Annual Report - sheffieldmca.org.uk Annual Report 2017-2018.pdfAnnual Report 2018 - 2019 . 2 ... MCA...
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ORGANISATIONAL DEVELOPMENT Annual Report 2018 - 2019
Transcript of Annual Report - sheffieldmca.org.uk Annual Report 2017-2018.pdfAnnual Report 2018 - 2019 . 2 ... MCA...
ORGANISATIONAL
DEVELOPMENT
Annual Report
2018 - 2019
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‘Everyone has the ability to make
Sheffield Teaching Hospitals a
brilliant personal place to work’
OUR VISION
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4 Organisational Development 12 Excellent Emergency Care
5 Organisational Development Navigation Map 13 Reverse Mentoring
6 Building Capability 14 Workforce
8 Microsystem Coaching
Academy (MCA) 15 People Strategy
9 Flow Coaching Academy
(FCA) 16 Project Management Office
10 Outstanding Outpatients 17 Leadership and
Management Development
11 Seamless Surgery 18 Contact Us
CONTENTS
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What is Organisational Development?
Organisational Development (OD) is about
leading change, improvement initiatives,
engaging and motivating staff, developing their
talents and improving potential of staff. Great OD is about understanding context and
culture, taking a systems approach and
enabling NHS staff to design and deliver great
patient care. The model below presents the
breadth of OD:
What is the National Context?
The NHS is under increasing pressure to meet
demand, reduce health inequalities, better
integrate care across the system and create a
sustainable, skilled, inclusive, and resilient
workforce.
How does STHFT do OD?
As an OD team at STHFT we are here to help our people and our organisation to improve enabling people to achieve their
potential and helping make STHFT a brilliant
place to work.
As a team we will always aim to be
professional, inclusive, supportive, respectful, & honest. We will always seek to
enjoy our work, be bold, celebrate & value diversity, act with integrity & add value.
Our OD Core principles
We will support OD work that helps improve
our people (patients and staff) and the
organisation. In all our work:
We hope you enjoy reading this report and
we look forward to working with you in
the future.
Best wishes,
1) We will aim to build capability
through all our work
2) We will agree clear
expectations with stakeholders,
including expected duration of
work, roles and responsibilities
and potential outcomes and
impact
3) We will underpin our work with
agreed metrics
4) We aim to support sustained
improvement, enabling transition
away from the work at an agreed
time
5) We will always objectively
evaluate our work and use this
to refine our future support
offer, learning from success
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Paula Ward
Organisational
Development
Improvement Director
Tom Downes
Clinical Lead for
Quality
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Impact on individuals:
“An extremely valuable 2 days of learning
which will help me shape my future
practice .” expo ‘18 attendee
Impact on departments:
“Here in Pharmacy we identified the need
to increase quality improvement
knowledge, skill & capability by identifying
staff to become MCA coaches, attend the
introduction to QI courses, & be involved
in QI work within pharmacy & on the
wards.” Quality Improvement Pharmacy
Lead
Team MAPS (Medicine & Pharmacy)
presented work at MCA expo and were the
poster competition winners!
Building Capability We exist to build coaching and improvement capability to help teams improve patient care
100%
of the 220
Attendees of the 2 day introduction
to Quality Improvement course in
2018 would recommend the course
to another staff member
They evaluated the course at an
average of 8.3 / 10
What people say:
“Great group
activities helped
make the
learning more
memorable &
make sense. I found all of it
interesting as I didn’t really know
anything about quality
improvement before. “
“The atmosphere &
positivity was
infectious & was
created by everyone
involved. Everything
went to time & the
days were very well
organised.”
In Organisational Development, we offer a
range of courses aiming to build improvement
capability and develop leaders. Further pages
in this document will reflect the leadership
development offer, while here we are
showcasing the suite of Quality Improvement
training, and the impact it has.
For you, for your team, for your
department, for everyone
1 & 2 Day Introduction to Quality Improvement
Courses
Microsystem Coaching—6 month taught course
Flow Coaching—12 month taught course
Have your team coached using our
methodology to help achieve improvements
MCA expo conference 17th/18th June ‘19
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expo
Sheffield Microsystem Coaching Academy (MCA)
were proud to host their 4th annual expo conference
in June 2018. Delegates experienced an exciting
blend of presentations, interactive sessions, poster
displays, ‘ShareSpace’ for making connections with
others, entertainment, sharing of improvement
stories and learning, with the aim of improving
patient care and helping to make STH a
#brilliantplacetowork
We’d be delighted for you to book a place and join us
at expo ‘19 on 17th/18th June, with the theme being
“It’s about time…”
Download the Prynt App &
scan photo to see more!
Get in touch:
www.sheffieldmca.org.uk
(Head of QI)
@sheffieldmca
@FCA_coaching
“One of the most
positive
experiences I’ve
had in the 20
years I’ve worked
in the NHS”
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Impact on individuals:
“At first I was completely out of my comfort zone, but as weeks passed I really started to enjoy the course & the coaching. I have grown in confidence & developed both as a coach & in my day job. I use the coaching tools regularly as a manager & I now approach situations in a completely different way. “ Dep. Dispensary Manager, Pharmacy, MCA Cohort 9
Impact on teams:
“A PDSA cycle involving staff being
able to ‘break anywhere’ was key in
working towards our global aim of
eliminating breaches in home visit
target times at weekends. Staff fed back that
they liked the flexibility “ Coach, Cohort 9
Impact on patient care:
A coached Community Nursing team
reviewed daily ‘just-in-case’ visits, reducing
them from 18-20 to 8-10 a day. “It allows
them more quality time with patients & has
improved staff morale” (Coach). The team are
now aware of this metric that matters & can
aim to reduce again if it starts to rise.
Get involved! Please contact us to find
out more or book on one of our courses:
(Programme Manager, Building Capability/MCA)
www.sheffieldmca.org.uk @sheffieldmca
It has been a busy and rewarding year for the MCA
with more coaches than ever being trained, &
excitingly, with further partnership working across
the city of Sheffield.
Our trained coaches have used the experience to
develop themselves as well as help teams to
improve the way they work.
new coaches
graduated or started
training in 2018
82 MCA trained coaches
are helping teams make
improvements
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We help you become part of a local & international
network of coaches.
We align willing & ready teams with a Microsystems
trained coach to work on measured improvements.
We are learning:
Sometimes teams need more than a coach, they
need help to create the right conditions to flourish.
Talk to us if you have a willing team but are unsure
what is needed.
Our offer:
We support individuals to sign up to one of our
MCA cohorts & become a trained Microsystems
coach in just 6 months, including 7 taught sessions.
Microsystem Coaching Academy
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Flow Coaching Academy
The aim of the Flow Coaching Academy
is to learn how to apply team coaching
skills and improvement science at care
pathway level to improve patient flow
and experience through the healthcare
system. Hosted by Sheffield Teaching
Hospitals NHS Trust, we are establishing
a network of FCAs around the UK each
delivering a one-year action learning
course to health and care staff. Enabling
them to coach improvement using an
evidenced method and approach.
A pair of coaches (one clinical and the other
external) supports a pathway, establishing weekly
‘Big Room’ meetings where staff and patients
work together to assess, diagnose and iteratively
test changes to improve the flow of care. Big
Room meetings are fundamental to the FCA
approach.
Since 2015, the FCA programme has trained 171
coaches from 14 hospitals across the UK including
25 from STH. The FCA approach has enabled
frontline health and care teams to improve
patient care, experience and to create efficiencies
through redesigning 85 care pathways.
More information on the FCA approach is
available on our website
www.flowcoaching.academy
85 Big Rooms
Big Room Outcomes
The FCA programme is delivering measurable
improvements across the NHS and is free for
STH staff.
The Sheffield Frailty Big Room reduced median
length of stay by five
days.
The skin cancer Big
Room removed two
weeks of waiting from
the pathway.
Imperial reduced
Sepsis Big Room
mortality by 23%.
Diabetic foot Big Room
reduced length of stay
by 25%
Bath Frailty introduced
a ‘Frailty Flying Squad’
reducing length of stay by 20%. 22% of patients
are seen and discharged on the same day.
All Trusts rated as Outstanding this year by the
CQC have a ‘culture of quality improvement
embedded throughout the organisation’.
To find out more about how to set up a FCA
pathway, please contact
[email protected] - 07919299466
PRYNT
Download the Prynt App &
scan photo to see more!
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Outstanding Outpatients The Patients’ Booking Hub Project focuses
on centralising appointment booking across
all outpatient services within the Trust.
Outstanding Outpatients launched in
November 2017 with 250 staff across 23
directorate teams sharing their learning &
planning improvements.
Attendees were also asked
to help shape our
programme, which has
provided:
A point of contact for
each care group to link in
with our working group
Workshops on the
common issues
Intensive support in
several clinical areas
including Medical
Outpatients,
Haematology, &
Antenatal.
We have also commenced the design &
consultation for an improvement “curriculum” to
support teams in further developing their
services. Coming Next: Phase 2
Moving into 2019, we are working with
Information Services on a diagnostic exercise to
identify themes & services for a more focussed
support offer. We shall shortly refresh our
working groups to bring directorates together
over common issues.
The e check in and workflow system
was developed in house in STH. The
patient can check in for their
appointment via a touchscreen. Staff can
then track the patient through all the
steps of their appointment, ensuring
that the patient sees the right clinician at
the right time.
Coming Next: Teams
will move into the
Patients’ Booking Hub
on a phased basis from
December 2018.
Really positive, makes it much easier to see where patients are. You can see where bottle necks are and this highlights areas in need of improvement”
- Rebecca Bustani (Matron)
Provide an easy and positive
experience for patients who need
an appointment., utilising new
technologies where appropriate.
Keep waiting times low by
reducing the number of missed
appointments, thereby making
the most of our outpatient slots
and resources.
Create a standardised booking
process which removes duplication
and eliminates some of the
frustrations which arise for staff.
Increase opportunities
for staff training and
development in an
attractive environment.
3,000
patients
Now able to check in for their appointments
using the touch screens
21 departments live, 6 more in progress
Useful data help us to meet
the CQC requirement to
monitor waiting times and
improve services.
Frees reception staff for
other tasks.
Helps the flow of patients
through the department
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Seamless Surgery What is Seamless Surgery? Since 2016, Seamless Surgery has used quality improvement methodology, underpinned by principles of good clinical practice, to create the best elective surgical pathways for our patients. How? We build relationships and collaborate with teams across the pathway, from the frontline and across supporting systems to: better understand & optimise the processes of
care reduce unintended variations in care innovate through testing new ways of working challenging negative culture & creating the
climate that supports excellent patient-centred care
We work hard to understand & eliminate barriers to improvement while supporting an overall ambition to build capability across the pathway.
Seamless Surgery Connect—Sharing Learning
In March, we hosted a conference with colleagues from across the 27 NHS & allied healthcare organisations to learn & share best practice.
We used this opportunity to forge links with the national Get It Right
First Time (GIRFT) team whose data is driving improvements and addressing unwarranted variations in care.
Seamless Surgery – Next Phase The programme continues to grow and adapt to the ever changing local and national conditions. In 2019 Seamless Surgery will:
increase clinical engagement in theatre scheduling and planning through the Directorate Production Control meetings
relentlessly pursue the causes of cancellations and ensure the learning is shared across the pathway
use the Organisational Development Partnership model to embed quality improvement methodology into business as usual
build QI & leadership capability across pathways, linking in with the nationally-recognised MCA & FLOW Coaching Academies (see pages 8-9)
build relationships across the pathway while offering support & guidance for both small & large scale improvements
provide intensive support for specific projects in areas of operational challenge
We recognise that the most valuable element to the care that we provide is the people who provide it. We want to ensure that the frontline & supporting teams, with their subject matter expertise, are able to take ownership & share in the responsibility to design the best services for our patients. We want to enhance the lives of our patients and our staff so please get in touch if you would like to get involved.
Seamless Surgery – Impact
Some examples of the impact that programme has had over the last 12 months include;
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Excellent Emergency Care
Single Assessment– In 2019 we aim to introduce single clerking we aim to improve the
patient experience by reducing the number of times that a patient has to repeat their story to
multiple clinicians in advance of a Senior Review.
Ambulatory Emergency Medical Service - Work with stakeholders to describe a pilot for
running an ambulatory emergency medical facility that is owned and supported by all medical
specialities.
SAFER 2019—Continue to support wards to improve team communication, reduce
unnecessary waiting and understand and improve the patient experience to ensure ‘every
patient has a daily plan and it happens’
CONTACT: Kevin Firth, Programme Manager [email protected]
Ward Improvement To provide highly responsive, effective and
personalised services to patients requiring
urgent and emergency care
Plans for 19/20 Weekly average, ward length of stay reduced by:
Geriatric
Medicine Ward
2
Diabetes &
Endocrine
Ward
Respiratory
Ward
3 5.6 DAYS DAYS DAYS
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CONTACT:
Virginia Golding, Project Officer-Reverse
Mentoring,
Sheffield Teaching Hospitals has collaborated
with Stacy Johnson, Associate Professor and
Researcher, University of Nottingham to pilot a
Reverse Mentoring Scheme using the Reverse
Mentoring for Equality, Diversity and Inclusion
(ReMEDI) framework. The scheme was
implemented to support the Trust in working
towards the Workforce Race Equality Standard
(WRES.)
Twelve Black, Asian and Minority Ethnic (BAME) staff were recruited to reverse mentor 12 Trust Board Directors. Some of the aims of the Scheme were to be a pilot site to test the Framework; raise the mentee’s awareness of what it was like to be a BAME member of staff working for the Trust and identify the work required to creating a more inclusive organisational culture.
The scheme will enable us to demonstrate our
commitment to promoting and valuing difference
and will support the Trust in working towards
creating an inclusive working environment and
better patient care.
The mentors met with the mentees for a period
of approximately 6 months on a monthly basis
to discuss issues important to them and also to
observe or shadow one another.
Reverse Mentoring can also be used to raise
awareness about issues affecting other equality
groups.
Black, Asian and Minority
Ethnic staff recruited to
reverse mentor 12 Trust
Board Directors.
Meeting with mentors for
6 months
ReMEDI Reverse Mentoring Scheme
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Workforce
Looking
forward...
Physician Associates - The Trust is further
developing the use of Physician Associates; a recent
recruitment campaign successfully identified 10 new
colleagues to join our teams across the Trust. This
cohort are due to commence in post from January
2019 and will be a valued resource to support our
clinical and medical teams.
Trainee Nurse Associates - We are adopting an
integrated approach to strengthening our nursing
profession; we have embarked on the recruitment of
a cohort of Trainee Nurse Associates and are looking
forward to 64 new colleagues joining us from the 7
January 2019.
Multi-professional Advanced Roles Steering Group
- This newly established group will provide strategic
direction and support for a coordinated and
consistent approach to developing our multi-
professional clinical practice roles.
For more information or to find out how you can get
involved please contact Julie Tiler
Workforce is a newly established programme of work
created within the Organisational Development
function. In 2018 a Workforce Design, Innovation and
Planning Manager was appointed to lead the
programme.
It is recognised that effectively managing our
workforce to align with service need both now and in
the future is crucially important; this will allow us to
ensure that we are responsive to service need and to
local, regional and national factors.
The workforce agenda is now established; we have
ambitious plans for the short, medium and long term.
To bring this programme to life we are presently
seeking approval for additional resourcing.
The workforce programme was formally launched via
a Workforce event in April 2018; staff from around
the Trust engaged in this interactive workshop to
learn more about work already underway and our
plans for the future.
An increased focus on workforce planning was
included in the 19/20 business planning cycle and we
have ambitions to further develop this next year to
provide clarity
on our
priorities and
opportunities.
Health Education England -
Workforce Star Tool
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People Strategy
The Organisational Development team
supports the implementation of the
following work streams within the People
Strategy. Our vibrant and engaging Proud
Forum oversees this work.
1. Talent Management and Development
2. Promoting and valuing difference
3. Team work and leadership
4. Helping me to do my job productively
5. Workforce redesign innovation &
planning
6. Culture, improvement and engagement
There are also four other work streams that
are supported by the HR team.
Over the last 12 months more than
8,000 colleagues from across the
Trust have given their views and ideas
on what would make Sheffield
Teaching Hospitals NHS Foundation
Trust a brilliant place to work.
All of this information has been used
to inform our new People Strategy
which is called "Making it Personal".
The strategy sets out how we want to
build on our strong foundations to
develop and support everyone who
already works here and also to make
it an organisation which attracts the
very best people to work with us. The
people strategy fits with our PROUD
values, Making a Difference corporate
strategy and our aims.
The strategy was launched on 5 July
2018 with a variety of activities across
the Trust.
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PMO Programme Management Office
The purpose of the Programme Management
Office is:
To provide skilled project and programme
management support, particularly to cross
directorate improvement initiatives
To support efficiency savings and financial
improvement across STH
On this page are some examples of the work that we
have been involved in over the last year.
SAFI
SAFI or the Systematic Approach to Financial
Improvement began life as a pilot commissioned
by TEG . This year the PMO team assisted two
cohorts of Directorates through this process, by
providing support to the planning of their
Productivity and Efficiency (P&E) schemes.
Facilitators from ODD helped Directorates to
closely evaluate a variety of data sources to identify
all the efficiency opportunities available to them.
The aim was to provide assurance that existing
plans were realistic and achievable and identify any
new opportunities.
Feedback to date has been positive and the team
are now working to further refine the process and
make it as useful as possible for Directorates.
Case Study: Timed Cancer
Pathways
The PMO team are supporting the
implementation of rapid cancer
pathways. NHS England have set out
process steps of how diagnosis
within 28 days can be achieved
for the colorectal, lung, and prostate
cancer pathways.
The 3 teams have requested project
management support to analyse and
redesign their pathway to ensure all
steps are in place by end of March
2019. The overall driver for this
work is from the national cancer
strategy which sets out an ambitious
aim for the NHS to make significant
progress in reducing preventable
cancers, increasing cancer survival
and improving patient experience
and quality of life by 2020.
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Leadership and Management Development How the L&MD Team can help:
Self-awareness is the foundation of robust
leadership and management development using
Insights Discovery and the NHS Healthcare
Leadership 360° we can explore with individuals
their personal leadership journey to ensure that
they are achieving their potential and providing
excellent outcomes for STH patients, staff and
communities.
Through our range of programmes and personal
development interventions, e.g. coaching and
mentoring, we work with staff to build leadership
capability that maximises team performance and
builds the talent and succession pipeline.
Jan 2018—Dec 2018
255 Insights Discovery Profiles
8 ‘Next Steps’ with Teams Sessions
14% of STH have an insights profile
Graduate Management
Scheme (GMS)
The scheme was developed to
attract, develop and retain high
calibre individuals, aiming to “grow
our own” talented leaders for
STHFT for the future; ultimately
aiming to improve pools of
candidates for management roles
at all levels. There are now 12 GMS in 2
cohorts.
April 18 - November 18
17 Sessions
For more information contact [email protected]
15 Cohorts
403 Candidates since 2011
2 Cohorts
60 Candidates in 2018/19
Effective Management Series (EMS)
During 2018 both Appraisal and Recruitment & Selection were
integrated into EMS along with the addition of an new session
on delivering Powerful Presentations. These additions bring
the total of subjects covered to 13 delivered over the year,
there are plans in place for more to be added during 2019.
ILM level 5
Operations/Department Manager programme
Cohort 1 commenced in April 2018 in
partnership with Sheffield College, Sheffield
Health and Social Care and Sheffield
Children's Hospital. With a total of 26
candidates STH has 18 places on this 2 year
course.
Peer Supervision
STH has a growing community of practitioners to support
leadership and management programmes and has successfully
introduced CPD with a varied schedule of sessions including
Supervision.
Sheffield Liminal Leadership Experience
Funded by an NHS Leadership Academy Innovation award, we
collaborated with 10 partners from across the Sheffield
Accountable Care Partnership (ACP), to develop a 5 day pop-up
leadership development programme which encouraged
managers in this ‘liminal’ state to disrupt their leadership
thinking as they move from silo to system working. 28
participants from 11 varying organisations accessed new tools
and techniques to work collectively on locally focussed
challenges. The model is being replicated for 2 future intakes by
the Sheffield ACP during 2019
“I can’t believe the impact coaching has had on my life, my outlook & my general demeanour. It has given me confidence, pride and people can see a difference in me which shows them I am capable of much more than I thought. I cannot thank my coach enough for empowering me to be the best that I can be, I can’t imagine getting this support anywhere else.”
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ILM 3 Level 3 Award in Leadership &
Management
351 candidates have achieved the ILM level 3
Award/Certificate since the course began in 2011. A
wide range of staff continue to access this course
with applications already in place for 2 cohorts in
2019
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Seamless Surgery
Aileen Holdsworth
Excellent Emergency Care
Kevin Firth
Reverse Mentoring
Virginia Golding
Workforce
Julie Tiler
People Strategy
Paul Griffiths
Building Capability
Steve Harrison
Microsystem Coaching Academy/QI courses
Caroline Eadson
Flow Coaching Academy
Nick Miller
07919299466
Outstanding Outpatients & PMO
Alison Bourne
Leadership & Management Development
Charlotte Turnbull
CONTACT US
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