Dr Fiona Donald tells us her professional highlights so far this year have been the conversations she's had with many of you across the country; helping her understand what you want from your membership and your views on key issues.
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This article provides a practical guide to getting your nitrous oxide project off the ground and, captures everything learnt so far at the Royal Bolton Hospital.
When English chemist Joseph Priestley discovered ‘dephlogisticated nitrous air’, or nitrous oxide in 1772, he unknowingly revolutionised medical practice. What Mr Priestley didn’t know was the significant impact that N2O would have on the environment.
With a lifetime of 150 years in the atmosphere and a 100-year global warming potential 10 times that of carbon dioxide, N2O poses a significant problem.
Are we regularly bulk-buying N2O just to leak it straight into the sky? This is not a new idea. The Nitrous Oxide Project, started in NHS Lothian in 2021 by Alifia Chakera, found that usage of N2O in the theatre setting was much lower than anticipated, with significant wastage in the supply chain. In fact, hospitals that have undertaken similar analyses report that 95–99% of the N2O that’s bought is wasted due to leaks in both outdated manifold systems and in piped N2O supplies.
Dr Peacock and Dr Atkinson share their experience of starting on an anaesthetics rotation straight after medical school.
Whenever we introduce ourselves in the team brief, we tend to get the same response: ‘Anaesthetics? As FY1s? That’s unusual!’ They are right, of course, and we feel lucky to be here! Both of us, unsurprisingly, were very nervous about starting our first jobs as doctors in August.
Fortunately, we settled in quickly thanks to being well supported by the anaesthetic consultants, SASs, anaesthetists in training, and operating department practitioners. We thought it would be a great idea to share our unique experience of starting on an anaesthetics rotation straight after medical school.
Whereas many of our FY1 friends describe endless ward rounds, discharge letters and medications, we’ve had a very hands-on first month – lots of cannulas, airway management, iGels, intubations, and even some spinals. We initially found the idea of one-to-one consultant training quite daunting, this being something we hadn’t encountered much at medical school. However, we couldn’t have been more wrong – we’ve had nothing but positive experiences with our seniors, even if we’re taught a different way to tie a knot and secure the airway by each consultant.
We have recently been adding some important updates to the Revalidation section of the College website, and we would like to draw your attention to these. The first update focuses on appraisal: a key component of revalidation is the annual appraisal during which doctors will discuss their supporting information to demonstrate that they are continuing to meet the principles and values set out in Good Medical Practice.
We have recently been adding some important updates to the Revalidation section of the College website, and we would like to draw your attention to these.
The first update focuses on appraisal: a key component of revalidation is the annual appraisal during which doctors will discuss their supporting information to demonstrate that they are continuing to meet the principles and values set out in Good Medical Practice.1
Many of us know that although parenting and training in anaesthesia are compatible, there are many challenges. This article looks at what could be done to address them.
An increasing number of residents are having children during training. While some of you might balk at the idea of combining nappies and sleepless nights with stages 1, 2 and 3 of training, others are very happy to go on this journey of paternal and professional bliss.
Many of us know that although parenting and training in anaesthesia are compatible, there are many challenges. Some of these could be addressed to the benefit of anaesthetists, anaesthetic departments and providers alike.
This galvanised us to run a national survey, looking at the impact of parenting on training in anaesthesia from both the parent and non-parent perspectives. 411 residents responded to the survey, with a higher proportion of respondents being white and heterosexual, and training less than full time. A similar proportion of men and women responded, highlighting how these issues affect everyone. We recognise that this is the opinion of one group, albeit a key stakeholder, in a complex situation.
This article highlights a few of the key findings.
In this article, SEAUK reviews some new technologies which are changing how airway management is taught.
While anaesthesia has always taken great care to tread the tightrope between training and patient safety, new technologies and innovation in education practices are further improving the risk-to-benefit ratio.
The acquisition and maintenance of airway skills are fundamental for all anaesthetists. A delicate balance exists between allowing the trainee to learn practical techniques and exposing patients to potential harm, a situation which is no greater than during airway management. Clinical pressures, demands on training time and reduced operating capacity since the COVID-19 pandemic have had a major impact on learning opportunities for anaesthetists in training.
In this article, we review some new technologies which are changing how airway management is taught.
This article looks at how changing the role from doctor in training to consultant became even more challenging during the COVID-19 pandemic.
Authors:
- Dr Xiaoxi Zhang, ST6 Trainee, University College London Hospitals NHS Foundation Trust
- Dr Helgi Johannsson, Consultant Anaesthetist, Imperial College Healthcare NHS Trust
- Dr Amardeep Riyat, Consultant Anaesthetist, London North West University Healthcare NHS Trust
- Dr Roger Sharpe, Consultant Anaesthetist, London North West University Healthcare NHS Trust
Becoming a consultant is a stressful and vulnerable time during a doctor’s career. Negotiating a new identity, taking on ultimate responsibility for patient care, becoming the team leader rather than a team member are all difficult even in the best circumstances, especially when integrating into a new team.
When the COVID-19 pandemic struck, changing the role from doctor in training to consultant became even more challenging, especially as many hospitals were at that time utterly overwhelmed. We conducted a qualitative analysis of the experiences of anaesthetists and intensivists transitioning to consultant positions during the pandemic,1 and in this article we want to share the experiences of those doctors who transitioned into their consultant roles during the absolute peak of this global crisis. Their stories offer unique insights on ways of supporting new consultants and highlight the urgent need to improve staff retention and wellbeing in today’s NHS.
Dr Claire Shannon tells us what the College is doing to represent your views and experiences and, why it's so important to hear from you.
As I write this, we are finalising the 2025 Census, which we undertake every five years to get an accurate picture of the anaesthetic workforce across the UK.
In previous years the Census has focused on asking Clinical Leaders and College Tutors for local data about the provision of anaesthetic services to patients, the composition of the workforce and anaesthetic education and training. This year, for the first time, we are also asking all practising anaesthetists in the UK to participate in the Census and tell us about your individual experiences at work.
The Census launches in the first week of April. By the time you’re reading this you may have already received your unique link to complete it. I know you’re all very busy but taking a few minutes to complete the Census will make a huge difference. The more we know about your working patterns and challenges, professional development and wellbeing, the more effectively we can support you and advocate on your behalf.
It's been a busy year for training at the College. Dr Thornton and Dr Chambers provide an overview of the work being delivered to ensure all aspects of training are rigorous and fit for purpose.
The 2021 SAS contract reform introduced a new strategic role to support the health and wellbeing of the SAS workforce, the ‘SAS Advocate’. This role provides an opportunity to challenge the status quo, and to potentially change the culture and expectations associated with being an SAS doctor.
The 2021 SAS contract reform introduced a new strategic role to support the health and wellbeing of the SAS workforce, the ‘SAS Advocate’. This role provides an opportunity to challenge the status quo, and to potentially change the culture and expectations associated with being an SAS doctor.
Perhaps the most common barrier to meaningful change is culture. Individuals and organisations can both be guilty of assuming that the status quo always exists for a reason. However, there is perhaps no more dangerous justification for continuing to do something than that ‘we have always done it this way’.