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Found 120 results
  1. News Article
    A mother whose daughter was found to have been neglected by a hospital before taking her own life has blamed the “failures of the system” for her daughter’s death and has demanded improved care for future patients. Court documents show Iona Imogen Lee’s suicide is one of at least five deaths that failures at Derbyshire’s mental health units caused or contributed to in the past decade. The health and social care regulator is currently reviewing information over three deaths at the units. Morag Lee opened up about her “inspiring, friendly, loved” daughter Iona’s heartbreaking final hours on the Hartington Unit at the Chesterfield Royal Hospital in Chesterfield, before the 24-year-old was transferred to the ICU where she died on 18 September 2023. The 57-year-old mother, from Derby, spoke to The Independent after a coroner ruled in January that her child had died by “suicide contributed to by neglect” on the ward where she had been detained under the Mental Health Act on 15 September 2023. It was found at the inquest into Iona’s death in January that “there were a series of errors in the planning, management and implementation of Iona's observations after admission” and that “instruction, information and supervision were all inadequate, as was the primary induction”. The jury concluded that Iona’s observation level should have been raised to being kept within staff’s eyesight, but due to staff shortages on the ward, she was only being checked intermittently. Even then, this should have been at least every 15 minutes, but the 24-year-old was not found until 43 minutes after she was last seen. MS Lee raised “serious concerns” about the management of the Hartington Unit and believes blame also lies with this and previous governments in their role overseeing a crippled NHS. Inquests over the last 10 years identified failures by the Hartington and Radbourne Units that caused or contributed to at least five deaths, including over incorrect decisions around patients being granted leave or discharged from the wards, wrongful prescription of medications, and inadequate risk assessment. In a report, coroner issued a warning to the Trust asking for policy change for fear of risking future deaths. Calling for change for future patients, Ms Lee said: “In the past year, the hospital have changed their policies, but guidance was in place two years ago that wasn’t followed and led to my daughter’s death – so how do we know that what’s in place now will continue being implemented? What reassurances does the public have?” Read full story Source: The Independent, 13 April 2025
  2. Content Article
    Written complaints in the NHS reached a record high in 2024. With public satisfaction with the NHS at record low levels, the way the NHS handles, responds and learns from complaints is vital. A high quality, responsive NHS complaints process not only provides a key way for services to learn and improve care, it also shows patients that the NHS values their feedback. When Healthwatch first reviewed the NHS complaints process over a decade ago, they found major failings and called for reform. To establish if people’s confidence or experience has improved, Health Watch conducted new research between September and December 2024. What they found should concern NHS leaders, government and regulators. Low public confidence is preventing people from taking any action after experiencing poor care, meaning that current complaints numbers could just be the tip of the iceberg. There is little evidence that complaints are being systematically used to improve care.  Key findings Very few patients complain: Almost a quarter (24%) told us they had experienced poor NHS care in the past year. Yet more than half (56%) of people who experienced poor care took no action, and fewer than one in ten (9%) made a formal complaint. This is a significant drop from the four in ten (39%) who said they made a formal complaint when asked a similar question in 2014. Low confidence stops people acting: Of those who didn’t make a complaint after poor care, 34% believed that the NHS wouldn’t use their complaint to improve services, 33% thought organisations wouldn’t respond effectively, and 30% felt the NHS wouldn’t see their concern as ‘serious enough’. A poor complaint experience is common: Over half (56%) of people who made a formal complaint were dissatisfied with both the process and the outcome of their complaint. Falling investment in support for people complaining: The budget allocated to councils to arrange statutory NHS complaints advocacy for local people has declined by more than 20% over the last decade People experience long waits for responses. On average, Integrated Care Boards (ICBs) took 54 working days to respond to complaints they handled as commissioners of NHS services. Response times ranged from between 18 and 114 working days. The NHS is not effectively learning lessons: NHS organisations do not effectively capture the right data about who makes complaints, do not welcome complaints or fail to fully demonstrate learning from complaints. There is little national oversight and accountability over the complaints process. Key recommendations The findings show that the NHS does not consistently welcome, handle, respond or learn from complaints in a patient-centred manner. Action is needed to: Make the complaints process easier for patients and their families to navigate NHS England (NHSE) should require NHS bodies to collect wider data about complainants, such as gender, ethnicity and disability, so that we know who does and does not submit complaints . The Department of Health and Social Care (DHSC) should set detailed and mandatory standards on NHS ‘front-door’ information - including on the NHS App - about how people can navigate the complaints process. DHSC should commission a comprehensive review of statutory NHS complaints advocacy services. Monitor and improve the performance of organisations that handle complaints DHSC should set mandatory response times for complaints following a baseline exercise on current average response times at all providers and ICBs. NHS organisations should survey patients after complaint cases are closed to monitor their satisfaction with the process and outcomes. o NHSE should require all NHS bodies to report on new performance indicators of complaint handling, including the number of re-opened complaints, and the number of complaints referred to the Parliamentary and Health Services Ombudsman (PHSO). NHSE should carry out a performance audit on ICB compliance with the 2009 complaints handling regulations. Develop a culture of listening to and learning from complaints DHSC should strengthen regulations to require NHS bodies to publish their annual complaints reports, rather than ‘on request’ as currently required. DHSC should require providers to better demonstrate learning from complaints through more detailed annual complaints reports. DHSC should make the PHSO’s NHS Complaints Standards mandatory and clarify which body should lead in monitoring and enforcing them. o NHSE should assess ICBs’ complaints handling in ICB annual assessments. The Care Quality Commission (CQC) should improve the regulation of providers’ complaints’ handling responsibilities by checking this at every new and full assessment. Related reading on the hub: How to make a complaint How do I make a complaint: Sources of help and advice
  3. Content Article
    The Saudi Patient Safety Center (SPSC) is mandated to establish a mechanism for reporting sentinel events. This policy outlines the ground rules for the healthcare facilities across the Kingdom of Saudi Arabia with a standardised framework to ensure robust reporting and analysing sentinel events, including a detailed list of reportable sentinel events to assure consistency and accountability to improve patient safety. 
  4. Content Article
    Healthcare staff adapt to challenges faced when delivering healthcare by using workarounds. Sometimes, safety standards, the very things used to routinely mitigate risk in healthcare, are the obstacles that staff work around. While workarounds have negative connotations, there is an argument that, in some circumstances, they contribute to the delivery of safe care. This scoping review explores the circumstances and perceived implications of safety standard workarounds (SSWAs) conducted in the delivery of frontline care. It found that SSWAs are used frequently during the delivery of everyday care, particularly during medication-related processes. These workarounds are often used to balance different risks and, in some circumstances, to achieve safe care.
  5. Content Article
    Standard Operating Procedures (SOPs) are an essential part of any business operations. They provide a clear and concise set of instructions for employees to follow, ensuring efficiency, consistency, and quality control. However, writing SOPs can be a daunting task, and many companies struggle with creating effective processes and procedures. Too often, common mistakes are made in the creation of these critical documents, resulting in poorly written procedures that fail to achieve their intended purpose. The challenge lies in creating comprehensive yet user-friendly SOPs that foster a streamlined, productive working environment while reducing errors and enhancing overall performance. This blog looks at the common mistakes when writing SOPs and how to avoid them.
  6. Content Article
    Project proposal to improve equality and reduce health inequalities. This NHS guidance is to assist organisations to develop a Standard Operating Process (SOP) for managing Covid-19 risk assessments.
  7. News Article
    UK doctors are having suicidal thoughts because disciplinary proceedings against them by their NHS employer take so long to resolve, research has found. Medics who have been accused of misconduct say the current system of investigating allegations is “brutal” and “humiliating” to go through and can feel “like a witch-hunt”. Three out of four doctors who had faced proceedings said the length of time it took to conclude them damaged their mental health and led to them suffering anxiety, stress and depression. Almost nine out of 10 (88%) said they were left feeling angry and frustrated by the disciplinary process. Four out of five were left feeling as if they were “guilty until proven innocent”, with some complaining that they were treated “like a criminal”. Half of the doctors who recounted their experience as part of the MPS’s study said they had been accused of wrongdoing after raising concerns about patient safety where they worked. That prompted concern that misconduct charges are used as part of a “culture of fear” in the NHS. Read full story Source: The Guardian, 6 November 2024
  8. Content Article
    The organisation Medical Protection are calling on NHS Trusts across England to correctly follow national guidelines, to ensure doctors are treated fairly during disciplinary proceedings. Failure to conduct disciplinary processes swiftly and fairly can also perpetuate a culture of fear amongst doctors in the NHS. This also works against improving patient safety. Openness and learning in the NHS relies on doctors having confidence in senior management and their commitment to due process, which further underlines why it is so important to get this right. A recent survey of a group of Medical Protection members who have experienced a disciplinary during the past seven years found: 53% said that the disciplinary investigation against them lasted over 1 year - 22% said the process was over 2 years. 80% said the disciplinary investigation had a detrimental impact on their mental health. 44% said that they experienced suicidal thoughts during the investigation. 72% said it affected their personal lives. 75% said the length of the investigation affected their mental health. 81% said feeling 'guilty until proven innocent' affected their mental health. 85% said the malicious nature of the allegation significantly impacted their mental health. 18% either chose to retire early or had no choice but to retire early. 24% either left the Trust, or had no choice but to leave the Trust. 13% considered leaving the medical profession due to their experience. The report identifies four themes for ensuring a ‘good’ disciplinary process. Within each of these themes, specific areas are identified where changes should be made. Theme 1: Efficient Proportionate - Trusts must consider whether a matter may be dealt with in a less formal manner before proceeding to an MHPS investigation. Any move to exclude the doctor from their duties must also be proportionate to the nature of the investigation. Timely - When a doctor is put through a disciplinary process, it should begin and conclude in a timely manner. Theme 2: Fair Fair treatment for all parties The doctor and their representatives should receive fair treatment during proceedings, with due process followed and all necessary disclosures made. NHS staff involved in carrying out the disciplinary processes should also receive adequate, specialised training; Trusts should not be relying on competence or experience. Dedicated time should be ring-fenced for those involved in an investigation to ensure that MHPS deadlines can be met. Free from bias and discrimination Steps must be taken to ensure discrimination and bias are not factors that can initiate a disciplinary investigation. Information about the importance of defence organisation and union membership should be highlighted at each induction to maximise the chances of a doctor being able to access appropriate support during an investigation. Theme 3: Compassionate Considerate - The wellbeing of the doctor subject to investigation should be considered at all times, and active steps taken to offer support and mentorship. Well communicated - The disciplinary process should be communicated clearly and in plain language at the outset, and frequent communication should continue throughout, so doctors are aware of the status of the investigation and any delays. Theme 4: Accountable Accountability of employers - When a Trust or another employer is found to have behaved in a seriously wrong way during proceedings, a clear method needs to be established to hold them to account. Scrutiny - Senior managers and Trust Boards should have greater knowledge and scrutiny of disciplinary processes. Standardised reporting and data collection, such as the inclusion of disciplinary processes in governance audits, should be rolled out.
  9. Content Article
    A hospital-acquired pressure ulcer (HAPU) is a localised lesion or injury to the underlying tissue (wound) that happens while a patient is staying in hospital. It occurs when standardised nursing care is not correctly followed in the presence of friction and shear, leading to skin or underlying tissue breakdown. Unfortunately, inadequate knowledge of nurses to assess and provide standardised care for pressure ulcers or manage HAPUs results in patient harm. This study shared lessons from a reported HAPU incident and aimed to address the knowledge gap in patient safety risk assessment, identification and wound management at Nyaho Medical Centre (Accra, Ghana). A review of HAPU incidents was conducted using quality improvement tools such as cause-and-effect analyses to identify contributing factors and root causes. Subsequently, plan-do-study-act (PDSA) cycles were used to test interventions to improve pressure ulcer assessments and wound management. A run chart was used to analyse and evaluate the interventions over time. Development of policies, SOPs and training for assessing and managing pressure ulcers and wounds reduced the number of HAPUs during the project period. This project demonstrated that the combined use of quality methods and tools can be suitable for improving processes and outcomes for patients at risk for HAPUs.
  10. Content Article
    The overall objective of a patient recall is to limit or mitigate the harm to patients and provide a clear focus for their ongoing care. Patient safety is the priority concern for all recall processes. The purpose of the national recall framework is to provide guidance on the arrangement of a recall of patients. This guidance is for patients who need to be called back by a healthcare provider for further consultation, review and/or clinical management because a potential or actual problem has been identified. There is a need to: understand if and how patients may have been affected and/or provide any further information, treatment and support needed.  The National Patient Recall Framework contains principles for conducting a patient recall in the interests of safety for providers of secondary care. It includes key elements which should be considered in order to conduct a recall process which is rigorous and patient-centred. Although this is for use in secondary care, the principles outlined may also be useful for recalls taking place in other settings.
  11. Content Article
    The regulation of health practitioners is an essential strategy to minimise instances of patient harm in health services by enabling access to practitioners who meet minimum criteria for patient safety. Although the models of regulation vary, regulatory functions include the following: defining and enforcing education standards; defining the minimum levels for competence and conduct of health practitioners; investigating complaints and enforcing discipline; and informing the public about regulated practitioners. Health practitioner regulation also has the potential to advance other health system priorities and objectives, such as workforce availability, equitable distribution and improved performance. This World Health Organization (WHO) guidance aims to inform the design, reform and implementation of health practitioner regulation and to strengthen regulatory systems and institutions. It highlights the contemporary issues in health practitioner regulation, discusses challenges in implementing regulatory policies and articulates policy considerations for the design, reform and implementation of regulation. Finally, it highlights evidence gaps and identifies a research agenda.
  12. Community Post
    NHS hospital staff spend countless hours capturing data in electronic prescribing and medicines administration systems. Yet that data remains difficult to access and use to support patient care. This is a tremendous opportunity to improve patient safety, drive efficiencies and save time for frontline staff. I have just published a post about this challenge and Triscribe's solution. I would love to hear any comments or feedback on the topic... How could we use this information better? What are hospitals already doing? Where are the gaps? Thanks
  13. Content Article
    The Duty of Candour for Wales statutory guidance. From April 2023 the Duty of Candour is a legal requirement for all NHS organisations in Wales. This duty builds on the Putting Things Right process which has been in place since 2011.
  14. Content Article
    This report by Healthcare Inspectorate Wales (HIW) relates to vascular services provided by Betsi Cadwaladr University Health Board following the de-escalation of these services as a Service Requiring Significant Improvement (SRSI). The review outlines that while progress has been made against all nine recommendations made by the Royal College of Surgeons, the health board still has improvements to make. Review recommendations The health board must consider its responsibilities in line with the NHS Wales Putting Things Right process. This is to establish whether timelier responses could have been given following the two formal complaints it received, and whether it is assured that updates were given appropriately throughout the course of the complaint investigation. The health board should set out what action will be taken to ensure that in future, people are communicated with in a timely manner when raising concerns. The health board must maintain the record keeping audit process, to assure itself that the standards expected for record keeping, are consistent and are being maintained in the immediate and long term. Particularly within its vascular services, but also across the health board. This includes record keeping for all members of the MDT. The health board must explore the reasons for reported inconsistencies in the implementation of the Diabetic Foot Pathway across its three acute sites. The health board must consider and address the issues reported to us regarding the lack of clinical areas at YG, to review patients pre and post operatively. The health board must consider the comments and findings in this report regarding staff culture and the perceptions of different teams. This is to establish whether there is learning, or development required to improve the working relationships across all teams, to support a positive working culture. The health board must consider the comments made by staff regarding the ongoing issues following the implementation of new pathways. This is to establish whether the pathways need to be revised, or further action is required for compliance with the pathways as appropriately. The health board must ensure that all staff are completing all aspects of the consent process as applicable and are documenting this within the relevant clinical records. In addition, further consent process audits must be undertaken and continue on a regular basis, with feedback provided to all staff and actions implemented as applicable. The health board must ensure that: a) All clinical record entries are filed in chronological order; b) Surgical operation records are filled promptly after the surgical procedure. The health board must address the issue where we found examples of misfiling an incorrect patient clinical record, in a different person’s record. The health board must ensure that clinical documentation entries are signed with the clinician’s name legibly printed for identification of the author. The health board must ensure a process is in place to evaluate the sustainability of its vascular service support from UHNM to determine what arrangements will be in place once current agreements end in 2024.
  15. Content Article
    These templates were developed by Liverpool Heart and Chest Hospital for use in After Action Review, SWARM and Rapid Review toolkit responses.
  16. Content Article
    Failure to be aware of and to follow clinical guidelines and protocols could constitute clinical negligence, but not in all cases, and much will depend on the facts of each case. John Tingle, Lecturer in Law, Birmingham Law School, University of Birmingham, discusses aspects of the law on clinical guidelines and other care management tools.
  17. Content Article
    This is the phase 1 report by the independent inquiry into the issues raised by the David Fuller case. The inquiry has been established to investigate how David Fuller was able to carry out inappropriate and unlawful actions in the mortuary of Maidstone and Tunbridge Wells NHS Trust and why they went apparently unnoticed, for so long. A phase 2 report, looking at the broader national picture and the practices and procedures in place to protect the deceased in the NHS and other settings, is planned for publication at a later date.
  18. News Article
    Ambulance chiefs have warned that patients are coming to harm, paramedics are being assaulted and control room staff reporting a “high stakes game of chicken” with police during the implementation of a controversial new national care model. The Association of Ambulance Chief Executives say in a newly published letter they believe the “spirit” of national agreement on how to implement the Right Care, Right Person model is not being followed by police, raising “significant safety concerns”. The membership body set out multiple concerns about the rollout of the model, under which the police refuse to attend mental health calls unless there is a risk to life or of serious harm. In the letter to Commons health and social care committee chair Steve Brine, AACE chair Daren Mochrie says timescales for introducing it were often “set by the police rather than “agreed” following meaningful engagement with partners”, meaning demand was shifting before health systems had built capacity. They also flag a lack of NHS funding to meet the new asks. Mr Mochrie, also CEO of North West Ambulance Service Trust, described a “grey area” relating to what he called “concern for welfare” calls, which meet neither the police nor attendance services’ threshold for attendance. “To date this is the single biggest feedback theme we have heard from ambulance services, with some control room staff describing feeling like they’re in a ‘high-stakes game of chicken’ where the police have refused to attend and told the caller to hang up, redial 999 and ask for an ambulance,” he wrote. Read full story (paywalled) Source: HSJ, 20 February 2024
  19. News Article
    The head of the NHS has today announced the rollout of ‘Martha’s Rule’ in hospitals across England from April, enabling patients and families to seek an urgent review if their condition deteriorates. The patient safety initiative is set to be rolled out to at least 100 NHS sites and will give patients and their families round-the-clock access to a rapid review from an independent critical care team if they are worried about their or a loved one’s condition. This escalation process will be available 24/7 to patients, families and NHS staff, and will be advertised throughout hospitals, making it quickly and easily accessible. NHS chief Amanda Pritchard said the programme had the potential to “save many lives in the future” and thanked Martha’s family for their important campaigning and collaboration to help the NHS improve the care of patients experiencing acute deterioration. Thirteen-year-old Martha Mills died from sepsis at King’s College Hospital, London, in 2021, due to a failure to escalate her to intensive care and after her family’s concerns about her deteriorating condition were not responded to promptly. Extensive campaigning by her parents Merope and Paul, supported by the cross-party think tank Demos, has seen widespread support for a single system that allows patients or their families to trigger an urgent clinical review from a different team in the hospital if the patient’s condition is rapidly worsening and they feel they are not getting the care they need. Merope Mills and Paul Laity, Martha’s parents, said: “We are pleased that the implementation of Martha’s Rule will begin in April. We want it to be in place as quickly and as widely as possible, to prevent what happened to our daughter from happening to other patients in hospital. “We believe Martha’s Rule will save lives. In cases of deterioration, families and carers by the bedside can be aware of changes busy clinicians can’t; their knowledge should be recognised as a resource. We also look to Martha’s Rule to alter medical culture: to give patients a little more power, to encourage listening on the part of medical professionals, and to normalise the idea that even the grandest of doctors should welcome being challenged. We call on all NHS clinicians to back the initiative: we know that the large majority do listen, are open with patients and never complacent – but Martha’s doctors worked in a different culture, so some situations need to change. “Our daughter was quite something: fun and determined, with a vast appetite for life and so many plans and ambitions – we’ll never know what she would have achieved with all her talents. Hers was a preventable death, but Martha’s Rule will mean that she didn’t die completely in vain.” Read full story Source: NHS England, 21 February 2024
  20. News Article
    Hundreds of rheumatology patients have stopped receiving drugs they did not need or had their diagnosis changed after a damning review of the service found the standard of care was “well below” what would be considered acceptable. Jersey’s Health and Community services department has said it will be contacting some of the affected patients “over the coming weeks” and would also be seeking legal advice on “an appropriate approach to compensation”. The independent review by the Royal College of Physicians also noted there was “no evidence” of standard operating procedures for most aspects of routine rheumatological care and, in some cases, “no evidence of clinical examinations”. It also found that there had been incorrect diagnosis and wrongly prescribed drugs, describing the standard of care as “well below what the review team would consider acceptable” for a contemporary rheumatological service. The review was commissioned by HCS medical director Patrick Armstrong, following concerns raised by a junior doctor in January 2022. Read full story Source: Jersey Evening Post, 22 January 2024
  21. Event
    until
    While the pandemic didn’t cause all the shifts happening in healthcare, it had a major hand in accelerating and shaping the changes that will alter the healthcare landscape far into the future. Join Fierce Healthcare as we examine the tectonic transformation across healthcare. We’ll explore changing consumer expectations in access to care, the moves by major tech players and providers to reach their customers and strategies for actually paying for everything. Register
  22. Event
    until
    The importance of healthcare data and good data practices continues to grow as the COVID-19 pandemic drives further digitalisation and creates new data streams. This free online event from the King's Fund explores the importance of patients trusting that their health and care data will be safely and responsibly used by the NHS. Now is the time to come together and look at how we can modernise protocols and ensure trust is built with the public. This event is the first in a series exploring how we put trust, transparency and fair value at the centre of digital health and care. Our expert panel will discuss what public institutions, industry and decision-makers that hold, control and use our most personal data are doing to help to maintain and improve trust in England while simultaneously modernising best practice. Register
  23. News Article
    Mortuary abuser David Fuller was able to offend without being caught because of "serious failings" at the hospitals where he worked, an inquiry has found. Between 2007 and 2020, Fuller abused the bodies of at least 101 women and girls in Kent hospitals. Inquiry chair Sir Jonathan Michael said "there were missed opportunities to question Fuller's working practices". He added the abuse "had caused shock and horror across our country and beyond". The inquiry has made 17 recommendations to prevent "similar atrocities". Read full story Source: BBC News, 28 November 2023
  24. News Article
    A new mother has spoken of her distress after wrongly-imposed Covid rules led to her being separated from her six-week-old baby for almost a week while she received treatment in hospital. Charlotte Jones, 29, was taken to Princess Royal University hospital in Kent by ambulance last Wednesday, after complications following the birth of her son, Leo. When she arrived, she asked whether she would be able to see her baby, whom she is breastfeeding, while in hospital, but was told it would not be allowed because of the threat of coronavirus. She did not see him until her release six days later. The restrictions as applied in Jones’s case, appear to contravene official guidance and go against the advice of NHS England, which specifies that mothers and babies should be kept together unless it is absolutely necessary to separate them. Separation at such a critical time can have an adverse impact on the physical and mental health of the mother, baby and wider family, say healthcare professionals and charities. King’s College NHS foundation trust, which manages the hospital, has admitted that although it is limiting the number of visitors during the pandemic, there is no policy stopping babies to be brought in to be breastfed. The trust has pledged to ensure staff are aware of its policies. Read full story Source: The Guardian, 4 December 2020
  25. News Article
    Trusts have been urged to reflect on their disciplinary procedures, and review them annually where required, following the death of a senior nurse who took his own life after being dismissed. NHS England’s chief people officer Prerana Issar has written to trust leaders to highlight Imperial College Healthcare Trust’s new disciplinary procedures, which were put in place following Amin Abdullah’s suicide. Mr Abdullah, a senior nurse at Charing Cross Hospital in west London, was suspended in September 2015 before being let go from his job that December. He died in February 2016 after setting himself on fire. An independent investigation criticised both the trust and its staff and concluded he had been “treated unfairly”. The summary report produced by the trust was labelled a “whitewash”, which “served to reassure the trust that it had handled the case with due care and attention”, and the delay of three months between the events and hearing were “troubling”. The report, which also criticised the delays as “excessive” and “weak” in their justification, said Mr Abdullah found the delay “stressful” and caused him to become “distressed”. In the letter sent on Tuesday, seen by HSJ, Ms Issar said: “The shared learning from Amin’s experience has demonstrated the need for us to work continuously and collaboratively, to ensure that our people practices are inclusive, compassionate and person-centred, with an overriding objective as to the safety and wellbeing of our people… our collective goal is to ensure we enable a fair and compassionate culture in our NHS. I urge you to honestly reflect on your organisation’s disciplinary procedure…" Read full story (paywalled) Source: HSJ, 3 December 2020
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