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Found 866 results
  1. Event
    until
    The uncertainty and anxiety that come with the experience of complexity can be overwhelming. It can be hard to think clearly and act wisely, and our wellbeing can easily suffer. The COVID-19 pandemic has made these experiences an everyday occurrence for many people, and the need for us to work clearly, wisely and healthily has never been more pressing. These Organisational Development workshops from the King's Fund will lift the lid on complexity. Together, you’ll explore how encouraging ourselves and others to understand and acknowledge the loss of control when faced with complexity can help us, our teams and our wider organisational systems survive and even thrive in conditions of uncertainty. The workshops will help you: make sense of the messy reality of complexity, accurately categorise different aspects of that reality and be able to choose appropriate, measured, responses understand your own preferences and strengths in relation to the complexity around you and develop strategies to stretch beyond them help yourself and others be their best during uncertain times. Join one or two sessions, or the whole series. Buy tickets
  2. Event
    The uncertainty and anxiety that come with the experience of complexity can be overwhelming. It can be hard to think clearly and act wisely, and our wellbeing can easily suffer. The COVID-19 pandemic has made these experiences an everyday occurrence for many people, and the need for us to work clearly, wisely and healthily has never been more pressing. These Organisational Development workshops from the King's Fund will lift the lid on complexity. Together, you’ll explore how encouraging ourselves and others to understand and acknowledge the loss of control when faced with complexity can help us, our teams and our wider organisational systems survive and even thrive in conditions of uncertainty. The workshops will help you: make sense of the messy reality of complexity, accurately categorise different aspects of that reality and be able to choose appropriate, measured, responses understand your own preferences and strengths in relation to the complexity around you and develop strategies to stretch beyond them help yourself and others be their best during uncertain times. Join one or two sessions, or the whole series. Buy tickets
  3. Event
    until
    The uncertainty and anxiety that come with the experience of complexity can be overwhelming. It can be hard to think clearly and act wisely, and our wellbeing can easily suffer. The COVID-19 pandemic has made these experiences an everyday occurrence for many people, and the need for us to work clearly, wisely and healthily has never been more pressing. These Organisational Development workshops from the King's Fund will lift the lid on complexity. Together, you’ll explore how encouraging ourselves and others to understand and acknowledge the loss of control when faced with complexity can help us, our teams and our wider organisational systems survive and even thrive in conditions of uncertainty. The workshops will help you: make sense of the messy reality of complexity, accurately categorise different aspects of that reality and be able to choose appropriate, measured, responses understand your own preferences and strengths in relation to the complexity around you and develop strategies to stretch beyond them help yourself and others be their best during uncertain times. Join one or two sessions, or the whole series. Buy tickets
  4. Content Article
    This article by Penny Campling for the Royal College of Psychiatrists suggests that cultivating a culture of 'intelligent kindness' within the NHS will result in more safe and humane care. The author proposes a 'virtuous circle of compassionate care' and highlights systemic barriers that prevent organisations achieving this ideal. She argues that to create this virtuous circle, healthcare professionals need to acknowledge - and consciously work against - structures that undermine kindness. This requires a greater understanding the emotional impact of healthcare work, an acknowledgement that market culture undermines compassionate care and a renewed focus on relationships between professionals.
  5. Content Article
    In this joint open letter, the UK’s Chief Nursing Officers write about how they are supporting professionals during the pandemic. They encourage the profession to “speak up” if they feel unsafe at work amid the latest surge of COVID-19. The letter also includes information on: supporting to deliver care helping to strengthen the workforce capacity supporting the roll-out of vaccines support for health and wellbeing.
  6. Content Article
    Clinical and nonclinical staff at the Rotterdam Eye Hospital have improved patient care and raised staff morale at a very modest cost: 10 minutes a day and a special deck of cards. At the start of every shift, the team members get together for a brief “team-start.” Each team member rates his or her own mood as green (I’m good), orange (I’m okay but I have a few things I’m concerned about) or red (I’m under stress). The rest of the team doesn’t need to know that you’re under stress because you’re having a dispute with your landlord or you are worried about your ill toddler. How you feel, however, is important because it affects how you should be treated. Next, the team leader asks if there is anything in particular the team needs to know to work more effectively together that shift: For example, “Is there a delay in public transport so we can expect patients to be late for their appointments?,” or “Is there a patient with some kind of special need coming in?” Sharing the answers or results generated by the card questions and activities with the group ensures that the insights stick.
  7. News Article
    More needs to be done to tackle safe staffing levels in Northern Ireland's health service, according to the Royal College of Nursing (RCN). A year on from the nurses' strike, the union has warned that problems caused by poor workforce planning and chronic underfunding have not been addressed. Instead they have been exacerbated by the CoOVID-19 pandemic, said the RCN. The Department of Health said dealing with staff shortfalls was a "key priority" for the health minister. Pat Cullen, the Northern Ireland director of the RCN, said "very little has actually changed" since about 15,000 healthcare workers took to the picket line in December last year for a series of protests over pay and safe staffing levels. "We need to remind the government that many of these issues have sadly not gone away," she added. Read full story Source: BBC News, 18 December 2020
  8. Content Article
    In this powerful article, GP Katie Musgrave, says that the profession is overwhelmed and under resourced. She argues that they are unable to provide the service that patients deserve and that action is needed to prevent patents from suffering harm. Her suggestions include:A COVID-pressures support fund, where part time GPs can be offered extra protected sessions in their own surgeriesThe extension of the ARRS to cover nurse practitioners or GPsA suspension of all but the most crucial bureaucracy: we certainly don’t need to be thinking about QOF this winter.
  9. Content Article
    The COVID-19 pandemic has put the UK health and care workforce under unprecedented pressure. The workforce had been struggling to cope even before the pandemic took hold. Staff stress, absenteeism, turnover and intentions to quit had reached alarmingly high levels in 2019, with large numbers of nurse and midwife vacancies across the health and care system.  The impact of the pandemic on the nursing and midwifery workforce has been unprecedented and will be felt for a long time to come. The crisis has also laid bare and exacerbated longstanding problems faced by nurses and midwives, including inequalities, inadequate working conditions and chronic excessive work pressures. The health and wellbeing of nurses and midwives are essential to the quality of care they can provide for people and communities, affecting their compassion, professionalism and effectiveness.  This review, from the Kings Fund, investigated how to transform nurses’ and midwives’ workplaces so that they can thrive and flourish and are better able to provide the compassionate, high-quality care that they wish to offer.  Nurse and midwives have three core work needs that must be met to ensure wellbeing and motivation at work, and to minimise workplace stress: autonomy, belonging and contribution. This report sets out eight key recommendations designed to meet these three core work needs. These recommendations focus on: authority, empowerment and influence; justice and fairness; work conditions and working schedules; teamworking; culture and leadership; workload; management and supervision; and learning, education and development.
  10. News Article
    Trusts have been urged to reflect on their disciplinary procedures, and review them annually where required, following the death of a senior nurse who took his own life after being dismissed. NHS England’s chief people officer Prerana Issar has written to trust leaders to highlight Imperial College Healthcare Trust’s new disciplinary procedures, which were put in place following Amin Abdullah’s suicide. Mr Abdullah, a senior nurse at Charing Cross Hospital in west London, was suspended in September 2015 before being let go from his job that December. He died in February 2016 after setting himself on fire. An independent investigation criticised both the trust and its staff and concluded he had been “treated unfairly”. The summary report produced by the trust was labelled a “whitewash”, which “served to reassure the trust that it had handled the case with due care and attention”, and the delay of three months between the events and hearing were “troubling”. The report, which also criticised the delays as “excessive” and “weak” in their justification, said Mr Abdullah found the delay “stressful” and caused him to become “distressed”. In the letter sent on Tuesday, seen by HSJ, Ms Issar said: “The shared learning from Amin’s experience has demonstrated the need for us to work continuously and collaboratively, to ensure that our people practices are inclusive, compassionate and person-centred, with an overriding objective as to the safety and wellbeing of our people… our collective goal is to ensure we enable a fair and compassionate culture in our NHS. I urge you to honestly reflect on your organisation’s disciplinary procedure…" Read full story (paywalled) Source: HSJ, 3 December 2020
  11. Content Article
    In October the Faculty of Intensive Care Medicine surveyed their Fellows and Members about their experiences and feelings during the first wave of the COVID-19 pandemic. They have published Voices from the Frontline of Critical Care based on the results of this survey.
  12. News Article
    Across Britain, intensive care nurses and doctors are being pushed to their limits as they try to save lives from coronavirus. During 12-hour shifts in sweltering conditions, they are faced with technical and emotional challenges that many have never faced as they tackle a virus that has swept across the globe in a matter of days, threatening to kill tens of thousands in the UK. Britain has yet to even hit the peak of infections, but intensive care specialists are already asking how long they can keep working relentlessly. “We are trained for and used to dealing with difficult and emotional scenarios, but this is like a major incident that never ends,” says critical care nurse Karin Gerber. As an advanced nurse practitioner in critical care outreach, the 47-year-old sees patients in hospital who are getting sicker and may need to be admitted to intensive care. She says she has never seen anything “at this intensity”. The Royal London Hospital is at the forefront of the capital’s fight against the virus and has created more than 200 extra beds at its Whitechapel site in east London. They are filled with COVID-19 patients. Simon Richards, senior charge nurse at the Royal London’s critical care unit, tells The Independent: “In 20 years as a nurse this situation is by far the worst I have ever seen and totally unexpected, but the team spirit that people have shown has been amazing. “It’s extremely difficult, we are working so hard. The whole team is being pushed to their limit and you do wonder how long can this be sustained for? I wish we could see light at the end of the tunnel.” Read full story Source: The Independent, 24 November 2020
  13. Content Article
    Covid has been a traumatic experience for many who work in the NHS. Battlefield scenes, redeployment and it can seem there is little end in sight. However, there have been positives. Improved team work, new ways of delivering care and better use of technology. How can we use this learning? How can we ensure that we capture the good stuff, and make sure that we don’t go back to old habits?  Improvement Cymru, the all-Wales Improvement service for NHS Wales, has developed a ‘Learning from COVID’ toolkit’. It is based on the idea that bringing teams together to consider these questions in a facilitated discussion is not only practically helpful in supporting the service to develop – it is important in helping those individuals involved reflect on and come to terms with what they have experiences.
  14. Content Article
    This report from the Skills for Health reveals the extensive mental and physical health impact on the NHS, and health and care professionals across the UK, as a result of working and living through COVID-19. It also identifies organisational priorities for recovery, both as the country enters the next phase of the pandemic and for the longer term.
  15. News Article
    In small room in the Royal Derby Hospital, there's a table bearing a laminated sign. "You are not alone," it says. It continues: "Kindness will get you through. Embrace the challenge. Look after each other. You are stronger than you think." This is the "wobble room", set aside not for patients but for front-line staff to get them away - briefly - from the intense pressure and strain experienced in the first wave of COVID-19. "We made a wobble room because that's what we needed," Kelly-Ann Gurney, an intensive-care nurse, told the BBC. "It's a room where staff could just go and sit and cry if they needed to and get it all out and then come back and 'put their face on' and get back into it again." Now the second wave is hitting the hospital, and the need for the room is just as great. Concerns are growing about the physical and mental health of front-line NHS staff. There has been no lull since the April peak of the virus as normal treatments and operations, postponed during the crisis, have returned to hospitals. Caroline Swan, a senior sister and manager of the intensive care unit at the Royal Derby, says she is ready to face what is ahead but feels very tired. "I am also very concerned. My staff are very tired and stressed out. We have a lot of sickness either due to burnout or they are unwell," she says. "A lot of staff have to self-isolate at home - and that puts a lot of strain on staffing here." Dr Magnus Harrison, medical director of the University Hospitals of Derby and Burton NHS Trust, says managing rotas is getting harder due to staff sickness and the need for some to self-isolate if family members are infected. "It is worth acknowledging what staff did in the first wave. They behaved tremendously and worked incredibly hard, and we're expecting them to do it again in winter - and Covid numbers could be higher than in the first wave. People are tired out." Read full story Source: BBC News, 10 November 2020
  16. News Article
    Wearable devices will monitor the mood of all 70 staff at a large GP practice, in a trial aimed at improving employee health and wellbeing. Staff at Amicus Health, a GP practice in Devon, will be provided with a wearable device which allows the user to log how their day is going by pressing one of two buttons. The information gathered can be viewed by employers on a dashboard, identifying whether there are particular times in the day when moods drop. Users will also be able to see their data on a personal app, allowing them to track mood triggers and patterns. On the dashboard, employees’ data is divided into teams and is not anonymised, so employers can track the mood of individuals. Asked by HSJ whether this could deter some from using it, company co-founder Jonathan Elvidge said previous trials suggested it does not. He told HSJ that during trials on construction sites, employers found it easier to take action if they were able to identify workers who were regularly reporting that they were feeling low. He said employees preferred being identified as it gave them a voice and made it easier to express how they were feeling. The device — called a Moodbeam One — will be trialled on all 70 clinical and non-clinical staff members at the practice, including 25 GPs. It will largely be down to the practice to decide how the data is used, according to Mr Elvidge. Read full story (paywalled) Source: HSJ, 5 November 2020
  17. Content Article
    The aim of this study from Choi et al. was to investigate the scope and severity of the second victim problem among nurses in South Korea by examining the experiences and effects of patient safety incidents (PSIs) on them. The study found a considerable number of nurses experienced psychological difficulties due to PSIs at levels that could interfere with their work. The effect of PSIs on nurses with direct experience of PSIs was greater compared with those with indirect experience. There need to be psychological support programmes for nurses to alleviate the negative effects of PSIs.
  18. Content Article
    Last week a letter signed by 435 GP practice staff on access to GP practices was published in The Times. The letter was drafted by a group of grass root GPs, in response to the recent misleading allegations that GPs have been “closed” during the pandemic. These headlines damage the reputation and morale of the workforce. Responsible media reporting is a patient safety issue, as those patients who believe this false rhetoric may not seek help for worrying symptoms. We have already seen reduced rates of cancer diagnosis during the pandemic by around 40%, along with reduced presentations of other major non-covid illnesses. Irresponsible media may also cause inappropriate use of emergency departments and the NHS 111 helpline, which adds further pressure on our secondary care colleagues at a critical time for the NHS. GPs Simon Hodes and Neena Jha discuss this further in this BMJ Opinion article.
  19. Event
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    Join this interactive webinar for an overview of the benefits of exercise and physical activity on wellbeing for healthcare professionals. Anja Hudson, specialist physiotherapist and Dr Elizabeth Haxby, immediate Past President of the RSM Patient Safety Section, will explore the benefits of exercise on our physical and mental health. Outlining the risks associated with working from home and how this may affect wellbeing, this session will arm you with the resources, confidence and motivation needed to pursue exercise in the coronavirus era. We will also offer you tools to facilitate exercise during lockdown along with some general physiotherapy and musculoskeletal advice to maximise your exercise goals. Register
  20. Event
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    Explore the key role of sleep in physical and mental health and wellbeing in the third episode of the Royal Society of Medicine's Patient Safety Section's Optimising Strength and Resilience webinar series. Dr Allie Hare, consultant physician in respiratory and sleep medicine, and Dr Elizabeth Haxby, immediate Past President of the RSM Patient Safety Section, will help you to understand what happens when you sleep and how to improve your sleep. Arguably the most undervalued component of health in today’s society, sleep is the foundation of energy recovery, growth and repair. Even small amounts of sleep deprivation can affect us. Fast-paced modern life and busy wards and clinics can leave little time to rest and relax, which can be detrimental to health and impact our ability to unwind and sleep well. This webinar will offer evidence-based tips and techniques to help you improve the quality and quantity of your sleep to enhance your health, wellbeing and productivity. Register
  21. Event
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    Using psychological theory and research-based techniques, this session will demonstrate how to enhance recovery and build resilience for healthcare professionals. In this interactive webinar, Dr Anne-Marie Doyle, consultant clinical psychologist and Dr Elizabeth Haxby, immediate Past President of the RSM Patient Safety Section, will offer strategies to protect the wellbeing of healthcare professionals by helping to anticipate and manage stress, recovery and build resilience. Register
  22. Event
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    Explore the link between healthcare staff wellbeing and patient safety in the first episode of the Royal Society of Medicine's Patient Safety Section's webinar series, Optimising Strength and Resilience. The wellbeing of healthcare professionals is fundamental to the delivery of high-quality, safe patient care. It has become a major focus of attention during the COVID-19 pandemic, especially in relation to physical and mental health, resilience and potential for burnout. In contrast to existing resources and support initiatives, this series is designed to be proactive and help healthcare staff anticipate and prepare for stressful events. It will offer knowledge and tools to help staff to manage stressful events in both their professional and personal lives. Join Dr Anne-Marie Doyle, consultant clinical psychologist and Dr Elizabeth Haxby, immediate Past President of the RSM Patient Safety Section, for this interactive webinar which will help healthcare professionals to identify sources of stress, acknowledge its impact on individuals and teams and understand how they respond to stresses. Using systems theory and strengths-based positive psychology, this session will examine the concept of integrated health and psychological resilience. Register
  23. News Article
    More than 200 GPs a month are seeking mental health support as COVID-19 drives up pressure on the NHS - and demand for help is rising fastest among doctors in primary care, figures from a confidential support service suggest. NHS Practitioner Health medical director and former RCGP chair Professor Dame Clare Gerada warns that the pandemic 'must surely be contributing to the increase in numbers of doctors presenting for help compared to pre-pandemic levels'. Before the pandemic, around 60 doctors per week were coming forward for support from NHS Practitioner Health, a free, confidential NHS service for doctors and dentists in England with mental illness and addiction problems. After an initial dip during the first wave of the pandemic, numbers of doctors coming forward each week spiked to 90 per week by June and now 'regularly over 100' per week, Professor Gerada said. Junior doctors and international medical graduates now make up 25% of referrals to the service, and younger women have been particularly affected. Data from NHS Practitioner Health show that up to 69% of all referrals to the service are for women, and nearly a third of all referrals it receives are for female doctors aged 30-39 - for issues 'ranging from anxiety, depression, burnout, PTSD and suicidal thoughts'. Read full story Source: GP Online, 28 October 2020
  24. News Article
    Organisations across the UK and beyond are set to benefit from a unique NHS- academic partnership which sees a focus on staff safety and morale – and delivers significant cost savings. Together Northumbria University and Mersey Care NHS Foundation Trust are pioneering professional development courses on Restorative Just Culture. This approach at the Liverpool-based Trust has seen reduced dismissals and suspensions, leading to substantial business savings, and has generated great interest across the health sector. Starting in 2016 Mersey Care has worked to deliver a Restorative Just Culture. And despite increasing its workforce by 135%, the Trust has since seen an 85% reduction in disciplinary investigations and a 95% reduction in suspensions – helping them drive down costs significantly. During the same period, it has also seen improved staff engagement and safety culture scores as measured by the NHS national staff survey. Mersey Care’s Executive Director of Workforce Amanda Oates says: “Mersey Care started on our journey towards a Restorative Just and Learning Culture after conversations with our staff about the barriers staff faced delivering the best care that they could possibly give." “The feedback was overwhelmingly about the fear of blame if something didn't go as expected. This was preventing staff from telling us what wasn’t working. More importantly, it was preventing the opportunity for learning from those things to prevent them from happening again. As a Board, we had the conversation - are we looking at problems the wrong way?” Read full story Source: FE News, 27 October 2020
  25. Content Article
    In September this year, as part of World Patient Safety Day, Patient Safety Learning asked people, via social media and the hub, to name three things staff most needed to be safe. We gathered your responses and are now pleased to present an image which shows the most common themes. According to the responses we received, the four themes that became most obvious – the four things you think staff most need to be safe – are: Compassionate leaders and role models who prioritise their staff’s wellbeing A respectful, supportive team with good communication and united by a common purpose A safe and just culture that invites staff to speak up Psychological safety, protecting staff from burnout.
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