Improving Healthcare Quality :One Tailored Solution at a time

"Global State of Patient Safety 2023"

clinicalprojectconsultancy@gmail.com (Josie Winter) — Thu, 14 Dec 2023 07:35:08 GMT

A comprehensive overview of patient safety trends, challenges, and areas for improvement.

The "Global State of Patient Safety 2023" report, published by Imperial College London, presents an in-depth analysis of the current landscape of patient safety across various countries. This significant study dives into the complexities and nuances of healthcare systems, offering a clear picture of where nations stand in terms of patient safety and healthcare quality. It benchmarks countries, identifies trends and variations, and pinpoints both improvements and areas of concern in patient safety. The insights provided are crucial for healthcare professionals, policymakers, and the public, aiming to improve patient safety on a global scale. This blog post delves into the key findings of the report, shedding light on the successes, challenges, and potential paths forward in the realm of patient safety.

Patient Safety Country Ranking

Norway emerges as a frontrunner in patient safety, topping the list among the assessed countries. The UK finds itself in the 21st position out of 38 countries, indicating a middle-range performance in terms of patient safety standards. However, it's crucial to understand the nuances and limitations of this ranking. The methodology primarily concentrates on maternal and newborn care, providing a somewhat narrow scope of the healthcare spectrum. Additionally, the ranking largely relies on mortality rates as its key metric. This approach overlooks other critical aspects of patient safety, such as morbidity (disease prevalence and health complications) and psychological harm, which are equally important in evaluating the overall effectiveness and safety of healthcare systems. This limitation suggests that the ranking, while informative, does not present a complete picture of patient safety and healthcare quality in the evaluated countries.

Overall Observations

This section of the report provides a critical overview of the global trends in patient safety. One of the key findings is the minimal progress observed in several patient safety indicators over an extended period. This stagnation calls for a more in-depth analysis to unearth the root causes preventing improvement. Such a persistent lack of progress in key areas is concerning and warrants targeted research and policy interventions.

The report also highlights significant disparities in performance across different countries. This variation is notable in critical areas like maternal sepsis. These discrepancies point to a complex range of factors influencing patient safety, which may include healthcare infrastructure, policy, resource allocation, and public health strategies. The report suggests that understanding these variations is crucial for identifying best practices and areas requiring urgent attention. This knowledge could potentially inform strategies to enhance patient safety standards globally, especially in regions where improvement has been slow or non-existent.

Areas of Improvement:

Treatable Mortality: There's been a reduction in age-standardised deaths from treatable causes, indicating effective healthcare interventions.

Maternal and Neonatal Deaths: Global rates of these deaths have decreased significantly, yet disparities and challenges remain, especially in low and middle-income countries.

Safety in Surgery and Post-operative Care : Improvements are noted in some surgical safety indicators, although challenges like post-operative sepsis persist.

Safety in Mental Health Services: The report highlights the need for better patient safety data in mental health settings

Areas of Concern:

Adverse Effects of Medical Treatment: There's an increasing trend in deaths caused by adverse effects of medical treatment.

Inequities in Maternity Safety: Despite overall progress, there's a need to address rising late maternal deaths and inequities in maternity safety.

Waiting Times: Increasing waiting times for certain medical procedures are a concern, particularly in the context of the COVID-19 pandemic.

Patient Experience: Patient satisfaction with doctor interactions has decreased, underscoring the importance of quality in healthcare access.

Medication Safety: The risks associated with medication errors and decisions around treatment courses, like opioid prescriptions, are highlighted.

Staff and Patient Perceptions of Safety : Variations in these perceptions emphasise the need for more standardised data collection at the international level.

The conclusion and recommendations of the "Global State of Patient Safety 2023" report offer a comprehensive roadmap for future action in enhancing patient safety worldwide. The report emphasises the insights provided by patients, their families, and carers, noting that these perspectives offer unique and critical information for improving care. It highlights the need for healthcare systems to not only create opportunities for patient involvement but also to actively empower and encourage their participation in patient safety.

The report advocates for a more inclusive approach to collecting patient safety data. It stresses the importance of data reflecting the real experiences of patients across the entire scope of care, not just during hospital stays. This data should be collected in real-time and utilised proactively to identify and respond to emerging safety issues. Additionally, there is a call to ensure that data collection adequately captures the safety perceptions and experiences of diverse patient groups, especially those from minority ethnic backgrounds.

To address these needs, the report recommends the development of a global repository for safety measurement and improvement interventions. This repository would house a wide range of interventions, recorded using a standardised framework to facilitate consistency and effective adoption. It would serve as a valuable resource for healthcare workers, researchers, and decision-makers, providing accessible information that can be applied in various health care contexts.

In summary, the report advocates for a more patient-driven approach to safety measurement and improvement, emphasising the need for broader and more inclusive data collection and sharing of best practices globally. This approach aims to foster a more proactive, responsive, and equitable healthcare environment, ultimately enhancing patient safety and care quality worldwide.

The Road to Excellence: Seven Steps to Elevate Care Quality

Mon, 13 Nov 2023 12:56:29 GMT

7 Step Blueprint for Improving Care Quality

Quality care is the cornerstone of a robust healthcare system. The journey towards excellence is continuous, with each step building upon the last. The Health Foundation's adaptation of a Healthcare Quality Framework presents a seven-step path to not only maintain but elevate the quality of care. These steps provide a blueprint for healthcare professionals, organisations, and stakeholders to work collectively towards a shared goal, closing the care and quality gap. This blog post delves into these seven pivotal steps that can set a new standard for healthcare quality.

1.Setting Clear Direction and Priorities Based on Evidence:

To effectively implement quality improvement in healthcare, it's essential to set a clear direction and establish priorities based on evidence. Here's an expanded version of your statement to elaborate on these key points:

Establishing a Clear Direction:

Initiating quality improvement in healthcare requires a well-defined direction. This involves understanding the current state of healthcare services and identifying areas that need improvement.
Healthcare providers should conduct a thorough analysis of their services, considering factors such as patient outcomes, processes, efficiency, and staff performance.
Setting a clear direction involves engaging with stakeholders, including patients, healthcare professionals, and partners, to gather insights and perspectives.

Prioritising Based on Evidence:

Once the areas needing improvement are identified, priorities should be set based on robust evidence. This evidence can come from various sources, including clinical studies, patient feedback, and healthcare analytics.
Prioritising based on evidence ensures that the focus is on areas that will have the most significant impact on patient care. This approach helps in allocating resources effectively and making informed decisions.
The use of data analytics and evidence-based practices allows healthcare providers to track progress and adapt their strategies as needed.

Impact on Patient Care:

The ultimate goal of setting clear direction and priorities in healthcare quality improvement is to enhance patient care. This includes improving patient safety, treatment outcomes, and overall patient experience.
By focusing on evidence-based improvements, healthcare providers can ensure that changes made are meaningful and lead to better health outcomes.
Continuous monitoring and evaluation of the impact of these improvements on patient care are crucial for sustaining progress and making necessary adjustments.

2.Bringing Clarity to Quality, Setting Standards

Bringing clarity to quality in healthcare and setting standards involves defining what high-quality care means, establishing clear and measurable benchmarks and metrics, ensuring consistency in care delivery across various settings, and accountability. This systematic approach not only fosters a culture of continuous improvement but also assures patients of receiving care that meets the highest possible standards. Expanding on the importance of setting standards for quality in healthcare involves several critical steps:

Defining Quality in Healthcare:

The first step in bringing clarity to quality in healthcare is to define what high-quality care looks like. This involves considering various dimensions of quality, including patient safety, effectiveness, timeliness, efficiency, and equity.
Quality in healthcare is multifaceted and should encompass the clinical and regulatory aspects of care, and the experiential aspects, such as patient satisfaction and engagement.

Establishing Clear Standards:

Once quality is defined, the next step is to establish clear, measurable standards. These standards should be based on the latest clinical guidelines, best practices, and evidence-based procedures.
Standards should be comprehensive, covering all aspects of healthcare delivery, from clinical care to administrative processes and patient experience.
The establishment of standards must involve a wide range of stakeholders, including healthcare providers, patients, policy makers, and accreditation bodies.

Ensuring Consistency Across Settings:

Quality standards should be consistent across all health and care settings, whether in hospitals, clinics, long-term care facilities, or community-based services. This ensures that patients receive the same level of care regardless of where they are treated.
Implementing uniform standards helps in creating a benchmark for all providers to strive towards. It also aids in minimising disparities in care delivery and outcomes.

Accountability and Improvement:

With clear standards in place, healthcare providers can be held accountable for the quality of care they deliver. This accountability is crucial for driving improvements and ensuring compliance with the established benchmarks.
Regular monitoring and assessment of compliance with these standards are essential. This could involve internal audits, patient feedback systems, and external accreditation processes.
Standards should not be static; they need to be regularly reviewed and updated in light of new evidence, technological advancements, and changing patient needs.

3.Measuring and Publishing Quality
You cannot improve what you do not measure. Measuring and publishing quality outcomes in healthcare is essential for ensuring transparency, fostering accountability, and driving continuous improvement. By regularly assessing performance against a set of well-defined metrics, providers can identify both their strengths and areas for improvement, leading to strategic initiatives that enhance overall care quality.Expanding on the concept of measuring and publishing quality in healthcare involves several critical components:

The Importance of Measurement in Quality Improvement:

Measurement is a cornerstone of quality improvement in healthcare. It is based on the principle that effective management of quality requires accurate, reliable data on performance.
Regularly measuring key indicators of quality, such as patient outcomes, safety incidents, and service efficiency, provides a factual basis for assessing the current state of healthcare services.
Without measurement, it is challenging to determine whether changes are leading to real improvements or to identify areas that require more attention.

Developing Effective Measurement Systems:

To measure quality effectively, healthcare organizations need robust systems that can collect, analyze, and report data. These systems should encompass a wide range of metrics to provide a comprehensive view of performance.
Choosing the right metrics is crucial. They should be relevant, measurable, and aligned with the organization's goals for quality improvement.
The use of digital health technologies, such as electronic health records and data analytics tools, can greatly enhance the ability to track and analyze quality metrics.

Transparency through Publishing Quality Outcomes:

Publishing quality outcomes serves several important purposes. Firstly, it promotes transparency, allowing patients and the public to see how well healthcare providers are performing.
This transparency also fosters trust and accountability. Patients are more likely to trust healthcare providers who are open about their performance.
Moreover, publishing outcomes can stimulate competition among healthcare providers, motivating them to improve their services to match or exceed industry benchmarks.

Driving Continuous Improvement:

Regularly measuring and reporting on quality outcomes is not just about accountability; it's also a powerful tool for continuous improvement.
By identifying areas where performance is lagging, healthcare providers can target their efforts to make meaningful improvements.
Performance and quality reporting systems can highlight successes, which can be used as models for best practices, and areas needing improvement, guiding strategic initiatives to enhance the quality of care.

4.Recognising and Rewarding Quality

Recognising and rewarding quality plays a crucial role in motivating continuous improvement and setting high standards for care delivery. Through acknowledgment and incentives, providers are encouraged to strive for excellence, creating a benchmark for others and ultimately leading to better patient outcomes and a stronger culture of quality within healthcare organisations.R ecognising and rewarding quality in healthcare involves several key aspects:

The Role of Recognition in Quality Improvement:

Recognising high-quality care is a powerful motivator for healthcare providers. It validates their efforts and dedication to delivering superior care.
Recognition can come in various forms, including formal awards, public acknowledgment, and positive feedback from patients and peers.
This acknowledgment not only boosts morale but also encourages providers to maintain high standards and strive for excellence in patient care.

Incentivising Quality through Rewards:

Beyond recognition, offering tangible rewards for high-quality care can further drive improvement efforts. These rewards could be financial, such as increased funding, or non-financial, like opportunities for professional development or additional resources.
Incentives should be aligned with key quality metrics and designed to encourage behaviors and practices that directly improve patient outcomes and care efficiency.
Well-designed reward systems can create a culture where quality is valued and prioritized, influencing the overall standard of care in an organisation.

Setting Benchmarks for Quality:

Recognising and rewarding high-quality care also sets benchmarks for others in the healthcare system. It provides clear examples of what excellent care looks like and establishes goals for others to aspire to.
Benchmarking against recognised high performers can stimulate healthy competition among providers, driving improvements across the board.
Sharing best practices from recognised providers can also facilitate learning and improvement across different parts of the healthcare system.

Impact on Patient Care and Organisational Culture:

Recognition and rewards can significantly impact the quality of patient care. When providers are motivated to excel, patients benefit from more attentive, effective, and compassionate care.
This approach also fosters a positive organisational culture. A culture that values and rewards quality attracts and retains high-calibre care professionals who are committed to excellence.
An environment that regularly acknowledges achievements in quality care reinforces the importance of continuous improvement, making it a fundamental part of the organisational ethos.

5.Maintaining and Safeguarding Quality

The mission for quality is not a one-time achievement .Maintaining and safeguarding quality is an ongoing commitment that requires vigilance, regular audits, patient feedback, peer reviews, and a proactive approach to prevent backsliding. By continuously monitoring and enhancing care practices, organisations can ensure that the quality of care they provide remains at the highest possible.The concept of maintaining and safeguarding quality in healthcare involves several essential components:

Understanding Quality as an Ongoing Commitment:

Quality in healthcare is not a static goal but a continuous journey. It requires an ongoing commitment to maintain and improve care standards.
This approach acknowledges that healthcare environments are dynamic, and what constitutes quality care can evolve due to factors like technological advancements, changing patient needs, and new medical knowledge.

Vigilance in Safeguarding Quality Gains:

Safeguarding the improvements made in care quality is as important as achieving them. It involves being vigilant to ensure that the standards of care do not deteriorate over time.
This vigilance requires a proactive approach, where potential issues are identified and addressed before they can lead to a decline in care quality.
Healthcare providers need to be aware of and prepared to respond to both internal changes (like staffing or policy modifications) and external factors (such as evolving best practices or regulatory requirements).

Regular Audits and Independent Assessments:

Regular audits are crucial for maintaining quality in healthcare. These audits should assess various aspects of care delivery, including compliance with established clinical guidance, efficiency of care processes, and patient outcomes.
Audits help in identifying areas where the standards may be slipping and provide opportunities for timely corrective actions.
An independent assessment( such as those provided by ACS) is a great way to have an external , unbiased view of the quality of care provided .Sometimes the more complex the issues the more difficult it is to evaluate what is working, what isn’t and to find the reasons why. Healthcare involves many factors that lead to or prevent success. Those who self-evaluate will know many of these factors as they deal with them every day, but they may also lack the perspective to see larger patterns and interrelated issues , or even see organisational 'blind spots'

Incorporating Patient Feedback:

Patient feedback is an invaluable tool for maintaining quality. Patients provide unique insights into their care experience, highlighting areas where improvements are needed.
Regularly soliciting and acting upon patient feedback demonstrates a commitment to patient-centered care and helps in making necessary adjustments to enhance the quality of service.

Peer Reviews and Professional Development:

Peer reviews are an effective way to ensure that healthcare providers maintain high standards. These reviews allow for sharing of best practices and provide a platform for constructive feedback.
Continuous professional development is also essential. Healthcare providers should be encouraged and supported to keep their skills and knowledge up-to-date, ensuring they can deliver the highest quality care.

Creating a Culture of Quality:

To sustain high-quality care, it's important to foster a culture that values and prioritises quality. This involves leadership commitment, ongoing training, and recognition of efforts towards quality improvement.
In a culture that values quality, everyone from frontline staff to management is engaged in the process of maintaining and improving care standards.

6. Building Capability & Capacity

Building capability and capacity in healthcare is a multifaceted process that involves enhancing workforce competence, investing in leadership, fostering a culture that prioritises quality, providing adequate resources and infrastructure, and embracing innovation. These efforts are crucial for assuring the sustainability of quality improvements in healthcare.Building capability and capacity in healthcare involves several key components:

Enhancing Workforce Competence and Capability:

The foundation of quality care lies in the competence and capability of the healthcare workforce. This includes not only clinical skills but also the ability to adapt to changing environments, new technologies, and evolving patient needs.
Continuous skill development and training are essential for maintaining high standards of care. This involves regular updates in knowledge, care techniques, and the use of new technologies.

Investing in Leadership and Management:

Effective leadership and management are crucial for driving quality improvement initiatives. Leaders must be equipped to inspire, guide, and support their teams in achieving quality goals.
Investing in leadership development programs can help nurture the necessary skills in current and emerging leaders, such as strategic planning, decision-making, and change management.

Professional Development and Education:

Continuous professional development is key to building the capacity of healthcare workers. This includes not only formal education but also on-the-job training, workshops, seminars, and conferences.
Education and training should be tailored to the needs of the workforce, addressing both general competencies and specialised skills for specific roles.

Fostering a Culture that Prioritises Quality:

Building a culture that prioritises quality is essential for sustainable improvements. This culture should value patient-centered care, teamwork, transparency, and continuous learning.
Encouraging open communication, feedback, and collaboration among healthcare professionals helps in fostering a positive work environment where quality is a shared goal.

Resource Allocation and Infrastructure Support:

Adequate resources and infrastructure are necessary to support the capability and capacity of the workforce. This includes having the right tools, technology, and facilities to provide high-quality care.
Allocating resources wisely ensures that staff have what they need to perform their roles effectively, reducing stress and burnout, which can negatively impact quality.

Monitoring and Evaluating Progress:

To ensure that efforts in building capability and capacity are effective, it is important to monitor and evaluate progress. This involves setting clear benchmarks and using performance metrics to assess improvements.
Feedback mechanisms should be in place to gather insights from the workforce on the effectiveness of development programs and resource allocation.

Embracing Innovation and Best Practices:

Staying abreast of innovations and adopting best practices are important aspects of building capability and capacity. This means being open to new ideas and approaches that can enhance care delivery.
Encouraging a culture of innovation where staff are motivated to seek out and implement best practices can significantly contribute to the sustainability of quality improvements.

7. Staying Ahead with Research and Innovation

The final step is staying ahead with research and innovation in healthcare. This is vital for preparing the healthcare system to provide high-quality care as new challenges and technologies emerge. This involves a strong emphasis on research, fostering a culture of innovation, anticipating future challenges, adopting new technologies, integrating innovation into care delivery, collaborating on research and innovation efforts, and evaluating the impact of these innovations.

Emphasising Research in Healthcare:

Staying ahead in healthcare heavily relies on a strong foundation in research. This involves not only clinical research but also research in healthcare systems, patient outcomes, and public health.
Investing in research initiatives allows healthcare providers to base their practices on the latest scientific evidence, ensuring the care they provide is both effective and up-to-date.
Collaborations with academic institutions, research organisations, and industry partners can enhance the scope and impact of research.

Fostering a Culture of Innovation:

Innovation in healthcare is not just about new technologies but also about new ways of thinking and delivering care. This requires a culture that encourages creative problem-solving and continuous improvement.
Healthcare organisations should create an environment where staff are encouraged to experiment with new ideas and approaches, with a focus on improving patient care and outcomes.
Recognising and supporting innovative ideas from all levels of the organization can lead to groundbreaking improvements in care delivery.

Anticipating Future Challenges:

Proactive planning for future challenges is essential . This involves understanding emerging trends, such as demographic shifts, changes in disease patterns, and advancements in technology.
By anticipating these changes, healthcare systems can adapt their strategies and resources accordingly, ensuring they remain prepared to meet the evolving needs of their patients.

Adopting New Technologies:

Keeping pace with technological advancements is crucial in modern healthcare. This includes not only medical devices and treatments but also information technology and data analytics tools.
The adoption of new technologies can improve diagnostic accuracy, treatment effectiveness, and overall operational efficiency, leading to better patient care.

Integrating Innovation into Care Delivery:

Innovation should be seamlessly integrated into everyday care delivery. This involves training staff on new technologies and methods, updating protocols and guidelines, and continuously monitoring the impact of these innovations.
It's important that innovations are patient-centered, enhancing the experience and outcomes for patients while also improving the workflow for healthcare providers.

Collaborative Efforts in Research and Innovation:

Collaborative efforts, both within the healthcare sector and with external partners, can significantly enhance the scope and effectiveness of research and innovation.
Partnerships with technology companies, research institutions, and other healthcare organisations can lead to shared knowledge and resources, fostering breakthroughs in care delivery.

Evaluating the Impact of Innovations:

It's crucial to regularly evaluate the impact of new innovations on care delivery and patient outcomes. This helps in understanding the effectiveness of these changes and guiding further improvements.
Continuous evaluation also ensures that innovations are providing value and are aligned with the overarching goals of quality care and patient satisfaction.

The seven-step framework offers a strategic approach to enhancing care quality. From setting evidence-based directions to fostering a culture of excellence and innovation, each step is a stride towards a future where high-quality care is the norm, not the exception. Implementing these steps can bridge the quality gap, ensuring that every individual receives the best care possible. It's a collaborative effort that requires commitment from all levels of the system, and the reward—healthier, happier people—are well worth the effort.

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Train the Trainer Programs in Health & Social Care

Sat, 14 Oct 2023 22:12:52 GMT

Risks & Challenges of TTT Programs

There is a scenario where employees might prefer learning from their peers rather than an unbiased external trainer, although this isn't always the case. Sometimes, the introduction of external expertise can enhance respect, attention, and the retention of information. Therefore it's crucial to implement the 'Train the Trainer' model selectively, focusing on team members who are already genuinely respected experts and with skills that can be managed and competency assessed well. This approach relies on a well-defined learning and development strategy, which involves identifying individuals with the desired expertise and devising robust after support and assessments. These individuals can then be empowered to share their knowledge effectively with others.To ensure the effectiveness of this, rigorous checks and measures must be integrated. It is imperative to have a clear evaluation and feedback system in place, ensuring the model is functioning well.

Additionally, organisations must invest in the necessary skills , training equipment and resources . Providing opportunities for these key individuals to practice and refine their presentation and training delivery skills is equally essential. This proactive investment ensures the trainers are well-equipped to share knowledge and skills efficiently within the organisation.

The Essential Guide to the 10 Rights of Medication Administration

Thu, 24 Aug 2023 07:20:30 GMT

Medication administration is a critical aspect of healthcare that requires meticulous attention to detail and a thorough understanding of safety protocols. To ensure patient well-being and prevent medication errors, healthcare professionals follow a set of guiding principles known as the "10 Rights of Medication Administration." In this blog, we will explore each of these rights and highlight their significance in the process of safe and effective drug delivery.

The 10 Rights of Medication Administration form the cornerstone of safe and effective medicine delivery in health and social care settings. Adhering to these principles ensures that medications are administered accurately, patients are well-informed, and potential risks are minimised. By upholding these rights, health and social care professionals contribute to a culture of patient safety and quality care, reducing the likelihood of medication errors and promoting positive health outcomes.

Elevating Care Standards: Bridging Healthcare Quality Improvement and Regulatory Compliance

Thu, 17 Aug 2023 13:11:30 GMT

Bridging Healthcare Quality Improvement and Regulatory Compliance

Working within health and social care, we are constantly seeking ways to improve and elevate the standards of care. This amalgamation involves bridging the gap between clinical/care improvement and regulatory compliance.

Understanding the Current State of Care Standards

Coming to terms with the existing state of care standards requires an in-depth understanding of the roles of various factors influencing them. The overall quality of care relies heavily on the functionality and implementation strategies of regulatory bodies such as the CQC, along with the identified areas that need improvement.

The Role of Regulatory Bodies in Health & Social care

Regulatory bodies , such as the Care Quality Commission (CQC) in health and social care have a critical role in maintaining, assuring, and improving the quality of services provided. These bodies are responsible for establishing guidelines and standards that health and social care providers must adhere to in order to deliver safe and effective care to patients. One of the primary functions of regulatory bodies is to ensure patient safety. They enforce directives and regulations that health and social care providers must follow to protect patients from harm. These regulations cover a wide range of areas, including infection control, medication safety, safeguarding and more. Additionally, regulatory bodies play a crucial role in establishing a certain standard of care that every person receives, regardless of their socio-economic status. By implementing and enforcing standards, they strive to eliminate disparities in healthcare and promote equitable access to quality services for all.

Agencies like the CQC carry out inspections and ongoing monitoring to maintain a track of health and social care providers' activities. Through inspections and monitoring, they assess the compliance of organisations with the established standards and identify areas that need attention and improvement. Regulatory bodies collaborate with other stakeholders in the industry, such as professional associations and government agencies, to develop and update standards based on emerging research, technological advancements, and best practices. This continuous improvement process ensures that care standards remain up-to-date and aligned with the evolving needs of patients and providers.

Identifying Areas for Improvement

A pivotal step toward elevating care involves recognising areas that need clinical improvement.

This includes elements of areas such as patient safety, procedural efficacy, timely diagnosis, and overall health outcomes. Patient safety is a massive concern in health and social care. Regulatory and other bodies work closely with providers to develop protocols and guidelines that minimise the risk of errors and incidents. These protocols cover various aspects, such as infection prevention, medication administration, and surgical procedures, to ensure the well-being of patients throughout their care journey.

In addition to patient safety, regulatory bodies focus on procedural efficacy. This aims to optimise the efficiency and effectiveness of processes, pathways, reducing waiting times, improving workflow, and enhancing patient experience. By streamlining processes, providers can deliver care in a timely manner, leading to better outcomes.

Timely diagnosis is another area of clinical improvement that regulatory bodies emphasise. They encourage providers to adopt evidence-based practices and utilise advanced technologies to enhance the accuracy and speed of diagnosis. This enables early detection and prompt initiation of appropriate treatment, resulting in improved patient outcomes.Clinical improvements are not just about treating but also establishing proactive measures for prevention and health promotion. Regulatory bodies work collaboratively with healthcare providers to develop strategies for preventive care, such as immunisation and health education campaigns. By focusing on prevention, care systems can reduce the burden of disease and improve the overall health of the public and populations. Furthermore, regulatory bodies recognise the importance of making healthcare more accessible . They advocate for policies and initiatives that aim to reduce healthcare costs, expand insurance coverage, and improve healthcare infrastructure in underserved areas. These efforts contribute to ensuring that everyone has equitable access to quality healthcare services, regardless of their socio-economic background.

Regulatory bodies play a vital role in maintaining and improving healthcare standards. Through their guidelines, inspections, and collaborations, they strive to enhance safety, promote clinical improvement, and address the evolving needs of the health and social care industry. By continuously monitoring and refining standards, regulatory bodies contribute to the overall quality and effectiveness of services.

The Importance of High Standards

The significance of high care standards goes beyond just ensuring adequate care. It moulds patient care outcomes and the economics of healthcare. When it comes to healthcare, quality is key. High care standards not only ensure that patients receive the care they need, but they also have a direct impact on patient outcomes. This includes rates of morbidity, mortality, and complications. By adhering to high standards, providers can improve the overall quality of care and optimise patient recovery.One of the key benefits of high care standards is their ability to reduce the chances of complications and hospital re-admissions. By focusing on these areas, health and social care providers can ensure that they are providing the best possible care to their patients and helping them to achieve the best possible health outcomes.

Impact on Care and Outcomes

High care standards have a profound impact on patient care and outcomes. When health and social care providers prioritise these standards, they are able to deliver care that is not only effective but also safe and person-centered. People who receive care from providers who adhere to high standards are more likely to experience positive outcomes. This includes lower mortality rates and reduced complications. By implementing evidence-based practices and following established protocols, providers can ensure that their patients receive the best possible care. Furthermore, high healthcare standards contribute to the overall satisfaction of patients. When patients receive care that meets or exceeds these standards, they are more likely to feel valued and respected. This can have a positive impact on their overall experience and lead to increased trust and engagement in their own care.

The Economic Implications of Healthcare Standards

High care standards not only benefit patients but also play an instrumental role in shaping the economic aspects of healthcare. By adhering to these standards, providers can reduce costs and improve the overall efficiency of the system. One of the ways high care standards contribute to cost reduction is by preventing incidents and errors. These standards impose protocols and guidelines that help healthcare providers avoid mistakes and ensure the safety of patients. By minimising errors, providers can avoid costly complications and the need for additional treatments or procedures.

In addition, high standards also aim to reduce hospitalisation admission and length of stay. By implementing efficient care practices and focusing on early intervention, health and social care providers can help patients recover faster and reduce the length of hospital stays. This not only benefits patients but also reduces the burden on the NHS and lowers overall healthcare costs. Moreover, high care standards prevent unnecessary diagnostic procedures. By following evidence-based guidelines and protocols, healthcare providers can ensure that patients receive appropriate and targeted diagnostic tests. This helps to avoid unnecessary expenses and reduces the financial burden on patients and the healthcare system as a whole. On a larger canvas, healthcare standards act as a transmission mechanism ensuring the efficient use of resources. By promoting best practices and evidence-based care, high standards help care providers allocate resources effectively and avoid wasteful spending. This ultimately strengthens the economic stability of the health and social care system and allows for better allocation of resources to meet the needs of patients.

Strategies for Bridging Care Quality Improvement and Regulatory Compliance

Central to achieving higher care standards is bridging care quality improvement and regulatory compliance. This involves enhancing communication between providers and regulators and implementing evidence-based practices.When it comes to enhancing communication between providers and regulators, there are several key strategies that can be employed. One of the foremost strategies in this process involves facilitating an open, effective communication line between providers and regulatory bodies. This can be achieved through regular meetings, conferences, and forums where both parties can come together to discuss regulations, contribute to policy-making, and share insights for continual improvement. Effective communication also promotes understanding and co-operation, bridging the gap between practices and regulatory norms. By fostering an environment of open dialogue and collaboration, providers and regulators can work together to ensure that care standards are not only met, but exceeded.

Join our community of health and social care professionals who are committed to raising care standards

Meeting CQC Standards and Improving Quality Through Staff Training and Development

Fri, 04 Aug 2023 06:19:06 GMT

The Key to Success with Advanced Clinical Solutions Ltd

Introduction

Maintaining high-quality standards and adhering to regulations is important for any health & social care organisation. Advanced Clinical Solutions Ltd (ACS) understands the significance of excellence in care and compliance with the Care Quality Commission (CQC) and other standards. With our specialised services focused on staff training and development, ACS stands as a leader in helping health and social care providers improve their quality of care while meeting stringent CQC guidelines. In this blog post, we will explore the essential role of staff training and development in achieving these objectives and how ACS empowers organisations to succeed.

The Importance of Staff Training and Development

Advanced Clinical Solutions Ltd

Staff Training and Development

Tailored Training Programs: ACS understands that each healthcare organisation has unique requirements. We offer bespoke training programs that are tailored to address the specific needs and challenges faced by individual clients.

Highly Qualified Trainers: The success of any training program depends on the expertise of the trainers. ACS boasts a team of highly qualified and experienced professionals who deliver training sessions that are engaging, interactive, and informative.

Comprehensive Curriculum: ACS covers a wide range of topics in our training sessions, including clinical skills, communication, leadership, infection control, and more. Their comprehensive curriculum ensures that all essential aspects of staff development are covered.

Flexible Training Delivery: To accommodate the busy schedules , ACS offers various training delivery options, including in-person workshops, online courses, and blended learning programs .

The ACS Approach to Meeting CQC Standards

In conclusion, staff training and development play a crucial role in improving the quality of care and ensuring compliance with CQC standards. Advanced Clinical Solutions Ltd stands as a trusted partner for healthcare organisations, offering tailored training programs, qualified trainers, and a comprehensive curriculum to address various challenges in the healthcare sector. By investing in staff development through ACS, healthcare providers can achieve excellence in patient care, boost staff confidence, and confidently meet CQC standards.

Disclaimer: This blog post is for informational purposes only and does not constitute medical or professional advice. For specific advice and guidance on improving quality and meeting CQC standards, healthcare organisations should consult with Advanced Clinical Solutions Ltd or qualified healthcare professionals.

How the CQC Single Assessment Framework Will Rate Evidence

Sun, 18 Jun 2023 19:47:44 GMT

The CQC uses four ratings to describe the quality of care provided by healthcare providers

The Care Quality Commission (CQC) is responsible for regulating and inspecting healthcare providers in England to ensure that they provide safe, effective, caring, responsive, and well-led care. The CQC will be using a new single assessment framework (SAF) to assess the quality of care provided by these healthcare providers. In this blog post, we will explore the process of how the CQC reaches a rating under the new Single Assessment Framework.

The CQC uses four ratings to describe the quality of care provided by healthcare providers: outstanding, good, requires improvement, or inadequate. To support in making consistent judgments, the CQC will be using a scoring framework for evidence that translates into one of the ratings for the key questions.The CQC will assess the quality of care against required evidence categories based on the type of service being provided.

Evidence could be information already available or actively sought through on-site inspections and observations. The evidence categories are then scored on a scale of 1 to 4, where 4 represents an exceptional standard of care, and 1 represents significant shortfalls in the standard of care.

The evidence categories and quality statements are weighted equally, and the CQC's operational teams use their professional judgment when making decisions about quality, which undergoes quality assurance processes.In the example provided by the CQC, to assess the infection prevention and control quality statement in general practice, the required evidence categories are people's experiences, feedback from staff and leaders, observation, and processes.

The evidence in each category is then scored on a scale of 1 to 4, and the scores for each category are then combined to give a total score for the quality statements .This is then used to generate an overall rating.

If the score for the quality statements meets the threshold, they are given a score on a scale of 1 to 4, where 4 represents over 87% (outstanding), 3 represents 63 to 87% (good), 2 represents 39 to 62% (requires improvement) and 1 represents 25 to 38%(inadequate)

The quality statement scores are then combined to give an overall total score for the key question, which generates a rating for each key question. Then, the key question ratings are aggregated to give the overall rating.

In conclusion, the CQC uses a comprehensive approach to assess the quality of care provided by healthcare providers. The new SAF and scoring methodology provide clear and transparent information to help the CQC make consistent judgments and drive improvement in the quality of care provided by healthcare providers.

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Understanding the CQC Single Assessment Framework

Thu, 01 Jun 2023 13:29:35 GMT

Exploring Evidence Categories and Updates

Understanding the CQC Single Assessment Framework: Exploring Evidence Categories and Updates

Introduction:

In the ever-evolving landscape of health and social care in England, it is crucial for regulatory bodies to adapt and enhance their assessment frameworks. The Care Quality Commission (CQC) has introduced the Single Assessment Framework concept, which consists of the following elements:

Five Key Questions
Quality statements (related to the five key questions)
Evidence categories
Specific Evidence & Key Quality Indicators

In this blog post, we will provide an overview of the CQC's evidence categories, their purpose, and the potential impact they may have on CQC processes such as inspection.

Understanding Evidence Categories:

Unlike quality statements that primarily target service providers, evidence categories aim to bring structure and consistency to the assessment process. By employing evidence categories, the CQC seeks to provide a clearer understanding of the quality of care being delivered in relation to each quality statement. There are six distinct evidence categories outlined by the CQC:

People's experience of health and care services: This category focuses on gathering feedback from individuals who have received health and social care services. It aims to capture the first-hand experiences of service users and their perceptions of the quality of care provided.

Feedback from staff and leaders: The CQC recognises the valuable insight that staff members and leaders possess regarding the quality of care. Feedback from these individuals provides an additional perspective on the effectiveness of services and the overall organisational culture.

Feedback from partners: Collaborative efforts within the health and social care sector are essential for delivering high-quality services. Feedback from external partners, such as other organisations or professionals, allows the CQC to evaluate the effectiveness of integrated care and inter-agency collaboration.

Observations : Direct observations of service provision play a vital role in assessing the quality of care. This category involves on-site visits and assessments conducted by CQC inspectors to evaluate the delivery of services in various settings.

Processes: The processes category focuses on the documentation and policies related to health and social care practices. It involves assessing whether the service provider has established effective processes, protocols, and guidelines to ensure the delivery of safe and high-quality care.

Outcomes: Ultimately, the primary goal of health and social care services is to achieve positive outcomes for individuals. The outcomes category assesses the impact of care on the health, well-being, and quality of life of service users.It is likely that some services will have care and clinical related outcomes KPI's and metrics as standard and will prove useful in evidencing outcomes.

Factors Influencing the Use of Evidence Categories:

The utilisation of evidence categories is influenced by several factors, including the service type or model, the level of assessment (e.g., service provider, local authority, integrated care system), and whether the assessment pertains to existing providers or registration. It is worth noting that some evidence categories may be challenging to gather and present as evidence before registration, with the exception of the process category, where policies, procedures and pathways will serve as critical evidence for CQC registration purposes.

Implementation and Timeline- Single Assessment Framework:

While the Single Assessment Framework with evidence categories and quality statements has been introduced , a comprehensive timeline for its robust implementation is yet to be established. The CQC aims to commence the implementation process toward the end of this year(2023), but the exact rollout schedule remains vague. Currently, the priority for the CQC is to ensure the necessary technological infrastructure is in place and tested with providers to facilitate the new framework.

Expected changes to the management structure and operational teams at the CQC may cause further delays. Consequently, it is anticipated that the CQC will communicate its priorities, including thematic reviews, across various sectors in the near future. Additionally, the CQC has revealed that a new online provider portal will be launched in the summer of 2023. This portal will serve as the primary means of communication between the regulator and service providers, streamlining the submission of statutory notifications and improving the enforcement process. Familiarity with the technological changes introduced by the portal will be crucial for effective engagement with the CQC.

Conclusion:

The introduction of evidence categories within the Single Assessment Framework represents a significant development in the assessment process for health and social care services. By incorporating these categories alongside quality statements, the CQC aims to provide consistency and clarity in evaluating the quality of care delivered. While the exact timeline for implementation remains uncertain, providers should prepare for the forthcoming changes and familiarize themselves with the technological advancements that will shape the future of engagement with the CQC. Should you have any questions or require support regarding the new CQC approach to inspection, our experienced team of social care professionals is ready to assist you.

Contact us to explore the range of CQC compliance support services we offer and learn how we can support your service

What is Clinical Audit ?

Fri, 19 May 2023 14:09:49 GMT

and what it is not...

“Clinical audit is a quality improvement process that seeks to improve patient care and outcomes through systematic review of care against explicit criteria.”

Principles for Best Practice in Clinical Audit (2002, NICE/CHI

The key concepts of clinical audit are as follows:

Clinical auditing is more than just data collection: it involves comparing current patient care and outcomes to explicit audit criteria (also known as standards).
It is expected from the start that practice will be improved.
Additional clinical auditing may be necessary to confirm that practice has improved.

THE EVOLUTION OF CLINICAL AUDIT

Clinical auditing by doctors was formalised for the first time in 1989. Prior to this auditing was a rare and isolated activity. Four years later, in 1993, Medical, Nursing, and Therapy audits were combined to form the multi-disciplinary activity known as clinical audit.

Since 2008, the national clinical audit strategy has shifted, resulting in the 'reinvigoration' of clinical audit at the local level. In line with this, the Department of Health has tasked the Health Quality Improvement Partnership (HQIP) and the National Clinical Audit Advisory Group (NCAAG ) with overseeing national audits and leading the 'reinvigoration' of local clinical audit by promoting quality in healthcare and increasing the impact that clinical audit has on healthcare quality in England and Wales.

Clinical audit is linked to both clinical effectiveness and clinical governance.

First and foremost, clinical effectiveness “seeks to identify and evaluate existing evidence of best practice”. Once identified, local practice may be modified to ensure that it conforms to best practise.

Once implemented, a clinical audit project could be launched to ensure that:

Best practises are followed.
That the desired patient outcomes are obtained.

Second, care concerns are frequently identified through other clinical governance structures. Clinical audit comes under the Clinical Governance umbrella and forms part of the system for improving the standard of clinical practice.

Clinical governance is “a system through which healthcare organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish."

The seven pillars of clinical governance include:

Service User/Patient Involvement
Clinical Audit & Quality Improvement
Staffing & Staff Management
Clinical Effectiveness
Risk Management
Data & Information
Education & Training

These concerns are frequently then used to guide a clinical audit project. This includes the following:

· Patient feedback or complaints.

· Reporting of patient safety incidents/near misses

· Other priorities or concerns, like high volume, risk, or cost issues.

WHAT DOES A CLINICAL AUDIT ENTAIL ?

The main stages of the clinical audit process are:

Selecting a topic.
Agreeing standards of best practice (audit criteria).
Collecting data.
Analysing data against standards.
Feeding back results.
Discussing possible changes.
Implementing agreed changes.
Allowing time for changes to embed before re-auditing.
Collecting a second set of data.
Analysing the re-audit data.
Feeding back the re-audit results.
Discussing whether practice has improved.

This process is called the : "Clinical Audit Cycle”.

WHAT A CLINICAL AUDIT IS NOT.

Clinical audit is not the only type of 'audit' that occurs in the care system. As part of a quality strategy, clinical auditing is a specific activity that measures clinical care against explicit audit criteria (standards). The term 'audit' can refer to a variety of things, and just because someone wants to 'audit' something doesn't mean they are doing or want to do a clinical audit project.

Financial audit - Examining accounts to determine whether they provide a true and fair picture of the organisations financial position at a given time.

Internal audit - An internal mechanism that tracks non-clinical activities and systems along 'audit paths' to determine whether things occurred as expected.

Organisational audi t - An external, independent, and voluntary audit of the whole organisation, based on a framework of explicit standards. Organisational audit looks at how well the organisation is set up and runs daily.

Counting or checking things & Investigations - Clinical audit does not include the collection of data that is not related to explicit audit criteria (standards).

Routine outcome/KPI monitoring - A clinical audit project may include the identification and measurement of clinical outcomes that are explicitly linked to the change process. Routine monitoring of outcome data for purposes such as performance monitoring, on the other hand, is not considered clinical audit.

Surveys - Either of employees, patients, service users or carers .Surveys are typically conducted as part of engagement activity. They are primarily used to gather feedback from staff, patients, service users, or carers about treatment and/or care quality to determine if improvements can be made.

CLINICAL AUDIT vs CHECKLISTS: WHAT IS THE DIFFERENCE?

Clinical audits and checklists are both useful tools in healthcare for improving quality and patient safety. These two methods, however, have significant differences but are very often confused.

The checklist is one of the most basic and widely used quality planning and control tools. A checklist, at its most basic, is simply a list of items to be completed to complete a task and demonstrate that these were completed as planned.

A checklist should not be confused with a "Clinical Audit," which is a quality assurance tool that provides a systematic review of the quality of care provided, highlighting areas for improvement and best practises. It entails reviewing patient records and clinical processes for discrepancies and determining whether the care provided is in line with recommended clinical evidence, audit will also have some level of standard to be achieved.

While both clinical audit and checklists are important quality tools , clinical audit is a more comprehensive and thorough approach to evaluating care quality, whereas checklists are a specific tool used to ensure that steps in procedures are followed.Look at the examples below of both a checklist and an audit criteria example. What differences can you see ?

Example Medication Checklist below:

EXAMPLE MEDICATION CLINICAL AUDIT CRITERIA BELOW:

If you're not sure whether the project you'd like to work on is a clinical audit project get in touch with our clinical audit experts today

10 Common Patient Safety Errors Every Healthcare Professional Should Avoid

Fri, 12 May 2023 09:37:05 GMT

As healthcare professionals, one of the most important aspects of our job is ensuring the safety of our patients

Despite our best efforts, however, mistakes can happen. That’s why it’s essential for all healthcare professionals to be aware of the most common patient safety mistakes – and more importantly, to learn how to avoid them. Here are 10 of the most common patient safety mistakes healthcare professionals make:

To avoid these mistakes and ensure patient safety, healthcare professionals must stay up-to-date on the latest training and protocols related to their roles. Effective communication with colleagues and patients is also crucial, as is understanding the importance of proper infection prevention practices and equipment maintenance.

By taking these steps, healthcare professionals can help to prevent patient safety errors and provide the highest level of care to those in their care.

Remember, patient safety is everyone’s responsibility – it’s up to each of us to do our part in ensuring that our patients receive the care they deserve

5 Innovative Training Techniques for Healthcare Professionals

Sun, 30 Apr 2023 12:41:53 GMT

Training and skill development are essential components of professional growth

As healthcare professionals constantly strive to provide the best possible care to their patients, training and skill development are essential components of professional growth. Innovative training techniques for healthcare professionals can not only enhance skills but also help keep up with the ever-changing healthcare landscape.

In this article, we will discuss five innovative training techniques for healthcare professionals that can benefit professional development.

In summary, innovative training techniques like virtual reality training, role-playing, gamification, mobile learning, and team-based learning can help healthcare professionals enhance their skills and develop professionally. By adopting these techniques, healthcare organisations can empower their workforce and provide better care to patients.

Visit our Training & Education Pages to find out more about our training services for Healthcare Professionals

The Link Between Burnout and Patient Safety

Wed, 26 Apr 2023 09:14:39 GMT

What Every Healthcare Worker Needs to Know

As healthcare workers, it's no secret that you can experience stress levels that are higher than most other professions. This can lead to burnout which can have serious implications on patient safety. In this article, we'll explore the link between burnout and patient safety, and what every healthcare worker needs to know about it.

Firstly, let's define burnout.

Burnout is a state of emotional, physical, and mental exhaustion caused by prolonged and excessive stress.

Healthcare workers are particularly susceptible to burnout due to the long hours, high-pressure situations, and emotional toll of caring for patients.However, the effects of burnout go beyond the individual. Burnout can lead to medical errors, decreased patient satisfaction, and decreased quality of care. A recent study published in the Journal of Patient Safety found that burnout was a significant predictor of adverse events and patient safety incidents.

But why does burnout have such a significant impact on patient safety?

When healthcare workers experience burnout, they may become less attentive to detail, less empathetic towards patients, and less able to communicate effectively with their colleagues. This can lead to errors in diagnosis, medication administration, and communication failures that can jeopardise patient safety.

So how can healthcare workers prevent burnout and ensure patient safety remains a priority?

In conclusion, burnout is a serious issue for healthcare workers that can have significant implications for patient safety. By understanding the link between burnout and patient safety and taking steps to prevent burnout, healthcare workers can ensure that their patients receive the highest quality of care possible.

How Clinical Governance is Transforming Healthcare

Tue, 28 Mar 2023 15:24:23 GMT

Clinical governance refers to the framework that ensures the quality and safety of patient care

Introduction:

Clinical governance refers to the framework that ensures the quality and safety of patient care. It’s an essential aspect of healthcare that ensures that healthcare professionals are responsible for providing quality care while adhering to ethical and legal principles. Check out our other blogs on Clinical Governance to find out more.

Clinical governance has become increasingly important in the healthcare sector, and for good reason. In this article, we will discuss how clinical governance is revolutionising healthcare, and why it is essential for healthcare institutions to adopt a framework that focuses on quality patient care.

Clinical Governance in Healthcare:

The healthcare sector is continuously evolving, and clinical governance is one of the areas where significant progress has been made. Healthcare organisations have adopted frameworks that focus on the quality and safety of patient care, and this approach has become critical in delivering quality healthcare services. Clinical governance has broadened to encompass quality assurance, risk management, and legal compliance. The framework ensures that healthcare organisations operate with transparency, accountability and ethical consideration, ultimately improving patient outcomes.

Benefits of Clinical Governance:

Adopting clinical governance in healthcare organisations brings with it several benefits. Firstly, it ensures that the provision of healthcare services is of high quality, promoting patient outcomes, and building confidence in the system. It also reduces negative negative outcomes such as medication errors, infection rates, and adverse events. Secondly, a clinical governance framework is an essential aspect of risk management. By identifying risks and mitigating them, providers can limit litigation, ultimately reducing healthcare costs. Thirdly, clinical governance promotes a patient safety culture, characterised by effective communication and mutual respect between healthcare professionals, ultimately improving staff morale.

Implementing Clinical Governance:

The implementation of clinical governance in healthcare institutions involves developing a systematic approach to quality and.safety. This framework requires a clear understanding of the organisations values, mission, and strategic objectives. Key steps include setting up policies and procedures, monitoring and evaluating clinical outcomes, and establishing a governance structure that involves key stakeholders. Healthcare institutions may consider partnering with third-party organisations such as us (Advanced Clinical Solutions) to ensure that they have access to knowledge and expertise in this area.

Conclusion:

Clinical governance is widely accepted as an essential aspect of healthcare provision that promotes quality, safety, and risk management. By implementing clinical governance, you can deliver quality patient care while minimising adverse clinical outcomes. Healthcare institutions must view clinical governance as a critical aspect of healthcare management and implement it alongside effective training and education programs. Ultimately, by adopting this approach, healthcare organisations can contribute to advocacy and justice, driving positive change in the healthcare sector.

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Improving Care Quality

clinicalprojectconsultancy@gmail.com (Josie Winter) — Tue, 28 Mar 2023 14:54:28 GMT

Strategies for Success...

Providing excellent healthcare requires a multifaceted approach that includes everything from advanced medical technologies to compassionate patient care. As healthcare providers recognise the importance of quality care, they are increasingly focusing on improving their approach to patient care. In this article, we'll discuss some strategies that healthcare providers can adopt to improve patient outcomes and enhance the quality of care.

1. Emphasise Patient-Centered Care

Patient-centered care is an approach that focuses on the patient and their unique needs, preferences, and values. This approach emphasises the partnership between the care provider and the patient, where the patient is an active participant in their care. Studies have shown that patient-centered care leads to better patient outcomes and greater satisfaction. To implement patient-centered care, healthcare providers should involve patients in decision-making and tailor care plans to their preferences and values.

2. Educate and Empower Healthcare Providers

To provide quality care, healthcare providers should have the necessary knowledge and skills to make informed decisions. Professional development opportunities, such as continuing education and training programs, can help healthcare providers stay up-to-date with the latest trends and advances in their field. This education can empower providers to provide their patients with the best care possible.

3. Incorporate Advanced Technologies

Advanced medical technologies, such as telemedicine, electronic medical records, and telehealth, have revolutionised healthcare over the past few decades. These technologies have led to increased efficiency, improved communication among healthcare providers, and better decision-making. Patients can also benefit from these technologies, as they can access healthcare more conveniently, from their homes. By incorporating advanced technologies, healthcare providers can improve care quality and deliver a better patient experience.

4. Promote Collaboration Among C are Providers

Health and Social Care is a team effort. By promoting collaboration among care providers, such as GP's , nurses, and other healthcare professionals, providers can streamline care delivery and improve patient outcomes. Collaboration can improve communication among providers, reduce errors, and enhance the quality of care. Providers can also use tools such as electronic medical records and telehealth to facilitate collaboration, even when they are physically located in different places.

By adopting these strategies, providers can improve the quality of care and achieve better patient outcomes. As the health and social care industry continues to evolve, providers must remain vigilant in their efforts to provide exceptional care to their patients.

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The Model for Improvement (MFI)

clinicalprojectconsultancy@gmail.com (Josie Winter) — Thu, 16 Feb 2023 11:39:59 GMT

The Model for Improvement is a systematic approach to analyse, understand and improve processes.

This model has been largely utilised in the healthcare industry, but it is also applicable to any process that requires system-wide improvement. The Model for Improvement is a framework developed to drive continuous improvement. It is used in many countries around the world .It was developed by Associates in Process Improvement (API), based on the work by W. Edward Deming.

The Model for Improvement is an iterative framework consisting of 2 parts. The first part, is three questions to help you define:

• What you want to achieve (Your Aim)

• What will you measure to understand if a change is an improvement (Your Measures)

• What ideas you think might make a difference (Your Change Ideas)

Each part has a set of set of distinct steps that need to be undertaken in order for the model to be effective.In the first part, you must establish the aim. The aim will describe the desired outcomes, such as more efficient operations, improved patient satisfaction, or better cost control.The aim is a clear statement of the problem or issue that you are trying to address. It should be specific, measurable, achievable, relevant, and time-bound (SMART). In order to measure and track progress, measures must be defined that align with the aim .

Choosing and defining your measures might sound easy, but those two tasks cause problems for improvement teams all the time. You should discuss the importance of developing a clear operational definition (i.e.how to apply the measure in the real world) for any improvement measure.

THINK

Why is it important we have a shared definition of a measure among the members of an improvement team and the staff who are collecting data.

How would you find out if you have defined a measure well enough to be clear to all the people who are collecting data?

The second part focuses on implementing tests of change ideas using a PDSA cycle for each test, the team must define a logical model, viable interventions, and what needs to be monitored and how. The tests of change should take place over a predetermined timeline and should be carefully monitored so that the team can track progress and make the necessary adjustments.

The Plan-Do-Study-Act c ycle is a useful tool for documenting a test of change. You develop a plan to test your change (Plan), test the change (Do), analyse, and learn from the test (Study) and determine whether to adopt, amend or abandon the change (Act).Each PDSA outlines the steps for the actual tests of each change idea.Each PDSA should be a small test ,refining your idea through each test.It is likely that several PDSAs will need to be completed before your improvement is ready for full implementation

It is best to adopt a team approach when completing a PDSA cycle. In most improvement projects, teams will test several different changes, and each change may go through several PDSA cycles as you test, evaluate, and decided how to progress your changes.

You should fill out one PDSA worksheet for each change you test. This will allow you keep track of all the changes you have tested and have a record of your learning.

State the question you want to answer and make a prediction about what you think will happen

Plan: What will be tested, who will test the change, when and where it will be tested Identify what data you will need to collect

Do: Run the test on a small scale.Document what happened, including problems and unexpected observations Collect and begin to analyse data

Study

Complete your analysis of the date
Compare the data to the prediction
Summarise and reflect on what happened

Act: Make a plan for your next steps based on what you learnt from the test. You can either:

Adopt - test the change on a larger scale; plan for the next PDSA cycle
Adapt – make modifications and run another test; plan for the next PDSA cycle Abandon – don’t do another test on this change as it has been.

Interested to know more about MFI and many other quality improvement techniques ?

The Power of Measuring Safety Climate in Healthcare

Fri, 20 Jan 2023 15:25:34 GMT

Measuring safety culture in healthcare is an important step in improving patient safety

Measuring safety climate in healthcare is an important step in improving patient safety and reducing the risk of errors and accidents in healthcare settings. In this blog post, we'll explore what safety climate is, how it is measured in healthcare settings, and the benefits of improving safety climate.

What is safety climate?

Safety climate refers to the shared perceptions and attitudes of healthcare professionals regarding patient safety in their workplace. It is influenced by factors such as the culture of the organisation, the leadership style of managers, and the level of communication and teamwork among staff. A positive safety climate is characterised by a strong commitment to patient safety, open communication about safety concerns, and a willingness to report and learn from errors.

How is safety climate measured in healthcare settings?

There are several tools and methods that can be used to measure safety climate in healthcare settings. These include surveys, focus groups, and interviews with healthcare professionals. Some commonly used survey tools include the Safety Attitudes Questionnaire (SAQ) and the Hospital Survey on Patient Safety Culture (HSOPSC). These tools are designed to assess the attitudes and perceptions of healthcare professionals on a range of safety-related topics, such as communication, teamwork, leadership, and patient safety policies and procedures.

What are the benefits of improving safety climate in healthcare?

Improving safety climate in healthcare can have several benefits, including:

Improved patient safety: A positive safety climate is associated with lower rates of errors and accidents, and a higher level of patient satisfaction.

Increased staff satisfaction and retention: A positive safety climate is linked to higher levels of job satisfaction and retention among healthcare professionals.

Cost savings: Reducing errors and accidents can result in cost

Ready to take the next step with safety climate? Book your free consultation with one of our expert advisors now

The Story of Science: Clinical Human Factors

clinicalprojectconsultancy@gmail.com (Josie Winter) — Sat, 07 Jan 2023 17:01:22 GMT

Clinical human factors refer to the way in which human behaviour and cognition can impact patient safety in healthcare settings .

In this blog post, we'll explore what clinical human factors are, how they can affect patient safety, and what can be done to mitigate their impact.

What are clinical human factors?

Clinical human factors refer to the way in which human behavior and cognition can impact patient safety in healthcare settings. This includes factors such as communication, teamwork, leadership, and decision-making, as well as physical and organizational factors that can affect the way care is delivered.

How can clinical human factors affect patient safety?

Clinical human factors can have a significant impact on patient safety. For example, poor communication or teamwork can lead to misunderstandings and errors, while inadequate leadership or decision-making can result in poor quality care. Physical factors, such as the design of a healthcare facility, can also affect patient safety by making it more difficult to deliver care or by increasing the risk of accidents or injuries.

What can be done to mitigate the impact of clinical human factors on patient safety?

There are several steps that can be taken to mitigate the impact of clinical human factors on patient safety:

Improve communication and teamwork: Encourage open and effective communication, and promote teamwork and collaboration among healthcare professionals.

Strengthen leadership and decision-making : Provide leadership training and support to help healthcare professionals make informed, evidence-based decisions.

Address physical and organisational factors: Identify and address physical and organizational factors that may impact patient safety, such as the design of a healthcare facility or the workflow of a unit.

Use tools and technologies: Use tools and technologies, such as checklists and electronic medical records, to help reduce the risk of errors and improve patient safety.

Educate healthcare professionals: Provide education and training to help healthcare professionals understand the importance of clinical human factors and how they can impact patient safety.

In conclusion, clinical human factors can have a significant impact on patient safety in healthcare settings. By improving communication and teamwork, strengthening leadership and decision-making, addressing physical and organisational factors, using tools and technologies, and educating healthcare professionals, it is possible to mitigate the impact of clinical human factors and improve patient safety.

Are you looking to improve patient safety and outcomes in your healthcare organisation? Clinical human factors training may be the solution you've been searching for.

Our clinical human factors training program is designed to help healthcare professionals understand and address the human factors that can impact patient care. Through interactive lectures and hands-on simulations, participants will learn how to identify and mitigate factors such as communication breakdowns, teamwork issues, and decision-making errors that can lead to adverse events.

By completing our clinical human factors training, you will be equipped with the knowledge and skills to create a safer and more efficient healthcare environment for your patients.

Don't let human factors be a hindrance to your patients' safety. Invest in clinical human factors training today and start improving patient outcomes tomorrow.

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How To Improve Healthcare Quality

clinicalprojectconsultancy@gmail.com (Josie Winter) — Sat, 07 Jan 2023 16:31:18 GMT

Healthcare quality is a crucial aspect of care .

Healthcare quality is a crucial aspect of patient care and can impact the overall effectiveness of treatments and outcomes. As a health or social care provider, it's important to prioritise quality in all aspects of your organisation, from the care you provide to the cleanliness of your facility.

One way to improve healthcare quality is through the use of evidence-based practice. These are treatments and interventions that have been proven to be effective through rigorous research and testing. By incorporating evidence-based practice into your care, you can ensure that your patients are receiving the best possible treatment.

Another key factor in healthcare quality is patient safety. This includes preventing errors and accidents, as well as ensuring that people are protected from harm. To promote patient safety, it's important to have clear protocols and procedures in place, as well as a culture of continuous improvement.

In addition to evidence-based practices and patient safety, there are several other factors that can impact healthcare quality.

These include:

Access to care: Patients should be able to easily access the care they need, whether that means seeing a healthcare provider in person or receiving virtual care.

Patient satisfaction: Ensuring that patients are satisfied with their care is crucial for overall healthcare quality. This can be achieved through effective communication, compassionate care, and addressing patient concerns and needs.

Clinical outcomes: The effectiveness of care can be measured by the clinical outcomes achieved by patients. By tracking and analysing these outcomes, health and social care providers can identify areas for improvement and implement changes to better serve their patients.

Improving healthcare quality requires a proactive and ongoing effort. By focusing on evidence-based practices, patient safety, access to care, patient satisfaction, and clinical outcomes, you can provide the highest quality care possible for your patients.

Are you looking to improve quality in your health or social care organisation? Our Healthcare Quality consultancy can help. With a team of experienced professionals, we offer a range of services to help you establish and maintain best practices in quality planning, quality assurance and quality improvement

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Supervision in Health & Social Care (Part 2)

Wed, 12 Oct 2022 11:21:56 GMT

Supervision plays a key role in health and social care

Following on from our Supervision in Health & Social Care Part 1 , we continue our in-depth look at the Supervision process in Health & Social Care .

Supervision has 3 key functions – that is :

To be supportive (such as managing challenges, promoting health and wellbeing of the individual, managing any performance issues and safeguarding matters).
To provide a line management function (promoting and maintaining good standards of work and ensuring that staff follow relevant policies and procedures)
To provide an avenue for individual learning and development (to help staff develop critical thinking and analysis skills, to explore their own learning and development needs and to identify opportunities to address those needs.

Many people intertwine the meanings of supervision and appraisal and it is essential to note that there are key differences between them.

Supervision is an ongoing process that includes regular meetings between the supervisor and supervisee to review their work and provide development and support.

Whereas appraisal is an annual meeting between supervisor and supervisee to review their performance, plan development, and set objectives for the coming year.

As the CQC states:

“Effective systems of appraisal and supervision are good practice in social care setting, leading to improved staff performance, higher staff satisfaction and better outcomes for people who use the service.”

Supervision can neutralise the development of blame culture – this is where people are reluctant to speak out, take risks, or accept responsibility at work because they fear criticism, retribution or worse (Karten, 2013). A positive culture can help avoid the organisational iceberg. This is where the visible (above water) culture pays lip service to strategy, shared values, vision; the way we say we get things done around here.

Underneath is the invisible culture traditions, unwritten rules, shared assumptions, perceptions equate to: ‘the way we really get things done around here’ (Abassi 2011).

Where supervision is limited or non-existent, or where the supervisor doesn’t have the right skills and knowledge to carry out effective supervision, this can have a damaging effect on your service – ineffective supervision can reduce productivity, increase absenteeism, create or prolong workplace conflict and damage the workplace culture, which, for adult social care employers, can all impact the quality of care and support.

There are a number of top tips to ensure that effective supervision is carried out:

There are also a number of warning signs to indicate that supervision is not being employed effectively – these are do nots:

Frequently cancelling supervision sessions at short notice due to other work
Supervision sessions being infrequently scheduled; having no fixed timeframe for them
Supervision sessions being held in open-plan office areas (no confidentiality)
Running out of time
Thinking that supervision is not required as you have regular informal catch ups
Managers and Team Leaders delegating supervision where they can

As discussed, supervision plays a key role in health and social care. Effective supervision is a crucial element of an organisation’s duty of care to its employees, and to the users and carers it serves. Supervisors occupy a unique role whereby they communicate the organisation’s duties and priorities to the staff, and also feedback workers’ comments to the wider organisation.

However, it is vitally important that this is performed effectively, confidentially, regularly and supportively. If not, ineffective supervision can have a lasting damage on your service and in turn, reduce the quality of care given to your service users.

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Supervision in Health & Social Care (Part 1)

Tue, 27 Sep 2022 17:52:30 GMT

Supervision plays a key role in health and social care

Effective supervision is a crucial element of an organisation’s duty of care to its employees, and to the users and carers it serves. Learning from supervision is an essential component of the education and training of health and social care staff. Through regular, structured meetings with a supervisor, staff can learn how to manage their service users more effectively, apply theory and research evidence to practice, perform the key tasks of assessment, planning and intervention, and reflect on their own professional development. Supervision is also an opportunity to seek and receive emotional support for undertaking what can often be a demanding and stressful role.

When in place and done well, supervision has many benefits for the organisation, professional development and patient services, and each of these three levels makes an important contribution to ensure benefit is achieved. This article has highlighted evidence which indicates what needs to be in place to ensure clinical supervision is effective. It is clear from the evidence that support from management is needed to enable effective implementation, including cost and training for staff. However, supervision is subject to different interpretations by managers, who tend to focus more on service delivery rather than on staff development.

This post will look at the key enablers and barriers to effective supervision and suggest interventions that can improve the success of supervision in the social care sector for both task and performance but also how it can be utilised for emotional support of staff in a very demanding role.

Your workforce is your most valuable resource – and effective supervision plays a key role in supporting them to deliver high-quality care and support. Effective supervision supports good working relationships, helps you to address any issues and celebrate achievements, gives you the opportunity to discuss learning and development – and, if you’re a regulated provider, the Care Quality Commission (CQC) expects you to offer staff regular supervision to ensure that they’re competent and confident to do their role.

Supervision is a process that involves a manager meeting regularly and interacting with staff to review their work. This can be performed in either a one to one format or with a group of staff, however, this article will be focussing on one to one supervision as there are additional things to consider when working with a group.

Supervision is not about the exercise of power over another person – whilst it can help to manage performance, it is also, equally, a way of helping the supervisee to develop new skills, experience and confidence in their role. It might include, for example, reviewing their workload, setting the expected standards, monitoring and reviewing performance, identifying learning and development opportunities and keeping them informed with wider organisational news.

"Supervision is not about exercising power over another person (Skills for Care 2020), nor is it about allocating or dumping work on the individual or using it as a means for criticising staff."

Supervision is usually carried out by one person who has some related knowledge and skills, and who takes responsibility and accountability for supporting the wellbeing and performance of the person being supervised i.e. the supervisee. It is key to effective supervision that anyone in a supervision capacity has received suitable training in this area.

Supervision sessions are usually done one-to-one and arranged via a formal process – it’s important to set aside enough time, and develop and embed the right structures and processes, to enable effective supervision to happen.

Supervision has many benefits to the individual, the team and the organisation.

The purpose of supervision is manyfold but it is key to note what it is not.

Supervision is not about exercising power over another person (Skills for Care 2020), nor is it about allocating or dumping work on the individual or using it as a means for criticising staff. Supervision should also not be process driven and/or overly focussed on management issues at the expense of reflection and professional development (SCIE 2015). Its key purpose is to provide a safe environment for staff to reflect on and discuss their work and their personal and professional responses to their work. The focus is on supporting staff in their personal and professional development and in reflecting on their practice (CQC).

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Compassionate Leadership in Care

Fri, 02 Sep 2022 08:26:22 GMT

“ Everything a leader does should be about setting their team up for success.”

D’Auria et al (2020) suggest that a compassionate leadership style is imperative for leaders in times of crisis such as this. To achieve this, leaders have to demonstrate four key qualities: awareness, vulnerability, empathy and compassion.

There are many studies that show compassionate leaders perform better and foster more loyalty and engagement from their teams than other approaches – and this could be especially true during times of crisis.It is very easy as a leader to just focus on being in control, but it is equally important to help the team by being aware of your own personal fears as this may enable you to help your team deal with their own reactions.

A crisis can cause many different responses, all of which are heightened by increased sensitivity and distress.
At times like these, being able to demonstrate visible and caring leadership becomes even more important. It is very easy for a leader to become focused on being in control and dealing with operational issues as part of self-preservation. However, as mentioned earlier, not only are the demands on the team exponentially increased, but there is also the added psychological impact of multiple resident losses and fear of further infections, both in the service users and themselves.

The importance of both tuning inwards to yourself as a leader and tuning outwards to your team cannot be underestimated.

At times of crisis, teams have to be at their most adaptable, flexible and innovative. Compassionate leadership has been shown to encourage these attributes very well. West et al (2017) suggest that there are four key elements of culture that need to be in place within organisations and across systems for innovation to take place under compassionate leadership.

These are:

inspiring vision and strategy
positive inclusion and participation
enthusiastic team and cross-boundary working
support and autonomy.

This is best summed up in the table ‘Compassionate leadership in times of crisis: the four elements of culture’ in the Toolkit. The key findings from West et al (2017) suggest that:

Compassionate leadership activities have many positive outcomes, at all levels of the health sector, from individuals and teams to organisations and the system as a whole.

Staff are more likely to find new and improved ways of doing things if they feel they are listened to, valued and supported, as this provides a sense of psychological safety.

Giving staff autonomy in their
work is also important, along with developing a shared responsibility– a shared leadership is much more effective than a hierarchical one.

Positive attitudes to diversity, to inclusion and to creativity and innovation must be nurtured at every level of the organisation.

Innovation is often spurred by a challenge or a problem and compassionate leadership is a powerful facilitator at each stage of the problem-solving process.

The overwhelming effects of a crisis strip leadership back to its most fundamental element: making a positive difference in people’s lives. Leaders should take a compassionate approach to cultivate awareness, vulnerability and empathy in order to comfort and address the concerns of stakeholders. They can exhibit individual care,build resilience, and position their organisations to positively reimagine a post-crisis future. By working compassionately, courageously and honestly, leaders can support and care for their staff so that they can save thousands of lives across communities.

Leadership in a Care Crisis

Mon, 22 Aug 2022 13:09:29 GMT

Ian Whitehouse of Advanced Clinical Solutions discusses the importance of compassionate leadership during the pandemic (Part 1).

Managing a care home is challenging at the best of times, but for the past 18 months this challenge has been compounded by the COVID-19 crisis. Residents of care homes for older people have been particularly affected by COVID-19.

Between 28% and 50% of all COVID-related deaths occurred in care home residents across the UK.

The majority of people living in care homes are over the age of 80. Most have multiple long-term health conditions, and the majority are affected by physical disability and cognitive impairment.These factors explain, in part, the vulnerability of older people living in care homes to COVID-19. But there is much that can be done to improve outcomes for residents during the pandemic.

The British Geriatric Society (2020)has produced guidance, COVID-19: Managing the COVID-19 pandemic in care homes for older people , that covers the following issues that care home staff are likely to come across when managing COVID-19 in a care home environment:

• infection control
• staff and resident testing
• admissions to care homes
• family visiting
• diagnosing COVID-19 in care homes
• management and treatment of COVID-19 in care homes
• advance care planning
• end of life care
• continuing routine healthcare.

On top of this, staff absence has increased, putting huge pressure on existing resources. As a result, some care homes have decided to stop accepting new referrals or admissions from the community or hospitals and offer extra overtime to other staff as well as to bring in staff from other settings. These staff shortages are caused by a combination of positive COVID-19 cases being picked up by testing, self-isolation following contact tracing, shielding and childcare responsibilities.

Leadership styles during a crisis

This crisis (defined as an unpredictable incident that poses a significant risk to an organisation (Samuel et al, 2015)) calls for strong, effective leadership. But what style of leadership may be of benefit in these troubling times?

Crisis leadership requires communication,a clear vision and values and caring relationships (Moore, 2020). Communication during a crisis can be hindered by heightened levels of stress, information overload and disruption of services (Edmonson et al, 2016; Shih et al, 2009).

Klann (2003) outlined a number of ways to improve communication at times of crisis, such as using your initiative, being open and honest, being clear, concise and accurate and, most of all, listening. He states that leaders can help to achieve clear vision and values during a period of crisis by being present, visible and accessible, leading by example, taking responsibility and empowering people around them.

He also says that successful crisis leadership involves responding to the emotions caused by the crisis.

Caring relationships, based on trust between your service users and their families and your team, are crucial to managing your way through the pandemic.

To build trust, leaders must consider their behaviours and deliver what they say they will. They must create a sense of safety and reassurance within their team that allows staff to relax and focus on what they need to do to make a difference.

A leader has to create a strong values- based culture whereby staff learn to live and breathe the values and change their behaviours to align with them.Everything a leader does should be about setting their team up for success. They must understand what great performance looks and feels
like. When staff do good work, leaders should acknowledge this, being specific, as this will help staff build on their existing performance.

Leaders should look ahead instead of overreacting to yesterday’s developments (McKinsey, 2021). A crucial part of a leader’s role is to promote psychological safety to enable staff to discuss ideas and raise concerns without fear of repercussions. This will allow the team to use healthy debate to make sense of the crisis. McKinsey proposes that there is a very high value to be placed on ‘deliberate calm’ and ‘bounded optimism’. Deliberate calm is the ability too detach oneself from a fraught situation in order to be able to think clearly about how this situation will be navigated.

This approach has a grounding in humility but not helplessness. Bounded optimism means that the leader should demonstrate restrained optimism, as if they are excessively confident, they can lose credibility when the crisis throws up unexpected challenges.

In a crisis it is also vital that leaders demonstrate empathy. They should allow themselves to be open to empathy from others and be aware of their own wellbeing and mental health. As crises deepen, the ability to make judgements becomes ever more difficult, so investing time in their own wellbeing will enable leaders to sustain their effectiveness over a longer period of time.

There is a growing research focus on the concept of compassion at work. The journal Academy of Management Review dedicated a special issue to the topic in 2012 (Rynes et al 2012) and there has been a huge increase in publications exploring compassion in healthcare contexts.

Ensuring Clinical Excellence

clinicalprojectconsultancy@gmail.com (Josie Winter) — Sat, 20 Aug 2022 08:31:06 GMT

Josie Winter, Clinical Operations Director of Advanced Clinical Solutions, explains how to help hospitals reach and secure clinical excellence

Standards are a very difficult issue to tackle in the hospital sector. In the UK we are very lucky – we have one set of rules, and one set of regulations to follow. While ensuring that you are up to standard can be a long and difficult process but identifying the issues is a much simpler part of the process, thanks to institutions such as the JCI and the CQC.

Yet in international markets, especially so in emerging healthcare sectors, this is often not the case. There can be multiple versions of standards and regulations, or none at all, or frequent changes – making it a minefield for providers to get their care settings and hospitals truly up to scratch. All too often, governors can be unsure if they need to follow the JCI standards, or the UK or US standards, or their own local standards – and trying to do all of these is a sure recipe for failure if you don’t have a plan.

Sometimes, it’s easier to adhere to local and national standards – lining these up with your patient needs and care, and ensuring that the clinical setting (whether it be a hospital, a clinic or a practice), truly meets the local and regional patient need. Equally, sometimes it’s best to tackle the issue by striving for a JCI or a UK-standard hospital – avoiding the issues of regional and national differences, and having a pretty concrete goal in mind. Neither of these decisions holds more merit than the other – it all depends on what your needs are. We can help you discover what these are, and realise the vision of achieving these standards.

Advanced Clinical Solutions (ACS) is a team of highly trained healthcare professionals who are experts in patient safety, regulatory compliance and quality improvements. Having experience in both the NHS and private healthcare organisations including a large corporate med-tech organisation, ACS has developed and delivered hundreds of clinical audits and quality improvement plans.

We apply our extensive knowledge across a number of services, adopting a ‘seek first to understand’ approach to best serve our clients different demands, needs, wants and desires. Since attending Arab Health 2022 in Dubai, the impact of technology has become apparent to me, and I can see how shared resources could be achieved with an international guidance system in place.

Achieving enhanced patient safety through learning

Some of our customers include nursing and care homes, private acute care and private clinics, universities and educational institutions, GP services, and legal and insurance providers, and in all these sectors we identify many key areas to target when bringing standards up to par, including:

I’m proud to say we’ve worked on several projects to ensure this goal, from film studios to local health authorities and beyond. In our experience, the key is always to review risk dynamically and make sure your standards are not just up to code but even better.

One of the best ways to do this is by sharing our networks – it can be sharing a business card at an event or even connecting on a social platform (visit us on LinkedIn). This will help us all progress as a community and effect global change.

Sharing knowledge internationally

Our goal is to further develop compliance at an international level, and we can achieve this collectively by learning and indeed improving from our global partners. As part of our brand ethos, it is vital that the patient should be, and always is, our number one priority.

Following the impact of the pandemic and borders across many countries being reopened we’ve also learnt that the value of global reach is incredibly important. Being based in the UK with the ability to travel, we have learned the reach of the digital landscape, and we know by collaborating effectively there is a real opportunity to affect change.

The most important piece in the jigsaw puzzle is the patient, who is at the heart of our work. By adopting compliant practices through clinical governance, education, learning and quality improvement, we can enhance patient outcome and ensure better environments for everyone.

The A-Z of Cleaning (PART 1)

clinicalprojectconsultancy@gmail.com (Josie Winter) — Thu, 14 Oct 2021 09:57:05 GMT

Cleaning vs Disinfection vs Decontamination-The Ultimate Glossary of Cleaning Terms

You have heard it on the news nearly everyday for the last 18 months – how important it is to protect yourself from COVID-19 and other infections .As we head into the winter months , other infection threats such as flu and Norovirus are of concern to many workplaces.

But , what is disinfection? What does decontamination actually mean?

Unfortunately, terms like disinfection, cleaning, decontamination, and sterilisation have become muddled and a bit confusing recently.

A raft of 'pop up' COVID-19 cleaning companies have appeared since the start of the pandemic, who have been using these terms interchangeably. Many of these companies lack the underpinning scientific knowledge and basic clinical infection control skills to be able to effectively relay to their customers why one process would be needed over the other.

As you can imagine here @BioSafe , a s a team of dedicated infection control nurses and healthcare professionals who have been responding to outbreaks for decades this has become very frustrating.

In reality, they all have very different meanings and different purposes. Here we try to unpick what they mean and provide a clear , plain English definition . Knowledge is power so please don't be taken for a ride by these cowboy companies. Alternatively , contact us here at BioSafe , to get advice from healthcare professionals with real worl d, clinical experience in this area .

Glossary of Terms: A-E

Alert Organism

Is any one of a specified list of microorganisms / infections, which when identified should be referred to and tracked by infection control teams .

They are organisms of clinical interest due to the seriousness of the potential infection for the person. MRSA and other antibiotic resistant organisms e.g. Glycopeptide Resistant Enterococci (GRE) and Extended Spectrum Beta Lactamases (ESBLs), Clostridium difficile, Streptococcus pyogenes, Norovirus and Respiratory Syncytial Virus (RSV) are all classed as Alert Organisms.

Antimicrobial Agent:

Any agent that kills or suppresses the growth of micro-organisms.

Antiseptic:

Any substance that prevents or arrests the growth or action of micro-organisms by inhibiting their activity or by destroying them. The term is generally used for preparations applied to the skin.

Bacteriocide:

Any agent that kills bacteria.

Bio Burden:

Number and types of viable microorganisms with which an item is contaminated; also called bio load or microbial load.

Biocide or Biocidal:

Terms with the suffix cide or cidal means they have a killing action . For example, a Biocide is an agent that can kill any and all living cells.

Contaminated:

Having actual or potential contact with microorganisms. A term often used in health care, the term generally refers to the presence of microorganisms that could produce disease or infection.

Cleaning:

Removal, usually with detergent and water or enzyme cleaner and water, of visible soiling, blood ,protein substances, microorganisms and other debris from surfaces, crevices, serrations, joints, and lumens of instruments, devices, and equipment by a manual or mechanical process that prepares the items for safe handling and/or further decontamination.

Decontamination:

The use of physical or chemical means to remove, inactivate, or destroy pathogens on a surface or item to the point where they are no longer capable of transmitting infectious particles, and the surface or item is rendered safe for handling, use, or disposal”.

Decontamination Area:

Area of a facility designated for collection, retention, and cleaning of soiled and/or contaminated items.

Deep Clean:

An exceptionally intense, thorough manual cleaning of all surfaces, floors, soft furnishings and re- usable equipment either within the whole environment or in an area.The procedure ensures that an area has been cleaned and decontaminated after a person with an alert organism or communicable disease has been in the area, in order to render it safe for the next person.

Detergent :

A cleaning agent that makes no antimicrobial claims on the label, can be divided into four types: anionic, cationic, amphoteric, and non-ionic detergents.

Disinfectant:

Usually a chemical agent (but sometimes a physical agent) that destroys disease-causing pathogens or other harmful microorganisms but might not kill bacterial spores. It refers to substances applied to inanimate objects. Disinfectants are grouped by product label claims of “limited,” “general,” or “hospital” disinfection.

Disinfection:

Thermal or chemical destruction of pathogens and other types of microorganisms. Disinfection is less lethal than sterilisation because it destroys most recognised pathogens but not necessarily all microbial forms (e.g., bacterial spores).

Dust and Lint:

Fine, small particles or fibres from clothing, that can form a layer on the object surface and that can be stirred up becoming airborne.

Exposure:

Coming into contact with the micro-organism that causes the infection.

(PART 2- COMING NEXT WEEK)

CONTACT US VIA:

www.biosafe.online

www.advancedclinicalsolution.co.uk/biosafe

T:01633 415 427

BioSafe℠ now offering a complete 'Building Health Check'

Thu, 02 Sep 2021 13:09:10 GMT

BioSafe ℠ Health y Building Series

BioSafe ℠ from Advanced Clinical Solutions now offer a comprehensive evaluation of the indoor environment . This is to further complement our already extensive work in Infection Prevention & Control. It combines an onsite site visit and testing to report on the biological conditions and performance of a building.

We conduct specific tests, assessments and analysis during our building health checks .

We can collect air, water and surface samples , to check for bacteria, viruses ,mold and any other particulates. Temperature, humidity and air quality is and logged.

The 'Building Health Check' service can include:

Cleaning & Disinfection
Indoor Air Quality
Ventilation
Space & Flow
Water Systems
Temperature
Waste Management
Lighting

Once all the of the data compiled and analysed a detailed report is provided. The report outlines the condition of the building. A list of remedial recommendations is included should any issues be found.

A Building Health Check can be customised by adding or omitting any of the above list.

Contact us today to get started with a baseline IAQ test or if you have a specific, immediate need please call 01633 415 427

Healthy Building Series

clinicalprojectconsultancy@gmail.com (Josie Winter) — Tue, 10 Aug 2021 10:36:12 GMT

Managing the return to the office post summer holidays

Infection Control Training is vital if workforces are to return to office-based working come September.

The COVID-19 pandemic has initiated a new world of regulation for employers . This means education and workforce co-operation will be important to maintain a safe workspace.

There is a range of new rules and regs that employers must comply with. Employees want assurances that their workplaces have implemented COVID-19 safety protocols correctly.

Those responsible for COVID-19 compliance need to ensure rigorous infection control regimes. The right approach is adopted for their workspaces.

It will be important that clear guidance and easy to follow instructions are in place . Employee should have access to thorough training and education to reinforce any new practices. There are things you can do to make this easier. For example, bringing in the 8 moments of targeted hygiene system.

Experts have identified that in workplaces and public facilities there are 8 moments of high-risk for spreading infection.

Everyone working in or visiting these places can help to break the chain of infection. By eliminating the risk of spreading infections, by sanitising or washing

Back to Infection Control Basics

Do staff understand the chain of infection? This is fundamental knowledge in Infection Prevention & Control.

The new normal is going to include things like, adequate ventilation, hand hygiene and enhanced decontamination for the foreseeable future, so your buildings may need to be reconfigured to allow for this.

Look at devising a heat-map of areas with heavy footfall.
Consider whether simple measure such as hand hygiene and increased touch point cleaning are needed.
Having doors open with door stops for example - could help reduce the number of touch-points and improve air flow and ventilation.
We now know that indoor air quality and good ventilation are important for reducing airborne transmission.
If you have an internal mechanical ventilation system, make sure it is performing as it should .

You can contact us for a professional indoor air quality assessment

Cleaning & Disinfection

Workplaces need to be both cleaned and disinfected as often as possible, to reduce the risk of transmission. Assess your spaces and make a list of what each one needs.

For example, if there are showers and changing facilities, set clear guidance to ensure they are and clear of personal items .

If you don’t already have it in place consider implementing the national colour coded cleaning scheme . The national colour-code system has been in use long before COVID-19. It is an incredibly effective way of containing pathogens by preventing cleaning supplies from inadvertently cross contaminating different areas.

If someone in an area, such as the kitchen uses a cloth, and then the same cloth is used in a bathroom, it can spread E Coli or other pathogens easily. This is why it’s so important not to cross-contaminate another area after cleaning this room. cut for everyone.

By using colour coding on reusable cleaning tools such as cloths, mops and buckets it significantly reduces the chance of the tool being used twice in different parts of the building. The colour codes are as follows

Red: Bathrooms, washroom areas, areas with en-suites and shared bathrooms.
Blue: General lower risk areas, including lounges, corridors, bedrooms, and offices.
Green: General food and bar areas, including kitchens and food storage areas.
Yellow: Clinical and isolation areas, including sluice rooms and laundry rooms.

Employee Health ,Safety & Wellbeing

Your workforce should feel safe to return to the office. A recent survey from TUC, polled 2100 UK workplace safety representatives. They found that 25% reported there were no measures for social distancing in their workplace. Also a third complained PPE was inadequate.

Employee safety is of paramount importance. The visibility and consistency of COVID-19 safety measures is key to helping employees feel they are safe at work.

Biosafe from Advanced Clinical Solutions led by NHS trained Infection Control Nurses, we can help with the following infection safety measures in your workplace

Plan

Building Design Consultancy (commissioning new buildings
Building Works Consultancy (e.g. renovation, retrofits)
Water Hygiene Assessments
Indoor Air Quality
Ventilation Assessments
Space & Flow
Temperature

Respond

BioSafe ℠ Deep Cleaning
BioSafe ℠ Decontamination & Fogging
BioSafe ℠ Outbreak Response
Outbreak Management Advice

Protect

30+ different CPD Accredited Training Courses (Infection Control related)
Policy and Procedure writing
Infection Control Auditing
Infection Surveillance & Dashboards

Visit our website to find out more or request a quote

www.biosafe.online

www.advancedclinicalsolution.co.uk/bio safe

Safety Through Learning Focus

clinicalprojectconsultancy@gmail.com (Josie Winter) — Mon, 26 Jul 2021 10:24:42 GMT

The New CQC Strategy

The CQC is the independent regulator of health and social care in England. A new strategy for the changing world of health and social care - CQC's strategy from 2021 has recently been published . The aim of the regulator with the new strategy will have important implications for improving patient safety. It will play a key role in holding organisations to account on safety issues. It also has the potential for more widespread patient safety improvements.

The CQC's new strategy centres over 4 themes.

1. People and Communities

Driven by people’s experiences, what they expect and need from health and care services.

2. Accelerating improvement

Making improvement happen, targeting the priority areas that need the most support

3. Smarter regulation

Flexible and dynamic assessment processes, targeted and driven by data.

4. Safety through learning

Focus on strong safety cultures and the importance of learning and improvement.

To see “Safety through learning” as one of the four core themes of the new CQC strategy was a breath of fresh air . In this blog I outline the key points of the Safety through Learning element. This is an area I have championed for over 10 years. So what are the key takeaways:

Health & Social Care - Systems Thinking

In 2010, when working as a Theatre Nurse, I heard the profound story of Martin Bromily ,OBE . He gave a talk about the death of his wife during 'a routine operation'. Since then I have been a huge advocate for clinical human factors and systems thinking. In healthcare today there are a range of views on what this actually means, but a common healthcare definition is this

''A discipline that considers both the physical and mental characteristics of people as well as the organisational factors or wider socio-technical system. It is the application of scientific methods to the design and evaluation of tasks, jobs, equipment, environments and systems to make them more compatible with the needs, capabilities and limitations of people.''

Sounds like a mouthful right! But by taking a 'Systems Approach' we acknowledge that incidents and accidents will happen. The system components of health and social care are complex. They can consist of the patient, the environment, the equipment, the individual staff members and their team, the organisation they work in and the wider culture.

Error happens due to a consequence of system design or an interaction in an element of that system. This links to learning lessons. Using errors as an opportunity to improve. Making it easier for people to do the right thing and more difficult to do the wrong thing

The Importance of Safety Culture

Advanced Clinical Solutions, are often commissioned to provide safety culture surveys. We are aware' blame culture' continues to be problematic across the health and social care spectrum . We have seen evidence of staff saying they did not feel involved in an error, near miss or incident. Staff tell us they feel they are not treated fairly when errors occur.

We also see signs of this through conversations with staff via our mock CQC inspection service . Staff are often reluctant to share areas of good practice and concerns about safety due to fear of loosing their job.

There is also a tendency to single out individuals rather than tackling the root causes of errors. Any organisational culture that seeks to assign blame when things go wrong only makes harm more likely to happen again. Working in a blame culture encourages people to cover up errors and mistakes, rather than reporting them.

Building Expertise

Patient Safety Concepts such as Clinical Human Factors and Systems Thinking are gathering pace in the acute sector. Human factors is a scientific discipline which examines the interactions between components of a system, whilst improving system performance and human well-being.

But , in my experience these concepts are not well known or utilised in the social care and community settings. The access to specialist advice on safety is very limited generally here . Focussing on safety as a speciality often falls below many other competing priorities or does not exist at all.

By having an understanding and applying these principles, we can improve performance, staff well-being and patient care. Building and developing internal safety capabilities and resilience will be of paramount importance under this new strategy

Involving Everbody

It will come as no surprise that for safety to be effective, there is a strong need to co-operate across different health and social care settings. As well as working with patients and service users , families and carers .Working across a regional or national network, that shares safety data and harmonises guidance.

To be safe forum for problem solving problems, this type of inter-facility cooperation is essential. At the moment there will need to see a serious amount of levelling up on knowledge and skills.

Regulating Safety

Health and social care providers, along with the CQC need to assess patient safety performance. The saying goes 'If we can measure it we can improve it’. Currently, the approach to patient safety is inconsistent across health and social care.

There is no clear definition of what ‘good’ looks like. There are no standards for patient safety across all areas of Health and Social Care. By introducing clear patient safety standards. This will enable health and social care organisations to apply evidence-based criteria. For evaluating, managing, and improving patient safety performance and reducing avoidable harm.

How we can ACS help on your 'Safety through Learning' journey ?

We provide Safety Culture Surveys & Assessments, to check for open and honest cultures.
We provide training in improving safety , such as Patient Safety Champions, Clinical Human Factors and Patient Safety Investigations
Mentorship and Coaching for Safety Leaders
Consultancy to develop a more robust safety framework

Book a free safety through learning consultation with us here

Investigating Patient Safety Incidents

clinicalprojectconsultancy@gmail.com (Josie Winter) — Mon, 19 Jul 2021 14:51:14 GMT

A key part of any future Patient Safety Strategy...

COVID-19 has created an extra workload for all health and social care providers. Whether you're an NHS organisation , care home or an independent provider .

All healthcare professionals will have felt the pinch during the pandemic.

As restrictions lift some of the previous workload may re-appear. As well as more work generated by COVID-19.

This may include investigating patient safety incidents and more safeguarding concerns.

What is a COVID-19 related patient safety incident

Indirect deaths/deterioration arising from delayed diagnosis and/or treatment.

Healthcare professionals having had to take critical clinical decisions

Incidents arising from staff having to work outside their area of competence

Safeguarding concerns

Disputes about the care and treatment of vulnerable elderly people

The new Patient Safety Incident Response Framework (PSIRF) will be

‘ A key part of any future Patient Safety Strategy’

The key changes to the framework are as follows:

Patient safety incident investigation’ replaces the term ‘root cause analysis’ (RCA)

Investigate Serious incidents using a 'systems-based' approach

Use of the new contributory factors framework

Clinical audits or reviews will suffice for less serious incidents

Investigators should be ‘trained’

Organisations should establish an effective patient safety reporting learning and improvement system.

As we sort through the COVID-19 incidents we will need to separate the ‘serious’ from the ‘less serious’ .

So getting to grips with the new tools early will be helpful.

Th is approach may be new to your organisation and you need some support.

Advanced Clinical Solutions work with several organisations

to up-skill staff in how to perform patient safety investigations. Also we are often called upon to perform independent patient safety investigations

If you would like to know more about our Patient Safety and Safeguarding Services

Book a free consultation with our Patient Safety Lead here

What Are The 7 Pillars of Clinical Governance

clinicalprojectconsultancy@gmail.com (Josie Winter) — Tue, 13 Jul 2021 20:26:17 GMT

Clinical governance is “a system through which healthcare organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish."

Clinical Governance is an Umbrella Term.

The scope of clinical governance is quite broad and covers many activities that help to support, improve and advance the standards of care delivery. You may already be familiar with some of these such as clinical audit and risk management.

Clinical Governance works by trying to link all of these activities together to make them more effective. Whatever structures, systems and processes you may have in place currently, you must be able to evidence that high standards of care are being advocated within your organisation. Seven key themes appear repeatedly in evidence reviews on clinical governance which include:

Service User/Patient Involvement
Clinical Audit & Quality Improvement
Staffing & Staff Management
Clinical Effectiveness
Risk Management & Safety
Data & Information
Education & Training

These themes are inter-related. They provide a foundation and framework to look at your overall systems and the quality of care provided in your organisation. This resource describes some of the key themes of clinical governance, so you can gain a better understanding of what clinical governance is along with some hints and tips of how to put it into practice

EDUCATION & TRAINING

It is fundamental that staff caring for service users and patients have the knowledge and skills they need to do a great job. For this reason, staff should be given ample opportunity to update their skills and to keep up to date with the latest developments. Alongside this, healthcare staff should be able to learn any new skills that may be needed to fulfil their role fully. Staff should always have the skills they need to provide the best care for service users and patients. As well as mandatory and statutory training there are wider healthcare and management related skills to consider.

CLINICAL AUDIT & QUALITY IMPROVEMENT

Clinical audit is a way healthcare organisations can measure and benchmark the quality of the care provided. It is a cycle process that allows you to compare where you are now (against a set of standards-criteria) with where you should be and how you are doing against current standards.

Doing a clinical audit is a great way to identify opportunities to improve. Changes can then be made, followed by follow up audits to see if these changes have been positive. Clinical Audit is often confused with clinical research or a simpler service review/evaluation. We have seen countless organisations who think they are performing clinical audits, when in fact they are performing a service review by following a checklist or tick box.

Clinical Auditing is not always a skill that is taught to healthcare professionals and often you are just expected to know how to audit. Advanced Clinical Solutions are experts in their fields and can provide you with a range of quality,evidence-based clinical audit services and action plans, which align nicely with the current KLOE's and up-to date clinical evidence. As well as providing training on how to clinical audit correctly, our team provides an on-site audit service. This is usually completed within a day or two and includes focused clinical audits on theme

CLINICAL EFFECTIVENESS

Care for service users and patients should be based on good quality evidence from research. The National Institute for Health and Care Excellence (NICE) provides a wealth of national guidance on the promotion of good health ,prevention measures and treatment of illness.

Alongside NICE ,there are many professional and regulatory bodies (e.g. NMC,GMC ,CQC ) producing clinical guidance and standards. It’s hard to keep up with current thinking and evidence ,let alone trying to read a new clinical paper without loosing the will to live. Systematic reviews, p-values , meta-analysis, case studies .Where do you even begin ?

Just like clinical auditing , critiquing and understanding clinical evidence is a skill that is often not routinely taught or a skill that is regularly updated for healthcare professionals. We hear of so many barriers in the industry to keeping evidence-based practice up to date such as, time restraints, low staffing levels and increased demand on services.

Change is happening constantly within healthcare and finding time to introduce new guidance can be challenging. It is our job to stay ahead of current evidence and we regularly set aside time each month to horizon scan and discuss new evidence , perhaps you could introduce ‘Evidence Hour’ once a month.

RISK MANAGEMENT

Risk management is about minimising risks to service users or patients by:

Identifying what can and does go wrong during care
Understanding what factors influence this
Learning lessons from any adverse events, accidents or incidents
Ensuring action is taken to prevent it reoccurring
Putting effective systems in place to reduce risks

RISK ASSESSING

It is likely that you have heard of or performed a risk assessment. Risk assessing is a way of trying to identify the potential dangers involved with care delivery . It also looks at who may be harmed and how you can minimise hazards (a hazard is anything that has the potential to cause harm) and risks (a risk is the likelihood that harm will occur). Think outside of the box , risk can come from anywhere including your processes , equipment, procedures or even the environment.

For any risk assessment to be really effective it must go through a set number of stages .There are 6 stages in total, and they should be performed in the correct order. The steps are outlined below.

Identify the hazard
Decide who may be harmed by the hazards and how this will occur
Assess the risk of the hazard causing the harm
Decide what precautions could reduce or remove the chance of the hazard causing
Record your findings and implement any changes needed
Review the assessment regularly and update if required

PATIENT/ SERVICE USER INVOLVEMENT

If your aim is to offer the highest quality care, it is important to work in partnership with service users and patients. This means gaining a better understanding of the priorities and concerns of those who use your service by involving them in your work, including planning, feedback and new service provision.

One way to gain the views of service users and patients is by holding regular meetings or forums with the people who use your service. Monitoring and recording the views of service users and patients through complaints and compliments is hugely beneficial. Some key questions ask yourself are:

What ways do you currently receive feedback from service users or patients ?
When you do receive feedback , what do you do with that information ?
Can you give specific example of change that has happened in your organisation due to service user input ?
What additional external access or support is available to you and you service users or patients?

Are you looking to improve the quality and safety of your healthcare organization? Our clinical governance consultancy can help. With a team of experienced professionals, we offer a range of services to help you establish and maintain best practices in clinical governance.

From developing policies and procedures to conducting risk assessments, we can help you ensure that your organisation is meeting all necessary regulatory requirements.

But it's not just about compliance - our team can also help you improve the overall quality of care you provide to your patients. By working with us, you'll have access to the latest research and best practices in clinical governance, allowing you to stay at the forefront of the industry.

Don't wait - take the first step towards improved clinical governance and contact us today to learn more about how we can help your organisation succeed and BOOK A FREE CONSULTATION TODAY

Overcoming Staffing Issues during COVID-19

clinicalprojectconsultancy@gmail.com (Josie Winter) — Mon, 05 Jul 2021 17:10:57 GMT

Staffing challenges in the care sector have undoubtedly contributed to COVID-19 infections amongst care and nursing home residents.

Recent ONS data on deaths involving COVID-19 in the adult social care sector and the results of the COVID-19 surveillance study in care and nursing homes has illustrated the fragility of the social care sector before and during the pandemic – particularly in terms of staffing shortages.

This is likely to have contributed to the scale of the impact we have seen, particularly in care and nursing homes. Findings from the study confirm that those care and nursing homes using bank and agency workers, and a minority that did not offer sick pay to staff, have seen higher rates of infection amongst residents.

'The adult social care sector has high vacancy and staff turnover rates. Social care staff are generally underpaid –approximately 440,000 directly employed social care staff in England left their jobs in 2018/19.

With an increase in the demand for more complex nursing care, Organisations are struggling in different ways to find the right number of staff with the appropriate skills. Many care organisations repeatedly face the same common problems – staff shortages, problems with training, financial difficulties, plus others.

Staff Shortages

There is a real shortage of Registered Nurses and experienced Care Home Managers currently in the UK. The nursing bursary ended in 2016, leading to a sharp decline in people enrolling on nursing courses. It was reintroduced in late 2019, but for the three years in between, the low number of nurses wanting to train has damaged the sector’s core infrastructure.

Many overseas workers who were once attracted to the nursing sector have been dissuaded due to Brexit restrictions. In the year after the referendum, the number of new EU registrations to the Nursing and Midwifery Council (NMC) fell from 10,000 to 1,000.

Consider looking in alternative places for your staff and be more open-minded about your criteria.

You can advertise further afield to attract candidates from across the UK. Working with a partner like Advanced Clinical Solutions who has UK wide coverage means we can travel anywhere to support new staff. Given the rise in zoom training, we can also support remotely, at flexible times to suit new staff members.

Staff Training and Education

Another issue we hear from the adult social care sector is that many staff applying for jobs in the sector are not suitably skilled and have very little experience. Focussing on immediate and robust training for new and unskilled staff members will be of benefit here.

Working with a company such as Advanced Clinical Solutions , to produce a training gap analysis and then filling in the gaps with good quality training and mentorship as well as having a robust induction training plan (ideally at least 12 weeks) can also be of huge benefit to overcome these early challenges. Equally for nurses Advanced Clinical Solutions can quickly up skill nurses with core clinical skills, we can even support with competency assessment and sign off.

When you create openings for previously unskilled carer workers to train quickly on the job, you open your options up to a broader range of people. With the amount of redundancy that has happened due to COVID-19 in other sectors there are many transferrable skills that can be brought into the care sector. Unfortunately, being in care is not something that just anyone can do – it takes a particular type of person. Many people take on caring jobs and then quickly realise they aren’t cut out for it. This leads to unplanned absences and worse – procedural and conduct issues.

The only way to operate an adult social care organisation with minimal HR issues is to employ the best staff with similar values as the organisation. Using values-based recruitment and running culture, values and vision workshops are all helpful. By using these processes only delivers you the best candidates may reduce the stress later. Advanced Clinical Solutions can support you with culture workshops, defining your organisation values and visions, as well as supporting you to support staff to live these values every day.

Safe Staffing Levels

The Care Quality Commission places a lot of emphasis on safe staffing levels and is one of the prompts that are looked at during any inspection. The Care Quality Commission has stated that too many providers are struggling along without having enough staff to deliver safe and effective services. It is not because the staff didn’t care; it was because they didn’t have the time to care as well as they should.

Regulation 18 states:

Enough suitably qualified, competent, skilled, and experienced persons must be deployed to meet the requirements of this part.

Persons employed by the service provider in the provision of a regulated activity must:

Receive such appropriate support, training, professional development, supervision, and appraisal as is necessary to enable them to carry out the duties they are employed to perform

Be enabled where appropriate to obtain further qualifications appropriate to the work they perform

Where such persons are health care professionals, social workers or other professionals registered with a health care or social care regulator, be enabled to provide evidence to the regulator in question demonstrating, where it is possible to do so, that they continue to meet the professional standards which are a condition of their ability to practise or a requirement of their role.

Advanced Clinical Solution s can support with every part of this requirement, from training and education provision, supporting supervisions, help with clinical skills and competence assessments and providing CPD accredited training to support re-validation efforts.

Safe Nursing Indicators

Advanced Clinical Solutions can also support with identifying the organisational and managerial factors that are required to support safe staffing for nurses, and the indicators that should be used to provide information on whether safe nursing care is being provided. NICE indicate 9 key indicators for Safe nursing, which highlight whether the meeting of nursing care needs is adequate. These are listed below

See how Advanced Clinical Solutions can help you with your staffing challenges

Book a free consultation with our clinical team here.

Request a Free Review of your CQC Report

Lonely Infection Control Nurse – Seeks Voice

Thu, 27 May 2021 17:39:16 GMT

COVID has focused the minds of many around how Infection Control is managed in the hospital environment

I have been in this role since 2011, saying all the things people are saying now, how do we manage the transmission of infection in the hospital environment more effectively. Its like the saddest game of I told you so. In my role I noted how important it is to have IPC involved from the beginning, even in meetings where clinical teams meet, it is important to have IPC representation. It helps inform infection risk assessment from the beginning to lessen the risk of serious and costly mistakes, from a financial and patient safety perspective.

As one of the only nurses doing this role, I was placed between the two departments, the building/estates departments and the IPC teams, building relationships as much as anything else, and going on a steep learning curve. I trouble shoot theatre ventilation when it fails, went to already started projects where it was clear that the person that signed them off didn't understand the engineering and the engineers didn't understand the clinical aspects of the project.

However it may surprise you that there is no formal education programme infection control nurses can undertake to become proficient in this role.

One of the things I have always struggled is perception. It has been since the beginning and remains very difficult to define what my role is and how quantifyingly valuable it is. Many clinical teams view me as an infection control nurse, and don't understand I have this remit, so have separate discussions about their areas and don't consider infection control forms part of the risk assessment that is required to ensure that clinical activity is safe, and there are many examples of this.

In terms of the healthcare planning and design team, they often disregard infection control as an expensive annoyance which increases the cost of the project. They can also see it as restrictive to the development and delivery of modern spaces which they aim to design to improve patient experience. Each aspect has its own value, and it is a decision to understand which risk is higher.

Infection control is often juxtaposed with other constraints such as cost, environmental impact, clinical activity ever expanding services requiring more and more patient space and ever increasingly complex and changing care delivery and invasive procedures.

From concept through to completion, it is a complex decision process understanding the requirements and trying to future proof the spaces. One thing that needs to be understood is that the building is a whole system, the mechanical systems are all interlinked, so how it is designed for one space, wont necessarily work in another space. Both air and water systems similar to electrical systems are fixed systems, the issue with that is that the air and water systems can also support and introduce organic growth, and provide a source of opportunistic infection so it needs to be understood when the building is operational that changes to the building will impact the growth in the system. When the use of an area is inappropriate then it will be impacted in its safety, we need to start educating healthcare workers on the use of the building during their training, so they understand the relationship to the unit they are working in has to the building and what their actions will do.

When this goes wrong, it can cause patient safety issues and often costs more than the original outlay of the build and the operational. It is not just the planning and design that can influence the spread of infection control practice often can impact on spread of infection also. The practice of placing hand wash basins in each bed space to encourage hand hygiene at the point of care, often leaves the bed space open and therefore if there is no-one using the space, then this in effect a dead leg and supports biofilm development.

Further to this, if the outlet is not maintained appropriately then this can support the growth of pseudomonas which can be transferred on the hands of staff to patients, as has been widely documented and resulted in a re-write of the HTM guidance to improve management and maintenance of the outlet. Patients who occupy single rooms, often have en-suites that they are too sick to use, leaving it as a little used outlet and can influence the growth on that run, as these often tend to be located alongside each other due to space constraints.

This highlights the complex relationship between the building design and infection . Hospitals have subsequently demonstrated a relationship between outbreaks of multi-drug resistant organisms originating from ITU outlets where the clinical staff cant leave the patient, they often use the HWB for other uses, such as tipping wash-water down the sink, without a second thought, not knowing that they could be potentially contaminating that outlet with the organisms from the patients.

How do we resolve these issues? There is an answer and in short it is education. We need to expand the education of the infection control nurses of the future and show them that there is a whole specialist area allocated to the environment that continues way beyond completion Each clinical area has specific requirements and we need to educate engineers in the new and emerging pathogens which pose a risk to our patients, not tell them that it isnt for IPC to engineers

From water, to air, from surfaces, to space allocation , all of these things interplay with each other and require to map the clinical activity to the space. It is harder to design a space without understanding the clinical activity, and therefore requires clear, consistent and informed discussions

We couldnt discuss planning without discussing refurbishment and upgrade. It is varied in the quality of delivery, from design brief, to delivery and the existing infrastructure can also play a part. We need to remember some hospitals are often hundreds years old, with re-fashioned systems crammed in to ensure compliance, but there is usually a connection with the old infrastructure and the new, and this can pose big risks,.. I am reminded of a time where an electrical panel was flooded as where it was located in the plant room meant that the water went downwards to the panel, and shut the hospital, you sometimes have to work with what you have and be pragmatic.

Much work needs to be undertaken with clinical designers and planners and infrastructure specialists, alongside bringing the guidance up to date with scientific discussion. This is no easy task, and is even more difficult to retrofit to updated standards as we are seeing with covid.

It is clear that this role is needed and I am grateful for all I have learned thus far, but still have a lot to learn, but also have a lot of learning to share, to help everyone have a better building to deliver the care our patients so deserve.

If you are interested in Infection Control in the Built Environment , please reach out to me on LinkedIn https://www.linkedin.com/in/alyson-prince-14793956

COVID-19: A YEAR IN REVIEW

clinicalprojectconsultancy@gmail.com (Josie Winter) — Sat, 30 Jan 2021 15:55:12 GMT

COVID-19 has meant an extraordinary year for us all.

First U.K Cases

This weekend marks exactly 12 months since clinicians were called to deal with to what became the first confirmed cases of Covid-19 in the UK. On 31 January, they were taken to the Royal Victoria Infirmary in Newcastle - where it was confirmed they had tested positive for coronavirus. Fast forward two months on 11th March 2020 the World Health Organisation declared a global pandemic, changing the way we live our lives dramatically.

First U.K Death

This weekend also marks the 1 year anniversary of the first person who passed away from COVID-19 . Peter Attwood, an 84 year old man from Kent . It was later discovered in August 2020 that it was in fact the first COVID related death here in the U.K . His passing was initially thought be related to pneumonia and heart failure. Fast forward 1 year and the UK infection rate has surpassed 3.7 million and over 100,000 people have sadly lost their lives to this awful disease.

Vaccine Delivery

But there is light at the end of tunnel and possibly our only route out of this .To bring this pandemic under control a large share of the world needs to be immune to the virus. The safest and most effective way to achieve this is with a vaccine. Vaccines are a technology that humanity has relied on time and time again in the past to bring down rates of infectious diseases.

Within 12 months of the COVID-19 pandemic, several research teams rose to the challenge and developed vaccines that protect us from SARS-CoV-2, the virus that causes COVID-19. To provide some perspective , we have only ever eradicated one human infectious disease completely which was Smallpox . The last known natural case was documented in Somalia in 1979. So what does that indicate for COVID-19 ? The chances of completely eradicating COVID are extremely small.

Fundamentally, if we want to get rid of a pathogen, we must have a way of stopping its transmission. By halting the spread, breaking the chain of infection and being able to isolate those infected without anyone else getting sick.

Do a great job with this and there won’t be any new cases anywhere in the world — the disease is eradicated. Sounds simple right ! This theory , as we are living out today does not always translate into practice.

Factors affecting COVID-19 suppression

What we have is a number of factors that are making the control of COVID-19 extremely difficult.

Firstly is asymptomatic transmission, the disease does not always make its presence clearly and unambiguously known. These characteristics make it incredibly difficult to track new cases and quickly stop outbreaks .However we have some measures in place to help with this.

Second factor — is not a biological consideration, but a psychological one. Is COVID-19 still a feared disease? People knew small pox was deadly, and even survivors could be scarred for life. But we are seeing less and less of this psychological impact with COVID-19 as the months pass. From anti-vaxxers to COVID deniers.

Lockdown in March 2020 looks very , very different to Lockdown now in January 2021 and a level of complacency has set in for some !

Are you looking to outsource some Infection Prevention & Control support for your organisation ?

Book a Free Consultation with our Infection Control Nurses here

Bug of the Week

clinicalprojectconsultancy@gmail.com (Josie Winter) — Mon, 25 Jan 2021 19:24:43 GMT

Deinococcus radiodurans

Did you know that a bacteria holds the Guinness World Record for being the most radiation-resistant life-form?

Deinococcus radiodurans is unique in that it can handle 3,000 times more gamma radiation than a human could, and maybe one day could help clean up sites affected by high levels of radioactive material.

Packed full of antioxidants, it also keeps at least four backup copies of its genome, in separate compartments, so that if it is damaged by the radiation, it can copy sequences, and can repair itself quickly and effectively.

Imagine if we did that, and could repair ourselves so easily?

#bugoftheweek

Are you looking to outsource some Infection Prevention & Control support for your organisation ?

W: www.advancedclinicalsolution.co.uk

T: 01633 415 427

E: info@advancedclinicalsolution.co.uk

The Ultimate Glossary of Terms About COVID-19

clinicalprojectconsultancy@gmail.com (Josie Winter) — Mon, 25 Jan 2021 13:29:39 GMT

Mutation, Strain or Variant ? What does it all mean...

This last month has led to a lot of panic about new variants of Covid-19 that we are seeing. It is important to remember that viruses mutate regularly. Everything that replicates as quickly as a virus will have the ability to change, and this is why monitoring the genetic codes of the virus is so important. One of the main concerns is that there are indications that they may be more infectious or cause more severe disease.

This means that we need to take even more care to prevent infection. More than ever, hand-washing, social distancing and reducing your contacts to as few as possible are so important. There's going to be lots and lots of variants which will be, in many cases, minor accumulations of mutations and different kind of genetic lines of that strain

But what is the difference between a mutation , a variant or a strain of a Virus ?

As new variants of the virus that cause COVID-19 , such as the Kent , South African and Brazilian variant emerge some of the terminology can seem confusing . Here we try to unpick what they mean and provide a clear , plain english definition.

Mutation

A mutation means there has been a change in the sequence of the RNA of the virus which causes a change to the amino acids and the proteins. Viruses often mutate , but some do it more than others. One of the major mutations seen with COVID-19 affects the spike protein, which has enhanced how it invades human cells. Mutations can result in a new “lineage” of the virus. This is not the same as a new strain

Variant

A variant on the other hand , is the term used when scientists classify a known virus that has developed a specific ”group of mutations" that causes that variant to behave differently than that of the strain it originated from, like becoming more transmissible or causing more severe illness.

Strain

A ‘strain’ of a virus has more distinct properties and prompts a particular immune response.Another way that the term strain is used is when a particular variant of the virus (the virus with a specific set of mutations) becomes the dominant variant in a population. Mutations that alter any of the following can lead to a new strain:

Pathogenicity
Virulence
Immunogenicity.

Other terms you might hear

RNA

Or Ribonucleic acid, a nucleic acid present in all living cells. Its principal role is to act as a messenger carrying instructions from DNA for controlling the synthesis of proteins.

Protein

A naturally occurring, extremely complex substance that consists of amino acids joined together .Proteins help repair and build your body's tissues, allow your body to make energy helps to co-ordinate your bodies functions

Amino acids

These are the building blocks of proteins, they combine together to form proteins.

Spike Protein

This is found on the surface of a coronavirus which sticks out like a 'spike' . This protein allows the virus to bind to specific receptors on the surface of a human cell.

Synthesis

This happens when a combination of a number of different pieces come together to form a whole.

Pathogenicity

Simply means the potential ability to produce disease or it's capacity to cause damage in a host such as a human.

Virulence

Means the degree or how harmful harm it may be to a host .

Immunogenicity

The ability to trigger or provoke an immune response

Book a free consultation with our Infection Control Team here

Why purchasing a Pulse Oximeter might be a good investment in the battle against COVID-19 ?

clinicalprojectconsultancy@gmail.com (Josie Winter) — Mon, 25 Jan 2021 12:51:29 GMT

A Pulse Oximeter is medical device used for checking blood oxygen saturation levels

A Pulse Oximeter is medical device used for checking blood oxygen saturation levels . A recent NHS England publication lays out a framework for remote support of COVID-19 patients using pulse oximetry.

Pulse oximetry could soon be widely used to detect early deterioration of patients with COVID-19 in a community setting or at home. It has the potential to pick up early warning signs of those at risk of serious deterioration and is particularly useful for identifying ‘silent hypoxia’ (low oxygen levels in the absence of significant shortness of breath).

What are normal oxygen levels ?

A normal oxygen level in the blood is somewhere between 95% and 100%, however with COVID-19 patients levels can fall dangerously low, sometimes as low as 70-80% . A pulse oximeter can be placed on your middle finger , and a small light is shone into the body to measures how much light is absorbed.This is then used to calculate oxygen levels in the blood.

For some areas in England, pulse oximeters are being given to people with Covid-19 who are age 65 or over or anyone doctors are concerned about.

Why oxygen levels in the blood can drop without you noticing.

This is called "silent hypoxia". Many patients have been arriving to hospital in a much worse condition than they have maybe realised, and on occasion it has been too late to treat well. Pulse oximetry could be a life-saving solution which allows you to monitor your oxygen levels a few time a day at home. Even better, it is a low cost solution.

Are you looking to outsource some Infection Prevention & Control support for your organisation ?

www.advancedclinicalsolution.co.uk

T: 01633 415 427

E: info@advancedclinicalsolution.co.uk

Check out the NHS video below to find out more about pulse oximetry monitoring for COVID-19

Avian Flu

clinicalprojectconsultancy@gmail.com (Josie Winter) — Wed, 20 Jan 2021 15:59:17 GMT

Bug of the Week

Bug of the week helps educate your staff about existing and emerging pathogens in healthcare organisations today. Each post may explore the pathogen, the infections it can cause, the modes of transmission, or the ways to prevent its spread. We look at a range of bacterial, viral, fungal and parasitic pathogens. We hope you to use Bug of the Week as a teaching and information tool to help educate healthcare workers and start a discussion about infection Prevention & Control

You might have seen a few things in the press recently about bird flu, so it makes sense to have this as our #bugoftheweek this week.

Bird, or Avian flu is an infectious type of influenza that can potentially spread from birds to humans. The current strain of concern, H5N8 has been found in wild birds in the UK, as well as poultry. As it is spread through close contact with infected birds (whether alive or dead), recent precautions have been increased on poultry farms (effectively separating them from wild birds that may be infected), so it isn’t just us humans that are in lockdown!

#bugoftheweek.

Are you looking to outsource some Infection Prevention & Control support for your organisation ?

www.advancedclinicalsolution.co.uk

T: 01633 415 427

E: info@advancedclinicalsolution.co.uk

Pneumonia

clinicalprojectconsultancy@gmail.com (Josie Winter) — Tue, 05 Jan 2021 09:34:09 GMT

Our Bug of the Week this week is Pneumonia

Technically not a bug itself, Pneumonia is an inflammation of the tissue of the lungs, which is often caused by a bacterial infection. It can also be caused by a virus though, such as coronavirus (COVID-19).

Often recognised through a cough, difficulty breathing and a high temperature, it can be extremely serious to the elderly and those with compromised immune systems. Symptoms often develop quite rapidly. It will often leave elderly patients feeling confused and disorientated.

Good hand and cough hygiene are essential in helping prevent the spread of viruses and bacteria that may cause pneumonia.

Are you looking to outsource some Infection Prevention & Control support for your organisation ?

www.advancedclinicalsolution.co.uk

T: 01633 415 427

E: info@advancedclinicalsolution.co.uk

#pneumonia #bugoftheweek #buglady

Cryptosporidium

clinicalprojectconsultancy@gmail.com (Josie Winter) — Tue, 05 Jan 2021 09:21:25 GMT

Our Bug of the Week this week is Cryptosporidium

This is a fascinating little parasite that infects humans and animals, and causes a diarrhoeal disease called cryptosporidiosis (or Crypto for short). Crypto is different in the fact that it has a protective shell surrounding it called an oocyst, which means it can survive outside a body for a long period, and is very resistant to chlorine.

Highly infectious, it is generally spread through water (including untreated drinking water and occasionally swimming pools). You can also catch it directly from another person or animal by touching faeces, and putting your hands near or in your mouth without washing them thoroughly.

It can be very serious in those with poor immune systems and the elderly, and if a staff member has been diagnosed with it, they need to notify you immediately, and not return to work until they have been symptom free for at least 48 hours. Symptoms can last for 3-4 weeks in some cases.

#bugoftheweek #cryptosporidium

Zika virus

clinicalprojectconsultancy@gmail.com (Josie Winter) — Tue, 05 Jan 2021 09:16:18 GMT

Zika Virus

Zika virus made the news a lot a couple of years ago. It is an infection spread mainly by mosquitoes found in parts of the Americas, the Caribbean, Africa and Asia.

It can be harmful to pregnant women, or more specifically, their unborn baby, as it can cause microcephaly and other severe foetal brain defects. Fortunately, we weren’t affected too much here in the UK, but it shows how quickly viruses can spread, and serves as a reminder that not all viruses are airborne.

#zikavirus #infectioncontrol

Escherichia coli

clinicalprojectconsultancy@gmail.com (Josie Winter) — Tue, 05 Jan 2021 09:11:08 GMT

(E. coli)

Our Bug of the Week this week is one that can cause some pretty nasty cases of food poisoning – both from the bacteria itself, and the toxins some of them produce. Escherichia coli (or E. coli for short) is a bug that most of us have heard of. It’s pretty commonly found in the intestines of humans and animals, but it is the strain and the concentration of the bacteria that can cause issues.

It can survive outside the body for long periods of time and is one that is often tested for as a sign of faecal contamination, especially on surfaces.

The bacteria are usually spread through faecal matter reaching the mouth, so good hand hygiene is critical in preventing contamination and spread, especially in regards to food preparation and storage.

#ecoli #bugoftheweek #buglady

Vancomycin-resistant enterococci (VRE)

Tue, 05 Jan 2021 08:57:58 GMT

Our Bug of the Week this week is actually a group of bugs!

Any bacteria that is resistant to antibiotics is a major concern... Enter Vancomycin-resistant enterococci (VRE) and Glycopeptide resistant Enterococcus (GRE). Enterococci are a group of bacteria that are naturally present in the intestinal tract of humans and would not usually cause too much harm (commensal). They can, on occasion, cause infections in wounds and in the urinary tract as well as getting into the bloodstream.

They won’t normally cause more serious infections, but treating them becomes more difficult when they are resistant to Vancomycin, and other antibiotics. Those that are more susceptible are those with weakened immune systems, patients who have been treated long-term with antibiotics, and patients that have been hospitalised, have undergone surgical procedures, or have indwelling devices such as urinary catheters.

With most superbugs, prevention of spread is always going to be key, and precautions to keep wounds clean should always be followed.

#VRE #GRE

Usutu virus (USUV)

clinicalprojectconsultancy@gmail.com (Josie Winter) — Tue, 05 Jan 2021 08:50:35 GMT

'Bug of the Week '

Covid-19 isn’t the only new virus that’s been detected in the UK this year. One that most have missed is our Bug of the Week this week, Usutu virus (USUV).

First discovered in Africa in 1959, it has since spread to Europe, but this is the first year it has been found here in wild birds and is spread by mosquitoes. It can affect humans though, if they are bitten by an infected mosquito, and can affect the central nervous system – in particular causing cause encephalitis and meningoencephalitis. Definitely one to watch in future years.

Advanced Clinical Solutions feature on healthcare-newsdesk.co.uk

clinicalprojectconsultancy@gmail.com (Josie Winter) — Tue, 20 Oct 2020 09:05:50 GMT

HEALTHCARE NEWS INFECTION CONTROL NEWS NEWS FROM WALES

Newport-based healthcare consultancy supports UK care providers to strengthen their Infection Control framework

https://healthcare-newsdesk.co.uk/newport-based-healthcare-consultancy-supports-uk-care-providers-to-strengthen-their-infection-control-framework/

October 19, 2020 Lisa Baker, Editor

A Newport-based healthcare consultancy is supporting UK care providers to strengthen their Infection Control framework in the wake of the Coronavirus pandemic.

Co-founder and clinical director Josie Winter, 36, trained as an NHS theatre nurse and is currently a scientific advisor for the British Institute of Cleaning Science (BICs), as well as a part-time university lecturer in Infection Control. She has been using her 20 years’ clinical experience in healthcare and Infection Control to benefit care homes during the crisis. Josie runs the consultancy with her husband Guy and together they have been implementing an intensive 12-week programme at several multisite care groups across the UK.

Josie said: “I am proud that we have found a way to use our expertise and skills to support health and social care providers remotely during this difficult time. Helping care homes and home care agencies to develop effective Infection Control governance, mentoring their staff and delivering training that keeps staff engaged, motivated and, above all, accountable has been deeply rewarding in many ways.“

The training, which includes Infection Control precautions and outbreak management, has been completely adapted to be able to deliver it remotely due to visiting restrictions. “Each care organisation is able to select an ‘Infection Control Champion’, who is personally mentored by me over the course,” added Josie.

“The champions are set several worked-based assignments, which has a direct impact on preventing COVID-19 getting to the most vulnerable in our society.” An Infection Control/outbreak telephone support line has been set up which any care provider can contact on 01633 415427 to receive support.

WHO PROVIDES INFECTION CONTROL COURSES ?

clinicalprojectconsultancy@gmail.com (Josie Winter) — Fri, 09 Oct 2020 12:20:02 GMT

We do...

As a result of COVID - 19, A dvanced Clinical Solutions has seen a huge increase in demand for IPC related support. Our most popular course in infection control is the ‘Infection Prevention & Control Champions framework’ .

A 12-week programme organised by Advanced Clinical Solutions , with the opportunity to learn from UK experts in the field. The course will support health and social leaders to implement the champions role into their organisation. In addition, it will allow the champions to gain a firm grounding in infection prevention and control. In-light of COVID-19 , we have now completely adapted the programme to be able to deliver entirely remotely

The outcomes will focus on:

• Developing a sound approach to the prevention and control of healthcare associated infections (HCAI) and related issues

• Learning how to develop a surveillance programme and gain knowledge of data collection, audit and feedback to produce information for action

• Outbreaks: learning about prevention and control

• Learning how to use audit as a quality improvement tool for IPC

• Introducing technical aspects of infection control precautions e.g. ventilation, disinfection and occupational exposure

• Understanding of Sepsis

• Covering organisational aspects of HCAI prevention and control, link practitioners and sharing best practice.

Who provides an infection control certificate?

We do…

As a CPD accredited centre , all of our programmes come with a CPD certificate and if you wanted to take your learning even further, we have strong links with the University of Lincoln for any post-graduate studies in Infection Control.

Who can update infection control guidelines ?

We can….

Advanced Clinical Solutions work with a number of healthcare providers and organisations. To complement any training we deliver , we also update , review and develop policies, procedures, audit tools and risk assessments around infection control.

GET IN TOUCH TO FIND OUT MORE

ACS feature on Webinar : COVID-19, how to prepare your home care agency for a second wave.

Mon, 10 Aug 2020 00:00:00 GMT

Introduction & Webinar

COVID-19, how to prepare your home care agency for a second wave.

After what we've all been through this year, no one wants to think about the possibility of a second wave of COVID-19. Unfortunately the risk is real and so it's important to take the time now to ensure that your home care agency is as prepared as possible to face a potential crisis.

We're delighted to welcome Josie Winter from Advanced Clinical Solutions, who will be sharing her thoughts on Infection Prevention and Control (IPC). Malte Gerhold, formerly of the Care Quality Commission (CQC) and now Chief Integrated Care Officer at Birdie will also be joining us to discuss how we can use technology to support integrated care pathways post COVID-19.

Points discussed during the webinar:

The implications of a second wave for the home care sector
The Infection Prevention and Control processes, policies and plans that you should have in place
Managing your PPE stock in anticipation
Communicating with your team, clients and their families about the possibility of a second wave
The future of integrated care at home in a post-COVID world

ACS Podcast Interview with Azzy Azlam: Pandemic Virus,Infections & Staying Safe

Mon, 13 Jul 2020 00:00:00 GMT

Introduction and Podcast

ACS recently chatted to Azzy Azlam , at Comentra around the topic of the COVID-19 pandemic. This discussion is available to listen to in a podcast format and can be accessed on Stitcher, Spotify ,Google Podcasts and Apple Podcasts.

Introduction from Azzy Azlam

PANDEMIC, VIRUS, INFECTIONS, AND STAYING SAFE

I am with Josie Winter in this episode talking about the current pandemic, virus and bacteria, and how to manage the infections to stay safe.

Josie is an expert in managing, controlling, and preventing infections and has been busy helping organisation and individuals put in place systems and processes to manage and prevent, where possible, the spread of the coronavirus.

We look at some of the science behind pandemics, viruses and bacteria, and how organisations and individuals can stay safe as workplaces start to re-open.

There have been many discussion on this topic and it’s always good to go back to the science to really understand what you can do which will be effect in keeping people safe through the pandemic. We talked about about the PPE (personal protective equipment) and what really works. Some interesting words on anti-bacteria washes and hand sanitisers too!

As I always say, show me the science…

ACS Podcast Interview with Liam Palmer : What is COVID-19 and how should we respond as healthcare professionals ?

Sat, 28 Mar 2020 00:00:00 GMT

Introduction & Podcast

"With so much hysteria, misinformation, and click bait out there in the media, we're going to try and have an objective and balanced conversation with a subject expert and see what we can learn."

In this conversation with Liam, infection control expert, Josie Winter, cuts through the hysteria to explain what a Coronavirus is and how we can respond to Covid-19 as healthcare professionals.

Introduction from Liam Palmer

Hello, everyone. It's Liam Palmer here on the Care Quality Podcast. Meet the leaders and the innovators. This is a special episode with Josie Winter. Josie is a leading authority on infection control and prevention.

She brings an expert perspective on how we can respond to this virus as healthcare professionals. I wrote an article recently on the impacts of the virus for the social care sector. I've noticed that managers were becoming powerless through fear and anxiety.

It was a call to action to be confident and to lead. I think having reflected on that, the missing part is the science. It's science and biology that's going to give us the strategy to win the war against this outbreak.

This episode doesn't present all the answers, but it's an informed view with science, which may help you determine which are the right questions. Josie was very generous to be so patient with me. I'm not that strong on science. She had to tutor me along the way. I hope you enjoy.

Are we taking the care...... out of care planning ?

clinicalprojectconsultancy@gmail.com (Josie Winter) — Wed, 05 Dec 2018 12:39:04 GMT

‘... every person with a long-term condition or disability has a personalised care plan supporting them to develop the knowledge, skills and confidence to manage their own health’.

Around 40% of the UK population have a long-term condition while 65% of people aged 65–84 years, have 2+ long term conditions.This figure is at an all-time high, and rising.

The use of care plans to manage multiple conditions, by assessing individuals, setting health and social care goals, supporting self-management where appropriate, and ensuring follow-up, is based on the Wagner Chronic Care Model. This model considers the need to provide support and structure to service -users and health and social care organisations alike.

Care planning has received particular interest within health and social care .Care planning has been utilised as a way of containing high costs, encouraging a more person-centred approach, improving quality of life, and reducing mortality rates and emergency admissions to hospitals.

But are care plans effective in this regard and what challenges do Health and Social Care organisations overcome to implement them?

CARE PLANNING......Whats the evidence ?

Systematic literature reviews on the impact of care planning show that it leads to only limited reductions in hospital admissions and small improvements in service-users physical health.However, it does show to improve service -users confidence and skills in self-management. There is evidence that among engaged service-users it can improve health outcomes, although most service-users are not meaningfully engaged. For example , 95% of people with diabetes are seen annually, only 50% have a consultation regarding the management of their diabetes, and 50% discuss their health goals.

The evidence base for care plans is patchy, and yet financial incentives and regulatory frameworks are being used to drive its use. Is it right to encourage their use? Could this money be better spent elsewhere? By setting goals and raising expectations with service-users, are we causing psychological harm if the goals and expectations are unachievable and unrealistic ?

‘Care planning’ can be defined as the process whereby health and social care teams and service-users discuss, agree, and review plans to achieve healthcare goals. A ‘care plan’ is a written document recording the process. The aims of care planning can vary widely depending on the professional and organisations background: social worker, doctor, nurse, manager, or as a service-user.This can lead to discrepancies between the objectives of service-users, health professionals, managers, and finance.

The main focus of health and social care managers is the collection of care planning data for contractual or regulatory assurance. Meanwhile, healthcare practitioners contend with multiple service-users, limited time for care, and may be asked to do care plans for service-users they barely know or see on a regular basis. Taking the time to do a good care plan with a focus on the outcome and quality of care can be challenging.

Who is the most appropriate person to undertake the care planning process ? Who is best placed to help service-users achieve their goals and ensure that continuity of care is achieved.

MOVING FORWARD.......

A recent article described a House of Care framework model.This model calls for a coordinated service where service-users and healthcare practitioners jointly work together to manage a condition(s). It considers the evidence that service-user involvement improves health outcomes. It emphasises a whole-system,integrated approach needed to improve care.

Service-user engagement is vital to success, but currently some service-users are not even aware that they have a care plan.

Service-users want a broad, holistic view, with support to help them live better with their condition. Healthcare practitioners are still frequently adopting narrow approaches, focusing on managing the condition rather than the person as a whole.This may be a coping mechanism, where lack of time and resources prevents service-user empowerment to take place, and the service-user/healthcare practitioner relationship is affected.

There is evidence to show that a broader approach helps service-users live better with their long-term conditions, and ultimately improves quality of life.

Each organisation will use different strategies and approaches to care planning

Advanced Clinical Solutions has devised a number of useful tools and resources for assessing and developing your healthcare organisation in all aspects of care .Please check out our tools & resources page

CQC Regulation and Inspection

clinicalprojectconsultancy@gmail.com (Josie Winter) — Fri, 19 Oct 2018 11:45:38 GMT

Room for improvement ?

The Care Quality Commission (CQC) introduced a new approach to inspecting and rating health and social care providers starting in 2013. The change was triggered by numerous prominent failures of care that raised questions about the CQC’s aptitude and skill to identify and act on poor performance. The new approach appears more in-depth and carried out by specialist, expert teams and produces ratings and an inspection report for each provider. The new approach was extended to other parts of the health and social care system in 2015 and continues to progress. The CQC’s amended strategy for 2016–21 plans for further developments to their model.

An interesting and major evaluation of this approach has recently been published by the Alliance Manchester Business School and The King’s Fund. The evaluation was funded in whole by the department of health’s policy research programme.

One of the outcomes of the evaluation, was the creation of a new framework for understanding the impact of regulation. The framework outlines 8 ways in which CQC regulation directly impacts on a provider’s performance. These impacts have been highlighted to occur before ,during and after interactions between the CQC and providers. The 8 impacts are described below.

The evaluation looked at the inspection and ratings model over 4 different sectors within health and social care, within a 3-year period(2015-2018).

What was found is examples of all 8 types of impact with higher prevalence in some areas and some differences across the 4 sectors. With the new approach of inspection finishing its first cycle in 2017 CQC are now implementing a revised approach. The evaluation highlights some key issues to consider as the development of the regulatory model continues.

The research used both quantitative and qualitative methods .This included 170 interviews with a wide range of staff from health and social care organisations, CQC, service-user groups as well as other key stakeholders.Intelligent Monitoring (IM) datasets (a large set of routine performance indicators that CQC used to risk assess organisations and to help them decide when to inspect a provider and what to focus on) were also used.

Key Suggestions/Outcomes

There needs to be greater emphasis on relational and systemic elements to the inspection and regulatory approach.
The relationships between CQC staff and health and social care professionals and managers profoundly affect the way regulation works .The relational element contributes significantly to the variation in providers’ experience of inspection. New developments planned for 2016-2021 will provide more emphasis on the relational impact.
It was generally accepted and supported, that there is a need for regulation and the new approach has been an improvement on the previous system of regulation and inspection.
Inspections and subsequent ratings have governed the CQC’s model, consumed most of its resources and possibly thwarted other potential activities that may have more impact.
The inspection model evaluated focussed heavily on individual providers. As health and social care becomes more integrated the need to adapt the approach will inevitably have to follow.

Read the full report here……….

https://www.kingsfund.org.uk/sites/default/files/2018-09/cqc-provider-performance-report-september2018.pdf

Josie Winter Clinical Director
josie@advancedclinicalsolution.co.uk
01633 415 427

Advanced Clinical Solutions

We support health & social care providers to create an environment for success by empowering the whole care team and developing health and social care quality improvement skills and capabilities. We encourage collaboration across the team and the increased use and sharing of established improvement tools, techniques and knowledge

The current state of clinical audit in health & social care

clinicalprojectconsultancy@gmail.com (Josie Winter) — Mon, 15 Oct 2018 09:29:54 GMT

A blog post on a topic I'm very passionate about – Clinical Audit.

Whenever I utter the words clinical audit, I usually see a glaze of boredom and instant sleepiness cast over peoples faces. Before you all nod off to the land of zzzzzz’s think of this, Clinical Audit is not the most sexiest of topics but it has so much potential to improve health and social care quality, if done properly . I see countless bits of paper, so-called audit tools and the like which claim to be clinical audits but are far from the standards set out in Principles for Best Practice in Clinical Audit (updated in 2016) .

Clinical Audit is “a quality improvement process that seeks to improve health and social care outcomes through systematic review of care against explicit criteria and the implementation of change.” Or to put it more simply, improving the quality of care by looking at current practice and modifying it where necessary .

The question I often ask myself is this: W

hat is the current state of clinical audit in health and social care?

Let’s start with the negatives

There are so many unhelpful inferences that are associated with Clinical Audit , I hear the following on an almost daily basis….

X - " Clinical Audit is a tick box exercise in my organisation."

X - " Audit is just data collection and completing forms for no reason, has anyone got the time to do it ?"

X - " It’s a mind-numbing subject, advocated by boring people!" (anyone who knows me personally ,appreciates that I am far from boring )!

When completed with the right success factors in place such as leadership, support , staff involvement and understanding of the

objectives ,clinical audit can be a positive quality improvement tool.

Audit is about identifying best practice and measuring against standards or criteria.
Audits improve care, safety ,quality and outcomes
Audit can be used as an educational tool, with the ability to continuously identify learning and training needs.
Audit can help staff to evaluate their work.

There is so much more I could add , but realise I only have a small window to keep readers of this engaged whilst I attempt to make clinical audit seem a little bit more interesting.

Last week, I was asked to review some ‘audit tools’ sent to me by a client, which were downloaded from a generic database used by many health and social care organisations. I was a little bit shocked by what I saw. After the third time of shouting "THIS ISN’T A CLINICAL AUDIT” at my laptop ,I decided to get into keyboard warrior mode and write this blog post.

Here is what I found : a tick box , data collection form that was so mind numbingly boring and irrelevant to modern health and social practice. The tools reviewed did not have relevant criteria, standards set or a shred of underpinning evidence anywhere in sight. The tools essentially were just a bunch of random statements that the organisation had to tick, to say if they were compliant or not. It was obvious to me that the focus for these tools, is to have the audit imposed on the organisation so that a regulatory compliance box can be checked.Not because the audit topic is a good fit for the organisation and its needs. The Care Quality Commission (CQC) as a regulator, recognises clinical audit as a professionally led exercise, which is an essential component in clinical governance and the delivery of high quality care.

What left me even more uneasy after reviewing, is that these tools are likely to be in use by thousands of health and social care organisations. If I can do nothing else with this blog ,I would like to highlight what you should be looking for when reviewing an audit tool for its usefulness. If you can’t see these things please QUESTION its validity to your organisations quality improvement goals.

Check 1

Relevance :

Is the audit relevant .There is clear evidence of a problem in your organisation.This could be from an internal source, such as an incident or an external source ,such as an issue raised by a regulator or a service-user.Equally does it help improvements with any of the following in your organisation?

Unsafe Care
Variations in Practice
Lack of Knowledge
Wasteful Care
High Risks
High Volumes
High Costs
Vulnerable Service Users

Check 2

There are clear criteria to measure .

Criteria are systematically developed statements that can be used to assess how appropriate the decisions, services and outcomes in your organisation are. They should always be

Evidence based-(ideally using up to date evidence ≤5 years)
Unambiguous
Clear
Agreed by the whole team
Follows SMART principals (specific, measurable, attainable, relevant and timely

Below is an example of an audit criteria , and what a good layout may look like.

This is just a very small insight into good clinical audit . A number of organisations provide useful guidance materials , such as the one mentioned previously, produced by HQIP - Principles for Best Practice in Clinical Audit (updated in 2016).There are some great clinical audit teams and professionals working within healthcare , the NHS often has dedicated audit teams who are highly experienced and experts in their field. The major worry for me is when you move away from this dedicated in -house resource, to other, maybe smaller health and social care providers. Such as nursing homes, community services and domiciliary care. Is there any specific training provided on quality improvement techniques? From my experience no there is not. Are healthcare professionals working in these areas just supposed to know how to conduct a clinical audit correctly ? We are all expected to contribute towards quality improvements within our organisations ,but how can this be if the basics such as how to audit correctly are just not there.

If you are an organisation or an individual looking for some current and relevant clinical audit training, please get in touch. We provide a half day session on the basics of clinical audit, which will provide good foundation knowledge for all of your clinical audit efforts going forward .Who knows you may even find clinical audit a little more exciting !!!

Josie Winter-Clinical Director ,Advanced Clinical Solutions

See how Advanced Clinical Solutions can help you with your C linical Auditing

Book a free consultation with our clinical team here.

Request a Free Review of your CQC Repor t

How can health & social care create a culture of patient safety ?

clinicalprojectconsultancy@gmail.com (Josie Winter) — Sun, 29 Jul 2018 12:09:11 GMT

Patient Safety Culture Reviews

It may be first be useful to look at a definition of culture: -'Culture can be described as characteristics and knowledge of a particular group of people. That include, shared patterns of behaviours, interactions, thought concepts and understanding or more simply put ‘how things are done around here’.

In health and social care phrases such as an ‘open or blame’ culture have been in use for decades.Experts and researchers are increasing the emphasis on the role of culture in all aspects of health and social care and it is well documented that creating the right culture has a direct impact on positive outcomes. Some key questions to ask when reviewing culture in your organisation are.

Why is creating the right culture important in a health & social care setting?

How do you go about creating the right culture for your healthcare organisation?

Creating and measuring culture in health & social care poses some challenges. There are a number of barriers that are difficult to quantify, such as lack of openness, mistrust between employees, undervaluing staff and lack of transparency. All of which need addressing before any culture change could happen. Combined with a lack of tools, clear actions and support to realise and develop such as change.

A good starting point would be to determine what type of culture is present within your organisation, is there a culture of ‘blame’ for example; where mistakes are addressed, and blame is placed on an individual, are fingers pointed at an individual when things go wrong? Or on the other end of the spectrum an open, safety culture. Some of the key elements are described below.

Acknowledging the high-risk nature of your organisations activities and being determined to achieve consistently safe processes and procedures.

A blame-free environment where individuals are able to report errors, omissions or near misses without fear of punishment.

Learning from both mistakes and positive experiences.

Encouragement of collaboration across organisations, teams and individuals to seek solutions to safety problems.
Promotes learning and good communication

Rewards, values and develops all staff

Provides a commitment to organise resources to address safety concerns so that you can continuously improve.
Actively encourages innovation.

Each organisation will be at different stages, from developing the foundations, to embedding and sustaining a safety culture.

Advanced Clinical Solutions has devised a number of useful tools and support packages for assessing and developing your healthcare organisation’s culture of safety. These can be used to help determine the direction for your safety culture journey.

See how Advanced Clinical Solutions can help you with improving your Patient Safety Culture

Book a free consultation with our clinical team here.

Request a Free Review of your CQC Repor t

Healthcare Leadership is about Continuous Improvement

clinicalprojectconsultancy@gmail.com (Josie Winter) — Tue, 17 Jul 2018 11:04:42 GMT

Healthcare leaders are not always perfect !

There are many opinions and viewpoints in relation to healthcare and leadership generally. Ranging from the ideas suggesting that all leaders are born, and you cannot ‘learn’ to be a leader, through to behavioural concepts which enhance the view that leaders are not born but any dedicated person can learn behaviours to become an effective leader. There has been much research into this topic and many models have emerged. In addition, so too has many myths.One that caught my eye is that good leaders are perfect and good leadership speaks to a lack of error. One field where this view is evidently held is within healthcare. Many of us use healthcare services and follow its leadership’s thinking. Often, particularly when we are at our most vulnerable we are tempted to think these individuals are infallible and incapable of substandard services.

This view can then lead to distress and frustration if shortcomings are found amongst these individuals; but are we right to impose such high standards of excellence upon our healthcare leaders? Especially given the huge pressures placed on healthcare services.This question reminded me of a lecture I taught recently regarding systems thinking and clinical human factors in healthcare. From these models it is a given that humans will error ‘To err is human’ and we should be building and improving healthcare systems and work models around the fact that we know this vital piece of information. Many other safety critical industries (e.g. aviation, nuclear and chemical) have done this effectively already.

To continually work to improve or develop a healthcare service, involves an element of effective leadership. It is a process of continuous improvement moving from one level to a higher level, becoming better and more effective with time. Another theory which originates from Japan; Kaizen, models a long-term approach to work which strives to achieve small, incremental changes in processes to improve efficiency and quality.Effective healthcare leaders could embrace a Kaizen approach towards their own development and growth as leaders.

Healthcare leaders are not perfect, but could develop their skills, knowledge and abilities to better handle the new challenges our healthcare services are seeing an will continue to see over many years. A leader who is stagnant with where he or she is and who does not see the value of continuously improving, may become counter-productive to those they lead. Alternatively, those leaders who make even small positive changes to their leadership style, communication skills, emotional intelligence and management skills will, inevitably provide more effective leadership to their organisations.

Healthcare leaders could also do well to encourage those under their leadership to do the same. If a whole team are continuously improving themselves, there will be an associated improvement across the service or organisation.Healthcare leaders are not always perfect, but it is an individual’s responsibility to make the effort to be better today than yesterday. Having some ownership and accountability to encourage the same small, positive changes within the teams who follow you. Healthcare Leadership is about continuous improvement and it is this effort that will deliver transformations our healthcare services.

I’ve already mentioned a few ways individual healthcare leaders can improve themselves; their teams and organisations, but regular training and coaching helps to create the right environment and schedule to flourish.

Advanced Clinical Solutions can design or implement a programme for healthcare leaders and organisation to address specific needs and also provide teams with opportunities to develop soft skills or other competencies empowering them to be even more effective in their roles.

To find out more or book an initial consultation Call 01633 415 427 or email me. josie@advancedclinicalsolution.co.uk

Josie Winter-Clinical Director

Advanced Clinical Solutions

www.advancedclinicalsolution.co.uk

6 Questions to ask about Compliance & Quality Improvement.... that you should answer truthfully.

clinicalprojectconsultancy@gmail.com (Josie Winter) — Wed, 11 Jul 2018 10:42:21 GMT

Gold Standard Practice

A health or social care setting where the entire team follows current standards and guidance underpins patient safety and is the goal for all care providers. With both the organisation and health and social care teams committed to providing 'Gold Standard' practice and safe care. Reducing preventable errors and avoidable complications may seem straightforward, this is not always the case when we are unsure of why errors,ommissions and non-compliance happen.

Implementing standards are beneficial

Much effort has gone into developing and sharing of evidence-based practice guidelines. Guidelines are "systematically developed statements'' to assist healthcare practitioners and patient decisions about appropriate actions to take in a given circumstance.

With so many organisations such as CQC, NICE, GMC and NMC to name a few releasing standards and guidance within the UK its clear implementing standards are beneficial: lowering overall costs, decreasing safety incidents, reducing preventable errors and improving service-user outcomes. Many updates are published each year, and the limited time available for searching and appraising the literature, evidence-based practice guidelines are usually been developed to assist health and social care workers in "best-practice" procedures. Although it has been shown that practice guidelines can improve quality of care. Whether this achieved in 'normal daily' practice remains unclear.

The barriers to achieving compliance can be challenging. Below are my top 6 questions to ask.

1) Have we prioritised our workload ?
Too many and competing priorities. To action them all can be tough. Which priorities takes priority?

2.) Do we fully understand how to Implement?
Clarification and understanding of what the guidance and standards mean and how to action them in real terms.

3) Do we have the time and resources ?
Demands on healthcare workers time are high, time to keep abreast of new thinking and evidence can sometimes loose priority over essential patient care.

4) Who is responsible?
Clearly defined responsibilities over whose job it is to maintain practice guidelines and how information is disseminated to staff. This can sometimes be shared between dedicated educators and organisational managers.

5) Are we complacent ?
In any profession the day-to-day routine can lead to complacency about keeping up with developments in their specialism. In healthcare some issues are cultural e.g. 'we have always done it this way,' or 'this is how my senior has showed me how to do it'. Developing bad habits and cutting corners can often happen.

6.) Are we geared up for rapid change?
As different specialties advance quickly so too does the updated guidance and standards.

Achieving compliance with evidence-based practice guidelines will require an approach that takes into account practitioners' concerns about the complex nature of their work. Simply having evidence available does not mean that practitioners use it. Advanced Clinical Solutions provide support and assistance in improving compliance please contact us on 01633 415 427 or w www.advancedclinicalsolution.co.uk

Involving Residents With Infection Prevention & Control In The Care Home

clinicalprojectconsultancy@gmail.com (Josie Winter) — Wed, 11 Jul 2018 10:11:55 GMT

Infections in care homes pose a potential threat to residents, as it is a shared living environment residents will inevitably share micro-organisms. Residents can often be more susceptible to opportunistic infections, due to health conditions and older age. Both healthcare staff and capable residents can play a crucial role in preventing the spread of infection.

Some of the most common infections seen in care home are listed below: -

o Respiratory infections

Most respiratory illnesses are spread by droplet or contact transmission, one of the most common respiratory infections within care homes is Influenza.

o Urinary tract infections

UTI’s can occur when bacteria enter the urinary tract, leading to growth in the bladder. Catheter-associated UTI is also a common occurrence in the care home setting made more difficult with challenges in hydrating some residents.

o Skin infections

Skin infections can be caused by a variety of micro-organisms. One common example in the care home setting is cellulitis.

o Gastrointestinal Infections

Gastrointestinal infections are defined as an inflammation of the gastrointestinal tract. Symptoms range from diarrhoea and vomiting to abdominal pain. Common GI infections in care home residents are Clostridium difficile (C. difficile) and Norovirus.Both can be highly communicable and pose more risk in closed environments such as care homes.

Taking a multi-faceted approach to infection prevention & control in the care home is key to meeting statutory and regulatory requirements in Infection prevention and control.

Environmental Cleaning & Management

Care homes can pose distinctive infection prevention challenges, as the environment is designed to be more like ‘home’. Carpets and soft furnishings can cause challenges with effective cleaning and decontamination. Multi use items, such as commodes, should be cleaned, labelled and stored correctly before use with the next resident. Cleaning schedules and records can help to ensure this is happening with each use.

Hand hygiene

Transmission of micro-organisms via hands is a major contributing factor in the spread of infection. It is well documented that effective hand hygiene in care homes can reduce outbreaks. Both staff and residents can participate in training sessions on the importance of hand hygiene, including teaching the correct hand hygiene technique (Ayliffe) and adoption of the ‘WHO’ 5 moments of hand hygiene.

Continuous Quality Improvement & Clinical Governance

Regular audits of infection prevention measures, such as cleaning, environmental management, invasive devices, hand hygiene and aseptic technique can provide useful insight into potential improvement measures needed. In addition to mandatory training, additional skills in root cause analysis, horizon scanning of new clinical evidence and clinical audit, can deliver a broad skillset to deal with IPC on a day to day basis. Having a lead to provide oversight of all IPC programmes within the care home can be beneficial to offer support and advice to both staff and residents.

Help & Support

Educating everyone from managers to residents about the importance of IPC allows for improved knowledge in factors such as respiratory precautions, adequate hydration, the importance of skin care and hand hygiene. Advanced Clinical Solutions offer a specialised package of services for Infection Prevention and Control which include Clinical Audit, Training for staff and residents, outbreak advice line, root cause analysis and post outbreak decontamination (in association with Q-Shield)

for more information call 01633 415 427 or visit www.advancedclinicalsolution.co.uk

The Hawthorne effect :-Why staff may change their behaviour during an inspection

clinicalprojectconsultancy@gmail.com (Josie Winter) — Mon, 02 Jul 2018 20:18:53 GMT

Identifying what behaviors change when staff and organisations are being inspected , and how this impacts on patient outcomes, may provide useful insights into how the quality of care can be improved.

The Hawthorne Effect is described as when individuals alter their behaviours in response to being observed.Healthcare stands among the professions that have adopted the technique of direct observation because it tends to reveal unexpected or even undesirable behaviours.

A study recently published in JAMA Internal Medicine , uncovered a unique form of the Hawthorne effect in healthcare organisations, with important consequences for patients.

The study focused on and analysed how unannounced inspections affect patient outcomes. The inspections are done by the U.S. health care regulatory organisation in the study but bears many similarities to the English Care Quality Commission. To maintain registration, healthcare organisations are required to undergo unannounced, week-long inspections every 18 to 36 months. Again, very similar to CQC inspections as the focus is on adherence to a variety of quality and safety measures, including infection control practices, documentation and medicines management, to name a few.

The pressure is high with little or no room for error – poor outcomes during the inspection process can harm an organisations reputation or even worse, force closure. It is inevitable that healthcare staff are overtly aware of their behaviour during the inspection period. It was also noted that healthcare organisations assemble huge amounts of resource to deal with inspections. Being involved within the healthcare sector for a long time I have experienced first-hand the inspection process which can be highly stressful. The most unflappable of people in an everyday situation crumble under the pressure. In more recent years I have been able to experience the other side of the coin by providing 'mock inspection' services as part of my clinical governance business.

Despite the level of attention these visits get, their immediate effect on staff behaviour and service user outcomes has not been explored in great detail.

One question to ask would be: Are patient outcomes during inspection and non-inspection periods are different?

Two possible explanations for why we see 'inspection effects' are interpreted.

-Healthcare staff may modify specific behaviours that are being measured, such as infection control practices, but there was no evidence that infection rates fell during inspection periods. It was also noted that other key measures such as pressure ulcers did not decrease either.

Is it also possible that healthcare staff were more focused during the inspection? Being open to criticism during visits may raise awareness of non-compliances and improve attention and vigilance – all of which would lead to better patient care, e.g. being more vigilant with documentation, which may give rise to better communication and in turn better quality of care. In addition, the mere presence of inspectors may reduce time spent by staff on non-work-related distractions.

How might the findings be used to improve patient care?

Healthcare organisations could observe which aspects of their day-to-day practices change the most to meet inspection standards. E.g. Is there evidence that infections fall? And is because handwashing increases? Identifying these changes may offer opportunities to improve care and patient outcomes.

Could increasing efforts to build attention and focus, into the normal workday by taking a systematic approach of the environment and other clinical human factors help? One example could be ensuring a ‘disruption’ free zone whilst giving medication.

To aid in inspection preparedness we offer 'mock inspections'

If you are keen to explore behaviours in an inspection scenario why not book a 'mock inspection' with us .For more information call 01633 415427 or visit www.advancedclinicalsolution.co.uk/services

Supporting Care Managers in Supervision

clinicalprojectconsultancy@gmail.com (Josie Winter) — Tue, 19 Jun 2018 13:25:40 GMT

Benefits of an effective supervision framework

SUPPORTING MANAGERS IN SUPERVISION

‘Supervision is an accountable, two-way process, which supports, motivates and enables the development of good practice for individual care workers. As a result, this improves the quality of service provided by the organisation. Supervision is a vital part of individual performance management.’ ( Social Care Wales )

Supervision falls under Health and Social Care Act 2008 (Regulated Activities) Regulations 2014: Regulation 18 Staffing and although the CQC cannot prosecute for the breach of this regulation research into what happens within supervision suggests that effective supervision generates good outcomes for workers while experience suggests that “the consequences of absent, inadequate, or negative forms of supervision poses a threat to workforce stability, capacity, confidence, competence and morale”. (S.Goulder SCIE 2013)

Clinical supervision

The term ‘clinical supervision’ is sometimes used in the sense of the everyday supervision of a trainee’s performance. Clinical supervision involves being available, looking over the shoulder of the trainee, teaching on the job with developmental conversations, regular feedback and the provision of a rapid response to issues as they arise.

Clinical supervision is increasingly being carried out as an aspect of personal and professional development in all care organisations. It is an aspect of lifelong learning with potential benefits for both supervisor and supervisee

Educational supervision

Educational supervision has been defined as ‘The provision of guidance and feedback on matters of personal, professional and educational development in the context of a trainee’s experience of providing safe and appropriate patient care’ (Kilminster et al ., 2007, p. 2).

Educational supervision involves the teaching of specific skills and competencies, helping the learner to develop self-sufficiency in the ongoing acquirement of skills and knowledge. Educational supervision sometimes includes an element of assessment and may require the provision of pastoral care for some students or trainees. It is important that the educational supervisor flags up any concerns at an early stage.

Mentoring, coaching and appraisal

Mentoring, coaching and appraisal can all be viewed as specific examples of supervision in the sense that they all involve some of the similar interpersonal skills required in one-to-one conversations. Mentoring is guidance and support offered by a more experienced colleague. There is also co-mentoring, where colleagues meet to offer mutual support and help to each other. This might include such activities as ‘action learning sets’.

Coaching is a form of supervision aimed at unlocking someone’s potential to maximise their performance (Whitmore, 1996),whereas appraisal can be described as a process aimed at developing a person’s professional performance, potential and ideas about career development (Peyton, 2000).Skills for carrying out appraisal are closely related to those for supervision.

Advanced Clinical Solutions Ltd has a toolkit of over 150 + supervision activities for a variety of care settings. Along with over 40+ years combined practical clinical, nursing and managerial experience within our team ,we can support you to develop ,deliver and improve your supervision framework.

If you would like to know more about Advanced Clinical Solutions Ltd and receive a free sample of supervision tools
PLEASE CONTACT US

Josie Winter
Clinical Director- Advanced Clinical Solutions
www.advancedclinicalsolution.co.uk
josie@advancedclinicalsolution.co.uk
01633 415 427

Why We Love Care Home Staff(And You Should, Too!)

Wed, 30 May 2018 22:16:18 GMT

During a conversation with a group of nurses from the care home industry recently, a very interesting theme emerged from all of them. This group consisted of some hugely experienced people, who had devoted many years of service to the NHS before moving their careers into the private healthcare arena, their thoughts and feelings resonated very strongly with me as I had worked in both the NHS and care home sectors whilst also moving over to the ‘dark side’ of the commercial pharmaceutical/medical device business.

They had the impression that other clinicians perceive those that choose to work in the Care Home sector are ‘lesser clinicians’ than those who work in the NHS or those that operate on the acute side of healthcare.

This got me thinking – how much of this perception was accurate and how much of this was how they saw themselves. After researching this for a while, an article stood out to me ( https://www.carehome.co.uk/news/article.cfm/id/1567712/nurse-reveals-work-care-home-nhs ), whereby the author commented that other nurses often belittle the care home sector as a career path. However, is this a true reflection of reality?

Care Homes play a crucial role in caring for our ever-increasing elderly and incapacitated population. The service they provide not only reduces the potential for hospital admissions which could ‘block beds’ within an increasingly over stretched NHS, they can (and do regularly) provide holistic care for both the resident and the wider family.

In my personal experience, care homes have improved greatly over the past 15 years or so. Their commitment to investing in their staff has enabled them to attend more training than ever before – possibly more regularly than their compatriots within the NHS (I have often heard from NHS learning and development departments that one of the first things to suffer when there is a crisis is training). Speaking with nurses within the care home sector, the clinical skills that they require are far greater than they used to be as they now have to care for residents with tracheostomies, intravenous therapies, PEG feeding etc. with much less support than what they would get from an acute care setting.

Whilst Care Homes may still get a bad reputation within the media, it is key to realise that, according to the CQC, over 75% of care homes obtained a good or outstanding report between 2014 – 2017. One of the foundation stones that Care Homes are looking at in more depth to further improve the care they give (and therefore improve their CQC rating) is Clinical Governance. Clinical governance is a systematic approach to maintaining and improving the quality of patient care. It provides a framework for drawing together the different strands of quality improvement which includes clinical audit, clinical leadership, evidence-based practice and the dissemination of good practice, ideas and innovation and addressing poor clinical performance, and has been the benchmark for clinical excellence within the NHS for a number of years.

To conclude, I would argue strongly that choosing to work in a Care Home is most definitely NOT secondary to working in an acute setting. There is a huge commitment from those that I have spoken with to improve care and conditions for both the residents, their families and the employees that work with them. The skills required to work in this area are extensive and require regular updating which forms part of the organisations’ Clinical Governance Framework going forward. For those who work in this care sector, their role is hugely important now and will be increasingly so as the demands on the NHS increase exponentially over the coming years. Their work may well be the cornerstone to enable the NHS to continue in the UK in the future – let’s recognise and celebrate that work!

YOU CARE , We C.A.R.E (Consult,Analyse,Recommend,Analyse)

A simple 4 step process ! taking the tick box out of Clinical Governance.

We run a number of courses,workshops and services which equip teams within the care home sector to continuously improve their staff, systems and care. Find out more here

Ian.whitehouse@advancedclinicalsolution.co.uk
www.advancedclinicalsolution.co.uk
01633 415 427

Integrated Care Systems

clinicalprojectconsultancy@gmail.com (Josie Winter) — Thu, 24 May 2018 10:50:43 GMT

Getting people and systems to work together

One of the world’s leading healthcare experts says the NHS will be the best system in the world if it succeeds in integrating care, getting people and organisations to work together.

At Advanced Clinical Solutions Ltd our aim is to revolutionise the approach to clinical governance excellence by being,

ETHICAL in our approach
INNOVATIVE in our solutions
Having PRIDE in our work

We run a series of training courses and workshops around working together more effectively

Management & Team Leadership

Managerial Effectiveness

Engagement & Productivity

Leadership Skills

Leading & Managing Change

Managing Internal Stakeholder & Politics

5 Step Guide to Quality Evidence

clinicalprojectconsultancy@gmail.com (Josie Winter) — Mon, 21 May 2018 19:17:52 GMT

Evaluating clinical evidence when time is of the essence

Evidence-based nursing is an approach to making quality decisions and providing nursing care based upon personal clinical expertise in combination with the most current, relevant research available on the topic. Clinical decisions should be based on:

•Clinical evidence and data

•Clinical experience

•Patient needs

Nursing and evidence-based decision making can also be limited by other factors such as ,financial and managerial constraints.However the barrier we hear about repeatedly is having time to access and evaluate clinical evidence. A nurse we spoke to recently had not had the time to evaluate a piece of clinical evidence since they had qualified nearly 9 years ago ! This has prompted us to create a really quick guide to picking out key information from a clinical paper. The best way to use this guide is to work through a clinical paper relevant to your field.It might also be an idea to have a highlighter handy to mark key points.

The Evidence Pyramid

Clinical literature reports a whole range of research, from in-vitro (test-tube lab studies not involving patients) right through to clinical trials involving hundreds of patients. This evidence can be divided up into different levels of quality, or importance when it comes to making a clinical decision. The evidence pyramid below is an indicator of the increasing quality of clinical evidence.The top 2 layers are the most clinically relevant i.e clinicians should put the most weight on this type of evidence or study result when deciding how to treat or manage a case.The bottom layers of evidence have the least clinical relevance.

There are a few basic types of clinical papers to consider

Comparative Papers : Which compare with a placebo/traditional procedure or protocol
Reviews:Which provide an overall conclusion based on previous research
Cause and Effect: Looks at which factors significantly influence an outcome
Surveys/questionnaires: Which are a compilation of results and conclusions from collected data

Other bits of information to look out for , which are not always obvious are a secondary positive outcome or a positive single observation

STEP-BY STEP GUIDE

READ IN THIS ORDER : It will take a short amount of time and help you glean the most relevant information from the evidence.

STEP 1: TITLE & ABSTRACT :Note the methodology, sample size, significant results and conclusion of the author(s)

STEP 2 : INTRODUCTION : Note the subject area being studied, purpose and what is being investigated, advantages of this study and finally check previous literature that’s referenced

STEP 3: CONCLUSION : This usually explains what the clinical significance of the results are.

STEP 4: RESULTS : These are reported in sequence to answer the questions posed by study. Without any interpretation, text illustrated by tables and figures do not always use words like ' Significant' , so check the P values (The p -value is used to quantify the statistical significance in evidence). Also consider any secondary outcomes not mentioned in the abstract.

STEP 5: DISCUSSION: How has the evidence moved knowledge on. It can explain any differences or similarities with previous study results .This section is where any drawbacks are discussed. It can also explain any new understanding from these results and what studies should be done next.

What is this telling me ?

Now you have read and highlighted the key points its now time to consider if the information being presented is any good .

Evidence Pyramid: TOP 3

Systematic reviews -Comprehensive survey of highest levels of evidence in literature ,evidence is identified, appraised and summarised by a specific method
Meta-analysis- Survey of similar studies , the results from studies are combined and analysed as if from 1 study.
RCT (double-blinded) Patients are randomised to the treatment and control groups , the clinicians and patients are blinded to the treatment.

Sample Size & Statistical Significance

Sample Size = The bigger the better, P Value the smaller the better In other words:If p ≤ 0.05 Then p ≤ 5%(0.05 x 100 = 5%) meaning there is a less than 5% chance the result was a random fluctuation.

Impact Scale

This is a measure of the relative importance of a journal within its field .It's calculated from the number of times articles from the journal are cited ,over a preceding set time period.

AUTHOR SCALE :

Very similar to the evidence pyramid there is definitely a noticeable scale for quality of authors too.Look at the example below ranging from 1-6 NICE is an extremely reputable source of clinical evidence.

NICE Quality Standards Advisory Committee Member (QSACs)
Society chairperson
Professors
Senior lecturers/consultants
Junior clinicians/research students
Industry employees

Date & Origin:

Recognise centres of excellence in your both locally and globally , Where possible try to use recent papers, ideally<5 years old.

This is just a really brief introduction to evaluating clinical evidence and another tool to help in evidence- based care. Advanced Clinical Solutions can offer a more in-depth Clinical Evidence Workshop at your location ' Contact Us' to find out more.

Josie Winter BSc MSc -Clinical Director : Advanced Clinical Solution Ltd
www.advancedclinicalsolution.co.uk
01633 415 427

Dоеѕ Alcohol Hand Ѕаnitisеr Dо Mоrе Hаrm Thаn Gооd?

clinicalprojectconsultancy@gmail.com (Josie Winter) — Fri, 09 Feb 2018 09:42:35 GMT

Time to review the evidence !

An ongoing dеbаtе аbоut the еffiсасу of аlсоhоl bаѕеd hаnd sanitisers аnd gеlѕ ѕееmѕ tо hаvе progressed оvеr time. It stems back tо mоrе thаn a dесаdе if mу mеmоrу ѕеrvеѕ me wеll, if nоt lоngеr.

Alcohol hand sanitiser is a quiсk and ассеѕѕiblе way tо сlеаn уоur hаndѕ when уоu can’t get tо a ѕink. Cоnvеniеnt, mеѕѕ-frее, аnd роrtаblе, hаnd ѕаnitisеr ѕееmѕ like thе perfect product. But whаt if in inѕtеаd оf kеерing you hеаlthу, it’s асtuаllу mаking things worse?

Hаnd wаѕhing with ѕоар аnd clean wаtеr iѕ rесоmmеndеd bу thе World Health Organisation, thе US Cеntrе fоr Disease Cоntrоl (CDC) аѕ well аѕ other infection prevention organisations around the wоrld. In fасt thе US CDC’s rесоmmеndаtiоnѕ оn thе uѕе оf аntibасtеriаl ѕоарѕ рrоvоkеd further invеѕtigаtiоnѕ, ѕоmе оf thе rеѕultаnt studies demonstrated аn inсrеаѕе in effectiveness whеn uѕing thеm .

A recent multi-centre research study with the University of Lincoln, University of Leicester and Nottingham University Hospitals NHS Trust (carried оut bу A.Kеmр, V.Hodgkinson, and A.Bugg) diѕрrоvеѕ all оf that.

Thеir ѕtudу сlеаrlу shows that аlсоhоl uѕеd as a ѕkin аntimiсrоbiаl оn itѕ оwn соuld роtеntiаllу dо mоrе hаrm thаn good bу causing a significant riѕе in ѕkin bасtеriаl counts fоr mоrе thаn an hоur after uѕе. It iѕ сlеаr from thе research, thаt if uѕеd, 70% аlсоhоl needs to be combined with аnоthеr safe ѕkin antimicrobial chemical in оrdеr to continue to deliver rеduсеd CFU соuntѕ over timе. After performing an in-depth clinical evidence search. I was unable to find any evidence until now that demonstrates alcohol hand sanitisers are effective for more than 10 -15 minutes.

The rеѕultѕ of thiѕ ѕtudу show thаt аlсоhоl gel rеduсеѕ bacterial counts initiаllу, however after one hour it causes significant increase in skin bасtеriа counts whеn соmраrеd to wаѕhing with soap аnd wаtеr оnlу. Thе роtеntiаl inсrеаѕеѕ in inѕtitutiоnаl biоburdеn caused bу this еffесt should be undеrѕtооd by сliniсаl staff who should thеn rеviеw thеir оwn рrасtiсе and evidence base, tо dеtеrminе if thе uѕе оf аlсоhоl gels is safe in thеir рrасtiсе. Thе аuthоrѕ (A.Kеmр, V.Hоdgkinѕоn, and A.Bugg) рrороѕе that current recommendations ѕhоuld bе rеviеwеd аnd possibly changed tо avoid роtеntiаl harm tо both patients and staff.

In addition, the researchers have been testing a new military grade method of testing bacteria specific ATP developed initially to discover biowarfare threats. This method is a more effective and accurate method of determining bacterial specific ATP compared to the traditional total ATP testing methods. This poses so many more questions, are the methods we are currently using to determine bacterial counts outdated and inaccurate. Is this a prime opportunity to look at new and innovative ways of more accurate testing. Quite possibly.

Hаnd ѕаnitisеrѕ and similar рrоduсtѕ could potentially be inсrеаѕing thе dеvеlорmеnt of bacteria thаt are resistant tо аntibiоtiсѕ. If you still wаnt tо uѕе a hаnd sanitiser, please review the most current evidence and make an informed decision. The research article can be found in this month’s edition of the Clinical Services Journal . If you would like a copy of the research article, please drop me a line.

In light of this new evidence I urge all industries that currently use alcohol-based hand sanitiser in particular the healthcare industry,to look at this evidence and re-consider its position on its use.

TOP 10 Infection Prevention Resources For Healthcare Professionals

clinicalprojectconsultancy@gmail.com (Josie Winter) — Sat, 03 Feb 2018 09:57:55 GMT

UK Healthcare Professionals

Many healthcare professionals are now turning to the internet as a valuable resource to add to their knowledge base. Staying updated on the latest happenings within the field of Infection Prevention is a necessity for all healthcare professionals.

New intelligence arises from research and fieldwork daily. To encourage evidence-based practice it is essential for all healthcare professionals to have access to the knowledge from these findings.

While the internet certainly won’t replace the traditional methods of acquiring professional knowledge, it does offer easier and quicker tools to access up to date information.Here are my top 10 pick for UK professionals.

1.) National Institue for health and CareExcellence

2.) Infection Prevention Society / Journal of Infection Prevention

3.) Center for Disease Control & Prevention

4.) Royal College of Nursing

5.) Webber Training

6.) World Health Organisation

7.) NHS Improvement

8.) Infection Control Today

9.) European Centre for Disease Prevention & Control

10.) Healthcare Infection Society

About the author:

Josie Winter BSc(Hons) MSc: Clinical Director Advanced Clinical Solutions Ltd. www.advancedclinicalsolution.co.uk

MEDICAL DEVICE UK MARKET INSIGHT THE CHALLENGE AHEAD:

clinicalprojectconsultancy@gmail.com (Josie Winter) — Sat, 03 Feb 2018 09:45:41 GMT

The NHS has the challenge to deliver £22 billion in savings by the end of the financial year 2020/2021

The NHS has the challenge to deliver £22 billion in savings by the end of the financial year 2020/2021 including £700m from improving procurement. The growing demand for products that are “fit for purpose” and economically priced has forced medical equipment suppliers to devise and develop initiatives to attract and retain these customers.

MEDICAL DEVICE AND CONSUMABLE INDUSTRY

The medical device and consumable industry have a challenging time ahead. As the NHS implement measures and initiatives to reduce costs and make savings, NHS organisation’s are operating on budgets that are tighter than ever. These measures are cascading a transformation of the NHS purchasing process that will change the way that medical devices and consumables are procured.

These measures are cascading a transformation of the NHS purchasing process that will change the way that medical devices and consumables are procured and in turn, valued by those organisations.

Traditionally purchasing decisions sat with the end user or clinician. But now a multi-disciplinary group often contribute to purchasing decisions. This wider group of influencers often comes with varying objectives.

OVERCROWDED MARKET

Meanwhile, the medical device and consumables industry has become more competitive than ever. Established categories such as infection prevention, surgical consumables and wound care are becoming overcrowded. As new innovations and products in these categories slow down, smaller companies are gaining market share by offering very low prices coupled with a ‘value’ business model. The pricing war has also been enabled by the growing use of e-tenders and blind auctions, which are aiding the rise of these low-cost players.

These factors, are influencing a greater demand for products that are “fit for purpose” whilst being cost effective. There has seen a sharp increase, particularly in those customers within the NHS, who are attracted towards products that are ‘fit for purpose’ and competitively priced.

VALUE

Unlike customers who prefer high-end products and services, ‘fit for purpose’customers may exchange certain elements of quality and service as a trade-off for lower prices. Whilst ‘fit for purpose’ customers are cost focused, they also have strict criteria for quality, efficacy and safety. They are generally hesitant to pay for extra features or services once their general criteria for a product have been met. Many tenders and auctions within the NHS now have weightings toward these criteria e.g. 95% weighting on price. As cost pressures continue to rise, so will the ‘fit for purpose’ customer but mainly in limited categories.

New innovative products will likely fall under the high-end product category and will demand increased prices as manufacturers re-coup research and development costs initially. Once competitors enter with ‘me-too’ products at lower prices, customers will start viewing them as a commodity product. In categories with numerous products and few differentiating features, customers may choose based on price alone.

PRODUCT CATEGORIES

There are generally four groups of product categories offered by medical equipment suppliers:

1) ‘High-End differentiated’. These products tend to be different in terms of patient outcomes, benefits and efficacy. They are usually highly innovative so can afford the higher-level service package that comes with it.

2) ‘High-End undifferentiated’. These products may once have been innovative but have suffered by me too’ products entering the market. Generally, in this category, companies rely on brand recognition and customer relationships alone to survive.

3) ‘Fit for Purpose’. This category group offer services which are designed to meet expectations. They generally sell at a lower cost and have minimal associated support.

4)' Basic'. This product group generally offer minimal service. They compete only on price and are often used when just a basic service is required.

Take some time to reflect on your medical device business. Which category do your products and services fit into? How do you see yourself providing something different to your competitors?

Contact us to arrange a free 30- minute consultation to discuss developing value-added services that will make you stand out from the overcrowded market.

About the author:

Josie Winter BSc(Hons) MSc: Clinical Director Advanced Clinical Solutions Ltd. www. advancedclinicalsolution.co.uk

Improving Healthcare Quality :One Tailored Solution at a time

"Global State of Patient Safety 2023"

A comprehensive overview of patient safety trends, challenges, and areas for improvement.

The Road to Excellence: Seven Steps to Elevate Care Quality

7 Step Blueprint for Improving Care Quality

1.Setting Clear Direction and Priorities Based on Evidence:

2.Bringing Clarity to Quality, Setting Standards

4.Recognising and Rewarding Quality

5.Maintaining and Safeguarding Quality

6. Building Capability & Capacity

7. Staying Ahead with Research and Innovation

Train the Trainer Programs in Health & Social Care

The Essential Guide to the 10 Rights of Medication Administration

Elevating Care Standards: Bridging Healthcare Quality Improvement and Regulatory Compliance

Bridging Healthcare Quality Improvement and Regulatory Compliance

Understanding the Current State of Care Standards

The Role of Regulatory Bodies in Health & Social care

Identifying Areas for Improvement

The Importance of High Standards

Impact on Care and Outcomes

The Economic Implications of Healthcare Standards

Strategies for Bridging Care Quality Improvement and Regulatory Compliance

Join our community of health and social care professionals who are committed to raising care standards

Meeting CQC Standards and Improving Quality Through Staff Training and Development

The Key to Success with Advanced Clinical Solutions Ltd

Introduction

The Importance of Staff Training and Development

Advanced Clinical Solutions Ltd

Staff Training and Development

﻿ The ACS Approach to Meeting CQC Standards

How the CQC Single Assessment Framework Will Rate Evidence

Contact us using one of the methods below

To explore the range of CQC compliance support services we offer and learn how we can support your service

Understanding the CQC Single Assessment Framework

Exploring Evidence Categories and Updates

Understanding the CQC Single Assessment Framework: Exploring Evidence Categories and Updates

Introduction:

Understanding Evidence Categories:

Factors Influencing the Use of Evidence Categories:

Implementation and Timeline- Single Assessment Framework:

Conclusion:

Contact us to explore the range of CQC compliance support services we offer and learn how we can support your service

What is Clinical Audit ?

and what it is not...

“Clinical audit is a quality improvement process that seeks to improve patient care and outcomes through systematic review of care against explicit criteria.”

THE EVOLUTION OF CLINICAL AUDIT

WHAT DOES A CLINICAL AUDIT ENTAIL ?

WHAT A CLINICAL AUDIT IS NOT.

CLINICAL AUDIT vs CHECKLISTS: WHAT IS THE DIFFERENCE?

Example Medication Checklist below:

﻿ EXAMPLE MEDICATION CLINICAL AUDIT CRITERIA BELOW:

If you're not sure whether the project you'd like to work on is a clinical audit project get in touch with our clinical audit experts today

10 Common Patient Safety Errors Every Healthcare Professional Should Avoid

As healthcare professionals, one of the most important aspects of our job is ensuring the safety of our patients

Remember, patient safety is everyone’s responsibility – it’s up to each of us to do our part in ensuring that our patients receive the care they deserve

5 Innovative Training Techniques for Healthcare Professionals

Training and skill development are essential components of professional growth

Visit our Training & Education Pages to find out more about our training services for Healthcare Professionals

The Link Between Burnout and Patient Safety

What Every Healthcare Worker Needs to Know

Burnout is a state of emotional, physical, and mental exhaustion caused by prolonged and excessive stress.

How Clinical Governance is Transforming Healthcare

Clinical governance refers to the framework that ensures the quality and safety of patient care

Introduction:

Clinical Governance in Healthcare:

Benefits of Clinical Governance:

Implementing Clinical Governance:

Conclusion:

Improving Care Quality

Strategies for Success...

1. Emphasise Patient-Centered Care

2. Educate and Empower Healthcare Providers

3. Incorporate Advanced Technologies

4. Promote Collaboration Among C are Providers

Ready to take the next step with improving care quality?

Book your free consultation with one of our expert advisors now

The Model for Improvement (MFI)

The Model for Improvement is a systematic approach to analyse, understand and improve processes.

THINK

﻿

The ACS Approach to Meeting CQC Standards

EXAMPLE MEDICATION CLINICAL AUDIT CRITERIA BELOW:

BioSafe ℠ Health y Building Series