35. We affirm that patient safety is a global health priority that deserves urgent attention and concerted action, particularly in the context of the additional strains on health systems as a result of the COVID-19 pandemic. We recognise patient safety as one of the significant cornerstones for achieving UHC and SDGs. The principle of "first do no harm" is a fundamental element to providing quality healthcare and services. We are committed to strengthening the international coordination of initiatives and platforms to improve patient safety through quality of care and people
WHO World Patient Safety Day 2020-21 Goals:
Goal 1 Prevent sharps injuries
Goal 2 Reduce work-related stress and burnout
Goal 3 Improve the use of personal protective equipment
Goal 4 Promote zero tolerance of violence against health workers
Goal 5 Report and analyse serious safety-related incidents
A simple visual display that outlines and logically connects:
An improvement aim that quantifies what better will look like, for who and by when.
A small number of Primary drivers that focus on the key components of the system/main areas of influence that need to change to achieve the aim. These are often associated with process, infrastructure, norms (culture) and people.
Secondary drivers that break primary drivers down in to natural subsections or processes. They provide more detail on where interventions to positively influence the primary drivers are required.
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 safe
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.
Three NHS case studies (from acute care, primary care and commissioning) are described and reviewed in the light of evidence from successful organisational change in the US. Eight key features of successful leadership for patient and family centred care are outlined:
Strong, committed senior leadership
Active engagement of patients and families
Clarity of goals
Focus on the workforce
Building staff capacity
Adequate resourcing of care delivery redesign
Performance measurement and feedback