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Content Article
In this blog Patient Safety Learning outlines the key points included in its response to the consultation on establishing a Patient Safety Commissioner for England. This sets out their feedback to this consultation and describes the powers and resources this role will require if it is to effectively influence change and improve patient safety. -
Content ArticleThis blog looks at the introduction of a new safety culture at oil company Amoco in the 1990s, following the company's previous poor safety record. The author highlights the positive impact that this had on fatality numbers, and comments how a similar culture is needed for the oil company BP. Although discussing the oil industry, the issues highlighted are relevant to healthcare safety and culture too.
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Content ArticleThis independent study report is designed to be accessible, informative and a tool for learning and change. In its preparation, the project team has aimed to: develop a greater understanding of why staff across the system implemented new practices and innovations during the COVID-19 pandemic; demonstrate an inherent ‘permission’ to apply innovation and transformative change; evidence practical, real world examples of innovation that support the application of good practices to other areas; showcase NHS Wales as a leader in implementing innovation and new ways of working throughout the COVID-19 pandemic. A broad range of qualitative and quantitative evidence has been gathered from practitioners at all levels of the healthcare system, who have worked tirelessly to adapt to an unprecedented set of circumstances while still caring for and protecting Welsh citizens.
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Content Article
At the end of June, Sajid Javid MP was appointed as the new as Secretary of State for Health and Social Care in the UK Government. In this blog, Patient Safety Learning Chief Executive, Helen Hughes, outlines why patient safety should be at top of his agenda, setting out six patient safety priorities for the new Minister. -
Content ArticleIn this blog Patient Safety Learning outlines key points included in its response to the consultation on the Medicines and Healthcare products Regulatory Agency’s (MHRA) proposed Patient and Public Involvement Strategy 2020-25. It sets out its feedback to this consultation and describes the change required for the regulator to improve its approach to engaging and involving patients to improve patient safety.
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Content Article
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In this blog Patient Safety Learning outlines the key points included in its response to the consultation on a proposed Patient Safety Commissioner role for Scotland. This sets out their feedback to this consultation and describes the powers and resources this role will require if it is to effectively influence change and improve patient safety. -
Content ArticleThis guide from Leading for Health is to help those interested in developing and enhancing boards and top teams.
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Content Article
HPMA newsletters
Patient Safety Learning posted an article in Leadership for patient safety
The Healthcare People Management Association (HPMA) is the professional voice of HR in healthcare. Set up over 40 years ago, it has over 4,000 members ranging from HR directors and deputy directors through to trusts and CCGs. Its aim is to support and develop HR staff to improve the people management contribution in healthcare and ultimately improve patient care. -
Content ArticleInterventions to decrease burnout and increase well-being in health care workers (HCWs) and improve organizational safety culture are urgently needed. This study from Sexton et al. was conducted to determine the association between Positive Leadership WalkRounds (PosWR), an organizational practice in which leaders conduct rounds and ask staff about what is going well, and HCW well-being and organizational safety culture.
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Content ArticleYvonne Ormston shares her experience of dealing with Covid as the CEO of Gateshead Health FT and her own cancer journey during the pandemic. Published in HSJ.
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Content ArticleSkip the inspirational speeches and culture committees. Meaningful culture change comes about only when companies rethink how they manage, lead, and pursue strategic goals, says Michael Beer in this Harvard Business School.
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Content ArticleIn response to growing pressures on healthcare systems, the advanced clinical practice (ACP) role has been implemented widely in the UK and internationally. In England, ACP is a level of practice applicable across various healthcare professions, who exercise a level of autonomy across four domains, referred to as the four pillars of practice (education, leadership, research and clinical practice). A national framework for ACP was established in 2017 to ensure consistency across the ACP role, however current ACP governance, education and support is yet to be evaluated. This study aimed to analyse data from a national survey of the ACP role to inform the development and improvement of policies relating to ACP in the National Health Service (NHS) in England.
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Content ArticleThere is a prevailing popular belief that expenditure on management by healthcare providers is wasteful, diverts resources from patient care, and distracts medical and nursing staff from getting on with their jobs. There is little existing evidence to support either this narrative or counter-claims. Asaria et al. explore the relationship between management and public sector hospital performance. They found no evidence of association either between quantity of management and management quality or directly between quantity of management and any of the measures of hospital performance. However, there is some evidence that higher-quality management is associated with better performance. NHS managers have limited discretion in performing their managerial functions, being tightly circumscribed by official guidance, targets, and other factors outside their control.
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Content ArticleThe CQC inspection framework now includes multidisciplinary teams (MDTs) for end of life care, tumours and weekly MDTs for people with complex needs. However lack of time and staff availability for this is a real problem. MDTs are under increasing pressure and are already seeing an erosion of their power to assure safe and appropriate care. Anecdotally, non-attendance by key MDT members is a significant quality issue for many hospitals. This is not a problem of engagement — all MDT members and are willing to provide input — but staffing pressures and the complexity of rostering makes holding these MDT meetings near-impossible. So how do we stop this degradation? How can hospitals better manage the burgeoning requirement for MDTs? One possible answer is to change the emphasis from a single meeting to a managed series of recorded opinions and decisions. If properly supported by the right workflow technology, we can move away from the ‘single-point’ MDT meeting (MDTM) to a ‘multi-point’ MDT process (MDTP) which could allow better and more auditable decisions to be made. Where significant differences of opinion exist, then a meeting can be called – but the MDT members could act independently and in parallel using a suitable recording and monitoring system. In this article, Dr D J Hamblin-Brown explains how this might work.
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Content ArticleSurgical morbidity and mortality (M&M) meetings have a central function in supporting services to achieve and maintain high standards of care. Throughout the UK, practices provides advice on the following topics: around the structure and content of M&M meetings vary widely and so does their quality. According to Good Surgical Practice, all surgeons should regularly attend morbidity and mortality meetings as a key activity for reviewing the performance of the surgical team and ensuring quality.
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Content ArticleIn July 2017, the Royal College of Surgeons of Edinburgh published a number of critical recommendations to government to greatly improve safety in the delivery of surgical treatment and patient care, with seven recommendations for best practice. The RCSEd surveyed opinions from a cross-section of the UK surgical workforce - from trainees to consultants - which highlighted broad inefficiencies on the frontline which impact the working environment and the delivery of a safe service. The report notes factors adversely affecting morale, including a lack of team structure, poor communication, high stress levels, and limited training opportunities. The report also records how staff, at times, feel diverted away from the patient-centred care they strive to deliver because of administrative and IT issues, and believe that being more innovative and efficient with existing resources could make a positive difference.
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Content ArticleThe wellbeing of NHS staff is now recognised as a priority, as evidenced by the introduction of Wellbeing Guardians into the NHS. The NHS needs to appoint a National Wellbeing Guardian to provide a leadership role for the work of these guardians, and more generally to actively promote wellbeing in NHS staff, write Narinder Kapur, Christian Harkensee and Terry Skitmore in HSJ.
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Content ArticleWith a global nursing workforce shortage upon us, governments and health system decision makers are becoming alarmed at the potential risk to service delivery if solutions are not found. However, nurses know that what constitutes the fundamental threat to a healthy healthcare system is not the hard work of nursing, but rather the demoralizing conditions under which many nurses strive to practise their profession. This commentary examines the context for some of those conditions and encourages a collective commitment to articulating our vision for the profession in a manner that is sufficiently forceful to be effective.
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Content ArticleThe UK Government committed to establishing a Patient Safety Commissioner for England in the Medicines and Medical Devices Act 2021. The decision to create this role came about as a result of a specific recommendation in First Do No Harm: The Report of the Independent Medicines and Medical Devices Safety Review (also known as the Cumberlege Review), published in July 2020. The Department of Health and Social Care held a consultation asking for comments on the proposed arrangements for the appointment and operation of the new Patient Safety Commissioner between 10 June and 5 August 2021. This report analyses responses from the public and other interested parties.
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Content ArticleIn this 'letter', Dr Soojin Jun, as a healthcare professional and a patient advocate, gives her three recommendations to guard "patient safety" in the digital health era. Your end-users are ultimately patients, no matter who uses your product. Healthcare is not binary, and your digital solutions shouldn’t be either. Please look ahead and consider empathy for “patients” and provide solid feedback loops for the “users.”
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Content ArticleDoctors and other healthcare professionals are often trained to mask their emotions. The argument is that patients trust them when they “act professional.” But that model of health care leadership is changing, write Roel van der Heijde and Dirk Deichmann in this opinion piece. Roel van der Heijde is a trainer in fear reduction and vulnerable leadership for several hospitals and nursing homes in The Netherlands and a partner at Patient-Centered Care Association in The Netherlands. Dirk Deichmann is an associate professor at Erasmus University’s Rotterdam School of Management.
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Content ArticleListen for weak signals to avert potential disasters, urges Columbia Business School professor, Rita Gunther McGrath. We’ve all heard the stories. The multi-patent-holding chemist at Kodak who warned of the digital revolution. The experienced research and development person at Nokia who pointed out that the bean counters had taken over and the company couldn’t get new products out the door anymore. The scary-smart top engineers at General Electric who urged the company to bet on renewable energy rather than tying its fortunes to fossil fuels. It’s nearly always the case that someone, somewhere, saw a significant inflection point coming and tried to warn the ‘powers that be’ – to little avail. Ignoring these warnings imperils everyone. And yet, it happens over and over again. Let’s explore why, and what you as a leader might do about it.
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Content ArticleThis report was submitted to the United States Congress by the Department of Health and Human Services, in consultation with the Agency for Healthcare Research and Quality (AHRQ). It sets out effective strategies to improve patient safety and reduce medical error.
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Content ArticleHealthcare leaders are bringing renewed attention to patient safety issues that have been overshadowed by another year of the COVID-19 pandemic. Becker's Hospital Review asked patient safety experts the following question: "If you could fix one patient safety issue overnight, what would it be and why?" Read the answers Cynthia Barnard, Vice President of Quality at Northwestern Memorial Healthcare (Chicago), Patricia McGaffigan, Vice President of Safety Programs at the Institute for Healthcare Improvement, Ana Pujols McKee Vice president and CMO and Chief Diversity, Equity and Inclusion Officer at The Joint Commission and Gary Stuck, CMO at Advocate Aurora Health gave.
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Content ArticleLeading for the delivery of integrated care is a new leadership course from the King's Fund and this is your chance to be part of the first cohort in January 2022. The programme has been designed for senior managers and clinicians responsible for delivering integrated patient-centred services. The content is relevant if you are responsible for integrated services either: within the boundaries of a single organisation, such as a hospital working in a partnership role with two or more organisations, or; a hybrid role that incorporates both single and partnership responsibilities. You might be employed by the local integrated care system or integrated care partnership or neighbourhood and might be leading teams and coaching others to work in new ways to achieve improved patient/carer outcomes.
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