Burnout is caused by chronic stress in the work environment. Health care staff are particularly vulnerable because of their exposure to risk factors such as emotional interactions, exhausting shift patterns, and a lack of control over the demands placed upon them. The recent winter pressures have created the “perfect storm for burnout”.
There is strong evidence that burnout has an adverse effect on quality of care, patient safety and patient satisfaction.
The Mayo Clinic has developed a wide range of organisational strategies to promote clinical staff engagement and reduce burnout. They argue that many of these interventions are relatively inexpensive and can have a large impact. They include:
- Acknowledge and assess the problem. Regularly measure the wellbeing of staff and demonstrate that the organisation is trying to reduce burnout.
- Harness the power of leadership. Develop and support clinical leaders. The Mayo Clinic found that a 1% increase in senior doctors’ leadership score brought a 3% reduction in how likely those reporting to them would be to suffer burnout.
- Cultivate social connections and peer support. Invest in areas where staff can meet and relax.
- Develop targeted interventions for specific clinical areas.
- Align values and strengthen culture. Work to ensure shared values across the organisation, and use these for decision-making as well as recruitment.
- Provide resources to promote personal resilience and self-care.
- Flexible working patterns that support a better work-life balance.
Full post at the Nuffield Trust blog
CQC responds to increased pressure on health and social care by pausing some routine inspections of NHS acute services, GP practices and urgent care services planned for January
The CQC has taken the decision to pause some routine inspections of NHS acute services, GP practices and urgent care services planned for January. This is in response to increased pressure on the health and care system as services cope with additional demand driven in part by a rise in respiratory illness and flu.
A normal inspection schedule is expected to resume in February but this will be subject to review based on close monitoring of system performance. Any inspections deferred during January will be rescheduled as soon as possible. Providers will be contacted directly about any changes to planned inspections.
More detail at CQC
NHS Improvement has written to the chief executives of all trusts providing community services setting out actions they must implement to reduce delayed transfers of care over winter. | NHS Improvement | HSJ
NHS Improvement chief executive Jim Mackey has said trusts must help improve delayed discharges over winter and listed six actions they need to carry out in the next six months:
- Facilitate the sharing of patient data with acute and social care partners and from 7 November ensure daily situation reports are completed “to enable better understanding of community services at a national level”.
- Jointly assess discharge pathways with local partners including “being an active participant in the local acute provider’s discharge and hosting operational discussions daily where necessary to discharge patients in community settings”.
- Develop “discharges hubs” over the next six months and beyond, designed to be a single point of access for patients moving between acute and community services.
- Ensure a “robust patient choice policy” is implemented.
- Clarify to partner organisations what services the trust offers to patients.
- Ensure collection of patient flow data and data on plans to improve patient flow.
Full detail is given by NHS Improvement who have produced the following report to help improve flow into and out of community health services:
Flow in providers of community health services: good practice guidance
Related HSJ article: Trust chiefs given new instructions to tackle winter DTOCs
The number of NHS beds has fallen by half in 30 years, and plans for further cutbacks are “unrealistic” | The Kings Fund
A study from The Kings Fund has found that bed numbers – including general and acute, mental illness, learning disability, maternity and day-only beds – have dropped from 299,000 to 142,000 since 1987. Hospitals in England now have the least number of beds for their population compared with any other country in the European Union, with just 2.3 per 1,000 people.
The report explains that this decline is in part due to factors such as an increase in care being delivered outside hospitals. It also highlights the impact of medical innovation including an increase in day-case surgery, which has also had an impact by reducing the time that many patients spend in hospital.
The report however warns that there are signs of a growing shortage of beds. In 2016/17, overnight general and acute bed occupancy averaged 90.3 per cent, and regularly exceeded 95 per cent in winter, well above the level many consider safe. The authors state that in this context, proposals put forward in some sustainability and transformation plans to deliver significant reductions in the number of beds are unrealistic.
Full report: NHS hospital bed numbers: past, present, future
The government’s response to the House of Commons Health Select Committee report on winter pressure in accident and emergency departments.
This report responds to each of the 27 conclusions and recommendations in the Health Select Committee’s report, Winter Pressure in A&E Departments . It highlights how the NHS prepares for winter, as part of its year-round operational resilience planning, to ensure the health and social care system in England is fully prepared for the increased pressures at that time of year.
Full document: Government Response to Health Select Committee Report on Winter Pressure in Accident and Emergency Departments
Leaders of NHS trusts in England are deeply concerned about the NHS’s ability to respond to mounting pressures next winter, according to a new report published today by NHS Providers.
Winter Warning highlights the worries of many NHS trusts that extra funding for social care, partly allocated to ease winter pressure on the health service, is not consistently getting through to the NHS.
The report sets out in detail how the NHS responded earlier this year to what many consider to be the toughest winter on record. Despite extraordinary efforts from staff, the health and care systems struggled to cope under sustained pressure.
A key factor was the sharp rise in delayed transfers of care (DTOCs), for patients who were ready to be discharged, often because of difficulties in lining up suitable social care.
The government’s response in the spring budget was to use the £1 billion of extra social care funding for the current financial year to try to reduce social care-related NHS DTOCs, and so ease pressure on trusts.
The clear message in Winter Warning is that, in many places, this is not happening.
Sicker patients with more complex conditions are the main reason for worsening performance in A&E departments, according to The King’s Fund’s latest quarterly monitoring report.
Eighty per cent of NHS finance directors who responded to the latest Kings Fund survey identified higher numbers of patients with severe illnesses and complex health needs as a key reason for the pressures on A&E units, while 70 per cent cited delays in discharging patients from hospital. In contrast, only 27 per cent pointed to poor access to GPs and 20 per cent identified shortages of clinical staff as key factors.
The survey also highlights the effort made by the NHS to prepare for increased pressure on services during the winter. More than 70 per cent of the trusts surveyed increased their staff, while 80 per cent of clinical commissioning groups (CCGs) paid for extra resources in primary care. Other common measures included postponing planned treatment, paying private companies to take on NHS work, and paying higher rates to recruit more agency staff.
Read the full report here