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Showing results for tags 'Resources / Organisational management'.
Found 187 results
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Content ArticleThis report states that patient and public engagement has been on the NHS agenda for many years, but the impact has been disappointing. There have been a great many public consultations, surveys, and one-off initiatives, but it argues that the service is still not sufficiently patient-centred. In particular, it looks at a lack of focus on engaging patients in their own clinical care, despite strong evidence that this could make a real difference to health outcomes. This paper argues that a more strategic approach is required to create the necessary shift in beliefs, attitudes and behaviours.
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Content ArticleHealth and social care systems, organisations and providers are under pressure to organise care around patients’ needs with constrained resources. To implement patient-centred care (PCC) successfully, barriers must be addressed. Up to now, there has been a lack of comprehensive investigations on possible determinants of PCC across various health and social care organisations (HSCOs). This qualitative study from Hower et al., published in BMJ Open, examines determinants of PCC implementation from decision makers’ perspectives across diverse HSCOs.
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Content ArticleThe Safer Nursing Care Tool is a system designed to guide decisions about nurse staffing requirements on hospital wards, in particular the number of nurses to employ (establishment). It is widely used in English hospitals but there is a lack of evidence about how effective and cost-effective nurse staffing tools are at providing the staffing levels needed for safe and quality patient care. The objective of this study, published in Health Services and Delivery Research, was to determine whether or not the Safer Nursing Care Tool corresponds to professional judgement, to assess a range of options for using the Safer Nursing Care Tool and to model the costs and consequences of various ward staffing policies based on Safer Nursing Care Tool acuity/dependency measure. Authors conclude that employing more permanent staff than recommended by the Safer Nursing Care Tool guidelines, meeting demand most days, could be cost-effective. Apparent cost savings from ‘flexible (low)’ establishments are achieved largely by below-adequate staffing. Cost savings are eroded under the conditions of high temporary staff availability that are required to make such policies function.
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Content ArticleToo little, too late, says Scally, Jacobson and Abbasi in this BMJ Editorial on the government's response to COVID-19. The UK government and its advisers were confident that they were “well prepared” when COVID-19 swept East Asia. The four-pronged plan of 3 March to contain, delay, research, and mitigate was supported by all UK countries and backed, they claimed, by science. With over 30 000 hospital and community deaths by 12 May, where did the plan go wrong? What was the role of public health in the biggest public health crisis since the Spanish flu of 1918? And what now needs to be done?
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Content ArticlePresentation from Dr Neelam Dhingra-Kumar, Coordinator, Patient Safety and Risk Management, at the World Health Organization's "A Global Consultation – A decade of Patient Safety 2020–2030".
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Nurse Staffing Levels (Wales) Act 2016
Patient Safety Learning posted an article in NHS Wales (Gig Cymru)
The Nurse Staffing levels (Wales) Act 2016 became law on 21st March 2016. Health Boards now have a legal duty to regard the importance of ensuring appropriate levels of nurse staffing in all settings. In adult acute care settings, an appropriate nurse staffing level must be calculated and maintained. Health Boards have a duty to report on compliance with staffing requirements and take action if failings occur. The Welsh Government has issued guidance on how to determine appropriate staffing levels. -
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Medscape: Novel coronavirus (articles)
Claire Cox posted an article in Guidance
This is a collection of articles, news and alerts on coronavirus published on Medscape. -
Content ArticleThis article from Zarzaur et al., in JAMA Surgery, shares an administrative restructuring approach building on military and emergency management experiences to make adjustments in surgery workforce and expertise availability to address complex shifts in care processes in response to the COVID-19 pandemic.
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Content ArticleThis commentary from Wu et al., in the Annals of Internal Medicine, summarises a triad of strategies used at one organisation to support healthcare workers in times of great stress. The authors suggest leadership focus on resilience, communication that informs and empowers staff, and a multi-component peer-support structure to provide a foundation for institutional wellness.
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Content ArticleThe Serenity Integrated Mentoring (SIM) model is described as "an innovative mental health workforce transformation model that brings together the police and community mental health services, in order to better support 'high intensity users' of Section 136 of the Mental Health Act (MHA) and public services." The SIM model is part of a 'High Intensity Network' (HIN) approach, which is now live in all south London boroughs. In this hub post, Steve Turner highlights the benefits and risks of this approach and seek your views on it.
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Content ArticleThis article in the Anesthesia Patient Safety Foundation newsletter looks at the issues surrounding the contribution of anaesthetic gasses to healthcare pollution and emissions. The authors argue that the next patient safety movement should be sustainable healthcare. They highlight that anaesthetists have the opportunity to lead in the effort to reduce healthcare’s impact on population health, and demonstrate to the wider sector that sustainable healthcare is possible and important to the wellbeing of patients.
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The rise of telehealth (2 September 2020)
lzipperer posted an article in Telehealth
Telehealth has become more entrenched as a healthcare provision mechanism in response to COVID-19. This Dissent Magazine article cautions its effectiveness long term due to its potential to be established as a profit centre for healthcare organisations.
