Bolton NHS Foundation Trust implemented a long-term strategy focused on improving staff engagement to help achieve their vision of being one of the top integrated care organizations internationally for quality and efficiency. A key part of their strategy was conducting in-depth research on staff engagement and implementing programs like their "Engaging Manager Program" to improve leadership skills. Through these engagement efforts, the Trust saw higher staff survey results, lower sickness absence and turnover, and increased productivity, demonstrating the positive impact improved staff engagement can have on organizational outcomes.
eWIN Case Study - Increasing Training and Appraisal Compliance (1)Kim Reynolds
The Barnsley Hospital NHS Foundation Trust aimed to significantly increase mandatory staff training and appraisal compliance rates to ensure a safe, competent workforce. Compliance rates for training increased from 45% in 2011 to 84% in 2012, and appraisal compliance increased from 58% to 88% in the same period. This was accomplished through setting role-specific training requirements, increased eLearning, targeting low-performing areas, and providing ongoing performance reports to managers. Maintaining these gains requires ongoing monitoring, planning for periodic compliance drops, and improving rates for specific practical training.
Vivienne Margaret Tegg has over 29 years of experience in human resources management in both public and private sectors. She holds a PhD in public management from Keele University and has held several national leadership roles relating to equality, diversity, and HR in Ireland's health sector. Her experience includes strategic planning, leadership, communication, change management, and developing policies around diversity, rehabilitation, and dignity at work.
The document summarizes the findings of a study on practice-based commissioning (PBC) in the UK. Some of the key findings include:
1) Clinical engagement in PBC worked best when GPs felt the process was legitimate and their tasks were not too onerous.
2) Successful PBC structures involved elected boards making decisions and keeping other GPs informed.
3) PBC outcomes varied but were most successful when integrated into the wider commissioning agenda of local health authorities.
4) Clear agreements on budgets and savings helped avoid disputes between practices and health authorities.
The document discusses efforts by NHS England to improve retention of GPs in the UK. It notes that the GP workforce has decreased by 1,429 FTE since 2015 due to factors like workload and lack of recognition. NHS England is taking several actions like salary supplements, leadership training, and a GP retention scheme to support GPs. They are also launching intensive support sites in 7 areas and a local GP retention fund. The goal is to make general practice more attractive by understanding retention challenges and spreading success stories.
Staff development includes processes aimed at the personal and professional growth of nurses and other healthcare personnel. It involves orientation, in-service education, and continuing education to promote development consistent with employment goals and responsibilities. Staff development programs assess needs, set objectives, and provide educational activities to help employees improve performance and acquire new skills and knowledge needed for their roles.
Break-out session slides Session 1: 1.5 Making general practice a great place...NHS England
The document discusses NHS England's GP Retention Programme, which aims to address issues contributing to GP workforce loss and make general practice a more attractive long-term career. It outlines various initiatives of the programme, including local retention funds, intensive support sites, and a national retention scheme. It also discusses goals of supporting different career stages of GPs, the importance of technology, and signs of early success in improving job satisfaction. The programme is part of broader efforts to fulfill commitments like recruiting 5000 additional GPs and developing primary care networks under the NHS long-term plan.
The document outlines a quality improvement program for a mental health and community care organization. It discusses establishing a long-term mission to provide the highest quality care in England and sets stretch aims to reduce harm and ensure right care at the right time. It describes forming a central QI team to coordinate the program and build improvement skills through training and an external partner. The program will use measurement and data to track progress, and will involve staff, patients, and carers through local champions and feedback groups. Projects will follow the Model for Improvement using PDSA cycles to test changes aimed at meeting the program's mission and aims.
eWIN Case Study - Increasing Training and Appraisal Compliance (1)Kim Reynolds
The Barnsley Hospital NHS Foundation Trust aimed to significantly increase mandatory staff training and appraisal compliance rates to ensure a safe, competent workforce. Compliance rates for training increased from 45% in 2011 to 84% in 2012, and appraisal compliance increased from 58% to 88% in the same period. This was accomplished through setting role-specific training requirements, increased eLearning, targeting low-performing areas, and providing ongoing performance reports to managers. Maintaining these gains requires ongoing monitoring, planning for periodic compliance drops, and improving rates for specific practical training.
Vivienne Margaret Tegg has over 29 years of experience in human resources management in both public and private sectors. She holds a PhD in public management from Keele University and has held several national leadership roles relating to equality, diversity, and HR in Ireland's health sector. Her experience includes strategic planning, leadership, communication, change management, and developing policies around diversity, rehabilitation, and dignity at work.
The document summarizes the findings of a study on practice-based commissioning (PBC) in the UK. Some of the key findings include:
1) Clinical engagement in PBC worked best when GPs felt the process was legitimate and their tasks were not too onerous.
2) Successful PBC structures involved elected boards making decisions and keeping other GPs informed.
3) PBC outcomes varied but were most successful when integrated into the wider commissioning agenda of local health authorities.
4) Clear agreements on budgets and savings helped avoid disputes between practices and health authorities.
The document discusses efforts by NHS England to improve retention of GPs in the UK. It notes that the GP workforce has decreased by 1,429 FTE since 2015 due to factors like workload and lack of recognition. NHS England is taking several actions like salary supplements, leadership training, and a GP retention scheme to support GPs. They are also launching intensive support sites in 7 areas and a local GP retention fund. The goal is to make general practice more attractive by understanding retention challenges and spreading success stories.
Staff development includes processes aimed at the personal and professional growth of nurses and other healthcare personnel. It involves orientation, in-service education, and continuing education to promote development consistent with employment goals and responsibilities. Staff development programs assess needs, set objectives, and provide educational activities to help employees improve performance and acquire new skills and knowledge needed for their roles.
Break-out session slides Session 1: 1.5 Making general practice a great place...NHS England
The document discusses NHS England's GP Retention Programme, which aims to address issues contributing to GP workforce loss and make general practice a more attractive long-term career. It outlines various initiatives of the programme, including local retention funds, intensive support sites, and a national retention scheme. It also discusses goals of supporting different career stages of GPs, the importance of technology, and signs of early success in improving job satisfaction. The programme is part of broader efforts to fulfill commitments like recruiting 5000 additional GPs and developing primary care networks under the NHS long-term plan.
The document outlines a quality improvement program for a mental health and community care organization. It discusses establishing a long-term mission to provide the highest quality care in England and sets stretch aims to reduce harm and ensure right care at the right time. It describes forming a central QI team to coordinate the program and build improvement skills through training and an external partner. The program will use measurement and data to track progress, and will involve staff, patients, and carers through local champions and feedback groups. Projects will follow the Model for Improvement using PDSA cycles to test changes aimed at meeting the program's mission and aims.
The document outlines plans to transform mental health and community services provided by HPFT and HCHC following their merger. Key aspects of the plan include:
1. Integrating community services around primary care practices and shifting resources from inpatient to community-based care.
2. Creating integrated teams for adults and children based on geography to deliver services.
3. Developing a new model of inpatient care with fewer beds, shorter stays, and fewer units alongside more proactive community care.
This presentation provides information on the NHS Working Longer Review and related changes to the NHS pension scheme. The aims are to raise awareness of the review, seek views on involvement in research and a call for evidence, and discuss ensuring organizational views inform the review group report. The review group will examine the impact of working longer for NHS staff due to 2012 pension changes and make recommendations. Related changes will increase the NHS normal pension age to the state pension age starting in 2015. The presentation discusses current pension ages and retirement ages, research findings on extending working lives, and potential risks. It concludes by posing questions on responding to the call for evidence and potential involvement in proposed MRC research.
Question of Quality Conference 2016 - Patient Experience - Innovation in pati...HCA Healthcare UK
The South Somerset Symphony Programme is one of nine Primary and Acute Care systems (PACs) Vanguards born out of Simon Stevens’ Five Year Forward View. To address the problems of an ageing population and an increased burden of long-term conditions, it is essential to have a coordinated response across sectors, putting the patient at the centre of care. The session will look at a joint venture that will hold a single budget for the population and how this enables them to target resources to parts of the system where they can make the most difference to patients.
The Massachusetts League of Community Health Centers partnered with GE Healthcare to launch the IMPACT initiative, which provides performance improvement training to community health center staff. The training includes modules on leadership, process improvement techniques, and implementing changes. Participating health centers have reported reductions in call wait times, patient discharge times, and improvements to appointment availability. The training aims to help health centers enhance the quality and affordability of care they provide.
This document discusses strategies for managing workload in general practice through 10 high impact actions:
1. Introducing new ways of working to reduce wasted time and ensure issues are addressed at first contact.
2. Matching capacity to demand by adjusting staffing schedules.
3. Applying lean principles to improve common processes and reduce errors and waste.
4. Optimizing the physical layout and information systems to boost productivity.
5. Supporting self-care through signposting, education, and online access to records and test results.
6. Developing community prevention programs to improve population health.
This 'how to' guide builds upon the overarching framework set out in The route to success in end of life care - achieving quality in acute hospitals, published in 2010. The route to success highlighted best practice models developed by acute hospital Trusts, providing a comprehensive framework to enable hospitals to deliver high quality care to people at the end of life.
This 'how to' guide aims to help clinicians, managers and directors implement The route to success more effectively, drawing on valuable learning from the NHS Institute for Innovation and Improvement's Productive Ward: Releasing time to care™ series.
This guide contains individual sections that can be worked on in any given order, dependent upon the individual hospital and its current end of life care provisions. These can be downloaded below:
Introduction
Section 1: prepare
Section 2: assess and diagnose
Section 3: plan
Section 4: treat
Section 5: evaluate
Section 6: sustain
Section 7: further resources
Cover
It places emphasis on existing 'enabling' tools and models, which support and follow a person-centred pathway. These are Advance Care Planning, Electronic Palliative Care Co-ordination Systems (EPaCCS), AMBER Care Bundle, Rapid Discharge Home to Die Pathway, and the Liverpool Care Pathway.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
The document provides an overview of the newly formed Team Health program at the Clinical Education and Training Institute (CETI), which aims to improve teamwork, communication and collaboration for safer patient-centered care. It summarizes outcomes from two statewide consultation forums, which identified priorities for preparing new clinical graduates and enhancing team-based care. The consultations generated consensus that the Team Health program is evidence-based and can be implemented in coordination with Local Health Districts and other related programs.
Pacific Medical Centers (PMC) is a nonprofit healthcare organization with 10 clinics in the Seattle area that was facing financial ruin until a new leadership team implemented changes. The team renegotiated contracts, closed unprofitable clinics, and changed physician compensation. Today PMC is profitable and growing. Following this success, PMC opened a new clinic, Canyon Park, using McKinsey's 7S framework to guide organizational changes. The new clinic has primary and specialty physicians, support staff, and a structure to provide quality patient-centered care to the local community.
It is important to understand the basic concept of staff development program and its significance to implies it on organisation to make in stronger and efficient work force.
The document lists various computer graphics techniques taught by Dianne Fallucca including cropping, use of layers, contrast and density changes, color balance, image rotation, dodging and burning, hue and saturation adjustments, text tools, vignetting, gradients, cutout tools, transposing images, spot healing tool, magnetic lasso, magic wand, cloning, and masking tools.
Who AM I
A dreamer, learner, life-enthusiast and a believer in self. What began as an escapade from a stressed nine-to-five corporate life, eventually became a prime interest and then, an inspiration and finally, a passion in my life. After spending a decade in the corporate jungles of India & the Middle East, I am now conducting Holistic Wellness Programs for schools and corporates in India.
I am a 200 + hours Hatha Yoga Teacher, a Certified Laughter Yoga Trainer from the Laughter University, Bengaluru and hold a Masters in Marketing. I have developed the Yoga Curriculum at Kunskapsskolan Eduventures (Grades 2-12) and now enjoying my stint as a Mentor Wellness Blogger@ Sheroes.in
Meanwhile, my journey to learn and spread wellness continues unabated…..
Who Am I
A dreamer, learner, life-enthusiast and a believer in self. What began as an escapade from a stressed nine-to-five corporate life, eventually became a prime interest and then, an inspiration and finally, a passion in my life. After spending a decade in the corporate jungles of India & the Middle East, I am now conducting Holistic Wellness Programs for schools and corporates in India.
I am a 200 + hours Hatha Yoga Teacher, a Certified Laughter Yoga Trainer from the Laughter University, Bengaluru and hold a Masters in Marketing. I have developed the Yoga Curriculum at Kunskapsskolan Eduventures (Grades 2-12) and now enjoying my stint as a Mentor Wellness Blogger@ Sheroes.in
Meanwhile, my journey to learn and spread wellness continues unabated…..
Brand focus is critical for building a brand by directing customers to the product range and services. It is valuable for Aspen to have brand focus. A company provides clients with brand focus services including ensuring product compliance with hygiene and proper representation, correct product facings and expiration dates, promotional activity reporting, proper product information labels, merchandising compliance, monthly scorecards and summaries, and photographs.
trabajo de informatica muy importante para nosotros porque podemos aprender mucho de ello y porque nos sirvfe mas adelante para cualquier pro lema tecnico que tengamos
Wicked Problems: Global Warming and Crustaceans diannemarie420
The document discusses the effects of global warming on crustaceans. It notes that crustaceans are sensitive to pH levels in water and that rising carbon dioxide levels cause the water to become more acidic, dissolving their calcium carbonate shells. Additional links are provided exploring how ocean acidification from increased carbon dioxide threatens crustaceans by damaging shells and risking the loss of species.
The document discusses how rising CO2 levels from global warming are causing ocean acidification and harming sea creatures. Excess CO2 in the oceans converts to corrosive carbonic acid, dissolving calcium carbonate shells of crustaceans and other species. This changes ecosystems by killing off species as shells dissolve. Links are provided for further research on these topics.
Faheem is a senior consultant with over 6 years of experience in Microsoft technologies including .NET frameworks and CMS platforms like Episerver, Sitecore, and Ektron. He has strong skills in C#, ASP.NET, web services, and content management systems. His background includes several projects for banking, financial, and other clients building and maintaining websites using tools like Visual Studio, TFS, and various CMS platforms.
El documento especifica los requisitos técnicos para la construcción de un pergolado de acceso al edificio de la municipalidad de Fram, incluyendo los materiales, métodos de construcción, especificaciones para uniones soldadas y atornilladas, y procedimientos de montaje.
The document provides an overview of the induction training process at Universal M/C's Limited. It describes the anodizing and powder coating processes, including bath chemistry, temperatures, immersion times and functions. It also discusses jigging, inspection of anodized materials, defects, standards, dye and spot testing. Other sections cover fabrication processes like cutting, milling, drilling and piercing. The importance of dies for piercing solar frames is explained. Finally, it describes how aluminum extrusion can be used to create frameworks to support solar panels.
The document outlines plans to transform mental health and community services provided by HPFT and HCHC following their merger. Key aspects of the plan include:
1. Integrating community services around primary care practices and shifting resources from inpatient to community-based care.
2. Creating integrated teams for adults and children based on geography to deliver services.
3. Developing a new model of inpatient care with fewer beds, shorter stays, and fewer units alongside more proactive community care.
This presentation provides information on the NHS Working Longer Review and related changes to the NHS pension scheme. The aims are to raise awareness of the review, seek views on involvement in research and a call for evidence, and discuss ensuring organizational views inform the review group report. The review group will examine the impact of working longer for NHS staff due to 2012 pension changes and make recommendations. Related changes will increase the NHS normal pension age to the state pension age starting in 2015. The presentation discusses current pension ages and retirement ages, research findings on extending working lives, and potential risks. It concludes by posing questions on responding to the call for evidence and potential involvement in proposed MRC research.
Question of Quality Conference 2016 - Patient Experience - Innovation in pati...HCA Healthcare UK
The South Somerset Symphony Programme is one of nine Primary and Acute Care systems (PACs) Vanguards born out of Simon Stevens’ Five Year Forward View. To address the problems of an ageing population and an increased burden of long-term conditions, it is essential to have a coordinated response across sectors, putting the patient at the centre of care. The session will look at a joint venture that will hold a single budget for the population and how this enables them to target resources to parts of the system where they can make the most difference to patients.
The Massachusetts League of Community Health Centers partnered with GE Healthcare to launch the IMPACT initiative, which provides performance improvement training to community health center staff. The training includes modules on leadership, process improvement techniques, and implementing changes. Participating health centers have reported reductions in call wait times, patient discharge times, and improvements to appointment availability. The training aims to help health centers enhance the quality and affordability of care they provide.
This document discusses strategies for managing workload in general practice through 10 high impact actions:
1. Introducing new ways of working to reduce wasted time and ensure issues are addressed at first contact.
2. Matching capacity to demand by adjusting staffing schedules.
3. Applying lean principles to improve common processes and reduce errors and waste.
4. Optimizing the physical layout and information systems to boost productivity.
5. Supporting self-care through signposting, education, and online access to records and test results.
6. Developing community prevention programs to improve population health.
This 'how to' guide builds upon the overarching framework set out in The route to success in end of life care - achieving quality in acute hospitals, published in 2010. The route to success highlighted best practice models developed by acute hospital Trusts, providing a comprehensive framework to enable hospitals to deliver high quality care to people at the end of life.
This 'how to' guide aims to help clinicians, managers and directors implement The route to success more effectively, drawing on valuable learning from the NHS Institute for Innovation and Improvement's Productive Ward: Releasing time to care™ series.
This guide contains individual sections that can be worked on in any given order, dependent upon the individual hospital and its current end of life care provisions. These can be downloaded below:
Introduction
Section 1: prepare
Section 2: assess and diagnose
Section 3: plan
Section 4: treat
Section 5: evaluate
Section 6: sustain
Section 7: further resources
Cover
It places emphasis on existing 'enabling' tools and models, which support and follow a person-centred pathway. These are Advance Care Planning, Electronic Palliative Care Co-ordination Systems (EPaCCS), AMBER Care Bundle, Rapid Discharge Home to Die Pathway, and the Liverpool Care Pathway.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
The document provides an overview of the newly formed Team Health program at the Clinical Education and Training Institute (CETI), which aims to improve teamwork, communication and collaboration for safer patient-centered care. It summarizes outcomes from two statewide consultation forums, which identified priorities for preparing new clinical graduates and enhancing team-based care. The consultations generated consensus that the Team Health program is evidence-based and can be implemented in coordination with Local Health Districts and other related programs.
Pacific Medical Centers (PMC) is a nonprofit healthcare organization with 10 clinics in the Seattle area that was facing financial ruin until a new leadership team implemented changes. The team renegotiated contracts, closed unprofitable clinics, and changed physician compensation. Today PMC is profitable and growing. Following this success, PMC opened a new clinic, Canyon Park, using McKinsey's 7S framework to guide organizational changes. The new clinic has primary and specialty physicians, support staff, and a structure to provide quality patient-centered care to the local community.
It is important to understand the basic concept of staff development program and its significance to implies it on organisation to make in stronger and efficient work force.
The document lists various computer graphics techniques taught by Dianne Fallucca including cropping, use of layers, contrast and density changes, color balance, image rotation, dodging and burning, hue and saturation adjustments, text tools, vignetting, gradients, cutout tools, transposing images, spot healing tool, magnetic lasso, magic wand, cloning, and masking tools.
Who AM I
A dreamer, learner, life-enthusiast and a believer in self. What began as an escapade from a stressed nine-to-five corporate life, eventually became a prime interest and then, an inspiration and finally, a passion in my life. After spending a decade in the corporate jungles of India & the Middle East, I am now conducting Holistic Wellness Programs for schools and corporates in India.
I am a 200 + hours Hatha Yoga Teacher, a Certified Laughter Yoga Trainer from the Laughter University, Bengaluru and hold a Masters in Marketing. I have developed the Yoga Curriculum at Kunskapsskolan Eduventures (Grades 2-12) and now enjoying my stint as a Mentor Wellness Blogger@ Sheroes.in
Meanwhile, my journey to learn and spread wellness continues unabated…..
Who Am I
A dreamer, learner, life-enthusiast and a believer in self. What began as an escapade from a stressed nine-to-five corporate life, eventually became a prime interest and then, an inspiration and finally, a passion in my life. After spending a decade in the corporate jungles of India & the Middle East, I am now conducting Holistic Wellness Programs for schools and corporates in India.
I am a 200 + hours Hatha Yoga Teacher, a Certified Laughter Yoga Trainer from the Laughter University, Bengaluru and hold a Masters in Marketing. I have developed the Yoga Curriculum at Kunskapsskolan Eduventures (Grades 2-12) and now enjoying my stint as a Mentor Wellness Blogger@ Sheroes.in
Meanwhile, my journey to learn and spread wellness continues unabated…..
Brand focus is critical for building a brand by directing customers to the product range and services. It is valuable for Aspen to have brand focus. A company provides clients with brand focus services including ensuring product compliance with hygiene and proper representation, correct product facings and expiration dates, promotional activity reporting, proper product information labels, merchandising compliance, monthly scorecards and summaries, and photographs.
trabajo de informatica muy importante para nosotros porque podemos aprender mucho de ello y porque nos sirvfe mas adelante para cualquier pro lema tecnico que tengamos
Wicked Problems: Global Warming and Crustaceans diannemarie420
The document discusses the effects of global warming on crustaceans. It notes that crustaceans are sensitive to pH levels in water and that rising carbon dioxide levels cause the water to become more acidic, dissolving their calcium carbonate shells. Additional links are provided exploring how ocean acidification from increased carbon dioxide threatens crustaceans by damaging shells and risking the loss of species.
The document discusses how rising CO2 levels from global warming are causing ocean acidification and harming sea creatures. Excess CO2 in the oceans converts to corrosive carbonic acid, dissolving calcium carbonate shells of crustaceans and other species. This changes ecosystems by killing off species as shells dissolve. Links are provided for further research on these topics.
Faheem is a senior consultant with over 6 years of experience in Microsoft technologies including .NET frameworks and CMS platforms like Episerver, Sitecore, and Ektron. He has strong skills in C#, ASP.NET, web services, and content management systems. His background includes several projects for banking, financial, and other clients building and maintaining websites using tools like Visual Studio, TFS, and various CMS platforms.
El documento especifica los requisitos técnicos para la construcción de un pergolado de acceso al edificio de la municipalidad de Fram, incluyendo los materiales, métodos de construcción, especificaciones para uniones soldadas y atornilladas, y procedimientos de montaje.
The document provides an overview of the induction training process at Universal M/C's Limited. It describes the anodizing and powder coating processes, including bath chemistry, temperatures, immersion times and functions. It also discusses jigging, inspection of anodized materials, defects, standards, dye and spot testing. Other sections cover fabrication processes like cutting, milling, drilling and piercing. The importance of dies for piercing solar frames is explained. Finally, it describes how aluminum extrusion can be used to create frameworks to support solar panels.
Throughout the project, the student used various digital technologies for construction, research, planning, and evaluation. For construction, they used Blogger to share their work and link to their YouTube music video. For research, they used Prezi to display audience research and profiles. In planning, Prezi was used to share a storyboard. Evaluation questions were shared on Blogger, YouTube, Prezi, and PowerPoint. Photoshop and Illustrator were used for designs. Cameras, Final Cut Express, and YouTube were also important technologies used at different stages.
The document discusses various computer graphics techniques including cropping, layers, contrast and density changes, color balance, image rotation, dodging and burning, hue and saturation adjustments, text tools, vignetting, gradients, cutout tools, transposing images, spot tools, magnetic lasso, magic wand, cloning, and masking tools. It appears to be a guide or tutorial covering the basics of photo editing and manipulation.
This document discusses SCAP datastreams, which can contain linked security checklist content like XCCDF and OVAL files. It describes source datastreams that define how a system should be configured and result datastreams that provide scan results. It also discusses the National Checklist Program and Repository maintained by NIST, which provides security configuration checklists at different tiers of structure and automation to help users select the appropriate checklist for their needs.
The document discusses several topics related to retirement planning and pensions, including:
1) The upcoming changes to the lifetime pension allowance, which will be reduced from £1.25 million to £1 million starting in April 2016. This could result in additional tax charges for those with pension savings above the new allowance.
2) Options for taking advantage of the current higher lifetime allowance amount, such as starting to take pension withdrawals before April 2016.
3) Ways to potentially avoid tax charges on pension savings exceeding the lifetime allowance, such as using the "small pot rule" to withdraw small pension pots tax-free or contributing to a SIPP for more flexible tax treatment.
4) The importance of seeking
Criticism comes in many forms and can negatively impact people if not constructive. Praise also has different types and is generally more effective than criticism at encouraging positive behaviors when it is sincere, specific and focuses on effort rather than ability.
The document summarizes key infrastructure at the Port of Kolkata, including recirculation pumps that maintain water levels, lock gates that control water flow, a dry dock for ship maintenance, swing and bascule bridges for ship passage, tug boats for ship movement, a grab dredger for silt removal, berths for cargo loading/unloading, cranes for lifting heavy loads, and a workshop for ship and machinery repair. The port, located 203 km from the sea, is the oldest operating port in India and was constructed by the British East India Company in the 19th century.
This document provides a retrospective of the artist Aimee Gonthier's work from 2012 to 2015 during her BFA and MFA studies. It includes images and brief descriptions of 20 pieces created during this time period. The artist's style evolved from ink drawings in her undergraduate work to incorporating printmaking techniques like aquatint in her graduate work. Throughout her education, she was inspired by the imagination of childhood and how time can diminish magic but also influence exploration of place and space. Her current work integrates narratives with line work and negative space, inspired by illustrators from the Golden Age of Illustration.
Chad Danner took an assessment to understand his natural strengths. The document provides an overview of his results, including a chart showing where his strengths lie in terms of problem solving, processing information, managing change, and facing risk. It also gives general characteristics and advice on communicating effectively with Chad based on his strengths profile. The document aims to help Chad understand himself better and how he can best work with others based on his unique strengths.
Un buscador usa robots para recorrer la web, un motor de indexación analiza y condensa la información recopilada, y un motor de búsqueda procesa las consultas de los usuarios. Los metabuscadores realizan búsquedas en los índices de múltiples buscadores. Los directorios organizan la información por categorías y subcategorías, registrando direcciones web y descripciones breves de sitios indexados de forma manual.
Chris Ham: Staff engagement and empowerment in the NHSThe King's Fund
Chris Ham presents presents the findings and evidence around the review he chaired into staff engagement and devolved decision-making for the Department of Health. He stresses the need for a culture of high staff engagement and devolved decision-making, due to compelling evidence suggesting this increases quality of care.
Ian Legg has extensive experience managing departments and implementing changes in the NHS. He has held several interim manager roles where he improved department operations and finances. His qualifications include a BSc in Microbiology, fellowship in Biomedical Science, and certificates in Health Service Management, Education, and Project Management. Legg has skills in change management, process improvement, workforce development, financial management, and health/social care integration from national projects and manager roles spanning multiple hospital sites.
Ian Legg has over 20 years of experience in healthcare management. He has extensive experience managing large departments across multiple sites, developing and implementing successful change projects around rationalization, new roles, and extended hours. He is skilled in project management, financial accounting, process improvement methodologies, and health and social care integration. Currently he is an interim programme manager focusing on improving quality, throughput, and utilization across a hospital division of surgery.
Implementing service transformation in a recession environment: findings from a qualitative evaluation of Children and Young People IAPT (CYP IAPT)
The document discusses a qualitative evaluation of the Children and Young People Improving Access to Psychological Therapies (CYP IAPT) program in England. It aims to transform children's mental health services to cover 60% of children by 2016 through staff training and using outcomes measures. The evaluation examined how this shift is negotiated with other aspects of clinical work. It identified three main problems: 1) Lack of buy-in from frontline staff and low morale due to organizational changes. 2) Disconnect between health authorities and day-to-day implementation. 3) Conflict
Partnership Working: Does it Have a Future in NHSScotland?NHSScotlandEvent
This session highlights the findings of the two year research work into the NHSScotland system of employee relations. The unique role of Employee Directors in NHSScotland will be explained and the topic of the panel discussion is on the future of the Partnership model.
If inspection is the enemy of improvement, someone's not doing it right.Rami Okasha
What is the relationship between scrutiny and improvement? How can modern forms of scrutiny which focus on outcomes support improvement and innovation in social care? This paper describes some emergent approaches and results in Scotland being pioneered by the Care Inspectorate.
Craig T. Brown has over 30 years of experience leading organizations in healthcare, education, and social services. He has served as Executive Director, CEO, President, and Director for various organizations. He specializes in strategic planning, relationship management, negotiations, change management, and business development. Brown has a proven track record of initiating partnerships, acquiring funding, directing organizational change, and establishing new programs and facilities. He holds an MBA and B.A. and is a certified healthcare executive.
This document outlines biographies for several individuals who served as judges for the 2016 Allocate Awards. It provides brief descriptions of each judge's background, qualifications, and current or most recent role within the healthcare sector. The judges represented a variety of organizations, including NHS Improvement, NHS Employers, Nursing Times, Southampton Business School, the Department of Health, Good Governance Institute, and Dell Healthcare & Life Sciences.
This document summarizes Cafcass's strategy to maximize talent through an integrated approach. It discusses implementing a performance dashboard to improve individual accountability and productivity. Cafcass has reduced sickness absence by over 12,000 days through wellbeing initiatives. It aims to attract and retain talent by improving learning opportunities, career pathways, and total rewards packages. Moving forward, Cafcass faces challenges around meeting increasing demand while achieving savings.
This document outlines 10 high impact changes for improving mental health services based on evidence from service redesign initiatives across the UK. The changes are:
1. Treat home-based care as the norm.
2. Improve access to screening and assessment across health and social care.
3. Manage variation in service user discharge processes.
4. Manage variation in access to all mental health services.
5. Avoid unnecessary contact and provide necessary contact in the right setting.
6. Increase reliability of interventions by designing evidence-based care influenced by service users.
7. Apply a systematic approach to enable recovery for people with long-term conditions.
8. Improve service user
The Chartered Management Institute welcomes the Health Select Committee's inquiry into education, training, and workforce planning in the health sector. They believe more work needs to be done to improve leadership and management skills if the government wants to achieve its quality and efficiency targets while restructuring the health system. The CMI urges prioritizing leadership training for both clinical and non-clinical managers. They also call for establishing consistent, accredited standards for leadership education and training across the NHS to improve patient care.
Scott Taviner has over 30 years of experience in human resources management, most recently as Head of HR at The Southern Co-operative from 2008 to 2013. In this role, he designed and implemented HR strategies to support business growth, delivered reductions in labor costs and turnover, and increased rates of internal promotion. Some of his accomplishments include decreasing labor turnover from 45% to 30%, reducing costs by £2.5 million, and increasing internal promotion rates by 10%. He has expertise in areas such as recruitment, performance management, learning and development, and change management.
The Strategy Unit was commissioned to create an evidence-based resource to support local primary care development strategies in the West Midlands. They conducted an evidence review on quality aspects of primary care that impact health outcomes and service utilization. The resulting resource provides a framework to guide discussions between commissioners, providers, and stakeholders on local priorities. It identifies key themes from the patient, clinical, and practice perspectives. Initial feedback indicates the resource will be useful to prompt conversations with patients on their vision for primary care excellence and help co-produce quality indicators for GP contracts. The Unit aims to inform ongoing primary care work through their methodology of rapidly conducting evidence reviews to balance rigor and timeliness.
The document discusses sharing best practices across the NHS through case studies on eWIN. It encourages sharing examples of workforce initiatives covering areas like service redesign, recruitment, apprenticeships, health and wellbeing, and training. Organizations are invited to submit case studies describing challenges, lessons learned, and successful outcomes in order to help others facing similar issues. The document provides examples of case study categories and outlines the benefits of capturing and disseminating good practices.
A Method For Assessing The Effectiveness Of NHS Budgeting And Its Application...Claire Webber
This document summarizes a study assessing the effectiveness of budgeting systems in the NHS. Key findings include:
1) The NHS Foundation Trust studied lacked a clear strategic plan, making resource allocation and cost improvement targets difficult.
2) Senior doctors were only minimally involved in strategic contracting processes, despite their expertise being valuable.
3) Managers were responsible for budgets they had little control over, weakening accountability.
4) While information provided to managers was of good quality, further devolution of budget holding was still debated.
The document is a submission from the Chartered Management Institute (CMI) in response to the UK Department of Health's consultation on introducing an outcomes framework for the NHS. The CMI argues that improving management and leadership skills across the NHS is essential for achieving better health outcomes and patient experience. It proposes introducing a national accreditation framework where all NHS managers receive accredited training in management and leadership standards. This would help address issues like inconsistent performance due to a lack of quality training. The CMI believes its framework, based on established National Occupational Standards, could be implemented flexibly via employers to strengthen management skills at all levels of the NHS.
Enhancing the success of The Productive Series with e-learningCraig Marshall
The Productive Series developed by the NHS Institute for Innovation and Improvement has helped save over £1.4 billion for the NHS and improved productivity in various trusts. It is considered one of the most successful improvement programs in NHS history. New e-learning modules have been developed in partnership with Virtual College to enhance delivery of the Productive Series, making training more accessible and beneficial for trusts. The e-learning does not replace face-to-face training but provides complementary online content that allows for rapid, large-scale training of healthcare workers to standardize productivity improvements across the NHS in a flexible, cost-effective manner.
The document describes the development and implementation of a Making Every Contact Count (MECC) training programme for third sector organizations in East Sussex, England. It discusses:
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2) Key aspects of the training included behavior change techniques, health quizzes, and role plays to teach brief intervention skills.
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Similar to eWIN_Case_Study_-_A_Workforce_Strategy_to_Improve_Staff_Engagement[1] (20)
1. www.northwest.ewin.nhs.uk/
Good practice
case study
A workforce strategy to
improve
staff engagement
Bolton NHS Foundation Trust
SUMMARY
Bolton NHS Foundation Trust’s long-term
aim, by 2016, is to match the best integrated
care organisations internationally for quality
and efficiency of services. In order to achieve
this vision the Trust has employed a deliberate
strategy over the last five years that focuses
upon harnessing staff engagement and
motivation to create a culture of improvement.
In essence staff engagement costs nothing.
It is a way of being that engenders loyalty,
motivation and the release of discretionary
effort. In healthcare organisations it has
particular significance as there are strong
associations with the values of staff who
identify with and want to contribute to and
improve patients’ experience.
Bolton NHS FT has been able to redefine
staff engagement in a way that makes most
sense for the Trust: “engagement is the
quality of the day-to-day experience
that employees have with their line
manager” and for the first time it has been
able to diagnose and treat disengagement,
with emphasis upon moving away from
autocratic leadership styles.
The Trust’s innovative engagement strategy
has been supported by the development of
the Bolton Improving Care System (BICS) and
lean processes as well as by a comprehensive
leadership development programme involving
managers and healthcare professionals.
Throughout its journey the Trust has had to
demonstrate its ability to respond flexibly
and positively in an ever-changing NHS
landscape where major NHS reform are
creating new economic environments, workforce
and service uncertainties. Despite these
major challenges Bolton NHS FT has achieved
higher than average staff survey results and
an increase in engagement scores as
measured by ‘Staff Temperature Checks’.
key outcomes
• Staff engagement Scores – Develop-
ment of “Staff Temperature Checks”
to measure ongoing progress on a
quarterly basis allows engagement to be
better monitored. Such scores rose from
3.66 in 2010 to 3.69 in 2011, which is
above the national average of 3.62.
(see ‘How it Works’ for more information
and Appendix 2 for the Staff Temperature
Check questionnaire)
• Staff Survey Results - the 2011
NHS Staff Survey results were
outstanding, demonstrating
that despite undergoing a major
organisational re-structure and
significant integration of four
cultures the Trust sits in the top
20% of performance in 31 of
the 38 key factors, being in the
highest or above average
category.
• Sickness Absence - sickness
absence was reduced by
0.26% releasing £325,000
• Labour Turnover – this
also fell from 9.64% to
8.12% releasing approx
£1m
• HMPA Award - In 2011
the Trust won a Health-
care People Management
Association (HPMA) award
for ‘Staff engagement and leadership
through challenging times’. This was
done by demonstrating how, with a
small amount of resource, a lot of
enthusiasm, creativity and involvement
with staff at all levels, a culture of
engagement in challenging times can be
begin. Since winning the award the Trust
has continued to refine and strengthen its
signature approach, which has helped
sustain engagement achievements and
to support organisational integration
and major re-structure.
2. www.northwest.ewin.nhs.uk/
Good practice
case study
• Finalists in HSJ Awards - Bolton NHS
FT was shortlisted from over 1,770
entries in the 2012 HSJ awards, for the
Staff Engagement category sponsored
by Unison
• ‘Conversation’ events – 43% of staff
evaluated such events as excellent and
a further 55% rated them as good;
with staff showing real enthusiasm to
make Bolton NHS FT a great place to
work. The “conversation” methodology
has now become the Trust’s signature
approach for communicating key issues
and listening and acting upon the views
of staff
• Case Work Projects – deep engagement
case work, conducted within previously
disengaged teams, demonstrated that
such work led to:
– Engagement levels, measure in staff
temperature checks increased from 2.5
to 4.5 within two months
– Sickness absence significantly
reduced within six weeks
– Attendance rates improved by 53%
– Grievances and disciplinaries reduced,
with a withdrawal of two grievances
– Staff undertook more training and the
quality of appraisals increased as did
staff involvement in workplace improve-
ments
– Team work, day-to-day involvement,
innovation and problem solving
activities increased as did management
and leadership skills, due to increased
motivation and discretionary effort
– 30% increase in productivity led to an
increased income of £68K and
improved involvement and
engagement in an nine month period,
enabling increased patient and service
user satisfaction and the achievement of
CQIN targets
– Staff who were involved in the very
first case study presented their Staff
Engagement journey. This demonstrated
the practical realities of the approach
and the impact engagement had on
satisfaction and morale.
• Engaging Manager Programme –
This programme achieved excellent
evaluations with a total of 214 managers
completing it to date and a target for
a further 300 managers to attend in
2012/13.
key aims
• To understand the value of Staff
Engagement in healthcare
• To complement the organisational
approach towards Lean (Bolton
Improving Care System – BICS)
• To develop a signature approach to
staff engagement
• To significantly accelerate levels of
engagement and other key factors as
recorded in the NHS Staff Survey
• To realise the benefits of staff
engagement for staff, patients and
the organisation
Background
Following the implementation of Transforming Community Services (TCS) and
Making it Better (MiB), Bolton NHS Foundation Trust increased its staffing by
2,000 to become an integrated provider of hospital and community healthcare
services serving a local health population of around 300,000 and an annual
budget of approximately £260 million. With the integration of community
services and the development of a regional ‘supercentre’ for the care of
women, children and babies the Trust was renamed and restructured to ensure
that the right management structures were in place to deliver the integrated
services and to create a new organisational culture for all staff.
The Challenge
In 2007 the Bolton NHS FT’s staff survey showed that whilst it had a reputation
for being forward-thinking it only achieved average staff survey results which
had been stagnant for some time. Recognising the need for a significant shift
in the culture in order to achieve its ambitions a review of staff survey data
and learning from its “lean” journey revealed that the Trust had a “tell”
rather than a “listening “ culture. With compelling evidence published in the
MacLeod and Boorman reports the Trust decided to develop a unique
blueprint to accelerate engagement.
3. www.northwest.ewin.nhs.uk/
Good practice
case study
How it Works
Governance
Bolton NHS FT’s approach to staff engage-
ment, was initially supported by a detailed
project plan, is sponsored by the Director of
Workforce and Organisational Development
and led by the Associate Director for
Organisational Effectiveness and Staff
Engagement. Progress is monitored by the
Board of Directors and the Best Employer
Group.
Staff Engagement Team
A team of 3 staff who are also part of the
Trust’s Organisational Development (OD)
team lead on designing, implementing and
sustaining the engagement approach. In
addition the Trust has an engagement
champions group who meet monthly to
support implementation of engagement
activity and continuously feedback on
engagement matters within their division,
departments and specialities.
Research/Partnership Working
The Trust’s journey really began in 2007
when it laid the foundations for productive
partnership working with staff side
representatives, and conducted a
considerable amount of research into staff
engagement. This comprised a comprehensive
review of the literature which enabled
Bolton NHS FT to identify what the potential
barriers might be. By 2009 the Trust had
began to develop a greater understanding
of what staff engagement could achieve
and began visiting best practice sites in
healthcare and non-healthcare settings. This
research helped project leads understand
that there was no single blueprint to follow.
Business Case
In 2009 a compelling business case was
presented to the Board of Directors, who
approved a project plan to implement a
signature approach to staff engagement in
order to:-
• Reduce the costs of sickness absence,
which at the time cost an average of
£7m per year. It was predicted that a
1% reduction in sickness absence would
yield an estimated cost saving of £1.25
million.
• Reduce the costs of labour turnover,
which at the time was in the region
of £6.5m by reducing turnover from
9.27% to 7.41% This was predicted to
save approximately £1,304,208.
• Achieve a10%release of discretionary
effort ,measured by increased productivity
estimated to be worth £5.25m (as
measured by local and national Staff
Engagement scores with increases in
productivity evidence through casework)
2007 - Research was conducted into staff engagement, and partnership working was
established with staff side representatives
2010 - Business case presented to Board of Directors and project plan agreed upon.A series of big conversations
then began with staff, which led to seven workstreams being created. Also the ‘Engaging Manager’
Programme was launched which enabled targeted leadership and management programmes to be developed.
2010-11- The Trust widened its approach to capture 1500 further staff when community services
integrated within the Trust. Regular “staff engagement temperature checks” conducted to monitor
engagement and work was carried out at deeper level amongst disengaged teams
Mar 2012 - present - Trust core values were identified, launched and used in appraisal to help facilitate
honest conversations around attitude and performance of staff and managers.These values were
integrated into recruitment processes and a range of organisational policies and procedures.
KEY STAGES OF SET-UP
4. www.northwest.ewin.nhs.uk/
Good practice
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Staff Conversations
Initially a series of Big Conversation events
were held with over 700 staff, to discover
what mattered to staff at work. Conversation
events involve the CEO and the Director of
Workforce and Organisational development
and utilise appreciative inquiry to maximise
the opportunity for staff to openly voice
their opinions and ideas. From these events
seven major work streams for action
emerged.
Work Streams
Each work stream was made up of staff
who volunteered to be involved in making
improvements around the topic areas and
each had a sponsor to help lead and /or
support the group.
1. Values and behaviours
2. Effective leadership and management
3. Effective team working
4. Simplification and improvements in the
quality of Appraisal
5. Improvements in Communications
6. Recognition and wellbeing
7. Review of staffing levels
The workstreams were led by senior manag-
ers as sponsors and led to the following
actions:
• Identification and launch of a set of
organisational values, which have been
integrated into the appraisal and
recruitment processes
• A comprehensive review of management
and leadership training, with the
introduction of the Engaging Manager
programme and medical leadership
programmes
• An increase in the use of coaching and
the use of psychometric assessment
capability in order to support team and
individual effectiveness and recruitment
• Introduction of eRostering and ongoing
review of staffing levels
• Ongoing delivery of staff recognition
awards to include recognition of
“values” living individuals
At the point of integration another series
of conversation events were held with
community staff in order to understand
and allay staff concerns. The conversation
events have now become a part of Bolton’s
signature approach in communicating and
listening to staff concerns and ideas. Most
recently events were run to support the
current financial challenges facing the Trust
and highly valued by the staff.
Staff Temperature Check
In 2011 the Trust designed and implemented
a very simple way of tracking staff engage-
ment in all wards and departments using a
““Staff Temperature Check”. This measures
sickness absence rates, employee relations
cases, staff turnover and productivity
in order to produce a staff engagement
score which can be reported on to the Trust
Board on a quarterly basis. These temperature
checks identified engagement as being low
throughout 2011, indicating that further
work was required. (see Appendix 2 for the
template used)
Engagement Case Work
Our deeper understanding of engagement
developed from working with a number or
teams who were identified as having lower
levels of engagement impacting upon staff
morale and productivity. This work enabled
us to develop a diagnostic matrix. The
casework helped to determine the likely
causes of disengagement and priority
actions required to raise and sustain
engagement. This case work was undertaken
in clinical and non-clinical areas such as
A&E, Telephone Access Centre, Laboratory
Medicine, and involved creating qualitative
case studies based on employee responses.
Using engagement methodology, and in
partnership with staff side, the Trust was
then able to measure outcomes against
previous engagement indicators and
improve engagement levels. This deeper
level of work showed a direct correlation
between staff engagement, management
and leadership style and performance,
which has helped managers to really
understand the value and impact of staff
engagement. Case work has also embedded
a standard way of assessing and monitoring
the impact of staff engagement on the
bottom-line
Engagement Mapping
The Trust’s Workforce Directorate is now
able to map key workforce related indicators
across every ward and Department, which
allows it to monitor team engagement.
This will enable the Trust to map staff
engagement directly against patient
outcomes in future, to develop knowledge
of its impact on quality and service.
‘Engaging Manager’ Programme
A locally designed and delivered half day
Engaging Manager Programme, which
includes a 180 degree questionnaire, was
rolled out to 240 managers and leaders
across the Trust, with very positive results.
This is now mandatory for all band 7
grades and above. The engagement team’s
experience of delivering this programme has
enabled it to scope and theme challenges
that managers face and in order to provide a
range of targeted support, such as coaching,
additional leadership and management
programmes and master classes. In addition
a range of local and accredited programmes
are available to managers, with specific
need being identified through appraisal
or in order to support emerging team or
organisational challenges.
The Trust OD and Learning department
provide a comprehensive range of leader-
ship and management programmes, team
development and one- to-one support to
help managers achieve motivational and
inspirational competence – a key factor
of engagement. The OD team also utilise
a range of psychometric tools to improve
individual and team performance and also
provide leadership development for medical
staff.
5. www.northwest.ewin.nhs.uk/
Good practice
case study
Trust Values
The establishment of Trust values means that
managers’ performance can be measured
against these values at appraisal. This enables
honest yet challenging conversations to take
place, framed around the values. Early i
ndicators have shown that managers find
this helpful and see feedback as constructive.
The Trust has also begun to utilise the
values in its recruitment process and has a
timeframe for aligning the values into other
aspects of organisational life such as HR
policies
HR/OD Restructure
The Director of Workforce and Organisational
Development has been instrumental in
challenging the traditional HR/OD ways of
working to develop a more integrated
approach towards supporting the
organisation. The approach has involved
redesigning and establishing a number of
essential cornerstones for engagement
such as partnership working, modernising
strategic and operational HR, organisational
development (OD) and involvement in
improvement activity.HR and improvement
team colleagues have also received training
in engagement methodologies to widen use
of the approach.
At service level the newly appointed senior
managers, including Medical leaders are
actively embracing and supporting the
approach in order to accelerate performance.
At a team level, in conjunction with the
Engaging manager programme and the
Lean Transformation team, case work is
continuing to give line managers real time
experience in developing engagement
behaviours that produce improvements in
patient and service outcomes.
Bolton Improving Care System
(BICS)
Bolton NHS Foundation Trust is a leader
in the application of lean principles in
healthcare, through the development of an
in-house system coined ‘Bolton Improving
Care System’ (BICS). This is a way of reducing
wasteful processes such as duplication,
errors and poor organisation, to ensure pro-
vide safe and high quality services that
patients value, whilst reducing frustrations
and enhancing job satisfaction for staff.
Increased staff engagement and involvement
in undertaking improvement work has
empowered staff to deliver improvement for
themselves. All staff groups at every level
have been involved in developing BICS, and
are encouraged to influence and contribute
to the quality improvement plan and
suggest ideas for improvement.
Sharing of Best Practice
The Trust has recognised the need to share
leaning externally as well as internally. Thus
it regularly shares progress through reports,
newsletters, webinars and forums and has
presented at regional and national levels -
with visitors from as far as New Zealand and
Australia.
RESOURCES
Funding for the approach was supported by
a successful bid to the Social Partnership
Forum for £40K, which was spent over a
two year period to support ongoing
implementation. The approach is led by the
Head of Organisational Effectiveness and
Staff Engagement, alongside a part-time
Staff Engagement Advisor and
Administration support.
key challenges
• The greatest challenge was convincing
leaders and managers that this approach
was beneficial. This was achieved by
providing the very real evidence of
the impact of engagement carried out
within the casework, demonstrating
that better engagement led to improved
workforce and productivity metrics. This
persuaded managers to adopt this
approach themselves. Engagement is
now attractive to staff and managers
alike as it provides very simple, yet
powerful approaches towards improving
collective teamwork and the management
of desired behaviours and attitudes.
• Major NHS reforms have created new
economic environments, workforce and
service uncertainties, which have
potentially made it difficult to sustain
staff engagement. However by remaining
flexible the Trust has been able to
adapt its approach to meet all kinds of
organisational challenges, be they at an
organisational, speciality or team level. It
has achieved this by designing, delivering
and establishing simple methods of
training managers and leaders, regularly
monitoring engagement levels and
tackling behaviours and attitudes. New
ways of defining HR/OD interventions
have also been discovered which raised
the bar of HR/OD effectiveness and
value across the organisation.
key learning
• IThe Literature around staff engagement
suggests that there is no single blueprint
that can be followed. The Trust has
discovered this to be true, and whilst it
has learnt from various pioneers it has
developed its own signature approach,
which is now being shared widely, both
internally and externally, as knowledge
and experience about deepening en-
gagement grows.
• It is possible to create a habit for
engagement by taking the concept
beyond the staff survey level and by
being able to demonstrate, through
deep engagement activity, the benefits
that this approach can bring.
• By putting staff at the heart of what a
Trust does, and capturing this in its core
values, patients have a better experience
and the organisation becomes more
productive.
• Bolton NHS FT has discovered that its
approach is highly transferrable to other
organisations, particularly in terms of
cost effective implementation. Therefore
it has been sharing experiences on a
number of levels from a lean (BICS)
perspective, locally, nationally and
internationally through links with visitors
to the Trust.