Best practice guide
A best practice guide outlining the new handover process, including templates and tips on how to carry out the new handover process for Heads of Mission delivered to the organization, for dissemination to key field staff.
Living organogram template
A template for a living organogram which could be put on the wall. This was delivered to the organization on a website and on their OneDrive, as well as to key field staff members who used this in their hospitals.
Flexible handover template
Delivered as a word document for maximum flexibility, on OneDrive and the handover website, used by multiple field staff to aid handover.
National staff buddies guide
A simple .pdf guide which is hosted on OneDrive and the handover website. This was tested in theory (verbal feedback rather than live tested) with field staff.
Report, Film, and Website
A report of all findings from the project was written and will be shared by the project’s advisory group. A film outlining the outcomes of the project, as well as the website where key templates could be downloaded was delivered.
“In terms of impact, it’s very difficult to quantify at this stage, but we do know that half of the people we put into our missions we lose after 1 mission. That’s the sheer reality of what these places are like. If we can improve handover between the outgoing person and the
incoming person I certainly think that can have an impact on retaining people.”
Peter Whiskerd, Healthcare Management Team, Holland
The initial objective was to improve the hospital handover process for international staff, which would have a positive effect on the staff they manage, and ultimately on patient care. As mentioned in the introduction, the nursing debriefing tool identified handover as a key challenge, with handover consistently scoring 2 out of 5 on the Likert scale and staff commenting that they felt unprepared when starting their role. Therefore, the hospital management team have agreed that the nursing debriefing tool will be used to measure the success of the new handover process. The potential impact of effective handover is great; if staff settle into their roles quicker, up to
one-third of all international field staff time could be saved. Julia Fedec, an international staff member stated: “understanding the context can take 3 months, then in 6 months you finish and you finally understand what you’re supposed to do.” Due to the length of the project, it is not possible to draw strong conclusions about the impact of
the solutions yet. However, we obtained qualitative feedback, with international staff being grateful that their views had been heard and the new process addressed their concerns. As well as the improved handover process, the service design approach was unfamiliar to the Hospital Management Team as well as to the wider organization. Too often forms and new processes are imposed on field staff with little research into what they need and little explanation of why they need do extra work. This project responded to the needs of field staff. Peter Masters, Innovation Advisor stated:
“The service design approach took us back to the basics to say what are the needs and requirements built a body of evidence on which designs and prototypes could be based. I’m optimistic for the outcome of this project because it’s been through that process.”