NHS IdeasChannel by juliaschaeper

NHS Institute IdeasChannel Initial web specification, functionalities & user requirements

© Copyright NHS Institute for Innovation and Improvement 2010. NHS Institute, NHS Institute IdeasChannel – Initial web specification recommendations and conclusion is published by the NHS Institute for Innovation and Improvement, Coventry House, University of Warwick Campus, Coventry, CV4 7AL. Copyright in this publication and every part of it belongs to the NHS Institute for Innovation and Improvement. All rights reserved. This publication may be reproduced and circulated by and between NHS England staff, related networks and officially contracted third parties only, this includes transmission in any form or by any means, including e-mail, photocopying, microfilming, and recording. All copies of this publication must incorporate this Copyright Notice. Outside of NHS England staff, related networks and officially contracted third parties, this publication may not be reproduced, or stored in any electronic form or transmitted in any form or by any means, either in whole or in part, including e-mail, photocopying, microfilming, and recording, without the prior written permission of the NHS Institute for Innovation and Improvement, application for which should be in writing and addressed to the Marketing Department (and marked ‘re. permissions’). Such written permission must always be obtained before any part of this publication is stored in a retrieval system of any nature, or electronically. Any unauthorised copying, storage, reproduction or other use of this publication or any part of it is strictly prohibited and may give rise to civil liabilities and criminal prosecution.

This document presents the initial web specification, recommendations and conclusions as part of the wider NHS Institute information strategy. The objective of this piece of work is to develop a web proposition, including user requirements and functionalities of an ideas channel and knowledge sharing platform. Key to the approach has been being able to formulate an answer to two overarching questions: 1. What are the user driven needs for an ideas and knowledge platform and how can we best meet these needs? 2. What support do we need to provide internally to sustain and maintain such platform? The following initial proposition for an ideas platform has been created by the Innovation Practice team in collaboration with Margaret Demian and Nick Gaunt. March 2010 Julia Schaeper Innovation Practice Team

Contents 1 Making the case for an ideas platform 1.1 Organisational challenges and drivers 1.2 Productivity and value added 2. NHSConnect: a web proposition and experience 2.1 Service vision and objectives 2.2 The basic proposition 2.2 NHS staff needs 2.4 Primary user segmentation based on behaviours and attitudes 2.5 Design principles 2.6 Platform features and functionalities 2.7 Use scenarios 3. Delivering NHSConnect across the NHS and NHS Institute 3.1 Establish a culture and operation that supports and facilitates new ideas 3.2 Build a recognised presence 3.3 Creating capacity and identifying necesary capabilities 4. Appendix 4.1 Approach and methodology 4.2 Research team and participants

1. Making the case for an ideas platform

1.1 Organisational challenges and drivers An answer shared is a problem solved: Working towards a national ideas and knowledge sharing platform Background Within the NHS there is a wealth of wisdom, often unused, distributed across all staff. This knowledge has evolved through practical experience, and if evenly disseminated could have major benefits for local and even national healthcare practice in the UK. However, unless this knowledge is captured and made easily accessible, it will remain within the memories of NHS employees, destined for retirement, maternity leave, or career change. Sharing knowledge on a local or national level will lead to improved efficiency and quality, better team-working, and improved patient care. Clearly, the management of knowledge is vital to the improvement of patient care and an increase in productivity that might lead to the required cost-savings we face. Bringing knowledge to one place The NHS is made up of many organisations, and all of them have their own systems for carrying out procedures in line with government standards and guidelines. Some will operate more innovatively and efficiently, and it is this best practice that needs to be shared, so that NHS professionals can transfer their learning to their own practice. While there is clearly a profusion of facilities for sharing knowledge across the NHS, the problem is that there are simply too many and no easy way for staff to identify those appropriate to their role or issues. As a consequence, staff cannot find the information and ideas they need, and those wanting to disseminate ideas or advice, find it difficult to reach their desired target staff audience. At the NHS Institute, we currently offer several mechanisms addressing this need, ranging from NHS Live, to a Productives sharing site.

NHS Institute programmes including the Productive Series, expressed their need for having a facility to share ideas or seek contacts with others who have experience of new ways of working or who can offer advice about how to approach a particular challenge. Our research has shown that none of the existing platforms offer adequate support for NHS staff in that context. There is a clear need to create a well-designed user experience which draws together the practicing knowledge of front line staff and makes this easily and intuitively available to not only NHS but also NHS Institute employees. A National Ideas Platform We have been requested to develop a formal â&#x20AC;&#x2DC;National Ideas Platformâ&#x20AC;&#x2122; with the aim of establishing a consistent and effective system for processing new ideas for improvement. Again, the need for this is reflected in the reality of not having one place to go to to share, post or act on new ideas for improvement. At the NHS Institute we have been seeking to develops such a channel for a while, with a basic prototye version in place on our current website. http://www.institute.nhs.uk/cost_and_quality/new_ideas/new_ ideas_form.html

1.2 Productivity and value added

Although this is a first step into the process, our research has highlighted the limitations of the current approach and emphasised the need for a much more interactive mechanism that allows people to engage and share their ideas more widely. We need to design an ideas channel through which we can issue calls for ideas relating to specific topics, generate propositions for action and provide an environment in which people can share and discuss innovative ways of working. The Innovation Challenge Prizes, H&SC Awards, NHS Live and other initiatives in which the NHS Institute is involved, provide yet more potential sources of participation and sharing of ideas. To find a way to enable NHS staff to share their knowledge, ideas and experience in the context of healthcare practice, improvement and innovation, we embarked on the following piece of work which sets out to define initial user requirements for a platform that will allow sharing and dissemination of knowledge and new ideas. We anticipate that this can be used as a foundation for software development, which will enable a national ideas and knowledge sharing platform as part of the wider NHS Institute information strategy.

Call for Ideas

‘It could make our day to day work a lot more efficient if done right’

Helping NHS and NHS Institute staff perform better As the volume of NHS staff using our products rises, it becomes vital to ensure productivity and quality through additional Reserach participant means. Compared with other commercial or established service industries who are quick in harnessing the potential of online ideas capturing as well as knowledge sharing1 , our research showed that we seem to fall far behind in terms of service expectations, presenting considerable opportunities for improvement and innovation. Staff who we interviewed said they spend a lot of time trying to find relevant information and advice on NHS Institute programmes - often before they start an entire new programme or module. For instance, they conduct a substantial amount of online research with the aim to identify relevant and interesting sites they could visit and learn from through case studies. Once found, more time and resourses are spent on organising visits. NHS Institute staff find themselves increasingly having to answer inquiries around best practice, ‘How to’s’, past learning experiences, contact details for other practitioners and similar topics. As they have nowhere to really signpost people to, they spend a considerable amount of time time mediating, trying to source helpful answers and connecting people.

An online platform could speed these processes, provide necessary information at your fingertips, enabling people to learn quickly, get advice and to potentially avoid duplication and foreseeable mistakes. Developing an ideas and knowledge platform can bring opportunities for increased productivity, savings and sharing of knowledge with benefits to our business and to NHS staff. NHS Institute benefits • The provision of an enhanced ideas and knowledge platform is key to increasing productivity and efficiency of each NHS employee. Providing a staff-focussed web experience can lead to better performing NHS and NHS • Institute staff which can mean more efficient day-to-day job handling or programme execution. • A systematic and planned approach to collect and share ideas as well as wider knowledge across the NHS can also allow us to build a comprehensive view of NHS challenges, ideas and potential solutions.

• A thoroughly managed ideas and knowledge platform can help us establish a better understanding of our ‘customers’ - NHS frontline staff and people who use our programmes, identify quick wins and focus our energy on areas that prive to have maximum impact and gain at the frontline • Insights and new ideas gathered through the website can help inform our longer-term view on service improvements, investment and activities • The proposed web platform could enhance our brand recognition and create value for both the NHS and NHS Institute • internally. It would contribute to our wider remit of ‘helping the NHS transform’. • Improve reputation as thefirst point of contact for best practice in innovation and improvement • Depending on the platform or business model, we might be

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• • •

able to generate new revenue streams, either by asking for membership contributions or by promoting our products and programmes on a wider nationwide or international basis through an excellent customer web experience and forum If designed well, the platform has the potential to speed-up dissemination of existing products and programmes, and expert knowledge nationally Avoid duplication and save resources Increase capacity and capability to respond to requests by enabling collaboration between practitioners Achieve virtual working and deliver part of our virtual work solutions

Wider NHS benefits • Building such a body of knowledge and know-how can allow previous intellectual and physical development to be taken advantage of and rolled out to other sites. In that way, the web platform can not only help us save time but

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• •

help to reduce resources and cost that would otherwise be spend re-inventing the wheel or making mistakes that could have been avoided – thus avoiding duplication and saving resources On-going programme wisdom will generate value in its own right by enabling NHS staff to work more efficiently based on the expertise of others. Increase internal productivity by facilitating easy access to information Facilitated conversation and exchange around service improvement and best practice around NHS Institute products Help in understanding where the need lies Assistance in building internal capabilities by creating a working network of expert practitioners and a 13 ‘storehouse’ of knowledge

2. NHSConnect A web proposition & experience

2.1 Service vision and objectives • • •

Create energy and awareness of ideas so that local NHS staff feel motivated to adopt ideas locally Harness ideas that could have universal value if applied nationally across the NHS system Specifically call for innovative approaches to driving the spread and uptake at scale of both known and new quality and productivity improvement approaches.

NHSConnect aims to guide staff to the ideas, information, practical experiences and contacts they need.

Our vision NHSConnect aims to help improve ideas and the exchange of knowledge within the NHS by providing an excellent, fit for purpose web experience. It strives to do this by being the first choice online service for managers and other front line heathcare staff who wish to seek and share work related ideas, knowledge and experience. Service objectives NHSConnect should: • Be the start of a national effort to harness the ideas and imagination of the NHS workforce by utilising world-class innovation methods • Provide critical insight about how NHS staff currently frame ideas and problems. Understanding how staff frame the issues is critical in creating ’pull‘, dissemination and adoption • Uncover the best innovative ideas held by NHS staff and NHS staff others to address the challenge of improving quality and through productivity faced by the health and social care system (e.g. moving care out of hospital) as well as new issues emerging as a result of the unique circumstances now faced by the NHS

NHSConnect

going

NHS staff going NHSExperience through

Get to the right NHSExperience information, share experiences and connect with an experts in the field 17

2.2 The basic proposition NHSConnect provides access to improvement ideas, collaborative knowledge and practical support from NHS Institute staff around implementation of innovation and improvements and programmes. The web-platform has essentially three main components: a virtual ideas and knowledge community community site, an ideas channel and a Virtual Learning and support network. Together, we hope they will provide a practical, evidence-based learning environment for implementing innovation throughout the National Health Service.

NHSConnect

1 1. Ideas and knowledge community

2 3

2. Ideas Channel

2. Virtual Learning and support site

1. Ideas and knowledge community A vibrant community platform which brings together NHS staff across the whole country to share their ideas, knowledge and experiences on implementing innovative products and solutions. The content will initially be framed around NHS Institute products. The site would contain case studies of good practice, tools, templates,photographs and observations on impact made. Its content would be user driven with the aim to encourage

discussion and share ideas more widely across the NHS. It could also be a mechanism for formally managing suggestions and ideas by gathering and assessing them, signposting to the appropriate organisation (such as NIC for devices), providing a self-assessment scheme and supporting those ideas deemed as worthy of further action. This component aims to connect professionals who like to be connected, enable them to find relevant information quickly and allow them to disseminate their practical experiences online. Key points include: • NHS Institute staff will play a lead role in facilitating this ideas channel and ensure that questions get a timely response - see 3. Virtual learning and support site on the following page • NHS Institute staff will specialise in providing a ‘matching’ service – acting as brokers and making connections on behalf of users - as we are not always the experts or have time or resources to provide direct advice • A grading system allowing people to grade the usefulness of the advice and contributions from community peers and NHS Institute Staff. We regularly analyse and celebrate high scoring experts – valuing sharing. 2. Ideas channel A channel through which the NHS Institute can call ideas for improving specific aspects of healthcare. Those submitting ideas are taken through a simple self-assessment to categorise and screen suggestions, and to signpost users to the most appropriate agency to handle ideas that are outside our own remit. Ideas that pass this initial screening are shared with others in the submitter’s communities where they can be reviewed and given advice and information about possible next steps (our own staff will of course also be able to offer advice).

Ideas that show potential for inclusion in NHS Institute products and solutions are passed to the New Product Design Pipeline for consideration. This component aims to enable collection and discussion of new ideas, to facilitate the sourcing of professionals with the experience to help solve certain issues and to identify ideas with greatest merit and potential for change. Key points include: • Ideas are shared openly, discussed freely and assessed informally by a wider community (i.e. crowd-sourced). This would deter those with ideas worthy of protection of their IP (which should probably be directed to Innovations Hubs, NIC or elsewhere). It would enable a wider debate and might act as a useful means of dissemination, assuming that the user community becomes sufficiently large. 3. Virtual learning and support site For the ideas channel and community site to be sustainable and provide useful information, we need to ensure that we provide adequate support from the back-end of the site. The NHS Institute needs to create capacity to manage at least some of the content generated, including knowledge and tools for virtual working, unified communications, NHS Institute knowledge sharing and workflow support. The backend support could eventually be integrated with the wider Institute Virtual Learning strategy which is as much about sharing experiences internally, joining in on discussions, providing mentoring and coaching, and other collaborative and ‘social’ activities as it is following structured learning modules and undertaking assessments. This component is necessary in order to sustain the platform and ensure adequate support and high quality content at all times.

Key points include: • Monitoring and contributions from NHS Institute staff who would ask and answer questions. It can also be featured in the weekly team report submitted to Exec Team and form part of the evidence base for staff appraisals. General considerations • Our anticipated approach is to create a national platform for ideas and knowledge exchange. We need to be aware however, that as part of this design process, we have to avoid simply increasing the choices open to staff which would fail to meet their needs. • We know that there is a profusion of facilities already and need to design in a certain flexibility that allows our software system for integration and adaptation on a more local level. • An alternative functionality might be to enable the consolidation / integration of existing resources to make it simpler to search across them all. Integrated approach It is also worth remembering that web-based services are not necessarily the preferred or most convenient resources for NHS staff. In order to reach out more, our research highlighted the need to consider other avenues such as offline mechanisms and creating roles for ‘Knowledge Transfer Champions’.

The basic proposition - web overview

Connect with NHS Insititue Experts.

Home

Home: Welcome back Sue

Home

View al l submitt ideas NHS Co ed to nnect

Jim

Kristy Chris-

Sue

Mike

Jenny

John

Ideas from front-line staff sent direct to DH.

My Portfolio

Jenny has this page bookmarked in her browser

Home: Not NHS Staff Home View al l submitt ideas NHS Co ed to nnect

Senior clinicians kept updated on hospital.

2.3 NHS staff needs Our starting point from user research, was to develop a new way of understanding NHS staff and their needs which is critical for delivering a sustainable, useful and fit for purpose online support mechanism. From here, we developed a number of screen mock-ups describing web features and functionalities of a desired online experience. In order to design and deliver a truly useful web platform that front line staff will benefit from, we had to first understand what support NHS staff need when starting an Institute programme and how sharing ideas and knowledge could help them in the first place. We discovered a commonly held set of needs that they shared:

1. Accessible information and inspiration NHS staff value having access to the information, work experiences, tips and advice they need when they want it. They want to feel supported and interconnected throughout the process.

Karen Robinson Ward Sister

They broadly fall into these groups: 1. 2. 3. 4. 5.

Accessible information and inspiration Latent knowledge made visible Access to shared learning Integration with existing work loads Intuitive interactions online and offline

6. Transparency in how information is used 7. Sense of integrity 8. A day’s workload made easy 9. It’s all aout me 10. Design is key

“People can become quite insular and it’s hard to find the right information. A sharing website would encourage people to share more around best practice - that would be a great resource.”

Sara Thomas Ward Sister “It’s really important to find ways of sharing success stories - something we don’t do enough anyway. Sharing between the trysts could help us save time and resources and increase project success rates.”

2. Latent knowledge made visible A lot of valuable knowledge lies with people at the front line. Front line staff however, if often over worked or lacking mechanisms of making their voice heard will be less likely to share this. It is important for NHS staff to staff using this invaluable latent knowledge and create a culture where people are not afraid of expressing their ideas.

3. Access to shared learning There is vast amount of collaborative and often hidden knowledge of how to improve or innovate in health services across the NHS. NHS staff would like to harness more of the valuable NHS internal resource its staff and working knowledge - and find new and better ways to learn from each other.

Christine Johnson

Sue Stanley

Assistant Directorate Manager

Director of Service Improvement “ People on the front line know all the answers and sometimes we can create things from ideas we have and then show them it and they say - We’ve been saying that for years”

“Sometimes it’s difficult for people to speak up. We need more respect in our culture, whether you are a cleaner or a nurse. Sometimes it happens naturally and quietly and that is amazing, often these people don’t want to shout about it, then the other end of the spectrum is people that keep going on about stuff!”

“I think one of the biggest challenges around peoples reluctance to share. People need to be prepared to share.”

Sandra Neale Assistant Directorate Manager “I welcome feedback on our service and I’d like to learn from other people leading in similar things. If there are better ways of doing things then I want to hear about them and change the way we do things.”

Sandra Neale Assistant Directorate Manager ‘Ideas come from problems. I try and keep things internal and local, the service improvement stuff is top down. This is normally about things coming from the bottom up.’

“ People often come and do walk rounds to learn from us.Connecting with other staff is the best way of learning.”

“I know that Luton and Dunstable are really leading at the moment and i want to learn from that. But I want to experience it, go there and see it in action to see what we can learn from it.”

4. Integration with existing work loads There is a profusion of existing knowledge sharing facilities nationwide. The key is not to develop yet another one, and add more work and bureaucracy to the day to day workload, but to develop a system that fits well with existing approaches. NHS staff need a mechanism that allows them to do any internet based work in contracted work hours - and not like is currently happens in their own time at home.

Debbie Porter

5. Intuitive interactions online and offline NHS staff don’t like to waste time trying to figure out how a system works. If that is the case, they are likely to stop using it. They need a system that works online and offline as not every member of staff feels comfortable using the computer. Other touchpoints need to be explored, and together with the web experience designed in the most intuitive selfexplanatory way.

Christine Johnson

Sister for Spencer Ward

Assistant Directorate Manager ‘A lot of staff have to do things on their day off, there should be space within contracted hours.’

Karen Robinson

“ Online would be one journey - however, there need to be other offline ways too of gathering people’s thoughts as not everyone feels comfortable using the computer. Another way wuld be to simply speak to people over a cup of tea.”

Sandie

Ward Sister

Practice Development Lead “ I would not want to use it if it would add administrative talks to my work load”

“Nurses tend to become very task orented. Key is to make people understand the value of the site and to get them to truly engage - otherwise it might become just another ‘task’ on the checklist.”

“Not every ward has access to computers - there might be technical barriers. You should think about designing alterntive ways for people to engage with this platform. A representative collecting people’s ideas for instance. On our hospital we will soon be introducting electronic patient boards on each ward - your system could link in with the touchscreen system.”

Karen Robinson Ward Sister “ I see an advantage of having an online environment rathet than hard copies. Browsing allows you to find things that you did not know about. Most people say they can’t use the computer - I think that’s not true. The interaction needs to be designed in a good way, then they would use it too.”

6. Transparency in how information is used We all know about the manipulative influence of media. NHS staff need to feel reassured about how their input and contribution will be used and perhaps that that there is somebody to rely upon when things go wrong – like a safety net to fall into. The NHS Institute needs to be clear about the website’s purpose and objectives.

7. Sense of integrity NHS staff need to know that their sense of integrity is protected in order to fully engage with the platform we are proposing. They will only engage if they know they will received trustworthy, high quality expert replies and adequate support through the system.

Liz Ward

Sue Stanley Director of Service Improvement

Produtcive Ward Clinical Facilitator “We need to ensure high quality expert replies, assuming some answers require programme support and other clinical expertise. The Institute has to adequately support such system to make is successful and sustainable in the long term?”

“i would not upload anything until it has been finished and formatted into a high quality 1 page case study. I would want to know who reads it and how my information will be used before I publish anything online.”

Debbie Porter

Liz Ward Produtcive Ward Clinical Facilitator

Sister for Spencer Ward “Anything that gets designed needs to be people based. We need to know our sense of integrity is fully protected before engaging with it. “

“People will need to know how their information is used. Otherwise I can see people being hesitant contributing. Each user needs to feel happy and confrident about where the information is going to“

Jenny Kay, Geoff Davison, Kerri o’Riley, Domonik Tompkins

Karen Robinson

Leicester Royal Infirmary

Ward sister “You would want to know who can access your work - we all know how the media can sometimes misinterpret information, and then you might be held responsible. This might prevent people from engaging with the website in the first place.”

“Front-line staff would check it almost daily if it felt like it was being updated regularly and that its content would be high quality. “

8. A day’s workload made easy Often working to capacity and working overtime - NHS staff are looking for anything that makes their day’s workload easier. The ideas and knowledge sharing platform could be a great way to increase productivity; however if done wrong it may add to people’s bureaucratic task load. Staff need a system that is slick, quick and above all easy to use.

9. It’s about me Customisation and personalisations are essential to the success of the web platform. Staff stated that they need a site which is designed around their individual needs, use the right level of language and support them in their day-to-day work rather than adding on extra tasks.

Sue Stanley

Liz Ward

Director of Service Improvement

Produtcive Ward Clinical Facilitator

“In order for staff to engage, it would need to be simple and of best quality. I would like to see people’s ideas in a straight forward way, saying in simple terms what they did, how they did it and what impact it made.”

“ Using the right language is hugely important. Language needs to resonate with the users expectations to ensure maximum levels of engagement.”

Mandy Webb

Liz Ward Produtcive Ward Clinical Facilitator

Ward sister “Keep the site simple and design it around our needs. From content, to language and graphics, it needs top provide relevant information at a glance without having to spend time navigating through the site.”

“Any online environment needs to be quick, easy and consume little time (10 min max for nurses). Technology needs to work the first time around, otherwise people will disengage.”

Sandie

Practice Development Lead

Practice Development Lead “Make it quick - don’t waste people’s time and make the interaction as easy and fun as possible.”

“I could see the site to link well with professional portfolios we have to do, that way it would be designed around each individual. The profile section could be renamed ‘My portfolio’ and become a mechanism that helps us capture our own reflections, project work, education, documents and improvement work.”

2.4 Primary user segmentation based on behaviours and attitudes 10. Design is key NHS staff need a highly accessible interface, navigation and overall web experience. Excellent design is key and will decide whether or not people will be using the site. It needs to be intuitive, user driven, time saving, easy and fun to use for staff to effectively engage. Staff reports that existing web environments, including intranets and other platform fail because they provide a poor user experience.

A better understanding of users and their online usage was required - one that would consider user attitudes, expectations, and motivations as well as online functionality preferences - to develop requirements for an effective platform. During our user research we examined NHS staff’s attitudes and online behaviors in order to first, determine who would use the website in the first place, and second to segment a set of user types based on mindsets and motivations. Short term We concluded the following groups of people to be the main users of the platform in the short term:

Mandy Webb Ward sister “It really needs to be designed so that it fits nicely into or workload. I think the right interface is key - use of colours, images, few words, easy to understand language and simple navigation will help getting people interested.”

Linda Fishburn Ward sister “Prompting people on the website about the things they can do would be good. If there were no prompts in terms of information, I would never find out about it as I would not know what to look for. I think a clean design and communication will help.”

NHS staff (front line staff, nurses, improvement managers, project facilitators and improvement leads across trusts and SHA’s) Mindsets and motivations • Seeking advice, support and inspiration to improve • their work and make it easier • Willing to share and showcase their experiences • • • • •

Using or interested in using an NHS Institute product Looking to connect with experts and other practitioners Looking for opportunities to learn quickly and resourcefully Time poor AND time rich, depending on day-to-day work

NHS Institute staff (Programme leads for the Productive Series, ebd, Innovation Practitioners, Knowledge Management team, Web and information team, Design, Solutions, Learning.

Browser Mindsets and motivations • Seeking new ideas and best practice examples • Gathering information on evidence and impact made • Eager to help NHS staff improve their work around Institute prgrammes • Keen to better integrate Institute internal workstreams • and gather collective knowledge • Eager to share and disseminate dispersed knowledge and • work experiences • Seeking better and more time efficient ways to interact • with our customers • Time poor AND time rich, depending on day-to-day work Longer term We anticipate the platform to be available for NHS and NHS institute staff only in the short term. We hope that in the longer term we can investigate mechanisms of how to open some or all of its content up to the general public, public sector, academics, and other healthcare improvement enthusiasts. Following some initial user research, we developed three key types of user segments based on behaviours and attitudes: 1. Browser 2. Advocate 3. Guide

’Anything that is designed for us needs to be staff centred’

’I use the internet to do my shopping, to enter competitions and look up events’

’Ward meetings are the best place for ideas and feedback. They need to be fun and encourage people to voice their ideas.’

’A lot of staff have to do things on their day off or after work there should be space within contracted hours.’

The browser primarily accesses the site to find out and read about best practice. The browser is a more casual user, often with little time to spend online, and is more attracted by short, punchy, up-to-date and summarising content rather than in-depth elaborate information. Their online behaviours focus on completing specific task like internet banking or making travel arrangements and browsing news and headlines. Being task-based, the browser believes that technology is moving very fast and might see the internet as a chore. Often s/he feels the need for assistance when using the internet. Professional backgrounds include: front line staff (nurses and ward staff), project and improvement leads Motivations and needs • Advice, inspiration and best practice examples • Find people in similar situations • Do things more innovatively • Tools and template samples for innovation projects and NHS Institute programmes • Learn from other practitioners • Increase productivity internally and ease workloads • Improve patient care successfully, quickly and evidence based • Make staff happier and more energised • Quick access to the right information and practical guidance (there is usually a lack of time) • Interactive, easy to digest information • Online AND offline solutions

Advocate

‘People often come and do walk rounds to learn from us.’

’The willingness and need is always there, it’s the empowerment that isn’t.’

’The people on the front line know all the answers, and sometimes we create things from ideas we have and then show them it and they say - we’ve been saying that for years.’

’I learn about things from Institute/Lean/ Mailing Lists/Email/ Analyst.’

Guide As a knowledge expert, the advocate is eager to share experience and learning and enjoys being online - being online is viewed as an productive task and not a chore. Conducts online research to support internal work streams and learn from others. Participates in online forums and spends a considerable amount of time with email correspondence. Confident online abilities, likes the ways in which technology can make working life easier. Professional backgrounds include: Improvement lead, project facilitators, Learning Development Officer. Motivations and needs • Tell people about the great work they are doing • Develop other people’s perception of the trust, reputaions and work profile • Learn from other people who are innovating • Disseminate knowledge internally and connect with front line staff - the real knowledge experts • increase productivity and engage staff • Wants to stay at the forefront of current development • Wants a good open trusted network amongst practitioners

‘I often don’t know how to access Institute knowledge internally’

‘I spend a lot of time answering similar email inquiries - an online mechanism could make me more productive and save me time.’

The guide is mainly active at the back-end - as an NHS institute member of staff - and wants to make useful information more widely accessible to people. S/he believes that online experiences significantly impact overall brand perceptions,and sees great potential in harnessing the web to design a better customer experience and increase internal work productivity. Considers their mobile phone a natural extension of their Internet experience - often the mobile phone is used to read email, watch videos, and surf the Internet. Wants to use feedback and learning from frontline staff to improve existing programme Motivations and needs • Support existing customers - quicker and better • Connect the front line work to wider policy • Learn from frontline staff to improve existing programmes • Aims to nurture and develop customer relationships • Develop new ideas and use front line insights to inform new pieces of work

’If there is something that is on the web that is for us to share ideas, it needs to be slick, quick, easy. It would need to be simple to search and be of the best quality. I want to see really clearly other peoples ideas and projects with a simple thing saying exactly what it is you did and what impact it had.’

2.5 Design Principles The following set of principles was directly extracted from research insights. They should inform the design, navigation and functionalities of the ideas and knowledge platform and build the foundation for any future agile development. 1. Itâ&#x20AC;&#x2122;s about you 2. Ensure simplicity 3. Time well spent 4. Transparent at all times 5. Seamlessly adaptable 1. Itâ&#x20AC;&#x2122;s about you This site and its functionalities should reflect user needs and the experience needs to be designed around the individual. Content, look and feel should be customisable at all times and respond to individualsâ&#x20AC;&#x2122; preferences. Matching the right level of language is essential for people to successfully engage. Ensure that the site is viewable over a variety of devices and caters to various disabilities; if our site is not accessible, we might be turning away a possible 10% of people right at the door. 2. Ensure simplicity Users should at all times have an excellent interface experience and finding relevant site content should be an easy, fast and engaging process. A simple, intuitive interface and navigation is key to this. Succinct use of language, reduction of word count, pictograms, illustrations and other visual and interactive content could clarify this message and ensure a smooth, uncomplicated, seamless experience. Eliminate unnecessary complexity.

2.6 Platform content and functionalities 3. Time well spent Whether a user has 2 minutes or an hour to spend online we should provide the means for them to make the best use of that time. Interactions need to be dsigned so users get desired content and information as quickly as possible. The website needs to work intuitively - potential delays and barriers need to be designed out. Appropriate information and instructions should be provided at the right time - not too late or too early. 4. Transparent at all times Our users need to be reassured about the purpose of the site in order to feel comfortable in using and contributing to it. Our overarching objectives need to be communicated as well as how we will use any user generated content. Being transparent about our intentions will increase credibility and accountablity. 5. Seamlessly adaptable The platform needs to be scalable, flexible and able to be customied for local contexts in content, size and functionalities in order to ensure a wider uptake nationwide. Its flexibility and adaptability should ensure that it can be perfectly tailored to seamlessly fit in with changes or modifications of the NHS Institute information strategy or other business levers. Build in fail-safe features when possible.

The following pages specify some of the desired key content and functionalities which were identified through our research. They are not exclusive but present a good strating point for further usability and accessability testing. Primary content contains key services and features of the entire platform. It includes a 1. Homepage The entrance point to the web platform, providing an overview of its content 2. Ideas Channel A function issuing calls for ideas - from gathering new ideas to processing submissions, review, further handling and signposting people with ideas to the most appropriate facilities 3. Ideas and Knowledge community A page that contains a discussion forum about various themes as defined by users. Themes will initially be based on the Productive Series and other NHS Institute products 4. Wise Owl A feature on the homepage which links to an ‘About this page’ and support section that includes details about the platform - communicating its purpose and objectives. The page links to live chat and includes NHS Institute contact details. Secondary content contains more in-depth information and added features to provide an excellent web experience and convey our expertise in the field. It includes Interactive features • Community discussion forum • Ideas database and submission • Best practice database and submission • About us page and clear communication of web purpose and objectives

• Member log in • News • News module (extracted from the site to put on existing NHS intranets) • Interactive product section • RSS feeds • Wise Owl/ About us

For registered members only • • • • • • • • • • • • •

Ideas database and submission Best practice database and submission Community discussion forum (contribute and vote) Case studies and top tips Download centre Templates for download Live chat Offline options Profile setting/Portfolio collection Tell a friend Find a colleague (contact bank) Add to favourites Voting feature: Promote/demote

Usability, style and layout 1. Scanning Enable an easy scan through the pages. Very few people will be prepared to read the full content of a web page. It is much more likely that NHS staff will scan the page for the information they want and read only that. Break up the content into manageable chunks. We found that people

will be better at scanning for images than text, and so the website will include many graphics and images to help direct the user’s the eye. 2. Navigation Navigation needs to be consistant and instantly understandable. NHS staff are unlikely to spend time figuring out how to get from one page to another and will leave the site if our navigation is unintuitive. Ensure people can navigate from one page to another page in 2 to three clicks, allowing them to efficiently execute their task. Do not design something differently from user expectations just to be different. Provide a means of seeing at a glance what other pages are available. Ensure there are recognisable navigation features for example where there are hyperlinks these should be clearly indicated and signposted to the user. 3. Directing the eye Highlight the section that contains the useful content and direct the visitor’s eye to this content. Immediate visual impact will keep people’s attention and attract them to the site. Inspiring and engaging graphics and imagery will make important content stand out more, making it the prominent part of the page. Use bright and moving images carefully elsewhere on each page. Ensure easy handling of images and no delay in loading the page 4. Style and layout The web platform will be coherent withNHS Institute brand guidelines and feature our logo on each page. It will use corporate NHS colours but create

the fresh and engaging look and feel necessary for the user interaction required. 5. Customisation Allow for flexibility - NHS staff needs to be able to customise their setting own preferences. whenever possible. Provide choices in features and ways that tasks can be accomplished. Also ensure that feedback is provided to user preferences. 6. Ease of learning The system must be easy to learn for both novices and users with experience from similar systems. The system must be easy to remember for the casual user. 7. Use of language The user must understand what the website does. Finding the right level of language is hugely important for that. Our research highlighted, that if language is too complex and filled with acronyms for instance, they are more likely to disengage. Ensure that the language used on the website is catchy, easy to digest and highly legible.

Additional requirements 1. Accessibility The site must comply with the standards of accessibility as set out by WAI (Web Accessibility Initiative). Keep in mind that people may be using adaptive technologies. 2. Technical requirements • High browser compatibility • Search engine ranking - the platform needs to be easiliy accessible and searchable through standard search engines • Compatibility with NHS IT systems and easy integration • Site and product search: suggestive search engine • Password protection • Access to support and help desk The following screen mock-ups are for inspiration and to further contextualise key content and functionalities. We have used them during testing with potential users and NHS Institute staff.

NHSConnect Homepage overview

NHSConnect Discover

NHSConnect NHSConnect An ideas and knowledge website for NHS staff An ideas and knowledge website for NHS staff You are logged in as Sue Stanley / SIGN OUT Sussex NHS Trust

LATEST ACTIVITY IN YOUR TRUST My Portfolio

Interactive Productive House module The user can get more information online on the Producitve House toolkit and click into each module

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The modules for The Productive Ward give you a systematic way of making improvements. We recommend you start with the leader’s guides and the foundation mod-

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*you must be a member of NHS staff to sign up ules. These will provide both a solid foundation for you to begin your improvement journey, as well as offering helpful tips on how get your preparation right to maximise your.

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Discussion

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Ideas

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Call for ideas and projects BATH your EXPERIENCE BASED DESIGN about midwifery services. We would like to hear about your successes in using productive tools on your maternity

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WHAT DO I DO ABOUT STAFF WHO DON’T THINK IT’S WORKING?

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NHSConnect Discussion forum overview

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has been designed to help Postcode NHS Trust NHS Staff Member SHA NHS Institute Product Most Viewed

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We have just completed the Productive Ward project on my ward in Northampton but I am worried that all our progress will be lost ...

Wise Owl Support offered through the Institute. When clicking on it you can see FAQ’s OR access a Live chat function

why not...

experiences around improving patient care. Submit a topic for

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Search by date 2010 Improvement Jan Tell us what you 2010 “Help for people struggling with support Feb Mar 2010 product do well... April 2010 with using observation on the ward”

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“WeNHS completed productive ward Ideas exchange in Northampton but what next?”

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Join Sign in: Email* Password Don’t have an account? NHS Connect is all about sharing knowledge, experience and *you advice. must be a member of NHS staff to sign up Respond to other people’s posts or submit your own topic for discussion. Struggling with a particular module? Then why not ask a question. I’m here to help

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John Butcher

May 2010 I’m really struggled with the observation section of the productive ward, i’ve never done anything linke this before and my team were quite unsure about doing it... PRODUCTIVE WARD Read more 22 DISCUSSIONS Comments Save 8 PROJECTS +16 I’ve worked on this project

I’ve found it quite tricky to finish each PRODUCTIVE OPERATING THEARE module in the time specified, help!”

19 DISCUSSIONS I’m really struggled with the observation section the 10 of PROJECTS productive ward, i’ve never done anything linke this before and my team were quite unsure about doing it... Read more EXPERIENCE Call for ideas and projects BASED DESIGN Comments Save +16 I’ve worked on this project about your midwifery services. 10 DISCUSSIONS 2 PROJECTS We would like to hear about your successes John Butcher

in using productive tools on your maternity 1 2 3 4 5 6 7 8 9 10 11 Next services

discussion, an idea you have or a question that you need help with?

What are we Start a discussion talking about? ThereWITH are currently 121 active I NEED HELP THE PRODUCTIVE WARD!find one about what discussions, your working on now! HOW DO I RECORD MY IMPROVEMENT WORK

Hottest discussions “We completed productive ward in HOW DO I GET IN TOUCH Northampton but what next?” WITH SOMEONE AT THE NHS INSTITUTE? “How do I get patients involved with round improvements?” NURSESmeal DON’T WANT TO HELP WITH PRODUCTIVE WARD

Forum contributions Ability to actively contribute to the forum - but only when being signed in

Hottest discussions Top rates discussions across the site

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Join Sign in: Email* Password NHS Connect is all about sharing knowledge, experience and *you advice. must be a member of NHS staff to sign up Respond to other people’s posts or submit your own topic for discussion. Struggling with a particular module? Then why not ask a question.

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“WeNHS completed productive ward Ideas exchange in Northampton but what next?” Mary Smith

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Join in now! you network with other NHS staff and share

We have just completed the Productive Ward project on my ward in Northampton but I am worried that all our progress will be lost ...

Intelligent search function A search engine which will prompt you with alternative words and suggestions should your search be unsuccessful

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experiences around improving patient care. Submit a topic for

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discussion, an idea you have or a question that you need help with?

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Answer overview You can see each individual comment or answer to the question, who it is from as well as their rating

Improvement Tell us what you Unfortunately, in a lot of hospitals, highproduct profile patients support do well... equals high priority patients so they will get a high 1 2 3

Reilly Jane

standard of treatment compared with other patients.

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PRODUCTIVE WARD 22 DISCUSSIONS 8 PROJECTS

Much of the additional NHS funding has gone into staff increased pension contributions, consultants contract, agenda for change. How on earth can an organisation work effectively without management information +12of the kind being PRODUCTIVE requested of you? OPERATING THEARE +10 Comment Read more Save 19 DISCUSSIONS +11 10 PROJECTS

EXPERIENCE a department Call for ideas As and projects we have appeared to be high achievers BASED DESIGN in terms of hitting targets. However it has now become about your midwifery services. 10filing DISCUSSIONS public knowledge that middle managers have been We would Daniel like to hear about your successes inaccurate reports on waiting lists and times. McGregor

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HOW DO I RECORD MY IMPROVEMENT WORK Hottest discussions “We completed productive ward in Northampton but what next?” HOW DO I GET IN TOUCH WITH SOMEONE AT THE NHS INSTITUTE? “How do I get patients involved with meal round improvements?” NURSES DON’T WANT TO HELP WITH PRODUCTIVE WARD WHAT DO I DO ABOUT STAFF WHO DON’T THINK IT’S WORKING?

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NHSConnect Ideas channel overview

NHSConnect NHSConnect An ideas and knowledge website for NHS staff An ideas and knowledge website for NHS staff

Submit your idea Link to submit your own idea

You are logged in as Sue Stanley / SIGN OUT Sussex NHS Trust

LATEST ACTIVITY IN YOUR TRUST My Portfolio

All Ideas I’m here to

All ideas One of the main features of the website is the ideas channel. There is an assumption that ideas would be available for others to see (so not for pre-patent ideas or those of potential commercial value not yet protected)

Making your job easier We found that you can get a 12% increase if you do it on Wednesdays...

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Scrap book style ideas overview Ideas are displayed in a more informal way - a scrap book style. The ideas overview allows you to quickly get access to all submitted ideas.

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Ideas contributions An overview on who has contributed which ideas

Submitted by Sue Stanley from Sussex

NHSI Trust 12th April 2010 WHO DON’T WHAT DO DO on ABOUT STAFF THINK IT’S WORKING?

Search ideas by category or subject of interest The search function allows the user to filter ideas in order to select those of interest. The provision of selfassessment criteria to help people categorise their ideas and find the appropriate forum for them.

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Hottest ideas An overview on what ideas are most discussed and reviewed on the website. It includes a question and answer section

NHSConnect Ideas channel - Post an idea

Call for ideas A page issuing calls for ideas - from gathering new ideas to processing submissions, review, further handling and signposting people with ideas to the most appropriate facilities

NHSConnect NHSConnect An ideas and knowledge website for NHS staff An ideas and knowledge website for NHS staff You are logged in as Sue Stanley / SIGN OUT Sussex NHS Trust

LATEST ACTIVITY IN YOUR TRUST My Portfolio

Latest Ideas

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Discussion Ideas People

NHS Ideas exchange has been designed to help Search by

you network with other NHS staff and Postcode share something simple, Try calling it

eg: Move sharps

Submit your idea A form to fill in with your idea. The design is informal and fun, with no word count requirement and an automatic spell check included. Designed to reduce the fear of having to produce some high quality piece of writing, the idea is to encourage people note down all of their ideas - also the crazy ones - as often we can find a lot of useful inspiration in them

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Join Sign in: Email* Password Don’t have an account? Latest ideas submitted to NHS connect. Click through to comment *you must be a member of NHS staff to sign up or submit your own here. I’m here to help

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bins to bottom What ideas do you have for experiences around improving shelf improving patient care time in maternity services?

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Improvement product support

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PRODUCTIVE WARD 22 DISCUSSIONS 8 PROJECTS

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PRODUCTIVE OPERATING THEARE 19 DISCUSSIONS 10 PROJECTS By submitting this idea you agree to share this with all NHS Connect

SUSSEX NHS TRUST

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EXPERIENCE members. BASED DESIGN 10 DISCUSSIONS 2 PROJECTS

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Interactive tipe and hints appearing as you fill in the form. They are designed to facilitate the overall process and provide some guidance in a more fun way

ideas toMY NHS Connect. HOW DOmost I RECORD IMPROVEMENT WORK - 21 Ideas 1: Nottingham 2: Bristol - 19 Ideas 3: Norwich - 10 Ideas HOW DO I GET IN TOUCH WITH SOMEONE AT THE NHS Hottest Idea INSTITUTE? “Night Porters carry torches to help when finding sterile clothing” NURSES DON’T WANT TO HELP WITH PRODUCTIVE WARD Submitted by Sue Stanley from Sussex NHSITrust 12th April 2010 WHO DON’T WHAT DO DO on ABOUT STAFF THINK IT’S WORKING?

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NHSConnect Ideas channel - idea comments

NHSConnect NHSConnect An ideas and knowledge website for NHS staff An ideas and knowledge website for NHS staff You are logged in as Sue Stanley / SIGN OUT Sussex NHS Trust

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Join Don’t have an account? What do you think about this idea?

View an idea more in-depth and giving the user the ability to leave a comment

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Ideas

People How a NHS Ideas exchange has been designed to help bout if Great, would love we cha Search by nge the to hear more. time w you and share Postcode e open..network with other NHS staff +60 . NHS Trust Mary Smith

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Idea description A brief overview describing what the idea is about. Explained in simple language, it should be easy to understand and scan through.

My idea is Tell us what you If we change the time we open our dotowell... clinic 9.35 instead of 9.45 we can add an extra emergency appointment 1 2 3 at the start. This would improve Patient access to our clinic as they would be able to attend before work. It would also allow staff to concentrate on the patients who have appointments booked.

John Butcher

We would like to hear about your successes

Mary Smith

Nottingham have contributed

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+16

in using productive tools on your maternity services

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22 DISCUSSIONS 8 PROJECTS

Idea submitted by Sue Stanley from Sussex NHS Trust on 12th April 2010 Bob Andrews and Angela Whittle also worked on this idea.

Improvement product support