The LiA Pulse Check is used by all Listening into Action (LiA) Trusts. It is simple, deliberately not over-engineered, comprises 15 questions and takes 60 seconds to complete. The LiA Pulse Check provides a snapshot view of how engaged and how valued staff feel right now. At the beginning of a Trust’s LiA Journey, the LiA Pulse Check goes out far and wide, with lots of rallying

Gloucestershire Care Services NHS Trust started their LiA Journey at the beginning of 2014, Paul Jennings the CEO at the Trust reflects on the last few months; “Someone once said to me what fantastic people I work with - stimulating, exciting, ambitious for their families and communities, brimming with ideas and excitement, inventive, creative with great ideas for change and improvement…..until they come to work.

At the Isle of Wight NHS Trust, the clear message for staff to get 'on board' the Listening into Action journey came in the form of a double decker bus. Local bus company Southern Vectis generously donated their vehicle and a driver for the day, to help sponsors launch the new way of working and get out to the Community Directorate of the integrated Trust. 

Over-labelling patient’s own medicines in the event of dose changes is standard practice in most hospitals. It is better for patient safety, reduces waste and also reduces delays in patient discharge. A lack of onsite dispensaries in community hospitals at East Sussex Healthcare Trust has meant that staff have not been able to follow this practice. Staff in the Community Health Services Medicines Management team have used LiA to find and implement a solution to this

Dementia affects more and more of us in today’s world, whether directly or indirectly. The Alzheimer’s Society report there are currently 800,000 people with dementia and predicts that figure will rise to more than a million by 2021. This is putting new pressure on NHS organisations, they need to learn and adapt in order to care for an increasingly older population with severe memory problems.

A team at Birmingham and Solihull Mental Health Trust have been using LiA to involve patients in making changes to the care they receive. The results of their work have made a real difference to the patient experience. Staff within the Forensic Reaside outreach team felt that other teams within the Trust had very little knowledge of the service they provide. This was leading to patients ‘falling through the net’, or receiving inappropriate referrals.

Changes made by an LiA team at St George's Healthcare NHS Trust have radically transformed the process for Cardiac Murmur Test results, and this has had a very positive impact on the patient experience. The reporting of cardiac investigations by Cardiologists at St George’s was subject to capacity issues. This resulted in significant delays – on average 5 weeks – between the investigation and the results being sent to GPs...

Devon Partnership NHS Trust is one of 75 organisations across the country to have benefited from the Government’s £100m Nursing Technology Fund, securing almost £400k to support work that will use new technology to improve patient care. The bid was submitted as part of the Trust’s Listening into Action (LiA) work, following feedback from nursing staff about the potential benefits of using new technology to help them in their jobs...

Staff at United Lincolnshire Hospitals NHS Trust have been using LiA to develop a solution to deliver faster care for patients. The result is the introduction a new team of Acute Care Practitioners which has been introduced in the Emergency Department at Pilgrim Hospital. This heralds a new way of working to provide rapid assessment and treatment for patients

In a ‘first of its kind’ LiA event, 70 frontline staff from 8 Trusts came together in Birmingham this week to build a series of 24 Optimal Ward Checklists creating 168 ‘always events’ for patients. The aim of this dynamic, outcome-focused day was to build an LiA Optimal Ward Framework

Bed capacity issues emerged as a recurrent theme at LiA Staff Conversations held at St George's Healthcare NHS Trust in 2013. As a result, some improvements were made to increase capacity. However, during the winter period of 2013/2014 the Trust experienced high occupancy rates, crowding in assessment areas, and patients in the wrong beds where they were not best placed to have their health issues addressed appropriately. This was having a detrimental effect on patient care

A fantastic communication has just gone out to all staff at Manchester Mental Health and Social Care Trust from Michele Moran, Chief Executive, as they embark on their LiA journey... "We’re very excited here at the Trust to be signing up to the national evidence-based Listening Into Action framework. Designed to help NHS organisations empower frontline staff and ‘invert the pyramid’, this is an approach which has already delivered radical change to more than 30 NHS

The admission of patients to the Older People's Short Stay Ward (OPSSU) was proving to be highly challenging at Wirral University Teaching Hospital NHS Foundation Trust. An LiA team was formed with the aim of making changes so that staff could deliver the best and most efficient patient journey and experience - and the impact has been huge...

There are over 2,000 people living with dementia in the Wirral area, and Wirral University Teaching Hospital NHS Foundation Trust cares for many of these patients. With figures set to rise, the Trust is keen to ensure they provide the best quality of care for their patients and families. Last week, during Dementia Awareness week, the Trust opened a ‘Memories Café’ at Arrowe Park Hospital as part of this commitment...

LiA is the perfect vehicle to involve frontline staff in generating solutions to solve ‘burning issues’ at a Trust. Holding 'themed' LiA conversations is great way to focus discussion and engage the right people to implement change in priority areas. At East Sussex Healthcare Trust, The Chief Executive Darren Grayson and Director of Finance Vanessa Harris hosted a ‘Using our resources effectively’ LiA Conversation recently.  

Jane Lewington, Chief Executive at United Lincolnshire Hospitals NHS Trust, reflects on their first year of LiA adoption: "The Trust has had a very challenging year, especially as we were put into special measures in July 2013 following the Keogh review. At that time, a cultural survey identified an absence of trust and engagement between staff and the Board. People did not feel pride in the Trust and had lost hope that things could be better.  

Sometimes in life you meet people who completely humble you, writes East Midlands Ambulance Service LiA Lead Mark Dawn. "Last week at one of our LiA Colleague Conversations at Market Rasen Racecourse in Lincolnshire, myself and others had the privilege of being in the company of a man who had spent all his working life caring for patients on the road, in one guise or another, as an ambulance frontline worker...

A brand new service which helps young patients with their allergies has opened at The Pennine Acute Hospitals NHS Trust. The Paediatric Allergy Clinic, based at North Manchester General Hospital was the idea of Dr Mudiyur Gopi, Consultant Paediatrician. Before this, families had to travel to the centre of Manchester to access allergy services.

Normally, you can’t unlock a door without a key. But here at East Midlands Ambulance Service, a concerted effort to engage staff has helped us to unlock a door that until recently wasn’t quite bolted firmly shut, but certainly stuck a little at the hinges. In the build-up to our Listening into Action (LiA) journey - and with a clear need to see some action quickly in order to build belief in LiA amongst staff -

Changes made by staff at Birmingham and Solihull Mental Health NHS FT have greatly benefitted service users, boosted staff morale, and increased productivity. A team at the Central and West Addiction Recovery Community Hub (ARCH) had been struggling to find solutions to deal with a high 'Do Not Attend' (DNA) rate which was badly affecting their service. A significant amount of time was being lost and the impact on the team was very negative