Developing People

Hull and East Yorkshire Hospitals NHS Trust

 

Operating from two main sites the Trust employs around 8,000 staff and deals with more than one million patients each year.

The vision is:

‘Great Staff, Great Care, Great Future, as we believe that by developing an innovative, skilled and caring workforce, we can deliver great care to our patients and a great future for our employees, our Trust and our community.’

With this focus, the Trust offers anyone in a leadership role, or those looking to develop leadership skills, the opportunity to participate in a Leadership Development Programme. The programme consists of a wide range of modules, from which leaders and potential leaders can choose those that will help to meet their development needs.

 

The challenge

The aim was to build a module into the programme, which would encourage leaders to have coaching conversations. This could then be the vehicle to make a difference for themselves, others and the organisation. Additionally, to be able to capture the differences being made. It was essential to be able to see the measurable results of this developmental activity.

 

The solution

Having originally worked with the Executive Team to help make meetings more effective, Go MAD Thinking were invited to develop a module for the Leadership Programme. This 3 day module introduced the leaders to key Go MAD Thinking tools and skills, including; the Results Framework, Thinking Effectiveness Model, How to coach others, Four Goal Defining techniques and Possibility Thinking activities.

To be eligible for this module, participants needed to have identified a difference they wanted to make to improve performance.  

Using the Go MAD Thinking methodology and tools each participant developed a plan for a 90 day challenge. A plan to make their measurable difference.

The challenge was reviewed at 45 days, with a final review and celebration of success at 90 days.

 

Differences made

Multiple differences have been made across the Trust. Here’s an overview of three of the many achievements:

 

Goal: To reduce door to needle (DTN) for acute stroke patients from 60 mins to 30 mins within 90 days.

Reason Why: Evidence suggests that administering the intravenous tissue plasminogen activator sooner can minimise damage and improve clinical outcomes. The standard (set by the Clinical Commissioning Group) to achieve an average of scanning and thrombolysis within 60 minutes was being already met by the Trust. However, it was felt that improved DNT would result in improved patient outcomes.

Outcome: Over the trial the DNT was reduced from an average of 60 minutes to 27 mins with the quickest time being 19mins. The steps put in place to achieve this are still in operation.

 

Goal: To introduce daily ‘huddles’ to share key information about patient care and deal with any quality issues.

Reason Why: To deal with inconsistencies in communication due to the shift system. A key focus was on reducing the number of bed sores with up to date information about which patients needed to be moved to prevent this.

Outcome: The team bought into having daily 10 minute huddles. This resulted in:

  • a reduction in bed sores
  • the realisation that the right ratio of skills wasn’t matched to the shift pattern, this caused delays as the skills had to be bought in from other wards. This has now been rectified
  • a communication process has now been developed to ensure team members have the latest information to be able to give great patient care

 

Goal: To move the location of the paediatric cystic fibrosis ward.

Reason Why: There were several reasons why for this move. Dedicated facilities will improve infection control, the ward would be on the same site as the adult cystic fibrosis ward, meaning all the facilities would be in the same place and the new site would give easier access to other services.

Outcome: The wards were successfully moved within the 90 day challenge time frame. This involved:

  • the design of an umbrella goal to plan the move
  • key stakeholders being involved in identifying possible resources, risks, obstacles and ways to get buy-in from the parents
  • the plan included the facilitation of a transition day to help parents and children to adjust to the new locality

Programme participants continue to work on 90 day challenges and this will be added to as the programme continues.

 

To find out more about how we work with organisations or how we could possibly help you, your managers and your leaders achieve great results like this, please get in touch.

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