Royal Free London NHS Foundation Trust Staff, members, and governors’ magazine // July / August 2026 Our incredible journey Organ retrieval – delivering the gift of life
L-R: Nuala Kelly, Anjali Dave and Elissa Myers David Nash Follow us on Facebook, Instagram, LinkedIn and YouTube to see what our patients and staff are saying about us Uncovering patients’ missing chapter 3 to the July/August edition of our bi-monthly staff, members and governors’ magazine. Feeling at home in an organisation, especially one as large as the RFL, can sometimes be a little bit overwhelming. Having a voice and knowing your actions can make a difference is something which makes getting involved with our staff networks incredibly special. On page 4, you can read all about what the different networks have to offer. I urge you to reach out. I wasn’t working at the RFL when the clinical practice groups (CPGs) were introduced but every day I see them in action and the improvements and benefits they are realising for patients and staff. As we mark 10 years of CPGs, find out more on page 8 about how they have helped us improve services. The abdominal organ retrieval team at the RFH are an incredible group of staff who literally go the extra mile day in, day out to retrieve organs from across the country for our patients. Now we have become an assessment and recovery centre for livers and kidneys, we are also retrieving organs for use by patients in hospitals outside our trust as well. Read more about the extraordinary work of this team on page 6. The record-breaking temperatures we have experienced this summer have had a huge impact on our emergency departments and our wards. I would like to take this opportunity to thank every one of you as I know you have often faced a challenging environment at work. Thank you for your resilience and understanding. We are working hard to support you in the short and long term with cooling solutions. The last thing David Nash remembers before waking up in intensive care is sitting in his doctor’s surgery over a month before. David, 57, was in a coma for six weeks in BH’s intensive care unit (ICU) after experiencing a stroke followed by a cardiac arrest and full organ failure. Like many patients who are cared for in ICU, he’s unable to recall much about his time in hospital. Staff use a tried-and-tested method to help patients uncover their missing period of time: diaries. Principal ICU clinical psychologist Elissa Myers explained: “Patients who have been intubated or are on a ventilator often won’t remember what’s happened to them and delirium is very common – they can believe they’re in another country, under the sea or even being hurt. When they read the diaries of their time in hospital, it helps them make sense of their experience.” Nuala Kelly, ICU clinical practice educator, added: “Each day our nursing staff write a single entry with updates about the patient’s condition, tests they’ve had or progress they’ve made.” David, who owns a music industry publishing company, recalls: “I woke up in ICU and didn’t have a clue what had happened to me. I was able to return home at the start of November and began piecing things together with my family. That’s when I was given my diary. “When I first read it, it was really upsetting – I cried at the condition I had been in and what I had put my family through. I had died and it was shocking to hear what they had to do to resuscitate me. I was frightened I was never going to recover from what had happened to me – I can’t tell you how important it was to have this diary to lean on.” When David was discharged, he had to undergo physiotherapy to help him learn to walk again and speech therapy. He had the support of trainee clinical psychologist Anjali Dave, and his family, to adjust to his new reality. Anjali, who met regularly with David after he was discharged, said: “The diaries can be an overwhelming Hello and welcome Peter Landstrom Group chief executive Care with compassion Act with integrity Champion inclusion Deliver excellence “I cried at the condition I had been in “ Key to abbreviations: Barnet Hospital: BH Chase Farm Hospital: CFH North Middlesex University Hospital: North Mid Royal Free Hospital: RFH Royal Free London: RFL 2 document to receive, as patients often have to grasp how serious their condition was and the impact on their family like David did. We support them through this.” David commented: “The nurses are so busy in the hospital and on the wards that when I was told about the diary, I assumed they might have scribbled a couple of words and that would be the end of it. But that wasn’t the case at all – I felt so much emotion when I was reading my diary. Staff had put their heart and soul into every word they wrote. I feel my stay in ICU was a marathon, and the whole team was with me, every step of the way.” Encouraging family members to contribute to patient diaries has been a big focus for the ICU psychology team, who have seen a 30% increase in family involvement in recent months. “Contributing to the diaries can help families feel involved in their loved one’s recovery and reduce their own mental struggles,” Anjali explained. David, who starts a new physiotherapy programme at BH soon, said: “I still go through my diary now. It’s a privilege to read it and I can’t thank the team enough.”
5 4 Our staff networks provide a forum for staff to come together and are a mechanism for driving change. If you’ve thought about joining but haven’t got round to it, now’s the time. Together we’re stronger Melissa Coleman Flourish Staff Network Our network is a supportive, collaborative space designed for colleagues working in Bands 2 to 5. It aims to bring staff together to share experiences, build confidence, access development opportunities, and strengthen their voice within the organisation. The network is particularly aimed at those who want to connect with peers, explore career progression, and contribute to shaping a positive and inclusive workplace culture. Chair: Judith Balogun Contact us: rf-tr.flourish@nhs.net Join us! Judith Balogun said: “Joining the Flourish Staff Network is a chance to connect, grow, and feel genuinely supported. This space is designed for you, a place where your voice matters, your development is encouraged, and your experiences help shape a stronger, more inclusive workplace. I’d love to see more colleagues get involved and benefit from the confidence, community, and opportunities the network offers.” Coming up: Tuesday 29 September: 3 to 4pm – network meeting Tuesday 24 November: 3 to 4pm – network meeting The Women’s Network We aim to provide advice and guidance on female staff experience including policy development, mentorship and peer support. The network is a safe, respectful and inclusive environment for female staff to discuss various issues and help improve their working environment. The network is open to everyone, including allies. Chairs: Liz Pickering, Stacey Prior, Tejal Vaghela, Dawn Marinopoulos Contact us: rf-tr.womens-network@nhs.net Join us! Stacey Prior said: “The Women’s Network is a space where your voice is heard, your experiences matter and together we create a more inclusive, supportive workplace for everyone. Through our bimonthly meetings, the network offers a welcoming space to connect with colleagues, learn new perspectives and build meaningful relationships – empowering us all to grow, support one another, and drive positive change.” LGBTQ+ & Friends Network The LGBTQ+ & Friends staff network uses the lived experience of its members to support RFL LGBTQ+ staff, helping to ensure they feel safe, included, valued and treated equitably. Our network welcomes allies – those who support and are willing to stand up for the LGBTQ+ community. We are open to all RFL staff. Co-chairs: Stephen Downer and Dale Carrington Contact us: rf-tr.lgbt@nhs.net Join us! Stephen Downer said: “For a long time there was no support network to turn to when I needed help. At the launch of the LGBTQ+ & Friends network in 2014, I volunteered and was appointed co-chair. “Since then, many people have joined the network. I still remember receiving an email from a member saying that if it wasn’t for the network, they wouldn’t be who they are today. It was a powerful reminder that even small actions can make a meaningful difference.” Coming up: Our network meetings are held on the second Thursday of each month from 12.30pm on Teams. Please email the network for the invite. Royal Free Jewish Staff Network The Royal Free Jewish Staff Network is open to Jewish colleagues and allies who want to celebrate Jewish identity, culture and faith while helping to create a workplace where everyone feels respected, included and able to thrive. We provide a welcoming space to connect, share experiences, raise awareness and support one another throughout the year. Co-chairs: Joanne Phillips and Melissa Coleman Contact us: rf-tr.jewishstaffnetwork@nhs.net Join us! Melissa Coleman said: “Our network is about belonging. Whether you’re looking to connect with other Jewish colleagues, learn more about Jewish traditions, or be an active ally, everyone is welcome. Hearing members say they’ve felt seen, supported and more confident bringing their whole selves to work reminds us why this network matters. Together, we can build understanding, celebrate our diverse experiences and ensure every colleague feels valued.” Coming up: Join us for events marking the High Holy Days, guest speakers, cultural celebrations and informal coffee catch-ups. We look forward to welcoming new members and allies. BAME Staff Network The BAME Black, (Asian and minority ethnic Network) represents our staff of different diasporas. It is a safe place for staff to have conversations relating to professional development as well as equity and fairness. The network encourages staff to speak out about any inequalities they are experiencing. Co-chairs: Zahrah Awaleh, Alisha Ali, Annette Heslop, Cala Layne, Chanelle Lubrun Contact us: rf-tr.bamenetwork@nhs.net Join us! Annette Heslop said: “There has been a lot of antiracist work done in the trust over the past few years, from BAME staff being included on interview panels for senior management through to reverse mentoring, where senior staff are paired with more junior BAME staff so both can learn from each other. Our network gives staff the opportunity to speak about their lived experience of working in an organisation that needs to give all staff opportunities, not just white staff. We are listened to but more action needs to be taken.” Coming up: Our network meetings are held on the fourth Wednesday of each month from 2 to 3pm on Teams. Contact us to register. Disability and Long-Term Conditions (DTLC) Staff Network The DLTC Staff Network is for anyone living with a disability or long-term condition, visible or invisible and for allies who want to help create a more inclusive workplace. Alongside building community, the network also helps influence change across the organisation. Chair: Rona Van-Horne Contact us: rf-tr.disabilityandlong-termconditions@nhs.net Join us! Rona Van-Horne said: “This is a space where you Members of the Women’s Network Staff celebrating Pride Judith Balogun Coming up: Tuesday 22 September – network meeting, gynaecological cancer awareness month can be honest, be yourself and know there is no judgement.” North Mid DiverseAbility Staff Network We promote independence, dignity and integration for people with disabilities and long-term conditions. Chair: Louisa Georgiou Contact us: northmid.diverseabilitynetwork2@nhs.net Coming up: Both networks host meetings, awareness sessions and confidential one-to-one sessions.
6 Helping donors pass on the gift of life Receiving a phone call in the middle of the night is nerve-wracking for most people. But for those on the national transplant waiting list, it could be a life-changing moment in which they are told a donor organ is available. And when the call comes, they won’t be the only ones who need to spring into action. The abdominal organ retrieval team at the RFH is one of 10 teams across the UK on standby 24/7 to retrieve organs for transplantation. Although there are more than 20 members of the team, usually only five will go out to a retrieval at one time. Their remit means they have to be ready to travel anywhere in the UK or Ireland when on call – by ambulance van or even plane. But before the retrieval team is called into action, the transplant coordinators at the RFH receive the offer from NHS Blood and Transplant (NHSBT). Dee Sexton, lead liver transplant coordinator, has worked in the team for 30 years. She explained: “We’re the first point of contact for NHSBT. When an offer comes in, we mobilise the retrieval team and contact the recipient, surgical teams and ward staff to prepare for the potential transplant. “Communication is fundamental as we’re always thinking about the clock. The longer an organ is out of the body, the more it’s at risk – and we liaise with many different departments throughout the coordination process.” “When we retrieve an organ, there are scrub nurses, organ preservation practitioners (OPPs) and two surgeons,” explains Carlo Ceresa, hepato-pancreatobiliary (HPB) and liver transplant consultant surgeon. “It’s very unpredictable work – but it’s very fulfilling. If you’re passionate about transplantation, you have to be passionate about organ retrieval.” Jimmy Thalla is a scrub nurse in the team and is usually based in the RFH theatres. He describes his role: “When we travel to help out with retrievals, the scrub nurses prepare the instruments and assist the surgical team with removing the organ from the donor.” When the organ has been removed, it’s then the OPP’s job to help ensure it’s suitably packed and arrange its transport to the receiving hospital, where a patient will be waiting for it. The RFH is one of seven liver transplant centres in the country. There are two ways to keep a liver safe and healthy on its journey: cold perfusion or normothermic machine perfusion (NMP). Cold perfusion uses a cold preservation fluid to keep the organ cool while it’s being removed. Once removed, it’s then put on ice and sealed ready to go. Keziah Crick is the lead clinical scientist for organ preservation at the trust. She explained the alternative option: “NMP machines recirculate the blood supply around the organ to keep it functioning before it’s removed and while it’s travelling. Only when the surgeon assesses that it’s healthy for transplantation will we bring the organ to the receiving hospital.” Scrub nurse Princess April Verganio said: “Sometimes tumours can be found in the organ that haven’t been discovered before, which means it’s not able to be used. Any injuries to the organ will also mean it won’t be available to the recipient, so we have to be very careful when moving it.” “NMP has been the greatest innovation in organ retrieval in recent years,” Carlo said “It resuscitates the organ prior to retrieval and improves its function and post-transplant outcomes. It means we can transplant up to 10 more patients a year and can accept organs from much older patients.” Fulfilling final wishes Chris Bishop is one of the team’s newest recruits. Speaking about his experience as a trainee OPP, he said: “You experience the transition between the end of one life and the beginning of another one – and there aren’t many areas you can work in that encapsulate that.” Scrub nurse Hannah Rosario added: “The most important part of the role is that you’re fulfilling the donor’s last wish and giving them what they wanted. As a team, we take a moment of silence for the donor before we proceed.” “You know the difference a liver is going to make to the recipient and their family – that’s what keeps us going in the middle of the night,” Dee said. “The donor family have made a difficult decision, often in tragic circumstances. They’re still thinking about helping others in their time of grief.” Senior OPP Jenecia Brathwaite reflected: “This job gives you a greater appreciation for life and your role.” Jee Yeon Lee, team leader for HPB and liver transplantation, said: “The team are really hardworking. They cover nights, days and weekends. Behind the scenes, we also have drivers who are the unsung heroes and those working operationally who get us where we have to be.” Flying to save lives RFH organ retrieval perfusionists and team leads Retrieval team “ “ We take a moment of silence “One skill that’s essential for this job is coping with the unexpected,” Blaise Biny, OPP, said. “You have to think fast in an emergency situation but also be compassionate and understanding of what others are going through.” Almira Rairata works at the RFH as the national organ retrieval logistics service manager and has worked in transplantation at the RFL for 25 years. She commented: “As a team, we’re very close. We support each other and often get together outside work. We recognise each other’s achievements and, when we do get emotional, we can talk about it.” The specialty that keeps developing With an ageing population and growing transplant waiting list, organ transplantation is constantly evolving to keep up with demand. Research is a big priority for the team. Keziah commented: “Organ perfusion was only introduced around 15 years ago and now every transplant centre in the UK uses it. We carry out around 170 organ retrievals each year, 85 of which use machine perfusion, and the trajectory continues up. The RFH is also now a liver assessment and recovery pilot centre which also helps increase the number of organs suitable for transplantation.” It was the technology that drew Blaise to the team. He said: “Organ perfusion is very specific and it’s exciting that you get to see this super specialised technology. We’re also very involved in research – we could help develop new technology so patients on the transplant waiting list can benefit.” “Nationally, we’re one of the most active hospitals with regards to clinical trials in machine perfusion,” Keziah added. “The next challenge for us is to initiate our own studies to better determine the quality of certain donor livers ahead of transplantation.” 7 Some of the scrub nurses involved
8 A decade ago, the RFL committed to a new approach in the UK – clinical practice groups (CPGs): clinician-led groups responsible for defining clinical standards, redesigning patient pathways and reducing variations in care across the trust’s hospitals. From those early scoping days, we have seen thousands of CPG-led improvements to patient care and the work continues. There are currently 106 pathways across RFL, 44 of which are digitised, and we continue to step up pathways at North Mid and across the trust. The results have been phenomenal. For cardiovascular, one of the trust’s clinical priorities, the inpatient heart failure digital pathway delivers consistently lower inpatient and 365-day mortality rates compared to the national average. Thanks to the pathway, which was launched at BH in 2019 and at RFH in 2021, the mortality rates have dropped from 14.6% to 9.5% at BH and from 9.0% to 5.1% at RFH. For patients admitted with a primary diagnosis of heart failure, the mortality rate has dropped by more than 40%. The success of the pathway – which utilises an automated blood test referral to the heart failure team to rapidly diagnose or rule out heart failure, close telemonitoring and safely and quickly increasing medication doses to target levels – has encouraged other trusts to trial it, with NHS England including it as part of their pathway blueprint for use across the country. Nearly every single one of our patients has benefitted in some way from our CPG work. There are the patients team if they are not filled by 1pm. The collaboration between the respiratory and nuclear medicine teams enables patients to have PET/CT scans much earlier in their lung cancer pathway, resulting in multiple benefits, including a dramatic improvement in waiting times. At the beginning of January last year, only 4.7% of patients were being seen and had their scan reported by day four. At the beginning of this year, 47% are being seen and their scan reported by day four – a tenfold increase. Additionally, there are now just 5% of patients waiting more than 10 days to start their treatment – last year that figure was 76%. Dr Anant Patel, lung cancer pathway lead, said: “This collaborative approach between the respiratory and nuclear medicine teams has delivered brilliant results. We are now the top-ranking trust in London and top five in England for our lung cancer 62-day wait.” More rehab for patients RFL is committed to providing data for more than 50 national audits with data requirements often changing every year. Despite having an established electronic patient record (EPR) system, the majority of audits are still undertaken manually, with information transcribed from EPR to the audit platform. Building on the success of the chronic obstructive pulmonary disease and adult asthma CPGs, the cardiac rehabilitation CPG has been working with the EPR change team and clinical medical information officer with a specialist interest in data to deliver more than 95% of data items required for the National Audit for Cardiac Rehabilitation CPG by automating data extraction from EPR. Since last summer the team has been able to accurately and reliably achieve this for more than 90% of the data items, with the remaining 10% on its way. As a result of the extra time released – 50 clinical hours a month – the team have already been able to significantly increase the number of cardiac rehab sessions they can offer. Rachael Brady, CPG programme manager, said: “The aim is for this to be replicated for as many other audits as possible giving even more of our staff additional time to spend with patients.” Tick Tock! Test it. Write it. Right Away All wards, except ICU and maternity areas, are taking part or will take part in a diabetes CPG 12-week improvement programme. The aim is to improve clinical outcomes by significantly reducing time to corrective treatment for hypo/hyperglycaemia and reducing the amount of time a patient’s blood glucose is not in range to avoid deterioration in health. At the start of the project, more than 50% of patients were not having their blood glucose levels documented on EPR within three minutes of the test being carried out and more than 5% weren’t having who go home sooner after hip or knee replacement surgery – currently an average reduction in length of stay from 4.5 days to 3 days, with the team now focused on moving to 0-1 night stays, which is currently already being achieved by 20% of our patients. There has also been a reduction in neonatal unit admissions from 8.3% to 6.8%. That’s more than 300 babies able to remain with their mothers, who previously would have been admitted to a neonatal unit. Kam Kalirai, director of CPGs, said: “From induction of labour to frailty and virtual care, our CPG success story keeps on going and growing, delivering better outcomes for our patients, value for money and staff satisfaction.” Sharing some of our recent successes A 10-fold improvement The 62-day pathway for suspected lung cancer is a fasttrack process from urgent referral through a diagnostic phase which involves rapid investigations to confirm lung cancer, including CT and PET imaging, biopsy procedures, blood tests and lung function assessment. To increase next day availability of PET/CT slots two morning slots are now protected five days a week for use by these BH and RFH patients. To minimise risk of unused slots they revert back to the nuclear medicine their test result recorded until more than an hour afterwards. Better access to work-stations on wheels (WOWs), a prompt by the glucometer to “document now” and using the data to give feedback to staff about patient outcomes are all being harnessed to embed swifter reporting as business as usual. The results are still being analysed but early indicators show a significant improvement in prompter documentation. Prostate CPG pathway improvement While the prostate pathway was initially developed eight years ago, there have been so many iterations in that time that some of the benefits have been realised just recently. At the start it was a disjointed pathway with patients being discussed at multiple multi-disciplinary meetings. This transitioned to a “one-stop model” which addressed some issues. But it was mapping and protocolising the process that gave the team the confidence to develop a nurse-led pathway which has brought a number of improvements, including freeing up consultant time without compromising on clinical care. The success of this has led other services to consider whether a nurse-led pathway could work for them too. The colorectal team are currently looking at ways of involving clinical nurse specialists more in the delivery of the two-week wait colorectal cancer pathway. Ann Woodward, CPG programme manager, said: “We’ve achieved the 62-day target every month since last November and our nurse-led clinics free up consultant time to deliver improvements and efficiencies elsewhere in the system. We’re now working with North Mid to standardise the pathway there and sharing the learning nationally.” Celebrating 10 years of clinical practice groups 9 10 Kam Kalirai Staff from the lung cancer pathway and nuclear medicine are successfully fast-tracking patients
Governors’ update RFL 2026 annual members’ meeting – save the date Join us at our annual members’ meeting to celebrate the incredible achievements of our staff over the past year. You will hear about our operational and financial performance with the incredible work of our teams on display. This will be a chance to speak with our staff, share your feedback and learn more about our services. The meeting will take place Wednesday 4 November from 6 to 7.30pm at the RFH. To register, please email rf-tr.membership@nhs.net Become a member of the RFL and help make a difference Become a member of the RFL for free if you live in England and are 16 or over. By becoming a member, you’ll be able to stand for election as an RFL governor or elect governors to represent your interests, keep up to date with the latest developments and news and be invited to events about your local health services. More information can be found on our website or you can email rf-tr.membership@nhs.net Our occupational therapists (OTs) at North Mid have teamed up with community providers to create a safe and accessible space for children receiving occupational therapy to take part in sports. The leisure groups give children with conditions, such as developmental coordination disorder, cerebral palsy, Down’s syndrome or attention deficit hyperactivity disorder, the chance to build their confidence and learn new sports – from bike riding to football and athletics. OT Chloe Seager said: “We create an inclusive and motivational environment for the kids – it’s not competitive or high pressure. Parents always say their child enjoys the activity, such as football or running, but doesn’t have the best opportunity to engage with it at school – for example, because of its competitive nature. Not every child engages in activities the same way, so we tailor groups and provide targeted support.” 10 11 Share your views: take part in our membership survey Bringing charity support closer Therapists level the playing field for children Sessions are led by local sports coaches with the OTs on hand to advise on the best way to practise the activity – some children even go on to join mainstream clubs after developing their skills. Bike club is just one of the popular groups. “This could involve children learning to sit on the bike and move it without using the pedals,” Chloe explained. “We would then introduce one pedal before they start to use both. It’s a life skill – it’s emotional to see parents so happy that their children have learnt to ride a bike. It makes me proud to be an OT.” Shir Grunebaum, paediatric OT, shared: “For many of these children, the groups give them a chance they’ve never had before: the tools, time and encouragement to succeed. Watching them learn to cycle, grow in confidence and take part in an activity so popular among their peers is extraordinary.” We are committed to strengthening how we engage with you, our members. In previous years, we have run a single survey for our entire membership. This year, we are taking a more tailored approach by developing audience‑specific surveys. Your insights will help us improve the experience for all our audiences, including patients, staff, and members of the public. Over the coming months, we’ll be sharing these surveys and inviting you to tell us what we are doing well – and where we can do things differently. Keep an eye on our monthly membership newsletter for further details. The Royal Free Charity is getting even closer to the heart of hospital life. Over the coming months, the charity will be open dedicated spaces at every hospital site, bringing together volunteers, complementary therapists and patient support colleagues into one local team. The new approach means every hospital will have a localised charity presence while giving teams the flexibility to respond to the needs of their patients and communities. It also means it will be easier to work together to help patients beyond their clinical care. Alongside the new hospital-based teams, advisers based in the charity offices in the Pears Building will provide specialist support for financially vulnerable patients across the trust who may need help as they prepare to leave hospital. The new approach has been shaped by feedback from RFL staff to ensure it helps deliver the trust’s clinical and strategic priorities and it will make it easier to support fundraising that reflects the needs of each hospital. Jon Spiers, chief executive of Royal Free Charity, said: “These changes are about making our support more visible and easier to access. By bringing our teams together at every hospital, we’re creating a more consistent experience for patients and making it even easier for NHS colleagues to work with us. We’re excited to be building even stronger relationships across the Royal Free London so together we can support more patients, staff and researchers when they need us most.” NHS staff will begin to see the new charity spaces and teams taking shape over the coming months as the new model is introduced across the trust. Chloe Seager, OT Exploring services across the RFL Governors and non-executive directors recently visited North Mid and the RFH, where they thanked staff for their dedication and commitment. These ‘go-see’ visits offered a first hand look at the outstanding work taking place across our sites, as well as a deeper understanding of the challenges teams are navigating to deliver the best possible care for patients. Highlights from the visits included: • Maternity at North Mid – attendees learnt how the team is transforming care for women in communities facing high levels of deprivation and saw the significant work undertaken to achieve the department’s improved Care Quality Commission (CQC) rating following last year’s inspection. • Dermatology at the RFH – attendees explored how advanced imaging and digital innovation are transforming dermatology care. • Pathology at RFH – attendees went behind the scenes to see how digital transformation is reshaping pathology services. • Ward 7 West at the RFH – attendees learned about the impressive improvements made by the ward team, recognised through the trust’s Clinical Accreditation for Recognising Excellence (CARE) assessment programme. Maternity ‘go-see’ at North Mid Pathology visit
12 60 seconds with… Nina Bradley-Smith Junior sister and infection prevention control (IPC) champion on the surgical ward at CFH Why did you become an infection control champion? I suppose it’s just something that has always interested me and I’ve always been hot on people’s heels with hand hygiene and IPC in general. It’s important to make sure we are maintaining infection control standards. What do you think are the barriers to good IPC? At times of high workload, essential infection control practices can be unintentionally overlooked by staff. But we have regular training, education and feedback from audits is communicated to staff, so they are aware of how they are performing. It is important not to allow these standards to slip. If you observe someone hasn’t washed their hands or cleaned a piece of equipment after use you should always speak up. I absolutely feel confident to challenge any member of staff who is not adhering to the uniform policy, for example not being bare below the elbow in a clinical area. It should be the norm to do that whatever role you are in. Tell me about Clean to Care We have a new IPC campaign and we want everyone to get behind it. Working on a surgical ward we are perhaps more acutely aware of the potential risk of infection. It is the responsibility of every single member of staff to be accountable for infection control practices. When I’m talking to staff I ask how they would want a relative or loved one to be looked after. As we continue to work towards reducing the time people stay in hospital after their operations, making sure we are compliant with infection control is absolutely vital. Infection control saves lives. Do you think people sometimes don’t understand the consequences of not following IPC protocol? Exactly. This should be part of everyone’s day-today practice. The consequences of not cleaning your hands between patients could be incredibly serious. Longer stays in hospital, longer recovery, serious illness. Why would you put your patient through that? If you observe a member of staff who has overlooked a moment of hand hygiene challenge them politely. They might even thank you for it! What should everyone remember? If you’re working in a clinical setting you’ll be trained in the five moments for hand hygiene and I, along with my colleagues, carry out regular monthly audits on staff and the environment. Of course, there is so much more to infection control than just audits. But all the information you need is available on Freenet and the infection control policy. There’s no excuse for not doing it. What do you like doing away from work? I enjoy walking, exercise and spending time in my garden. My daughter is a keen swimmer and has a busy schedule with various swimming events so you’ll often find me helping out poolside at weekends. Taking care of your wellbeing Every day, our staff go above and beyond to care for our patients. • 24/7 helpline contact Optima Health on 0800 174319. The team are available 24 hours a day, 365 days of the year. It’s confidential and free • Contact the Samaritans (on 116 123), NHS Helpline (111) or your GP • Cost of living worries can have a huge impact on our mental health – visit our financial wellbeing page on Freenet • Visit Freenet for a range of resources, information and other wellbeing tips
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