Complaints concerns and compliments Complaints, concerns and - - PowerPoint PPT Presentation

Complaints concerns and compliments Complaints, concerns and compliments

Sue Ball

P ti t i Patient experience manager

Members’ event 17 June 2010

Background

• NHS Constitution - patients have the right to have complaints

dealt with efficiently, for complaint to be investigated fully, dealt with efficiently, for complaint to be investigated fully, receive an outcome and possible compensation

• The new complaints regulations for Health and Social Care

April 2009 - complaints handling to become more comprehensive, accessible and patient-focused

• Accompanying guidance ‘Listening responding improving:
• Accompanying guidance Listening, responding, improving:

a guide to better customer care’

• Learning from complaints leads to improvements in our services

g p p

• Healthcare Ombudsman – principles of good complaint

handling

• Changes in the new regulations partially addressed

Current process

• Trust handled 1500 concerns and complaints in 2009/10;

4000 compliments received in same time period 4000 compliments received in same time period

• Patient Advice and Liaison Service (PALS) aims to resolve

concerns raised by patients, carers and relatives as quickly as possible

• Written complaints dealt with by complaints team – formal

process of investigation with written response sent within 25 process of investigation with written response sent within 25 working days

• Complaints and compliments recorded centrally by complaints

p p y y p team

• Formal reporting of complaints and PALS through our

h lth itt t th T t B d healthcare governance committee to the Trust Board

Learning from complaints

• Service redesign working with departments to review and

streamline processes streamline processes

• Service standards programme: includes DVD of patient

stories

• Amend or develop guidelines and protocols
• Additional training where appropriate
• Improved communication, eg proactively explaining to patients

why clinics are running late

What is different?

• New regulations cover social care as well as NHS complaints
• If more than one organisation is involved a single coordinated
• If more than one organisation is involved, a single coordinated

response to be provided

• Any concern not resolved in one working day required to be

y g y q handled as a complaint

• Complainants can ask for their complaint to be reviewed by

th P li t d H lth S i O b d the Parliamentary and Health Service Ombudsman

• Emphasis on better customer care, more flexibility and

accessibility accessibility

• Emphasis on learning from complaints to improve services

What do we need to do?

• Resolve unwritten concerns within one working day where

possible possible

• Be responsive to complainant’s requirements with respect to

responses and outcomes – what do they want?

• Improve ways of accessing the Trust to raise a concern,

comment, complaint or compliment I d l i f l i t

• Increase and encourage learning from complaints, concerns,

comments and feedback from across the whole Trust

Why review the policy?

• In April 2010 Buckinghamshire Hospitals NHS Trust

integrated with Community Health Buckinghamshire integrated with Community Health Buckinghamshire

• Acknowledge that current policy and procedure do not fully

address the changes within the new regulations

• Recognise that the policy is part of a Trust-wide review of

measuring the patient experience N d t i l th ki ith th li ll th

• Need to involve those working with the policy as well as the

complainants

• Looking to obtain feedback on how we deal with complaints

Looking to obtain feedback on how we deal with complaints already and what we could do better

• Over to you!

Jane Bramwell

Non executive director Non-executive director

Members’ event 17 June 2010

Role of the non-executive director

• Independently appointed by the Appointments Commission

B i ti d i d ft ti l

• Bring expertise and experience, and often particular

knowledge as a member of the local community, to the work

• f the Board
• f the Board
• Strategic and impartial focus – providing an independent view

that is removed from the day-to-day running of the y y g

• rganisation
• No management or executive responsibilities

g p

• Available to provide support, advice and skills
• Responsible for ensuring concerns and interests of the public

p g p are included in decision-making

• Monitor the performance and executive management of the
• rganisation

Non-executive director’s role in complaints handling

• Two non-executive director’s involved

R d l ti f l d l i t i d

handling

• Random selection of closed complaints reviewed on a

monthly basis (internal scrutiny) Look at adherence to process

• Look at adherence to process
• Look for any common themes or threads (in addition to

what the complaints team have already identified) what the complaints team have already identified)

• Feedback to patient experience manager and AD of

healthcare governance healthcare governance

• Sit on the healthcare governance committee