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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

Creating a Revolution in Patient and Customer Services ExperienceBeing Bold in Our Ambition

Kay Fradley, Head of Patient Revolution

slide2

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

slide3

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?
slide4

What is a Patient Revolution?

  • Creating an NHS across the Midlands and East which delivers exceptional customer care and patient experience
slide5

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”
slide6

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.

slide7

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
stimulating a revolution

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)
building capacity for the future

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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