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Found 168 results
  1. Content Article
    In this blog for the Nursing Times, Fiona Hibberts, head of the Nightingale Academy and consultant nurse at Guy's and St Thomas' NHS Foundation Trust, discusses the importance of huddles in improving patient safety and care, and in providing emotional support for staff. The author describes a huddle as "a gathering of key individuals, at a given time, to briefly discuss safety aspects of care of a group of patients in real time, escalate concerns and make plans," and highlights their importance for staff morale during the COVID-19 pandemic.
  2. Content Article
    It's that time again. 'Speak Up Month' in the NHS. In this blog, I discuss the definition of 'whistelblowing' and why this is important. I believe that although the Francis Report has stimulated some positive changes, the only way to successfully move forward on this is to celebrate and promote genuine whistleblowers. This includes using the word 'whistleblowing', not a euphemism. It also needs us to involve everyone, including patients, in the changes. "Whistleblowing isn’t a problem to be solved or managed, it’s an opportunity to learn and improve. The more we move away for labelling and stereotyping the more we will learn. Regardless of our position, role or perceived status, we all need to address this much more openly and explicitly, in a spirit of truth and reconciliation." What is whistleblowing? "In the UK, NHS bodies have been guilty of muddying the waters. Sometimes implying that whistleblowers are people who fail to use the proper channels, or are troublemakers, especially when they go outside their organisation with their concerns. In fact, the Public Interest Disclosure Act makes no distinction between ‘internal’ and ‘external’ whistle-blowers..."
  3. Content Article
    This article in BMJ Quality & Safety looks at letters of compliment from patients to NHS staff, recognising their role in identifying and encouraging high quality healthcare. The authors examined compliment letters from patients and identified: why patients wrote them which activities they complimented which members of staff the feedback was aimed at. The study found that 77% of letters complimented staff on their relationship with the patient, 50% on clinical work and 30% on management. Many letters commented on staff going above and beyond their role to help patients and most letters had the joint aims of acknowledging and promoting good practice.  The authors conclude that by acknowledging, rewarding and promoting positive practice, compliment letters can contribute to healthcare services by promoting positive behaviours and giving staff social recognition.
  4. Content Article
    Trusts that embed trust-wide improvement successfully throughout their organisations embrace accountability for that improvement and have boards that offer space to leaders at all levels to identify, shape and drive that improvement. They have a consistent and coherent approach. Perhaps most critically, they support their staff to engage in and lead improvement efforts by enabling them to both develop improvement skills and capabilities, and by focusing on relationships and culture. Staff in these organisations come to work to deliver and improve services. But how do boards support this evolution to happen? In our first three virtual webinar sessions as part of our trust-wide improvement programme, supported by The Health Foundation, NHS Providers delved into what it really means to have a systematic approach to improvement and what learning we can draw from the experiences of COVID-19. It explored diverse experiences of organisation-wide improvement, with differing investment levels, and type and rigour of method used. Trust leaders shared practical, actionable insights for peers to consider, with a number of common principles emerging that could help sustain the gains made as a result of the pandemic and respond to the scale of the challenges ahead. This briefing highlights what has been learnt so far
  5. Content Article
    The Joint Advisory Group on GI Endoscopy (JAG) and Imperial College London are conducting a survey into the safety attitudes of all endoscopy staff across UK & Ireland endoscopy services. Your views are vital in understanding current safety practices across endoscopy nationally. This survey takes less than 7 minutes to complete.
  6. Content Article
    This is a presentation detailing the manuscript which investigated the presence of pain during hysteroscopy, delivered by pain researcher, Richard Harrison to the annual meeting of the Royal College of Obstetricians and Gynaecologists in 2021.
  7. Content Article
    Graphic showing the five fundamentals of civility.
  8. Content Article
    Incivility in the healthcare system can have an enormous negative impact and consequences. In contrast, civil behaviour promotes positive social interactions and effective workplace functioning. This article focuses on the first two fundamentals of the five fundamentals of civility: respect and self-awareness.
  9. Content Article
    In this blog, pain researcher, Richard Harrison, reflects on the presentation he recently made to the Royal College of Obstetricians and Gynaecologists, based on his research into pain during hysteroscopy. Follow the link below to read Richard's blog, or you can watch the RCOG presentation here. 
  10. Content Article
    Despite decades of research, improving healthcare safety remains a global priority. Individual studies have demonstrated links between staff engagement and care quality, but until now, any relationship between engagement and patient safety outcomes has been more speculative. This systematic review and meta-analysis from Gillian et al. assessed this relationship and explored if the way these variables were defined and measured had any differential effect. Despite a limited and evolving evidence base, they cautiously conclude that increasing staff engagement could be an effective means of enhancing patient safety. Further research is needed to determine causality and clarify the nature of the staff engagement/patient safety relationship at individual and unit/workgroup levels.
  11. Content Article
    Having stepped down as Chief Executive of the Point of Care Foundation last year, Jocelyn Cornwell reflects on the journey that she and the organisation have made and what she has learnt. This is her personal take on their history, the principles behind the work and achievements plus some reflections on changes that have and have not happened over the last fifteen years. 
  12. Content Article
    How can we turn the good intentions of a policy into a working model that people use? How can we ensure policies are translated into real, practical solutions? In this blog, Lynne Williams discusses why effective policy implementation is as crucial and important as the content and why we need to look at policies as a collaborative project, headed up by Governance, but written in partnership with the staff that use them to ensure we provide consistent, safe care.
  13. Community Post
    Some years ago I stopped writing for journals, in favour of blogging & volgging. My reasons were: I specialise in patient involvement and inclusion, so I want the work of me and my colleagues to be easily found by everyone We didn't want our work to end up behind a paywall We work across disciplines and try to bypass hierarchies, especially in promoting action learning and patient led care I can see there are some really good Open Access Journals around. So my question for us all is: Which are the best Open Access Journals? Here a link to my digital profile: https://linktr.ee/stevemedgov This is our developing model of working, a away of working in healthcare that all use and participate in:
  14. Content Article
    Ben Watson is a Strategy Implementation and Quality Improvement (SIQI) Manager in the Scottish Ambulance Service. He is currently responsible for supporting operational services in the West of Scotland, to see how they can improve patient care, existing processes and develop new ways of working that benefit both staff and patients. In this interview, Ben explains why they’ve started collecting positive feedback through a peer-to-peer system called GREATix. 
  15. Content Article
    Since her last blog for the hub, Claire has moved away from clinical practice as a critical care outreach nurse and has entered the world of patient safety management in a new Trust. Coming out of a second lockdown, Claire reflects on how her experiences working in the NHS are very different from the first lockdown back in March 2020 and the difficulties she's facing doing quality improvement from home.
  16. Content Article
    This study in the International Journal of Mental Health Nursing presents a qualitative evaluation of staff perspectives of the impact and value of the REsTRAIN Yourself initiative. REsTRAIN Yourself aimed to reduce the use of physical restraint in mental health inpatient wards through training and practice development with whole teams within ward settings. Thirty-six staff participated in semi-structured interviews for this study.
  17. Content Article
    East Lancashire Hospitals NHS Trust (ELHT) is a healthcare provider treating over half a million patients a year in the North West. Back in 2013, they were investigated as part of the Keogh Review and as a result were categorised as an organisation in “special measures”. Morale amongst the staff consequently hit rock bottom, against a backdrop of negative media articles. Staff engagement was identified as a fundamental driver to improve staff and patient experience. However, it was appreciated that the cultural change required would take time to achieve. To gain regular feedback from their staff, they used the Staff Friends and Family Test (Staff FFT), to which they added several local questions. Based on this feedback and information from the NHS Staff Survey, they set about rebuilding ELHT with the clear intention to create a culture where staff felt they belonged. Read their case study.
  18. Content Article
    The 2008 Second Global Patient Safety Challenge sponsored by the World Health Organization articulated 10 “essential objectives for safe surgery”. One of these is to “establish routine surveillance of surgical capacity, volume, and results” at the hospital level. There can be little doubt that this recommendation was made in the expectation that longitudinal surveillance and analysis of surgical results could lead to quality improvements in care and improved patient outcomes. In this linked study, Duclos and colleagues investigated a surveillance system the central feature of which was the use of Shewhart control charts. Originally developed to monitor industrial processes, control charts track variability in key process indicators over time and provide visual feedback on both positive and negative trends. This allows evaluation of the impact of process changes or, in the case of a negative trend, it triggers investigation into the causes and the formulation of appropriate responses. They found that the implementation of control charts with feedback on indicators to surgical teams was associated with concomitant reductions in major adverse events in patients. Understanding variations in surgical outcomes and how to provide safe surgery is imperative for improvements.
  19. Content Article
    The World Health Organization (WHO) is actively exploring the role of compassion in quality health care. This Global Health Compassion Rounds (GHCR) highlighted the compelling evidence around compassion and quality care—not only for patients, but also for providers and health care organisations. Respondents offered their views of the implications of this evidence at national, district, and community levels of care. 
  20. Content Article
    Whose Shoes?® is a popular approach to coproduction and engagement, bringing in diverse voices. It is typically used with support from New Possibilities, who provide live visual recording to capture the conversations in a truly authentic way. The approach is being used in 70 NHS trusts, universities and other organisations, with excellent outcomes.
  21. Content Article
    Hazardous Hospitals aims to elicit a wide range of viewpoints and experiences about the historical development of safety in NHS hospitals. They are interested to hear from anyone with direct experience of encountering health and safety risks in hospitals, promoting safety, or exposing shortcomings in healthcare quality. Follow the link below to find out more and how to participate.
  22. Content Article
    At its heart, Appreciative Inquiry (AI) is about the search for the best in people, their organisations, and the strengths-filled world around them. It is the art and practice of asking questions that strengthen a system’s capacity to heighten positive potential, (Stavros et. al (2015) Appreciative Inquiry: Organisation Development and the Strengths Revolution). In this area you will find useful resources relating to the aspect covered below. 
  23. Community Post
    Way back in March I applied to re-join the NHS to help with COVID-19. I am a mental health nurse prescriber with an unblemished clinical record. I have had an unusual career which includes working in senior management before returning to clinical work in 2002. I have also helped deliver several projects that achieved nation recognition, including one that was highly commented by NICE in 2015, and one that was presented at the NICE Annual Conference in 2018. Several examples of my work can be found on the NICE Shared Learning resource pages. Since applying as an NHS returner. I have been interviewed online 6 times by 3 different organisations, all repeating the same questions. I was told that the area of work I felt best suited to working in - primary care/ community / mental health , specialising in prescribing and multi-morbidity - was in demand. A reference has been taken up and my DBS check eventually came through. I also received several (mostly duplicated) emails. On 29th June I received a call from the acute trust in Cornwall about returning. I explained that I had specified community / primary care as I have no recent acute hospital experience. The caller said they would pass me over to NHS Kernow, an organisation I had mentioned in my application. I have heard nothing since. I can only assume the backlisting I have suffered for speaking out for patients, is still in place. If this is true (and I am always open to being corrected) it is an appalling reflection on the NHS culture in my view. Here is my story: http://www.carerightnow.co.uk/i-dont-want-to-hear-anything-bad-whistleblowing-in-health-social-care/
  24. News Article
    The Parliament and Health Service Ombudsman (PHSO) been working with the NHS and other public service organisations, members of the public and advocacy groups to develop a shared vision for NHS complaint handling. We've called this the Complaint Standards Framework. Now they want to hear from you. Have your say in shaping the future of NHS complaint handling by taking part in their survey. Read the Complaint Standards Framework: Summary of core expectations for NHS organisations and staff
  25. Content Article
    Can we now create a space for interprofessional learning, where trust and respect are born and where clinical skills and clinical reasoning is shared between our professional tribes, asks Lucy Brock in this HSJ article. Lucy works at UCLPartners as the lead for education and simulation. She is also a respiratory physiotherapist and returned to clinical practice to support colleagues on intensive care in March 2020. Regulatory bodies and education systems exist to ensure that patients are surrounded by competent professionals, but the potential of our workforce is unduly limited by their territorial nature and siloed funding. The urgency of a pandemic offered almost no time for creative thinking but we now have a relative reprieve and so a chance to reconsider the limits of professional scope. Can we now create a space for interprofessional learning, where trust and respect are born and where clinical skills and clinical reasoning is shared between our brilliant professional tribes? Might this be key in mobilising a more efficient and agile workforce, better prepared for the next wave?
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