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Found 14 results
  1. Community Post
    Is it time to change the way England's healthcare system is funded? Is the English system in need of radical structural change at the top? I've been prompted to think about this by the article about the German public health system on the BBC website: https://www.bbc.co.uk/news/health-62986347.amp There are no quick fixes, however we all need to look at this closely. I believe that really 'modernising' / 'transforming' our health & #socialcare systems could 'save the #NHS'. Both for #patients through improved safety, efficiency & accountability, and by making the #NHS an attractive place to work again, providing the NHS Constitution for England is at the heart of changes and is kept up to date. In my experience, having worked in healthcare for the private sector and the NHS, and lived and worked in other countries, we need to open our eyes. At present it could be argued that we have the worst of both worlds in England. A partially privatised health system and a fully privatised social care system. All strung together by poor commissioning and artificial and toxic barriers, such as the need for continuing care assessments. In my view a change, for example to a German-style system, could improve patient safety through empowering the great managers and leaders we have in the NHS. These key people are held back by the current hierarchical crony-ridden system, and we are at risk of losing them. In England we have a system which all too often punishes those who speak out for patients and hides failings behind a web of denial, obfuscation and secrecy, and in doing this fails to learn. Vast swathes of unnecessary bureaucracy and duplication could be eliminated, gaps more easily identified, and greater focus given to deeply involving patients in the delivery of their own care. This is a contentious subject as people have such reverence for the NHS. I respect the values of the NHS and want to keep them; to do this effectively we need much more open discussion on how it is organised and funded. What are people's views?
  2. Content Article
    It is 22 years since the publication of To Err is Human and An Organisation with a Memory. Patient Safety has become a priority worldwide with the passing of the WHO Global Action Plan on Patient Safety. Almost every country has a plan or set of interventions to decrease harm and make healthcare safer. And the development of the science of patient safety has been exponential with increasing evidence of what is required to be safe. We now know what we need to do to prevent harm. In the report led by Sir Liam Donaldson it was stated that four actions were needed to improve safety in the NHS: unified reporting an open culture mechanisms for change a systems approach to solving the challenges of patient safety. Twenty-two years on this challenge remains only partially fulfilled. As is reported in the recent Patient Safety Learning's Mind the implementation gap - The persistence of avoidable harm in the NHS, there is a major problem of taking the lessons from incidents and implementing them at scale so that processes can be changed. The report highlighted four themes, focusing mainly on the lack of a systems approach to safety, learning, oversight monitoring and evaluation, and a lack of leadership. If we are to be safe in the future there must be a fundamental change to the way we think about safety, and the need to incorporate both improvement and implementation science in addressing the implementation gap. There are many reasons for the gap in applying what we know to what we do. This is not uncommon in healthcare where new knowledge takes time to percolate to frontline staff and applies to clinical theory as well as to patient safety theories and methods. So while we may state that we need a systems approach and leadership, we cannot expect frontline staff to be safe if they do not have easy access to the latest theories and methods on patient safety. I believe that to make a difference we need to equip every healthcare worker with the knowledge and skills to be safe. From that frontline revolution we can then look at having a safer NHS in which safety is what we do every day, not what we do only after harm has occurred. This includes learning from everyday practice and constantly asking ourselves “what do we need to do to be safe?” The Oxford University Press Handbook of Patient Safety aims to bridge the knowledge gap so that the implementation gap can be narrowed and eventually closed. The book has been written by a combination of experts in the field of patient safety science and frontline staff, i.e. people who practice safety every day and know what it takes to be safe. The book translates the complex patient safety theories into actions that frontline staff can take to be safe. We hope that the book will make a difference in changing the paradigm and that it becomes the daily companion of every healthcare professional in the NHS. Knowledge is the driver of change and will make a difference. The Oxford Professional Practice: Handbook of Patient Safety is available at the discounted price here.
  3. Content Article
    Over the last year, the Institute for Public Policy Research (IPPR) and the Runnymede Trust have sought to understand what we can learn from movements that have made change – as well as those who have fallen short – for our efforts to create change today. They did this by exploring what worked and didn’t work for four movements from recent decades. These were: LGBTQ+ rights race equality climate action health inequality. Findings: Insight 1: Evidence alone cannot change the world. Insight 2: Movements need a well-developed ecosystem of influence. Insight 3: Successful movements are rarely organic: they require active cultivation. Insight 4: Successful movements prepare for and then harness external events. Insight 5: Movements must mine their assets – and address their limitations.
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