My Charter Aim
To make Quality Improvement
and Patient Safety
an integral part of the
undergraduate curriculum for
all healthcare professions
Success Criteria by June 2009
• Student Awareness – 1,500 students
• Student Interaction – 480 episodes
• Affiliation – 6 schools
• Formulate a plan with NES for wider
engagement of other health professions
Open School in Scotland
West of Scotland
13 UK Chapters
• Open School Chapter • Patient safety
Congress knowledge portal
• NES Patient Safety • DOTS
Multi-disciplinary • UK network
Steering Group • Health Foundation
• Scottish Funding • Quality Improvement
• Lead Clinician
• “Standards, safety and quality – where next? The
Scottish Patient Safety Programme” Journal of the
Intensive Care Society 2008; 9(3): 271-2.
• “Advancing patient safety – The Scottish Patient Safety
Programme” Anaesthesia News 2009; 260: 20-1.
• SICSAG Spring newsletter
• Dr Kevin Woods “something of national importance”
NHS Scotland Bulletin May 2009
• “The science of improvement as it relates to quality and
safety in the ICU.” Journal of the Intensive Care Society
• “Quality and Safety in NHS Scotland” The British
Journal of Diabetes and Vascular Disease In press
IA Project Progress Scale
Rating Operational Definition of Score
0 Non-starter. Project has been identified, but the charter has not been completed or
2 Charter established. A charter has been completed and reviewed. Individuals or
teams have been assigned, but no work has been accomplished.
4 Activity, but no changes. Initial cycles for learning and testing have begun
(measurement, data collection, study of processes, surveys, etc.)
6 Modest improvement. Successful tests of changes have been completed. Some
small scale implementation has been done. Anecdotal evidence of improvement
exists. Expected results and goals are 25%
8 Significant progress. Expected results achieved for major subsystems.
Implementation (training, communication, etc.) has begun for the large system
impacted by the project. Project goals are more than 50% complete.
10 Outstanding success. Implementation cycles have been completed and all
project goals and expected results have been accomplished. Organizational changes
have been made to accommodate improvements and to make the project changes
I remember it well, the first day of my first job.
The competition to get here had been tough—
the application forms, the interviews, the
waiting—but it was all worth it because I was
One thing we really did well was infection
control. My induction had included education
on the science and evidence behind infection
• "We all wash our hands when we start
work, and when we return from the toilet or
lunch, WITHOUT FAIL," one of my
seniors told me ….. if I wasn’t washing my
hands at least once every 10 minutes during
the day I was doing something wrong.
When I did meet my boss, it was clearly a high
priority for him, and he led by example. "I’ll
never tell someone off for stopping to wash
their hands," he would remind all of us on a
Since those days I have realised different
departments have different strengths and
weaknesses, and such a keen approach to
infection control is far from common.
I’ve come a long way since my first shift at
Burger King, but I’ll never forget those
good habits so thoroughly instilled.