Creating safe and resilient prescribing systems Hereford Hospitals NHS Trust
- Improvement project
- Analytics and data
- Patient safety
- Integrated care
- Workforce
- Safer Clinical Systems
- Team at Hereford Hospitals NHS Trust worked with a technical support team from Warwick University.
- Project focused on making prescribing systems safer for emergency medical patients.
- The team tested interventions including pharmacist support during ward rounds, redesigning pharmacy induction training for junior doctors and using ‘antibiotic crib cards’.
- Ran from October 2008 until the end of 2013.
A team at Hereford Hospitals NHS Trust worked with a team at Warwick University on a project to reduce medication errors by making prescribing systems safer and more reliable for emergency medical patients.
Following an assessment of areas where systems were failing, the project focused on: poor information flow; lack of training and procedural support; and an absence of feedback concerning prescribing errors.
The team tested interventions, including:
- pharmacist support during ward rounds
- redesigning pharmacy training for junior doctors
- using ‘antibiotic crib cards’.
The percentage of prescription items not requiring an intervention by the pharmacist increased from 79% in November 2008 to 87% in April 2010.
Learning points from phase one
- Focusing on ‘reliability’ was more positive than ‘error’ and invoked less of a blame culture.
- Taking a system-focused approach helped everyone understand how system weaknesses can increase the risk associated with human factors such as tiredness.
- Proactive methods of dealing with risk were powerful. The team now focus on identifying factors that contributed to the error.
- Existing incident reporting systems were of limited use. Using only numeric indices to indicate safety was limiting – narratives and qualitative information were needed as well.
- There remained a frustration with the wider system, for example, when obtaining a medical history, junior doctors knew what they should be doing but the system didn’t allow them to do it.
- The process empowered staff. Attitudes changed from ‘that’s the way it is, nothing will change’ to a feeling of much greater control.
Further reading
About this programme
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