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A US approach to transforming hospital culture by improving quality and safety has been running in the NHS for a year. Five trusts in England have been using the method, which was influenced by Japanese car production techniques.
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Storytelling is an ancient practice that has functioned to maintain history, deepen empathy and understanding, and empower groups and individuals. Unfortunately, nurses are not encouraged to share their stories of contributions to patient care. In this article, 3 nurses share stories about learning to be good nurses, even while going against long-held nursing ideals. The authors argue that narratives can lead to a deeper understanding of nursing as a practice and discipline. The authors also contend that narratives facilitate the empowerment in nurses and patients using narratives; nurses recognize their power and facilitate their patients’ recognition of power.
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Objective of this study was to explore barriers to nurses’ reporting of medication errors and near misses in hospital settings. Concludes that to overcome reported barriers it is necessary to develop a non-blaming, non-punitive and non-fearful learning culture at unit and organizational level. Anonymous, effective, uncomplicated and efficient reporting systems and supportive management behaviour that provides open feedback to nurses is needed. Nurses are accountable for patients’ safety, so they need to be educated and skilled in error management. Lack of research into barriers to reporting of near misses’ and low awareness of reporting suggests the need for further research and development of educational and management approaches to overcome these barriers.
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Workforce planning, education and training are essential for achieving an appropriate mix of skilled and motivated staff, but the NHS’s financial challenges mean new ways of providing safe staffing levels and balancing the books are required. This article describes the development of an education programme for band 1 to band 4 unregistered support workers that led to the introduction of an assistant practitioner (AP) role. It also explains how the programme evolved from a one-year certificate in higher education to a foundation degree in health care, and has since produced over 100 APs in a range of clinical areas who deliver high quality, competent and patient-centred care in a cost-effective, sustainable way.
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This systematic review aimed to synthesise the existing evidence of working time use and the division of labour among nurses and health-care workers in hospital wards. Conclusions: Despite nurses’ different educational backgrounds, certain similarities could be observed. All working groups seem to spend less than half of their working time in direct patient care. Implications for nursing management: Nurse managers could influence the increasing nursing workload by supporting the right division of labour and focusing the nurses’ working time use so that it benefits the patient.
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This study aims to measure associations between self-compassion, compassion fatigue, wellbeing, and burnout in community nurses. Results show that community nurses who score high on measures of self-compassion and wellbeing, also report less burnout. Greater compassion satisfaction was also positively associated with compassion for others, and wellbeing, whilst also being negatively correlated with burnout. Conclusion: High levels of self-compassion were linked with lower levels of burnout. Furthermore when community nurses have greater compassion satisfaction they also report more compassion for others, increased wellbeing, and less burnout. The implications of this are discussed alongside suggestions for the promotion of greater compassion.
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The study aimed to explore measurable compassion competence among nurses and to examine the relationships between nurses’ compassion competence and levels of compassion satisfaction, compassion fatigue and secondary traumatic stress. Compassion is a vital asset in the nursing profession. It is necessary to explore whether compassion competence is a factor influencing professional quality of life. Conclusion: Compassion competence of clinical nurses was a predictive factor for professional quality of life. Hospital administrators, nurse leaders and policy makers should develop and adopt nurse-retaining strategies that focus on improving nurses’ compassion competence in order to reduce their burnout. We recommend the development of educational programmes to improve nurses’ compassion competence and thereby enhance their professional quality of life. © 2016 International Council of Nurses.
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Infusion preparation in British PICUs uses the Rule of Six (ROS) which was developed for administration without infusion devices. This method is inaccurate.1 Regulators recommend standardised approaches to IV infusions to improve patient safety and quality of care.2 Administration set changes also have an association with resource use and central line infections.3 We report the impact of fixed concentration infusions and reduced administration set changes on nursing time and infusion equipment cost. Morphine and midazolam infusions were standardised in September 2014. Direct observation of infusion preparation was carried out beforeand after the introduction of fixed-concentration (FC) infusions to quantify the nursing time required to prepare infusions. Administration was prospectively documented using purposive sampling until a population-representative sample for age and weight was obtained (1 month). This data was then scaled up to predict activity over one year. Syringe use and administration set use was calculated. Reducing frequency of administration set changes to 72 hrs in accordance with infection control policy was then calculated retrospectively. It takes 40 minutes (2 nurses×20 minutes) to prepare ROS syringes and 30 minutes (2 nurses×15 minutes) for FC syringes.In total ROS infusions required 2433 hrs of nursing time to prepare. FC infusions reduced this time by 25% (608 hrs) releasing 0.5 WTE nursing time back to patient care.Mean duration of IV sedation in these patients was 100 hrs. The cost associated with replacing administration sets with each syringe was £16,060. By changing every 72 hrs, this cost is reduced to £4,400 – a cost saving of £11,660. FC syringes are more efficient than ROS. FC preparations have released 0.5 WTE nurses back to patient care. Changing administration sets 72 hrly realises significant cost efficiencies.
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Nursing staffing levels in hospitals appear to be associated with improved patient outcomes. National guidance indicates that the triangulation of information from workforce planning and deployment technologies (WPTs; eg, the Safer Nursing Care Tool) and ‘local knowledge’ is important for managers to achieve appropriate staffing levels for better patient outcomes. Although WPTs provide managers with predictive information about future staffing requirements, ensuring patient safety and quality care also requires the consideration of information from other sources in real time. Yet little attention has been given to how to support managers to implement WPTs in practice. Given this lack of understanding, this evidence synthesis is designed to address the research question: managers’ use of WPTs and their impacts on nurse staffing and patient care: what works, for whom, how and in what circumstances?
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Article looking at the role of the Nurse Associate written by Jonathan Hayton, a third-year student, studying a BSc (Hons) in Adult Nursing at King’s College London, current chair of the hightingale Student Council. No abstract available.
This article is not available from the Academy Library’s collection. If you would like us to request it from another library, please call 0161 291 5778 or email the UHSM Academy Library