Public and Patient Engagement Strategy - Ensuring patients are at the very heart of the decision making process 2018 - 2020 - Central London ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Public and Patient Engagement Strategy Ensuring patients are at the very heart of the decision making process. 2018 – 2020
2 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020
1. Introduction Central London Community Healthcare support for people through every stage NHS Trust (CLCH) provides more than of their lives from health visiting for 70 different community healthcare new-born babies through to community services in London and Hertfordshire. nursing and palliative care for people We employ approximately 3,500 staff towards the end of their lives. who care for more than two million patients with over 10 million patient We provide a broad range of services contacts per year. We help people to in ten different London boroughs plus stay well, manage their own health specialist sexual health and respiratory and avoid unnecessary trips to, or long services in Hertfordshire as shown in stays in, hospital. We provide care and the picture below. PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 3
Our range of services includes:
dult community nursing including
A Specialist services including delivering
district nursing, community matrons care for people living with diabetes,
and case management. heart failure, Parkinson’s and lung
disease, homeless health services,
hildren and family services including
C community dental services, sexual
health visiting, school nursing, health and contraceptive services and
community nursing, speech and psychological therapies.
language therapy, blood disorders
and occupational therapy. Walk-in and urgent care centres
providing care for over 226,000 people
nd of life care supporting people
E with minor illnesses and injuries and
to make decisions and receive the providing a range of health advice and
care they need at the end of their information.
life. Specialist Palliative care is also
provided at the Pembridge Hospice. Many of our services are open seven-days-
a-week and our community nursing and
L ong-term condition management inpatient rehabilitation and palliative care
supporting people with complex units offer 24 hour care.
ongoing health needs caused by
disability or chronic illness.
ehabilitation and therapies
R
including physiotherapy, occupational
therapy, foot care, speech and
language therapy and osteopathy.
4 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020
Our vision: Great care closer to home
Our mission: Working together to give
children a better start and adults greater
independence
Our Values:
Quality: We put quality at
the heart of everything we do.
Relationships: We value our
relationships with others.
Delivery: We deliver services
we are proud of.
Community: We make a positive
difference in our communities.
PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 5
We are a high performing trust that put quality of care at the heart of everything we
do. Our most recent CQC inspection took place in September 2017. During the visit, we
hosted a team of 28 CQC inspectors and specialist advisors, who assessed four of our core
services: Children’s; Adults; Inpatient and End of life care. The team visited 17 sites, in six
boroughs, where they talked to over 150 staff, carers, patients and service users about their
experience of CLCH and shadowed staff on their visits to observe the care that our staff
provide. They also reviewed our documentation and patient notes, evaluated our systems
and processes and assessed the environment in which we provide care. Following the
inspection, we were pleased to receive an overall Good rating.
The Trust operates in four Sustainability We will continue to work with each of the
and Transformation Partnerships (STPs) STP areas to ensure that we “develop a
areas: North Central London, North shared vision with our local community”
West London, South West London, and and to work with our partners to ensure
Hertfordshire and West Essex. that our public and patient’s health and
care needs are met and ensure that our
The STPs bring organisations together to patient’s voices are heard as part of any
take collective responsibility and to plan transformation to care.
improvements. Working within these STPs
is a complex challenge however, we have
the potential to provide a facilitative and
supportive role in making change locally;
building on our track record as a high
quality community services provider and
one with the reach and infrastructure to
support others.
6 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020
Thank you very much for
all your help, support and
advice over the years.
Our Trust Strategy The Trust Quality Strategy, ‘Simply the
Our Trust Strategy was refreshed in Best, Every Time’ aims to support the
2016/17 to make sure it was aligned delivery of outstanding care to all of our
to the national direction for the NHS as patients. This strategy provides a plan for
set out in the Five Year Forward View how we as a Trust are going to organise
and being taken forward through local and develop to improve the services
Sustainability and Transformation Plans we deliver over the coming three years.
(STPs). Looking ahead, we wish to As part of the strategy, there are six
focus more on developing integrated campaigns, each with enabling strategies
community services, working closely with and key objectives. The first campaign
physical and mental health providers, is ‘Positive Patient Experience’ and the
social care and the voluntary sector. In this key objective and outcomes have been
way, we can bring greater benefits to the reflected in this strategy in order to ensure
patients, families and communities facing that staff, patients and stakeholders
increasingly complex health conditions. understand how this strategy fits together
with the Quality strategy.
One of our key objectives in the strategy
is our wish to put greater emphasis
on planned and integrated services
that meet specific local needs through
multi-disciplinary services delivered
in collaboration with our partners. In
order to do this, we recognise and are
committed to co-designing our services
with patients and partners.
PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 7
2. ow have we developed
H
our Strategy
2.1 Evaluation of our current situation The Trust has exceeded 90% for people
In order to develop our strategy for 2018 rating their overall experience as good
to 2020, we have evaluated our current or excellent for the whole year
situation. This enables us to identify where
we need to focus and what we need to There has been continued improvement
build on to continuously improve our to the Friends and Family test Score
patient experience and engagement. with the Trust ending the 2017/18 year
on 94%.
2.1.1 Patient and Public Engagement
Key Performance Indicators (KPIs) 100% of complaints have been
Looking at the current position on patient responded to within 25 days
experience, the following results from key
patient experience performance indicators The proportion of patients’ concerns
include: (PALS) responded to within 5 working
days is over 95% and rarely falls below
T he Trust continues to collect between 100%.
2500 -3500 pieces of feedback from
patients every month The numbers of complaints have fallen
since last year.
T he proportion of patients whose care
was explained in an understandable The overall performance against each of the
way has been over 92% for the whole Patient Experience performance indicators
of 2017/18 throughout 2017/18 has been exceptional.
However, the National and Trust target of
T he proportion of patients who felt 95% of patients recommending the Trust
they were treated with both dignity through the Friends and Family test (FFT)
and respect has been above 95% has not been achieved in some services.
for the whole of 2017/18 A number of actions have been taken to
improve this and will continue to be a key
T he proportion of patients who were priority for 2018/19.
involved in planning their care has been
above 85% throughout the whole of
2017/18
8 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020
2.1.2 Complaints to focus on these areas in 2018 using
A total of 98 formal complaints were a co-design approach to engage our
received by the Trust during 2017/2018, patients in establishing actions that we
which is a decrease of 28% from last year can take to continue to try to improve
where 137 complaints were received. their experience.
The top three themes from complaints 2.1.3 Patient Stories
remain the same as the previous year Patient stories enable the patient to
with complainants being unhappy tell staff their own story about their
with aspects of their clinical treatment, experience of care. They are undertaken
attitude of staff (also taken to mean through an interview process and the
staff being rude) delays and/ or process story is either written or developed
regarding appointments. The category through the use of video or pictures. A
‘All aspects of clinical care’ covers a wide programme of patient stories collection
spectrum of complaints. In 33 individual is in place throughout the Trust and
cases, complainants reported that their each service have targets to ensure that
assessment / diagnosis were not thorough they collect stories in order to hear the
enough and felt that they did not receive voice of their patients and continue
the treatment that they believed was to listen and improve the service
required or expected. Staff attitude can provided. Patient stories are routinely
often be the complainant’s perception of presented at the Patient Experience
the way they were addressed or treated by Co-ordinating Council, Trust Board,
staff. When describing their perception of and other Trust Forums alongside the
staff; rudeness, insensitivity and a general Quality Stakeholder Reference Groups
lack of concern were the most common which serves as one of our many forums
themes identified. for engaging with public and patient
representatives.
Whilst the top three themes align with
those from other provider Trusts, they The Patient Experience team collate
have remained the same since 2016/17. all of the stories each year into an
Therefore, they have been a topic of annual report with the purpose of
discussion with our patients and the understanding key themes that have
public to ensure we are doing all that we emerged. The Trust wide analysis of
can to address them. We will continue patient stories collected in 2017/18
PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 9
provides a clearer understanding of our Working together staff, patients and
patients experience and the key aspects carers ‘walk around’ a chosen site
of care that is important to them. providing structured feedback on
The comments extracted highlight how welcoming, safe, caring and well
the significance that service users organised they experienced the services.
place on care that is compassionate This approach offers patients and
and effective, and also explained in a members the opportunity to participate
way that is meaningful to them and in a meaningful engagement activity
involves the patient/family. The key which makes a difference to the quality
themes throughout both the positive of healthcare services for our patient
and negative comments relate to population whilst offering staff and
communication and continuity of managers the opportunity to consider
care. Within the positive comments, their services from a new and often
there are numerous comments relating surprising perspective, to instil the
to staff being courteous, polite, process of continuous improvement and
confident and smooth transition to work with stakeholders to promote
between services. However, areas for the co-production model.
improvement refer to the need for
staff to be more flexible and clear, and The Trust aims to undertake monthly
for care to be explained clearly when 15 step challenge visits to our services
patients are discharged from one where a team of patients, members
service to another in a language that and directors, identify improvements
people understand. that will enhance patient experience.
In 2017/2018 we undertook 7 new
2.1.4 15 Steps Challenge visits, where a total of 61 actions
The 15 Steps Challenge is a tool were agreed with each service visited.
developed by the NHS Institute for General feedback from all of the visits
Innovation and Improvement following was extremely positive and staff were
a mother’s visit to an acute setting found to be friendly, professional and
where she noted: welcoming. The majority of actions
related to estate and actions such
“I can tell what kind of care my as improved signposting, a need for
daughter is going to get within more storage areas or a need for more
15 steps of walking on to a ward” information. As a result of each visit,
10 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020‘Thank you for all that you do. Your
service, kindness help and support
is not unnoticed.’
Stoma care patient
action plans were developed with the Nursing teams focusing on patient’s
service and monitored by the Patient involvement in care with the aim being:
Experience Team.
“We will always support patients,
In line with the new NHS England relatives and carers to be involved in the
guidance (The Fifteen Steps Challenge: planning and delivery of their care”
Quality from a patients perspective;
Community care in a patient’s own home, As a result of listening and working with
2017) we will be reviewing our approach patients and staff, a new location specific
to 15 step challenge visits to ensure service leaflet has been developed to
that all our patients’ voices are heard. provide consistent and clear information
For example, how we undertake these about the service to patients. A script was
challenges for housebound patients. produced for each member of the Single
point of access team and the nursing
2.1.5 Co-Design Events staff to make sure that the initial contact
Always Events with the patient was concise, clear and
Always Events are an Institute for ensured that the patient felt involved in
Healthcare Improvement (IHI) initiative. the care they would be receiving. This
They are aspects of the patient experience has been supported with a training video
that are so important to patients, their developed and including one of our
relatives and carers, that health care patient representatives and community
providers must aim to perform them staff. As a result of these actions, there
consistently for every individual, every time has been a significant improvement to the
they have contact with a healthcare service. proportion of patients that feel that they
The Always Events methodology requires have been involved in the decision making
genuine partnerships between patients, about their care across the community
service users, care partners, and clinicians. nursing teams.
This partnership is the foundation for
co-designing and implementing reliable The Trust is one of only three Trusts
care processes that hold promise for in the country who have successfully
transforming care experiences. implemented Always Events and
are committed to the continued
The Trust has successfully implemented its implementation of these in the future.
first Always event across all Community
PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 11Co-Design administration staff, clarity of information
The Trust has used co-design as an for patients regarding the services and
approach to improve patient experience and effective signposting for patients. In
to engage with patients for service changes. addition, public Wi-Fi is now available
Some examples are outlined below: across each of the centres and specific
child friendly areas were created in two
Improving patients experience of waiting of the services. Patient satisfaction has
times in the Walk-in Centres continued to improve across all sites
In 2016/17, the Trust received a number and patients have reported a 12.4%
of concerns raised by patients about their improvement in their experience of
experience of waiting times in the Walk-in waiting times.
Centres. In order to understand what our
patients experience was and understand Continence Transformation
what the true issues were, a co-design The Procurement and the Transformation
approach was used. Throughout the teams were reviewing the continence
project a number of observational visits service, in particular standardising the
took place at each centre, with staff provider of pads across the Trust. It was
and patients being interviewed about imperative that our patients were involved
waiting times and their overall experience from the outset of this project to help
of working in and using these services. identify and implement service level
Video comprising selected interview improvements. Therefore, a number of
footage, along with other patient and open engagement events for parents/
staff feedback was developed and a public/carers/relatives were held as well as
co-design event was also held with staff a number of product testing events. Letters
and patients to present back the stories were also written to a sample of patients
collected and establish what would in each borough who received continence
improve patient experience. products asking them to complete a
questionnaire feeding back on their
The event provided an opportunity to experience of using their current products.
collectively agree on the priorities for
improvement and how this would be Using the patient and carer feedback
achieved. As a result, a number of actions received through the targeted continence
were taken including the development service user engagement, a new provider
of training and competencies for was agreed upon and commissioned.
12 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020Each service user has now been informed to ensure they are always considering of the changes to the provider and patient what is important for our patients with feedback relating to the continence dementia. service continues to be monitored and reported on. Dementia Engagement Project The Dementia Engagement project ‘Engaging people with dementia and their carers as partners in training and education’ used an experience based co-design methodology to gather information that is meaningful to people which could then be used to support more effective training for staff. A series of open action group meetings took place in order to explore the critical issues as identified by people with dementia and their carers. The feedback was then transcribed and a detailed analysis of themes was undertaken in order to establish key areas that are important to people living with dementia and their carers. The analysis from the co-design sessions was then fed back to the core group of 16 people, all of whom live with dementia or are family members of someone with dementia in order to validate the findings. From the engagement work undertaken throughout the project, a film has now been developed by our patients. This is being used in training for front line nursing staff PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 13
2.2 Engaging Patients and staff in Strengthening our reputation as a high
the design of our Strategy quality provider and building confidence
Patient engagement is achieved by for patients, their families and carers, and
employing a whole systems approach the local community will help the Trust to
to collecting, analysing, listening, deliver its strategic objectives.
using and learning from feedback. It
is important to see patient feedback To ensure that this strategy accurately
in the context of the development reflects the needs of our patients, there
of integrated care models, service have been a number of engagement
improvement and an increased focus on events with patients and staff. These
empowering patients to fully participate events have helped shape the Strategy
in decisions about care and treatment. and agree the three key objectives.
At each of the engagement events, the
feedback received centred on engaging
with existing community networks,
building relationships with community
leaders. Our patients also want to be
assured that we are using their feedback
to make positive change, and that we are
asking the right questions to enable these
service level changes.
Each of the key themes have been have
been reflected in the new 2018-2020
objectives and outcome measures.
14 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020‘We really appreciate and feel blessed
to have your support with their care.’
Patient accessing assistive
communication services
2.3 Patient Experience improvement T he Trust gives all staff and
framework self-assessment our patients the opportunity to
The Trust has used the Patient contribute and act on ideas for
Experience Improvement Framework quality improvement namely through
(NHS Improvement, June 2018) to the Shared Governance methodology
assess its current position in relation to
patient experience and to determine The Trust Friends and Family Test
the objectives for the next three years. scores have improved significantly
The framework brings together the over the 2017/18 year.
factors which need to be present in an
organisation which is truly focused on The areas where the Trust could improve
the needs of its patients and uses best which have helped steer the focus of
evidence from a range of different reviews this Strategy include:
and guidance.
T he Trust has made great progress in
Following the self-assessment, it is ensuring that patients and service users
evident that there are numerous areas are being involved in the design stage
where the Trust continues to deliver to an of any service change and we have
outstanding level which include: evidence where we have demonstrated
excellent examples of co-production.
T he Trust has now implemented the However, there is still plenty of work
new patient feedback software which to be done to ensure that patients
has enabled a greater ability to collect are involved in every service change
real time patient feedback delivered within the Trust.
T he Trust delivers an accessible user- The Trust has continued to work
friendly complaints process with the hard on ensuring patients and their
complaints team working hard to ensure families are involved as much as
the process and awareness of how to they would wish to be in their care
raise a concern or make a complaint is and understand what is expected in
known and promoted through the PALS relation to their care. However, there
and complaints surgeries is still work to be done to be sure
that all of our patients not only feel
involved but also have their care and
expectations explained to them in an
understandable way.
PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 153. Our strategy for 2018 – 2020
The Trust’s previous Public and Patient 3.1 Our strategy objectives
Engagement strategy was agreed in March
2016 with a focus on the collection of 3.1.1 We will change staff behaviours
patient feedback and what, as a Trust and care to improve the experience of
we do with that information. The Trust our patients
has significantly increased the amount Whilst there has been significant progress
of feedback collected from patients and to embed and build our capacity to
have successfully delivered against each of hear the voices of people who use our
the objectives of the 2016-2018 strategy services there is always more to do. We
with patient feedback driving service will continue to focus on strengthening
improvements and a co-design approach the methods used to gain patient and
to service improvement now evident across public feedback, the core communication
many work streams. However, we need to channels we use to engage with our
build on these achievements and ensure patients and the public and improve how
that co-design and working in partnership feedback is used to inform and influence
with our patients to transform services and service delivery and patient care. The table
improve care and experience is embedded below outlines the methods that we will
into the way that we do things. use to do this.
Our new PPE strategy will therefore
aim to build upon the successes of our Involvement of patients
Patient Reported Experience Measures
previous strategy with a key focus on in the decision making (PREMs)
process about their own
ensuring patients are at the very heart Patient Advise and Liaison Service (PALS)
treatment and care.
of the decision making process. We will
Self-Management and Support Groups
also make sure we are clear and ask the
right questions before engaging with our Volunteering
patients in order to make sure that it is
meaningful to everyone. Engaging patients and
Capturing patients detailed experiences
the public in ongoing through trust wide engagement initiatives
service delivery i.e. patient stories
Recognising our patient feedback from
the engagement events, we will engage
Patient Experience surveys
and comment cards
with existing networks to engage with our
patients and the public reducing avoidable 15 step challenge visits
journeys for our patients. In addition,
Review of wider feedback from key
we will aim to support borough based stakeholders i.e. Healthwatch
engagement and co-design events to
ensure that the learning and actions taken
are relevant to the local community.
16 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020We use co-design as
an approach to improve
patient experience
3.1.2 We will aim to make sure that our Engaging patients and
Transforming care pathways in
patients are involved in all decisions the public in the decision partnership with patients i.e.
making process when Experience Based Co-Design
about their care and the service/s they
making changes to
are using services or transforming
Experts through experience panels –
We will continue to seek to build greater care pathways consulting on proposed service changes
confidence in the quality, safety and
Working closely with Healthwatch
experience of health services ensuring and other key stakeholders
that resources are invested in a way that
Always Events
delivers optimal health outcomes. We
will do this by continuing to embed the Engaging patients and the
Quality Stakeholder Reference Groups
co-design methodology and putting the public in organisational (QSRGs)
patient at the forefront of the decision decision-making
Formal Public consultations
making process.
Shared Governance – Quality Councils
3.1.3 We will aim to make sure that Focused engagement/ listening events
we engage with all of our patients,
with a specific objective of engaging
communities who are less frequently
heard
We also want to build patients confidence
in the accessibility and responsiveness of
our services working with patients and the
public to ensure they are able to influence
health services to meet their needs. In
order to do this, our strategy will be to
ensure that we work in partnership with
our patients. The table to the right outlines
methods that we will use to do this.
PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 173.2 Our approach to patient So that patients can be empowered to
and public engagement take more ownership of their health
Patient and public engagement is an and make informed choices about their
approach that puts the people at the heart care and treatment, leading to better
of care to improve service quality. It can health outcomes
be considered to be made up of four key
groups of activities: T o develop improved patient perception
of the services we provide, and increased
Involving people in decisions about their trust and confidence in the NHS
own treatment and care
3.2.2 How will we engage people?
E ngaging people in on-going service The Trust will follow the 4Pi framework.
delivery This is a framework that established some
basic principles to encourage people to
E ngaging people in making changes to think of involvement in terms of principles,
services or re-designing care pathways purpose, presence, process and impact
(4Pi). It has been designed to help services
E ngaging people in organisational meet their statutory obligations and ensure
decision-making everyone involved in the engagement
process feels the benefit and can see the
3.2.1 Why do we engage people? impact they have had on high quality
To enable staff to have a greater healthcare. The 4Pi model comprises of:
understanding of what their patients
want, so they can focus on what matters Principles: Meaningful and inclusive
involvement starts with a commitment to
T o increase patient and staff satisfaction shared principles and values.
– happy patients lead to happy staff, and
vice versa Purpose: People need a reason to get
involved. The purpose of involvement
T o reduced complaints; increase needs to be clear and communicated to
compliments and increase interest everyone involved in the activity, as well as
in our services the wider organisation.
T o ensure that services are designed Presence: The Trust would like to see a
and delivered to meet people’s needs diversity of service users and carers involved
and aspirations at all levels and at all stages of a project or
organisation. The people who are involved
need to reflect the nature and purpose of
the involvement.
18 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020Process: The process of involvement needs consultation or project being developed.
to be carefully planned to make sure that
service users and carers can make the best Who we include in our stakeholder
possible contribution. map will very much depend on their
concern or interest in what we are doing.
Impact: For involvement to be meaningful, Typically, our list will include:
it needs to make a difference to the lives or
the experiences of service users and carers. Customers: those that acquire and
use the organisation’s services
3.2.3 Identifying our stakeholders
Identifying our stakeholders is one of the first Collaborators: those with whom
steps in all of the Trusts engagement work. the organisation works to develop
It helps establish groups with a concern or and deliver services
interest in what we are trying to change/
improve/transform, showing the Trust who Commissioners: those that pay the
needs to be reached and ultimately, give our organisation to deliver our services
work direction and focus.
Consumers: those who are served
The Health and Social Care Act 2012 says by our patients and the public: i.e.,
that each NHS organisation has a duty families, friends, carers
to involve people in decisions about their
health care and to consult and involve Champions: those who believe in
people when planning or changing and will actively promote each of
commissioned health services. Identifying our projects
our key stakeholders ensures that we are
fully engaging with everyone who needs to Competitors: those working in the
be involved, meeting these legal duties. same geographical area who offer
similar or alternative services
Researching stakeholders is vital and we
will often need to call upon experts in a The Trust provides services to a diverse
particular network to help consider fully population across a number of different
who to engage with. Before each piece boroughs; therefore the divisional Quality
of engagement work we will identify our Stakeholder Reference Group (QSRG) will
stakeholders by considering who will be be a forum where borough based Patient
affected in the service transformation, Experience engagement will be discussed.
PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 194. Delivering the Strategy
4.1. Outcome Measures 4.2 Framework for Improvement
In order to deliver the strategy, a number CLCH has a framework for improvement
of outcome measures have been developed (shown below) which outlines our
as outlined in Appendix 1. In order to methodology for continuous improvement.
achieve these, a detailed action plan will This is supported by the continuous
be developed by the Patient Experience improvement strategy, led by the Director
team in conjunction with staff across the of Improvement.
Trust and monitored at the Trust Patient
Experience Coordinating Committee.
Fig 2 A Framework for Improvement
S E E IT
A LIT Y 15
STE
QU HEAR IT! PC
ON • Engage patients (e.g. listening
HA
HT events, patient stories) LL
E
IG • Engage staff (e.g. Shared Governance,
NG
L
Continuous Improvement)
OT
E
• Capture data on quality
SP
EVALUATE IT! ANALYSE IT!
•E
nsure changes are implemented
SIMPLY THE BEST, • Review patient & staff feedback,
and achieve desired results EVERY TIME complaints, incidents, PALs,
•S
hare widely & celebrate success 4 Better outcomes surveillance and quality data
4 Better experiences • Identify issues, themes and trends
4 Better use of resources
S
BA
AY
CHANGE IT! DISCUSS IT!
CK
ID
• Quality Action Teams • Clinical supervision
FR
• Shared Governance Councils • Team/service meetings
TO
• Continuous Improvement • Shared Governance Councils
AL
• Divisional action plans • Divisional Boards
TH
E I
C
• Executive Leadership Team
FL IN
OO CL
R
V IS A B L E L E A D E R S H I P
20 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 20204.3 Shared Governance CLCH is using a model of shared governance. Shared governance Quality Councils bring front line staff and patients together to make decisions related to the delivery of care. One council in each division will focus on patient experience with the chairs feeding into the coordinating council for their division, led by the Divisional Director of Nursing and Therapies (DDNT), and also into the Patient Experience Co-ordinating Committee (the Trust wide coordinating council for the Positive Patient Experience quality campaign), creating a community of learning across the organisation. The councils will be integral to the delivery of the PPE strategy. ‘I have been able to say and influence change’ Shared governance patient representative PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 21
5. Implementation of the strategy
In order to ensure that all staff are patients with clarity about what should
engaged with the best practice principles happen for every person, every time they
for patient and public engagement and encounter our teams in the Trust. This will
understand what it means for them, a clear aim to ensure that people are involved in
communication plan will be developed decisions about their treatment, engaged
and led by the Head of Patient Experience in making changes to services and
and each of the Divisional Directors of increase patient satisfaction.
Nursing and Therapies. This will include a
short summary of the Patient and Public The Trust provides services to a diverse
Engagement Strategy and its objectives, population across a number of different
the key priorities and how these can be boroughs, therefore the divisional Quality
implemented into practice by everyone. Stakeholder Reference Group (QSRG) will
be a forum where borough based Patient
Practical Always Events will continue Experience engagement will be monitored
to be developed to provide staff and and discussed.
6. Reporting and Communicating
The Patient Experience Coordinating quarterly to the Quality Committee outlining
Committee chaired by the Director of Nursing the progress being made.
and Therapies (Patient Experience and
Education) is responsible for the monitoring Progress on the strategy will be fed
and implementation of the Patient and Public through the Shared Governance quality
Engagement Strategy. In order to monitor councils focusing on Campaign 1; A
this, the forum receives monthly divisional Positive Patient Experience.
reports outlining performance of PREMs,
patient stories, feedback and learning and It is essential that this strategy is
updates on engagement work taking place. communicated as widely as possible to our
In addition, an action plan will be developed stakeholders and importantly our patients
to ensure specific objectives within the and staff. Therefore, the Patient Experience
strategy are achieved. This will be led by the team will be developing a quarterly newsletter
Head of Patient experience and monitored outlining key work being undertaken and
at the Trust Patient Experience Coordinating sharing patient and staff stories.
Council (PECC).
Ongoing involvement in the strategy is
A set of quality key patient and public key to its success and it is expected that by
engagement outcomes and measures will incorporating the outcomes throughout
continue to be monitored from front line to the divisions, the strategy will maintain the
board and a progress update will be provided energy and enthusiasm with which it has
as part of the Quality report presented been driven to date.
22 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 20207. Conclusion 9. References
High quality care and good patient https://improvement.nhs.uk/
experience is everyone’s business. Evidence documents/2885/Patient_experience_
from patient feedback suggests that the improvement_framework_full_
Trust provides a good patient experience publication.pdf
however; we should continue to strive NHSE Patient Experience improvement
to be outstanding. Patient and public framework
engagement is paramount in order
to improve the quality of the services http://engagementcycle.org/
provided and ensure that the care delivered InHealth associates website – meaningful
meets their needs. Delivering against the engagement for maximum impact.
objectives and priorities in this strategy will
support the Trust to do this better. https://www.england.nhs.uk/
integratedcare/stps/view-stps/
NHS England STP overview
8. Appendices https://www.england.nhs.uk/wp-
content/uploads/2016/12/always-events-
toolkit-v6.pdf
NHS England Always Event Toolkit
Appendix 1: Patient and Public
Engagement Strategy Key outcomes https://www.england.nhs.uk/wp-
and measures content/uploads/2017/11/15-steps-
community.pdf
Appendix 2: Existing Patient Experience NHS 15 Steps Challenge Community
monitoring channels Services Guidance.
‘You were brilliant and
provided all the correct
equipment for my Mum’
Barnet Integrated Care
PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 23Appendix 1
Outcomes and Measures
Objectives:
e will change staff behaviours
W e will aim to make sure that our
W e will aim to make sure that we
W
and care to improve the experience patients are involved in all decisions engage with all of our patients,
of our patients. about their care and the service/s with a specific objective of
they are using. engaging communities who are
less frequently heard.
Key Outcomes Measures of Success 2018-2019 Measures of Success 2019-2020
Service developments and 92% or above of proportion of patients whose 95% or above of proportion of patients whose
plans of care co-designed care was explained in an understandable way. care was explained in an understandable way.
with patients and service
90% of proportion of patients who were involved 92% or above proportion of patients
users
in planning their care. who were involved in planning their care.
The use of co-design will be evaluated across the All service improvement projects will
organisation. be supported through co-design.
Evaluation from patient feedback of their Patients will be members of the Quality
involvement in the Quality Council. Councils in each division.
Patient stories and diaries Evaluation of Always Events and their impact Always Events to become integral to Quality
used across pathways to on patient experience. Councils as a method used to improve patient
identify touch points and experience.
Quality Councils to start leading on the
`Always Events’
development of Always Events with local Evaluation of Always Events and their impact
implementation. on patient experience.
Thematic analysis of previous year’s stories with Thematic analysis of previous year’s
shared learnin. stories with shared learning.
Continued use of patient stories by all services Continued use of patient stories
and shared at Divisional and Trust forums. shared at Divisional and Trust forums.
Continue to implement patient diaries/innovative Evaluation of the use of patient diaries/
approaches to patient stories into identified services innovative approaches to patient stories and
their impact on patient experience.
Patient feedback used to Patient feedback will be integral to the review and Patient feedback will be integral to the review
inform staff training development of education and training. and development of education and training.
Evaluate how patient feedback has influenced Evaluate the use of patient stories as part of
training and education. learning from serious incident reviews.
Continue to implement the use of patient stories as Patient stories and feedback will be integral to
part of learning from serious incident reviews. the learning from serious incident reviews.
24 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020Patient stories and
feedback will be integral
to the learning from
serious incident reviews.
Key Outcomes Measures of Success 2018-2019 Measures of Success 2019-2020
The patient voice is integral to Implement 15 step challenge visits Evaluate the impact of 15 steps challenges
each key service change. across less frequently heard patient on the overall patient experience.
groups (housebound).
Review impact and learning from
Deliver borough based quarterly 2018-19 quarterly projects on the
co-design initiatives. overall Patient Experience.
Patient representatives are involved in each of Borough based engagement is embedded
the key ‘CLCH way’ transformation priorities. across the trust
The patient voice is embedded into each
of the key transformational work streams.
Comprehensive trust wide Work with community leaders to establish how Establish working relationships with
engagement networks are built our communities wish to work with us. community leaders and key community
and used to engage all patient groups.
Work with healthcare providers, VCS and local
groups.
authorities to ensure all communities across Gaps in engagement are monitored with
each STP are mapped and are engaged. an action plan in place to address any
outstanding gaps.
Complete community and demographic
mapping exercise and develop action plan to Audit engagement activities against
address any gaps. the community and demographic
action plan.
We give patients the opportunity Deliver PALs and Complaints Surgeries across Evaluate the impact of the PALS and
to tell us about their experience the Trust. Complaints surgeries on the overall
with our services. patient experience.
Review and evaluate the current PREM
questions to establish if they are allowing the Refresh PREM questions to meet the needs
trust to deliver service level improvements. of our patients and to allow the feedback to
help shape service improvements.
PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 25Appendix 2
Existing channels
The table below outlines the established channels which
the Trust uses to progress and monitor patient experience.
Channel Summary Audience & Lead
frequency
Trust
Board Meeting CLCH’s Board is accountable for providing the highest standards Monthly Trust Secretary
of patient experience, quality and safety of services, sound
financial management and governance.
Quality The role of the Quality Committee is to focus on quality and risk Monthly Non-Executive
Committee issues including the clinical agenda to ensure that appropriate Director
governance structures, systems and processes are in place across
the Trust. A monthly patient experience assurance report and
quarterly quality report are presented.
AGM Formal annual corporate event. Linked to public engagement Patients & public CE Office &
event and staff awards. Communications
Patient A forum for innovation, improvement and discussion of patient Key internal Director of
Experience experience feedback, trends and themes for Divisions and the staff, patient Nursing and
Coordinating Quality and Learning Team. The forum informs, supports and representative, Therapies (Patient
Council monitors divisional engagement and performance of patient monthly Experience)
experience outcomes and provides a forum of key stakeholders
to plan, implement and evaluate the Trusts Patient Engagement
Strategy within CLCH.
Divisional Quality The role of the Divisional Quality Stakeholder Reference Groups Patients & public CE Office &
Stakeholder (QSRG) are to allow stakeholders in Central London Community Communications
Reference Healthcare NHS Trust (CLCH) to provide challenge and input to
Groups the Board and other committees to the ongoing cycle of quality
improvement. The groups provides a regular forum for staff to
share perspectives and consult on new developments and quality
related issues across the Trust. It is structured, in particular, around
the annual Quality Accounts process, but also looks more broadly
at the quality, patient and public perspectives in relation to wider
Trust decision making.
Divisional Quality Oversight and action planning for all Divisional Quality Metrics Divisional Directors, Divisional Director
Meetings Divisional Directors
of Nursing and
Therapies, Managers
Shared To deliver the quality strategy objectives we established a new Shared Governance Programme
Governance – shared governance approach to driving improvement across the Council members Manager – Shared
Quality Councils trust. This allows frontline staff to drive through the improvements Governance
they know need to be made.
26 PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020Channel Summary Audience & Lead
frequency
Online / digital
Trust website The main corporate website hosting service information, All external Comms / Patient
news and key publications. Experience Team
Health matters Information and advice – interactive section Young people Children’s Division
website
The Hub Trust’s intranet, upgraded in 2015 with more use of Internal Comms/Patient
interactive elements to encourage staff participation and Experience
networking. Facilitator
NHS Choices FFT and patients feedback Information on the website All external Comms
Patient and carers Digital patient stories and dynamic patient stories Patients Patient Experience
videos Facilitator
Written
Complaints and Information on how to make a complaint or raise a concern Patients Complaints team
PALs leaflets
@CLCH Quarterly printed newsletter for members and wider All external Comms
stakeholders (previously called The NHS in your
neighborhood.)
Annual report Formal corporate publication All external Comms
Quality account Formal corporate publication All external Quality
Board papers and Routine publication of official documents – hosted on All external Various
published strategies website. Important that quality reflects expectations on a
major NHS provider. Media may review to identify issues.
Reports to CCG Progress and metrics for patient experience in monthly quality Monthly Director of Nursing
Quality Groups reports and quarterly patient experience reports. and Therapies
(Patient Experience)
Divisional Patient Divisional PREMs, patient story, 15 Step Challenge, listening Divisional Teams, Patient Experience
Experience Reports event reports. Monthly Facilitators
Managers cascade Monthly briefing to support manager during team meetings. Internal Comms
Provides key messages for cascade through the Trust/
This Week @CLCH Weekly news email to all staff Internal Comms
News / media A mixture of website announcements and formal press All external Comms
releases releases sent direct to journalists
PUBLIC AND PATIENT ENGAGEMENT STRATEGY 2018 – 2020 27You can also read
