Name: Slide 1
Uploaded: 2023-09-16
Duration: 5 min
Description: Leading and Improving Care: Medication Error during Meds Round in the Ward.

Leading and Improving Care: Medication Error during Meds Round in the Ward. 

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Leading and Improving Care: Medication Error during Meds Round in the Ward

Healthcare professionals are involved in administering medication and will assess the feasibility of using tabards and bay tagging. Regulatory bodies ensure the project implemented aligns with the industry guidelines and standards. Patients – provide feedback.  Hospital administration – allocation of financial resources Training facilitators – conducting training and adoption  Effective stakeholder engagement will minimise resistance

Leadership is integral in the implementation of policies guiding the operations of the healthcare facility.  However, the efficiency of leadership strategies and change management can be realized where there is sufficient funding of the strategy.  With over 2 million people affected by medication errors in the UK annually, there is a need for funding new initiatives in reducing medication errors (Katme, 2020).  In this section, budgeting and cost analysis is provided for the project to minimize distractions during Meds rounds.  Business skill is utilized in understanding financial resources required, stakeholder analysis, and project evaluation

Project’s aim:  To minimize distractions during Meds rounds. Objective:   Using “DO NOT DISTURB TABARDS” during administration of medication. Development and implementation of bay tagging system.   Training sessions for the medical professionals.

Figure 1: NHS costs incurred. Source: NHS Resolution (2023)

Component Per unit cost  Vests/tabards £4.99 incl. VAT (Topembroidery.co.uk) Bay tagging system  £2,350 Training sessions  £200 Total  £2,554.99

Although these expenditures might raise concerns about the effectiveness in reducing medication errors and minimising destructions during Meds rounds, there would be long-term benefits with these multifaceted interventions.  Taking into consideration the cost implications associated with medication errors in NHS, these interventions will be effective in the wards.  For instance, in 2022, 41% of the total clinical negligence payments (£2.6 billion) were related to maternity, indicating the relevance of addressing the medication errors and negligence reported in the facility (Care Quality Commission, 2022).  Wards should implement these interventions to reduce the cost of harm to the patients reported in NHS.

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Initial costs incurred will be mainly on the production of vests/tabards, developing and implementing the bay tagging system, and training sessions to reduce costs

These key interventions minimise distractions during medication rounds with the bay tagging system targeted to patients' needs and medical professionals responding to these issues when necessary. When the costs are weighed against the potential NHS savings, the initial cost outlay can be worthwhile in enhancing financial efficiency and improving patient care.

Minimising medication errors and NHS can save significant amounts associated with legal ramifications, readmissions, and health complications.

Key players – project manager, nursing supervisor, IT team, and training facilitators Evaluation – done periodically to facilitate smooth flow of the process. However, data triangulation is needed to minimise the risk of subjective views. Lean Management Focusing on customer value – patient safety and accuracy of information Value stream mapping – identify bottlenecks.

For completion of this project, funding based on the budgeted or estimates should be undertaken.  This will minimise distractions during medication rounds, which elevate the patient's safety.

Care Quality Commission (2022). CQC Insight 14: Medicines safety in NHS trusts. [Online]. Available at https://www.cqc.org.uk/publications/major-reports/cqc-insight-14-medicines-safety-nhs-trusts (Accessed August 21, 2023) Figueroa, C. A., Harrison, R., Chauhan, A., and Meyer, L. (2019). Priorities and challenges for health leadership and workforce management globally: a rapid review. BMC health services research, 19(1), pp. 1-11. Harrison, R., Fischer, S., Walpola, R., Chauhan, A., Babalola, T., Mears, S. and Le-Dao, H. (2021). Where do models for change management, improvement, and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of Healthcare Leadership, 13, pp. 85 – 108. doi: 10.2147/JHL.S289176.  Jones, B., Vaux, E. and Olsson-Brown, A. (2019). How to get started in quality improvement. BMJ, 12, pp. 364 – 371.  Katme, M. (2020). Hospital errors led to patient’s death. BMJ, 12(4), pp. 370 – 381. doi: https://doi.org/10.1136/bmj.m3507 NHS England (2022). Stakeholder analysis. [Online]. Available at https://www.england.nhs.uk/wp-content/uploads/2022/02/qsir-stakeholder-analysis.pdf (Accessed August 21, 2023) NHS Resolution (2023). Annual reports and accounts 2022/23. [Online]. Available at https://resolution.nhs.uk/wp-content/uploads/2023/07/NHS-Resolution-Annual-report-and-accounts-2022_23-3.pdf (Accessed August 22, 2023) Shaikh, U., Lachman, P., Padovani, A. J. and McCarthy, S. E. (2020). The care and keeping of clinicians in quality improvement. International Journal for Quality in Health Care, 32(7), pp. 480-485. TopEmbroidery (n.d.). Safetywera – Vests and tabards. [Online]. Available at https://www.topembroidery.co.uk/product-category/workwear-ppe/safetywear-vests-and-tabards/?gclid=Cj0KCQjwuZGnBhD1ARIsACxbAVilbZBVszUMtevDIOqu02pwl3QGud97Aq3-FoeYTvVeEvcG-P42YqcaAqLTEALw_wcB (Accessed August 22, 2023)

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 Care Quality Commission (2022). CQC Insight 14: Medicines safety in NHS trusts. [Online]. Available at https://www.cqc.org.uk/publications/major-reports/cqc-insight-14-medicines-safety-nhs-trusts (Accessed August 21, 2023) Figueroa, C. A., Harrison, R., Chauhan, A., and Meyer, L. (2019). Priorities and challenges for health leadership and workforce management globally: a rapid review. BMC health services research, 19(1), pp. 1-11. Harrison, R., Fischer, S., Walpola, R., Chauhan, A., Babalola, T., Mears, S. and Le-Dao, H. (2021). Where do models for change management, improvement, and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of Healthcare Leadership, 13, pp. 85 – 108. doi: 10.2147/JHL.S289176.  Jones, B., Vaux, E. and Olsson-Brown, A. (2019). How to get started in quality improvement. BMJ, 12, pp. 364 – 371.  Katme, M. (2020). Hospital errors led to patient’s death. BMJ, 12(4), pp. 370 – 381. doi: https://doi.org/10.1136/bmj.m3507 NHS England (2022). Stakeholder analysis. [Online]. Available at https://www.england.nhs.uk/wp-content/uploads/2022/02/qsir-stakeholder-analysis.pdf (Accessed August 21, 2023) NHS Resolution (2023). Annual reports and accounts 2022/23. [Online]. Available at https://resolution.nhs.uk/wp-content/uploads/2023/07/NHS-Resolution-Annual-report-and-accounts-2022_23-3.pdf (Accessed August 22, 2023) Shaikh, U., Lachman, P., Padovani, A. J. and McCarthy, S. E. (2020). The care and keeping of clinicians in quality improvement. International Journal for Quality in Health Care, 32(7), pp. 480-485. TopEmbroidery (n.d.). Safetywera – Vests and tabards. [Online]. Available at https://www.topembroidery.co.uk/product-category/workwear-ppe/safetywear-vests-and-tabards/?gclid=Cj0KCQjwuZGnBhD1ARIsACxbAVilbZBVszUMtevDIOqu02pwl3QGud97Aq3-FoeYTvVeEvcG-P42YqcaAqLTEALw_wcB (Accessed August 22, 2023)

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