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Found 16 results
  1. Content Article
    Each year, the Joint Commission gathers information about emerging patient safety issues from stakeholders and experts in different fields of healthcare. This information forms the basis of the Commission's National Patient Safety Goals, which are tailored to specific programs.
  2. Content Article
    In September 2016, WHO Patient Safety and Quality Improvement unit organised the first Global Consultation 'Setting Priorities for Global Patient Safety' in collaboration with the Centre for Clinical Risk Management and Patient Safety, Florence, Italy, a newly designated WHO Collaborating Centre in Human Factors and Communication for the Delivery of Safe and Quality care. The aim of the consultation was to cultivate a global expert think tank to deliberate and identify key challenges, new directions and hot topics in an effort to prioritise future actions for global patient safety over the next 5-10 years. 
  3. Content Article
    The Patient Safety Movement Foundation has compiled all of their achievements over the past year into their first-ever annual report. Despite the global COVID-19 pandemic, they have stayed loyal to their vision of achieving ZERO preventable patient harm and death across the globe by 2030.
  4. Content Article
    Evidence on heterogeneity in outcomes of surgical quality interventions in low-income and middle-income countries is limited. Alidina et al. explored the factors driving performance in the Safe Surgery 2020 intervention in Tanzania’s Lake Zone to distil implementation lessons for low-resource settings. They found that performance experiences of higher and lower performers differed on the following themes: (1) preintervention context, (2) engagement with Safe Surgery 2020 interventions, (3) teamwork and communication orientation, (4) collective learning orientation, (5) role of leadership, and (6) perceived impact of Safe Surgery 2020 and beyond. Higher performers had a culture of teamwork which helped them capitalise on Safe Surgery 2020 to improve surgical ecosystems holistically on safety practices, teamwork and communication. Lower performers prioritised overhauling safety practices and began considering organisational cultural changes much later. Thus, while also improving, lower performers prioritised different goals and trailed higher performers on the change continuum. The authors conclude that future interventions should be tailored to facility context and invest in strengthening teamwork, communication and collective learning and facilitate leadership engagement to build a receptive climate for successful implementation of safe surgery interventions.
  5. Content Article
    The Joint Commission's National Patient Safety Goals address patient care and safety to give healthcare organisations a framework for improvement. This article from the University of Southern California takes a look at the current National Patient Safety Goals, the role of healthcare administration in patient safety, strategies to implement safety goals in hospitals and evaluating the effectiveness of safety goals.
  6. Content Article
    Patient safety is one of the five priorities of the G20 Health Ministers' Declaration. Read the patient safety section of the Declaration below.
  7. Content Article
    World Patient Safety Day is observed on 17 September each year with the objectives of increasing public awareness and engagement, enhancing global understanding, and spurring global solidarity and action to promote patient safety. Each year a campaign is launched on a selected patient safety-related theme. The overall goal of World Patient Safety Day is to improve patient safety at the point of care. To support this endeavour, World Patient Safety Day goals will be proposed from this year onwards. The goals aim to achieve tangible and measurable improvements at the point of health service delivery. Each year a set of annual goals will be proposed related to the theme of World Patient Safety Day for that year.
  8. Content Article
    A driver diagram visually presents a team's theory of how an improvement goal will be achieved.
  9. Content Article
    What makes an outstanding hospital? is part of the Priory's Better Together podcast series. In this episode, Priory’s Director of Quality for Healthcare, Natasha Sloman, is joined by Professor Sir Mike Richards, former CQC Chief Inspector of Hospitals, and Paul Pritchard, one of Priory’s Managing Directors. They talk about what makes an ‘outstanding’ hospital and Priory’s approach to enabling ‘outstanding’ services.’
  10. Content Article
    If you want to encourage a behaviour in any setting, make it Easy, Attractive, Social and Timely (EAST). These four simple principles for applying behavioural insights are based on the Behavioural Insights Team’s own work and the wider academic literature. There is a large body of evidence on what influences behaviour, and we do not attempt to reflect all its complexity and nuances here. But we have found that policy makers and practitioners find it useful to have a simple, memorable framework to think about effective behavioural approaches.
  11. Content Article
    The phrase “lessons learned” is such a common one, yet people struggle with developing effective lessons learned approaches. The Lessons Learned Handbook is written for the project manager, quality manager or senior manager trying to put in place a system for learning from experience, or looking to improve the system they have. Based on experience of successful and unsuccessful systems, the author recognises the need to convert learning into action. For this to happen, there needs to be a series of key steps, which the book guides the reader through. The book provides practical guidance to learning from experience, illustrated with case histories from the author, and from contributors from industry and the public sector.
  12. Content Article
    The D5 ward was visited as part of the University Hospital Southampton's Care Quality Commission (CQC) inspection and was verbally fed back to have a different ‘feel’ to other wards in the trust. It was felt that the ward was chaotic and lacked clear leadership, on top of this there were some safety concerns raised by both the inspection team and from adverse event reports that were being submitted by the ward.
  13. Content Article
    This short video describes how the staff at NHS Imperial College Healthcare are at the heart of patient safety and showcases some of the achievements of their teams in improving patient safety.
  14. Content Article
    This report states that patient and public engagement has been on the NHS agenda for many years, but the impact has been disappointing. There have been a great many public consultations, surveys, and one-off initiatives, but it argues that the service is still not sufficiently patient-centred. In particular, it looks at a lack of focus on engaging patients in their own clinical care, despite strong evidence that this could make a real difference to health outcomes. This paper argues that a more strategic approach is required to create the necessary shift in beliefs, attitudes and behaviours.
  15. Content Article
    In this blog, Roi Ben-Yehuda, a trainer at LifeLabs Learning, discusses why learning from failure is so rare and difficult and gives his top tips on what we need to do to stop failing at failing.
  16. Content Article
    A team of ward nurses from Merseyside took part in the 2018–19 cohort of the Innovation Agency's coaching for culture programme. The team, led by ward manager Sharon Mcloughlin, were all from the Dott Ward at The Walton Centre NHS Foundation Trust, a specialist trust in north Liverpool dedicated to providing comprehensive neurology, neurosurgery, spinal and pain management services.
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