engaging and empowering staff for better patient outcomes - …/media/employers/documents... ·...

Engaging and empowering staff for better patient outcomes

Breaking paradigms, creating ambition, raising the bar

LiA Introduction

© Optimise Limited 2016

To improve business performancethrough higher staff engagement

andwidespread, sustainable

clinician-led change

The mission



LiA Navigator®Extensive web-based system supplements

Navigation Days and day-to-day remote support

LiA Tracker

Online ‘progress-on-a-page’ tracking tool to minimise bureaucracy and administration

Leaders/managers make changes to unblock the way for staff so they can get on and do their jobs

LiA Enabler Teams

LiA SmartBox

Repository of great ideas from LiA organisations provides inspiration and avoids reinvention

15 questions in 1 minute to get a ‘snapshot view of how engaged and valued staff feel right now’

LiA Pulse Check

Check-in on how well the organisation leads and manages change today

LiA Leadership Scorecard

LiA ‘methodology’Change methodology centres on staff-led

improvements to patient care

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’

Proven 12 month journey provides structure, rigour, momentum and discipline

LiA Journey Map

LiA Clinical Teams

Pioneering teams show the impact of LiA in first 12 months, create evidence-base, fuel spread

Structured, productised approach

September 2014 (cont)Hounslow & Richmond Community Healthcare NHS TrustBridgewater Community Healthcare NHS Trust

June 2014 Mid Yorkshire Hospitals NHS TrustThe Rotherham NHS Foundation TrustNorth Staffordshire Combined Healthcare NHS TrustNorthern Devon Healthcare NHS Trust Manchester Mental Health and Social Care TrustIsle of Wight NHS Trust

January 2014Gloucestershire Care Services NHS Trust Cumbria Partnership NHS FTBurton Hospitals NHS FTEast Midlands Ambulance NHS TrustLiverpool Community Health NHS TrustHeatherwood & Wexham Park Hospitals NHS FT

May 2013United Lincolnshire Hospitals NHS TrustSouthport and Ormskirk NHS TrustLeicestershire Partnership NHS Trust

March 2013Portsmouth Hospitals NHS TrustSW London & St George's MH TrustSt George's Healthcare NHS Trust

Plus many in Year 2/3/4 adoption and more than 50 pilot sites around the country

April 2016Rotherham Doncaster and South Humber NHS FTWalsall Healthcare NHS TrustAlder Hey Children's NHS Foundation TrustWorcestershire Acute Hospitals NHS Trust

September 2015Barts Health NHS Trust – Newham UniversityBarts Health NHS Trust – Royal London and Mile EndBarts Health NHS Trust – St BartsBarts Health NHS Trust – Whipps Cross

June 2015Royal Cornwall Hospitals NHS Trust

March 2015Frimley Health NHS FTSussex Partnership NHS FT South Staffordshire and Shropshire Healthcare NHS FTBarnsley Hospital NHS FTLiverpool Heart and Chest Hospital NHS FT West Hertfordshire Hospitals NHS Trust

September 2014Sheffield Teaching Hospitals NHS FTUniversity Hospitals of Morecambe Bay NHS FT


Proven in the UK’s NHS - 5th largest employer in the world

March 2013 (cont)Barnet, Enfield & Haringey MH NHS TrustBirmingham and Solihull MH NHS FTEast of England Ambulance NHS TrustUniversity Hospitals of Leicester NHS TrustMersey Care NHS TrustLondon Ambulance Service NHS TrustDevon Partnership NHS Trust

September 2012Berkshire Healthcare NHS FTCroydon Health Services NHS TrustCoventry and Warwick Partnership NHS TrustEast Cheshire NHS TrustAintree University Hospital NHS FTThe Royal Liverpool University Hospitals NHS TrustWirral University Teaching Hospital NHS FT

May 2012Hull and East Yorkshire Hospitals NHS TrustPennine Acute Hospitals NHS TrustWrightington, Wigan & Leigh NHS FTKettering General Hospital NHS FTNorthampton General Hospital NHS TrustOxford University Hospitals NHS TrustMedway NHS FTEast Sussex Healthcare NHS TrustRoyal Cornwall Hospitals NHS TrustTaunton and Somerset NHS FT

Initiative

Project

Programme

‘Soft stuff’

It’s about ‘the way we do things around here’


X

X

X

X

2009/11Embedded as “the way we do things around here”8 ‘early adopters’ organisations followBottled the learning

2007/8

Pilot work with 50+ orgs across geographies

2012/16

10 cohorts70+ organisations so far300,000+ employees involvedImpacted millions of patients

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…

LiA background 2007-16


Huge impact on how engaged and valued staff feel within 12 months*


* Example from University Hospitals of Morecambe Bay NHS FT, 2015-16


… and over time*

Note: Q8 changed in 2013 so first bar not comparable

Note: Q11-15 added in 2013

Oct 2012 Trust-wide (2092 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

August 2013 Trust-wide (2144 responses)

* Example from Croydon Health Services NHS Trust, 2012-16


Case Study from Barts Health available from us or NHS Employers

Shifts organisation’s ability to manage change*

Navigation 1 2 3 4 5

1 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

Leadership 1 2 3 4 5

1 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)

Ownership - People affected by change: 1 2 3 4 5

1 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)

Enablement 1 2 3 4 5

1 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

2.3

1 = Strongly Disagree; 2 = Disagree; 3 = Neutral; 4 = Agree; 5 = Strongly Agree

Journey Scorecard Framework: Example results from Croydon ( 16 responses) October 2012

Total

2.9

2.4

2.8

2.1

2.6

2.4

2.2

12.8

Total

2.9

3.4

2.6

2.2

2.6

2.7

2.2

13.4

Total

2.6

1.9

2.8

12.2

11.9

Total

2.4

2.3

Navigation 1 2 3 4 5

1 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

Leadership 1 2 3 4 5

1 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)

Ownership - People affected by change: 1 2 3 4 5

1 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)

Enablement 1 2 3 4 5

1 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

16.2

Total

2.9

3.2

3.6

3.5

3

3.5

3.7

3.4

17.8

18.2

Total

3.6

3.6

Total

4.0

3.9

3.6

3.3

3.4

3.5

2.8

3.1

16.0

1 = Strongly Disagree; 2 = Disagree; 3 = Neutral; 4 = Agree; 5 = Strongly Agree

Journey Scorecard Framework: Example results from Croydon ( 18 responses) August 2013

Total

3.6

3.0


* LiA Leadership Scorecard developed with Oxford University’s Said Business School

Irrefutable, widespread evidence of impact on business outcomes*


* Available www.listeningintoaction.co.uk

Creates trends and predicting business performance

Improves operational efficiency


Size of the opportunity for organisations

Some listening events and ‘yet another nice initiative’ that becomes a distant memory

A fundamental shift in the way wework which engages employees

around business outcomes


Locks engagement effort in with priority business outcomes

Our Quality Improvement Plan

VIEW IT HERE

(Listening into Action (LiA) is our vehicle for delivery)


Breaking paradigms Creating ambition

Raising the bar


engaging and empowering staff for better patient outcomes - …/media/employers/documents... ·...

Documents