Building a culture of safety and accountability

HSJ

• A. Embedding a safety culture and activating change 3:23:53

  • 1: Fostering and operationalising a culture of safety in your department 50:34
  • 2: Turning PSIRF theory into practice – learning from frontline NHS safety leaders 50:08
  • 3: Speaking up and holding to account for patient safety 50:36
  • 4: Positive family engagement = safer care: learning from lived experience 52:35

• B: Learning and improvement to translate safety across the system 3:21:48

  • 5: Quality in healthcare: Questioning the work for effective change 53:34
  • 6: Reframing incident reporting as a positive 51:25
  • 7: PSIRF one year in – reflections on implementation 48:32
  • 8: Patient leadership for improvement and safety 48:17

• C. Human Factors - Making it everyday business 3:29:23

  • 9: Including neurodivergent people in a healthcare system when it's under pressure 51:00
  • 10: Building engagement to deliver patient safety in new environments 50:18
  • 11: Healthcare organisations, responses and options when functioning under pressure 55:14
  • 12: Just culture: What about the patient and family? 52:51

• D. Plenary Lectures 2:47:23

  • 13: Keynote from Dr Aidan Fowler, National Director of Patient Safety, NHS England 10:28
  • 14: Truly listening to patients: Embedding Martha’s Rule 26:46
  • 15: Creating safety every day in a 'degraded system' 41:49
  • 16: Practical safety strategies for today and tomorrow 34:59
  • 17: Keynote: Safe care, forever Groundhog Day. What's the reason? What's the answer? 53:21

This course includes a focus on three main patient safety topics:

A. EMBEDDING A SAFETY CULTURE AND ACTIVATING CHANGE

Fostering and operationalising a culture of safety in your department

• Exploring what truly motivates staff to place safety front and centre day to day
• How does the system, department and organisation value change and how is this enabled?
• Creating self-awareness and psychologically safe spaces within teams to operationalise culture change
• How incivility can hinder high performing teams in healthcare
• What hinders a focus on creating a culture of safety, and what practical steps can be taken to improve safety culture?

Turning PSIRF theory into practice – learning from frontline NHS safety leaders

• Engaging organisations in large-scale system and culture change
• Applying new safety learning methods to support culture change and continuous learning
• Supporting and involving those affected by safety events – including staff, service users and carers
• Integrating and embedding PSIRF into quality improvement

Speaking up safely… and being heard: Speaking up and holding to account for patient safety

• How to empower people to speak up in a safe way and what the system must do to protect their safety and wellbeing in doing so; what routes need to be created and taken when chains of management aren’t listening?
• Enabling freedom to speak up: challenging individuals who stand in the way of patient safety
• Does the system need to be reviewed to identify bad behaviours anonymously?
• Overcoming the cultural challenges to BAME staff speaking up safely and being heard
• What are freedom to speak up guardians doing and how can their impact be increased?

Positive family engagement = safer care: learning from lived experience

• The power of listening and lessons learned via patient and family experience
• Engaging effectively in challenging situations, around suicide risk and with deteriorating patients
• Learning from patient/family complaints positively
• Sharing resources to develop your roadmap to positive family engagement
• Why positive family engagement leads to safer patient care, reducing harm and trauma

B: LEARNING AND IMPROVEMENT TO TRANSLATE SAFETY ACROSS THE SYSTEM

Quality in healthcare: Questioning the work for effective change

• Challenging the level of intervention – moving from tools and front line, to leadership thinking, cultures and systems
• Integrating safety centrally as a core part of the response to the productivity and effectiveness challenge
• Positioning safety as inseparable from the other domains of quality in both causes and the required systemic improvement work
• Introduction to powerful framework featuring four domains to sense and improve quality and reduce failure demand

Reframing incident reporting as a positive

• How modernised technology can support system level responsive culture
• Response to incidents in a challenged service and how we evolve towards a restorative, compassionate and just culture for staff, patients and families
• Utilising group and multidisciplinary group learning and improvement to ensure staff, patients and families are all involved

PSIRF one year in – reflections on implementation. Success stories and lessons learned

• PSIRF updates since implementation / stories from the implementation of PSIRF nationally
• PSIRF early adopters on their second iteration - working with systems, partners and patients
• PSIRF from NHS England: Opportunities, Challenges, Support
• Piloting PSIRF in General Practice

Patient leadership for improvement and safety

• The emergence of patient (lived experience) leadership - transforming patient and carer engagement
• Patient Leadership in practice (1): How a Patient Director and Patient and Carer Partners improved MSK services
• Patient Leadership in practice (2): Embedding a model of patient leadership in a Partnership Trust, including developing a lived experience leadership framework and business case and recruiting patient partners
• Building capacity of patient partners, including QI methods and leadership skills

C. HUMAN FACTORS - MAKING IT EVERYDAY BUSINESS

Access, outcome and experience: Including neurodivergent people in a healthcare system when it's under pressure

• Workforce identity
• Prem death due to unmet needs
• Parity of esteem
• Hearing service users and families
• Reasonably adjusting services

The architecture of safety: Building engagement to deliver patient safety in new environments

• Why wait until we move our patients and staff in until we discover how these spaces don’t work for us?
• Can we build inspiring places that actually work?
• How can clinicians be meaningfully engaged in the design process?

Managing risk: Healthcare organisations, responses and options when functioning under pressure

• How do people, teams and systems adapt under pressure and what can we learn from this?
• How is safety achieved in different environments? What can we learn from cross-industry perspectives?
• What is necessary and unnecessary variation in routine work?
• Developing a portfolio of implementable safety strategies for different environments, what do we need to keep in mind?

Just culture: What about the patient and family?

• How has understanding of “just culture” evolved in patient safety and to what extent does it extend to patients?
• What would a “just culture” look like if it took on board the needs of harmed patients?
• Are current and planned policies consistent with a just and restorative approach?
• A new way forward: “The Harmed Patient Pathway” – Peter Walsh
• 'Restorative' just culture - integrating key principles – Joanne Hughes

D. PLENARY LECTURES

Truly listening to patients: Embedding Martha’s Rule

• Activating patient engagement to reduce avoidable harm
• Ensuring all patients have their voice heard about their illness-wellness and progression every single day
• What happens next? how do we evolve the culture and overcome complexity to effectively embed Martha’s Rule?

Creating safety every day in a 'degraded system'

• Is the system degraded or is it under pressure?
• Creating safety and safe care in services every day through and for: staff, patients and families, all working together to overcome core challenges
• What is going on at the frontline?
• The challenge of implementing safety actions when the system is under extreme pressure.
• Is current safety policy fit for purpose and what can we do to best address this?
• Understanding complexity and why it matters

Keynote talk from Dr Aidan Fowler, National Director of Patient Safety, NHS England

• Safe care, forever Groundhog Day. What's the reason? What's the answer?
• Clearing the ground
• What you already know/have known for a long time - Why things go wrong
• Inconvenient truths
• What to do

Practical safety strategies for today and tomorrow

• Effective intervention through a portfolio of customisable strategies: system interventions; risk control; improving the capacity to adapt, monitor and respond, and mitigation
• Splitting these strategies between improving overall quality and safety and managing risk
• Complementing these with short term safety strategies to manage pressures and rapid change through flexing resources, prioritisation and adaptive teamwork and leadership.
• Effective management of risk through a broad portfolio of both short and long-term strategies which can be customised to different problems and different contexts

This course is for

• Patient Safety, Quality, Governance, Risk (Patient Safety, Quality, Governance, Lead Risk, Quality Improvement Head/ Leads / Manager / Specialists)
• Board Level Leaders (CEOs, CNOs, CMOs, Clinical Director, Chair, Non-executive Director)
• Improvement/Transformation (Directors and Managers in Transformation, Improvement and Performance)
• Service Managers (Director/Head/Lead/Manager of Anaesthesia, Maternity, Theatre, Surgical, ICU, ITU, Emergency, Trauma, Learning disabilities, Cardiology, Paediatrics, Geriatrics, Patient involvement)

Enhance your patient safety knowledge within the area of safety culture within healthcare

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