Lisa Barbier

I am currently Patient Safety and Governance facilitator at Hampshire Hospitals NHS Trust, my role is to ensure t the surgery Division provides high quality services and is fully compliant with all regulatory requirements to deliver strong quality governance, in support of the Divisional Chief Nurse and Divisional Medical Director.

My role is to ensure that the highest standards of corporate and clinical governance are maintained. Key publications to be adhered to and to coordinate the delivery of - National Patient Safety Strategy, NHS Single Oversight Framework and NHS Contract – Quality Schedule.

I am responsible for the coordination of incident and complaint investigations and responses for the surgery division, ensuring these are delivered in line with the complaints process, and the Patient Safety Incident Response Plan (PSIRF).

On the commencement of my employment in the Trust there was a significant amount of overdue and outstanding tasks. In 6 months, I have reduced the number of overdue and outstanding actions from serious incident investigations by 88%, open and overdue incident investigations by 60%, and all serious incident investigations were completed before the transition to the Patient Safety Incident Response Framework in October 2023. Document compliance has increased from 50% to 83% and the number of overdue complaints reduced by 77%. I have ensured the divisional risk register has been fully reviewed and all the active risks are updated in a timely manner. This has been achieved by the engagement with the clinical teams, implementing systems for monitoring and tracking of investigations, and support and education of staff.

I have been instrumental in the implementation of the Patient Safety Incident Response Plan within the surgical division, education, and training of staff within the division to ensure proportionate learning responses are undertaken in line with the plan.

I am responsible for the divisional quarterly governance report, ensuring that this provides assurance to the executives and fulfils the mandatory requirements, whilst using this to highlight the projects and positive changes that are being undertaken in the division.

I am responsible for the management of the Quality and Patient Safety Team for Epsom and St Helier University NHS Trust. The team consists of seventeen staff of which I directly line manage ten. I ensure that they receive professional support, regular one to ones, professional feedback and have clear personal objectives. This has included the capability management of a poorly performing staff member.

I am responsible for the Primary Care Liaison and directly line manage the Trust Liaison officer. This has involved working closely with the ICB in order to manage a number of overdue alerts.

I am responsible for incident management across the Trust ensuring we have systems in place to review incidents in a timely manner this includes chairing Rapid Review meetings.

I ensure that validated data is provided to the business intelligence team for inclusion in the Trust integrated performance report and respond to freedom of information requests.

I am responsible for the management of the serious incident process; this includes the escalation, reporting, tracking and submission of serious incidents. I have introduced a tracker of all open serious incidents, and open action plans, to ensure that timeframes are adhered to and /or delays escalated appropriately. I undertake all of the external liaison with the commissioners following the submission of serious incidents, ensure any questions or recommendations following their review are addressed and responded to. I have managed to work with the teams and divisions on open action plans from serious incidents and these have reduced by 65% since I joined the Trust.

I have been working with the Trust human factors experts to ensure that the incident investigation process clearly explores systems learning and we are using the Systems Engineering Initiative for Patient Safety (SEIPS) for selected incident investigations. This is to ensure that we are moving away from the traditional root cause analysis model in line with the patient safety incident response framework.

I am responsible for the sharing of learning from incidents through topic of the week which is circulated throughout the Trust weekly, additions to the Trust biweekly staff news email bulletin, incorporation into training programmes for staff and sharing patient stories.

I chair and am a member of Trust meetings, including Serious Incident Panel, Weekly Incident Review Panel, Reducing Avoidable Harm and Death, Trust Executive Committee and Nursing Midwifery Executive Committee, and use these forums to share information and learning.

I am confident at writing board level reports and am responsible for monthly and annual thematic serious incident report.

I assist the legal team in relation to any coronial inquests, ensuring they have the information and evidence that they require for inquests.

I am a Patient Safety Specialist for the Trust and am involved in the implementation PSIRF including the transition from the NRLS to LFPSE platform and the implementation of Patient Safety Partners. I have analysed Trust incidents in preparation for the implementation of the PSIRF and attend national webinars and local patient safety networks.

I was responsible for developing patient safety, risk management and incident reporting processes across the Trust. This included the implementation of a new incident reporting and management system which was successfully rolled out throughout the Trusts 3 main and 2 community hospital sites, as well as offsite outpatients and 5 community care teams.

I was responsible for the management and safe practice of medical devices, and I was the Trusts Nominated Central Alerting Systems officer, responsible for actioning and ensuring assurance of compliance of all safety alerts that come into the Trust. This also included the implementation of management of safety alerts through the new incident reporting system, working with the software company who previously did not provide this as a module in designing how these can be recorded on the system.

I was responsible managing the serious incident process, identifying incidents which meet the threshold for reporting as a serious incident, and escalation to the Trust medical and nursing directors prior to reporting on STEIS. I provided support to staff, patients and families including debriefing and ensuring that they have appropriate support networks if they are involved or affected by an incident and make sure that they are fully informed throughout the review process. I am confident in completing timelines, writing reports, investigating incidents, identifying the key issues and root cause, and producing recommendations and action plans to drive through changes in practice. Co-ordinating audits to ensure that changes are fully implemented and sustained. I was responsible for presenting the reports to the Trust directors and clinical commissioning groups, and feeding back the findings to families usually in person.

I worked closely with the Trust legal team supporting staff at coroner's inquests and providing specialist knowledge for legal claims.

I was responsible for identifying incidents which have the potential to meet the Duty of Candour threshold, providing advice and support to clinical staff to ensure that the Trust meets the statutory requirements.

I was responsible for analysing incident reporting trends and themes and identifying where actions can be taken to reduce harm.

I designed training for all clinical and non-clinical staff throughout the Trust, making sure that it engages staff is relevant and addresses the mandatory training requirements.

I have led an improvement programme as part of the NHS Improvement pressure ulcer collaborative.

I have worked closely with the clinical mortality lead in during the implementation of the medical examiners service and structured judgment to ensure this is implemented and concerns highlighted immediately.

I directly line managed six staff and ensure that they are professionally supported, have regular feedback , achievable goals and timeframes in which to achieve these.

During my time as specialist nurse for older people I was involved in a number of areas of practice pertinent to the needs of older people, I have been both falls lead and safeguarding lead for the trust.

As falls lead, I was involved in the development, implementation and in reviewing the trust inpatient falls policy in line with national guidance. I chaired the falls group multidisciplinary meetings. I assessed patients within the trust who have fallen more than once whilst an inpatient and recommend measures which may prevent further falls. I have designed and delivered training to both qualified and unqualified staff, and junior doctors on falls prevention and the immediate management of a patient following an inpatient fall. I have implemented the use of falls prevention monitors, which staff have found valuable in preventing patient falling. I have also developed and reviewed a post fall review template for staff to use, to review the circumstances of a patients fall, and measures which could be considered to prevent further inpatient falls.

Patients who sustain a significant injury from a fall will have a review of the fall, where necessary this in reported through the serious incident requiring investigation review process. I co-ordinated the root cause analysis meetings and write up the outcomes of these meetings in a report, which contains an action plan. As part of this process, I will often speak to family members to ensure they are informed of the review and outcomes from it.

I coordinated the trusts data for the first national audit of inpatient falls in 2015, ensuring that this data was collected accurately. I also audited 50 sets of medical notes each quarter to monitor adherence to the trust falls policy and analysed the serious incident data to identify themes and trends. I was also a member of the south-central falls network in order to share best practice in falls prevention.

During my time in this post, I spent 18 months as safeguarding adults lead for the trust. This involved representing the trust at both multiagency planning and senior strategy meetings, dealing with often complex safeguarding cases. I collected and analysed all of the safeguarding data for each county, and wrote the annual board of director's report, I also reviewed the safeguarding adult’s policy. This role involved being the lead trainer for the trust in safeguarding adults ensuring all levels of staff had appropriate safeguarding adults training which I designed.

I understand the principles of the mental capacity act and deprivation of liberty safeguards, and the legal implications these have for the organisation.

I worked with members of the multidisciplinary team in looking at patient's on-going rehabilitation needs, and referring patients to community hospitals where necessary, and acted as a general resource for staff advising on any issues which may be pertinent to the needs of the older person.

Maintaining high quality patient care overnight. Undertaking advanced nursing assessment, providing support to nursing and junior medical staff, and ensuring safe levels of staffing throughout the medical unit. As first point of contact for staff on the wards overnight this role involved clinical decision making in sometimes complex situations. Supporting junior staff, handling of complaints, and dealing with untoward incidents ensuring appropriate action is taken.

During my time as a night practitioner I was involved in looking at incident data around patients who fell overnight, and as a result worked on devising a checklist to investigate what factors may have contributed patients falling overnight.

I worked on Kennet Ward a 30-bed acute medical ward specialising in care of the older person from a newly qualified staff nurse to my final position on the ward as acting senior sister. In the latter role this involved leading and developing the care team on the ward, taking 24-hour responsibility for patient care and the care environment. I provided clinical advice and acted as a resource for staff. I was responsible for identifying the training and development needs of the team, assessing competencies and the undertaking of personal development reviews.

During this role I was also responsible for being the senior nurse on duty within the medical unit out of hours, acting as a resource for staff and dealing with incidents.

Day to day running of a busy microbiology laboratory carrying out challenge testing of industrial preservatives for paints and associated products.