Transitioning to PSIRF

Regular communication about organisation-wide implementation, including with the Board, was essential. It helped secure buy in and embed the PSIRF concept, language and framework across the hospice. The team delivered presentations about the framework in varied forums, including Senior and Executive Leadership Team meetings, to ensure people had time to absorb detail and the opportunity to ask questions.

Collaboration with non-clinical teams across the hospice was vital in the development of infrastructure to facilitate the transition. Joint project teams were set up for specific parts of the implementation plan, including development of an event reporting tool. 

The hospice team also reached out to four local Integrated Care Boards (ICBs) and utilised online forums and communities of practice to connect with people outside of their organisation. This helped them identify a starting point for implementation and build a vital network of contacts for support.  

The hospice uses an all-in-one management software called Vantage to manage incidents, risk, compliance and facilities. Part of the transition involved updating the event reporting tool within Vantage to embed PSIRF language and tools. This enabled the project team to analyse and understand patient safety incidents within the new framework.  

During the ‘development phase’, the team utilised a peer review process and invited constructive feedback to create the most effective version of the tool. The peer review process helped identify key learnings which could be taken forward when rolling out PSIRF to the wider organisation.

Saint Francis Hospice had limited capacity to recruit new staff to lead, implement and transition the organisation through the PSIRF framework. As such, the work was added to existing portfolios of work. This slowed the pace of transition, although the willingness of staff to learn and adapt meant it was possible to achieve.

The PSIRF Lead and Project Support Lead voluntarily took on extensive training at pace. In addition to full-time positions, they both completed online training from the Health Services Safety Investigations Body and elearning for healthcare. This increased knowledge base equipped them to guide others through the transition, although the cost in individual time was high. 

The local ICB issued tight deadlines in which to complete the PSIRF policy, plan, terms of reference and gap analysis. This required extra time resource to meet them. 

It was initially challenging to launch PSIRF training, particularly because staff were unfamiliar with the NHSE’s eLearning for healthcare hub platform, which the hospice was using to deliver training. This meant that the digital learning support needs of staff increased significantly. Additionally, the platform was missing a way to evaluate learning and report on compliance. The solution was to migrate the course material into the hospice’s in-house e-learning platform. This enabled greater accessibility, increased learner confidence and effective targeted support.  
 

The transition to PSIRF was a gradual process, which meant it could be difficult to maintain momentum. A focused programme of activity was required to keep staff engaged, informed about the guidance and supported in acquiring knowledge and skills. This work around learning, action and outcomes helped craft a more positive environment to achieve implementation.

Updating all relevant internal documentation to link with PSIRF became a large piece of work. This was a time-consuming task that involved reviewing policies and guidelines across the organisation. The team had to decipher which internal processes and policies were relevant. Having a clear understanding of existing guidelines was important before making amendments.