Engaging and empowering staff for better patient outcomes
Breaking paradigms, creating ambition, raising the bar
LiA Introduction
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To improve business performancethrough higher staff engagement
andwidespread, sustainable
clinician-led change
The mission
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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
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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’
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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
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Huge impact on how engaged and valued staff feel within 12 months*
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* Example from University Hospitals of Morecambe Bay NHS FT, 2015-16
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… 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
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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
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* LiA Leadership Scorecard developed with Oxford University’s Said Business School
Irrefutable, widespread evidence of impact on business outcomes*
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* Available www.listeningintoaction.co.uk
Creates trends and predicting business performance
Improves operational efficiency
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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
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Locks engagement effort in with priority business outcomes
Our Quality Improvement Plan
VIEW IT HERE
(Listening into Action (LiA) is our vehicle for delivery)
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Breaking paradigms Creating ambition
Raising the bar
© Optimise Limited 2016