Inspire

Above and Below the Line Behaviours
Above and below the line behaviours help us to turn our workplace values into tangible concepts that all staff can easily understand and apply. You will sometimes hear staff saying ‘that is below the line’ when we might not uphold our values.

Executive Safety Walk Rounds
Executive safety walk rounds are a quality improvement initiative and a way of ensuring the executive team and senior staff hear first-hand of the key safety concerns of frontline staff, patients, residents and families. Issues raise go onto an action plan that has an executive member responsible for the action to be completed. This is updated monthly and presented to the Leadership and Executive meetings.

Leader Rounding with Employees
Rounding involves a leader taking the time each day to touch base with employees, making a personal connection, finding out what is going well and determine what improvements can be made. Rounding improves engagement in managers and employees which then improves safety, quality outcomes  and reduces staff turnover. It also provides the opportunity for staff to acknowledge the good work of a colleague and why.

Traffic Light Reports
The key actions from the monthly leader rounding goes onto your Traffic Light Report in the work area and then published in our BSHS newsletter every six months. This way you can see what staff have fed back and how are going in progressing those suggestions. It also lists those staff who their peers want to recognise and why.

Service Rounding
Service rounding has a focus on how a service is or is not meeting the needs of its clients. For example, Maintenance Supervisor will meet the Nurse Unit Manager to see if their service is meeting the needs of the clinical team.

Staff Recognition
A strength of staff recognition is that your peer are acknowledging your good work and explain why this is important. Recognising and rewarding success ensures that great work doesn’t go unnoticed and focuses on positive behaviours, which builds a safe, respectful and harmonious workplace, resulting in constructive teamwork and quality healthcare. Recognition can be a simple and direct thank you from manager or colleague, it could be an email from management or executive, or it could be a thank you note. All recognition includes what you have done that is exceptional, why it is important and the note states how this links to our values.

Staff Huddles
Staff huddles are five to seven minute standing gatherings that allow us to communicate vital information to ensure all staff are informed. Routinely nursing do a daily huddle and when there is an important organisation wide update, we call an all staff huddle.

Monthly Accountability Meetings (MAMs) and 90 Day Action Plans
Each manager has a 90 day action plan based on our annual operational plan so we can be assured that we are progressing what we said we would do in our operational plan. At the monthly accountability meeting the manager or executive talks to their report, what information came from their leader rounding including staff to be recognised. Monthly accountability meetings helps to hold managers accountable for the wellbeing of their team, the safety of consumers and the work they are currently doing in relation to achieving the goals of BSHS.

Communication and Consumer Boards
Each department of the health service has a communication board. This board holds key documents such as, strategic plan, values, above and below the line behaviours and operational plan. The board also has key performance indicators presented in an easy to read format.

Consumer boards are located at the reception of all sites, which has key data, upcoming events, feedback, COVID-19 updates and our services.