Laura Skaife-Knight serves as the Chief Executive Officer at NHS Orkney, bringing extensive experience in healthcare management. These observations were shared prior to Laura’s appointment to NHS Orkney, while she was Deputy CEO at the Queen Elizabeth Hospital King’s Lynn. Laura is renowned for her strategic leadership; she plays a vital role in overseeing hospital operations and enhancing patient care. With a commitment to excellence and innovation, Laura contributes significantly to the hospital’s mission of providing excellent healthcare services.
Introduction
I’m Laura Skaife-Knight, Chief Executive Officer at NHS Orkney, and I’m excited to share some reflections with you based on my recent conversation with Suhail Mirza on the Voices of Care podcast from Newcross Healthcare. Join me as I delve into the challenges and transformative efforts within the healthcare sector, offering a glimpse into our journey when I worked as Deputy CEO at the Queen Elizabeth Hospital.
Navigating the Perfect Storm
The healthcare landscape is undeniably challenging. In our candid conversation, I addressed what I referred to as the “perfect storm” – a convergence of over 100,000 vacancies, unrelenting pressures on urgent and emergency care, and the monumental challenge of addressing the elective backlog post-COVID. The toll on staff morale and the rise in burnout have created an unprecedented crisis that demands a comprehensive, long-term strategy.
Moving Beyond Short-Term Fixes
One thing I’ve come to realise is the need to move beyond short-term fixes. The impact of COVID has made us rethink our priorities, with staff reconsidering their work-life balance and seeking more flexibility. It’s crucial to address the root causes rather than apply band-aid solutions. We must recognise the true impact of COVID and adapt our strategies accordingly.
Our Unique Role
NHS Orkney, situated in a remote, rural and island community, holds a unique position as an anchor institution. It’s not just about what happens within our walls; it’s about collaborating with local authorities and the voluntary sector to positively impact our communities, including those living on our ferry-linked isles. We’ve seen the power of unity during challenging times, such as the mobilisation of support during the new hospital campaign.
Transforming Queen Elizabeth Hospital
Looking back three or four years, Queen Elizabeth Hospital was considered the worst-performing hospital in the country. Patient safety, financial indicators, staff surveys, digital immaturity, patient experiences – we were at the bottom of the table. However, we’ve undertaken a transformative journey. Clear expectations, values centred around kindness, wellness, and fairness, and a resilient commitment to positive change have allowed us to exit special measures and set a course for a brighter future and continuous and sustained improvement.
Creating an Open Culture
Fostering an open culture is a cornerstone of our approach at Queen Elizabeth Hospital. Initiatives like the freedom to speak up program, mental health support, and wellness days are all aimed at creating a supportive environment. Celebrating diversity and inclusivity is not just a checkbox; it’s ingrained in our culture, creating a workplace where everyone feels valued and heard.
Growing Your Own Workforce
Growing our own workforce has been a pivotal aspect of our strategy. As part of our QEH People Plan, we have embraced this idea of a “grow our own” strategy to help create a workforce fit for the future, opening a school of nursing in partnership with the Borough Council and the College of West Anglia. With over 150 apprenticeships and a renewed focus on retention, we are shaping a resilient workforce. From innovative partnerships to apprenticeships, we’re investing in our staff. Talent spotting, succession planning, and clear career progression pathways at every level underscore our commitment to not only recruiting but retaining skilled professionals.
Looking Ahead
As I embark on a new role as Chief Executive at NHS Orkney, I’m eager for the challenges and opportunities it presents. Recruitment challenges, cultural shifts, and reducing health inequalities are key areas I plan to focus on. The experiences from Queen Elizabeth Hospital will undoubtedly shape my approach to leading NHS Orkney into the future.
Conclusion
Our healthcare journey is a collective effort, and I’m grateful for the chance to share a glimpse into the transformative efforts at Queen Elizabeth Hospital. As healthcare leaders, it’s essential to embrace a visionary, long-term approach, prioritise an open and inclusive culture, and invest in our workforce for sustained success. Thank you for joining me on this reflection, and here’s to a future where healthcare continues to evolve positively.
