Value people recognising people's skills and knowledge and listening ... promoted through social media .... Develop syst
Engaging People Our strategy for patient and public engagement
Executive Summary January 2012 - December 2013 1
Executive Summary 1.1 What does ‘engaging people’ mean? Engaging People is an approach that puts people at the heart of care to improve service quality. It can be considered to be made up of four key groups of activities:
Involving people in decisions about their own care and treatment Engaging people in ongoing service delivery Engaging people in making changes to services or redesigning care pathways Engaging people in organisational decision-making
We consider people to include: patients and service users; carers, relatives and friends of patients; people living in the areas we serve; communities; patient groups and voluntary sector organisations. You can engage people as individuals or as a group. You can inform people, involve people or work in partnership – this is all about engaging people.
1.2 What is the vision for ‘engaging people’ at CLCH? Vision To lead out-of-hospital community healthcare, ensuring our staff put patients, their carers and the public at the heart of everything we do Goals
We will provide the opportunities, information and support people need to engage in the decisions that matter to them – in line with ‘no decision about me without me’ We will transform our services to be organised around people’s needs We will ensure that decisions taken by the organisation, including decisions regarding service delivery and development, are informed by patients and the public We will promote equality by ensuring we engage with people who represent the diverse communities we work within; and in particular making sure we are engaging effectively with those facing health inequalities due to their background
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1.3 Good practice principles for engaging people We will be guided by the following principles related to good practice when engaging people: Be clear
being clear about the purpose and what we are going to do, what change is possible and where people can make a difference
Be inclusive
seeking a wide range of views, putting people we serve at the heart of what we do; thinking about things from their perspective; understanding the needs of our audience, as one size does not fit all
Value people
recognising people’s skills and knowledge and listening carefully to what they say; working in partnership
Provide follow-up
demonstrating how what people tell us makes a difference
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1.4 Our approach to engaging people The diagram below outlines some examples of how people can be engaged within the four key areas, demonstrating the types of engagement activity we will aim to include in our practice across the organisation.
•Patient Reported Outcome Measures (PROMs) •Patient Reported Experience Measures (PREMs) •Discussions regarding decisions on individual’s treatment and care - e.g. joint goal setting and care planning •Patient Advice & Liaison Service (PALS) and Complaints; and Local HealthWatch •Self-management and support groups
Evaluating ongoing service delivery
•Capturing the feedback that clinicians receive from patients •Focus group sessions and other face-to-face engagement •Online engagement – e.g. online questionnaires promoted through social media •Review of existing feedback – for example from Local Involvement Networks (LINks), PREMs and PROMs
Service changes and redesign
•Experience-based co-design of pathway redesign activity •Condition Expert Panels – consulting on changes to services they use •Online engagement – e.g. discussion forum on proposed changes •Formal public consultation, e.g. on significant changes to service delivery •Working with LINks / HealthWatch
Organisational decisionmaking
•Council of Governors •Engaging with Membership and LINks •Patient representatives on decision-making committees •Formal public consultation, e.g. FT application •Stakeholder Reference Group •Development of Quality Account •Development of Equality Delivery System
Clear information and communication
Inclusive engagement
Individuals in decisions about their treatment and care
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1.5 Why engage people?
Staff have a greater understanding of what their patients want, so they can focus on what matters Increased patient and staff satisfaction – happy patients lead to happy staff, and vice versa Reduced complaints; increased compliments and increased interest in our services Services will be designed and delivered to meet people’s needs and aspirations Patients can be empowered to take more ownership of their health and make informed choices about their care and treatment, leading to better health outcomes Improved patient perception of services, and increased trust and confidence in the NHS
1.6 What does ‘good’ look like? Engaging people using best practice is:
Consistently delivered by all staff, using the principles outlined in this strategy and ensuring that there is always a genuine intention to listen and respond to people Coordinated across all aspects of the organisation – with feedback from different sources being looked at together to influence service delivery and organisational decisions Properly resourced and delivered by people who really want to listen and learn, and who are supported to do so Delivered through a range of innovative and effective mechanisms, selecting the most appropriate for the audience targeted Delivered in partnership with patients and the public, especially when the most difficult decisions need to be considered and taken Going out of our way to ensure that different voices are heard across the communities we serve – often the most vulnerable people are most likely to be impacted by any change Speaking with people who don’t currently use our services but may in the future or perhaps should be already – perhaps there is a reason they are not using the services? Able to clearly demonstrate the impact – that is, what has changed orbeen done differently in response to what we have heard?
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Recognising the contributions that people are making and reimbursing them for their time and input Recognised by the people we speak to and our partners as best practice Full circle –let people know that they have made a difference and what has changed as a result
1.7 What does this mean for staff? Engaging People is everybody’s responsibility – regardless of the job they do. The vast majority of the staff in the organisation speak with patients every day and receive important feedback on how services are operating.
Everyone is responsible for encouraging people to be engaged in decisions about their care and treatment, through providing information and responding to concerns Everyone should seek people’s views about services, respond to patient feedback and actively involve people to find solutions to meet expectations, where possible Everyone should take part and promote Trust-wide activity, such as Patient Reported Experience Measures (PREMs) and promoting the recruitment of new Foundation Trust members Everyone should take a note of any feedback received from patients and feed this back to managers or through complaints and compliments procedures
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1.8 Making it happen - overview
BASIC
BRONZE
SILVER
GOLD
Starting off Customer Services promoted widely
Early days Audit of current provision of self-management
Good Patient support groups / condition specific groups established to inform pathways
Exemplar
All patients are actively involved in their care planning and goal setting, where appropriate
Patients feel that they are active partners in shaping their own healthcare
Champions promoting good practice in their area and offering training and support to their colleagues
Staff regularly engage with their patients and share the feedback they have gathered
Involving individuals in their own care Develop values and behaviours
Engagement in ongoing service delivery
Engagement in service changes and redesign
Audit of current engagement activity Communicate staff responsibilities and incorporate into job descriptions
Agree how we will engage patients in redesigning services
Further roll-out of patient reported outcome measures (PROMs) and patient reported experience measures (PREMs) programme Training incorporated into central training programme, and practical toolkit available Champions identified across the organisation and offered training
Process for engaging people in service change and redesign work agreed and circulated
Develop system for monitoring activity and central collection of all feedback, including annual reporting in Quality Reports Redesign care pathways in partnership with patients Programme of focus groups delivered and used to influence service improvements
Patients have range of quality information available to them to make informed choices
Engaging People Champions ensuring best practice and reporting the difference this activity has made to service delivery and people’s experiences Can demonstrate that people’s feedback has influenced the changes to services Improvements seen in patient experience following service change / redesign
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Engagement in organisational decisionmaking Cross-cutting
BASIC
BRONZE
SILVER
GOLD
Starting off Board leads for Engaging People identified
Early days Board remit agreed and training delivered
Good Regular items on Board agenda
Exemplar Board is explicitly considering patients and the public in all decisions
Engaging People strategy agreed
Develop new tools for engagement, such as using new media and developing an interactive website
Develop policy and processes for rewarding people for their engagement, and for evaluating activity
Dedicated staff appointed
Explore opportunities for partnership working
Map out existing tools for engaging people
Foundation Trust membership strategy in place
Council of Governors established
Council of Governors is proactively shaping the strategic direction of CLCH Engaging people activity is coordinated and regularly evaluated for effectiveness Range of innovative and effective tools are used appropriately for the right people
Regularly feedback to people We have engaged with people who we have engaged with about the are representative of the communities difference they have made we serve When will this be achieved?
June 2012
December 2012
June 2013
December 2013
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