Engaging and empowering staff for better patient outcomes

Transcription

1 Engaging and empowering staff for better patient outcomes Breaking paradigms, creating ambition, raising the bar LiA Introduction

2 The mission To improve business performance through higher staff engagement and widespread, sustainable clinician-led change

3 Structured, productised approach LiA Clinical Teams Pioneering teams show the impact of LiA in first 12 months, create evidence-base, fuel spread LiA Enabler Teams Leaders/managers make changes to unblock the way for staff so they can get on and do their jobs LiA Tracker Online progress-on-a-page tracking tool to minimise bureaucracy and administration LiA Pulse Check 15 questions in 1 minute to get a snapshot view of how engaged and valued staff feel right now LiA Leadership Scorecard Check-in on how well the organisation leads and manages change today LiA SmartBox Repository of great ideas from LiA organisations provides inspiration and avoids reinvention Commit to a new way of working Engaging our staff around what matters Empowering our teams to drive change Embedding LiA as the way we do things around here LiA Journey Map Proven 12 month journey provides structure, rigour, momentum and discipline LiA methodology Change methodology centres on staff-led improvements to patient care LiA Navigator Extensive web-based system supplements Navigation Days and day-to-day remote support

4 Proven in the UK s NHS - 5 th largest employer in the world April 2016 Rotherham Doncaster and South Humber NHS FT Walsall Healthcare NHS Trust Alder Hey Children's NHS Foundation Trust Worcestershire Acute Hospitals NHS Trust September 2015 Barts Health NHS Trust Newham University Barts Health NHS Trust Royal London and Mile End Barts Health NHS Trust St Barts Barts Health NHS Trust Whipps Cross June 2015 Royal Cornwall Hospitals NHS Trust March 2015 Frimley Health NHS FT Sussex Partnership NHS FT South Staffordshire and Shropshire Healthcare NHS FT Barnsley Hospital NHS FT Liverpool Heart and Chest Hospital NHS FT West Hertfordshire Hospitals NHS Trust September 2014 Sheffield Teaching Hospitals NHS FT University Hospitals of Morecambe Bay NHS FT September 2014 (cont) Hounslow & Richmond Community Healthcare NHS Trust Bridgewater Community Healthcare NHS Trust June 2014 Mid Yorkshire Hospitals NHS Trust The Rotherham NHS Foundation Trust North Staffordshire Combined Healthcare NHS Trust Northern Devon Healthcare NHS Trust Manchester Mental Health and Social Care Trust Isle of Wight NHS Trust January 2014 Gloucestershire Care Services NHS Trust Cumbria Partnership NHS FT Burton Hospitals NHS FT East Midlands Ambulance NHS Trust Liverpool Community Health NHS Trust Heatherwood & Wexham Park Hospitals NHS FT May 2013 United Lincolnshire Hospitals NHS Trust Southport and Ormskirk NHS Trust Leicestershire Partnership NHS Trust March 2013 Portsmouth Hospitals NHS Trust SW London & St George's MH Trust St George's Healthcare NHS Trust March 2013 (cont) Barnet, Enfield & Haringey MH NHS Trust Birmingham and Solihull MH NHS FT East of England Ambulance NHS Trust University Hospitals of Leicester NHS Trust Mersey Care NHS Trust London Ambulance Service NHS Trust Devon Partnership NHS Trust September 2012 Berkshire Healthcare NHS FT Croydon Health Services NHS Trust Coventry and Warwick Partnership NHS Trust East Cheshire NHS Trust Aintree University Hospital NHS FT The Royal Liverpool University Hospitals NHS Trust Wirral University Teaching Hospital NHS FT May 2012 Hull and East Yorkshire Hospitals NHS Trust Pennine Acute Hospitals NHS Trust Wrightington, Wigan & Leigh NHS FT Kettering General Hospital NHS FT Northampton General Hospital NHS Trust Oxford University Hospitals NHS Trust Medway NHS FT East Sussex Healthcare NHS Trust Royal Cornwall Hospitals NHS Trust Taunton and Somerset NHS FT Plus many in Year 2/3/4 adoption and more than 50 pilot sites around the country

5 It s about the way we do things around here Initiative X Project X Programme X Soft stuff X

6 LiA background /8 Pilot work with 50+ orgs across geographies 2009/11 Embedded as the way we do things around here 8 early adopters organisations follow Bottled the learning 2009 First organisation pioneers widespread adoption. Impacts: Mortality rates Clinical outcomes Ward performance Move to 24/7 Staff morale (up 26%) Corresponding uplift in patient feedback And much more 2012/16 10 cohorts 70+ organisations so far 300,000+ employees involved Impacted millions of patients

7 Huge impact on how engaged and valued staff feel within 12 months* * Example from University Hospitals of Morecambe Bay NHS FT,

8 and over time* Oct 2012 Trust-wide (2092 responses) August 2013 Trust-wide (2144 responses) January 2015 Trust-wide (1739 responses) February 2016 Trust-wide (1847 responses) Listening into Action teams only 2014 Listening into Action teams only 2016 Note: Q8 changed in 2013 so first bar not comparable Note: Q11-15 added in 2013 * Example from Croydon Health Services NHS Trust,

9 Case Study from Barts Health available from us or NHS Employers

10 Shifts organisation s ability to manage change* 1 = Strongly Disagree; 2 = Disagree; 3 = Neutral; 4 = Agree; 5 = Strongly Agree Journey Scorecard Framework: Example results from Croydon ( 16 responses) October = Strongly Disagree; 2 = Disagree; 3 = Neutral; 4 = Agree; 5 = Strongly Agree Journey Scorecard Framework: Example results from Croydon ( 18 responses) August 2013 Navigation Different change initiatives are integrated in the minds of management 2 Different change initiatives are integrated in the minds of employees 3 Management prioritises the use of resources 4 Change initiative work together (left hand knows what the right's doing) 5 Costs and benefits of all projects are managed as a whole Total Navigation Different change initiatives are integrated in the minds of management 2 Different change initiatives are integrated in the minds of employees 3 Management prioritises the use of resources 4 Change initiative work together (left hand knows what the right's doing) 5 Costs and benefits of all projects are managed as a whole Total Leadership Serve as effective role models for desired behaviour 2 Are strong sponsors of change 3 Hold managers and supervisors accountable for contribution to change 4 Provide coaching and counselling related to change leadership 5 Effectively communicate about change (reasons for, benefits, strategies) Total Leadership Serve as effective role models for desired behaviour 2 Are strong sponsors of change 3 Hold managers and supervisors accountable for contribution to change 4 Provide coaching and counselling related to change leadership 5 Effectively communicate about change (reasons for, benefits, strategies) Total Ownership - People affected by change: Are involved in the process in a meaningful way 2 Believe their ideas and concerns are being heard and responded to 3 Understand the need for change 4 Believe the change is positive for the organisation 5 Receive effective communication (timely, relevant, honest) Total Ownership - People affected by change: Are involved in the process in a meaningful way 2 Believe their ideas and concerns are being heard and responded to 3 Understand the need for change 4 Believe the change is positive for the organisation 5 Receive effective communication (timely, relevant, honest) Total Enablement Processes are redesigned to eliminate non-value added activities 2 Organisation strucutres are designed to fit future needs 3 Competencies for the 'new' organisation are being identified 4 Training supports new skill and behavioural requirements 5 Performance mgmt/reward systems are redesigned to fit the new orgn Total Enablement Processes are redesigned to eliminate non-value added activities 2 Organisation strucutres are designed to fit future needs 3 Competencies for the 'new' organisation are being identified 4 Training supports new skill and behavioural requirements 5 Performance mgmt/reward systems are redesigned to fit the new orgn Total * LiA Leadership Scorecard developed with Oxford University s Said Business School

11 Irrefutable, widespread evidence of impact on business outcomes* * Available

12 Creates trends and predicting business performance

13 Improves operational efficiency

14 Size of the opportunity for organisations A fundamental shift in the way we work which engages employees around business outcomes Some listening events and yet another nice initiative that becomes a distant memory

15 Locks engagement effort in with priority business outcomes Our Quality Improvement Plan VIEW IT HERE (Listening into Action (LiA) is our vehicle for delivery)

16 Breaking paradigms Creating ambition Raising the bar