Jocelyn Cornwell: How can organisations support patients to lead quality improvement?

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Jocelyn Cornwell, Director, the Point of Care Foundation and Senior Fellow, The King's Fund spoke on the benefits of involving patients in leadership at our 2013 Leadership Summit. She drew on her experience of the Point of Care Programme and examples from other organisations, including Kingston General Hospital in Canada, to prove that once you involve patients and carers in quality improvements, the changes stick.

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Jocelyn Cornwell: How can organisations support patients to lead quality improvement?

  1. 1. How can organisations supportpatients to lead qualityimprovement?The King’s Fund Leadership ConferenceMay 2013Jocelyn CornwellSenior Fellow, The King’s FundDirector, The Point of Care Foundation
  2. 2. Patient and family centred care : “the most disruptive innovationin healthcare over the next decade: upsetting the traditionalbalance of power between patients, care providers and decision-makers.”We should not underestimate the sizeof the task
  3. 3. Promoting the involvement of patients is astatutory dutyThe Health and Social Care Act 20123H The Board must […] promote the involvement of patients,and their carers and representatives (if any), in decisionswhich relate to: (a) the prevention or diagnosis of illness inthe patients, or (b) their care or treatment.14U Each clinical commissioning group must […]promote theinvolvement of patients, and their carers and representatives(if any), in decisions which relate to: (a) the prevention ordiagnosis of illness in the patients, or (b) their care ortreatment.
  4. 4. ……and a rightThe NHS ConstitutionYou have the right to be involved in discussions and decisionsabout your health and care, including your end of life care, andto be given information to enable you to do this. Whereappropriate this right includes your family and carers.You have the right to be involved, directly or throughrepresentatives, in the planning of healthcare servicescommissioned by NHS bodies, the development andconsideration of proposals for changes in the way those servicesare provided, and in decisions to be made affecting theoperation of those services.
  5. 5. When patients are involved the focuschanges‘Small things’Relational aspects of the serviceAnd transactions– Unreliable process– Duplication– Fragmentation– Waste– Inefficiency
  6. 6. Outcomes for the organisationSTAFF ENGAGEMENTREPUTATIONRELIABILITYCOST?
  7. 7. “What would it be like if patients ran our hospital?”
  8. 8. Patient Centred Leadership ChecklistLeslee Thompson, CEO, KGH1. Does this decision have a material impact on the experience of patients?If so, was a patient at the table to help shape it? If not, what steps will Itake to fix this?2. What have I done to give a voice to the patient if they are not there todo it for themselves?3. Have I turned the statistics I am working with into statements aboutpeople?4. What have I learned from a patient today?5. What story have I told about something that madea positive difference to patients’ experience in myorganisation today?
  9. 9. The scale of the challenge
  10. 10. Lessons from the Point of Care: whatleaders doAuthenticity1. The current state and the vision2. Explain how it fits with strategic goals3. Use language that chimes with different groups4. Engage non executive directors5. Analyse the requirements: resources andcapabilities6. Track and feedback progress
  11. 11. Useful resources1. http://www.invo.org.uk/2. http://centreforpatientleadership.com/3. http://www.kingsfund.org.uk/projects/point-care/ebcd/experience-based-co-design-intro4. http://www.kingsfund.org.uk/projects/patient-and-family-centred-care

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