Optimising surgical hubs for staff: case studies on training, wellbeing and retention

Author:

Briggs Tim12,Kay Peter3,Vig Stella4,Magallanes Alvin5,Rehman Haroon6,Fleming Mary3,Clough Isobel7

Affiliation:

1. Royal National Orthopaedic Hospital, Stanmore, UK

2. Getting It Right First Time, UK

3. Wrightington, Wigan and Leigh NHS Foundation Trust, Lancashire, UK

4. Croydon and Purley Elective Centres, Croydon University Hospital, Croydon, UK

5. Surgical Treatment Centre, Queen Mary's Hospital, St George's University Hospitals NHS Foundation Trust, Roehampton, London, UK

6. Victoria Hospital, Kirkcaldy, NHS Fife, Scotland, UK

7. British Journal of Healthcare Management, MA Healthcare Ltd, London, UK

Abstract

Surgical hubs are protected facilities dedicated entirely to elective care, with ringfenced resources that allow them to stay active even when emergency pressures rise. These hubs are now seen as a key resource for more robust and sustainable elective services, backed by bodies such as NHS England and the Royal College of Surgeons of England. The importance of a well-trained workforce to staff these hubs cannot be overstated. While evidence for the benefits of surgical hubs for patient care continues to come out, this article will focus instead on the potential benefits for staff. Four case studies will be examined, looking at the experiences of the people who work in these hubs to explore how they can be harnessed as a tool to improve training, retention and overall staff experience.

Publisher

Mark Allen Group

Subject

Health Policy,Leadership and Management

Reference14 articles.

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