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Found 375 results
  1. Content Article
    Strategies for embedding equality, diversity and inclusion Strive to achieve best practice in recruitment, retention and career progression practices as employers throughout the employment cycle. Support the development of good diversity practice by collecting and sharing examples of practical activities that contribute to progress. Achieving good and exemplar practice over time. Having allies who can confront discriminatory practices. Goal setting with training. Discussions on the subtler aspects of discrimination. Top management support. Frami
  2. Content Article
    A high resolution image of the poster with full references can be downloaded by clicking on the attachment below. Organisational culture and patient safety (ver 2) (2).pdf
  3. News Article
    Senior managers at an NHS trust are facing calls to resign from local councillors after criticism of the trust’s culture and widespread bullying. The chair of Nottinghamshire County Council's health scrutiny panel has called for the chair of Nottingham University Hospitals Trust Eric Morton to step down along with Keith Girling, the trust’s medical director. Councillor Sue Saddington, chair of the council’s scrutiny committee, said she would be writing to health secretary Sajid Javid over concerns about leadership at the trust. An investigation by The Independent and Channel 4 N
  4. News Article
    One of the largest hospital trusts in England has been downgraded by the care watchdog amid safety fears and criticism that bosses did not act on staff concerns. The Care Quality Commission (CQC) said it found bedpans covered in faeces, urine and hair during 10 visits to wards at University Hospitals Birmingham Trust in June. Staff in A&E told inspectors they were put under pressure to nurse patients in corridors. At one stage 20 ambulances were queuing outside Heartlands Hospital with patients waiting outside. The CQC said staff felt “disconnected from leaders” who didn’t s
  5. Event
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    On 8 November 2021, Public Policy Projects is hosting over 300 senior leaders in the heart of Westminster for a high-level day conference designed to turn policy into actionable insights in the healthcare and life science sectors. PPP will host a series of national and international keynote speakers including Ministers, governmental leaders and key providers for this strategic look at delivering innovation. Themes: Integrated Care / Implications of Health Bill Health Inequalities in UK The Life Sciences Vision Future Vaccination Programmes The event is fre
  6. Content Article
    The matrix describes the key elements of quality assurance along the y-axis, and graduations of ‘maturity’ along the x-axis. For each of the key elements, we have identified indicative statements so that organisations can self-assess their level of ‘maturity'. The rate of progress is incremental and the organisation cannot progress to the next level of maturity unless all criteria from the previous box have been fulfilled and, importantly, can be evidenced. The matrix should be used to illustrate the current performance and to inform and agree on future developmental expectations. Fo
  7. News Article
    The Care Quality Commission’s (CQC) outgoing chief inspector of hospitals has called on integrated care system leaders to be ‘courageous’ in putting quality first. Speaking at the HSJ’s Patient Safety Congress, Ted Baker implored ICS leaders to not focus solely on financial and operational targets, although he also acknowledged “there is a lot of pressure to meet [those] targets”. In his speech yesterday, he said: “It’s often taken really courageous leaders to put quality first ahead of financial targets and operational targets… You have to be courageous to do that and I think some o
  8. Content Article
    Without wishing to state the obvious, we have an overwhelming demand for services, both emergency and planned. It was already there, but then Covid landed and it has all being exacerbated by the loss of experienced practitioners who have either retired earlier than originally planned or decided to pursue a career elsewhere. There are very comprehensive reports on the numbers if you need details on the size of the challenge.[1] We know the link between anxiety, stress, burnout of staff and poorer patient safety. So here are some thoughts on what we can do: 1. Do be 100% clear
  9. Content Article
    What can you learn from the Nimrod disaster? At a superficial level, the specifics of this event were unique, but by delving deeper into the ‘why?’, the Review team revealed that history does in fact repeat itself. Nimrod XV230: Parallels with healthcare. By discussing the relevance of the Nimrod XV230 event to healthcare, Martin aims to illustrate that the organisational lessons from this event are applicable to almost any industry. There are parallels with several major healthcare events. Success, complacency and failure. The track record of the Nimrod aircraft led to a high level
  10. Content Article
    The report highlights the next steps that maternity services and the CQC need to take: For maternity services and local maternity systems Leadership: In line with essential action 2 of the first Ockenden review, Boards must take effective ownership of the safety of maternity services. This includes ensuring that they have high quality, multidisciplinary leadership and positive learning cultures. They must seek assurance that staff feel free to raise concerns, that their concerns and adverse events lead to learning and improvement and that individual maternity staff competencies ar
  11. News Article
    A trust’s maternity services were rated ‘good’ despite an independent report finding ‘weaknesses in the culture’ and ‘defensive and fractious’ behaviours, HSJ has learned. As previously reported, former staff at Sandwell and West Birmingham Hospital Trust had raised concerns with the Care Quality Commission (CQC) over what they described as a “toxic management culture” and “unsafe” staffing levels in the trusts maternity service. Particular concerns were raised around community midwifery services. This prompted an unannounced inspection by the CQC in May, which found “low morale and
  12. Event
    There is no “magic wand” for impacting patient experience in healthcare. Even the best tools and most proven strategies require coordination and commitment across the organization to succeed in delivering a better patient journey. Leading healthcare organizations understand that a great staff culture of service, robust process, and differentiated technology are all equally vital to creating an improved patient experience. Join Burl Stamp, FACHE, a national thought-leader on patient and employee engagement and a frequent author and speaker on contemporary leadership issues in health care,
  13. News Article
    A retiring chief executive was “astonished” how many junior doctors had never met the senior directors of their hospitals — and stressed how being visible on the wards is “critical” to good leadership. Karen Partington, who has this month stepped down after 10 years leading Lancashire Teaching Hospitals Foundation Trust, said she had made it her mission to understand the feelings and motivations of frontline staff. In an interview with HSJ, she was asked if being visible and spending significant time talking to frontline staff is the most important bit of advice she would give a firs
  14. Event
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    The Nightingale Frontline Leadership Support Service aims to support the additional and extraordinary leadership responsibilities of staff at all levels of the organisation and enable them to continue to guide their patients, staff and the service during and after this crisis. The objectives are to: 1) Provide an online platform to deliver group leadership support in real time 2) Provide a psychologically safe space for healthcare professionals to explore leadership challenges, issues and concerns raised 3) Enable the identification of strategies for self-development and se
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