Keeping out of the mud the Eastern Health Journey of Engagement - - PowerPoint PPT Presentation
Keeping out of the mud the Eastern Health Journey of Engagement Alan Lilly, Chief Executive Wednesday 5 August 2015 Yarra Valley Lodge Closing the Gap - Eastern Health is committed to achieving equality in health status between Aboriginal
Alan Lilly, Chief Executive
Wednesday 5 August 2015 Yarra Valley Lodge
Closing the Gap - Eastern Health is committed to achieving equality in health status between Aboriginal and Torres Strait Islander peoples and non-indigenous Australians
Eastern Health...we are many but we are one !
– 3 Emergency Departments
– multiple community sites and services – 2 prevention & recovery centres and 2 community care units – 5 acute inpatient units
– Turning Point and Spectrum - both with bed based services
– specialist and general residential care
– multiple community accessible outlets
Continued restraint in spending
Ever wondered why you have been feeling the pinch lately ?
People Performance Patients
And it all starts with, “hello, I am ….”
To better
and
the experience
and carers who use our services
1. The patient’s needs, wants, preferences and values are known and taken into account 2. The patient is a partner in decision-making about their care 3. The patient has access to safe, effective and high quality healthcare delivered by skilled staff 4. There is clear information that helps patients understand and manage their health as independently as possible 5. Communication is open, honest and respectful, ensures confidentiality and is responsive to individual needs 6. The physical environment promotes healing, is comfortable, clean, safe and allows privacy 7. Staff listen, provide emotional support and treat patients, their families and carers with dignity and compassion 8. Family and friends are involved in care in accordance with the wishes of the patient 9. Care is well coordinated to ensure that the patient experiences continuity and smooth transitions
At Eastern Health, putting ourselves
‘In the Patient’s Shoes’
means actively seeking and responding to feedback from people that use our service
In the Patient’s Shoes
Collection of data using a handheld devise asking 5 questions and PETs provide near real time insight into patient experiences.
Patient Experience Trackers (PETs)
Patients are surveyed once a month in most services across the organisation using ‘audit angels’ to measure compliance with our Patient and Family Centred Care Standard.
Eastern Health Patient Experience Survey
The Department of Health and Human Services conduct 5 surveys: Adult Inpatient, Emergency Department (ED), Maternity, Paediatric Inpatient and Paediatric ED. Reports are provided quarterly.
Victorian Healthcare Experience Survey (VHES)
A range of ways to provide specific feedback include:
Complaints and Compliments
Patient stories are captured and shared in a variety of ways:
Leadership Walkrounds
Walkrounds involving discussion with current patients are conducted by senior leaders and managers across the organisation.
‘Patient Opinion’
An online public platform that enables people to safely and easily share their experience. The organisation is able to demonstrate how patient experience is used to improve services.
Discharge Phone Calls
Routine phone survey of discharged patients inviting feedback regarding their experience.
Patient Stories
Patient Experience Feedback
Volunteers act as ‘Mystery Shoppers’- make
their experience.
Mystery Shopper
These are also known as workshops or focus groups and provide an opportunity to hear the consumer perspective regarding a specific topic
Consumer Forums
Consumers work with Eastern Health staff collaboratively and objectively to evaluate a process, determine a future state and identify solutions to achieve the future state in a way that will meet patients’ needs and expectations.
Rapid Improvement Events
Consumer Perspective Patient Survey
The Family and Friends Test Score is a widely used strategy in the UK and is based on feedback to one question – “On a scale of 0 – 10, how likely is it that you would recommend this service to a family member or friend?” We ask this question as part of our Patient Experience Feedback processes and Patient Surveys.
All feedback about the patient experience is themed against the Eastern Health Patient Experience of Care Principles.
In the Patient’s Shoes
Using a feedback framework to inform service improvement and create a GREAT patient experience.
Observing patients and families during various stages of their care journey to help us to gain an understanding of what the experience is like from the patient and family’s point of view.
Shadowing
Updated February 2015
In the Patient’s Shoes …
Finalist in the “Excellence in person-centred care” category
EH Patient Experience of Care Principles 1. The patient’s needs, wants, preferences and values are known and taken into account 2. The patient is a partner in decision-making about their care 3. The patient has access to safe, effective and high quality healthcare delivered by skilled staff 4. There is clear information that helps patients understand and manage their health as independently as possible 5. Communication is open, honest and respectful, ensures confidentiality and is responsive to individual needs 6. The physical environment promotes healing, is comfortable, clean, safe and allows privacy 7. Staff listen, provide emotional support and treat patients, their families and carers with dignity and compassion 8. Family and friends are involved in care in accordance with the wishes of the patient 9. Care is well coordinated to ensure that the patient experiences continuity and smooth transitions 10. Meals are enjoyable and nutritious
EH Patient Experience of Care Principles 1. The patient’s needs, wants, preferences and values are known and taken into account 2. The patient is a partner in decision-making about their care 3. The patient has access to safe, effective and high quality healthcare delivered by skilled staff 4. There is clear information that helps patients understand and manage their health as independently as possible 5. Communication is open, honest and respectful, ensures confidentiality and is responsive to individual needs 6. The physical environment promotes healing, is comfortable, clean, safe and allows privacy 7. Staff listen, provide emotional support and treat patients, their families and carers with dignity and compassion 8. Family and friends are involved in care in accordance with the wishes of the patient 9. Care is well coordinated to ensure that the patient experiences continuity and smooth transitions 10. Meals are enjoyable and nutritious
Our focus in on:
–Improving communication and customer service
–Improving interpreting services - now “in house” –Improving meals – new improvement project underway –Reducing noise – in particular in wards at night
Eastern Health’s People Strategy 2013-16
Alignment: EH Strategic Plan 2010-15, Strategic Clinical Services Plan Eastern 2022 and
the Performance Excellence System EH HOUSE outline the organisational values, principles and capabilities required of our people to deliver on our Great Health and Wellbeing vision.
Our aim: Through this People Strategy 2013-16 and in conjunction with annual EH
Operations & Improvement Plan, Research Strategy 2011-13 and various other annual clinical education plans, we will build and sustain EH to be a great place to learn and work.
A Great Place to Learn and Work
3.1 Ensuring flexible, highly skilled and capable workforce and volunteer networks. 3.2 Communicating and consulting with our staff and providing feedback, reward and recognition. 3.3 Identifying leaders and providing learning opportunities for our staff. 3.4 Partnering with education and training organisations to drive research and education.
Strategy Focus Areas:
meet redevelopment and expanding services needs focusing on workforce reconfiguration for the right skills-mix
for managers to adopt and lead change
mentoring, coaching and action learning
by enabling leadership development across all levels
capabilities based on national standards & HOUSE.
interpersonal and business skills development.
and improve support to managers
to inform retention strategies
aged workforce
informal performance feedback
increase accountability and build a values-based high performing culture
Governance: The People Strategy Reference Group will continue to direct and
support the strategy implementation. Though this Strategy will be mainly driven by the Organisation Development &Workforce Planning Team in collaboration with HR and SLT, the involvement of frontline managers will be crucial in achieving its aim.
Success Measurement Mechanisms:
Communication: The implementation of this Strategy will be communicated to staff
Our focus on people
Optional registration
email address
mentoring and executive coaching programs
Eastern Health’s Aspire to Inspire (A2i) Award Recipients 2014
36
How are we comparing with other Health Services ?
In summary ….
Commission for Hospital Improvement
What our staff are saying ... People Matter Survey 2014
What our staff are saying ... People Matter Survey 2014
Angliss Box Hill Healesville & Maroondah Peter James Wantirna Yarra Ranges Yarra Valley Turning Spectrum Hospital Hospital District Hospital Hospital Centre Health Health Community Health Point
From: Heather Sent: Thursday, March 26, 2015 2:37 PM To: Lilly, Alan (EHMHS) Cc: Andrew Subject: Teabag supply in ICU staffroom Dear Alan, I just wanted to pass on my thanks for the supply of Twinnings English Breakfast teabags to the ICU tearoom today. There is nothing better on a break than a good cup of tea made with quality tea. It really makes a difference to your day. Gestures like this by the organization may appear small but carry real
It certainly brightened my day! So again, thanks. I’ve enjoyed my cuppa with an extra big smile on my face. Regards, Heather Heather Grade 2 Allied Health
CONCLUSION
Culture is:
Driven by organisational values and beliefs Demonstrated in the behaviours of all members of the
Changed over time by appropriate ‘modelling’ of preferred behaviours by organisation’s leadership group.