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These infographics are from the summary HSIB report (22 October 2020) entitled "COVID-19 transmission in hospitals: management of the risk – a prospective safety investigation". The exec report can be found here. They explain the five main aspects related to the nosocomial transmission of infection, and how the risks of this happening can be properly managed.

My symptoms began towards the end of April. I started to cough and feel really cold. I developed a severe headache, was bothered by light and started to hurt in my kidney area and my neck. I stopped being able to complete a sentence without breathing in between words and felt like I had a tight chest. I found it hard to stay awake. I struggled to breathe if I even stood up. We started to isolate as a family of six. My GP tried to call but I was too breathless to speak on the phone so she asked me to take my blood pressure. It was 130/95 with a pulse of 38. She told my husband to take me to the hospital in case I needed oxygen. I was taken to a ward specifically for those showing signs of COVID-19. Three nurses treated me while I was crying and coughing and unable to breathe. They had a mask and gloves and had put a mask on me but the masks were not great and I didn't think it would be sufficient protection. One swabbed my throat and up my nose. I knew I had COVID-19 and didn't want them touching me as I thought they would get it. Two hours later was told I was fine and should go home. The doctor said my blood results were clear, my chest X-ray was clear I didn't have COVID, just anxiety. On my way out I was distressed as my husband and I were sure I had it. We continued to isolate as a family, despite what I was told in hospital. I haven't had anyone contact me with my swab results. At home, my symptoms got worse. I was freezing and coughing, headache, diarrhoea, aches, foggy, couldn't taste or smell, craved sugar to keep me awake. My fever came on and off. I had three teenagers and a five year old at home. I had extreme exhaustion and was unable to walk or complete sentences. A week or so later, following a phone call, the GP sent a Healthcare Assistant (HCA) to take my blood pressure and SATS. The HCA said that I had tested negative for COVID but I told her that I didn't believe it to be accurate. She gave me the SATS monitor to use myself while she watched from the doorway. My SATS went down to 80percent when I lifted my arms so the HCA called the GP who called an ambulance. The paramedics said that I should be in a coma according to my obs. He was only wearing gloves and a mask so I was upset as I was sure I had COVID. He commented that it was in my notes, COVID negative. The paramedics were with me for over an hour in my house. My daughter was in the room and husband who were not wearing masks and my other three children not wearing masks came to say goodbye to me. It would have been quite possible for them to be spreading it to the paramedics too. Upon walking to the ambulance, my SATS went down to 68% with a blood sugar of 2, so I was given sugar and given oxygen in the ambulance. I started to shake. The paramedic then changed into a hazmat suit. The other paramedic carried on treating me as he wanted to put a cannula into me. Acknowledging my concerns, they reassured me that they would speak to the staff to say that I may have had a false negative as I was showing signs of COVID. The staff in the resuss part of the hospital were wearing full PPE with plastic over their faces. A few hours later the doctor made me walk round the ward with a SATS monitor attached to my ear. My SATS went down to 96 then 94 then 92 and then 90 and then I went back to my bed. The doctor told me that I did have COVID-19, that it had been a false negative and that I needed to rest. My biggest concerns are for the safety of the paramedics, who were seriously at risk thinking I was a negative for COVID-19 because of my initial test results. I'm interested to know if anyone else had a similar experience.

What is Redthread? Redthread, a Youth Violence Intervention Programme, runs in hospital emergency departments in partnership with the major trauma network. The innovative service aims to reduce serious youth violence and has revolutionised the support available to young victims of violence. Every year thousands of young people aged 11–24 come through hospital doors as victims of assault and exploitation. It is then, at this time of crisis, that our youth workers use their unique position embedded in the emergency departments alongside clinical staff to engage these young victims. Redthreads extensive experience tells us that this moment of vulnerability, the ‘Teachable Moment’, when young people are out of their comfort zone, alienated from their peers, and often coming to terms with the effects of injury, is a time of change. In this moment many are more able than ever to question what behaviour and choices have led them to this hospital bed and, with specialist youth worker support, pursue change they haven’t felt able to before. Redthread workers focus on this moment and encourage and support young people in making healthy choices and positive plans to disrupt the cruel cycle of violence that can too easily lead to re-attendance, re-injury, and devastated communities. Redthread and the Homerton Redthread is embedded within Homerton’s A&E department. The Redthread youth work team work hand in hand with the emergency department team to safeguard young people between the ages of 11-24 who are at risk of violence or exploitation. Emergency department clinicians send referrals for at-risk young people to the Redthread team, who work on an individual basis with the young people to support them and endeavour to alleviate the risk in their environment. Redthread achieves this by liaising with statutory services such as CAMHS, Children’s Social Care and Housing to ensure that the young person is being placed first. By linking up services, Redthread ensures that the young person is the focal point and that help is being given, without duplicating existing services. Redthread works in several major trauma centres across the UK; however, the Homerton practice is the first community hospital based service. The Redthread service would not be possible without the support of the emergency department staff. Not only is the clinical and non-clinical body supportive of the service and actively referring young people, the emergency department as a whole takes an active interest in Redthread’s work – talking to Redthread staff about their work, fundraising and attending training sessions. Thanks to the initial efforts of emergency department doctors and nurses in gaining funding and support for this project at Homerton, and the continued work and collaboration by the emergency department and Redthread, the service has excellent track record after its 1 year of service. The Redthread youth workers work closely with young people in a way that clinicians do not have time to. This means that patients are cared for both medically and holistically. Though difficult to quantify results, a strong qualitative difference to the service is that there is a caring external presence within the emergency department. For young people in crisis, being seen one-to-one by someone in a non-clinical role means that there is someone solely on their side. In a lot of cases, a Redthread worker might be the first person in a long time to ask if they are ok, and to see them for who they are as opposed to the trauma that they have suffered. For the emergency department team, having a constant youth work presence acts as a reassurance that when a safeguarding issue does arise, this will be followed up and the young person will continue to be cared for. The emergency department safeguarding has improved as awareness has grown among staff members of safeguarding procedures. The Redthread collaboration has also prompted staff to be more inquisitive with the patients they see, and to consider how that patient’s behaviour may be a manifestation of underlying problems. As such, young people coming into the emergency department are safer as they are more likely to be seen and understood by clinicians, as well as receiving long term assistance as part of the emergency department care package. As the first community hospital in the Redthread network, the Homerton Redthread team have tailored and changed their service to best fit the community it serves. The team spend longer working with young people, in addition to working more closely with them than in other hospitals – taking on a constant role in our young people's lives. The breadth of presentations seen at Homerton has also resulted in a broader case-load. The result is a service which is ready to adapt to individual cases to best serve young people both in hospital and out in the community. Redthread at Homerton are also innovating and adding value structurally by meeting young people at the earliest opportunity – the statistic is that young people present to hospitals like Homerton four to five times on average before they are injured to the extent that they have to be taken to a major trauma centre. By being embedded in a local hospital such as this, we have an opportunity to engage people and help them to change their trajectories and avoid escalating harm. We’re also pioneering work around contextual safeguarding, by listening to young people and feeding back to local authorities when for example unsafe spaces in the community are identified.

In this article, Dan looks back at the Donabedian Model, a framework for measuring healthcare quality, and suggests why this might be an over simplification and why we must also look at human factors when we think about patient safety. We are humans and we can, do and will make mistakes, so we have a personal responsibility to acknowledge and address this as a contributing factor for patient safety incidents and harm. How do we begin to address our individual responsibilities? How can each of us reduce the personal risks we pose for our patients? How do we begin to address the moral imperative to recognise and then overcome any professional complacency that may interfere with our performance? Dan believes by enhancing human performance within healthcare settings this will serve as the ultimate key to improving quality and safety. Recognition by clinicians of their own tendencies toward complacency and their own vulnerabilities toward making mistakes is to encompass a mandate for personal professional commitment and improvement. If patients are harmed on the frontlines in healthcare settings, then it is on the frontlines that many of the solutions can be found and safety improvements nurtured. First recognising, and then modulating, the human factors liabilities that exist on the frontlines and overcoming the challenges of professional complacency will be necessary steppingstones towards sustained improvements in providing patient safe care. Clinicians, managers and leaders need to work collaboratively to understand and overcome the challenges that human factors pose when addressing individual performance.