Patient Centred Services Patient Centred Services Tuesday 17 th May - - PowerPoint PPT Presentation

Facilities Development Day

Patient Centred Services Patient Centred Services

Tuesday 17th May 2016 Golden Jubilee Conference Hotel

Aims of the day

• Learning opportunity for staff delivering front-line services –

supervisors and service managers

• Focus on customer care and the impact on the patient experience
• f our services
• Consider our own services and work with colleagues from your own
• Consider our own services and work with colleagues from your own

and other boards to develop a small improvement project with a focus on customer care

• Outcome - to view your own services from a different perspective

and develop a tangible action to improve the patient experience in your board area

• Award for the most impressive project!!

Health Facilities Scotland

• Division of NSS and part of the Strategic

Business Unit for Procurement, Commissioning and Facilities and Facilities

• 3 teams

– Facilities Services – Engineering, Environment and Decontamination – Property and Capital Planning

• Provide support and operational guidance to

Facilities departments across NHS Scotland

Health Facilities Scotland

• Division of NSS and part of the Strategic

Business Unit for Procurement, Commissioning and Facilities

• 3 teams
• 3 teams

– Facilities Services

• Facilities Support
• Mammography Physics
• Oxygen Therapy

– Engineering, Environment and Decontamination – Property and Capital Planning

• Provide support and operational guidance to

Facilities departments across NHS Scotland

Facilities Support Team

• Domestic Services
• Catering Services
• Catering Services
• Laundry Services
• Portering and Security
• Transport and Travel

Planning

• Retail

Facilities Support Team

• Our workplan includes:

– HAI/Scottish Government Programmes – Development or review of standards and guidance (National Cleaning Services Specification, Food in (National Cleaning Services Specification, Food in Hospitals, Facilities Monitoring Framework Manual) – Development and implementation of national support systems – Education and development activity – Individual board support

Customer Focus

Dr Paul Wyton Sheffield Business School p.g.wyton@shu.ac.uk

What I would like you to explore

• Customer focus
• Service excellence
• Leadership for customer focus and service

excellence

What is a customer? What is a customer?

• Dictionary (Oxford compact English Dictionary)

– a person who buys goods or services from a shop or business business – a person one has to deal with – The key customer is the patient – And the goal excellent patient experience? – But there are many other influential customers

Over to you

• What is customer focus?

Customers

Patients FM Clinicians Visitors Staff Management Standards Finance

Complexity

• Customer focus is extremely complex

– How do you understand customer needs? – How do you translate these into service delivery? – How do you reconcile conflicting demands? – How do you ensure service excellence?

The NHS Institute for Innovation and Improvement (2012)

• Patients tell us that they care about their experience of

care as much as clinical effectiveness and safety. care as much as clinical effectiveness and safety.

• They want to feel informed, supported and listened to so

that they can make meaningful decisions and choices about their care.

• They want to be treated as a person not a number and

they value efficient processes -

• See more at:

http://www.institute.nhs.uk/patient_experience/guide/home_page.html#sthash.DLuv9 u3S.dpuf

Service quality Service quality

• “The best definition of service quality is

that everything (the organisation does) that everything (the organisation does) leads to customer satisfaction”

Adapted from Adcock, 2000

Service excellence?

• Tales of the unexpected: Perceptions of excellence in Facilities

Services (Price and McCarroll 2013) Services (Price and McCarroll 2013)

• The question of just what drives service excellence raised a wide

variety of different perspectives, but with two consistent themes.

• Firstly, that excellence is underpinned by consistency, and an

absolute confidence in delivering to an agreed set of standards.

• However, this consistency is not enough in itself to guarantee

service excellence. For this there needs to be that element of positive surprise, the unexpected experience above and beyond what is normal, that moment which exceeds anticipations.

Service excellence discussion

• How would you define service excellence?
• Identify some examples of where you

deliver service excellence

• Why are these examples excellent?

Exercise

• Close your eyes

– 'Walk' into one of your facilities – What do you see, feel, hear – What is good? – What is not so good?

Exercise

• Now you are a patient
• Close your eyes

– 'Walk' into the same facility – What do you see, feel, hear – What is good? – What is not so good?

Exercise

• Now you are a clinician
• Close your eyes

– 'Walk' into the same facility – What do you see, feel, hear – What is good? – What is not so good?

Discussion

• Do you see it differently ?
• Do you judge it differently?
• Thinking of each customer what would

service excellence look like?

Your role as a leader?

What is leadership?

The Kings Fund

• Our view is that leadership in the NHS should be

collective and distributed rather than located in a few collective and distributed rather than located in a few individuals at the top of organisations. It is through collective leadership that cultures of high-quality, compassionate and continually improving care will develop and thrive. Every interaction by every leader at every level shapes the emerging culture of an

• rganisation

Your turn

• What is leadership to you?

– Write down a few words you feel describes leadership – Discuss with a colleague

What is leadership?

• Leadership is a process of social

influence, which maximizes the efforts of influence, which maximizes the efforts of

• thers, towards the achievement of a goal
• Kruse (2015) Forbes

Leadership within FM

• Hierarchical but increasingly.......
• Delivery of key organisational objectives often

involving change

– sustainability, agile / new ways of working, office relocation / churn, addition or removal of services, redevelopment of facilities, addition of new facilities, maintenance ................

4 4 main main b barriers arriers to to service service q quality uality

• 1. Misconceptions
• 2. Inadequate resources
• 2. Inadequate resources
• 3. Inadequate delivery
• 4. Exaggerated promises

What is your role as a leader in overcoming these barriers?

Parasuraman et al (1985)

Alignment

• Alignment is displayed by a shared understanding,

common orientation, common values and shared common orientation, common values and shared priorities.

• ‘developing a vision of the future, crafting strategies to

bring that vision into reality [and ensuring] that everybody in the organisation is mobilising their energies towards the same goals . . . the process we call ‘‘emotional alignment’’’.

– Hooper and Potter (2000)

Sun Tzu

• A leader leads by example, not by force.
• He will win whose army is animated by the

same spirit throughout all its ranks.

Communication

• 'good communicator'
• Yet
• Peter Drucker estimated that 60% of all

management problems result from faulty communication

Communication

• What is communication?
• the act or process of using words, sounds, signs, or

behaviours to express or exchange information or to express your ideas, thoughts, feelings, etc., to someone else else

• a message that is given to someone : a letter, telephone

call, etc.

– merriam-webster.com

Communication

• What is communication?
• the act or process of using words, sounds, signs, or

behaviours to express or exchange information or to express your ideas, thoughts, feelings, etc., to someone else else

• a message that is given to someone : a letter, telephone

call, etc.

– merriam-webster.com

• Something missing?

Communication

• This is about telling
• but is communication about achieving

understanding?

• and
• Is communication in leadership about

achieving alignment?

Communication Types

• Clampitt (2001) suggests that managers use
• ne of three different approaches to

communication:

• The 'Arrow' - one way - firing an arrow
• The 'Arrow' - one way - firing an arrow
• The 'Circuit' - two way - emphasise the

importance of feedback

• The 'Dance' - used for multiple purposes/ involve

coordination of meanings/ governed by rules - a more flexible approach to communication!

You again

• In your leadership what forms of

communication do you use and are they communication do you use and are they appropriate to the situation?

The Dance?

Patients FM Clinicians Visitors Staff Management Standards Finance

Leadership

• Appreciation of the conflicting demands of

customers customers

• Translation of these into a coherent service

delivery

• Establish a shared understanding of service

delivery standards for service excellence

• Ensure that service excellence is standard?

Discussion

• Thinking about these four activities and

the communication dance: the communication dance:

– What are you good at and why? – Where do you think you can make improvements? – How might you enhance your leadership to meet customer needs and deliver service excellence?

What is leadership?

• Leadership is a process of social

influence, which maximizes the efforts of influence, which maximizes the efforts of

• thers, towards the achievement of a goal
• Kruse (2015) Forbes

Rose (2015)

• There must be a shared vision; attention must be paid to

its people, and those people must be helped, guided and its people, and those people must be helped, guided and assessed in their performance and delivery.

• the people of the NHS are its main asset.

Lateral Thinking Exercise

• Making a problem worse

– Take a problem statement – How might you make that problem worse?

Lateral Thinking Exercise

• Making a problem worse

– Take a problem statement – How might you make that problem worse?

Motivation amongst operational staff is poor

Lateral Thinking Exercise

• Making a problem worse

– What do you see and what can you do to improve on the problem situation? – What are the implications for your leadership?

In summary

• Customer focus is complex
• Your role as a leader to deliver service
• Your role as a leader to deliver service

excellence and meet the agenda of customer focus

• The need to consider your means of

communication

• Service excellence requires committed people

Reflection

• Dr Mel Bull (2015)

– ‘there is a need to encourage FM’s to be more

• pen to reflection’.

Reflection

• Take some time to think about what you take

from this session from this session

• Where do you deliver excellent customer

focussed service?

• Where might you enhance service excellence?
• List one or two things you intend to change / do

differently after this session - discuss

Customer Services in NHS

• John Wright – Assistant Director of Facilities

Services

• Abigail Cork – Facilities Support Manager
• Karen Ogilvie – Quality Auditor and Brand

Trainer, Specialist Beverages

Customer Services in NHS

• How are quality customer services embedded in
• ur service delivery models?
• Working example – NHS Retail and Aroma

– What is Aroma? – What is Aroma? – Customer services as a core principle – Impact on staff and patients – Implementation – how does it work in practice? – How do we measure the customer experience? – Future plans

What is Aroma?

• Introductory Aroma Video

What is Aroma?

Customer service as a core principle

• Part of the Aroma Values and Principles
• Embedded in the Business Model
• Included in all staff training
• Included in all staff training
• Measurement of quality and customer service

Customer service as a core principle

Customer service as a core principle

Customer service as a core principle

Responding to customer requests and requirements……

Customer service as a core principle

……..But acknowledging you won’t please everyone all the time!

Impact on staff and patients

Impact on staff and patients

Impact on staff and patients

Improved customer experience Glasgow Royal Infirmary

• Before
• After

Improved customer experience Stobhill ACAD

• Before
• After

How does it work in practice?

How do we measure the customer experience?

How do we measure the customer experience?

• Quality Audits
• Site Audits and Surveys
• Comment Cards
• Comment Cards
• Loyalty Cards

How do we measure the customer experience?

How do we measure the customer experience?

• What do we check?

– Coffee Quality – Staff Training – Staff Training – Planograms & Stock – Equipment

Future plans

• Brand development

Future plans

• New ventures – express and convenience

Workshops

• Session 1 – Gaps in customer service quality

– Facilitated session – Introductions – Small group discussions – where could we improve customer services in our own areas customer services in our own areas

• Share with the wider group

– Small group discussions – what’s the solution?

• Share with the wider group

– 1 hour – At the end of the session you should all have one idea each which could be the basis of a small local project

Workshops

• Session 2 – Choose a project and develop the

approach

– Facilitated session – New table - Introductions – Sharing your idea and potential solution with the table

Small group discussions – which is your favourite idea?

• Small group discussions – which is your favourite idea?

– Discussion to choose the project – Talk through the key points of the chosen project – At the end of the session you should have chosen a project and thought through some of the key points about the project – Fill out the form – 1 hour 15 minutes

Example – Facilities Support Team

NHS Board National Services Scotland What is the issue you want to address The Facilities Support Team gets lots of requests for help and these generally could go direct to any member of the team via any method – email, face-to- face discussion, via a meeting, by phone. It’s hard to manage these requests, prioritise them, ensure we have capacity to get involved, and measure the activity. And some requests may be missed,

• r result in customers having to wait for a response.

Develop a better process for managing requests What is the project Develop a better process for managing requests

• Set up central inbox – nss.facilitiessupportteam@nhs.net
• Set up process for responding to customers
• Set up process for managing requests

Which service area Facilities Support Team - HFS Who will you involve Team and administrative support How will you measure the change Keep a record of requests and response times Customer feedback What does success look like Positive feedback from customers More manageable work plan (feedback from staff)

Discussion Session Principles

• No idea is a bad idea!!
• Facilitators are there to help the discussion
• Remember your project must be achievable and

cost neutral – must be able to do it without a cost neutral – must be able to do it without a budget

• Don’t worry if your idea is not fully formed – your

colleagues will help to fill in the gaps

• Commit to your project – but don’t worry if the

project changes after you leave today

Final thoughts and next steps

• Thanks to speakers and facilitators
• Your Project Plans

– Getting copies for HFS – Ongoing support from the HFS team – 3 months to test and measure the change – Brief Project Report – Award assessment and selection – Winning Project – Invite to Scottish Health and Social Care Facilities Conference – Crieff - 3rd November 2016

• Your feedback on the event

Final thoughts and next steps

Thank you and have a safe journey home! nss.facilitiessupportteam@nhs.net