Communication strategy of NHS

Communication strategy of NHS

Ensure all communities in Kent have a say in improving our services 24 April 2013 A wider range of patients, families and careers are involved in improving our services 24 Monitoring data gathered through patient experience surveys 24 July 2012 24 Membership reflects the diversity of Ken’s population 24 March 201324 External assurance of the quality of our patient information 24 September 2012 Communities find it easy to contact us to give feedback 24 Patient and public involvement (PI) has influenced service redesign 24 5. Ensure patient experience is used to improve our services May 2012 25 Trust-wide process in place 25 September 2012 25 Services are more confident in how to engage with patients and public 25 December 2012 25 Service can demonstrate how patient feedback is used to make service improvements (ICQ outcome 16) 25 June 2012 25 Patients and public are informed about how we use their feedback 25 Staff informed of some examples of good practice from within the Trust 25 April 2012 25 Crisis communications are well managed and co-ordinates 25

Feedback from Kent Resilience Forum 25 Team is confident in managing communications in a crisis 25 April 2013 25 One point of contact for patients / families 25 Introduction 27 Executive Summary Kent Community Health INS Trust is committed to delivering high quality community health services while adapting to an increasingly competitive market place. The Trust has already started laying the foundations for good communication and engagement and has put in place some mechanisms for getting patient feedback and involving patients in shaping our services. We need to build on these foundations if e are to meet our aim of listening and responding to patients and putting our customers at the heart of our organization. We value our staff – our most important asset.

We want our staff to feel listened to and valued. Good communication and engagement is central to this goal. Also research has shown that a more engaged workforce will be more productive, perform more effectively and take fewer sick days than disengaged staff. It is important that the Trust has a good reputation and builds strong relationships with patients, commissioners and partners which will have a positive impact on our ability to provide excellent care. And as people increasingly choose where they will to get their care it is essential that our services are easy to use, provide an excellent patient experience and there is clear and accessible information for patients.

Good communication and engagement needs to be embedded at organizational, service, team and individual staff level. Our strategy is to ensure that good communication and engagement puts patients at the heart of our organization and supports the delivery of excellent care and better health for our communities so that patients and commissioners choose us as their reviver of choice. Introduction The INS is in a time of significant change. The introduction of the new Health and Social Care Bill puts greater emphasis on competition, choice and patients being at the heart of all that we do. The INS landscape is being reconfigured to ensure Trusts can achieve this.

Primary Care Trusts and Strategic Health Authorities are being abolished and all INS Trusts are expected to become Foundation Trusts by 2014. Kent Community Health INS Trust was formed on 1 April 2011 from the merger of Health and is currently working towards achieving Foundation Trust status. As part of the Trust’s application to become a Foundation Trust it will seek the views of its staff, stakeholders and public during a 12 week consultation programmer during the summer of 2012. (See appendix 2) The Trust strives to be recognized as a high quality community health service provider focused on improving patient outcomes, which puts patients at the heart of the organization and is capable of adapting to an increasingly competitive market place.

The Trust’s vision is to be the provider of choice by delivering excellent care and improving the health of our communities. In order to do this the Trust’s has set the following Mission: “To provide high quality, value for money community based services to prevent people from becoming unwell, to avoid going into hospital or to leave earlier and to provide support closer to home. ” The Trust has five Strategic Goals: 1 . To prevent people from becoming unwell and dying prematurely by improving the health of the population through universal targeted services. 2. To enhance the quality of life for people with long term conditions by providing integrated services to enable them to manage their condition and maintain their health 3.

To help people recover from periods of ill health or following injury through the provision of responsive community services. 4. To ensure that people have a positive experience of care and improved health outcomes by delivering excellent healthcare. 5. To ensure people receive safe care through best practice These will be underpinned by a set of core values which demonstrate that the Trust acts with integrity and professionalism by: Caring with compassion Listening, responding and empowering Leading through partnerships Learning, sharing and innovating Striving for excellence This strategy sets outs how good communication and engagement will support the Trust in achieving the above goals, in line with its vision, values and mission.

Our responsibilities The INS has a legal duty, as part of the INS Act (2008) to consult and involve patients and the public in the planning and provision of services, the development and consideration of proposals for changes in those services and decisions about their operation. The Department of Health’s 2008 ‘Real Involvement Guidance’ makes it clear that the duty to involve extends beyond those commissioning services to the organizations providing healthcare. Adhering patient experience intelligence, rather than getting a wider response to people’s general health needs and aspirations for healthcare. In its report ‘The Heart of the Matter’ the INS Confederation states that good engagement is about changing a culture rather than structures, and requires a flexible, open approach that is outcomes based and focused on improvement.

The Care Quality Commission (ICQ) guidance focuses heavily on the involvement of the individual patient or their representative in their care and treatment, and how patients influence service delivery and planning, as well as making reference to the eider duty contained in other guidance. The INS Operating Framework 2012/13 has “putting patients at the centre of decision making in preparing for an outcomes approach to service delivery’ as one of its four key themes. The INS Confederation report ‘The Heart of the Matter: patient and public engagement in today’s INS, 2010’ states: ‘Patient and public engagement needs to become part of the everyday values and behaviors, of everyone across the organization and not seen as an ‘add on’ or a tick box’ process. It goes on to state: ‘The current financial climate makes it even more important to choose the most effective technique for each task, and to engage with people in ways that work. Embedding patient and public engagement across organizations may require new skills and ways of working. A dedicated team to support engagement can help this process but capacity needs to be built across the organization. ‘ The Healthy INS Board, Principles for Good Governance states: ‘Organizations need to ensure the routine, systematic collection and analysis of feedback from people who use services (including real-time patient feedback and an understanding of the perspectives of minority and hard to reach groups).

Crucially, roads need to demonstrate that this feedback, alongside intelligence on effectiveness and patient safety, actively informs board priority setting, resource allocation and decision-making. ‘ The survey research organization, Ipso MOOR, has found that better-performing trusts, where staff understood their roles: committed more resources to were more likely to have communication strategies in place had communications/marketing teams that were more influential The Department of Health’s ‘The Communicating Organization: Using communication to support the development of high-performing organizations’ sets out a simple ramekin to show what good communication looks like. The framework maps four attributes against four perspectives and helps organizations identify areas of weakness and strength.