My dazzling padlet by Memory https://padlet.com/memory2408/xmtdab9gx338 Made with a wish on a star en-us 2016-11-13 17:59:09 UTC 2023-03-07 03:25:43 UTC hello@padlet.com memory2408 https://padlet.com/memory2408/xmtdab9gx338/wish/137211148 2016-11-13 18:14:24 UTC https://padlet.com/memory2408/xmtdab9gx338/wish/137211148 Professional Accountability memory2408 https://padlet.com/memory2408/xmtdab9gx338/wish/137212442
  • •Martin et al (2010) argues that people in a professional setting should naturally be able to show professionalism naturally from their experience of training and their qualifications.
  • •Since the trust is the only privately managed NHS Trust in the country, being manged by circle since 2012.  its governance is derived from the franchise agreement and intervention order approved by the secretary of state for health. This empowers all members of staff to take accountability and responsibility for the planning and implementing of high quality service. 
  • •The trust is to ensure staff are trained and should have knowledge of their responsibilities under the Mental Capacity Act(MCA) 2005 and deprivation of liberty safeguards. 
    • ]]>     2016-11-13 18:28:03 UTC https://padlet.com/memory2408/xmtdab9gx338/wish/137212442     Public interest memory2408 https://padlet.com/memory2408/xmtdab9gx338/wish/137212725
  • •Le Grand (2006) distinguishes the difference of a private sector and a public sector. He states that whilst the private sector is motivated by profit, however the public sector is driven by more unselfish motives and in particular to serve the public interest.
  • •In the case study it was found that there were many instances of staff wishing to care for patients in the best way but unable to raise concerns or prevent service demands from severely impinging on the quality and kindness of care for patients. 
  • •Risk assessments were not always reflective of the needs of patients in surgery and medical wards. This was evidenced by a review of 46 sets of notes of which 19 were found to have incomplete information or review.
    • ]]>     2016-11-13 18:31:31 UTC https://padlet.com/memory2408/xmtdab9gx338/wish/137212725     Managing performance memory2408 https://padlet.com/memory2408/xmtdab9gx338/wish/137213008
  • •It is important to measure the performance of organisations to be able to be able to identify strengths and weaknesses in order to make improvements. 
  • •The comprehensive inspections result in the trust being assigned a rating of outstanding, good, requires improvement or inadequate. Each core service received an individual rating which overall informs the trust rating and it was found that overall the trust had a rating of inadequate. 
    • Findings of ratings after inspection:
    • Urgent and emergency services (Inadequate)- no sufficient assurance processes in place to demonstrate that patients were not at high risk of harm when inspected. 
    • Medical care (Inadequate)- poor emotional and physical care which was not safe or caring. 
    • Surgery (Required improvement)- the safety of patients was at risk due to delays in nurses attending when patients call for help. 
    • Critical care (Good)-competent medical, nursing and other professionals worked efficiently to ensure safety. 
    • Maternity and gynaecology (Good)- the maternity unit provided safe staffing levels and skill mix. It also encouraged proactive teamwork to support a safe environment.
    • End of life care (Requires improvement)- patients at risk of not receiving safe or effective treatment that meets their needs. 
    • Outpatients and diagnostic imaging (Good)- outpatients areas were clean and equipment was well maintained. 
    ]]>     2016-11-13 18:33:36 UTC https://padlet.com/memory2408/xmtdab9gx338/wish/137213008