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Showing results for tags 'Staff engagement'.
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Content Article
Tracey Cammish, Patient safety, Clinical Intelligence and Partnership Lead, explains why patient safety is central to everything NHS Supply Chain does, and why clinical and end-user experience is so important. -
Content ArticleThis blog by management consultancy McKinsey & Co looks at how to harness the power of people with informal influence to enact transformation within an organisation. It explores a tool known as 'snowball sampling', a simple survey technique originally used by social scientists to study hidden populations reluctant to participate in formal research, such as street gangs, drug users and sex workers. In snowball sampling, recipients take a very short survey and are asked to identify acquaintances who should also be asked to participate in the research. The process instils trust in participants as referrals are made anonymously by peers rather than through formal identification, and one contact quickly snowballs into many. The blog explores how snowball sampling can be adapted to better understand the patterns and networks of influence that operate below the radar in an organisation.
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EventIn its 15th year, the HSJ Patient Safety Congress is the largest annual event to unite patient safety leaders, front-line innovators, national policymakers and patient representatives from across the UK to learn and exchange ideas that will transform patient safety and standards of care. Patient safety is a field that never stands still. Practitioners across the patient pathway are dedicated to continuous improvement and improving the patient experience, ensuring equity of care for all and optimising outcomes. As a result of this Congress, changes have been made to medical textbooks and led to new research being commissioned. But more importantly, it is through this event that changes are made within teams and organisations that help save lives. This year’s Congress will address both new and long-standing patient safety challenges, offering new insights, practical ideas and actionable solutions to help improve care in your organisation: Building a restorative culture. Integrating human factors approach to improve safety. Focusing on patient safety in non-acute settings. Practical approaches to patient and family engagement. Safety and equality in women’s health. Protecting and supporting our workforce. Improving governance and regulation to achieve consistent care. Encouraging clinician-led innovation. Examining safety for vulnerable people. Recognising and responding to the deteriorating patient. Breaking the cycle of repeat errors to advance the safety agenda. Responding to catastrophe in a healthcare setting. Reversing the impact of normalised deviance on patient safety. Eliminating unnecessary deaths in a post-pandemic. Register
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Content ArticleClinical engagement has supplemented clinical governance in healthcare to strengthen the contribution of medical professionals to the assessment of clinical outcomes for patients. Assessments of clinical engagement have, until now, been qualitative; this case study in the journal Australian Health Review introduces the concept of quantitative assessment of clinical engagement by measuring the number of patients managed according to specialist society guidelines. Such an assessment engages all staff (medical, nursing, allied health and pharmacy) involved in patients receiving treatment according to such guidelines and provides an assessment of individual and organisational compliance with those guidelines. Clinical engagement is then quantified as the percentage of patients that have been documented to receive specialist society- or college-approved guideline-compliant treatment, relative to the total number who could receive such treatment, in any healthcare organisation.
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Content ArticleIn April 2022, Whose Shoes were invited to run a workshop in Croydon in support of the HEARD campaign - Health Equity and Racial Disparity in Maternity. Women and families from Croydon came together to talk to healthcare professionals about what makes a difference in maternity care, and raising awareness of some of the issues faced by people from Black, Asian and Minority Ethnic communities - not just the 'service users' but staff experiences too.
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Content ArticleAlready familiar to a number of NHS Trusts, Work In Confidence is a platform providing anonymity to those who wish to raise concerns.
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Content ArticleThe SingHealth Duke-NUS Institute for Patient Safety & Quality (IPSQ) based in Singapore has developed several training courses to improve the skills of healthcare workers in patient safety. The courses are part of the Academic Medicine – Enhancing Performance, Improving Care (AM-EPIC) Framework and cover six areas of competency: Patient safety Improvement sciences Innovation and system design Patient centeredness and advocacy Clinical governance and risk Staff resilience and care support To find out more and book IPSQ to deliver any of these courses to your organisation, email ipsqworkshop@singhealth.com.sg
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Content ArticleDue to the large numbers of employees who aren’t office based and are offsite for most of their working hours, Yorkshire Ambulance Service (YAS) wanted to improve the ways they could communicate and engage with all staff, including those more dispersed. Through different approaches, YAS developed three schemes: appointed a number of employees as cultural ambassadors; procured and implemented an app called ‘Simply Do Ideas’; and established a range of staff equality networks with the aim of making sure staff from under-represented groups also had their voices heard.
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Content ArticleAn expert committee will extend the vision for the nursing profession into 2030 and chart a path for the nursing profession to help create a culture of health, reduce health disparities, and improve the health and well-being of the US population in the 21st century. The committee will consider newly emerging evidence related to the COVID-19 global pandemic and include recommendations regarding the role of nurses in responding to the crisis created by a pandemic.
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Event
The NHS Big Conversation for Improvement
Patient-Safety-Learning posted an event in Community Calendar
untilThe Big Conversation will bring people together for a range of interactive discussions, workshops and presentations, giving a space for people to talk through the challenges of the Covid-19 pandemic, explore continuous improvement opportunities and share fresh insights and ideas on how to promote the improvement of health and care for the benefit of everyone, those who experience services and those who provide them. The Big Conversation will take place over two days. You can choose how much or how little you can attend for - feel free to join one session or stay for the whole time. We want to provide a space, time and environment where anyone can share innovative health and care improvements, that is, methods and approaches that have produced real changes for the benefit of enhancing patient and staff experiences, or changes that have improved population health, and or reduced costs. Day 1 will have the look and feel of a “virtual conference” with presentations, health and care improvement case study sessions and skills-building improvement workshops. Day 2 will be shaped around “open conversations” hosted by members of the audience around topics and questions that matter to them. Register now for the NHS Big Conversation. Don’t worry you are not committed to anything formally by clicking and registering, you are just saying you are interested at this point. Once you are registered, we will ask you to agree to us contacting you again. This will allow us to send you an email to confirm we have saved your details correctly and to tell you more about the Big Conversation plans. We will ask you to think about how you might want to become more involved in being part of the Big Conversation and this includes: An opportunity to submit a nomination for the National Improvement Awards To ask if you would like to sign-up to lead or co-lead your own virtual session on the second day of the Big Conversation -
Content ArticleCore20PLUS5 is NHS England's national approach to reducing healthcare inequalities. In this blog, Paul Gavin, Deputy Director of the Healthcare Inequalities Improvement Programme, reflects on learnings from a recent online survey about Core20PLUS5 in which healthcare professionals and voluntary sector organisations shared their views on the approach. NHS England have also produced an infographic summarising the survey results.
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Content ArticleIn this blog, Jessica Behrhorst, Senior Director for Patient Safety at the Institute for Healthcare Improvement (IHI), discusses challenges staff face in creating a safety culture, such as fear of negative consequences and thinking they will not be taken seriously. She highlights the importance of acknowledging these fears and building positive group norms in order to engage staff. She also highlights the role of root cause analysis in addressing fears about speaking up.
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Content Article
This is the third in our new series of Patient Safety Spotlight interviews, where we talk to different people about their role and what motivates them to make health and social care safer. Deinniol tells us about how his role at the Healthcare Safety Investigation Branch (HSIB) helps make healthcare services in the UK safer for both patients and staff. He explains the importance of understanding the complexity of healthcare systems and the pressures that staff within the NHS face. He highlights the need build trust with patients, staff and other stakeholders to find ways forward in improving patient safety. -
Content Article
In this blog, Jayne Flood, Falls Prevention Practitioner at East Kent Hospitals NHS Foundation Trust, describes how her team introduced ‘yellow kits’* to assist patients at high risk of falls in A&E, and evaluated their impact. *Developed in partnership with Medline Industries Ltd.- Posted
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Content ArticleAn introduction to Appreciative Inquiry from NHS England and some team-based exercises for staff.
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Content ArticleThe #SolvingTogether platform is a place for people to post their ideas on how to recover services, redesign care delivery and address health inequalities. #SolvingTogether invites colleagues working on elective recovery to contribute their experiences, good practices, ideas, and comments on these challenges before it is opened for contributions more widely. Once #SolvingTogether is fully live, all stakeholders will have the opportunity to contribute and engage through tweet chats and a range of connect sessions.
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Content ArticleThis blog in the Health Services Journal (HSJ) looks at the risk posed to clinical care by cyberattacks. A recent HSJ webinar in association with Sophos argued cybersecurity should be the business of everyone in the NHS, and looked at how NHS organisations can tackle the issue. Cyberattacks can cause delays and compromise patient safety and are therefore something that all healthcare staff need to consider. Using helpful language to explain the implications of cyberattacks is key to getting involvement right across the spectrum of management and frontline staff, so that it is not seen as 'an IT issue'.
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Content ArticleThis article, published in The Joint Commission Journal on Quality and Patient Safety, explores the effectiveness of shift handoffs (handovers) by staff. It discusses how poor-quality handoffs have been associated with serious patient consequences, and that standardisation of handoff content and delivery improves both quality and safety.
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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 ArticleThe Chartered Institute of Ergonomics and Human Factors (CIEHF) has launched an oxygen safety campaign aimed at people working at patient bedsides within hospitals. They have consulted with clinicians, fire safety experts and a wide range of allied professional bodies to design the campaign, which has been launched in response to the anticipated national surge in hospital patients as a result of the Omicron variant. Inevitably, the use of oxygen will be very high and issues such as oxygen leakage can cause major fire risks.
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Content Article
ABPI: What is legitimate interests? (9 December 2021)
Patient-Safety-Learning posted an article in Good practice
Disclosure UK is the Database on which all pharmaceutical companies abiding by the Association of the British Pharmaceutical Industry (ABPI) Code of Practice must disclose ‘transfers of value’ to healthcare professionals, other relevant decision makers and healthcare organisations in the UK. Where possible, companies do this by naming the individuals and organisations and according to GDPR law, companies must identify an appropriate lawful basis before they process an individual's information. This guidance document by the ABPI is aimed at pharmaceutical companies using Disclosure UK. It explains and promotes the choice of the basis of 'legitimate interests' for disclosure, with the aim of increasing transparency in the relationships between healthcare professionals, other relevant decision-makers and the industry. -
Content ArticleIn this webinar recording, Gill Phillips, founder of the Whose Shoes? approach to co-production, talks about: Building the future using virtual Whose Shoes? The power of poems, with some thought-provoking and entertaining examples and crowdsourced audio Bridging the gaps between what services provide and what people actually want Health inequalities and talking to people to understand and address the real issues People disproportionately affected by the pandemic and live crowdsourcing of 'micro first steps support' Using common purpose to smash the rules, where necessary Unhelpful NHS language Whose Shoes? is being used as a quality improvement approach in over 80 NHS trusts and many other organisations.
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Content ArticleThis is the recording of a presentation given to the Bristol Patient Safety Conference 2021 by Annie Laverty, Director of Patient Experience and Anna Burhouse, Director of Quality Development at Northumbria Healthcare NHS Foundation Trust. It outlines the Trust's approach to assessing staff satisfaction and wellbeing and developing improvement plans based on feedback from staff. It focuses on the impact of the Covid-19 pandemic and highlights key measures that helped maintain staff wellbeing during the first wave in Spring 2020.
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News ArticleA freedom of information request by HSJ has for the first time revealed a complete list of participants in NHS England’s maternity safety support programme, with 28 trusts involved since its inception in 2018. London North West University Healthcare Trust, Northern Lincolnshire and Goole Foundation Trust, and Worcestershire Acute Hospitals Trust all entered the scheme at the start, due to pre-existing quality and safety concerns. The trusts were all subsequently removed, having been deemed to have made improvements, but have since been placed back in it following inspections by the Care Quality Commission (see table below). HSJ asked the trusts to explain why they had re-entered the scheme, and why it had failed to deliver sustainable improvements the first time, but they declined to comment. NHSE said in a statement: “Trusts are placed on the maternity safety support programme according to complex criteria, including local insight and external performance measures, including CQC ratings. “Following the success of the programme since its creation in 2018, its criteria was widened to strengthen its role in proactively improving safety and enabling earlier intervention where there are concerns — this has allowed support to be offered to more trusts than in previous years.” However, it would not provide further details on the new entry criteria. Three further trusts — Barts Health, North Devon Healthcare, and the Queen Elizabeth Hospital King’s Lynn — have previously exited the programme and not so far re-entered. Trusts such as Shrewsbury and Telford and East Kent — which have been at the centre of major maternity scandals — have been on the improvement scheme for all four years. Peter Walsh, chief executive of the patient safety charity Action against Medical Accidents, said: “The number of NHS maternity services being found to be needing improvement is worrying. We welcome the fact that NHS England is devoting resources to support trusts to improve their maternity services, but there should be much more transparency about this. “The criteria for needing this support should be published, and indeed should have been subject to consultation.” Helen Hughes, chief executive of patient safety charity Patient Safety Learning, said there should be transparency about resource allocation and the criteria used to make decisions, adding: “It doesn’t appear that this information is easily accessible and in the public domain and rather begs the question, why not?” NHSE said trusts receiving support from the programme detail this in their board papers, although HSJ found this is not always the case. It added trusts are made aware of the rationale for inclusion on an individual basis. NHSE and the Department of Health and Social Care last year described the maternity safety support programme as the “highest level of maternity-specific response”. They have said the programme “involves senior clinical leaders providing hands on support to provider trusts, through visits, mentoring, and leadership development”. Full article here (paywalled) Original source: Health Service Journal
