Bradford and Airedale Community Health Services

Patient Experience and Engagement Strategy

2010-2015

Prepared By:

Fiona Sherburn, Associate Director HR

Version 1.3

Updated on January 2010

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TABLE OF CONTENTS

1 EXECUTIVE SUMMARY 3

2 INTRODUCTION 4

3 MISSION, VISION AND VALUES OF BACHS 4

4 STAKEHOLDER EXPECTATIONS 5

5 STRATEGIC OBJECTIVES, MEASURES AND TARGETS 6

6 GOVERNANCE 11

7 IMPLEMENTATION 11

8 COMMUNICATIONS 12

9 REVIEW AND EVALUATION 12

10 RISK ANALYSIS 13

11 CONCLUSION 14

12 APPENDICES 15

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1 Executive Summary

This strategy sets out NHS Bradford and Airedale Community Health Services (BACHS) Patient Experience and Engagement Strategy for the period 2010-2015.

The strategy sets out how we will capture, listen to and respond to patient, carer and public feedback on their experiences, views and opinions of our service. “There is more to do to give patients the high quality care they deserve. We need significant expansion of the measurement of patients’ satisfaction with individual services, so staff can understand and improve the service they provide to patients.”(The operating framework for the NHS in England 2010/11, Department of Health 2009)

The strategy will align with BACHS 5 Years Strategic Business Plan, by contributing to the BACHS vision “to be the provider of choice for the delivery of high quality community based services that delivery positive outcomes for those people who access our care”.

This strategic plan firstly reaffirms BACHS vision, value and explain why the strategy exists. It then outlines the key objectives of the strategy and sets out how these strategic objectives will be met. The balanced score card has been developed to help translate the strategy into specific measures and targets with robust monitoring and review.

Your views on this strategic plan are important to us, and we are keen to hear from you. Please let us know your comments by e-mailing Fiona.Sherburn@bradford.nhs.uk. Your opinions will be listened to and changes will be made where necessary prior to formal implementation of this strategic plan.

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2 Introduction

This document sets out Bradford and Airedale Community Health’s Patient Experience and Engagement Strategy for the period 2009 – 2014.

The strategy sets out how we will capture, listen to and respond to patient, carer and public feedback on their experiences, views and opinions of our service.

Patient Experience is defined by the Department of Health as ‘We want an NHS that not only meets their physical needs but our emotional needs too. This means getting good treatment in a comfortable, caring and safe environment, delivered in a calm and reassuring way. Having information to make choices to feel confident and to feel in control and being talked to and listened to as an equal; being treated with honesty, respect and dignity’. (Now I Feel Tall, Department of Health 2007)

The overarching aims of this strategy are to contribute to improving the health of the people of Bradford and Airedale and improving the quality of our service.

The strategy aims to ensure that this work contributes to improving the health of the local population, to increasing understanding of healthcare services and improving the delivery of those services.

Through the delivery of the strategy effective patient engagement will result in:-

Improved outcomes in terms of health and well being Gaps in health inequalities closing Local people having more trust in BACHS Services that more closely match the needs of the local population The ability to demonstrate that BACHS has high quality, community based

services Improved patient satisfaction.

There is overwhelming evidence that real patient engagement will lead to better quality outcomes for both patients and staff. Involving patients in their treatment and care is shown to improve healthcare quality and experiences. Increasingly patients want to play an active role in their own healthcare and information about treatment options and outcomes and by sharing this information and involving patients in their treatment will invariably lead to improved outcomes for the patient.

All providers of NHS services must involve people and ensure that the services and care they provide reflects peoples’ needs and preferences. This means that changes made to services are as a result of identified patient needs and wants and that the impact of change should always result in improvements to services from the perspective of patients as well as staff.

3 Vision, Mission and Values

The strategic focus of the Patient Experience and Engagement Strategy is to contribute towards achieving BACHS vision “be the provider of choice for the delivery of high

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quality community based services”. (Bradford and Airedale Community Health Services Board 2009)

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3.1 Vision

Our values are:

respect and dignity

commitment to quality of care

compassion

improving lives

working together for patients.

Building on our organisational values, the strategy aims to ensure a robust and systematic approach to Patient Experience and Engagement, which in turn will ensure the successful execution of BACHS’s strategic objectives:

to listen and respond to patients and local communities

to promote healthy lives and reduce inequalities in health

to continuously improve quality

to deliver seamless services

to deliver care where and when people need it.

3.2 Our contribution towards achieving BACHS vision

BACHS Patient Experience and Engagement strategy aims to ensure that all employees follow the best practice guidelines on patient engagement and improving patient experience.

4 Stakeholder expectations

The Operating Framework for the NHS in England: 2008-2009 requires that PCTs ensure that they and NHS providers:

Adopt a systematic and rigorous approach to seeking, collecting and acting on the views of individuals and partners in the local community not just during periods of change but on an ongoing basis.

Create greater opportunities for their communities to make their voices heard, raising awareness of those opportunities and empowering patients and the public to use them and LINks (Local Involvement Networks);

Take greater responsibility for communicating with their local populations and stakeholders to ensure better understanding of, and confidence in, local NHS services.

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The HR and Professional Governance Group will monitor and co-ordinate implementation of the requirements.

5 Strategic objectives, measures and targets

5.1. Strategic Aims

The strategic aims and objectives of this strategy are to: -

Establish a local framework for patient experience feedback

Develop a culture of real patient engagement throughout BACHS

Ensure that the patient experience informs and shapes the way in which services are developed and delivered by BACHS

5.2 Underpinning Principles The following principles underpin the strategy and will help ensure that BACHS listens to patient experiences, responds and learns from it.

We will listen and understand their experience

We will learn and take action to implement change

We will provide feedback on the impact of our actions

In addition, we will follow statutory guidance regarding service changes/service redesign as set out in the NHS Action 2006 section 242.

5.3 Key Objectives

i) To develop and support a culture of real patient engagement and improvement

Patient and carer experience will only improve significantly and be sustained if there is a culture of patient engagement, where seeking real time feedback from patients is integral to our roles and not viewed as ‘nice to do’.

Improving the patient experience is everyone’s role and we will need to develop new skills and systems to ensure that a culture of patient engagement happens across the whole of BACHS.

Key Actions

Training will be provided to all staff to ensure they have the necessary skills; knowledge and understanding that will enable them to engage effectively with patients and improve their services in light of the feedback.

An online toolkit for service managers will be developed to assist managers in developing approaches to patient engagement.

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Equality Impact Assessments will be used to help patients provide feedback to staff on their experiences and what changes they would like to see to the way in which services are planned and delivered.

An Internal Patient Experience Group will be established to oversee work on patient improvement undertaken in light of patient feedback.

Key Outcomes

Staff feel more confident about engaging with patients to gather feedback and services are improved on a continuous basis.

Services are planned and delivered with patients at the forefront and increase patient satisfaction is evident.

ii) Develop processes for capturing and responding to Real-time Patient Experience Feedback

Although BACHS learn about patient experiences from a wide range of sources including patient surveys, complaints, the Patient Advice and Liaison Services (PALS), business / service specific patient surveys we recognise that a more systematic approach to this is required if we are going to embed IPE into our core business processes.

During 2009/10 we will develop a system to capture patient feedback data at business unit level so that we can achieve a comprehensive overview of what our patients and the public think about our services, make the necessary changes and track improvements made to our services as a result of the feedback.

Sharing this information with staff and service managers will be key to enabling them to instigate appropriate service improvements and then feedback to patients about the changes they have made. We will also identify good practice both within BACHS and in the wider NHS and share this with staff so that they can learn from and develop better practice within their own service area. As part of this work we will develop a system to ensure that lessons learned from PALS, complaints, serious untoward incidents and claims are incorporated into the feedback processes for IPE and shared with staff where appropriate.

Strengthening our links with communities and individuals will enable us to engage and work with them to develop services that are responsive to their needs. BACHS will feedback to local people on what it has done to improve as a result of feedback from patients

Key Actions

Develop at Business Unit level a system for gathering patient information (surveys, questionnaires, complaints etc) feeding the information back to service managers and staff and tracking changes made to services

Develop processes that enable PALs information to be incorporated into feedback processes for IPE

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Quarterly reports from PALs will be incorporated into the system

Work with the community development team to forge closer links and develop joint strategies for engaging with local communities to seek feedback about services and ideas for service development and improvement.

Key Outcomes

Increased patient experience and satisfaction

Reduced health inequalities

iii) Provision of high quality patient/public information

In producing patient and public information we have a responsibility to:

be clear, open and consistent

write in plain, straightforward English, and other languages as necessary, that is easy to understand

be accessible to a wide audience, making publications available on request in a range of community languages and in large print, Braille or on audio

be up to date, accurate and consistent

strive to be inclusive and nor discriminate against any individual or group of people

strive to avoid promoting stereotypes or using language commonly considered offensive

strive to meet the needs of our target audiences

follow BACHS’ house style.

Staff should refer to the patient information policy - http://nww.bradford.nhs.uk/extranet/Policies/Published%20Policies/Patient%20Information.pdf

For further information and guidance, contact the communications team on: 01274 237719 or email: communications@bradford.nhs.uk or look on the intranet, in the communications section, for a range of guidance to help with writing patient information - http://nww.bradfordairedale-pct.nhs.uk/Working+for+us/Our+Teams/Executive+Office/Communications/Communications+Guidelines.htm

Key Outcomes

Patient / public information that is written in plain English and at an appropriate level of literacy

Increased accessibility of publications

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All publications in BACHS house style

In order to deliver high performance to reach where we want to be, constant monitoring on the effects of the strategy is necessary. A Patient Experience and Engagement Balanced Scorecard has been developed to establish the following:

What this strategy is trying to achieve. (Strategic objectives)

How success against objective is monitored. (Measures)

The level of performance or rate of improvement required to successfully achieve strategic objectives. (Targets)

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Perspective Strategic objectives Measures 2015 Vision

BACHS VisionWe will be the provider of choice for the delivery of high quality community based services that deliver positive outcomes for those people who access our care.

BACHS ValueRespect and dignity.Commitment to quality of care.Compassion.Improving lives.Working together for patients.

Patients Experience and Service Quality

Measuring up to patients expectations and focusing on continuous improvement in service quality.

Percentage increase of patient satisfaction based on Patient Satisfaction Survey results.

Continuous annual increase

Reduction in patient complaints. Continuous annual increase

No. of Improvement Initiatives developed based on Patient Satisfaction Survey results.

10%

Financial Contribution Towards Achieving BACHS Vision

Deliver financial saving through quality improvements.

Percentage of Patient Experience & Engagement surveys undertaken by BACHS services.

95%

Number of fulfilled Subject Access Requests.Report submitted <40 w/ds

Number of fulfilled Freedom of information Requests.Report submitted <20 w/ds

Achieve and maintain Green Status with Information Governance Toolkit

Achieve green status (70% compliance)

OperationalExcellence

 Ensuring effective and efficient processes and structures are in place.

Number of meetings of Patient Experience & Engagement review

12/Year

 Percentage of Patient Experience & Engagement review meeting attendance.

60%

 Number of Patient Experience & Engagement strategy review meetings (Human Resource Committee)

1/year.

Partnership

 Work in partnership to

encourage benchmarking and knowledge transfer to tackle future challenges.

Number of consultation meetings with commissioner. 3/Year

 Frequency of internal Best Practice Sharing initiatives at BACHS monthly Staff Meeting.

24/year.

Diagram 1 BACHS Patient & Engagement Strategy Balanced Scorecard

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6 Governance

As shown below, progress on strategy will be reported to the HR and Professional Governance Committee on a quarterly basis.

Diagram 2 BACHS Corporate Governance Structure

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BACHS Board

BACHS Executive

PCT Remuneration

Committee

tPCT Board

PCT Audit & Governance Committee

HRCommittee

Quality & Patient SafetyCommittee

PerformanceCommittee

Finance & Estates Committee

BACH’S Management

Team Meeting

Heads of Service Meeting

JS

CC

BA

CH

S S

taff m

ee

ting

Information and Systems

Development Subcommittee

Patient Experience & Engagement

7 Implementation

This strategy will be presented to BACHS board for comment and approval.

Following the approval, Action Plans for delivering the strategy will be developed and approved by the HR and Professional Governance Group.

The strategy and action plans will be disseminated at the HR and Professional Governance Group meeting and the balanced scorecard will be used as framework to conduct gap analysis of current performance and target performance. Improvement plans will then be developed to reduce the performance gap. The Balanced Scorecard will be monitored at the HR and Professional Governance Group meetings.

Any associated resource implications incurred by the implementation of the strategy and action plan will be identified and managed as appropriate.

8 Communications

BACHS management recognises communication is vital to ensure successful strategy execution. Table 1 illustrates the methods which will be used to disseminate the strategy to enable both internal and external stakeholders to be fully aware of deliverables and enablers in respect of Patient Experience and Engagement.

Table 1 BACHS Patient Experience & Engagement Strategy Communication Method

Communication Method

Frequency Main Purpose

Staff Talk Monthly To updates staff current and upcoming events related to Patient Experience and Engagement policy and procedures.

Internal E-mail Communication

As needed To cascade staff with issues and news within the organisation related to

  Internet and Intranet As needed Provides a portal for all staff, patients and service users to access related Patient Experience and Engagement information.

9 Review and evaluation

Operational review meetings and strategic test and adapting meetings have established to monitor and evaluate the status of implementation and assess whether strategies and objectives are being met or not. This strategy will be reviewed annual to identify continual improvement opportunities related to safe information handling. A quarterly

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operational review meeting is established to review performance towards strategic objectives, measures and targets. Table 2 highlights the frequency, focus, required information and recommended attendees of those two meetings.

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Table 2 BACHS PPE Review and Evaluation Meetings

Meeting Type

Meeting Name

Frequency FocusRequired Information

Recommend Attendees

Operational Review Meetings

Patient Experience and Engagement meeting

Quarterly

To identify operational issues and review progress to date toward achieving outlined strategic objectives.

Performance data on key metrics which is outlined in strategy plan.

Head of Business Unit 1Head of Business Unit 2Head of Business Unit 3Head of Business Unit 4Head of Business Unit 5Head of Programmes / Systems Management

Strategy Review Meetings

Human Resource Committee

Quarterly

The focus is to monitor the progress of the strategy.

Required information includes high level performance review on Patient Experience and Engagement Balanced Scorecard.

Associate Director of Human ResourcesWorkforce Development ManagerSenior HR Business Partner - CommissioningHead of Learning & DevelopmentNursing ConsultantHead of Business Unit 1Head of Business Unit 2Head of Business Unit 3Head of Business Unit 4Head of Business Unit 5Head of Programmes / Systems ManagementMember of Equality & Diversity TeamCommunications Manager

Strategy Test and Adapt Meetings

Human Resource Committee

Annually

Establish strategic targets and authorise changes on strategic initiatives.

Balanced Scorecard report, executive summary of strategy progression, external and competitive studies.

Associate Director of Human ResourcesWorkforce Development ManagerSenior HR Business Partner - CommissioningHead of Learning & DevelopmentNursing ConsultantHead of Business Unit 1Head of Business Unit 2Head of Business Unit 3Head of Business Unit 4Head of Business Unit 5Head of Programmes / Systems ManagementMember of Equality & Diversity TeamCommunications Manager

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10 Risk Analysis

BACHS management are aware that some of the assumptions underling this strategy are constantly evolving as are the environmental factors, all these will have an impact on the implementation of this strategic plan. Risk assessment will be conducted and monitored closely at monthly operational review meetings and yearly strategy test and adapt meetings. Mitigation plans will be developed where it is appropriate. Strategy is reviewed annually, but it may also take place by exceptions, eg:

major policy breach within the community

identification of new threats or vulnerabilities

significant organisational restructuring

Significant change in technical infrastructure.

11 Conclusion

We are committed to listening to our patients, learning from their feedback and initiating changes that make a real and positive difference to our services. Whilst there are many examples of where this is working well, we know that a more systematic approach to IPE, in which we are open to learning from feedback, is required across the whole of BACHS if we are to create a culture of patient engagement and involvement.

This strategy is designed to help create this culture of engagement and improvement and ensure that IPE is simply part of ‘how we do things in BACHS’.

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12 Reference:

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13 Appendices

AcknowledgmentsThe contribution of the following individuals in preparing this document is gratefully acknowledged:

Role Name Phone # E-Mail Address

Owner

Author

Contributor

Reviewer

Approval

Document Number

Document Name

Date Created (Draft)

Date Approved

Location

Medium of Distribution

Security Classification

Retention

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