In this section you will find resources and example evaluation frameworks organisations have used to demonstrate the value and impact of the BLC role.
Developing an evaluation framework
When implementing an intervention such as the BLC role it is important to develop an evaluation framework, from the beginning, to demonstrate its value and impact. This type of tool can also be helpful in presenting a case for change to key stakeholders.
An example evaluation framework is detailed below, considering the BLC role’s impact on the following:
- Quality of patient care – Capturing tangible improvements in patient care and experience.
- Staff wellbeing and engagement – Using both quantitative (e.g., surveys) and qualitative methods (e.g., interviews and focus groups) to collect staff feedback and demonstrate impact of the BLC role on staff wellbeing and engagement.
- Organisational culture – Utilising visual management tools and existing management structures to showcase the impact of the BLC role and encourage a culture of learning and doing things differently.
- Value for Money – Measuring incurring costs (including time and resources), as well as any changes in investment that have resulted from implementing the BLC role.
- Wider healthcare system – Recording learning and knowledge transfer across organisational boundries and its resulting impact.
Evaluating the impact of the BLC role
Organisations implementing the BLC role are now building a strong evidence base on where changes made as a result of the BLC model have had a positive impact.
The impact of the role has included improved safety, effectiveness, workplace efficiency, as well as staff wellbeing, demonstrating a strong return on investment for organisations implementing this model. Where staff were surveyed, results demonstrated a positive impact on staff morale, particularly relating to feeling valued and able to influence improvements.
Pilot sites have reported systematic improvements to how problems are quantified and addressed. The majority of issues raised through the BLC role are ‘quick fixes’, enabling the organisations to rapidly respond to staff concerns.
“Around 80% of the ideas will be quick fixes and the rest are longer term projects”.
Data analysis also demonstrates a cyclical effect. As issues are raised and resolved, more issues are subsequently raised, suggesting staff feel confident to raise further issues knowing their concerns will be addressed.
Example evaluations
Royal Free London NHS Foundation Trust (Chase Farm Hospital)
1107 insights were raised during the first 6 months of implementing the BLC role. When the learning co-ordinators joined the team, the number of insights raised increased from an average of 19 per week to 82 per week, demonstrating the value of having dedicated staff gather insights from across the organisation.
An independent evaluation undertaken two years after implementing the role showed:
- 77% of staff were familiar with at least one aspect of the Learning Health System
- 82% of staff found the Learning Co-ordinators useful to their daily work
- 70% of staff felt more able to influence improvements that matter
- 70% of managers better understood issues and opportunities that matter to staff
“The system is brilliant and gives people a voice,” it [the BLC role] “encourages participation and an environment for staff to speak up.”
“Instead of issues being raised and not acted on immediately, as may have happened in the past, now there is prompt and real-time action and solutions.”
Overall, 77% of staff thought the hospital had become more committed to learning and improvement through implementing the BLC role and a learning health system approach.
Mid and South Essex NHS Foundation Trust
The Mid and South Essex team initially piloted the BLC role across three different hospital settings:
- Broomfield hospital – Emergency department; 127 day pilot; 137 issues raised/120 addressed
- Broomfield hospital – Maternity department; 126 day pilot; 74 issues raised/34 addressed
- Basildon Hospital – Maternity department; 203 day pilot; 99 issues raised/82 addressed
An evaluation of the pilot showed that 85% of staff reported the BLC role being beneficial and having a positive impact. Staff shared feedback that the role has helped them feel listened to and is a “wonderful idea”. Prior to implementing the BLC role, only 65% of respondents felt valued enough to share their improvement ideas.