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Creating a Revolution in Patient and Customer Services Experience Being Bold in Our Ambition

Creating a Revolution in Patient and Customer Services Experience Being Bold in Our Ambition. Kay Fradley, Head of Patient Revolution. Research tells us…. Services are not meeting needs/expectations Understanding experience focuses on acute care and services only

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Creating a Revolution in Patient and Customer Services Experience Being Bold in Our Ambition

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  1. Creating a Revolution in Patient and Customer Services ExperienceBeing Bold in Our Ambition Kay Fradley, Head of Patient Revolution

  2. Research tells us…. • Services are not meeting needs/expectations • Understanding experience focuses on acute care and services only • Data is not typically collated or analysed at national or local levels • ‘Softer’ aspects of care (dignity, empathy, emotional support) are very significant alongside functional aspects (access, waiting times) • Patient experience: a ‘nursing issue’ • Board challenge relating to experience variable Ref: Robert et al (2011) What matters to patients? – Developing the evidence base for measuring and improving patient experience. National Nursing Research Unit, King’s College London

  3. Time for a Patient Revolution ? • Significant variation in experience • Greater shift towards public ownership of public services and having a much greater say in how they are run. • Public appetite for the ‘public voice’ to be heard • New bodies & new functions • NHS service change inevitable • Patients feeling disempowered in their care • Time for a Customer Partnership Model?

  4. What is a Patient Revolution? • Creating an NHS across the Midlands and East which delivers exceptional customer care and patient experience

  5. What does it mean? • For patients and their carers; • “be treated routinely with dignity, compassion and respect, routinely involved in their care and in decisions about their care.” • For staff; • “deliver care which values, understands and responds to the ‘whole’ customer experience and they will be supported to deliver a standard of service consistent with the NHS Constitution”

  6. Customer Services Culture The What? • A culture where Customer is ‘King’ • Real time data as a catalyst for change • Empowering and engaging communities who are encouraged to hold the NHS to account • Strengthened partnerships for public participation and engagement • For patients and their carers to be seen as people first; conditions and illnesses second • Empowering patients to be supported to be involved in their care, as equal partners. Co-production between Clinician and Patients Community and Citizen Participation Transparency of patient voice, transparency of purpose.

  7. Our approach • Set the Direction • Board Leadership and Patient Revolution Strategies • Measure, benchmark and publicise Patient Experience • Create a real time monitoring framework for Trusts • Create a social movement • Getting patients & professionals to set out what good looks like • Building capability through transition • Products and tools to support a customer services experience

  8. Stimulating a revolution • Friends and Family Test (Apr) • Patient Opinion Offer www.patientopinion.org.uk (Jun) • NHSIII/Ipsos Mori Patient Experience Self Assessment Tool (Jul) • Friends and Family Test – Dashboard live, weekly and non-acute reporting now included, national roll out managed by NHS M&E (Sept) • Picker Institute: Understanding Barriers to SDM (Sept) • Internal Customer Service Recognition Scheme (Sept) • Friends and Family Test Primary Care Pilots (Oct) • Good Practice Case Studies – Pockets of Excellence (Launch: Oct) • Patient Stories Audit and Good Practice Guide (Oct) • CCG Master classes (Oct) • Experience Insight Data Correlation Review (QOs and UoW: Oct) • Mystery Shopping Programme – (Dec)

  9. Building Capacity for the Future • Patient Revolution Council focusing on driving cultural change • Invitation to Tender Issued (21/09) • Stimulating step change in culture, values and behaviours (from Dec) • A framework for Organisational Development • Board and CCG Development Sessions • Tools and resources to support the workforce in delivering the required behavioural change • A Patient Leaders Programme

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