Team outstanding achievement - non-clinical
Please note, this information is now for archive purposes - nominations closed on 14 October 2016.
Do you know of a team that demonstrates a commitment to deliver excellence with others that has resulted in non-clinical improvements to Health and Social Care services? This could include working across organisations and systems helping to demonstrate efficient and effective working by sharing knowledge, techniques and best practice to help ensure continuous development.
We are looking for demonstrable change and/or improvement that has been achieved through highly effective, sustainable and inclusive team working, and how team working was vital to its success whether this is within an organisation, across organisations or across sectors.
Please answer the following questions by giving suitable examples of how the nominee(s) demonstrated leadership qualities in their work, words or actions. We have made some suggestions of examples you might give; do feel free to use any others which you believe answer the question.
Download the nomination form linked at the bottom of this page and fill out the answers to the following questions. Return the form via email to Leadership.Enquiries@yh.hee.nhs.uk before the deadline of 4pm on the 14 October for your nomination to be eligible. Please see the quick guide and FAQs documents at the bottom of this page to download, for hints and tips to help you make your nomination.
The Hoot Guitar Orchestra at the Regional Leadership Recognition Awards 2015.
Q1 What project has the team delivered to achieve measurable benefits for patients/communities/colleagues? This may be shown through evidence of:
- Positive changes or improvements in health outcomes
- Service performance
- Cost effectiveness
- Public perception as shown through consultations or engagement
- Performance information and increased patient satisfaction.
Q2 How did the team deliver measurable benefits for the organisation(s) involved? For example:
- Changes or demonstrable improvements in cost efficiency savings
- More effective planning processes
- Improved staff satisfaction scores in surveys
- Evidence of more integrated services
Q3 How have all team members been involved in the design and delivery of the project with all members valued as equals to drive forward the deliverables and successful outcomes? This may be demonstrated by:
- Time given to develop the leadership group
- Priority given to partnership projects, budgets and resources
- Extensive joint working
- Integration of activity
Q4 How has the team used learning from this outstanding achievement to develop best practice that can and may well have already been adopted by others? Examples of this are:
- Project evaluations
- Published reports
- Further work scheduled to be carried out
Q5 Do they demonstrate inclusive leadership? Examples of inclusive leadership may be:
- They are an ambassador, advocate or ally for the under-represented or unheard. They may be part of, or run, a network or representative committee and unlock potential through their development of inclusive services and in the process help to shift their organisation’s culture
- They inspire by helping others ‘be themselves’, demonstrating an interest in and treating all with compassion, care and professionalism regardless of who they are, background, or job role. This may be seen through staff and/or patient feedback/surveys or be from your own experiences of working with them
- They ‘call out’ bias, exclusion and discrimination when and wherever they see it, enabling teams, services, organisations and systems to continually develop inclusive practices, modelling conscious, intentional, inclusion