Staff guide to our quality future THE ... - Harvey Nash€¦ · Staff guide to our quality future...
Transcript of Staff guide to our quality future THE ... - Harvey Nash€¦ · Staff guide to our quality future...
THE NORTHUMBRIA WAYStaff guide to our quality future
Our continuous journey to
provide high quality, safe and
caring health and care services
RECRUIT THE RIGHT PEOPLE»
» RECRU IT THOS E S H AR I NG OUR VALUES » » VALUES BAS ED INDUCT ION »
ATTRACT AND RETAIN THE
BEST PEOPLE
We recognise that we will only attract
and retain the best people, if we
make Northumbria an excellent place
to work. To achieve this, we need to
meet the needs of our employees and
we know this includes engaging and
involving staff in decisions that affect
them, supporting and respecting people
in their roles and providing access to
training and professional development.
NHS STAFF SURVEY
One of the ways we track how we are
performing in these areas is through the
annual NHS Staff Survey. The results tell
us how staff feel and highlight areas
where there is room for improvement.
We discuss these areas with employees
and agree the changes we feel we can
make to improve things. These changes
feed into action plans which we track
and monitor.
HSJ BEST PLACE TO WORK
Our employees are our most important
asset so we are proud to have been
named best place to work in the NHS
for 2015 by the Health Service Journal.
If you know of anyone who would like to join our team, encourage them to visit our dedicated web pagewww.northumbria.nhs.uk/our-people
i
HERE
Best place to work 2015
» RECRU IT THOS E S H AR I NG OUR VALUES » » VALUES BAS ED INDUCT ION »
RECRUIT THOSE WHO SHARE
OUR VALUES
Recruiting individuals who share the
trust’s values through a structured
approach, is continuing to help us
ensure that our employees are focused
and engaged in providing the highest
quality of care to our patients.
Research tells us that employees will
be more satisfied in their roles if their
personal values are aligned to those
of their employer and using a values-
based approach helps us to achieve
this. Research also shows a strong link
between role satisfaction and high
performance so those who are happy
and engaged in their work are more
likely to perform well.
This helps us ensure patients, carers and
service users always receive the highest
quality of care from us.
Our staff survey results tell us that you
are some of the most satisfied employees
in the NHS and that you would also
recommend us as a good place to work.
We are really proud of this and will
continue to focus on our values-based
approach strengthening our workforce
and maintaining and improving our staff
survey results.
Ensure values-based interviewing is carried out by a trained panelist.i
» HOW we l i v e an d b
reathe our values »
UNDERSTAND OUR VALUES»
RESPECT
» We lead by example
» We aim to be good role models
» We respect everyone’s contribution
» We support individuals to succeed
EVERYONE’S CONTRIBUTION COUNTS
» We all have a part to play in delivering excellence
» We encourage education and personal development
» We all take responsibility for developing others
RESPONSIBILITY AND ACCOUNTABILITY
» We take personal responsibility for our actions
» We actively build relationships within and across teams
» We measure performance and act on facts
» HOW we l i v e an d b
reathe our values »
PATIENTS FIRST
» Patient care will be the best we can deliver
» We show compassion, empathy and respect
» We ensure physical comfort and emotional support
» We provide the right information at the right time
for patients and their families
» We respond to the needs of all patients
» We provide excellent services
SAFE AND HIGH QUALITY CARE
» Quality and safety are at the heart of everything we do
» We set clear standards and report against them
» We will encourage new ideas and innovation
» We will continuously improve to ensure our standard
is the highest it can possibly be.
i All staff should live by these values every day.
POSITIVE BEHAVIOURS»
» WHAT WE EXPECT » » WHAT YOU EXPECT »
PERSONAL RESPONSIBILITY AND BEHAVIOUR FRAMEWORK
Working with staff, staff side
representatives and patients, we have
developed a personal responsibility
and behavioural framework which
is alligned to our values and the
NHS Constitution. It articulates the
standards and behaviours we expect
to see in our workplace recognising
that the behaviour we display can be
the difference between a patient or
colleague having a positive or
negative experience of Northumbria.
We have set these standards for each
other and we would encourage everyone
to live our values by demonstrating these
positive behaviours.
Patients first» Listen to patients’ needs
» Clearly communicate and genuinely
value people’s views
» Empower patients to make
decisions that affect them
Safe and high quality care » Adhere to processes and procedures
» Speak up if processes and procedures
aren’t followed
» Be open to new ideas
Personal responsibility and accountability » Promote an open and transparent culture
» Recognise your limitations
» Take ownership
» WHAT WE EXPECT » » WHAT YOU EXPECT »
Everyone’s contribution counts » Inspire and involve others
» Celebrate success and reinforce
contributions
» Develop and support others to
reach their full potential
» Seek out opportunities to learn
and develop
» Respond positively to feedback
» Appreciate diverse differences
Respect » Act as a role model
» Treat others as they wish
to be treated
» Be open, honest and transparent
» Challenge others who behave
disrespectfully
ii Staff and leaders should reference the personal responsibility and behaviour framework– ensuring they reflect it in their day-to-day interactions including in their support and supervision of others. Everyone has a responsibility to raise a concern with their line manager or senior colleague should they observe behaviours that are not in line with this framework.
CELEBRATEDIVERSITY
Inno
vatio
n
clear expectations
IMPR
OVM
ENT
engagecontribution
succeed
EMPA
THY
information
COMMUNICATION
supp
ort
POSITIVE BEHAVIOURS
GROW AND DEVELOP PEOPLE TO SUCCEED
»
» staff engagement » » SUP PORT ING STAF F »
We want our staff to be able to
contribute to making improvements at
work. We know that to do this there
needs to be a high level of engagement
with employees involved in decision-
making within their own work areas
as well as being well informed about
the trust in general. Some of the ways
we do this include structured team
meetings, in-house conferences, away
days, workshops, one-to-one meetings,
staff focus groups and working in
partnership with staff side.
TEAM MEETINGS
» Ensure a high level of staff
engagement as we know this has a
direct impact on an employee’s ability
to perform well. Teams therefore have
a meeting at least every month.
» A briefing - team brief - is discussed
at team meetings to ensure everyone
is informed of key developments and
trust performance. Teams discuss what
this means for their own work area.
» A pilot is in place on some of our
wards – named board to ward –
where meetings are structured to allow
teams to set clear team objectives
and review their own performance
against these.
» staff engagement » » SUP PORT ING STAF F »
APPRAISAL MEETINGS
Are used to:
» Review an employee’s positive
contribution to the organisation
» Allow an employee the opportunity
to give and receive feedback on their
performance
» Agree clear, challenging and
achievable objectives
» Help employees do their job even better
» Ensure employees are enthusiastic
and motivated about the year ahead
Staff and leaders are expected to actively participate in team meetings.
Staff should put their ideas forward and seek support to lead changes – see 'starting an improvement journey'.
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SUPPORTING STAFF TO
LEAD CHANGES
We provide the support employees need
to make improvements happen. The trust
is made up of highly-skilled people and
teams who are ready and willing to guide
and support people through continuous
improvement journeys/projects.
The trust will identify the support
individuals need, such as the help of
the transformation team or the trust
practice development matron, and will
signpost people to the relevant team
which has the expertise to help, for
example communications, information
management and technology
and so on.
LISTENING AND RESPONDINGTO PATIENTS’ VIEWS
»
» the experience of our patients » » improve aspects
of our care »
We want to ensure patients and
service users:
» Receive the best possible care
» Are welcomed and listened to
» Are treated with dignity and respect
To help us do this, we have systems
in place to capture the experience
of our patients. These include:
REAL-TIME PROGRAMME
The real-time surveys take place whilst
patients are in hospital. They ask for
feedback on a range of areas such
as respect and dignity, pain control,
kindness and compassion, and staff
approach.
Information from these surveys is fed
back to clinical teams within 24 hours
so they can take immediate action if it
is needed. This programme continues to
expand with over 500 patients taking
part in face-to-face interviews each
month. A selection of interviews take
place in the evening and at weekends to
ensure a full picture of care is gained.
PATIENT PERSPECTIVE SURVEY
We survey thousands of patients once
they leave hospital to enable us to gain
a very balanced view of their experience
of our care. These surveys reach patients
once they have had the opportunity to
gather their thoughts and views.
We send these surveys to patients who
have received treatment as an inpatient,
outpatient or in our emergency department
and we use all feedback to improve
essential aspects of our care that we know
matter most to patients. An independent
company, approved by the Care Quality
Commission, conduct the surveys and
evaluate our results.
» the experience of our patients » » improve aspects
of our care »
Your views
Our response
FRIENDS AND FAMILY TEST
This national test tells us what
proportion of people using our services
would be extremely likely or likely to
recommend them to their friends and
family. It is extremely important to get
a good response rate to this test as
this makes the resulting statistic more
statistically reliable. We gather friends
and family data by asking people to
fill in two minutes of your time cards
on the day of discharge.
TWO MINUTES OF YOUR TIME SURVEY
A short survey card that only involves
asking six questions. Given on the day
of discharge, it allows us to have an
understating of how individual wards
and outpatient services are doing.
ADULT SOCIAL CARE SURVEY
This is an annual survey overseen by
the Health and Social Care Information
Centre. A questionnaire captures a
range of information on service users’
satisfaction with their support services
and how services affect the lives of users.
UNDERSTANDING FREE TEXT
COMMENTS
All of our surveys give people the
opportunity to share their views using
free text comment boxes. We use
these free text comments to identify
opportunities for improvement.
CREATE A CULTUREOF TRUST
»
» Res p ect on e anoth e r ’ s v i ews »
We know that employees are most likely
to succeed and do well in a culture where
they feel safe and supported to make
decisions and implement changes.
Although not easy to achieve, we must
create an environment where employees
respect one another’s views and where
everyone understands they are equal.
If we see something that is of concern
to us we all have a responsibility to report
it whether this relates to patient care,
breaches of patient confidentiality,
fraud or someone’s behaviour towards
ourselves or others. If you observe it,
you have to report it.
Staff should do this in whatever way
they feel most comfortable and can do
this either formally or informally. You can
speak to, or email, your line manager or
any senior leader in the organisation for
advice. Alternatively you can contact the
patient services department or speak to
our counter fraud officer.
Where possible, and as long as you
feel this is appropriate to do so, we
would encourage you to raise concerns
informally in the first instance and work
with colleagues to find solutions.
Staff should know that raising a concern
will never impact negatively on them and
there will be no consequences even if the
concern is found to be unfounded as long
as the concern was reported for genuine
reasons. In looking into a concern, the
organisation is first and foremost looking
at learning opportunities.
Staff should raise anything they see that is a concern to themi
TRANSPARENTactively listening
valuing
proud
open
ENGAGING
positive climate
safe & supportedCARED FOR
CREAT
E A CUL
TURE OF TRUST
CELEBRATINGDIVERSITY
WE’RE LISTENING»
» Res p ect on e anoth e r ’ s v i ews »
The views of our staff are very important
to us and we hope that employees
are able to share their opinions with
colleagues, their line manager and others
on a daily basis and are able to influence.
Another route to share a view or
opinion is to use the newly-developed
‘We’re listening’ channel.
This channel is available to staff,
patients and the public and you will
find ‘We’re listening’ cards on display
around the trust with post boxes also
provided. In addition, you can complete
these cards online through the trust’s
website and intranet.
When sharing your views in this way,
you can be assured they will be listened
to, as there is a robust process in place to
review these and take all necessary action.
We think that staff may find these cards
particularly useful should they wish to
share views on something outside their
own work area.
Please take the time to share your opinions and viewsi
We’re listening
put i
d eas
fo r
ward
TO H ELP
IMPROVE
OUR SE
RVICES
and BECOME MORE EF
FICIENT
plus AVO I D dup
licat ion
YOUR IDEAS
STARTING AN IMPROVEMENT JOURNEY
»
» suggesting and lead ing » » S pr ead th e i d ea »
We know that to be the best we can
be we must continually improve, so
suggesting and leading improvements
must be part of everyone’s role.
A simple idea or suggestion can go
a long way to improving the way we
do things, making care even better or
shaping the future of our services.
We want to hear all of your ideas and
suggestions so that we can make sure
you are receiving the right support. We
will also record your idea and ask you to
update us on the outcome so that we
can share the learning from any positive
outcomes.
So, if you have an idea, no matter
how big or small, please visit The
Northumbria Way section of the staff
intranet and submit your suggestion.
SIGNPOSTING YOU TO THE RIGHT
HELP AND SUPPORT
To help us signpost you to the right help
and support, we need to know a little
bit about your improvement idea. When
submitting your ideas on the staff
intranet, you will be asked to think about
your idea and tell us:
1. What are you trying to accomplish?
2. How will you know the change is
an improvement?
3. What changes can you make that
will result in an improvement?
These questions come from the Institute
for Healthcare Improvement’s model of
improvement and they help us identify the:
1. Aim of the project
2. Measure of success
3. Changes needed
» suggesting and lead ing » » S pr ead th e i d ea »
IMPROVEMENT TECHNIQUES
Depending on the size, scale and nature
of the change you are trying to make,
we may suggest that you use a quality
improvement technique. There are
many different techniques, all of which
are excellent in helping achieve good
results, but the type of change you are
trying to make will determine which
technique is likely to be of most help.
Put forward your idea so we can provide you with any support you need to take this forward.
Be open to and supportive of change.
i
SHARING THE LEARNING
When we test our ideas it helps us to
evolve them into knowledge, this
knowledge informs our actions which
produces positive outcomes. When we
achieve positive outcomes in one area
we want to share the learning and, if
appropriate, share and spread the idea.
STARTING AN IMPROVEMENT JOURNEY
» RECOGN IS ING CONTR IBUT IONS MAD e »
CELEBRATING SUCCESS
»
Our staff play a vital role in our success
and it is important we recognise this.
We want to encourage our staff to be
proud at work and understand that
celebrating success contributes to
achieving this.
We have an annual recognition
programme in place to celebrate the
contribution of our outstanding teams
and individuals named the Building a
Caring Future Awards.
We are also planning to introduce a
new scheme, which can run throughout
the year, to recognise those employees
who live our values named STAR People.
This new scheme will be designed
to help embed our values into the
culture of our organisation by formally
acknowledging those who demonstrate
exceptional performance as STAR People.
By exceptional performance we mean
those who go above and beyond
what would normally be expected of
their role and these people would be
awarded gold, silver and bronze stars in
recognition of this.
STAR PEOPLE
Staff should nominate colleagues who display the values to an exceptional level for an award.
i
» RECOGN IS ING CONTR IBUT IONS MAD e »
BUILDING A CARING FUTURE
AWARDS
The Building a Caring Future Awards are
designed to recognise the contribution
both individuals and teams make to the
work of the trust in providing high quality
services to our patients and the wider
public.
There are 12 categories:
» Patients first award
» Safe and high quality care award
» Innovation award
» Respect award
» Responsibility and accountability –
emerging leader award
» Responsibility and accountability –
inspirational leader award
» Partnership working award
» Everyone’s contribution counts award
» Learner of the year
» Best apprentice of the year
» The Rosemary Stephenson student
nurse of the year
» Volunteer of the year
There are three nominations shortlisted
for each category with one winner and
two runners-up. They are chosen by
a panel of staff from across the trust
as well as board and public governor
representatives.
Each of the top three nominations in
each award category are invited
to the awards dinner celebrating the
excellence of our staff. The winner
is announced at this event.
Please take the time to nominate if you know of an individual or team who deserve recognition.
i
Nominate individuals or teams for a
‘Building a Caring Future’ award -
there are 12 categories
@NorthumbriaNHS» www.northumbr i a.nhs. uk »
Do you need to recruit?Would you like to make a comment
or share your view?
Do you have an idea or suggestion about how we could improve?
Do you know of someone who deserves recognition for their contribution?
FINDING YOUR WAY»
Submit your idea to gain help and support by completing the
form on the trust intranet - ’starting an improvement journey‘ section
Consider nominating colleagues
who display the trust
values for a ’Star people‘
star
Nominate individuals
or teams for a ’Building a
Caring Future‘ award;
there are 12 categories
Ensure someone on
the interview panel is trained in values-based
interviewing
Complete ‘We’re
listening’ form
on trust intranet
Complete ‘We’re
listening’ card on display around
the trust and place in ‘We’re listening’ post box