2. Julie Kerry Thomas Kohut
Cygnet, Director of Nursing and Patient Experience
Thomas Kohut
Uscreates, Senior Design Consultant

3. About our organisations

4. About Cygnet

5. Uscreates is a design led agency creating better outcomes and experiences in health and wellbeing.

6. Gain deep understanding of the experience of front-line staff1 2 3
Develop and support in implementation of recommendations to improve staff recruitment and retention
Help the board understand the reasons for high staff turnover and difficulties recruiting
Gain deep understanding of the experience of front-line staff

7. What do we mean by ‘design’?

8. a valuable problem solving tool
Design =
a valuable problem solving tool
What do we mean by ’design’

9. ‘Design’ is what links creativity and innovation
‘Design’ is what links creativity and innovation. It shapes ideas to become practical and attractive propositions for users or customers. Design may be described as creativity deployed to a specific end.
Sir George Cox, The Cox Review of Creativity in Business
What do we mean by ’design’

10. Design as styling Design as process Design as experience
Design can be used to add value in a range of different ways from ‘styling’ through to ‘strategy’.
Design as styling
Simple, engaging, accessible communication.
Awareness raising.
Building brand.
Design as process
Improve services, systems, procedure and flows.
Efficiencies.
Behaviour change.
Design as experience
Create a consistently good experience for customers & staff.
Differentiate from competitors.
Design as strategy
Transform organisations to innovate and adapt to change.
Future proof organisations and offerings.

11. 2 beds per week 6% 100+ 18% 20+ How can we
saved
2 beds per week
in a treatment centre
How can we
improve or maintain excellent experiences? 6%
improvement in resident satisfaction in council services in 6 weeks
How can we improve systems, processes and flows to achieve efficiency savings?
100+
tech start ups
supported
How can we embed
new working cultures?
18%
reduction in
teen pregnancy
20+
capability building programmes delivered
How do we innovate to respond to future challenges?
How can we achieve
behaviour change?

12. Deep human understanding
Base solutions on actual needs, expectations ‘and experiences
Reframing challenges
New ways of solving old problems, new lenses to see underlying issues
Co-creation
Involve people and build engagement, buy-in and capacity through the project
Prototype and test
Catalysing rapid change through
agile and iterative working

13. Gain deep understanding of the experience of front-line staff1 2 3
Our objectives in this work JK
Develop and support in implementation of recommendations to improve staff recruitment and retention
Gain deep understanding of the experience of front-line staff
Help the board understand the reasons for high staff turnover and difficulties recruiting

14. Deep human understanding
Base solutions on actual needs, expectations ‘and experiences
Reframing challenges
New ways of solving old problems, new lenses to see underlying issues
Co-creation
Involve people and build engagement, buy-in and capacity through the project
Prototype and test
Catalysing rapid change through
agile and iterative working

15. What we did

17. TK

18. We spoke to:
JK: The report – why it was powerful

19. What we found

20. Cygnet
Hospital
Ward
Team
Service user / user group

22. Proposed segmentation model

23. Five Challenge Areas around recruitment and retention:
The ward environment
Recruitment materials and processes
Internal staff communications
The role of Ward Managers
Training and progression

24. What we are doing now

25. Internal Communications Communications around pay
Challenge and
Change Teams
Communications around pay
Ward Managers

28. How the CCTs will work CCTs is a voluntary programme
It is intended to facilitate change at hospital/ ward level
It supports staff to generate rapid, low risk tests with the permission to fail
Teams will have the resources to explore relevant issues within a structured framework
Team members time to work on problems will be protected and this is supported by management
Team members will be paid for their participation at their current rate of pay whilst off duty
The board will be actively involved in the CCTs process and are committed to change

29. CCT process

30. Reducing non-clinical burden
CCT Areas of focus:
Progression
Reducing non-clinical burden
Improving the
first 3 months
at Cygnet

31. “ “ “ “ “ “ “I feel empowered that a change could be made”
“I feel that at last retention is at the heart of the company” “ “
“I feel refreshed to think we could make a difference, and motivated to try and make a difference”
“I will take away feeling part of positive change” “ “
“I feel more in control and empowered”
“I feel valued, my opinion counted”

32. What we have learned

33. Some principles for tackling this challenge:
Understand the ‘micro’ problem
Don’t underestimate the impact of human interaction
Don’t be tempted by grand gestures
Focus on empowerment
Remember nurses are clinicians first, carers second

34. Thank you