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Found 224 results
  1. Content Article
    Speaking on 2 October at the Healthcare Excellence Through Technology conference, Heather Caudle and Ijeoma Azodo, both members of the Shuri Network, stressed the importance of diversity when developing new technologies like artificial intelligence (AI).
  2. Content Article
    The following four initiatives were selected to receive the HQCA’s 2019 Patient Experience Awards: NowICU Project, Neonatal Intensive Care Unit (NICU), Misericordia Community Hospital Rapid Access, Patient Focused Biopsy Clinic; Head and Neck Surgery, Pathology; University of Alberta Hospital Edmonton Prostate Interdisciplinary Cancer Clinic (EPICC), Northern Alberta Urology Centre Transitional Pain Service, South Health Campus Take a look at their presentations and find out more about these great initiatives.
  3. Content Article
    The MaPSaF can be used to: facilitate reflection on patient safety culture stimulate discussion about the strengths and weaknesses of the patient safety culture reveal any differences in perception between staff groups help understand how a more mature safety culture might look help evaluate any specific intervention needed to change the patient safety culture.
  4. Content Article
    Vince Clarke is a paramedic and a senior lecturer at the University of Hertfordshire. He has worked in education since 2001, first as a Practice Educator, then with the London Ambulance Service and in higher education, while continuing to practise at the same time. He is also a Health and Care Professions Council (HCPC) partner and Head of Endorsements for the College of Paramedics.
  5. Content Article
    This report is not exclusive to the NHS, they set out recommendations for all industries. In this report, the APPG sets out its findings as follows: The UK regulatory framework of whistleblower protection is complicated, overly legalistic, cumbersome, obsolete and fragmented. The remedies provided by PIDA are mainly retrospective and largely not understood. A general obligation for public and private organisations to set up whistleblowing mechanisms and protections is missing. The definition of whistleblowing and whistleblowers is too narrow. Consequently, the protections set by the law apply only to a limited number of citizens and do not properly reflect existing working practice or protect the public. As a result of the excessive complexity and fragmentation of the regulatory frame work, there is little public knowledge or understanding of the existing legal protections for whistleblowers. That policy and procedure, while looking good on paper, bears no resemblance to actual practice. There is a disconnect between what is understood to be and what is the role of the prescribed persons leading to confusion, mistrust on both sides and allowing crimes and other wrongdoing to escape scrutiny. The cost of litigation is too great for most citizens and this is known and exploited by employers.
  6. Content Article
    Ward leader, Sarah King, had only been in post for 1 month when all of these concerns came to light and she was set an improvement action plan to improve the feel of the ward by developing the leadership team and creating a strong and supportive environment for a junior workforce. Following the inspection, Sarah developed an action plan that included setting the leadership team clear goals and objectives, improving record keeping, improving medicines management, addressing low moral on the ward and changing a chaotic feeling ward into a busy but controlled feeling ward.
  7. Content Article
    Malcolm's story was produced through the drive and determination of Karen Harrison. Karen knew that there was a huge amount of learning to be taken from this particular case, and wanted to create something positive from the mistakes made. Karen supported Malcolm and his family through the whole process, from building a relationship while Malcolm was an in-patient through to developing the video with the family. Karen showed care and compassion to Malcolm, his wife, and daughter throughout the whole process, and their trusting and warm relationship was evident through the video and when Malcolm and his family thanked Karen for her support. Karen wanted to to create a lessons learned attitude towards all serious incidents. Over two years ago she wanted to "do something different" to investigate why tissue viability serious incidents occurred as she noticed that the usual investigation methods didn't always allow staff to feel safe to be open and honest. They were often a scary experience and the action plans they created were not having the impact on the ward to fully embed the lessons that needed to be learned. She contacted the Organisational Development team for support as she wanted to try something new. Instead of the usual individual interview she wanted a team facilitated team event so that they could together understand the patient journey. A team session focused on allowing individuals within a team to see what happened to the care the patient received with a wide angled lens versus their individual memories of the patient and incident. It also allows us to explore issues that are wider than just the clinical and process issues for this patient and understand what the wider contributory factors are.
  8. Content Article
    The Trust values of WE CARE have been in place for several years. In 2018, they held their first 'sharing how we care conference' to include Trust staff in how they share learning from patient experience, incidents, inquests and claims across the Trust. This was followed by a monthly patient safety newsletter (started September 2018), pulled together by an editorial committee and sent to every single member of staff in the Trust (as well as Clinical Commissioning Group [CCG] and Care Quality Commission [CQC], governors and Nationwide Emergency Department Sample [NEDS]) . Soon, teams were sending written articles about improvements they had made to their services and the newsletter has been instrumental in helping to triangulate data from patient experience, incidents and claims to develop the brand for new patient safety initiatives they have branded as ‘sharing how we care for you’ .
  9. Content Article
    This guide supports a conversation between managers about whether a staff member involved in a patient safety incident requires specific individual support or intervention to work safely. it asks a series of questions that help clarify whether there truly is something specific about an individual that needs support or management versus whether the issue is wider, in which case singling out the individual is often unfair and counter-productive it helps reduce the role of unconscious bias when making decisions and will help ensure all individuals are consistently treated equally and fairly no matter what their staff group, profession or background. This has similarities with the approach being taken by a number of NHS trusts to reduce disproportionate disciplinary action against black and minority ethnic staff. This guide should not be used routinely. It should only be used when there is already suspicion that a member of staff requires some support or management to work safely, or as part of an individual practitioner performance/case investigation. Remember, you have moved into individual practitioner performance investigation when it is suggested a single individual needs support to work safely (including training, supervision, reflective practice, or disciplinary action), as opposed to where a whole cohort of staff has been identified, which would be examined as part of a safety investigation. The guide does not replace the need for patient safety investigation and should not be used as a routine or integral part of a patient safety investigation. This is because the aim of those investigations is system learning and improvement. As a result decisions on avoidability, blame, or the management of individual staff are excluded from safety investigations to limit the adverse effect this can have on opportunities for system learning and improvement. This guide reflects our best current understanding on how to apply the principles of a just culture in practice, in what is a live area of both academic and practical debate.
  10. Content Article
    What we did Sharon Mcloughlin, Ward Manager, Dott Ward: "The Innovation Agency gave us the dialogue to engage with staff and address concerns objectively, without staff taking anything personally. I was able to say this is an outside organisation, and with them we’re going to look at how our team could improve." “It’s been about empowering staff, and staff realising that change has to come from all of us. I’ve gained skills to help staff feel more empowered and get on board, and see it as their responsibility to improve things too." “Hopefully as a result we’ve improved safety for patients as well. I’m more confident now that I know everybody on the team knows which patients need turning, which patients are at risk of a fall, which patients are suffering from an infection – and if staff don’t know, they need to take some accountability for that now.” Kate Wallworth, Sister, Dott Ward: "After the Coaching Academy we've now got a structure in place – we’re organised, very organised. We introduced our Safety Huddle where all staff come in and listen while we run through all the main points on the ward. That’s before every shift. Going forward everyone is aware of what’s happening on the ward that day. If a visitor comes onto the ward, any member of staff would be able to answer their questions. We all know which patients are suffering from an infection, which patients are going into theatre. It just helps the running of the ward. It’s a more pleasant ward to work on.” Lisa Clark, Sister, Dott Ward: "We had to try and figure out a way to measure if teamwork was improving or not. We introduced a simple box where staff can post a smiley face or an unhappy face, or a comment card – it was just trying to make it as easy as possible. At the beginning we’d see a lot of sad faces going into the box and not many suggestions." “Now it takes me longer to type up because there’s so many suggestions. People mention staff who’ve really put themselves out to help out, just to say thank you. You can see a lot more positive feedback, and everyone who sees their name on the board gets a positive feeling." “I don’t think people realise how powerful and uplifting it is to hear how to be positive – that there is a way to think positively, and there are solutions to problems. That’s something we’ve tried here with the team – if things aren’t going in the right direction, why don’t you think of an idea? How could you fix it yourself?” The Coaching Academy The Innovation Agency’s Coaching Academy is a programme that enables health and care professionals to improve culture, quality and safety of health and care through structured, focused interactions. Coaching for a safe and continuously improving workplace culture is a one-year programme for clinical teams focused on developing safe, high-quality and compassionate services. The programme includes accredited coaching training for team leaders; a collaborative action learning programme with other teams, creating a community of practice; an accredited team culture diagnostic to identify key areas of focus; and quality improvement and innovation practical knowledge and skills.
  11. Content Article
    This guide is designed to help people experiencing bullying and harassment at work. It covers: What is bullying? Examples of bullying What is harassment? What to do next The legal position Mediation and counselling Employer responsibilities Best practice for employers Students: being bullied whilst on placement Cyber bullying Sickness and work-related stress Been accused of bullying and/or harassment? Witnessed bullying? Further information
  12. Content Article
    This is a slide set from Rebecca Lawton (Yorkshire and Humber Patient Safety Translational Research Centre) for the National Institute for Health Research and Yorkshire and Humber Improvement Academy, explaining what second victim is and how we can do better to support staff.
  13. Content Article
    The report concludes that rounds are a ‘slow intervention’ that develop their impact over time. They create a safe, reflective space for staff to talk together confidentially, and attending rounds increased staff’s empathy and compassion for colleagues and patients, supported them in their work and helped them to make changes in practice. The analysis highlights the necessary conditions for rounds to work.
  14. Content Article
    Three case studies Acute: Leeds Teaching Hospitals NHS Trust Mental Health and Community Trust: Tees, Esk & Wear Valley District General Hospital: Kettering What will I learn? What does employee engagement mean in the NHS? How is engagement measured? Why is employee engagement important in the NHS? What are the enablers and barriers to good staff engagement in the NHS? What interventions are effective in improving employee engagement in the NHS?