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The Acute Trust Perspective

The Acute Trust Perspective

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The Acute Trust Perspective

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  1. The Acute Trust Perspective Alyson Williamson Education Services Manager Newcastle Hospitals NHS Foundation Trust

  2. Newcastle upon Tyne Foundation Trust Freeman Hospital Royal Victoria Infirmary Newcastle General Hospital F1 - 65 F2 - 78 SHO – 180 SpR – 381 Total - 704 Tertiary centre

  3. How do you do it? • Look at exactly what you are being asked to do • Look at what you already have • Identify who can help you • Ask for help

  4. QA in Foundation Programme • Look at what advantages and head starts you already have • Deanery colleagues extremely helpful • Foundation Programme very well managed in Northern deanery • Margaret and colleagues developed the QAFP matrix

  5. First time populating database or matrix would be a lot of work but it will grow & we will get better at it Set up a small working group with College Tutors from Medicine, Surgery, Anaesthetics Get it right with these specialties – Lessons likely to work with other specialties Working Together

  6. A Clinical champion A Managerial champion Link into Trust strategy & overall aims Essential Manager is fully informed on QA process – QA expert Engagement of key clinicians What do we need for success?

  7. How do you do this? • By leadership • Communication • Networking across all directorates • Identifying an educational lead in each specialty area • Understanding some will need more support than others

  8. Sharing Success • Some specialties will be more organised than others • Need to learn from those and spread good practice • Anaesthetics well organised but didn’t engage with Education Centre • Resistant to gathering evidence “trust our colleagues, don’t need to prove we are delivering quality education”

  9. What is the next phase? • Links into other standards • Use the same approach • Look at what we already have • Engage with Trust, Deanery & regional colleagues • Essential that you understand your own organisation • Get out there and learn about your own organisation • We must not get stuck in boxes

  10. Makes you aware of improvements of a magnitude beyond what you think possible Internal benchmarking rarely has same “eureka” effect Team approach can grow ideas Value of benchmarking

  11. Learning From Others • Patient Liaison Manager • Community Advisory Group • Trainee Focus Group • COPMED training matrix

  12. Nationally • Encourage people to get out of their boxes • Talk across traditional boundaries • You never know what might happen ……