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Showing results for tags 'Staff engagement'.
Found 168 results
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Content ArticleHospital boards members are charged with developing appropriate organisational strategies and cultures and have an important role to play in safeguarding the care provided by their organisation. However, recent concerns have been raised over boards’ ability to enact their duty to ensure the quality and safety of care. This paper in BMC Health Services Research provides a critical reflection on the relationship between hospital board oversight and patient safety. It highlights new perspectives and suggestions for developing this area of study.
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Content ArticleThe 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.
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Content ArticleWhose 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.
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Content ArticleThe 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.
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Content ArticleHaving 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.
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The problem with policies – a blog by Lynne Williams
Lynne Williams posted an article in Improving patient safety
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. -
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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. -
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Quality improvement from the dining room table
Claire Cox posted an article in Blogs and vlogs
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. -
Content ArticleEast 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.
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Hazardous Hospitals: research project
PatientSafetyLearning Team posted an article in Research
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. -
Content ArticleAt 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.
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Content ArticleThe Framework sets out a single set of standards for staff to follow and provides standards for leaders to help them capture and act on the learning from complaints. This is a draft Framework developed with partners across the health sector and PHSO are keen to hear people's views on the draft so they can improve it. The online survey can be found here.
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Professional boundaries are hampering the care of covid patients
Patient Safety Learning posted an article in Blogs
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? -
Content ArticleFollowing the first confirmed case of COVID-19 in Pennsylvania, facilities began submitting patient safety reports to the Pennsylvania Patient Safety Reporting System related to management of this emerging infection. Events in the analysis most often took place in the Emergency Department, on a Medical/Surgical Unit, or in the Intensive Care Unit. This is a study of 343 Event Reports From 71 Hospitals in Pennsylvania. The table within this document outlines the factors associated with patient safety concerns within COVID-19.
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Content ArticleSidney Dekker says when there has been an incident of harm, we need to know "who is hurt, what do they need, and whose obligation is it to meet that need?" In this blog, commissioned by Patient Safety Learning, Joanne Hughes, hub topic lead, develops our understanding of the needs of patients, families and staff when things go wrong. Using Joanne's expertise and informed by her personal experience and engagement with many others who have suffered second harm, this blog discusses the care needs for harmed patients, their families and for staff when things go wrong. It aims to highlight the chasm between what is needed and what is currently delivered.
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Content ArticleThe Magnet Recognition Program designates organisations worldwide where nursing leaders successfully align their nursing strategic goals to improve the organisation's patient outcomes. The Magnet Recognition Program provides a road map to nursing excellence. Research has documented an association between hospitals with Magnet recognition and better outcomes for nurses and patients. However, little longitudinal evidence exists to support a causal link between Magnet recognition and outcomes. This study compares changes over time in surgical patient outcomes, nurse-reported quality, and nurse outcomes in a sample of hospitals that attained Magnet recognition between 1999 and 2007 with hospitals that remained non-Magnet.
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Content ArticleAs I mentioned in my previous blog (part 3), the number of staff using the SISOS calm zone as a safe space to take time out was surprising because of the sheer volume and also the average time it was used for (15 minutes). Certain factors contribute to the success of a safe space: management buy-in, location and, to a degree, ambiance. At Chase Farm Hospital, we have been fully supported locally and at a trust level. However, in any organisation there will always be people who are averse to change. In this blog I will share with you some of the negative experiences I encountered, because anyone thinking of setting up a similar initiative needs to be aware that it is not always plain sailing and unfortunately not everyone sees the need to support staff. I will also share with you how SISOS is evolving to meet our staff's needs.
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Whole system flow: From front door to front door
Claire Cox posted an article in Processes
The Whole System Flow programme has been accepted for presentation at the International Conference of Integrated Care in San Sebastien in April 2019. This poster provides an overview of the programme’s structure and outputs. We will be opening applications in April for the next group of systems to work with on a system pathway that they choose. -
Content ArticleClaire Cox, Patient Safety Learning's Associate Director of Patient Safety, chats to Harriet Baker, a matron on secondment at Ashford and St Peter's Hospitals NHS Foundation Trust, about the Schwartz Rounds model and the positive impact it can have on staff well-being. Harriet explains how to get the ball rolling if you would like to implement Schwartz Rounds locally.
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Content ArticleFor eligible patients, prompt admission to the Intensive Care Unit (ICU) can increase their chance of survival by up to 23%. Yet those that do survive may experience lasting physical and emotional effects, and it is the job of the clinician to carefully weigh up the potential gains and risks of admission in what is often a time-pressured environment. There are currently no national guidelines to help the decision-making process, and evidence suggests it is influenced by a range of factors, with considerable variation between clinicians. In addition, patients and their families are not always fully informed or consulted. This study, published by Health Services and Delivery Research, explored current practice in order to create a decision support tool that could be used to help take some of the uncertainty out of the process, thereby improving decisions and, when possible, also informing the discussions with the patient and their family.
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Content ArticleThis study covers the world outlook for patient engagement solutions across more than 190 countries. For each year reported, estimates are given for the latent demand, or potential industry earnings (P.I.E.), for the country in question (in millions of U.S. dollars), the percent share the country is of the region, and of the globe. These comparative benchmarks allow the reader to quickly gauge a country vis-à-vis others.
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Content ArticleOrganisations around the world are using 'Lean' to redesign care and improve processes in a way that achieves and sustains meaningful results for patients, staff, physicians, and health systems. Lean Hospitals, Third Edition explains how to use the Lean methodology and mindsets to improve safety, quality, access, and morale while reducing costs, increasing capacity, and strengthening the long-term bottom line. This updated edition of a Shingo Research Award recipient begins with an overview of Lean methods. It explains how Lean practices can help reduce various frustrations for caregivers, prevent delays and harm for patients and improve the long-term health of your organisation.
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Content ArticlePositive Psychology studies how people are able to perform extraordinarily well in challenging situations. After a dozen years of research in prestigious medical centres, an evidence-based method for applying this science has been developed. That six step program is PROPEL.
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Content ArticleEthical medical treatment is an important aspect of healthcare that is affected by multiple influencing factors in, both private and public, medical organisations. By understanding and adapting the components of the health system to these influencing factors, healthcare can have better outcomes for patients and practitioners. Healthcare Administration for Patient Safety and Engagement provides emerging research on the theoretical and practical aspects of healthcare management for optimal patient care and communication. While highlighting topics, such as clinical communication, ethical dilemmas, and preventive medicine, this book will teach readers about the tools and applications of ethical treatment and hospital behaviour in both private and public medical organisations. This book is a resource for managers and employees of health units, physicians, medical students, psychology and sociology professionals, and researchers seeking current research on healthcare organisation and patient satisfaction.
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Content ArticleKirkland Medical Center is an outpatient clinic in the Virginia Mason Health System in the USA. Kirkland uses an innovative, system-wide management method to improve patient care and safety by eliminating waste and inefficiencies. This management method is used to streamline repetitive aspects of care delivery, standardise clinical roles and engage in continuous learning activities. This case study highlights key features of Kirkland Medical Center’s management approach that have led to improved rates of employee satisfaction, engagement, and overall well-being. Two pillars play a central role in improving well-being: (1) workflow optimisation and (2) a culture of collegiality, respect, and innovation.
