2019 AgendaFilter by Category
Opening remarks delivered by the Chair.
Key recommendations and findings on the scope, operation and purpose of the fit and proper person test
- A ‘just’ culture: Leading the transition from blame to a culture which priorities safety over fear and promotes shared learning and transparency;
- Patient safety specialism: Implementing the right competency framework for frontline staff to effectively track, investigate and prevent incidents and developing a programme for continuous improvement;
- Dynamic Leadership: Developing a shared leadership agenda which is practical, sustainable, service-specific, value driven and patient-centric;
- Data driven: Utilising data to inform new safe strategies, to provide demonstrable cumulative benefits for patients and developing standards for shared data collection, benchmarking and reporting and;
- How patients can engage for improved patients safety, to prevent harm and to be better supported and for shared learning from when things do go wrong.
• How NHS Estates is developing the Building Information Modelling Process to support healthcare-built asset management
• Maintaining healthcare facilities and equipment and preventing healthcare-associated infections
• Balancing operational productivity and performance of trust assets and ensuring optimal use to support growing capacity demands;
• Equipping the supply chain to deliver the e-procurement strategy and examining the next steps for promoting efficiencies in the management of NHS Estates;
• Assessing the role of public – private partnerships to transform and modernise NHS Buildings
- Decisions in good faith: Driving accountability and examining the application of legal sanction in the context of systemic pressure and human factors, which underpin medical errors;
- Professional Resilience: Reducing professional anxiety and creating an open culture where HCP’s can learn from reflective practice, to drive improvements in patient care;
- Non-defensive healthcare: Talking candidly about everything that contributes to patient harm and wining the confidence of patients and their families in need of redress and healthcare professionals.
Chief Executive Officer and Deputy Ombudsman
Parliamentary and Health Service Ombudsman
Chief Operating Officer and Deputy Chief Executive
General Medical Council
Clinical Director for Quality Improvement and Patient Safety
Royal College of Physicians
Deputy Director, Fitness to Practise
Nursing and Midwifery Council
- Building systems that talk: Unlocking improvements in patient safety with agile and integrated technology from health and social care in adherence to the highest privacy standards
- Digital adoption: Reducing variance in the adoption and implementation of cutting-edge innovations across the country
- Getting true value from big data: Harnessing the power of AI, data science and new wave patient-facing tech to support clinicians, and provide opportunities for early intervention, and the development preventative pathways
- Clinically led transformation: Providing essential clinical solutions by embedding the clinical voice in digital decision making, identifying pain points and tailoring solutions to meet their needs.
- Tapping into the potential of telemedicine to put the power of medicine back in the hands of patients
- A safe space for learning: Analysing the practical outcomes of the recent HSIB investigation recommendations and how it is eliminating adverse consequences for patients;
- Meaningful Safety Action: Encouraging further development of mechanisms for detecting and flagging issues and ensuring that learning is shared across the whole healthcare system;
- Designing and refining safe systems: Reviewing how HSIB is influencing the NHS system and changing the approach to clinical training, pathway design, culture, skills of trust boards, inspection regime and the regulation of organisations and professions.
- Making the best use of heterogenous and evolving data and connecting clinical, molecular and real-world data so that it is meaningful and able to drive better patient outcomes
- Developing cutting edge algorithms to solve every day challenges facing the NHS such as reducing A&E waiting times, predicting patient behaviour patterns, suggesting treatment plans and supporting clinical decision making
- Supporting staff to adapt and utilise new diagnostic and assistive healthcare technology and delivering a continuous improvement cycle
- Adopting the appropriate safe guards and implementing privacy -preserving machine learning measures to health data
- Practical outcomes of CQC Inspections: Understanding how inspections are improving governance, root cause analysis of investigations, multi-disciplinary working, changes to organisational culture and encouraging outstanding practices and quality improvement initiatives;
- Shared view of quality: Analysing excellent care at every stage of the care life-cycle and assessing the metrics used in quality assessments and how trusts can achieve outstanding care provision;
- Maintaining quality together: Engaging patients, users, providers and commissioners in the development of a multifaceted monitoring processes for deep long-lasting change.
- Increasing the consistency of patient care and developing evidence-based guidelines, quality standards and technology appraisals to improve patient outcomes;
- Identifying variations in patient access to treatments and driving access to new and innovative treatments across the NHS.
170,000 people, young and old, die of cancer in the U.K. each year, having run out of options – and hope. 56% within a year. 28% more don’t see the fifth anniversary of diagnosis. Patients’ right to try and Doctors’ fear of doing harm clash continually.
- Taking the lead on safety: Ensuring patients are present and involved on all levels of healthcare organisation using partnership, co-production and collaborative methods;
- Participatory healthcare: Changing the health care system to make it fairer, more equitable and empowering patients to take an active part in their healthcare and treatments;
- Measuring success: Understanding the impact of diverse patient safety improvement activities and how this can be better supported.
- Learning from deaths: Preventing repeat incidents and deaths by driving system wide processes to learn from incidents, ensure transparency and accountability, and improve safety.