Patients first / safety / quality & value / support one another / enjoy work

Report
NGH Pharmacy Ethos
Paul Rowbotham,
Chief Pharmacist
Mar-2013
What is an Ethos?
The
character, spirit, &
attitudes of a people, culture, era
When an ethos is written down, it is an expression of what we
feel are the common values etc of the staff of NGH pharmacy.
An ethos is not a motto or slogan [Be Prepared, Every little helps,
Because I’m worth it!]
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Why a [written] Ethos for NGH
Pharmacy?
If you asked 10 staff what our priorities are you would get 10
different answers, but some common themes.
If you asked 10 staff what the principles, values & pledges
are in the NHS Constitution, most would not know.
If you asked 10 staff what the NGH mission & values are,
many would not know.
A written ethos is a way to bring some focus, consistency &
clarity for staff working in a changing environment with a
complex range of priorities, aims & objectives.
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Developing our ethos?
We started in Jul-12.
The concept was supported by the Pharmacy Management Board.
Members of our Pharmacy Management Group [30+] were
consulted & all responded with comments & observations.
Finally a group of PMG representatives, who each brought along
another member of staff, met to refine the ethos words.
In Mar-13 our ethos was presented to staff.
Our criteria were:
Simplicity – everyone should be able to remember it.
Say what we do & our values – some conflict with simplicity as we
do a lot & have many values.
For use WITHIN pharmacy – not for advertising what we do to
others; however, it must not adversely affect perception when seen
by others.
Unanimous – amongst the group.
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This is our ethos
Patients first
Safety
Quality & value
Support one another
Enjoy work
With a visual display:
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Patients first
Patients are why we are at work.
Everyone in pharmacy provides services to patients or
supports those that do.
Our work also concerns groups of patients rather than
individuals, eg. ensuring we use NICE approved
medicines, Patient Group Directions etc
Sometimes our jobs can be very busy & repetitive &
having ‘patients’ as the first thing in our ethos will help
ensure they are always prominent in our minds.
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Safety
All pharmacy staff identify with safety – from ensuring
prescriptions are correct, to dispensing accurately or making
sure medicines are stored in the correct place & the right
medicines are held as stock.
Those who do not handle medicines have a role in safety by
supporting safe systems, audit, guidelines, MMC, MSG etc.
Health & Safety of staff is also a priority in which we all have
a role.
When people are under pressure in their work it will help to
reinforce safety over speed, convenience etc.
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Quality & Value
Quality: of medicines – this is pharmacy’s responsibility.
Quality of services – to do the best we can in everything we do.
High Quality Care for All* defines quality as three dimensions: ensuring
that care is safe, effective, & provides patients with the most positive
experience possible.
Value: Medicines are the largest part of NHS non-pay expenditure & we
have a great responsibility to manage this properly.
We handle around £25m worth of medicines each year & our efficiency
directly affects NGH’s cash flow & the risk of waste.
Other ‘value’ systems include: the introduction of new medicines;
contract systems; administration to recover costs when necessary etc.
* High Quality Care for All, DH 2008
http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidance/DH_085825
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Support* one another
We all need support, particularly new staff, those with personal
difficulties, those with too much work etc. If staff feel supported,
then they will support others.
Support must be balanced with ‘challenge*’.
If the balance is not right it can lead to apathy or stress.
We aim for high challenge & high
support which results in high
performance.
*Support: things that help develop/ nurture the necessary capabilities.
*Challenge: must be willingly accepted by the individual, rather than imposed,
can be anything that requires extra effort or capability.
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Enjoy work [1]
There is now good evidence that:
• the experience of NHS staff is linked with the quality of
care &
• good staff management leads to higher quality of care,
more satisfied patients & lower patient mortality.
So, the experience of our staff is critical and we try to
improve this by doing various things……..
NHS Staff Management and Health Service Quality, DH 2011
http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidance/DH_129643
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Enjoy work [2]
We state responsibilities in our Handbook based on ‘What matters to
NHS staff’. Managers/supervisors should try to address these issues to
make pharmacy a great place to work:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
I’ve got the knowledge/skills/equipment to do a good job.
I feel trusted, listened to and valued at work.
My manager/supervisor supports me when I need it.
Senior managers are involved with our work.
I’ve got a worthwhile job that makes a difference.
I help provide high quality patient care.
I have the opportunity to develop my potential.
I understand my role and where it fits in.
I am able to improve the way we work in my team.
I feel fairly treated with pay, benefits and staff facilities.
What matters to staff in the NHS: research study 2008, DH.
http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/DH_085536
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Enjoy work [3]
We promote & encourage organizational citizenship. This is about doing
things that aren’t in anyone’s job description but when people do them
they create a good environment. The more people that act as citizens at
work, the more others will do the same. This sort of behaviour cannot be
enforced.
Behaviours we actively encourage include:
• Willingness to give time to help others.
• Doing more than the minimum required.
• Tolerating inevitable inconveniences.
• Sharing ideas.
• Attending meetings that are not required but encouraged.
• Positively representing the department & organisation etc
And we discourage other behaviours………..
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Enjoy work [4]
And, to actively discourage certain behaviours that do not help to
provide a good working environment, eg:
•
•
•
•
•
•
•
•
•
•
Abrupt or demeaning notes/emails.
Treating others like children.
Excluding people from conversations.
Cutting people off mid-conversation.
Not greeting colleagues.
Not giving thanks when you are helped by others.
Failing to keep communal areas clean [e.g. kitchens/toilets].
Expressing strong criticism.
Sarcasm.
Pessimistic predictions.
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Enjoy work [5]
So, in summary – if staff enjoy work they will
deliver better quality & patients will benefit.
We aim to help staff enjoy work by addressing
the things that are important to them at work, &
by encouraging behaviour to create a good
working environment.
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What does the ethos mean to you? [1]
It depends!
If we looked at all the staff….how many will have the
factors in our ethos as part of their personal ethos?
It could look something like this…
Patients first
Safety
Q&V
95%?
95%?
90%?
Support one
another
85%?
Enjoy work
Support one
another
100%
Enjoy work
70%?
What we are trying to achieve is this…….
Patients first
Safety
Q&V
100%
100%
100%
100%
So, it will be different for different people.
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What does the ethos mean to you? [2]
It gives all staff permission to question the behaviour of
others.
It provides another way to look at achievements &
developments in appraisals.
It gives line managers clearer responsibilities, particularly
around support & enjoy.
It tries to make it clear to all staff what our focus is & how
we are trying to improve quality & patient experience
whilst enjoying our jobs.
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The End
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