Integrity and Trust. Finalists

Transcription

1 Integrity and Trust Finalists

2 Driveway Safety Programme

3 The Housing New Zealand Driveway Safety Programme Creating safe, secure child play areas to reduce the risk of driveway run-over incidents.

4 The Housing New Zealand Driveway Safety Programme New Zealand has one of the highest recorded rates of child driveway death and injury in the world. On average: one child hospitalised every two weeks five children die each year

5 The Housing New Zealand Driveway Safety Programme Most children injured in driveway incidents are toddlers and their injuries are often severe. Most of these injuries come from children being run over by relatives.

6 The Housing New Zealand Driveway Safety Programme Showing leadership in the field of social housing not only for our own tenants, but to inspire other landlords to do the same and raise the standard of safety in urban design in New Zealand.

7 The Housing New Zealand Driveway Safety Programme Housing New Zealand allocated up to $30 million to deliver the programme over four years. Housing New Zealand is targeting 13,000 properties where there are children aged under five. So far we have improved over 7,500 properties across New Zealand.

8 The Housing New Zealand Driveway Safety Programme BEFORE AFTER PLAN

9 The Housing New Zealand Driveway Safety Programme BEFORE AFTER PLAN

10 The Housing New Zealand Driveway Safety Programme Results so far No driveway-related injuries or deaths at properties where the work has been completed Raised public awareness of the issue Design principles of the Driveway Safety Programme are now integral to our urban design process and are implemented in all new builds

11 The Housing New Zealand Driveway Safety Programme It s just the greatest thing that Housing New Zealand has done for me here. The first thing babies go for is the cars. When they see something moving they think: I wonder if I can touch that. East and Bays Courier 07/01/15 * Photo kindly provided by Whakatane Beacon

12 Winner

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14 Our Project We have gathered and analysed real-time feedback from patients and whanau about our quality of service. We mapped the feedback to our organisational values, standards and behaviours to report performance from the public perspective.

15 Aims Create public performance measures To use feedback from patients and whanau to measure performance against behavioural standards Continue the drive to being a values-led organisation To help staff make better sense of narrative feedback from patients and whanau and to use that to drive improvement Involve all services and staff groups Create a system that absorbs all sources of qualitative feedback to allow broader range of engagement

16 What we did We established a system to gather real-time feedback from patients and whanau in each ward and team. This system has captured over 1000 responses each month (approx. 10,000 last year). We then developed an innovative summary of the feedback in the form of a suite of reports which map the narrative feedback received to our organisational values, standards and behaviours.

17 What we did The software we have used to develop this reporting allows semantic and sentiment analysis. Queries are built into the system so that it begins to recognise nuances of language and gets smarter over time. The reporting was then made available to each ward. The reporting allows teams to focus their attention on improvement activity that will make a difference to patient and whanau experience

18 What we did Alongside this project we have created a group of Patient Experience leads. These leads are a multi-disciplinary group of 3 attached to each ward and who are responsible for leading the response. Teams use our IDEAS improvement methodology to implement rapid cycles of improvement. This work is communicated to the public and staff via Quality boards that are present in each clinical area. Identify The opportunity Deliver Just DO it Evaluate the results After action review Share and celebrate

19 Was it successful Yes, the reports have been unanimously agreed as an excellent tool for driving meaningful change. They resonate with staff and the public because the behavioural standards have been co-created. They provide meaningful measures of performance and can be used to reinforce positive behaviours as well as driving change. They provide a platform from which to ensure there is a multidisciplinary response to patient and whanau feedback

20 What did we learn This work has reinforced the importance of our two organisational priorities. Building our intelligence from the patients and whanau feedback has allowed us to focus on enhancing patient experience, which evidence shows us leads to improved outcomes. The reports have been successful in making sense of data that is traditionally difficult to analyse and report in a meaningful way.

21 What did we learn The fact that all qualitative feedback can be included means that areas not using electronic surveys can also receive values-based reports e.g. orderlies and cleaners. Initially we only included data from the electronic survey. The response was so positive that in hindsight we should have included data from complaints and compliments from the outset so that staff could see the impact of bringing these data sources together.

22 Outcomes Our improvement effort is now focussed on the issues that we know make a difference to patients and whanau. Our Net-promoter score has steadily increased since this project has been introduced.

23 Outcomes Organisational improvement campaigns have been launched, for example: The analysis of the feedback clearly identified that of our behaviour standards, welcoming and friendly is the most significant driver of a positive experience. It is also where we have the most opportunity for improvement. As a direct result of this project we commenced a campaign to become the most welcoming DHB in NZ.

24 Outcomes This project is led, ultimately by our community. The reports are the collective voice of the community telling us whether we are living up to our promise, and meeting the behavioural standards that they helped us to set. This project is an integral part of our organisational development and culture change programme, which ensures we are a patient and whanau-centred organisation.

25 What is next