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The Acute Trust Perspective

The Acute Trust Perspective. Alyson Williamson Education Services Manager Newcastle Hospitals NHS Foundation Trust. Newcastle upon Tyne Foundation Trust. Freeman Hospital. Royal Victoria Infirmary. Newcastle General Hospital. F1 - 65 F2 - 78 SHO – 180 SpR – 381 Total - 704.

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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 ……

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