Collaborative working in the NHS a Soft FM Perspective

Transcription

1 Collaborative working in the NHS a Soft FM Perspective Tony McLaughlin Serco Contract Director 1

2 Forth Valley Royal Hospital Key Facts Opening Phases 1 July Sept July % 61% 100% 95,115m 2 (15 football pitches) 860 Beds (50% single rooms) 3 year construction 2 Hospitals Transferred (Stirling & Falkirk) Opened in 3 Phases 2

3 Collaboration The definition The situation of two or more people working together to create or achieve the same thing The benefits Sense of achievement Motivated workforce Increased productivity Enhanced patient experience Increased opportunities for innovation Reduced PMS risk. So what does it look like at Forth Valley Royal Hospital? 3

4 Rules of Engagement Understand the drivers Establish clear goals Involve all stakeholders and staff, regardless of grade Don t be scared to fail Understand impact on patient outcome at all times 4

5 Deploying best practice from design to operation AGVs Automated Guided Vehicles Segregation of flow Cleanability Interstitial blinds and materials Microfibre cleaning Disposable curtains Portering in Partnership In:Touch Real time in patient information PDA Meal Ordering Bedside real time ordering 19 different patient menus Maintainability and resilience Access to services less disruption to clinical areas N+1 redundancy Improved mail delivery Mail Matrix NHSFV Community mail 5

6 Innovation and FVRH The Challenge Enhanced cleaning required following discharge of an infected patient The Solution Extend the concept of interstitial blinds widely used in internal screens to all external windows. The Benefits Removal of need for curtain storage area Removal of need to work at height during curtain changes 20% reduction in room turnaround times 6

7 Innovation and FVRH The Challenge The segregation of the FM, clinical and waste flows. The Solution The provision of Automated Guided Vehicles (AGVs) which are used to move non-patient supplies throughout the building The Benefits A Portering service focused on patient movements Goods delivery time to suit ward and department routine and not porter availability Reduced risk of infection 7

8 Innovation and FVRH The Challenge Sorting of large volumes of incoming mail. The Solution The installation of a OPEX Mail sorting machine and an adjacent pneumatic tube system station. The Benefits Machine sorts 4000 items in an hour which traditionally would have taken 2 members of staff a full day 60% reduction in post room space requirements Reduced manual handling 8

9 Innovation and FVRH The Challenge The inefficiency of internal patient transfers. The Solution The installation of a touch screen portal in high volume departments to allow clinical staff to directly input their patient transfer requests. The Benefits Real time evidence of where the patient is within the system Clinicians spend less time interfacing with the helpdesk and more time with patients Real time performance reporting 9

10 Innovation and FVRH The Challenge To ensure the patient dining experience contributes to a positive clinical outcome. The Solution The introduction of Personal Digital Assistants (PDAs) for bedside meal ordering. The Benefits Streamlined meal ordering system Real time ordering Increase in patient satisfaction 10

11 Recognising Our Services Serco Customer Relationship Survey CRQ NPS Catering Service of the Year

12 So What s Next? Service Improvement Proposals Moving from technical to people based innovation and collaboration 12

13 The Hidden Workforce Just under 50% of NHS workforce are non-clinical All supporting clinical care directly or indirectly Historical divisions between groups of staff Real impact on the Patient Experience How do we increase their contribution. 13

14 Serco Cares We want to generate a noticeable step change in our service provision across all the hospitals we support Why are we doing this? To drive noticeable, sustainable improvement in the quality of the service we deliver for patients, families and staff, enabling our customers to deliver better health outcomes. We will add value to existing customers and give new ones a reason to choose us by becoming known for being Caring, Safe and Successful. How are we doing this? A. Pathfinding through 5 wards at Wishaw reflection / learning B. Rolling out across the Hospital when ready reflection / learning C. Rolling out across all our hospitals when ready 14

15 Serco Cares 3 key elements: Cultural Transformation Develop Deep Staff Understanding of their impact Intensive Customer skills Training Modernising management methods Service Excellence Empowerment Outcomes Management New and improved services Care Governance Incidents /risks/ feedback & learning Care apprenticeships 15 Serco Cares Presentation to NHS Lanarkshire EMT v0.1

16 Serco Cares Key Success Measures Internal 10% increase in engagement scores Number of ideas generated & implemented per month 20% decrease in sickness absence. External Improved patient experience Sustained improvement in NPS scores Care Opinion scores Improvement in local staff survey 16 Serco Cares Presentation to NHS Lanarkshire EMT v0.1

17 Thanks and any questions? 17