Annie Laverty on improving processes of care and staff-patient interactions in Northumbria
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Annie Laverty, Director of Patient Experience, Northumbria Healthcare NHS Trust on improving patient experience in Northumbria.
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Annie Laverty on improving processes of care and staff-patient interactions in Northumbria
- 1. Improving processes of care and staff-patient interactions. Annie Laverty The King’s Fund Conference 6 December 2010.
- 4. Our approach Real-time data collection Two minutes of your time Patient perspective National survey programme Individual + Wards + Business units + Trust Board
- 5. Ward by Ward performance to date Patient and family free text comments
- 10. Driving improvements at team level
- 12. Results by visit Ward 16 Wansbeck 21/06/2010 29/06/2010 09/07/2010 25/08/2010 The likelihood of recommendation based on the care on this ward 8.71 The likelihood of recommendation based on the care on this ward 7.88 The likelihood of recommendation based on the care on this ward 7.87 The likelihood of recommendation based on the care on this ward 7.23
- 14. Reported in real time & accessible to staff Ward 3 Hexham Haltwhistle Exit surveys : 2 minutes of your time
- 16. Our share point
- 27. Thanks for listening Any Questions ?
Notas do Editor
- So id like to start right off the bat with a few assumptions that I think are fairly safe to make about the work im going to lead in the next few years. Not so much because I think these are high-minded principles that its my job to remind people like yourselves about (although we will need to be more and more principle led as our resources diminish and the expectations of us grow) but mainly because these are as I see them the most fundamental ideas that will shape they way we will have to think about patient experience going forward. This is the bottom line of patient experience if you like. The first thing is actually the bottom line. We don’t have new money, we will likely have less in the future and so we must be cost effective, be efficient, and deliver services which really meet patient and purchaser needs. In order therefore to truly only focus upon what patients need and will services they will use properly we will need to shift our thinking in terms of where our understanding of patient experience sits within the way we manage and improve services. Instead of just being a somewhat static endpoint of care used to measure some aspect of some service we have to better understand (and not just measure) whats happening with our service users at all points in their pathway and be much more nimble in the way we respond individually and also at a service and system level. Ill give a real example of that a little later on. As I move towards my middle age this is a bit of a hard thing to come to terms with but it’s a fact that the people we work with now are different to the people we used to be when we used to be them. Generation Y employees for want of a better term are demanding more work in teams, and in teams small enough to feel part of. They are also demanding greater empowerment and come to us as employers, managers and leaders with higher expectations of the ways in which they should be involved in change. This is a huge opportunity for us if we can adapt our ways of working to meet these changes and capitalise on this shift properly. Another working assumption id like to suggest to you is that the days or thinking of the people who use our services and the people who providing them as sitting in separate camps (or even worse one group “inside the tent” and some outside) are now gone. There is pretty good evidence to suggest that one of the best ways to improve staff experience is to improve patient experience and involvement and likewise having staff authentically drive service improvements alongside and through the eyes of patients will give us the best chance of rapid, effective and sustainable change. Finally this might seem a bit obvious but if what we are about is state of the art clinical care, then we will have to invest our intellectual capacity and also some resources into state of the art of improvement techniques. Its my contention that these techniques (such as a LEAN toolkit) not only have the best chance of results, but are very much aligned with the principles or assumptions ive just described.
- In this Collaborative, the mission of the King’s Fund Point of Care Programme and participating hospitals is to achieve in 18 months, a breakthrough in patient and family experience in two care pathways within each organisation. The Mission also includes the development of a means to spread the initial learning and improvement more widely within each organisation, as a means to bring about comprehensive change for the whole.
- No drastic action needed… Patient experience rated as both good and bad in most areas. Therefore we already deliver great service…just not reliably enough. Some evidence for greatest improvement opportunities around edges of care.