The document discusses implementing a patient experience blog across operating theatres at Leeds Teaching Hospitals Trust (LTHT) to promote stakeholder engagement and service assessment. Key goals include engaging patients/carers in discussions, understanding how engagement drives improvement, and building on existing social media tools. Potential benefits include a more holistic approach to engagement and assessment to inform future service design based on patient needs. Barriers to implementation include time, design of online tools, engagement of all stakeholders, and access. Enablers include the focus on patients, alignment with organizational strategy, and collaboration sharing knowledge.

1. {
Implementing innovation across its lifecycle:
Addressing barriers and enablers to ensure the
intended purpose (s) of the innovation are
realised and that sustainability is assured.
HECS5287M © Matthew Armstead 2014

2. ‘Implement and evaluate the use of a patient
experience blog across all operating theatres at
LTHT in order to promote multi-stakeholder
engagement and assessment of service
provision’
Innovation

3.  Engagement of external stakeholders (patients and carers) in discussions around
service provision.
 Increase organisational understanding of how improved stakeholder
engagement and communication can drive service improvement.
 The planned innovation sits within the context of local and national frameworks
for delivery and review of service improvements.
 The innovation looks to build upon existing social networking tools and as such
aims to encourage and streamline the introduction of the associated
implementation within the theatre setting
 Review and evaluation will help assess the care needs of patients and carers.
 Provide a more holistic approach to engagement, to allow for assessment and
financial planning of future service design – one which is formulated around the
need to meet both the social and economic demands of patients and large scale
NHS organisations.
Benefits

4.  ‘There have been concerns that patient-centered care, with its focus on individual needs,
might be at odds with an evidence-based approach, which tends to focus on populations’
(Epstein & Street, 2011)
 ‘No decision about me, without me’
(DOH, Equity and Excellence, 2010)
 ‘The case for focusing on patients’ experience and working out how to intervene to improve it is
strong. First, and most important, is a moral and human imperative to protect people when they
are weak and vulnerable; to strive towards recovery and healing; and to ensure the humanity of
care. The need to do so within complex systems and institutions that are under pressure to
increase efficiency and throughput is a fundamental challenge and it is important to find
solutions.’
(King’s Fund, Seeing the Person in the Patient, 2008)
Why is patient centred care important?

5. ‘An idea, service or product, new to the NHS or applied in a way that is new to the NHS, which
significantly improves the quality of health and care wherever it is applied’
(DOH, Innovation, Health and Wealth, Accelerating adoption and diffusion in the
NHS, 2011)
 Respect for patient-centred values, preferences, and expressed needs, including: cultural
issues; the dignity, privacy and independence of patients and service users; an awareness of
quality-of-life issues; and shared decision making
 Coordination and integration of care across the health and social care system
 Information, communication, and education on clinical status, progress, prognosis, and
processes of care in order to facilitate autonomy, self-care and health promotion
 Emotional support and alleviation of fear and anxiety about such issues as clinical
status, prognosis, and the impact of illness on patients, their families and their finances
 Welcoming the involvement of family and friends, on whom patients and service users
rely, in decision-making and demonstrating awareness and accommodation of their needs as care-
givers.
(DOH, NHS Patient Experience Framework, 2011)
Political

6.  ‘ At a critical time when the NHS is facing the biggest challenge in its history - to find £15-
20bn in efficiency savings, the need to improve quality and deliver care more efficiently
has never been greater. Now more than ever NHS teams need to work together to meet the
challenges and opportunities that face us all’
(NHS Institute, 2006)
 2007 - £4800 per day to run a standard operating theatre
(HSJ, 2009)
 NHS compensation costs £807 million in 2009
(The Guardian, 2009)
 ‘The capacity to create value through innovation is facilitated by an integrated delivery
system focused on creating value, measuring innovation returns, and receiving market
rewards’ (Paulus et al, 2008)
Economical

7. The Patient Perspective
 “Nobody could argue about it because we were talking about making the patient
journey better”
 “Telling the patients story has kept the focus in the right place and been a powerful
motivator”
 "It's the way patients feel at certain points of their care that leads us to the hard
improvements”
http://www.institute.nhs.uk/qipp/joined_up_care/patient_centred_care.html#sthash.YjJ
se7x8.dpuf
Social

8. Patient-centred care
 Consistently deliver high quality, safe care.
 Organise around the patient and their carers and focus on meeting their individual needs.
 Act with compassion, sensitivity and kindness towards patients, carers and relatives.
What does this mean?
 We want to be recognised by our patients, commissioners, peers and staff as being amongst the best
for patient safety, quality, patient engagement and clinical outcomes. Just meeting the minimum
standards is no longer acceptable and our patients, rightly expect the best care possible.
 Our quality ambition is to be up there with the highest performing hospitals in the NHS. In some areas,
our performance is comparable to these hospitals but there are others where we can improve and we
want to ensure a consistently high quality standard across everything we do.
 We are aware of our responsibility to ensure that every penny of public money invested into our
services is spent wisely and efficiently. We accept that investing in Quality and Patient Experience will
mean eliminating wasteful practices.
(Our Five Year Strategy: Consultation Document, Leeds Teaching Hospitals Trust, 2014)
Local initiatives and why there needed.
LTHT - Patient Centered care.

9. Social
www.patientopinion.org.uk ©

10. Types of Innovation

11. INTRODUCTION GROWTH MATURITY DECLINE
Evaluate and
dissemination of blog
to peers and
organisational review
• Idea for innovation
• Systematic evaluation of
current literature & online
resource
• Why is this needed?
• Focused planning and
design
• Collaboration with external
stakeholders
• Engage with all
stakeholders –
patients/LTHT - publicise
• Implementation and
planned timescales for
review
• Go live
• Review & Feedback to all
users
• Evaluation
• Focus groups
IMPLEMETATION
TIME
Innovation Lifecycle
What did we find?
What were the enablers?
What were the barriers?
What could we have
done better?
Adoption of
innovation and
sustainability

12. Force Field Analysis – Barriers & Enablers
Implementation
of patient
experience
online
networking
resource for
LTHT operating
theatres
Driving Forces
 National initiatives around patient
centered care
 Fits within context of organisational plan
Restraining Forces
 Communication
 Timescales for development
Driving Forces
 Multi stakeholder collaboration
 Staff engagement & empowerment
Restraining Forces
 Financial constraints
 Designing online tools
Driving Forces
 Professional development
 Demonstrates openness and transparency
Restraining Forces
 Governance
 Confidentiality
Driving Forces
 Escalation to other departments/sites
 Demonstrates service improvement
Restraining Forces
 Patient access to IT
 Multi stakeholder engagement
Driving Forces
(Positive forces for change)
Restraining Forces
(Obstacles to change)

13. Patient and carer engagement

14. Staff Engagement
‘Engaged staff think and act in a positive way about the work they do, the people they
work with and the organisation that they work in’ (NHS Employers, 2013)

16. Business Planning

17. Enablers
 Patient focused implementation
 Fits with organisational strategy for improving the patient
experience
 Design and implementation of online social networking tools are
already in place
 Collaboration equates to sharing of knowledge
 Successful implementation could be used by peer departments
 Initial implementation cost neutral in terms of blog design
 Staff engagement and feedback
 Review of current service provision
 Online service already used in peer organisations

18. Barriers
 Time
 Design of online tool
 Access to online tools for all patient groups
 Financial
 Multi-stakeholder Engagement
 Site Accessibility and usability
 Patient Confidentiality
 Staff defamation
 Moderation
 Data Security
 Data Protection
 Ability of organisation to respond
 Ability to show patients how their feedback was used

19. Patient Opinion
https://www.patientopinion.org.uk/info/nhs-local-video-1