  4. Content Article
    Fighting Fatigue Together is a network of healthcare organisations working on European, national and local levels brought together by the European Patient Safety Foundation, an in dependent foundation of public interest. They share a common concern for the well-being and safety of healthcare workers.  Fatigue is affecting the well-being and safety of healthcare professionals with greater intensity and on a larger scale than ever before. Fatigue is also a risk to patient safety.  Patient Safety Learning is one of the organisations that supports this campaign. Visit the Fighting Fatigue Together website to join the campaign.
  5. Content Article
    Authors of this article, published by Anaesthesia Patient Safety Foundation, look at various factors that exacerbate alarm fatigue and subsequent effects of nonoptimal medical alarms. They provide examples of a novel alarm versus a traditional alarm and conclude by saying: "By focusing on patient and provider safety, clinical workflow, and alarm technology, researchers, and policy makers can transform the medical alarm realm into one that is evidence-based and personnel-focused."
  6. Content Article
    This is the 15th annual clinical radiology census report by The Royal College of Radiologists. The census received a 100% response rate, meaning this report presents a comprehensive picture of the clinical radiology workforce in the UK as it stood in October 2022. Key findings The workforce is not keeping pace with demand for services. In 2022, the clinical radiology workforce grew by just 3%. In comparison, demand for diagnostic activity is rising by over 5% annually, and by around 4% for interventional radiology services.  The UK now has a 29% shortfall of clinical radiologists, which will rise to 40% in five years without action. By 2027, an additional 3,365 clinical radiologists will be needed to keep up with demand for services.   This will have an inevitable impact on the quality-of-care consultants are able to provide. Only 24% of clinical directors believe they had sufficient radiologists to deliver safe and effective patient care.   Interventional radiologists are still limited with the care they can provide. Nearly half (48%) of trusts and health boards have inadequate IR services, and only 1/3 (34%) of clinical directors felt they had enough interventional radiologists to deliver safe and effective patient care.   Stress and burnout are increasingly common among healthcare professionals, risking an exodus of experienced staff. 100% of clinical directors (CDs) are concerned about staff morale and burnout in their department. 76% of consultants (WTE) who left in 2022 were under 60.  We are seeing increasing trends that the workforce is simply not able to manage the increase in demand for services. 99% of departments were unable to manage their reporting demand without incurring additional costs.   Across the UK, health systems spent £223 million on managing excess reporting demand in 2022, equivalent to 2,309 full-time consultant positions.
  7. Content Article
    This study from Walker et al. describes self-reported characteristics and symptoms of treatment-seeking patients with Long Covid and assesses the impact of symptoms on health-related quality of life (HRQoL) and patients’ ability to work and undertake activities of daily living. It found that a high proportion were of working age with over half reporting moderately severe or worse functional limitation. There were substantial impacts on ability to work and activities of daily living in people with Long Covid. Clinical care and rehabilitation should address the management of fatigue as the dominant symptom explaining variation in functionality.
  8. Content Article
    An infographic shared on LinkedIn by Kenny Gibson, Deputy Director for NHS Safeguarding, on spotting the red flag in colleagues.
  9. Content Article
    Burnout is a workplace syndrome characterised by three core attributes: 1) energy depletion or exhaustion, 2) a cynical or negative attitude toward one’s job, and 3) reduced professional efficacy. That second attribute, workplace cynicism, may be the least-understood aspect of burnout in part because of its complexity. In contrast to exhaustion and diminished efficacy, whose causes and effects are relatively straightforward, cynicism can be caused by a number of workplace factors, and it can be expressed in a broad range of emotional states and behaviours. Cynicism is dangerous to both individual and organisational health and can also spread rapidly throughout teams through a phenomenon known as “emotional contagion.” It’s possible to improve even deep-seated cynicism — and better yet, to prevent it from infecting your organization in the first place. The author of this Harvard Business Review article offers strategies to help reverse existing cynicism and to create an anti-cynical culture at work.
  10. Content Article
    With increasing concerns around the working conditions and psychological wellbeing of staff in the NHS, questions have been raised about how best to support staff wellbeing. Research is clear that wellbeing interventions that target the organisation and staff’s working environment work better than those which focus solely on supporting the individual person. Although it might seem simple to say: “we need to improve working conditions”, the challenge is whether this is possible and, if so, what this actually looks like in practice.
  11. Content Article
    The Bucharest Declaration is the outcome of a World Health Organization (WHO) high-level regional meeting on health and care workforce in Europe that took place in Bucharest 22-23 March 2023. It makes 11 statements relating to the workforce crisis facing countries across Europe about retention, recruitment and staff safety.
  12. Content Article
    Health and care workers in all parts of Europe are experiencing overwork, with high levels of burnout. This opinion piece in the BMJ looks at the issue of healthcare professionals leaving European health systems to take early retirement or work in other countries where pay and conditions are better. It highlights the causes of this exodus, including increasing patient complexity, salary erosion and work-life balance. It argues that policies should prioritise retaining existing staff, as increased training numbers offer only a partial, long term answer.to the crisis, highlighting potential approaches governments can take to retain highly qualified healthcare staff.
  13. Content Article
    On paper, a GP’s working schedule can look quite inviting: consulting for three and a half hours in the morning, with a coffee break in the middle, then a gap for lunch and home visits before a similar length afternoon surgery. However, this is rarely the reality for NHS GPs. In this BMJ opinion piece, GP Helen Salisbury talks about what working life is really like for GPs and highlights the mismatch between their scheduled hours and tasks and the reality, which often involves them doing much more. She highlights how the unrealistic demands GPs face have been exacerbated by a movement of work from secondary to primary care, and argues that this is contributing to the workforce crisis that general practice faces.
  14. Content Article
    Breaks from operational duty are an important factor in the management of fatigue. But as highly committed and professional operational staff often perform several secondary tasks and activities—inside or outside the ops room—breaks can become a victim. This blog by Chartered Ergonomist and Human Factors Specialist Stephen Shorrock offers some general guidelines about what kinds of tasks add to stress and fatigue and should be avoided during rest breaks. He places break activities into three categories which place different demands on the individual: red, amber and green activities. He also highlights that when it comes to breaks from operational duty, changes in activity are the key to reducing fatigue-related risks.
  15. News Article
    Over half of paramedics are suffering from burnout caused by “overwhelming” workloads, record numbers of 999 calls and the public misusing the ambulance service, a study has found. Frontline crew members also blame lack of meal breaks, delays in reaching seriously ill patients and their shift often not ending when it should for their high levels of stress and anxiety. The working lives of ambulance staff are so difficult that nine out of 10 display symptoms of “depersonalisation”, characterised by “cynicism, detachment and reduced levels of empathy” when dealing with patients who need urgent medical treatment. The widespread poor mental welfare of paramedics is a problem for the NHS because it is leading to some quitting, thus exacerbating its shortage of ambulance personnel, the authors said. The findings, published in the Journal of Paramedic Practice, have prompted concern that the demands on crews, alongside the injury, violence and death they encounter, are storing up serious mental health problems for them, including post-traumatic stress disorder. “Ambulance staff are passionate about their role. However, burnout is a significant and very real issue that decreases staff efficacy and reduces quality of patient care,” the study said. It was undertaken by Rachel Beldon, who works for the Yorkshire ambulance service, and Joanne Garside, a professor and school strategic director of Huddersfield university’s health and wellbeing academy. “Participants wanted better resources and staffing levels. The current workload appeared to be overwhelming and negatively affected their mental health and work-life balance.” Read full story Source: The Guardian, 6 February 2022
  16. News Article
    An NHS England director and trust chief says he ‘fears [the NHS] will see increasing numbers of resignations’ unless more is done to ensure burnt-out staff are given sufficient leave to recover mentally and physically. Matthew Winn, NHSE’s director of community health and Cambridgeshire Community Services Trust chief executive, set out his concerns in a paper for discussion at his trust’s board meeting today. While the service is grappling to keep tabs on the number of staff it is losing because of compulsory vaccination plans, the issue of staff leaving because of burnout is harder to quantify, but a huge concern to NHS leaders. Nearly two years of tackling coronavirus has taken a huge emotional and physical toll on a large proportion of the workforce and burnout was a growing issue even before the pandemic. Mr Winn’s paper says: “As the NHS starts to focus on recovering from the current covid pressures, it is vital that the national, regional and local planning must take into consideration that our staff need time to recover and that they cannot (for example) be expected to catch up on the waiting lists that have accrued, without time and resources to support them. “In the absence of such an approach, I fear that we will see increasing numbers of resignations and the care we will be able to provide will be far short of the standards we set ourselves and that the public expects from us.” Read full story (paywalled) Source: HSJ, 26 January 2022
  17. News Article
    One in four doctors in the NHS are so tired that their ability to treat patients has become impaired, according to the first survey to reveal the impact of sleep deprivation on medics during the coronavirus pandemic. Growing workloads, longer hours and widespread staff shortages are causing extreme tiredness among medics, leading to memory problems and difficulty concentrating, according to the report by the Medical Defence Union (MDU), which provides legal support to about 200,000 doctors, nurses, dentists and other healthcare workers. The survey of more than 500 doctors across the UK, carried out within the past month and seen by the Guardian, uncovered almost 40 near misses as a direct result of exhaustion. In at least seven cases, patients actually sustained harm. Despite encouraging signs the Omicron wave may be fading, doctors admitted the constant pressure of the past 22 months spent fighting coronavirus on the frontline was taking a toll on their technical skills and even their ability to make what should be straightforward medical decisions. Medics admitted for the first time sleep deprivation was causing real harm to patients in the NHS. Almost six in 10 doctors (59%) reported their sleep patterns had worsened during the pandemic. More than a quarter (26%) of medics admitted being so tired that their ability to treat patients was “impaired”. Of these, one in six (18%) said a patient was harmed or a near miss occurred as a result. Read full story Source: The Guardian, 17 January 2022 Read MDU press release
  18. News Article
    Frontline staff are being ‘triggered’ by ministers playing down the ‘overwhelming’ pressures facing the health service with “a ‘move along, no story here’-type attitude”, a royal college president has warned. The Royal College of Emergency Medicine’s Katherine Henderson said the intentions of those making such comments may be “well meaning” but that it was important ministers and NHSE leaders were “humble and transparent about the scale of the problem [facing the NHS] at the moment”. Katherine Henderson said: “The scale of the problem feels quite overwhelming, and the kind of ‘move along, no story here’-type attitude I think is not great for the people working in healthcare. They need to feel heard.” Read full story (paywalled) Source: HSJ, 24 November 2021
  19. News Article
    Nursing leaders have highlighted 10 pressures on health and social care services which they say have created “unsustainable, untenable” conditions. A report from the Royal College of Nursing (RCN) said members working across health and social care in England dispute statements that the current situation in health and care is sustainable. NHS hospital waiting times is listed as one of the 10 indicators with the report referring to this issue as “clearly a symptom of an unsustainable system”. The report, 10 Unsustainable Pressures on the Health and Care System in England, refers to “corridor care” – time spent on trolleys in hospital corridors before being admitted to a hospital bed. “We are clear that delivery of care within inadequate environments such as that frequently referred to as ‘corridor care’ or ‘corridor nursing’ is fundamentally unsafe and must not be normalised,” the report says. The 10 pressures also include high COVID-19 infection rates, NHS nursing workforce vacancy rate, social care workforce vacancies and NHS elective/community waiting times. The report says: “Action needs to be taken to retain as many nursing staff as possible in light of serious staffing vacancies, as well as high levels of exhaustion and burnout. Read full story Source: The Guardian, 15 November 2021
  20. News Article
    Patient safety in the NHS in England is being put at “unacceptably high” risk, with severe staff shortages leaving hospitals, GP surgeries and A&E units struggling to cope with soaring demand, health chiefs have warned. The health service has hit “breaking point”, the leaders say, with record numbers of patients seeking care. Nine in 10 NHS chief executives, chairs and directors have reported this week that the pressures on their organisation have become unsustainable. The same proportion is sounding “alarm bells” over staffing, with the lack of doctors, nurses and other health workers putting lives of patients at risk. Sajid Javid, the health secretary, has come under fire for recently claiming, at a No 10 press conference, that he did not believe the pressure on the NHS was unsustainable. But the survey of 451 NHS leaders in England finds the health service already at “tipping point”. The results of the poll, conducted by the NHS Confederation, which represents the healthcare system in England, Wales and Northern Ireland, show that 88% of the leaders think the demands on their organisation are unsustainable, and 87% believe a lack of staffing in the NHS as a whole is putting patient safety and care at risk. Matthew Taylor, the chief executive of the NHS Confederation, said: “Almost every healthcare leader we’ve spoken to is warning that the NHS is under unsustainable pressure, and they are worried the situation will worsen, as we head into deep midwinter, unless action is taken. They are also sounding alarm bells over risks to patient safety if their services become overwhelmed, on top of a severe workforce crisis." Read full story Source: The Guardian, 10 November 2021
  21. News Article
    Some trainee doctors and consultants at one Welsh health board are "scared to come to work", a report has found. A report by the Royal College of Physicians (RCP) described "frightening experiences" staff faced at Aneurin Bevan University Health Board. Chronic understaffing and excessive workloads at the Grange hospital in Cwmbran were causing "very serious patient safety concerns", it added. The Health Board said it had taken the findings of the report very seriously. The report, obtained by BBC Wales, said that some trainee doctors and consultants were worried about working in case they lost their licence to practise. It also said the problems had caused some consultants to feel demoralised and on the brink of leaving. One trainee told the authors of the report: "On one overnight shift, I treated a four-year-old with seizures. The ambulance took six hours. Colleagues treated an 18-month-old with burns. Lots of kids come in with respiratory distress. Paediatric cases are not uncommon. We've treated stabbing victims. Colleagues delivered a baby earlier in the minor injuries unit. These things shouldn't happen at all." Another trainee said: "There's so much patient movement with [this] model. I recently sent someone from Nevill Hall to the Grange to get a scan, then to the [Royal] Gwent to get a follow-up procedure, then back to Nevill Hall. "That's three bed moves, three ambulance crews and three medical people dealing with the same patient. It's extremely inefficient." And another added: "I worry about the safety of the patients coming into this hospital." Read full story Source: BBC News,
  22. News Article
    A whistleblowing letter sent by maternity staff to inspectors and a newspaper was "the right thing to do", the hospital's boss said. Midwives at West Suffolk Hospital in Bury St Edmunds said they were "exhausted and broken" and claimed the unit was "consistently short-staffed". The hospital had previously been criticised for its treatment of whistleblowers. Its interim chief executive Craig Black said the letter was a "brave thing". The anonymous letter was sent to the Bury Free Press, the Care Quality Commission (CQC) and the West Suffolk Foundation NHS Trust, in August. It claimed the midwives had spoken out because standards of care had fallen sharply. Staff were "under extreme pressures all the time, which has left them fed up, exhausted and burnt out", it said. Read full story Source: BBC News, 19 October 2021
  23. News Article
    The Becker's Clinical Leadership & Infection Control editorial team chose the top 10 patient safety issues for healthcare leaders to prioritise in 2021, presented below in no particular order, based on news, study findings and trends reported in the past year. COVID-19 Healthcare staffing shortages Missed and delayed diagnoses Drug and medicine supply shortages Low vaccination coverage and disease resurgance Clinical burnout Health equity Healthcare-associated infections Surgical mistakes Standardising safety efforts. Read full story Source: Becker's Healthcare, 30 December 2020
  24. News Article
    "There can be no debate: this is now much, much worse than the first wave", says a NHS consultant. "Truly, I never imagined it would be this bad. Once again Covid has spread out along the hospital, the disease greedily taking over ward after ward. Surgical, paediatric, obstetric, orthopaedic; this virus does not discriminate between specialities. Outbreaks bloom even in our “clean” areas and the disease is even more ferociously infectious. Although our local tests do not differentiate strains, I presume this is the new variant. The patients are younger this time around too, and there are so many of them. They are sick. We are full." Read full story Source: The Guardian, 7 January 2020
  25. News Article
    England’s chief nurse has said that NHS and care staff are working incredibly hard to cope with record numbers of COVID-19 patients, amid concern that frontline staff are close to burnout. Ruth May pleaded with the public to follow the coronavirus advice to help relieve the pressure on hospital staff, after two days of record hospital admissions. Adrian Boyle, the vice-president of the Royal College of Emergency Medicine, told BBC Breakfast that health employees were “tired, frustrated and fed up”. He said: “What is it going to be like over the next couple of months? I don’t know, I am worried. We are very much at battle stations. “There will be short-term surges of morale but people are tired, frustrated and fed up, as everybody is, whether they work in hospital or not. The people who go into emergency medicine expect it to be tough from time to time. “There is a real worry about burnout.” Read full story Source: BBC News, 1 January 2021
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