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Found 48 results
  1. Content Article
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    The health service lacks the beds, staffing and resources to cope with a serious outbreak of the coronavirus, The Independent has been told by senior doctors and nurses. NHS staff from across the country warned hospitals are already unable to cope, with patients being looked after in spill-over wards and waiting hours for a bed, with one doctor saying it was already a “one in, one out mentality” for intensive care. Other staff reported delays in lab tests, rationing of protective masks and equipment, and a lack of isolation areas for suspected coronavirus patients. Suggestions from the Health Secretary Matt Hancock that the NHS would use “home ventilation kits”, and that an extra 5,000 intensive care beds could be created, were labelled “fanciful” by the chair of the British Association of Critical Care Nurses today. Nicki Credland said: “If you already have a system running at 100 per cent capacity, the idea you can get a significant amount of additional beds is just not realistic. There simply aren’t enough beds for them. We will need to make difficult decisions about which patients are going to be admitted to intensive care." Read full story Source: The Independent, 5 March 2020
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    Key learning points Education and training of healthcare workers Equip the workforce with the fundamental knowledge and skills of human factors/ergonomics. Support, promote and embed the discipline in the practitioner’s professional training and development. Empower participation in human factor/ergonomic initiatives. Draw on existing expertise. Organisational commitment Comprehensive, resilient, proactive patient safety programme. Safety culture (not punitive to individual). Risk management system. Programme evaluation, meaningful and informative indicators, continuous learning and improvement.
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    An advanced nurse practitioner working in primary care services at Grimsby Hospital has called on the hospital senior leadership to ‘see for themselves how unsafe it is’. The nurse, who has penned a letter to bosses at Northern Lincolnshire and Goole NHS Foundation Trust says they are having “worst experience to date” in their career and fears somebody will die unnecessarily unless something is urgently done. “I have never in my whole career seen patients hanging off trolleys, vomiting down corridors, having ECGs down corridors, patients desperate for the toilet, desperate for a drink. Basic human care is not being given safely or adequately," says the nurse. Hospital bosses say they are taking the letter seriously and are investigating. Earlier this month it was revealed that some hospitals were being forced to deploy ‘corridor nurses’ in a bid to maintain patient safety while dealing with unprecedented demand. Dr Peter Reading, Chief Executive, said: “I can confirm we have received this email and that the hospital and North East Lincolnshire CCG are taking these concerns seriously. The person who raised the concerns with us has been contacted and informed that we are jointly investigating what they have told us. Read full story Source: Nursing Notes, 22 January 2020
  8. News Article
    A hospital accused of bullying its staff is facing new claims that it failed to act on a leading doctor’s warning about a potentially fatal failure to monitor vulnerable patients, the Guardian newspaper can reveal. Dr Jonathan Boyle, the UK’s top vascular surgeon, had warned West Suffolk NHS trust that patients at risk of dying from burst aneurysms were not being safely monitored. An IT glitch meant that patients were not followed up to see how soon they would need potentially life-saving surgery. A doctor at the trust, however, says it initially repeatedly refused to take any action, raising further questions about its management. The trust initially suggested the problem was the result of senior doctors not keeping up with emails, but later accepted its IT systems were at fault. The hospital was forced to recognise that patients were potentially put at risk and took action only after a whistleblower alerted the NHS regulator. Read full story Source: The Guardian, 5 January 2020
  9. News Article
    IT systems in the NHS are so outdated that staff have to log in to up to 15 different systems to do their jobs. Doctors can find themselves using different logins for everything from ordering x-rays and getting lab results to accessing A&E records and rotas. The government in England said it was looking to streamline the systems as part of an IT upgrade. Around £40 million is being set aside to help hospitals and clinics introduce single-system logins in the next year. Alder Hey in Liverpool is one of a number of hospitals which have already done this, and found it reduced time spent logging in from one minute 45 seconds to just 10 seconds. With almost 5,000 logins per day, it saved over 130 hours of staff time a day, to focus on patient care. Health Secretary Matt Hancock said it was time to "get the basics right". "It is frankly ridiculous how much time our doctors and nurses waste logging on to multiple systems. Too often outdated technology slows down and frustrates staff." British Medical Association leader Dr Chaand Nagpaul said logging on to multiple systems did waste time. But he said on its own this move would not solve all the problems, pointing out that many of the IT systems themselves were "antiquated" and needed upgrading. Read full story Source: BBC News, 4 January 2020
  10. Content Article
    This document is accompanied by: general advice and advice for hospital inpatients supporting information for healthcare staff including background and findings posters in English and Welsh Health and Safety Laboratory report FS/06/12 ‘Fire hazards associated with contamination of dressings and clothing by paraffin based ointments’ examples of products containing paraffin warning / hazard stickers for products a patient safety video leaflets in English and Welsh. Although the deadline for actions has passed, this guidance remains best practice. It should be followed to prevent future patient safety incidents.
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    In this short film, Dr Peter-Marc Fortune discusses the role of human factors in the recognition, response and escalation of the deteriorating child.
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    Working in healthcare has never been so demanding. The demand outweighs capacity in most services. There is a constant need for patients to be ‘flowing’ through the system. So much so, that there is little capacity for deviation from pathways that we have set up for certain groups of patients to enable their care to be ‘safer’. Our staffing templates and bed occupancy has no wiggle room for the ebbs and flows within the system at different times. Winter pressures now span from mid-summer to late spring – it just feels like the status quo. Having a busy day used to be every now and again, it seems that busy days are just the norm now. It is relentless. The huge machine that is ‘the acute Trust’ keeps turning. If you slow up due to covering staff sickness, a swell in emergency department admissions, a swell in ‘failed discharges’ you will tumble around this machine and be spat out at the end of the day with a little less resilience to when you started. There are times when we get sent an email from Comms. "We are experiencing high volumes of admissions and a low number of discharges – this is an internal critical incident". I often read this email a week later. Staff who are doing the clinical work often have no access to a computer at work as the computer is used for looking at clinical results or used by the ward clerk. Plus, when will there be time? An email telling us to work harder and be more efficient by people in their Comms room is as helpful as an ashtray on a moped. At times, us frontline staff feel as if we are being told to ‘work harder, discharge more patients, be quicker, be more efficient and while you are fighting the fire... innovate and give safer care. Innovation is rife within the healthcare system. I see it on a daily basis. Small pockets of great people doing amazing things. How are these people implementing their innovative ideas in an environment where there is little room for a full lunch break? Good will. Often, these people have been driven to innovate in their area due to an unforeseen circumstance. They may have been involved in a safety incident, a never event, bullying or just wanting to make their job easier. Ideas often start small, then grow. What was a seemingly 'simple fix’ has now turned into a beast. A band 5 nurse may introduce a new way of working. They do this alongside their full-time clinical role, often in their own time. They stay late, they come in early, they send emails on their day off, they read up on the theory behind their initiative. Great ideas and solutions are made everyday in our healthcare system by dedicated, passionate people. It is in our nature to ‘fix’ something that is broken: bones, wounds, people… healthcare? Is this pressure cooker of a place producing the ‘right type’ of solution? Or are we just papering over the big issues such as bullying, poor leadership, pay and conditions, management of long-term conditions, staffing… the list goes on. It feels as if we are putting sticking plasters over gaping cracks; it may work for a while, for that ward, that department, that Trust – but it needs to be more robust than that. We can not rely on the goodwill of our front-line clinicians to come up with the solutions.
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    This poster was created by the Royal Free Nursing team on the intensive care unit. It demonstrated how they reduced turnover of staff on the unit by implementing 'Joy in Work'.
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    In two studies, researchers found that doctors with high levels of burnout had between 45% and 63% higher odds of making a major medical error in the following three months, compared with those who had low levels. To ensure well-being and motivation at work, and to minimise workplace stress, people have three core needs, and all three must be met. A - Autonomy/control – the need to have control over our work lives, and to act consistently with our work and life values. B - Belonging – the need to be connected to, cared for, and caring of others around us in the workplace and to feel valued, respected and supported. C - Competence – the need to experience effectiveness and deliver valued outcomes, such as high-quality care. The review identified inspiring examples of organisations that meet these three core needs for doctors. An integrated, coherent intervention strategy will transform the work lives of doctors, their productivity and effectiveness, and thereby patient care and patient safety.
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    The museum is curated by Dr. Samuel West, licensed psychologist, PhD in Organisational Psychology.
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