THE HILLINGDON HOSPITALS NHS FOUNDATION TRUST. Bev Hall, Deputy Director of Nursing. Experience & Nursing

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1 ITEM 11 Board Meeting in Public 26 th June 2013 THE HILLINGDON HOSPITALS NHS FOUNDATION TRUST REPORT TO: REPORT FROM: REPORT SPONSORED BY: Trust Board Bev Hall, Deputy Director of Nursing Theresa Murphy, Executive Director of Patient Experience & Nursing DATE: 26 th June 2013 SUBJECT: Putting People First Report Trust Strategic Priority: To create a patient centred organisation to deliver improvements in patient experience and the quality of care we provide Summary: The attached monthly report to the Board outlines a number of engagement and experience activities that have taken place over the preceding month and that demonstrate the Trust s commitment to Putting People First. Board Action Required: The Board is asked to review and comment on the report. Equality Impact Assessment: There is no negative impact on equality arising from this report. 1

2 1. Unannounced ward visit Putting People First Report Objective: To provide assurance on the quality of care at ward level As part of the Women and Children's Division's drive to monitor quality and the patient experience the Assistant Director of Operations (ADO) Melissa Mellett visited Peter Pan ward on 9 th May 2013 to undertake an observation of care. This is an activity she plans to undertake on all her clinical areas on a monthly basis and is in addition to the Trust monthly observation of care assessments. Melissa was on the ward for two hours during this time both she and the Matron Chris Mann spent time talking to families about their experience, attended the paediatric ward round, spoke to staff at all levels about the care they were providing and Trust initiative such as the Friends and Family test which had started on Peter Pan only a few days earlier. Although staff were initially suspicious about a senior manager being on the ward they soon relaxed. The feedback during the observation from staff and visitors was very positive with patients feeling they were listened to and that their opinions mattered and staff feeling supported that their senior manager had taken the time to observe the care they were providing and discuss the challenges they had to face. For the matron this was valuable protected time out from an often hectic workload to observe and take a step back and look at the clinical area from the patients perspective. Following and during the observation, issues were identified and an action plan was developed and implemented. 2. Staff Experience and Engagement Objective: To demonstrate the Trust commitment to staff engagement and leadership development. The priorities of our Putting People First (PPF) work programme are being reviewed in line with the objectives of the Experience and Engagement Strategy (EEG) and the People and Development Strategic Aims contained within the Workforce and Organisational Development Strategy. We want to embed our CARES values into all operational and corporate processes identified within our priorities. It will be the golden thread in transforming our culture to one that values our patients through a workforce that feels valued and engaged. Outcomes from the Staff Survey 2012 will feed into these priorities following their approval at the Board earlier this year. We are also doing a piece of work to update the EEG strategy so that it is more reflective of our objective to engage our staff more actively. The PPF priorities have been mapped to five key factors that have been identified as essential to achieving excellent staff engagement as researched by NHS Employers. These will be used as the workstreams for the PPF programme of work: Delivering great management and leadership Enabling involvement in decision making 2

3 Supporting personal development and training Ensuring every role counts Promoting a healthy and safe work environment. The NHS Employers research highlights the following organisational benefits to engaging staff: Better patient outcomes (higher scores for patient satisfaction and lower for standardised hospital mortality rates) Better staff experiences (significantly higher scores for staff health and wellbeing and lower for staff absenteeism) Better overall performance (higher scores for performance as measured by the Care Quality Commission (CQC)) Better financial performance (increased financial efficiencies as a result of a number of factors). In collaboration with key stakeholders measures for improvement in these areas will be identified ensuring better correlation between patient and staff experience. It is proposed that this programme of work is monitored through the Experience & Engagement Group. A key workstream for our PPF Steering Group Priorities is Delivering Great Management and Leadership. The Trust s Leadership Strategy sets out our plan for the coming years in how this will be developed. An important focus for the Trust is ward development. Delivering Great Management and Leadership: Advance Ward Leadership Programme The Ward Leadership programme was received very positively by the first cohort who completed the programme in July The programme focussed on looking at self motivation and how to change personal behaviours, as well as ways in which managers can get the best from their teams even in tough times by maximising the personal leadership contribution made by individuals. Naturally it was essential that delegates could put the things they have been taught into practice in order to improve their leadership skills. In order for their transition to take place successfully the Line Managers needed to know what the programme covered in order to be a catalyst for change. The second cohort attended the programme in the months of November 2012, March and April Again feedback from this group has been very positive; some quotes from participants are included below. Excellent course relevant to all band 7 s. Great to network and meet other band 7 s given me more confidence to address difficult issues given me food for thought Thank you enthusiastic delivery from a knowledgeable trainer has left me inspired and changed me for the better. I hope to improve with more practice and feel energised to do so 3

4 Thoroughly enjoyed the course, I think I have become a much more positive person and now tend to push negative attitude from others to one side.. As part of the evaluation the participants were also asked to share three points that they will implement Being the best version of myself as often as possible. Ensuring your team are aware how much you approach them. Positive approach to the start of the day Continues self-building motivation. Get to know my team on a personal level. Do hard talk without emotions Create a positive working environment. Create and maintain local standards for my area. Build on relationships with my team. Advance Line Manager s Integration Session To maximise the transfer of learning into the workplace and to encourage support to senior sisters, a Line Managers Integration Session was provided to Line Managers of delegates in cohort one. It gave an overview of the material the Leadership Programme covered. It highlighted what Line Managers may need to do in order to assist and enhance the changes required from those attending the Programme. It also showed the links between the Leadership Programme and the NHS Leadership Framework. Line managers who attended the programme found that it was very beneficial as it provided the opportunity for self reflection as well as giving an insight into what their senior sister had learned. Action Learning Sets All delegates from both cohorts are currently part of a learning set which provides an opportunity for some structured collaboration in problem solving through networking with their peers. This encourages delegates to describe their own challenge or problem, and the groups shared experiences and then communally reflecting together to learn and to resolve the issue as a group. 3. Complaints Objective: To provide a summary of the first of three reports produced by the Parliamentary & Health Service Ombudsman (PHSO) regarding complaint handling in the NHS. These reports will feed into the Anne Clwyd and Tricia Hart review of the NHS Hospital Complaints system Whilst the NHS provides a great service for most people most of the time, there are occasions when things go wrong. When this happens, how the organisation and 4

5 people working within it seek to deal with this is likely to impact on whether the confidence and trust in the service has been restored. The Francis Report on the inquiry into the failings in Mid Staffordshire hospitals uncovered shocking standards of care and management, it also highlighted serious failures in the complaints system. In April 2013, the Parliamentary and Health Service Ombudsman (PHSO) published a report; NHS Hospital Complaints - A Case for Urgent Treatment 1. This report brings together lessons learnt from the thousands of cases that were brought to the Ombudsman over the past five years from individuals who are unhappy with how the NHS has managed their complaint. The report sets out what is wrong with the current system, highlighting: Failures in access and procedure: making it easier to complain Failures in communication and responsiveness: making sure that patients are told what is happening Failures in leadership and learning: making sure that hospital boards learn from their mistakes. Five broad areas for improvement are identified in the conclusion of the report. These are: governance, records, accountability, standards and practice. The Trust has already embarked on a review of its complaints service; the areas of improvement that have been identified in this report will support the initial diagnostic phase. Being customer focused, being open and accountable, acting fairly and proportionately, seeking continuous improvement and putting things right are the key principles that the PHSO has set out in their Principles of Good Complaint Handling. These are the principles that will underpin the Trust s refreshed approach to complaints handling following the review. 4. National Volunteers Week Tea Party Objective: To demonstrate the important role of volunteers in assisting staff to deliver high-quality patient care. A morning tea party was held in the Education Centre at Hillingdon Hospital on the 4 th June to celebrate National Volunteers Week and to recognise the hard work and commitment from the dedicated team of volunteers that we have in the hospital. Shane DeGaris, Chief Executive, welcomed the opportunity to spend some time talking to our volunteers, thanking them for their time and continued support whilst sharing a piece of cake and a cup of tea with them. 1 data/assets/pdf_file/0018/20682/the-nhs-hospital-complaintssystem.-a-case-for-urgent-treatment-report_final.pdf 5

6 The volunteers were also very pleased to be joined by the recently elected Mayor and Mayoress of Hillingdon who were interested in finding out about the various volunteering opportunities in the hospital and they clearly enjoyed getting to know some of Hillingdon Hospital s much valued volunteers. 5. Engaging with the local Hindu/Jain community Objective: To increase awareness of diabetes and treatment to a section of the community who have a high rate of diabetes. Objective: To recruit Foundation Trust members and improve representation. On Friday 14 th June, Dr Mark Edwards, Consultant Physician and Catherine Holly, Head of Patient and Public Engagement, attended the local Navnat Community Centre in Hayes. Dr Edwards presented to over 100 people about diabetes, explaining the difference between type 1 and type 2 Diabetes and focusing on the importance of diet and exercise as means of controlling a person s blood sugar levels. The presentation was followed by one hour of questions covering a broad range of subjects. Many of the audience were patients attending Hillingdon Hospital and so appreciated the opportunity to speak with Dr Edwards after the session. The organiser of the Navnat community has invited the Trust to return to the Navnat Community Centre to present on a regular basis. 6. Governor / Member Engagement at local community events Objective: To enable Public Governors to engage with members at local events. On Saturday 4 th May John Coleman, John Davies, Mary O Connor, Neil Fyfe and Roger Shipton joined Catherine Holly and Jeanette Kadkhoda at the West Drayton May Day Fair to recruit and engage with members of the community. Although membership leaflets were distributed on the day, the Governors felt that there should be a clinical presence at future events to encourage members of the public to visit the Trust marquee. This event was followed five weeks later with the Carnival in the Park event held on Saturday 8 th June at the Yiewsley Recreation Ground. On this occasion, John Coleman and Catherine Holly were joined by Staff Governor Amanda O Brien and Matron Margaret Southcote-Want. The Trust took a hand hygiene machine to the event offering local people the opportunity to check their hand hygiene. The community enjoyed the hand gels available and also had opportunity to see a drawing of the new A&E department. 40 members were recruited at the Carnival in the Park with many more taking home membership leaflets. 7. Community Engagement Annual Carers Fair 2013 Objective: To seek the views of carers using Trust services. Objective: To recruit carers as public members of the Foundation Trust. Objective: To engage with statutory and voluntary organisations. Catherine Holly, Head of Patient and Public Engagement joined other statutory and voluntary organisations at the Annual Carers Fair, held in the Uxbridge Pavilion on Tuesday 11 th June. The event was well attended and some carers used the 6

7 opportunity to provide feedback of their experience at Hillingdon and Mount Vernon Hospitals. This annual event provides the Trust with opportunity to share information about Trust developments with carers. Patient Information and membership leaflets were available at the event. 7