In November 2024, some of our Quality Improvement Advisors and NELFT colleagues attended the Health Improvement European Alliance (HIEA) Workshop, organised by the IHI (Insitute of Healthcare Improvement) in Belfast. The two-day event provided a great opportunity to network with improvement teams across Europe. On the first day, the workshops focused on the transformative role of Artificial Intelligence (AI) and Digital technologies in healthcare. This theme continued into the second day, where the team had a chance to visit Ulster Rugby club, and learned how data is used to enhance performance whilst supporting the wellbeing of players.     

Building on the positive feedback from Chukwuemeka Nnuji’s experience previously, we extended invitations to our QI Awards 2024 winner, Krystal Usher (KU) - Integrated Team Leader, all age eating disorder service. Along with highly commended recipients, Nicola Upton (NU) - Operational lead Havering CAMHS, and Emma Woodward (EW) - Associate Director of Allied Health Professions. Their experience and reflections provide valuable insights into the workshop’s impact on healthcare quality:

What surprised you?   

EW: How the trusts in Northern Ireland have overcome barriers and collaborate to ensure the success of any change or country wide developments. E.g. “Pay it forward to receive it back” - when the first trust goes live with something new, the others send workers to support in the knowledge that they will receive that support back when it is their turn to implement that change. This allows for learning and adjustment at every stage.  

NU: How I view AI, I have been rather skeptical but learning and listening to live examples were interesting to think of the future and how AI maybe assist health care but not replace, maybe I’m still skeptical but the door is ajar.  

KU: How despite being completely different industries, there are many similarities between the management of a professional sports team and managing a service within the NHS.  

What is the one thing you will remember?   

EW: How a peer mentoring scheme to support improved mental health in a male Belfast prison is prospering to the degree that they have set up an LGBTQ network and created a space where prisoners feel comfortable to be “out ”.  

NU: The link between healthcare and sport regarding performance and improvements. Sports/athletes use this daily to improve their individual and or team performance in a positive way. It made me question how performance data is shared and perceived, often I do not feel positive after these discussions, therefore how can we ensure psychological safety in support and invite positivity to empower the change.  

KU: Care for staff on the ground is priority, especially ensuring the team have adequate support and guidance. This comes from the talk between professional rugby players who have experienced illness and injury and how the culture of care within the team helped them get through.  

What will you share with your team?  

EW: I think I have already shared pretty much all of the learning from the 2 days with them but also how health can learn lessons from unexpected places, in this case, magicians and rugby players!  

NU: I have shared lots with my team already, including the London CAMHS transformation leads, learning from the Northern Ireland country wide changes.  

KU: The need to look after each other and promote a positive work environment and culture is paramount to underpinning good care. Also, how important data is to our day to day working -  it's essential to evidence outcomes or service need .  

Has your experience influenced anything you/your team might do more of or something you may stop?  

EW:  It has inspired me and them to be braver and increase the uptake of QI amongst AHP’s.

NU: Being the catalyst for change can be difficult and ensure everyone joins the ‘change train’ at any stop or carriage is ok.  

KU: Ensure the data that we collect is meaningful to our service, ensuring this data is shared with the team on the ground to provide transparency around performance targets. Promote a healthy work environment and shift the culture of the team to be more caring for each other. Including enabling staff to be able to give and take constructive criticism whilst still respecting themselves and their colleagues.  

It is evident from the feedback and reflections that this was a valuable experience for our colleagues. Therefore, as we are members of the HIEA, there will be more opportunities and experiences for NELFT teams to join sessions like these. They allow for wider learning and collaboration amongst colleagues and teams from across Europe to share and improve together.