2. Why and how did you carry out your project? There appeared to be confusion as to who was leading on which project within the trust and how to get new ideas and innovations heard by the right people at the right time. Pilot sites had been popping up delivering new ways of working but there was no clear overview of this pathway. It had been fed back that ideas had been shared and not taken anywhere and these were shared at different times/outlets so collaborative work was not happening and a lot of repetitive work and working in silos was uncovered. No obvious pathway or place to show case innovations. Sourced a central place/database that would hold all data and resources/processors to signpost staff who have an interest in an area to be able to network with each other, also felt tit was essential to have a log where innovative ideas could be parked until it was time to launch or build on the idea so innovative ideas were not lost. Set agenda with forward processors to follow. Signposting practitioners so their enthusiasm was kept going but also to stop duplication in services and work streams. Skills such as understanding about service improvement to enable this to happen have been vital so asking our colleague to support with the initial process of proposing concept “Innovation Den” to management was vital. The processors also facilitated engaging with service users to gain their views. After meetings with colleagues looking at evaluation processors and the PDSA (plan do study act) frame work we also felt a committee needed to be established so that that every ¼ the panel would be available to hear the ideas and give feed-forward of how to take the ideas forward of collaborate with other colleagues would be worth investing in.
3. What was the outcome? The overarching aim is to have this as a rolling Programme as we felt there is a lot of innovative practitioners out there that need a voice to ensure this is harnessed alongside the essential everyday health visiting, school nursing, therapy and all services within family and healthy lifestyles at Lincolnshire Community Health Services. We have been realistic that even small ideas have a place as these can transform a service and improve outcomes for our families. Once established we will be able to evidence patients stories by asking families how they see a service improvement matches their needs. Staff will be able to use their additional skills of health needs assessments. Less time wasted as all ideas in one place allowing for networking opportunities and services working together. Stake holders will be presented with a rationale for services to be developed. Commissioners will be aware of the innovative changes we would like to bring in
4. What lessons have been learnt and how have you shared them? The project is new and the first Innovation Den has been scheduled for August 2016. The ideas so far that have booked to come to the Den are "Risk management of agile working with solutions such as a 5 minute huddle, Developing a pod cast for antenatal contacts so we can share sensitive information such as shaken baby, Made a flow chart which describes the processors and the proforma which links to the high impact areas for health visiting and school nursing at present but can be altered as needed and strategic aims quality, value for money and reputation.