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Content ArticleWe talk about resilience, efficiency, and ‘just getting through the day’. But behind closed doors, many GPs are working at a pace and intensity that is simply not safe. Many who have felt pushed to the brink: overwhelmed, burnt out, and questioning whether they can continue. That isn’t just a few isolated GPs; the data suggests this feeling is widespread across the profession. In Nottinghamshire, the local medical committee developed a safe working charter to support this shift in thinking. It’s not a prescriptive checklist, but it offers practical ways practices can start to embed safer ways of working. It focuses on two key areas: workload control and practice systems.
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Content Article
Stefan Peil summarises a pilot study he has done to see whether a structured systems model can support the preparation of a morbidity and mortality (M&M) conference discussion. The example used is a coronary angiography risk scenario to explore whether a model-based representation of patient safety knowledge could serve as a reliable basis for an artificial intelligence (AI)-assisted decision template. The work was produced to address a practical problem in patient safety: relevant information for M&M preparation is often spread across diagrams, reports and team knowledge, which can slow and make shared understanding less consistent. The pilot study, therefore, examined whether systems modelling could help organise, make transparent and reuse safety relevant information in a more structured way. The full study is attached at the end of this page. The challenge The identified challenge was the lack of a structured, reusable approach to preparing patient safety discussions for M&M conferences. The aim was not to automate clinical judgement, but to test whether a model-based risk analysis derived from team knowledge could serve as a structured input for drafting an M&M decision template. M&M preparation often relies on fragmented information and informal interpretation. In complex clinical environments, such as coronary angiography, risks do not arise from a single isolated factor. They emerge from the interaction between tasks, people, technology, information flow and organisational conditions. In this specific pilot example, the safety concern was a risk scenario in coronary angiography in which cognitive overload during real-time decision-making and escalation could contribute to complications not being detected in time. This formed the basis for testing whether a structured model could provide a clearer and more traceable starting point for discussion. Method and measures To explore this, a systems model based on Systems Engineering Initiative for Patient Safety (SEIPS) 2.0 was created in Systems Modeling Language (SysML) using SPARX Enterprise Architect. The objective was to represent the work system, the contributory task factor, the resulting risk and the proposed measures in a traceable form. The model focused on one coronary angiography scenario. The critical task factor was described as cognitive density in real-time decision-making and potential escalation. In the model, this contributed to the risk that complications would not be detected in time. The text states an impact on quality of care, an occurrence rating described as relevant and an overall risk class of moderate. The proposed measures were: pre-procedure briefing risk-adapted staffing standardised laboratory layout regular simulation drills. The intended achievement was a more structured, transparent and reusable basis for M&M preparation and discussion. Outcomes and lessons learned The pilot showed that a structured model can be a useful way to organise safety-relevant knowledge. Because the model linked work system elements, risks and measures in a traceable way, it provided a clearer starting point for discussion than unstructured text alone. The practical process tested in this pilot was: defining a relevant patient safety scenario in coronary angiography modelling the work system and the contributory task factor linking this to a patient safety risk documenting possible mitigating measures using the model as the basis for an AI-assisted one-page decision template. One important observation was that the AI-generated output reflected the underlying model's content. This suggests that a structured model can support more consistent synthesis than relying only on memory or informal interpretation. The text does not describe multiple alternative technical approaches in detail, so it cannot be stated from the source whether other options were formally compared or ruled out. It also does not state direct patient involvement. Staff involvement is referenced indirectly by using team knowledge as an input to the model. The text does not report formal measurement tools, outcome metrics, time savings, patient safety indicators or model costs. Therefore, no validated impact measurement can be claimed from the source. A key lesson learnt was that AI can assist with drafting and synthesis, but cannot replace clinical judgement, governance or safety review. Any output generated from the model still needs to be checked against the source material and reviewed by responsible clinical and patient safety leads. Impact This work is only a prototype, not as a formal effectiveness study. As a result, the impact that can be claimed is limited. The main result was that the structured model appeared to support: clearer organisation of safety-relevant knowledge better traceability between work system factors, risks and proposed measures a more consistent starting point for multidisciplinary discussion reuse of modelled information for drafting a one-page M&M decision template. At the same time, the the study is explicit about what was not demonstrated. The pilot did not test whether the approach: improved patient outcomes reduced harm shortened preparation time in routine practice improved care delivery in a measurable way. A further limitation was that only a single, limited example was used, and some information was withheld for data protection reasons. This means the results were narrower than would be needed for broader implementation decisions. What worked was the structured linkage between the work system, contributory factors, risks and measures. What remains uncertain is whether this translates into measurable operational benefit in routine clinical governance. A likely barrier to improvement is the need for continued expert review, because AI-generated output cannot be used without clinical validation and governance oversight. If repeated, the next stage would need a clearer evaluation design, including defined measures of clarity, consistency, usability and possibly preparation time. Next steps The next step is a practical pilot in real clinical governance settings. A suitable next-stage comparison would be conventional M&M preparation versus model-supported preparation in a small, clearly defined pilot. The proposed questions for the next phase are: Does the approach improve clarity and shared understanding? Does it help teams identify contributory factors more systematically? Does it support consistency and traceability of measures related to patient safety? The study does not provide evidence of long-term organisational change, staff reaction, patient impact statistics or system-wide implementation results. Therefore, those elements cannot yet be stated as outcomes. However, based on insights from the pilot study, the anticipated longer-term value would be to make patient safety knowledge: more structured more reusable easier to discuss across professional groups more clearly linked to the wider work system rather than to isolated errors. A sensible next step would, therefore, be a controlled local test with defined governance, clinical review and evaluation criteria before any broader adoption. -
Content ArticleAttentional focus narrows as individuals concentrate on tasks. Missing an event that would otherwise appear obvious is termed a perceptual error. These forms of perceptual failure are well-recognised in psychological literature, but little attention has been paid to them in medicine. Cognitive workload and expertise modulate risk, although how these factors interplay in practice is unclear. This video-based experiment was designed to explore the hypothesis that perceptual errors affect clinicians. 142 volunteers with varying levels of experience of adult resuscitation were shown a short video depicting a simulated cardiac arrest. This video included a series of change-events designed to elicit perceptual errors. The experiment was conducted on-line, with participants watching the video and then responding via combinations of open-ended free-text and directed questioning. 141 people experienced at least a single perceptual error. Even the most clinically significant event (disconnection of the patient's oxygen supply) was missed by three in four viewers. Although expertise was associated with increased likelihood of detecting an occurrence, even highly significant events were missed by up to two thirds of the most experienced observers. This study demonstrates that perceptual errors occur during healthcare-relevant scenarios at significant levels. Events such as an oxygen malfunction would meaningfully affect patient outcome and, although expertise conferred some advantages, events were still missed more often than not. Data acquisition is fundamental to good-quality situational awareness. These results suggest perceptual error may be a contributor to adverse events in practice.
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News Article
NHS frontline staff forced to ‘plug gaps that should be filled by managers’
Patient Safety Learning posted a news article in News
NHS staff on the frontline are being forced to plug gaps in services that should be filled by skilled managers and admin staff, according to a new report. Despite a widespread perception that the health service is beleaguered by a top-heavy structure, new research by the King’s Fund suggests that there are now a “near record low” number of NHS managers for each member of staff. According to its analysis of NHS hospital and community data, there are now 33 staff members for each manager, compared to 27 staff in 2010. “The narrative that there are too many managers does not survive contact with reality,” said Suzie Bailey, director of leadership and organisational development at the King’s Fund. Skilled clinical professionals are being forced to spend hours each week “chasing paperwork, managing rotas or navigating broke administrative systems”, she said. Read full story Source: The Independent, 10 November 2025 -
Content ArticleWe know the NHS is facing a workforce crisis, but how many people work in the NHS in England, what roles are they in and are they happy with their jobs? The NHS workforce is growing, but demand for care is also rising and health needs are increasingly complex. While headlines often focus on overall staff shortages, the reality is more nuanced as highlighted in this King's Fund analysis of the NHS workforce.
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Content ArticleNurses in intensive care units often work long shifts, leading to significant physical and mental strain. This strain can negatively impact their well-being and the quality of care they provide to patients. The aim of this systematic review was to evaluate the associations between nurses’ working hours in intensive care units and outcomes related to risk identification, nurse well-being, patient safety, and institutional performance. The review highlights the importance of addressing the risks associated with long working hours in intensive care units. The primary risks identified include nurse-focused issues such as the development of sleep disturbances and increased burnout, as well as patient-focused risks like medication errors. These risks, along with their frequency and impact, underscore the need for improved scheduling and working conditions to ensure patient safety and nurse well-being.
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News Article
NHS staff levels ‘alarmingly low’ on wards, study finds
Patient Safety Learning posted a news article in News
A new poll reveals a deepening staffing crisis within the NHS, jeopardising patient safety, particularly in maternity and rehabilitation wards. A Unison survey of nurses, healthcare assistants, and midwives found that a staggering 69%of shifts were understaffed, a marked increase from 63% just two years ago. The survey, conducted across 42 hospitals in England, Wales, and Northern Ireland, paints a stark picture of the strain on frontline staff. Workers anonymously reported their experiences after their shifts in October and November of last year, totaling 1,470 shifts surveyed. Alarmingly, 81% of respondents working in maternity and rehabilitation units, and 82% in elderly care, expressed serious safety concerns due to inadequate staffing levels. The findings highlight a worrying trend of "red flag" events, indicating serious safety risks, occurring on over half (56%) of all shifts. Read full story Source: The Independent, 23 April 2025 -
EventThis upcoming SafetyNet webinar on the Impact of shift work on safety outcomes for patients will featured Dr Chiara Dall’Ora, Associate Professor of Health Workforce at the University of Southampton. Chiara is an Associate Professor and leads the Health Workforce & Systems research group. Chiara leads a research programme to improve health workforce wellbeing and performance, with a specific focus on work hours and workforce configuration and patient safety. During this webinar, you will learn about the impact of a variety of staffing and shift work configurations on safety outcomes for patients. The body of research relies mostly on objective nurse roster data, as well as patient outcomes extracted from hospital systems. Using robust longitudinal methods, we have uncovered how working long shifts and high proportions of night shifts jeopardises patient safety. You will also learn what are the ongoing research projects that the team are leading on. Register
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EventAimed at Clinicians and Managers, this national virtual conference will provide a practical guide to human factors in healthcare, and how a human factors approach can improve patient care, quality, process, and safety. The conference delves into integrating human factors into healthcare systems and processes, clinical decision making, healthcare system design, quality of patient experience, medication safety, and workload, fatigue, and stress management. Throughout the day there will be interactive sessions, small breakout groups, and collaborative exercises, fostering a dynamic learning experience. For further information and to book your place visit https://www.healthcareconferencesuk.co.uk/virtual-online-courses/a-practical-guide-to-human-factors-in-healthcare or email [email protected] hub members receive a 20% discount. Email [email protected] for discount code. Follow on Twitter @HCUK_Clare #HumanFactors
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Event
A practical guide to Human Factors in healthcare
Sam posted an event in Community Calendar
Aimed at Clinicians and Managers, this national virtual conference will provide a practical guide to human factors in healthcare, and how a human factors approach can improve patient care, quality, process, and safety. The conference delves into integrating human factors into healthcare systems and processes, clinical decision making, healthcare system design, quality of patient experience, medication safety, and workload, fatigue and stress management. Throughout the day there will be interactive sessions, small breakout groups, and collaborative exercises, fostering a dynamic learning experience. For further information and to book your place visit https://www.healthcareconferencesuk.co.uk/virtual-online-courses/a-practical-guide-to-human-factors-in-healthcare or email [email protected] hub members receive a 20% discount. Email [email protected] for discount code. Follow on Twitter @HCUK_Clare #HumanFactors -
Community Post
Better use of data for medication safety in hospitals
Kenny Fraser posted a topic in Medicine management
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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- Posted
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Content ArticleThe government’s long term workforce plan, developed by NHS England, was finally published on 30 June, having first been promised more than five years ago by the then secretary of state for health and current chancellor, Jeremy Hunt. The plan is a welcome and necessary step towards solving the workforce challenges that have vexed the health service, although it is more of a jigsaw puzzle than a masterplan. The overall picture of a future NHS workforce with many more staff, increasingly working in more diverse multidisciplinary teams, and with greater support from technology, is encouraging but several pieces are missing from the vision and roadmap for its delivery, writes William L Palmer and Rebecca Rosen in this BMJ Editorial.
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Content ArticlePatients who visit their GP practice with an ongoing health problem may see several different GPs about the same symptoms. To make sure they receive safe and efficient care, there needs to be a system in place to ensure continuity of care. In the context of this report, continuity of care is where a patient has an ongoing relationship with a specific doctor, or when information is managed in a way that allows any doctor to care for a patient. While some GP practices in England operate a formalised system of continuity of care, many do not. This investigation explored the safety risk associated with the lack of a system of continuity of care within GP practices. The investigation focused on: How GP practices manage continuity of care. This includes how electronic record systems alert GPs to repeat attendances for symptoms that are not resolving and how information is shared across the healthcare system. Workload pressures that affect the ability of GP practices to deliver continuity of care. This investigation’s findings, safety recommendations and safety observations aim to prevent the delayed diagnosis of serious health conditions caused by a lack of continuity of care and to improve care for patients across the NHS. Reference event Brian had a history of breast cancer and had been discharged from the breast cancer service. Two years later he began to have back pain. Initially the pain was so severe that Brian visited his local emergency department (ED). He was discharged from the ED with pain relief and was advised to contact his GP practice. A month later, Brian telephoned his GP practice and saw his named GP. The GP referred Brian to the GP practice’s physiotherapist and requested a blood test. Brian saw the physiotherapist, who gave him advice about exercises to help relieve the back pain. The exercises did not relieve Brian’s pain and over the following 8 months he saw two out-of-hours GPs and six practice GPs, a nurse and a physiotherapist at the GP practice. Brian also had consultations with healthcare professionals during this time for other conditions not relating to his back pain. When Brian saw a GP at end of the 8-month period, the GP found a lump on his spine and advised Brian to go to the local ED. At the ED, Brian had a computerised tomography (CT) scan. A lump was found on his spine which was later diagnosed as metastatic breast cancer (that is, breast cancer that had spread to his spine). Findings The GP contract, which sets out the mandatory requirements for GP services commissioned by the NHS, does not specifically require GP practices to adopt an approach that ensures continuity of care, but practices can do so voluntarily. Many GP practices do not operate a formalised system of continuity of care. There is no standard framework to deliver continuity of care in GP practices, so it is done differently across the country. Many GPs understand the benefits of continuity of care; however, some practices did not believe that it was possible to deliver such a system. Other practices were able to maintain continuity of care through systems developed by those practices. There is no requirement for GP IT systems to consider continuity of care or to ‘surface’ information (that is, identify and flag up relevant patient information) to GPs when they see a patient with unresolving symptoms. Patients told the investigation that they found it beneficial to see their named GP for long-term health conditions, including mental health conditions. GPs working in a practice with a system of continuity of care had more time to process information during consultations and to carry out any follow-on actions to ensure patients received the care they needed. GP practices that operated a system of continuity of care reported to have better staff welfare and retention, and fewer recruitment issues, than those that did not. Safety recommendations HSSIB recommends that the Department of Health and Social Care ensures that the GP contract explicitly includes and supports the need for GP practices to deliver continuity of care. This is to improve patient safety by building clinician–patient relationships as well as providing continuity of information. HSSIB recommends that NHS England updates the GP IT standards to ensure that patient continuity of care is maintained, including the identification and prioritisation (technically known as ‘clear surfacing’) of information to health and care professionals, when patients visit GP practices multiple times with unresolving symptoms. Safety observation GP practices can improve patient safety by aligning their staff wellbeing and patient safety policies to those of NHS England’s proposed patient safety strategy.
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Content ArticleOn paper, a GP’s working schedule can look quite inviting: consulting for three and a half hours in the morning, with a coffee break in the middle, then a gap for lunch and home visits before a similar length afternoon surgery. However, this is rarely the reality for NHS GPs. In this BMJ opinion piece, GP Helen Salisbury talks about what working life is really like for GPs and highlights the mismatch between their scheduled hours and tasks and the reality, which often involves them doing much more. She highlights how the unrealistic demands GPs face have been exacerbated by a movement of work from secondary to primary care, and argues that this is contributing to the workforce crisis that general practice faces.
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Content ArticleHealthcare settings are high-risk environments for fatigue and staff burnout. The Need For Recovery (NFR) scale quantifies inter-shift recovery, which contributes to cumulative fatigue and may precede occupational burnout. Advanced clinical practitioners (ACPs) are an established feature of the emergency medicine workforce in the UK, however, little is known about factors affecting their inter-shift recovery, fatigue or how NFR correlates with formal burnout inventories.
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News ArticleNHS England’s workforce ambitions are based on ‘significant’ substitution of fully qualified GPs with trainees and specialist and associate specialist (SAS) doctors, the public spending watchdog has revealed. In a new assessment of the NHS long-term workforce plan, the National Audit Office (NAO) found that NHS England’s modelling of the future workforce had ‘significant weaknesses’ and that some of its ‘assumptions’ may have been ‘optimistic’. Last year, the national commissioner committed to doubling medical school places to 15,000 and increasing GP training places to 6,000 by 2031. This was based on modelling which predicted that, without these changes, the NHS could face a staffing shortfall of 360,000 and a GP shortfall of 15,000 by 2036. The NAO’s report has examined the robustness of NHS England’s predictions, and made a number of recommendations which could influence the refreshed projections NHSE has committed to publishing every two years. The long-term workforce plan (LTWP) projected only a 4% increase in fully-qualified GPs between 2021 and 2036, compared to a 49% growth in consultants. "The total supply of doctors in primary care is projected to increase substantially over the modelled period but the total number of fully qualified GPs is not," the report said. It found that NHSE’s projected supply growth in general practice "consists mainly of trainee GPs", who accounted for 93%, as well as "making increased use of specialist and associate specialist (SAS) doctors in primary care". Read full story Source: Pulse, 22 March 2024
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News Article
Physician associates increase doctors’ workloads, survey finds
Patient Safety Learning posted a news article in News
Working with physician and anaesthesia associates actually increases a doctor’s workload rather than freeing up time to focus on care of patients, a BMA survey finds.1 The association surveyed more than 18 000 UK doctors to inform its position on physician and anaesthesia associates. Some 55% (7397 of 13 344 who responded to this question) reported that their workload had risen since the employment of medical associate professionals, with only 21% (2799 of 13 344) reporting a decreased workload. The House of Lords will shortly consider legislation to regulate physician associates under the General Medical Council rather than the Health and Care Professions Council. Read full story (paywalled) Source: BMJ, 2 February 2024 -
EventuntilThe 2023 Mental Health Network Annual Conference and Exhibition will bring together over 130 senior leaders from the mental health, learning disability and autism sector for lively discussions on the future of services, to share good practice, horizon scan, and network with their peers. The next year brings a range of opportunities and challenges for mental health providers. Organisations are continuing to deliver services whilst facing unprecedented community need, workforce shortages and with the cost of living risking eroding the mental wellbeing of the wider population. Even with these challenges, 2023 presents a year of opportunities. This includes funding secured to continue to deliver the NHS Long Term Plan, a new landscape of integrated care, significant community transformation work underway, and key bills passing through parliament aimed at improving the policy environment mental health providers operate in. The Network’s members will once again come together to focus on the challenges and opportunities the mental health sector faces within the changing context. Register
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News Article
Revealed: The trusts which will struggle most to deliver quality care in 2020
Patient Safety Learning posted a news article in News
The trusts which are likely to face the fiercest struggle to deliver quality care in the immediate future have been identified through an analysis carried out exclusively for HSJ. Analyst company Listening into Action has taken data from the NHS Staff Survey 2019 to produce “a set of ‘workforce at risk’ numbers that point to the likelihood (or not) of workforce stability and continuity challenges adversely affecting the care a trust’s key assets are able to deliver in the year ahead”. The analysis shows a strong correlation between staffs’ perceptions of how well they are supported, and care quality — and therefore reveals which trusts face the toughest challenge to improve performance. Read full story (paywalled) Source: HSJ, 9 March 2020 -
Content ArticleContinuity, usually considered a quality aspect of primary care, is under pressure in Norway, and elsewhere. An association lasting more than 15 years between a patient and a specific GP reduces the probability of any of these factors by 25-30%, a study by Sandvik et al. found. The researchers said 'promoting stability among GPs' should be a priority for health authorities, and warned that continuity of care was under pressure.
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Content Article
NHS Education for Scotland: Capacity calculator
Patient Safety Learning posted an article in Quality Improvement
This is a simple tool that helps you to understand the time you have available for your main work activity, e.g. seeing patients or managing a service. It is an excel spreadsheet that calculates this for you if you enter the time spent on various activities. When analysing and planning capacity, it’s important to look at time available for people to do the work required. This means understanding how much time people can actually spend on the required tasks. The tool provides a helpful way to understand this for individuals and teams and therefore can help plan work and improve productivity. -
Content ArticleThe Health Foundation’s Report, Untapped potential: Investing in health and care data analytics, highlights nine key reasons why there should be more investment in analytical capability. Nine key reasons why there should be more investment in analytical capability: Clinicians can use the insights generated by skilled analysts to improve diagnosis and disease management. National and local NHS leaders can evaluate innovations and new models of care to find out if expected changes and benefits were realised. Board members of local NHS organisations and systems can use analysis to inform changes to service delivery in complex organisations and care systems. Local NHS leaders can improve the way they manage, monitor and improve care quality day-to-day. Senior NHS decision makers can better measure and evaluate improvements and respond effectively to national incentives and regulation. Managers can make complex decisions about allocating limited resources and setting priorities for care. Local NHS leaders will gain a better understanding of how patients flow through the system. New digital tools can be developed and new data interpreted so clinicians and managers can better collaborate and use their insights to improve care. Patients and the public will be able to better use and understand health care data. Action and investment is needed across the system so the NHS has the right people with the right tools to interpret and create value from its data. This could result in an NHS that can make faster progress on improving outcomes for patients.
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Content Article"It’s time to halt, take a break, and redraw the relationship between patient care and self-care. Self-care isn’t an optional luxury. It must sit at the heart of what we do, to ensure our teams can continue to rise to the challenges of working in the 21st century NHS, to give our patients the best of both ourselves, and the organisation so many of us are proud to be a part of." This editorial by Dr Michael Farquhar, published in Anaesthesia, explains the importance of taking breaks while on shift and ensuring a good sleep between shifts and the inextricable link between sleep and patient safety.
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Content Article
JAMA: Time of day and the decision to prescribe antibiotics (December 2014)
Claire Cox posted an article in Culture
This research paper discusses the problem of decision fatigue and how it can impact patient safety. The authors hypothesised that decision fatigue, if present, would increase clinicians’ likelihood of prescribing antibiotics for patients presenting with acute respiratory infections as clinic sessions wore on. -
Content ArticleProfessor Alison Leary, Patient Safety Learning Trustee, is Chair of the Healthcare & Workforce Modelling at London South Bank University. In this interview with Patient Safety Learning, Alison discusses why she got involved in patient safety and what needs to change to enable the NHS to become a high performing organisation. Q: Alison, please tell us about yourself? A: I started out as an engineer and then went on to become a registered nurse. I worked in cancer for about 15 years and became an Advanced Nurse Practitioner. I also studied PG medicine and data science so have an eclectic background. I spend a lot of my time researching the relationship between workforces and safety. Q: What got you involved in patient safety? A: As a registered nurse, safety is a core part of the job and I’ve always worked in industries which take safety seriously. For some time, I was calculating optimum caseloads for people like specialist nurses and various people approached me to see if it could be done for the wider workforce. I like looking at complex issues, so I’ve worked on several problems. Q: You have had a varied career – which role has been the most challenging and why? A: Nursing has been the most challenging because nursing generally isn’t valued or seen for the contribution it brings. I struggle to communicate to decision makers/policy makers the risk of diluting the skill of the frontline workforce. Q: We often hear in healthcare that we can learn from other industries – what needs to change to enable the NHS to become a high performing organisation? A: Mostly a shift in culture – being more open when things don’t go well, learning from issues and experiences as they arise and learning from when things do go well. I think employers need to change their view of the people they employ – too often they are seen as some kind of expensive burden instead of an essential asset. Q: Who inspires you, and why? A: A lot of people inspire me. I think really though I keep doing this because I see people going to work everyday under quite difficult conditions. A lot of patients and families who have suffered but still campaign, like Sara Ryan and Julie Bailey, have given tremendous insight into to the very real challenge we face. I think we are fortunate that people who work in patient safety tend to have a real passion for it. Q: How do you envisage patient safety in the future, and how are you playing a part? A: I'd like to see the same legislative framework that other industries have. My part is largely modelling using data – I'd like to see an improvement in the quality of healthcare data so that it's more sensitive to things like workloads and safety. A: If you had a magic wand, what would you add to make safer care for patients? Q: If I could wave a magic wand, I would introduce safety legislation and a proper safety management system into health. As someone at NASA said to me “people shouldn’t need courage to come to work”.
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