This conference will focus on measuring, understanding and acting on patient experience insight, and demonstrating responsiveness to that insight to ensure Patient Feedback is translated into quality improvement and assurance. Through national updates and case study presentations, the conference will support you to measure, monitor and improve patient experience in your service, and ensure that insight leads to quality improvement.
Sessions will include learning from patients, improving patient experience during and beyond Covid-19, a national update, practical sessions focusing on delive
This version of the Framework is for:
All NHS staff, including all clinical and non-clinical staff and senior leaders, to:
provide a clear vision of how to approach feedback and complaints effectively
set out how they should approach learning from complaints to improve services.
Everyone who provides feedback or makes a complaint about the NHS, and the people who support, advise or advocate for them. It sets out what they can expect to see and experience when doing so.
NHS staff who are being complained about. It will make sure they are supported and that the co
Findings suggest there is no single best way to collect or use PREM data for QI, but they do suggest some key points to consider when planning such an approach. For instance, formal training is recommended, as a lack of expertise in QI and confidence in interpreting patient experience data effectively may continue to be a barrier to a successful shift towards a more patient-centred healthcare service. In the context of QI, more attention is required on how patient experience data will be used to inform changes to practice and, in turn, measure any impact these changes may have on patient exper
In this video, Senior Paediatric Intensivist, Adrian Plunkett from Birmingham Childrens Hospital UK, discusses positive reporting (as opposed to incident reporting) in improving morale and outcome in sepsis.
Social normalisation of deviance means that people within the organisation become so much accustomed to a deviant behaviour that they don’t consider it as deviant, despite the fact they exceed their own rules for the elementary safety.
People grow more accustomed to the deviant behaviour the more it occurs . To people outside of the organisation, the activities seem deviant; however, people within the organisation do not recognise the deviance because it is seen as a normal occurrence. In hindsight, people within the organisation realise that their seemingly normal behaviour was deviant.
Key take home messages
Placing our faith in data management to improve patient experience at the frontline is dangerous.
The fixation on right solutions, the desire to roll-out changes quickly and an assumption that impact measurement as depicted on a graph, do not help and potentially even distract emphasis away from the human interactions that patients and their relatives need.
The positive ways that staff responded to an approach that allows them to put concepts of data to one side, and that gives them permission to relate on more human levels, suggests that they too need t
So, you have a network in place, a few allies and that’s working well. Your curiosity means that you are asking great questions.
Then you hit a brick wall
Push a few boundaries and you may find yourself in the middle of a disagreement, whether that’s you as a leader sharing power with your team or as the one brave soul who says "you don’t have the full picture". Whilst it may seem that people ‘in authority’ must find this easy to handle, otherwise they wouldn’t be in charge, at the end of the day this can be scary stuff wherever you sit within your team and the wider system.