18 20 July 2011
at Peninsula Health 20 July 2011
John Clark Kennedy Community Advisory Committee member /consumer consultant for project Brendon Gardner Executive Director Frankston Hospital Jan Child Executive Director Community Participation
Peninsula Health Community Participation Model
PENINSULA HEALTH VALUES (Service, Integrity, Compassion, Respect, Excellence) P A R T N E R S Participation Advocacy Relationships Community Advisory Committee/ Groups (Elaine Hillis) s on key PH Committees (Elaine Hillis) Patients and Families in Care & Care Decisions (Julie Grant & Kate Varty) s in Staff Recruitment & Appraisals (Kelly Gillies) PH Community Participation Steering Committee (Elaine Hillis) s in Root Cause Analysis (Sue Goonan) Register (Helen Wilson) Consultants (Karen Edis) Our Volunteers (Karen Edis) Peninsula Health Community Participation & Advocacy Policy (Elaine Hillis) access to External Volunteer Advocacy (Iain Edwards) Volunteer Advocates (Elaine Hillis/ Gloria Callery) Welcoming Environment And Open Visiting (Kelly Burns) Patient Goals And Patient Biographies (Noni Bourke & Jane Roberts) Community Network Mapping (Rob Macindoe & Campbell Rule) Who are We? -Peninsula Health Staff (Public Relations) Promotion of Culture Of Care & Cultural Competencies (Karen Edis) Training and Development Navigation Experience Rights Peninsula Health Values Partnership Roadshow (Elaine Hillis) Customer Services Competencies Walk the Talk (Sue Goonan & Jenni Dickson) Experience DVD (Sue Goonan) Key Contact Person (Jane Roberts & Acute) Follow Up Care (Paul Colosimo) Access to Service (Karen Ridgway) Concierge at Frankston Hospital (Sharyn Hayles) Capturing the Experience (Sue Goonan & Jenni Dickson) Motel Slips (Jenni Dickson) VPSM (Jenni Dickson) Residential Care Surveys (Alison Watts) Mental Health Feedback (Elaine Bennet) Executive Rounds (Jan Child & Elaine Hillis) Customer Complaint Review with NUM s & s (Judi McKee) Gender Sensitive Care (Di Collins) Rights & Responsibilities Information (Sue Goonan & Jenni Dickson) Our Care Contracts (Paul Colosimo) Consent (Janet Pugh) Open Disclosure (Sue Goonan) H I P Special Needs Hospitality Information CALD Plan (Paul Colosimo) Disability Action Plan (Jodi Jones) Plain English Strategic Plan (Elaine Hillis & Di Collins) Healing Gardens (Simon Ruth) Legend New Initiatives In Progress Developed Our Waiting Rooms (Stephen Ratcliffe) Assisted Mealtimes (Karen Edis) Visiting Volunteers (Elaine Hillis & Helen Wilson) Friendly Clinical Information (Sue Goonan) Friendly Corporate Information (John Jukes) Youth Social Networking Website (Peter Dawson) Health Promotion DVD (Christine Burrows/ Emma Harris) Performance Monitoring Participation Audits (Elaine Hillis) Annual Community Participation Report (Elaine Hillis) Community Participation Indicators (Helen Wilson) One of fifty projects An Enhanced Model of Community Participation ( May 2011)
Project Aims Face to face conversations between patients and Peninsula Health Executive Deepen our understanding of the patient experience Obtain real time patient experience feedback and respond to feedback In partnership create a better patient experience Trial a project based consumer consultant role
Project Methodology Develop the Consultant Role and implement Develop the Project Plan including the documentation suite Develop the Executive Round Conversation schedule Select sites and face to face staff consultation Patient selection process Conduct interview
Conversation Process Advisory Consultant presents at Ward 30 mins prior to Executive Director Advisory Consultant maintains records of issues/actions With NUM, identify patients meeting criteria, then randomly select by bed number Executive Director ensures actions followed up and sends letter to patient if feedback has been requested (copy to Advisory Consultant) Discuss with selected patient, seek consent YES Advisory Consultant summarises issues from recording /notes and sends to Executive Director Provide information document Written consent to record Contact details for feedback if requested Introduce Executive Director Conversation re patient experience with Exec. ( Advisory Consultant records /scribes conversation) Some immediate actions Advisory Consultant conducts process questionnaire with patient
What did the patients talk about? Comfort:..you have to call a nurse to get your milk or fruit open Information: They did the scan but nobody told us the results..it had been 2 days.. so it was really stressful The best thing: the constancy of the care The worst thing: It is very boring on the weekends no physio..there wasn t anyone the nurses could get (overnight) that had the authority to open the cast. Staff:..nurses are banging something out there at night so you get broken sleep...nurse Alana pulled me out of an emotional meltdown Treated as a person:..some of the younger social workers and nurses can be condescending Involved in own treatment:..i ve been left with choices, I haven t just been told that this is the way that it will be.
Patient Experience of the Process n = 12 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Was the conversation worthwhile for you? 1 (not at all) - 5 (very worthwhile) Did the conversation make you feel uncomfortable? 1 (very uncomfortable) - 5 (very relaxed) Did having a consumer representative at the conversation help you feel more comfortable? 1 (no help) - 5 (helped a lot) Did you feel that you were able to say what you wanted? 1 (not at all) - 5 (fully) Did you feel that your experiences were seen as important? 1 (not at all) - 5 (very important) Rating 5 Rating 4 Rating 3 Rating 2 Rating 1 Not answered
Consultant experience Up front clarity of role, expectations, conditions, and reporting set the relationship Effective support is essential (consultant won t have time to learn detailed administrative processes) A single responsibility for support is best Don t underestimate the work involved Flexible working is very useful Follow through is essential for credibility (commitment of Executives)
Executive Experience Advisory Consultant provides support to patient / family in process Wanted to hear it as it was, not what people thought I wanted to hear Consideration of our staff views Opportunity to provide direct feedback to the patient / family Follow through on actions and letters to patients
Staff responses to the process supported as a way to improve patient outcomes. not seen as punitive. not seen as disruptive in the wards. should be extended to more wards, and all Executive Directors. Advisory Consultant provides independence and credibility to the process. We need to have a real sense of what our patients are feeling
Responding to patient experience Review of bedside telephone placement Re assessment and transfer of a rehab patient Negotiation with suppliers for easy open milk and fruit containers Patient overnight leave policy review at rehab centres Review of overnight management of post operative patients Review of weekend and public holiday therapy hours
Evaluation Executive Directors initiated immediate action in response to patient experience Patient provided with letters outlining actions taken Positive patient survey response to process Positive staff survey response to process Positive Advisory Consultant Role evaluation (self and staff)
Where to from here? Formal Report recommendations: Continue for 12 months with a view to ongoing Extend conversations to additional wards and sites Program to involve all Executive Directors in conjunction with Operations Directors. Initially 120 conversations per year Create part time Advisory Consultant position Consider using Advisory Consultants for appropriate future Participation Plan projects.