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Showing results for tags 'Organisational development'.
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Content ArticleTeal is the latest colour to enter the business world, and it is shaking things up in a big way. So what are teal organisations, and why should you care? This article will lay out everything you need to know about teal organisations. We will discuss the teal paradigm and how it impacts daily organisational practices. It will also take a look at teal culture and examples of teal organisations.
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Content ArticleFollowing the publication of the Independent Medicines and Medical Devices and Safety (IMMDS) Review in July 2022, the UK Government accepted a recommendation to appoint a Patient Safety Commissioner responsible for promoting safety in the context of the use of medicines and medical devices. At the Health Plus Care conference on the 19 May 2022, Patient Safety Learning's Chief Executive Helen Hughes and Marie Lyon, Chair of the Association for Children Damaged by Hormone Pregnancy Tests, considered the key challenges that will faced by the new Patient Safety Commissioner and the importance of implementing in full the recommendations of the IMMDS Review. See attached their presentation slides.
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Content ArticleForty-two Integrated Care Systems (ICSs) in England are set to become new statutory bodies from July 2022, marking a significant shift in how health and care services are planned and delivered towards a model of joined-up partnership working and coordination. At the Health Plus Care conference on the 18 May 2022, Patient Safety Learning's Chief Executive Helen Hughes, Maggie Boyd, Associate Consultant at NHS Arden & GEM Commissioning Support Unit, Sue Braysher, Managing Director at Bluebellwoods Consulting and Graham Hewett, Associate Director of Quality at NHS South East London Clinical Commissioning Group, discussed the development of ICSs in the context of patient safety. They considered the opportunities and challenges that this presents and the need to embed patient safety in the culture, leadership and new governance structures. See attached their presentation slides.
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Content ArticleThis animation by The King's Fund explains the changes that are happening to the way the NHS in England is organised and run. It outlines the key organisations that make up the NHS and how they can collaborate to deliver joined-up care. It describes the impact of the Health and Care Act 2022 and talks about how Integrated Care Systems foster collaboration between healthcare and other local services to improve people's experience and health outcomes.
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Content ArticleVolunteers make a huge contribution to the NHS, and there is evidence that the role of volunteers has expanded in recent years. The most recent NHS workforce plan recognises and commits to maximising the value of volunteers as services are rebuilt and reformed after the Covid-19 pandemic. This resource by The King's Fund provides a framework for identifying how to move from volunteering as an ‘added extra’ to it making an integral contribution to the delivery of health care. It also explores ways in which volunteering can have a positive impact for all involved.
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Content Article
Peter Lachman explains why safety must be embedded into what we do every day, not what we do only after harm has occurred, and why we need to constantly ask ourselves “what do we need to do to be safe?” His new book, Oxford University Press Handbook of Patient Safety, translates the complex patient safety theories into actions that frontline staff can take to be safe. -
Content ArticleThis statement from Hugh Alderwick, Director of Policy, outlines the Health Foundation's response to the House of Commons votes on the Health and Care Bill on 30 March 2022. He highlights the potential for the policies voted through to increase health inequalities, and to stall attempts to improve health and care workforce planning.
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Content ArticleIn July 2019, NHS England and NHS Improvement launched the NHS National Patient Safety Strategy. A key element of this is the development and implementation of a patient safety syllabus, which was created by Academy of Medical Royal Colleges (AoMRC) based on a proactive approach to the prevention of harm. UCLPartners is working in partnership with the Chartered Institute for Ergonomics and Human Factors’ (CIEHF) Lantern Group to support Trusts across London to assess their readiness to implement the syllabus through the development of an organisational self-assessment tool. This work has been commissioned by Health Education England (HEE). The organisational self-assessment tool has been developed alongside a Facilitator’s Guide.
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Content ArticleThe Additional Roles Reimbursement Scheme (ARRS) was introduced in England in 2019 as a key part of the government’s manifesto commitment to improve access to general practice. The aim of the scheme is to support the recruitment of 26,000 additional staff into general practice. This is a huge ambition and requires significant and complex change across general practice. While primary care networks (PCNs) have swiftly recruited to these roles, they are not being implemented and integrated into primary care teams in an effective way. This research by The King's Fund focused on four roles to examine the issues related to their implementation: social prescribing link workers first contact physiotherapists paramedics pharmacists. The research examined the experiences of people working in these roles, and of the people managing them. It found a lack of shared understanding about the purpose or potential contribution of the roles, combined with ambiguity about what multidisciplinary working would mean for GPs. If the scheme is to be successfully implemented, it will require extensive cultural, organisational and leadership development skills that are not easily accessible to PCNs.
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News Article
Dr Ted Baker announced as the new Chair of HSSIB
Patient Safety Learning posted a news article in News
Dr Ted Baker has been formally appointed as the new chair of the Health Services Safety Investigations Body (HSSIB). The Secretary of State for Health and Social Care, Rt Hon Steve Barclay MP, made the announcement today (1 December 2022). Dr Baker is a retired consultant paediatric cardiologist, and most recently was Chief Inspector of Hospitals at the Care Quality Commission (CQC) between 2017 and 2022. Dr Baker says: “I am delighted to be joining such a ground-breaking organisation. I have been impressed by the quality of the work coming from the HSIB and I am excited to be joining the organisation at such an important time in its history." Source: HSIB, 1 December 2022 -
Content ArticleDelivering the future hospital is an account of the successes, challenges and learning from the Future Hospital Programme. The Future Hospital Programme (FHP) was established to implement the recommendations of the Future Hospital Commission. These recommendations were based on the very best of our hospital services, taking examples of existing innovative and patient-centred services to develop a comprehensive model of care. The FHP worked with eight Future Hospital development sites, comprising multidisciplinary teams of physicians, nurses, managers, allied health professionals, social workers and patients on discrete projects aligned to the vision of the FHC. Delivering the future hospital contains an overview of the improvement journey, outcomes and learning from each development site. In addition, to mark the end of their collaboration with the FHP, development site teams prepared a more detailed account of their experiences and learning. Both the summary and long-form reports are available from the link below.
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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 ArticleIs it realistic to think of separating NHS hospital sites more effectively for “cold” (elective) and “hot” (acute and urgent) care, so that outbreaks or seasonal surges don’t lead to elective care being cancelled or delayed? David Oliver, consultant in geriatrics and acute general medicine, explores this idea in a BMJ article.
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EventuntilFollowing on from an initial webinar held in September 2021, this is the first in a new series of four webinars designed to support Q members to develop a deeper understanding of Quality Management Systems. Through an interactive session, with guest speakers Dr Amar Shah (East London Foundation Trust) and Dr Nicola Burgess (Warwick Business school), participants will: Gain understanding of the principles and mechanisms that organisations apply to deliver whole organisational quality management. Recognise different levels of organisational maturity and to be able to assess their own organisation against these levels. Consider “where to start?” through discussing and learning from others are different stages of organisational maturity. Whole organisational quality management relies on the support of colleagues at all levels across an organisation. So for this webinar we encourage you to bring a colleague. Pass on the invitation and make sure they know that you don’t need to be a Q member to join.
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Content ArticleThe importance of employee voice—speaking up and out about concerns—is widely recognised as fundamental to patient safety and quality of care. However, failures of voice continue to occur, often with disastrous consequences.
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Content ArticleIf the NHS is to meet the challenges ahead, the people profession, which comprises human resources and organisational development practitioners, has a key role to play in shaping the future. This includes steering organisations towards the vision set out within the People Plan: more people, working differently, in a compassionate and inclusive culture. The Government recently announced that additional funding will be invested in the NHS over the next three years, funded by a new Health and Social Care Levy and a rise in dividend tax. The people profession – working alongside other decision-makers in the NHS – will have a key role in optimising available resources and maximising the value of taxpayer investment, to support recovery of routine services, to tackle waiting lists, and to deliver the care that NHS patients need. This report sets out a vision for how the people profession will develop and work differently over the coming decade. It draws on the diversity of voices from across the profession and beyond. It also sets out a roadmap for action.
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Content ArticleThis document provides guidance for maternity services and Local Maternity Systems on how to develop a local plan for achieving Midwifery Continuity of Carer as the default model of care offered to all women. The guidance sets out recommended practice, how delivery against these plans will be assured nationally, and how provision will be measured at provider and Local Maternity System level. Midwifery Workforce Tools designed to help midwifery leaders safely plan, simulate and design maternity services can be used alongside this guidance.
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Content ArticleAppreciative inquiry is a collaborative, strengths-based approach to change in organisations and other human systems. It identifies the positive strengths of an organisation or system and builds on these, rather than focusing on problems that need to be fixed. This article for PositivePsychology.com outlines the history, theory and framework of appreciative inquiry, as well as looking at real-life examples.
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Content ArticlePeople in Place highlights the fundamental skills and people issues which will determine the future of health and care in the UK. The Covid-19 pandemic has made these issues clearer and more pressing, but it has also revealed an appetite for change and resulted in innovative ways of working. This report argues that building effective collective leadership into systems and places is vital to overcome staffing and governance issues in the NHS. Focusing on building long-term frameworks for change rather than responding to immediate pressures, it suggests practical tools and resources that could be used to bring about transformation within the system.
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Content ArticleA stronger safety climate in nursing homes may reduce avoidable adverse events. Yet efforts to strengthen safety climate may fail if nursing homes are not ready to change. To inform improvement efforts, Quach et al. examined the link between organisational readiness to change and safety climate. They found that organisational readiness to change predicted safety climate. Safety climate initiatives that address readiness to change among frontline staff and managers may be more likely to succeed and eventually increase resident safety.
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Content ArticleThis report describes the impact of patient adverse events and near misses, including their use of incident reporting systems and the organisational support available.
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News Article
RCN insists pay rise for NHS staff would help morale
Patient-Safety-Learning posted a news article in News
A letter signed by the Royal College of Nursing, UNISON and Royal College of Midwives have called for a higher pay rise for NHS staff. In their letter, they explain that currently, staff are experiencing high levels of exhaustion, and that a pay rise would help convince staff members to stay in their roles and raise morale after facing the challenges of the pandemic. According to the article, the Royal College of Nursing is calling for a 12.5% pay increase for NHS staff on Agenda for Change contracts. Read full story. Source: Royal College of Nursing, 29 June 2021 -
News Article
Burnout among staff in the NHS and social care at 'emergency levels'
Patient-Safety-Learning posted a news article in News
A new report commissioned by the House of Commons finds NHS staff and social care workers are suffering from burnout at 'emergency levels'. The report has said problems with burnout among the NHS and care staff already existed but was increased due to the Covid-19 pandemic. Staff shortages have been indicated as one of the causes of burnout as the work days became longer and the pressure on staff grew. It was also found that staff felt overwhelmed after lockdown ended as patients who had not been to see their GP during lockdown were now coming in with an array of health problems. NHS and care staff felt insufficiently equipped to deal with the incoming patients due to a lack of proper staffing support in the workforce. Read the full story Read the full report here Source: BBC News, 8 June 2021 -
Content ArticleWorkforce burnout and resilience in the NHS and social care report describes the causes and effects of burnout among staff working within the National Health Service as well as the impact of Covid-19 on burnout.
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Content ArticleThe focus on error detection and its management has not produced the expected gains in patient safety, primarily because these methods are not well suited to a complex adaptive system such as healthcare. Behaviours that produce errors are variations on the same processes that produce success, so focusing on successful practices may be a more effective tactic. One approach to focusing on success is positive deviance. While positive deviance can be used to describe the behaviour of an exemplary individual, the term can also be extended to describe the behaviours of successful teams and organisations. Originating in international public health projects, positive deviance has recently been embraced to improve quality and safety of healthcare delivered in organisations. The premise is that solutions to common problems mostly exist within clinical communities rather than externally with policy makers or managers, and that identifiable members of a community have tacit knowledge and wisdom that can be generalised. Lawton et al. explain more in this BMJ article.
