Getting the patient experience: 2 stories from the frontline Jessica Bush Head of Engagement and Patient Experience King’s College Hospital NHS Foundation Trust 1

2 King’s – who we are We are one of London's largest and busiest teaching hospitals, with a strong profile of local services primarily serving the boroughs of Lambeth, Southwark, Lewisham and Bromley. Our specialist services are available to patients across a wider catchment area, providing nationally and internationally recognised work in liver disease and transplantation, neurosciences, haemato- oncology and foetal medicine. Our A&E at Denmark Hill is one of the busiest in the country seeing nearly 400 patients a day. It serves as a Major Trauma Centre and Hyper Acute Stroke Unit. Part of King’s Health Partners.

3 Jointly we train 900 dentists, 300 nurses and 750 doctors every year King’s – 1 hospital, many sites

1,500 volunteers King’s provides care to 1.5 million patients with 13,000 members of staff… 3 4,000 nurses 2,000 doctors 114,000 inpatient stays a year 1 million outpatient appointments a year 13,000 staff 20,000 FT members

Our Strategy – BEST Care Globally King's Corporate Strategy seeks to provide 'Best Care Globally' and one of the key strategies underpinning this goal is 'Best Quality Care' encompassing our desire to treat our patients with courtesy and compassion, to listen to the views of patients, carers and the community to improve what we do and to provide accessible and user friendly services.

King’s Quality Strategy – Patient Experience To be amongst the best 10% of trusts nationally for patient satisfaction To respond to 90% of complaints within 25 working days To ensure that our feedback tools are accessible to all patients, including those with specific needs To build our volunteer service to support our most vulnerable patients To actively listen to and act on the views of patients, Members, local communities to ensure that our services meet their needs now and in the future Best Quality of Care

Key Sources of Patient Feedback A wealth of patient feedback from a myriad of sources – how can we best use it to improve quality? Listening to patients and the public

A journey…………. 8 Successes KCH an early player in realising the need for regular feedback from our patients, introducing an inpatient survey back in 2004 and regular training in engagement for staff Spread ‘How are we doing ‘trust wide’ and moved with the times to try to embrace near real-time feedback and new technologies Significant positive impact on experience with upwards of 12 point improvement in satisfaction over time Good engagement from Board to Ward, patient experience embedded in performance framework, on an equal footing to operational performance, good response rates Challenges FFT and CQUIN came along to ‘interrupt’ KCH’s well established and successful feedback programme and took our eye off the ball, used scarce funding and threw us off course Financial pressures hit hard with added impact on decline in staff engagement in patient experience Major internal change – acquisition of new sites, having to build from scratch, new CEO and Board, significant internal restructures How do the softer sides of quality compete? How can we re-engage staff in patient experience?

Our approach 9 Survey re-designMove to paperless Targeted interventions using technology Build qualitative programme New patient experience database – putting staff in control of their data

Who we are and what we do – PPI and Membership Team Team of 5 staff To meet changing need we now have –1 x Head of Engagement and Patient Experience –2 Experience and Engagement Managers –2 x Experience and Engagement Officers –1 x Co-ordinator –Volunteer Service Team Key areas of work –Delivery of trust wide patient experience programme including support for staff teams –Patient and Public Engagement –Foundation Trust Membership –Volunteering From July 1 st will sit within Nursing Directorate – previously in Corporate Affairs 10