The information provided in hospital letters is insufficient to allow GPs to put structures in place to monitor drug therapy.
healthcare outcomes. At present there is less emphasis on developing leadership skills compared to other aspects of training Aim To understand anaesthetic trainees' experience of leadership and management and how best to develop these skills during training. Ultimately, this led to the implementation of a leadership and development passport (adapted from the Faculty of Medical Leadership and Management leadership passport) amongst anaesthetic trainees. Method An electronic survey was sent to all anaesthetic trainees in our trust. It consisted of ten questions regarding leadership opportunities, at what level of training to introduce leadership and management skills and how best to achieve these goals. Results In total 22 trainees responded. 95% thought leadership and management skills were important with 59% thinking they should be incorporated throughout training. 95% of trainees have had ideas in improving patient care or the working environment, however, 77% have not had these sustainably implemented. Multiple barriers were identified with lack of opportunity and lack of time being the top two. A vast majority, 82%, thought that the leadership passport would be a useful tool. Conclusion Trainees are meeting barriers having their improvement projects implemented. Despite increasing emphasis on doctors' leadership and management skills by the GMC, the practicalities of leadership development during training remains unclear. This leadership passport aims to empower trainees to sustain their ideas and to support them in developing leadership and management skills. We are confident that this will be an invaluable tool in developing the leadership skills of tomorrow's doctors.
spanning Croydon Health Services NHS Trust, CCG, Local authority, Primary care and the Voluntary sector. We present initial phase 1 reflections. Interventions *Training: A tiered approach, equipping individuals with a calibrated skillset in QI methodology, providing mentorship & leadership. *Communication: Establishing a designated CQI team & social media presence, developing a strong 'CQI' brand. *CQI Hub: A physical space enables staff engagement and provides a 'visible' reminder of CQI. *Integration: The CQI Board was created to ensure that all stakeholders were engaged and adopt one methodology across Croydon systems. Measurement of improvement: Utilising the IHI 'Improvement Capability self-assessment' tool, generated benchmark results. These show a predominance for 'just beginning', 'developing' or 'making progress' with greatest developments seen in 'Improvement of Knowledge and Competence', 36.11% selecting 'making progress'. Additionally, a CQI repository with over 100 QIPs enables analysis of trends. Projects are allocated domains for levels of complexity and note their level of engagement; 45% team-based, 47% single organisation and 8% multiorganisational. Impact The start of a 'process' of change with CQI has been shown, however we must reflect on the challenges below; *Capacity and focus : With multiple demanding pressures. *Initiative fatigue: Risk of repetitive 'initiative' roll outs. *Integration: Importance of building further stakeholders' engagement across systems. *Training: Challenge of time and enthusiasm. *Leadership and ownership: To drive and sustain the collective vision of CQI. Reflections CQI is uniquely Croydon, by celebrating the opportunities towards collaborative working with our shared focus, we shall sharpen our alignment as we strive towards CQI being harnessed within our everyday practices.
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