The introduction of LiA at a Trust is often greeted with weary cynicism by NHS staff who have been involved in various change 'initiatives' which arrive with a bang and leave with a whimper, promising the earth and delivering little. LiA isn’t an 'initiative', it is about engaging and empowering staff for the long-term to improve the patient experience, patient outcomes and the morale of staff

A multidisciplinary LiA Team at Aintree University Hospital NHS Foundation Trust have broken through 'the usual reasons why not' to make significant improvements to the quality and safety of care for stroke patients. The 'gold standard' for patients who have had a stroke is to receive thrombolysis within 60 minutes. This has a major impact on the recovery of the patient and their quality of life following a stroke...

Croydon Health Services NHS Trust recently held their second LiA 'Pass It On' event. John Goulston, Chief Executive, described these events as 'the best two days in my NHS career', and went on to say the following

The LiA mission for one group of staff at Pennine Acute Trust, ‘to provide the best rehabilitation journey by transforming our team’s culture and practice' has been successfully achieved by the Floyd Unit at Birch Hill Hospital. The team, led by unit manager Karen Gaunt, now has the first integrated team room in a neuro rehab facility in the whole of Greater Manchester.

Nichola Durrant is the LiA Lead Co-ordinator for Liverpool Community Health NHS Trust. They started out as an LiA National Pioneer Trust in January, and Nichola reflects here on the importance of getting the 'First 100' influencers on board and sharing ownership right from the outset.

John Adler, Chief Executive at University Hospitals of Leicester NHS Trust, is using NHS Change Day to boost the spread of Listening into Action across the Trust. John has given LiA his unwavering commitment first at Sandwell and West Birmingham and now in Leicester, and has no doubt about the impact this way of working has on staff and on the quality of patient care.

David Allison is Chief Executive at Wirral University Teaching Hospital NHS Foundation Trust, where they are now in their second year of LiA adoption and spread. David has given LiA his unwavering commitment from the beginning. He shares their story so far...

A multidisciplinary LiA team at East Sussex NHS Trust has worked together to create a new Ambulatory Respiratory Care Service (ARCS) at Eastbourne General Hospital. This has been a great example of an LiA team working across the usual boundaries, empowering a rich cross-mix of staff...

There is exciting news at Royal Liverpool and Broadgreen University Hospitals NHS Trust this week, where they are buiding on their LiA adoption to radically improve patient care and services through ‘real time’ staff engagement. Under the leadership of Consultant, Simon Constable, the hospitals will be running the 'perfect week' to understand where the blocks are and how they can improve what they do for patients, staff and the Trust.

Following the closure of the Winter Ward at Aintree University Hospital NHS Foundation Trust in Spring 2013, the Medical Division decided to use an LiA approach to plan ahead for winter 2013/14. This effort was led by the Matron and Ward Manager, who were determined to build on the learning and improve the experience for both patients and staff.

Pennine Acute Hospitals NHS Trust are now in their second year of LiA adoption. So far they have had an incredible 79 Staff Conversations involving more than 2000 staff, all with a focus on improving their services and patient care. Their focus as a Year 2 LiA Beacon Trust, is on 'raising the bar' in terms of rapid spread of the LiA way of working, and moving ‘faster to outcomes’

The LiA Lead Coordinator is a very special role for a rising star in the organisation. Working directly to the Chief Executive, they coordinate, coach, cajole and support colleagues at all levels and in all roles to understand and buy into the LiA way of working. The LiA Lead Coordinator typically has a clinical background, and is tenacious, passionate and unwilling to let obstacles (of which there are many!) get in their way.

John Goulston, Chief Executive at Croydon Health Services NHS Trust, has recently hosted two highly successful LiA Conversations with patients at his Trust... "Listening to our patients gives us the insight into how we can make the necessary changes to improve services. In the past couple of weeks I have been very proud to host two listening events"

East Sussex Healthcare NHS Trust has recently moved into their second year of LiA adoption, with a focus on engaging and empowering their staff around specific, priority opportunities to: 1) improve the quality and safety of patient care, 2) enhance the patient experience, and 3) enable and support frontline teams to do their jobs. As part of this work, based on feedback from staff and patients, they have introduced an exciting Patient Experience Champion Programme

In the past 6 years, over 120,000 staff in 120 NHS Trusts have highlighted one of the greatest challenges they face delivering great patient care: delays and challenges in the system to recruit the right staff at the right time. It impacts safe staffing levels, agency/bank costs, staff morale, and ultimately the quality and safety of patient care.  

Barnet, Enfield and Haringey Community Support and Recovery Team (East) made a bigger impression than expected when they set out to enhance the patient experience. The team wanted to improve their referral response rates, reduce waiting times and provide a service more tailored to the individual needs of their users, in order to maximise recovery and discharge.

There is a story about a time when John F Kennedy visited NASA unannounced, and he came across several cleaners. He asked each one what their job role was and received a stock answer from all but one who replied: “I am helping to put a man on the moon”. In every team there are members who perform the ‘hidden’ roles, and without their valuable input the team would not be able to achieve their mission

Michelle Cloney, LiA Lead, reports back from UHL... In April 2012 we did a Trust-wide LiA Pulse Check® to get a snapshot view of ‘how engaged and how valued our staff feel right now’. This is a vital part of the journey for all LiA Trusts and provides a baseline to compare against over time.  

Glenn Young, the LiA Lead at East of England Ambulance Service, recognises the energy and committment required to adopt LiA across a geographically diverse and mobile workforce. He says "We need marathon runners not sprinters".

The network of LiA NHS Trusts grew to 36 this week, with six new Chief Executives and key influencers from across their Trusts starting their Listening into Action (LiA) journey at their first Navigation Day in Birmingham. Their shared mission is to engage and empower frontline and support teams on a widespread basis to deliver better outcomes for patients