Staff ‘be the change’ for quality improvement

NHS Employers

Case study looking at Ashford and St Peter’s Hospitals NHS Foundation Trust’s approach to quality improvement.

Part of our series focusing on staff involvement for quality improvement, the case study looks at how Ashford and St Peter’s has used innovative staff involvement techniques to help all staff improve quality of patient care. Beginning as an initiative solely for medical staff engagement, it has now been adopted across the organisation.

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Engaging staff to drive quality improvement

NHS Employers has published Making it better: staff engagement for quality improvement. This case study highlights work that the Sheffield Teaching Hospital has undertaken on staff engagement as part of its programme of quality improvement, such as the collaborative development of the Sheffield Microsystems Coaching Academy, Listening into Action groups and the creation of trust values. The case study also highlights the benefits the organisation has seen as part of its ‘Making it Better’ transformation programme.

A journey to improved staff engagement – in our shoes

NHS Employers, August 2017

Imperial-college

Source: NHS Employers

 

This case study looks at how Imperial College Healthcare NHS Trust has significantly improved their staff engagement levels using new and innovative methods. Through engaging with staff to understand more about how they are feeling at work, engagement levels have improved from the 2015 score of 3.71 to 3.8 in 2016, which was the largest year-on-year increase of all acute trusts in London.

 

 

Encouraging speaking up through trust wide engagement

NHS Employers

York-Speaking-up

Source: NHS Employers

This shared learning example describes how Lisa Smith, Freedom to Speak Up guardian in York Teaching Hospital NHS Foundation Trust has engaged with multiple sites to help foster a positive, safe culture of speaking up.

With one of the largest NHS geographies in the UK, find out more about the methods being used by Lisa at York to promote awareness of raising concerns, including attending flu clinics to reach out to as many staff as possible.

Involving staff with quality improvement initiatives

NHS Employers has published Staff involvement, quality improvement and staff engagement:  the missing links.

This briefing aims to help managers and leaders understand more about how involving staff with quality improvement initiatives can have a significant impact on staff engagement levels.

Involving staff in quality improvement decision-making, planning and delivery has always been a good idea. However, at a time of unprecedented pressures and financial challenges it is an issue of the highest importance.

This new briefing explores the benefits, approaches and working examples of how organisations are involving staff with their quality improvement activities.

Read more about staff engagement initiatives across the NHS here.

Safe, sustainable and productive staffing

An improvement resource for learning disability services | NHS Improvement

coffee-break-1177540_960_720.jpg

This improvement resource is for community and inpatient learning disability services. It is designed to help commissioners and providers of NHS commissioned services to create, review and sustain safe and effective specialist health services within the resources available for people with a learning disability, who have a wide range of needs and varying levels of disability. Our ambition is to make a sustainable difference to the quality and consistency with which safe and therapeutic services for people with learning disabilities are delivered.

Read the full resource here

Improving staff engagement through the workforce development strategy

NHS Employers, 2016

This case study from Kettering General Hospitals shares their experiences of how they’ve improved their staff engagement levels through the implementation of a workforce development strategy. The strategy focuses on eight key objectives and is based on findings from the NHS Staff Survey and is aligned to the trust’s wider five year organisational strategy.

Staff turnover rates at Kettering were high, and the new director of human resources recognised that a programme of work was needed to help improve staff morale, engagement and the overall performance of staff across all the sites. The range of activities included the creation of the workforce development strategy and the CARE initiative.