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Carolyn Clover

DIVERSITY IN PRACTICE LEADERSHIP – A QUESTION OF CARE, QUALITY AND SAFETY: Professor Laura Serrant, 22nd November 2018

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Abstract: Nursing and healthcare in the 21st century is charged with delivering high quality care within an increasingly diverse society. Much of the policy, practice and research drivers around cultural competence, diversity and nursing practice focuses on meeting the needs of patients, service users and the public – particularly following the findings of the Francis Report (2013). However, recent reports have highlighted that highlighting the need for compassionate care for patients often occurs in isolation from recognising the needs of the workforce or the nursing profession as a whole – in this regard we do ourselves a dis-service – and in the silent spaces between patient need and workforce responsibilities, we fail to acknowledge the importance of professional leadership as the catalyst to delivering the high quality, equitable and culturally competent care that we all hope for. This presentation will use personal and professional reflections to highlight the importance of culturally competent and compassionate leadership to truly achieving safety and quality in 21st century health care. It explores the challenges and opportunities faced at an individual and professional level in the UK. It looks back at nursing strategic drivers of the last 3 years in the UK and makes a case for centralising culturally competent, compassionate leadership in the light of the new strategic framework for nurses, midwives and care staff (2016)

Biography: Professor Laura Serrant OBE is Professor of Nursing in the Faculty of Health and Wellbeing at Sheffield Hallam University, one of the few black Professors of Nursing (out of 262) in the UK. She is one of the 2017 BBC Expert women, Chair of the Chief Nursing Officer for England’s BME Strategic Advisory group and a 2017 Florence Nightingale Scholar. She is an ambassador of the Mary Seacole Memorial Statue and the Equality Challenge Unit Race Equality Charter for Higher Education. Her work has been recognised with numerous awards and prizes, including Queens Nurse status and Fellowship of the Queens Nursing Institute to those who have shown leadership in community nursing. In 2014, she was named as one of the top 50 leaders in the UK by The Health Services Journal in three separate categories: Inspirational Women in Healthcare, BME Pioneers and Clinical Leader awards. The Powerlist 2018 lists her as the 8th most influential Black person in the UK. She was awarded an OBE in the Queen’s Birthday Honours list this year for services to Health Policy.

Presentation slides available here

PRIZING OPENNESS OR PRISING OPEN THE NHS? STAKEHOLDER VIEWS ON THE IMPACT OF POST-FRANCIS POLICY INTERVENTIONS: Professor Graham Martin, 20th September 2018

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Abstract: Inquiries, academic work and expert group reports on problems in the quality of care in the NHS and other healthcare systems have identified shortcomings in ‘openness’—that is, the extent to which organisations enable concerns to be raised and disclosed freely without fear—as critical to the incubation of failings in quality and safety. In response, the NHS in England has developed policy initiatives that seek to improve openness, including a statutory duty of candour when care processes give rise to harm, the introduction of ‘Freedom to Speak Up Guardians’ to facilitate staff voice about concerns, and changes to various processes, including the way serious incidents are investigated. The evidence base for many of these changes, however, is uncertain, and their impact on the quality of care unevaluated.

This paper discusses emergent findings from an ongoing evaluation of various openness initiatives in the NHS, focusing in particular on an interview-based sub-study of senior stakeholder views on the implementation and impact of these initiatives. It highlights some of the challenges involved in achieving greater openness given past experiences and deep-rooted beliefs about the (at best ambivalent, and often negative) consequences of being open, the difficulties involved in diagnosing opacity and fostering openness, and the approaches taken by senior clinicians and managers to translating policy into practice. It relates findings to current policy and wider evidence and theory on interventions to facilitate employee voice and achieve culture change.

Biography: Graham Martin is Director of Research for THIS Institute, a new unit funded by the Health Foundation at the University of Cambridge to develop the evidence base for and impact of work to improve healthcare quality and safety, and Professor of Health Organisation and Policy in the SAPPHIRE Group, University of Leicester. His research focuses on social, organisational and professional issues in healthcare system change, with a particular focus on quality improvement work and policy initiatives to address quality, safety and risk in the NHS.