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Staff Engagement Event 2 December 2010

Staff Engagement Event 2 December 2010. STAFF ENGAGEMENT ‘The Blackpool Way’. THE BLACKPOOL WAY: THE DETAILED ROUTE MAP. Step 1: Understand the Business Step 2: Identify the Common Crisis Step 3: Convince Yourselves Step 4: Convince the rest of the management team

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Staff Engagement Event 2 December 2010

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  1. Staff Engagement Event 2 December 2010 STAFF ENGAGEMENT ‘The Blackpool Way’

  2. THE BLACKPOOL WAY: THE DETAILED ROUTE MAP Step 1: Understand the Business Step 2: Identify the Common Crisis Step 3: Convince Yourselves Step 4: Convince the rest of the management team Step 5: Establish the Values Step 6: Find the perceived barriers/constraints as seen by the workforce Step 7: Construct the Architecture Step 8: Go for the Quick Wins Communication Recognition Management Style Source: John Oliver “Growing Your Own Heroes” (Oak Tree Press)

  3. THE BLACKPOOL WAY: THE DETAILED ROUTE MAP Step 9: Focus on the External Customer: Going for Customer Delight Step 10: Focus on the Internal Customer: Learning to Work Together Step 11: Create the Infrastructure * The right employee systems * The right organisation structure Step 12: Enhance Team working and Empowerment Step 13: Focus on the process Step 14: Start Again Source: John Oliver “Growing Your Own Heroes” (Oak Tree Press)

  4. STEP 1: UNDERSTAND THE BUSINESS Blackpool Large District General Hospital Foundation Trust 330,000 Population High levels of deprivation 12 million annual visitors 800+ Beds (4 sites) Tertiary Cardiac and Haematology 92,000 A&E Attendances 4,500 Staff

  5. UNDERSTAND THE BUSINESS

  6. STEP 1 – UNDERSTAND THE BUSINESS “Frankly Mr Shankly this position I hold. It pays my way but it corrodes my soul. I want to leave, you will not miss me …….” The Smiths 1986

  7. STEP 2 – THE COMMON CRISIS • Projected budget deficit of £21m • Ambition to become a Foundation Trust • High costs • Significant Bed Pressures • Lack of Clinical Engagement • Patchy Clinical Quality and Safety

  8. STEP 2: Financial Problem

  9. STEP 5: ESTABLISH THE VALUES

  10. The Blackpool Way The Blackpool Way is not a ‘soft and fluffy’, ‘touchy-feely’ management initiative. It is a common-sense approach to good staff engagement through: Communicating well Recognising good work Continuous improvement Appropriate management style

  11. The Blackpool Way

  12. THE BLACKPOOL PERSON • CONSIDERATE • CONSCIENTIOUS • RESPECTFUL • RELIABLE • HONEST • FRIENDLY • POSITIVE • PATIENT FOCUSSED • OPEN TO CHANGE • TEAM ORIENTATED

  13. Be visible & approachable Be accountable and decisive Listen and communicate Be supportive Be a facilitator Create team spirit Be fair Be professionally competent Be pro-active and motivational Demonstrate people skills Have the Integrity and courage to manage poor performance and the diligence to recognise good performance THE BLACKPOOL MANAGER

  14. STEP 8: GO FOR THE QUICK WINS

  15. Blackpool Way – 4 Pillars Communication - supported by: - Vision and Values Reduce reliance on IT Walkabouts ‘Customer Care’ – being with patients Face to Face Remembering that – every interaction you have as a leader is an opportunity to build or diminish your credit rating.

  16. INSERT GRAFFITI BOARD CLIP

  17. Blackpool Way – 4 Pillars Management Style- Supported by: – • Appraisal • LMSQ • Coaching Culture/Mentoring • Clinical Leadership • Management Development • Patient Safety Walkabouts • Greater intolerance of poor behaviour/performance • Devolved decision making Fit For Foundation

  18. Blackpool Way – 4 Pillars Recognition – supported by • Employee well-being • Stress Reduction Project • Employee Assistance Programme (EAP) • 100% Attendance • Celebration Ball • Divisional Recognition Days • Staff Achievement Ceremonies • Management Practice – saying thank you routinely and regularly

  19. INSERT HR RECOGNITION DAY CLIP

  20. Blackpool Way – 4 Pillars Continuous Improvement – Supported by: - Patient Safety & Quality – Quality Framework, Blackpool Way using Lean methods Corporate and Support Services too……

  21. INSERT FACILITIES CLIP

  22. STEP 9: FOCUS ON THE EXTERNAL CUSTOMER – GOING FOR CUSTOMER DELIGHT

  23. STEP 9 • Spectacular reductions in MRSA and CDIFF • Cleanest Hospital Award • 18 Weeks Early Achievement • Top 10% Performance on A & E • Inpatient Survey results year on year improvements • Improved CQC ratings • Healthcare 100 2009 – Best Large Hospital • Sunday Times 2009 - Top 75 Ranking • Nursing Times 2010 – Best Midwifery Unit

  24. STEP 10: FOCUS ON THE INTERNAL CUSTOMER

  25. Step 10: Focus on the Internal Customer • HPMA Award for Partnership 2007 • HPMA Award for Workforce Stress Reduction 2008 • Investors in People x 3 Annual re-accreditation “huge progress” then ‘Gold’ award • HSE ‘ a model for other organisations’ • National Staff Survey 2007-2009 Journey from also ran →top 25% Key Questions: Appraisal take up – * Would you recommend the Trust as an employer? * Intention to leave * Support from Managers • Sickness Rates 5.3 → 4.3 + falling • Turnover Rates 13% → 9% + falling

  26. VaLUENTiS 37 point improvement in engagement 2004 – 2009 (North West improved average 12 points, Acute 10 points) Ref Group 14 points

  27. STEP 11: CREATE THE RIGHT INFRASTRUCTURE

  28. Leadership Management Style Questionnaire (LMSQ) 1.Is visible and approachable 2.Is reliable and honest 3.Is patient and customer focused 4.Treats all staff equally and fairly 5.Pro-actively motivates and inspires to achieve the teams objectives 6.Gives encouragement and welcomes new ideas for improvement 7.Is conscientious and leads by example 8. Helps to ensure that the processes and procedures we use facilitates and achieves results

  29. LMSQ continue ….. 9.Ensures we have regular effective team meetings 10.Encourages effective team working 11.Communicates effectively on day to day issues 12.Makes sure that I have an appraisal at least once a year 13.Ensures that if training needs are identified that appropriate training is given 14.Recognises and celebrates success and good work 15.Show me respect and consideration 16.Has the courage to managepoor performance within the team 17.Gives support on work where needed 18.Delegates effectively 19.Has a positive approach 20.Help to create a friendly and enjoyable working environment

  30. Measuring Effectiveness

  31. STEP 14: START AGAIN

  32. Step 14:Start Again • Patient Safety & Quality • Continuous Improvement • Paper Light (less?) Hospitals • Vision & Values re-freshed

  33. The hardest thing ? SHIFTING BEHAVIOUR OF (ALL) LEADERS

  34. 2010 Challenges • The (now much) small(er) number of key influencers who can’t/wont change • Line of sight stuff and keeping Blackpool Way fresh and real • QIPP – Fast change and full staff engagement

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