Wirral University Teaching Hospital NHS Foundation Trust have won the HSJ Award for Staff Engagement, for their work with Listening into Action (LiA). Congratulations!
With direct involvement from the Chief Executive, Chief Nurse, Medical Director and other influencers, an exciting journey to embed new ways of working has had a huge impact on patient care and how staff feel working there.
Messages from last night's awards ceremony included:
- "Thanks to support @LiAJourney @wuthnhs making a difference through staff engagement #proud" Jill Galvani, Chief Nurse
- "Delighted that all the hard work of our staff @wuthnhs has been recognised. Winning the HSJ Staff Engagement Award a wonderful endorsement" David Allison, Chief Executive
- "Wow! We won the HSJ Award for Staff Engagement! It was amazing and is a great credit to LiA and our LiA teams" Cathy McKeown, LiA Lead
- "The winners of the 2014 #HSJ Awards are 22 examples of best practice happening right now" Alastair McLellan, Editor of the Health Service Journal.
This is the third consecutive year in which an LiA Trust has won this coveted and prestigious award. In 2012 it went to Sandwell and West Birmingham Hospitals NHS Trust. Last year, it was awarded to Wrightington, Wigan and Leigh NHS Foundation Trust, who this year went on to win the awards for Provider Trust of the Year, Patient Safety, and Improving Environmental and Social Sustainability.
Wirral University Teaching Hospital NHS Foundation Trust was one of five LiA Trusts shortlisted for the Staff Engagement Award this year. Congratulations to all for your commitment and the impact that your staff have had through LiA so far.
The summary from the winning submission from Wirral University Teaching Hospital Foundation Trust reads:
"The Listening Into Action strategy put into place a wide variety of initiatives to comprehensively engage staff, which resulted in numerous service improvements.
The plan was launched following an organisational health review and national staff survey which highlighted key priorities for change. More than 1,000 staff attended one of 14 Chief Executive led conversations to put their own ideas forward, and over 650 staff went to team led conversations to make improvements. In excess of 120 high impact improvement actions were completed and more than 200 quick win improvements.
The project included a personal commitment to change from the chief executive, a recognition of the need for multidisciplinary staff engagement, and a regular sharing of achievements as evidence of change.
Key improvements as a result of the project included a streamlining of the recruitment process and reduction in the recruitment gap between leaver and new starter; a major refurbishment of the A&E department; and a reduction in average length of stay from 12 to five days in the older people’s short stay unit. A repeated staff survey showed significant improvement in responses regarding these areas".
Judges said the project was a “powerfully impressive, evidence based programme to bring about positive change through staff engagement”.