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Found 101 results
  1. Content Article
    NatSSIPs2 consists of two inter-related sets of standards: The organisational standards are clear expectations of what Trusts and external bodies should do to support teams to deliver safe invasive care. The sequential standards are the procedural steps that should be taken where appropriate by individuals and teams, for every patient undergoing an invasive procedure. The NatSSIPs2 have evolved to have less emphasis on tick boxes or rare ‘Never Events’ and now include cautions, priorities and a clear concept of proportionate checks based on risk. We recognise that ‘teams’ change or may be newly formed on the day of a procedure, and therefore require clear processes. NatSSIPs2 should form the basis of improvement work, inspections and curricula. Key principles in NatSSIPs2 include: The concept that NatSSIPs2 will help achieve of the triple goals of improved patient safety, better team-working and enhanced efficiency. The categorisation of invasive procedures into major or minor procedures, each requiring different checks which are proportionate to the risk of harm. The benefit of ‘Standardisation, Harmonisation, and Education’ across invasive specialty processes. The need to consider human factors with systems thinking, culture, psychological safety and team-work to underpin NatSSIPs2 implementation. An update of the WHO Five steps to safer surgery of Team Brief, Sign In, Time Out, Sign Out and Handover/Debrief to include three more steps to make the Sequential Standards (Steps): Consent and Procedural verification; Safe use of implants; and Reconciliation of items (to prevent retained foreign objects). ‘The NatSSIPs Eight’ should be in place for every relevant patient. That checks performed by an engaged team enable communication and save misunderstandings, reduce risk, provide clarity and set expectations The central role of the patient as a participant in safety checks. The need for a learning safety system supported by insight, involvement and improvement. A structure of People, Processes and Performance within the organisational standards The requirement for adequately resourced organisational leadership and support for safety. The NatSSIPs2 have been written by practising clinicians, from across the four UK nations, across disciplines, professions and organisations, with patient and organisational input and published by the Centre for Perioperative Care. They incorporate safety science and learning from all UK nations’ patient safety strategies and major reports and investigations. Are you a healthcare professional interested in learning more about NatSIPPs? On the hub we host the National NatSIPPs Network, a voluntary group of healthcare professionals aiming to reduce the number of patient safety incidents related to invasive procedures. You can join by signing up to the hub today. When putting in your details, please tick ‘National NatSIPPs Network’ in the ‘Join a private group’ section’. If you are already a member of the hub, please email hello@patientsafetylearning.org.
  2. Content Article
    The webpage includes information on: Secure workspaces Searching for clinical trials Training and support Legal framework Transition period
  3. Event
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    This webinar is part of the HSJ Elective Care Recovery Virtual Series. To clear the waiting list backlog, hospitals will need to drive more elective activity within capacity and resource constraints. It demands the need to think differently and to work differently, questioning assumptions about the ‘normal’ ways of doing things. In this session we’ll explore innovative ideas, digital interventions and transformation programmes designed to free up time in elective pathways. Key topics include: Patient-initiated follow-ups Reducing outpatient appointments Pre-operative transformation / digitisation Investing in digital tools to improve efficiency in elective care pathways Register
  4. Community Post
    I was just listening to a podcast interview between Dr Rangan Chatterjee and Matthew McConaughey (In the series 'Feel better, live more'). Matthew M. mentioned that he came from a highly resilient family. If someone fell over, his mother would tell them to get right back up straight away and carry on. He added that he thought that while this resilience was generally a good thing, there should be (what he called) a 'loophole' in it so that there was time to learn why they have fallen over to begin with. Was there a crack in the pavement that needed to be avoided? That way, it wouldn't happen again in the future. This made me think about whether there really was a conflict between resilience in organisations and the need to learn from failure. What do you think??
  5. Event
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    The Flight Safety Foundation goal with this Seminar is to promote further globally the practical implementation of the concepts of system safety thinking, resilience and Safety II. There will be two sessions, one for each day, that will consist of briefings and a Q&A panel afterwards. The following themes are suggested for briefings and discussions for the Seminar 1.The limits of only learning from unwanted events. 2. Individuals’ natural versus organisations’ consciously pursued resilience. 3. How the ancient evolutionary individual instincts for psychological safety affect individual and team learning and how these can be positively managed? 4. The slow- and fast-moving sands of operations and environment change over time and their significance for safety. 5. How to pay as much attention to why work usually goes well as to why it occasionally goes wrong? 6. Understanding performance adjustments of individuals to get the job done. 7. The blessings and perils of performance variability. 8. Learning from data versus learning from observing. 9. Learning from differences in operations versus learning from monitoring for excrescences. 10. Can risk- and resilience-based concepts work together? 11. Does just culture matter for learning from success? 12. How to document explicitly, maintain current and use the information about success factors and safety barriers and shall this be a part of organisational SMS? Further information
  6. Content Article
    Key recommendations from report The creation of NHS-led Women’s Health Strategies. Young people should be educated from an early age about women’s health. The NHS website should become the world’s best source of information for girls, women and clinicians. To reduce health inequalities, all women should have access to and be provided with the information that they need to stay healthy. Access to the full range of contraception methods should be as easy as possible for all women. Post-pregnancy contraception should be a key part of the maternity pathway. Introduce mandated co-commissioning of SRH services across the UK. Increase public health and sexual health budgets in real terms. Women’s health one-stop clinics should be established in local community hubs and training on women’s health should be delivered to support primary and community care. All women should be able to access abortion care easily and without fear of penalties or harassment. End post-code lotteries in IVF treatment and offer all eligible women three full cycles of IVF. England, Wales and Northern Ireland must offer women the same opportunities for IVF treatment as in Scotland and follow the NICE Fertility Guideline which recommends that women under 40 should be offered three full cycles of IVF. Introduce a life course approach to preventing noncommunicable disease in women and their children supported by data collection before, during and after pregnancy. UK Governments should take strong action to improve the health of pregnant women and their babies. Improve identification of women at risk from mental and physical health issues with the six week postnatal check. End the data gender gap, End violence against girls and women via an improved collaborative approach, better IT systems and mandatory training with the NHS as an exemplar. Increase uptake in cervical screening amongst disadvantaged and marginalised women. Increase uptake in cervical screening by ending fragmentation and harnessing technologies. Improve early diagnosis and treatment of gynaecological cancers. Women’s health issues should be embedded in workplace policies. Appointment times at GP services should increase to 15 minutes. Increase awareness of pelvic floor dysfunction.
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