Growth Needs Assessment
The Leeds Teaching Hospitals Trust is one of the biggest NHS trusts in the country, with over 14,000 employees working across seven hospital sites.
Previous initiatives developed to reduce hospital acquired infections had been remedial and concentrated on dealing with the effects of infections. The levels of infection in some areas of the hospital remained amongst the highest in the country and had to be tackled urgently.
We recognised the need to do something different and the opportunity to turn some of the more traditional approaches on their head.
“This is the best hospital-based service transformation I’ve seen in the NHS in 20 years.”Chief Executive Officer, NHS Yorkshire and Humber
Our approach was to start with a focus on the patient and the hospital experience they received. In other words, rather than focusing on reducing infections, we started off thinking about what it would take to create an environment in which infections and other service failures would not be allowed to happen.
Following an intensive engagement process with staff at all levels of the organisation and patients, we concluded that the underlying causes of high infection rates lay in more deep-seated cultural issues surrounding staff and management attitudes towards patient safety and care. The insights gained were translated into a series of recommendations that proposed a patient focused and a ‘bottom-up’ service transformation programme to address the infections challenge at the front-line.
Journey4 developed an innovative service transformation programme called ‘Safe Hands’. This programme empowered front-line employees to help shape and deliver a positive and consistent patient experience. The programme was initially piloted in the hospital wing that had the highest level of infections with Trust service improvement specialists being involved throughout and effectively trained on the job so that they could then roll the approach out across the organisation.
Impact of our Work
The number of infections on the wards in the pilot wing fell from an average of seven per month before the pilot to zero over the programme period. Even more encouragingly, when we revisited the wing 18 months after the programme was launched, there still had not been any infections.
At the conclusion of the programme, we formally evaluated the approach using a series of measures that employees had developed against a balanced performance dashboard. Not only had the number of infections fallen but staff morale and co-operation were 100% better; sickness and absence levels were halved over the pilot period; customer complaints fell by 75%; and employee attraction and retention significantly improved.