Engaging and empowering staff for better patient outcomes -...

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  • Engaging and empowering staff for better patient outcomes

    Breaking paradigms, creating ambition, raising the bar

    LiA Introduction

    © Optimise Limited 2016

  • To improve business performance through higher staff engagement

    and widespread, sustainable

    clinician-led change

    The mission

    © Optimise Limited 2016

  • © Optimise Limited 2016

    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 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

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

    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

    © Optimise Limited 2016

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

    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

  • Initiative

    Project

    Programme

    ‘Soft stuff’

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

    © Optimise Limited 2016

    X

    X

    X

    X

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

    2007/8

    Pilot work with 50+ orgs across geographies

    2012/16

    10 cohorts 70+ organisations so far 300,000+ employees involved Impacted 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

    © Optimise Limited 2016

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

    © Optimise Limited 2016

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

  • © Optimise Limited 2016

    … 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

  • © Optimise Limited 2016

    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

    Tot