Leicestershire Partnership NHS Trust
Patient and Carer Experience and
Involvement Strategy
2014-2017
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1. Introduction
Leicestershire Partnership NHS Trust (LPT) provides high quality, integrated mental
health, learning disability and community health services for a diverse and multi-cultural
population of over a million people in Leicester, Leicestershire and Rutland. With a passion
for quality, integration and excellence, our staff work to advance health and wellbeing for
our patients and their community.
The Government has made it clear that the patient experience is a crucial part of quality
healthcare provision. The NHS Constitution, the Outcomes Framework 2011/12 and the
NICE Quality Standards for Experience and Mental Health Experience all reinforce the
need for patient centred care. In addition, we have used the Trust Development Authority
Patient Experience Development Framework to inform this strategy.
Involving our patients, their relatives, carers and the local community to improve patient
experience is a key performance indicator to our success as an NHS Trust. This strategy
defines how LPT will gather, measure and improve patient and carer experience and how
we will involve patients and the public in shaping our services.
2. LPT’s Vision, Values and Objectives
The Trust has a vision, a set of values and strategic objectives which aim to ensure that
everyone who uses our services is treated to high standards and with respect. The vision,
values and objectives underpin this strategy. The values are:




Respect
Integrity
Compassion
Trust
The Trust has four strategic objectives, two of which contain key elements that relate
specifically to patient experience and stakeholder engagement and therefore to this
strategy. These are:
 To deliver safe, effective, patient-centred care in the top 20% of our peers.
 Achieve year on year improvement in patient satisfaction.
 To partner with others to deliver the right care in the right place at the right time.
 Ensure that we engage effectively with key stakeholders across the region.
This strategy will define how we will work to achieve and measure year on year
improvements in patient satisfaction and examples of how we will engage effectively with
our stakeholders.
Using feedback from our patients we will identify where and why we need to improve our
services to ensure that our patients have the best experience possible.
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3. Why gather patient and carer experience?
The NHS Constitution is clear that every individual deserves the right to have the best
experience of the NHS that we can possibly provide. By listening and learning from
patients, their carers and families we can understand what we need to do to improve their
experience. We need to listen in a range of different ways if we are to hear the quietest
voices; not through surveys and complaints alone but through focus groups, patient stories
and social media websites. Evidence tells us that a positive patient experience leads to
positive clinical outcomes. By routinely listening to the comments, feedback, complaints
and suggestions of our patients and carers, we can build a rich database of information
and evidence that will enable us to measure and improve the services we provide.
All staff contribute to improving the experiences of our patients and their carers, regardless
of their role or profession. Improving experience is everybody’s business.
4. Why involve patients and the public?
Patients have the right to be involved in the discussions and decisions about their
healthcare; this is at the heart of the NHS Constitution. Patients and the public have the
right to be involved in the planning, development and delivery of healthcare services.
Involvement can help to further develop partnerships with communities and identify areas
for service improvement. Evidence suggests that when patients and the public are
involved in this way services are more efficient and responsive to local community needs,
patients have a better understanding of how services operate and they use them in a more
appropriate way. This will increase the confidence local communities have in the services
we provide and develop our reputation as a first class provider of integrated healthcare
services.
5. Our promises
With the above in mind, this strategy makes the following promises on behalf of LPT:



We will listen and learn from our patients, their carers and families about their
experiences of our services and ask for their suggestions about how services can
be improved.
We will do this by systematically gathering and analysing qualitative and
quantitative evidence in a range of different ways and use this evidence to
continuously measure and improve our services in order to provide our patients,
carers and families with the best possible experience.
We will involve our stakeholders, especially those from vulnerable or seldom heard
groups, in the planning, development and delivery of our services. We will
demonstrate how we have involved our stakeholders, listened to their feedback and
taken action on what we have learned.
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6. How will we make this happen?
Firstly we will define the wide range of methods we will use to gather feedback from our
patients, their carers and families. This will include quantitative methods such as the
Friends and Family Test (FFT), Care Quality Commission (CQC) Surveys and satisfaction
surveys as well as qualitative methods such as gathering patient stories and using the
online tool Patient Opinion. We will ensure that all of our patient facing services have at
least one mechanism for gathering feedback from their patients.
All feedback will be triangulated, including that from complaints, Patient Advice and Liaison
Service (PALS), patient safety and outcomes and we will carry out a quarterly, detailed
rigorous analysis of this data. From this we can identify the top three to five themes or
trends across the Trust and also trends specific to the divisions. We will define the
processes we will follow to bring all this data together to ensure that the organisation is
learning from what it hears and is making improvements as a result. We will highlight
where improvements can be made and monitor the progress of these improvements
through our corporate governance committees.
We will ensure that we offer a number of ways for patients and the public to get involved in
influencing the shape of our services and that our staff understand why and how they can
play their part in involvement. It is vital that our staff share our commitment, fully
understanding why it is so important and develop excellent skills in promoting and
undertaking involvement. We will ensure that the lessons we learn from the feedback we
gather and the improvements we make as a result are fed back to our patients and
stakeholders. In short, our key experience and involvement strategic objectives are:
Patient Experience and Involvement Strategic Objectives:
 Strategic Objective 1: Develop and strengthen the current systems and processes
for evaluating and improving patient and carer experience.
 Strategic Objective 2: Ensure that all patient facing services across the Trust have
at least one mechanism of gathering feedback from their patients.
 Strategic Objective 3: Further develop systems for gathering a range of both
qualitative and quantitative patient and carer feedback.
 Strategic Objective 4: LPT will develop a systematic approach to analysing
complaints, PALS and patient and carer experience data gathered.
 Strategic Objective 5: Develop systematic processes for involving patients and the
public in shaping and influencing LPT’s services.
 Strategic Objective 6: Work in partnership with Healthwatch and service user
groups to identify areas for improvement and ensure these are actioned.
 Strategic Objective 7: Ensure we feed back to patients, carers, the public and
stakeholders about how we have involved local people and the improvements we
have made to services.
We will produce a measurable work plan to deliver this strategy (see appendix A).
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7. Roles and Responsibilities
The Patient and Carer Experience Group (PCEG) will lead on the implementation of this
strategy with named leads for the work streams and detailed action plans to support the
achievement of the strategic objectives.
The Board of Directors are responsible for setting the strategic direction for improving the
quality of the experience of patients.
The Chief Nurse is responsible for the Trust Quality Strategy and its implementation. The
Patient and Carer Experience and Involvement Strategy is a key element in the successful
delivery of the Quality Strategy.
The Deputy Chief Nurse has delegated operational responsibility for the implementation
of the strategy and is chair of the Patient and Carer Experience Group.
The Patient Experience and Involvement Manager is responsible for ensuring the
implementation of this strategy and for maintaining an overview of processes which ensure
the Trust learns from patient and carer feedback.
The Clinical Divisions hold responsibility for ensuring the implementation of this strategy.
Each division will have at least one named individual with responsibility for patient
experience who will be a member of the divisions Patient Safety and Experience Group
and who will represent the division at the corporate Patient and Carer Experience Group.
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Patient Experience and Involvement Work Plan 2014-2017
Appendix A
Promise 1: We will listen and learn from our patients, their carers, families and staff about their experiences of our services and
ask for their suggestions around how services can be improved.
Strategic
Objective
Activity
Output
Divisions to systematically gather feedback1 from
across the breadth of their Services, from patients, Evidence
of
(appropriate
their families and carers on the quality of the services methodologies for) data collection in
they provide.
all areas
To develop and
strengthen the
current systems
and processes for
evaluating and
improving patient
and carer
experience.
Timeframe
Q4
(2014-15)
Divisional
Patient
Experience
Lead
Ongoing
Patient
Experience
and
Partnerships
Manager
with
Divisions
Patient and Carer Experience on agenda for all
meetings across patient facing services.
The Corporate Patient Experience Team (PET) to Evidence of collation of issues, and
management/acting
on
support Divisions in finding the most appropriate timely
findings
mechanism for gathering feedback from each patient
sub-group. (The corporate lead will also be a
resource for local and national best practice.)
Divisions and Corporate PET to ensure that patients Good uptake of methodologies
Q2
and carers are aware of the range of different ways provided. Communication Plan.
(2015-2016)
they can provide feedback.
Divisions to routinely consider and act upon patient Minutes of PSEGs, evidence receipt
feedback via their Patient Safety and Experience of reported patient experience
Groups (PSEG’s), with all teams and services being activities and feedback
required to report their patient experience activities to
this group.
Divisions to ensure the results of patient feedback is Evidence of closure of issues
1
Lead
Also see Promise 2
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Q4
(2014-15)
Divisional
Patient
Experience
Leads
Q4
(2014-15)
Divisional
Patient
Strategic
Objective
Activity
Output
Timeframe
routinely considered and acted upon by frontline staff
teams.
Experience
Leads
Divisions to produce monthly highlight reports to the Receipt
Corporate Patient and Carer Experience Group PCEG
(PCEG), these reports to collate information about
patient and experience gathered from across their
services.
of
highlight
reports
to
Q4
(2014-15)
PCEG to function as an Assurance Group, and to Terms of reference, and Annual
have representation from all Divisions. PCEG will Report against these
report to the Quality assurance Committee.
PCEG membership to include a named lead for
patient experience from each division, the Patient Minutes and attendance lists
Experience and Involvement Manager, the PALS and
Complaints Manager. PCEG will be chaired by the
Deputy Chief Nurse.
PCEG to review data gathered from across the Trust,
highlight themes or trends and identify areas for
improvement. PCEG to monitor the progress of the
improvements.
Scrutiny at PCEG resulting in
closure of issues/mitigation of risks/
appropriate
escalation,
and
assurance as a result of actions.
The corporate patient experience team will produce a
quarterly Patient Experience and Involvement Report
which will include: complaints, PALS, FFT, all patient
and carer experience data gathered and involvement
activities. It will also include areas for improvement
identified and actions taken as a result. This report
Quarterly Patient Experience and
Involvement
Report
including
themes, trends and measurable
actions to PCEG and to Trust Board
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Lead
Divisional
Patient
Experience
Leads
Bal
Johal
Deputy
Chief Nurse
Q4
(2014-15)
PCEG Chair
Q4
(2014-15)
Quarterly
Patient
Experience
and
Partnerships
Manager
Strategic
Objective
Activity
Output
will be presented to the Trust Board by the Executive
Lead for patient experience, the Chief Nurse, and will
also be presented to our commissioners.
The corporate patient experience team will support
work to further develop the relationship between the
executive team, frontline staff and the public. Current
executive visits to include Healthwatch, governors,
staff, and to incorporate 15 Steps principles, plan to
develop two way system of communication between
staff and executive team.





List of Board Walk visits
Executive actions from visits
Improvements
in
patient
experience
Receipt of individual feedback.
Evidence of closure of issues
raised
To develop a reward system that enables the Annual Award
executive team to demonstrate how much they value
innovation by frontline staff to improve patient Pro-formas detailing innovations,
experience and to recognise staff who consistently which are then ‘judged’
exceed patient expectation.
FFT/Patient Experience Staff Award
Board Award for frontline innovation
in patient experience.
Patient Experience & Partnerships Manager to Section in Quality Account
ensure that the Quality Account includes information
about how LPT is listening and responding to
patients and carers and examples of improvements
made to services as a result.
Patient Experience & Partnerships Manager to work Section in staff induction
with Learning and Development to ensure that the
importance of listening and responding to patient’s
feedback is included in staff induction and mandatory
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Timeframe
Lead
Ongoing
Patient
Experience &
Partnerships
Manager
Quality
Governance
Assurance
Manager
Q1
(2015-16)
Q1
(2015-16)
Q3
(2015-16)
Chief
Executive
with support
from Patient
Experience
&
Partnerships
Manager
Patient
Experience
&
Partnerships
Manager
Patient
Experience
&
Partnerships
Strategic
Objective
Activity
Output
Timeframe
Manager
training.
To ensure that all
patient facing
services across
the Trust have at
least one
mechanism of
gathering
feedback from
their patients.
Lead
Patient Experience & Partnerships Manager to Patient Experience Map of all
produce a ‘map’ of all patient experience activity patient experience activity taking
place across the Trust, received,
taking place across the Trust.
minuted and actioned at PCEG
This will identify any gaps and PCEG will take action
to support those services in developing a mechanism
to gather feedback.
Q3
(2015-16)
Patient
Experience
&
Partnerships
Manager
and PCEG
PCEG to use the Trust Development Authority Patient Experience Map
Patient Experience Development Framework to carry
out an organisational diagnostic in order to establish Patient Experience Development
the extent to which 'Improving Patient Experience' is Framework self-assessment tool
embedded both within LPT’s culture and operational
processes.
Ongoing
Patient
Experience
&
Partnerships
Manager
and PCEG
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Promise 2: We will systematically gather qualitative and quantitative evidence in a range of different ways and use this
evidence to continuously measure and improve our services in order to provide our patients, carers and families with the best
possible experience.
Objective
Activity
Output
We (both corporately and within Divisions) will use a
variety of different qualitative and quantitative
methodologies, to gather feedback from our patients,
their families and carers about their experiences of
To further develop our services on a regular basis.
systems for
gathering a range Qualitative to include:of both qualitative Patient and carer stories, data from Patient Opinion
and quantitative and NHS Choices, data from Ward Forums and
patient and carer Community Meetings, ‘Board Walks’, and Friends
Library of patient and carer stories
feedback.
and Family Test comments
etc
Quantitative to include: Friends and Family Test scores
 Questionnaires and surveys
 Pathway Project PREM/PROM
 Mandatory NHS surveys
 Triangle of Care
We (both corporately and within Divisions) will plan Receipt of feedback from areas
how we will capture feedback from our most previously thought to be hard to
vulnerable patient groups who are unable or reach
unwilling to provide feedback.
We (both corporately and within Divisions) will utilise
our links with the Voluntary Community Sector (VCS) Volunteer role(s) in place
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Timeframe
Lead
Ongoing
PCEG
PSEG’s
Q3
(2015-16)
PCEG
PSEG’s
Q3
(2015-16)
PCEG
PSEG’s
Objective
Activity
Output
Timeframe
Lead
Ongoing
PCEG
PSEG’s
to helps us reach these groups, and develop a
volunteer role to support our work with community
groups.
We (both corporately and within Divisions) will collate
information received, and use it to
 measure performance
 benchmark services and
 inform
our
stakeholders
such
as
commissioners, regulators etc.
LPT will develop a
systematic
approach to
analysing
complaints, PALS
and patient and
carer experience
data gathered and
will demonstrate
learning.
Patient Experience & Partnerships Manager, with
input from Health Informatics Service (HIS), to
develop an electronic system of triangulation to
provide a systematic way of analysing patient
feedback in all forms, and so highlighting where
lessons can be learned and developing new ways of
working to improve services.
Reports including collated
information being used to measure
performance, benchmark with
others
Electronic system in place and
working to generate reports
Reports will use more than one type
of information source to evidence/
illustrate issues.
Q3
(2015-16)
Patient
Experience
&
Partnerships
Manager &
HIS
Manager
The corporate patient experience team will enable
closer collaboration between the corporate functions Reports will use more than one type
(Complaints, PALS, Patient Experience, Safety and of information source to evidence/
Outcomes), in order to enable the triangulation of illustrate issues.
information, and to correlate patient outcomes,
patient safety and patient experience.
Patient
Experience
Q4
(2015-2016) &
Partnerships
Manager
We will use patient experience data as an early
warning system for spotting deteriorating standards
of care.
Q4
PCEG
(2015-2016)
Themes and trends (to show progress over time),
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Quarterly Patient and Carer
Experience and Involvement Report
will include themes, trends and
Objective
Activity
Output
lessons learned, actions taken, and areas for further
action, will be included in the Quarterly Patient
Experience and Involvement Report to PCEG and to
Trust Board.
measurable actions; this will be
seen at PCEG for scrutiny, as well
as Trust Board.
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Timeframe
Lead
Promise 3: We will involve our stakeholders, including those from vulnerable or seldom heard groups, in the planning,
development and delivery of our services. We will demonstrate how we have involved our stakeholders, listened to their
feedback and taken action on what we have learned.
Objective
To develop
systematic
processes for
involving patients
and the public in
shaping and
influencing LPT’s
services.
Activity
Output
Timeframe
Patient Experience & Partnerships Manager to
produce a programme of regular involvement and
engagement opportunities, and to promote these
to staff across our services, to patients and the
public via our communication networks.
Involvement Programme to
include Patient & carer Reference
Group, Meet and Greets, online
involvement system.
Q4
Patient
(2014-2015) Experience
&
Partnerships
Manager
The corporate patient experience team will
support services to involve and engage with
patients and the public around specific service
changes, for example spreading the word about
involvement events across our networks.
Lead
Involvement register set up and
Q4
Patient
being used to facilitate stakeholder (2014-2015) Experience
involvement in the shaping and
&
influencing of Services
Partnerships
Manager
Evidence of the Corporate PET
having supported services to
Continue to enable the involvement of patients involve and engage with patients
and carers in our recruitment and selection and the public around specific
processes.
service changes.
Report on involvement activities in
Annual Report, Quality Account
and Patient and Carer Experience
and Involvement report.
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Objective
To work in
partnership with
Healthwatch and
service user
groups to identify
areas for
improvement and
ensure these are
actioned.
Activity
Output
Timeframe
Patient Experience Team to enable closer
collaboration with Healthwatch on a wider variety
of projects such as Board Walks.
Details of increased activities
included in Patient Experience
Quarterly Report.
Corporate patient experience team, with the help
of links with Voluntary Community Sector (VCS),
to
ensure
involvement
activities
reach
communities and groups with distinct health needs
and those who experience poor health outcomes.
Map of involvement activities to
include groups representing
protected characteristic groups.
Gaps to be highlighted an
actioned.
Q4
Patient
(2016-2017) Experience
&
Partnerships
Manager
Patient
Q3
Experience
(2015-16)
&
Partnerships
Manager
Corporate patient experience team, with the help
of links with VCS, to develop a volunteer role to
support our work with community groups.
To ensure we
feed back to
patients, carers,
the public and
stakeholders
about how we
have involved
local people and
the improvements
we have
subsequently
made to services.
Corporate patient experience team to ensure that
all events and opportunities (that they are involved
in) consider their feedback mechanisms at the
planning stages, and that any necessary
resources for these are identified at the outset.
Lead
Volunteer role developed, filled
and producing results.
Each event/opportunity for
involvement is reported back
appropriately to patients, carers,
the public and stakeholders,
including how we have improved
services as a result.
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Q1
(2015-16)
Patient
Experience
&
Partnerships
Manager
Appendix B – National Drivers for Improving Patient Experience
The NHS Constitution
Makes clear the right of members of the public to be involved in decisions about the
planning and delivery of local health services.
Care Quality Commission
Sets out a regulatory framework based on outcomes. In accordance with the CQC
Essential Standards of Quality and Safety, people have the right to expect that their care
will be delivered in a manner which reflects their dignity.
The NHS Outcomes Framework
Sets out the direction of quality healthcare in England and is based on 5 domains one of
which relates specifically to patient experience: Ensuring that people have a positive
experience of care.
Francis report
The report by Robert Francis QC following the public enquiry in to the failings at Mid
Staffordshire NHS Foundation Trust led to recommendations designed to make the NHS
more open, more accountable and more focussed on safety and compassion.
Trust Development Authority – Patient Experience Development Framework
The TDA Patient Experience Development Framework is a self assessment tool which
enables trusts to carry out an organisational diagnostic in order to establish the extent to
which 'Improving Patient Experience' is embedded both within its culture, and its
operational processes. This document has been used to inform this strategy.
Quality standard for patient experience in adult NHS services
This NICE quality standard defines best practice within this topic area. It provides specific,
concise quality statements, measures and audience descriptors to provide the public,
health and social care professionals, commissioners and service providers with definitions
of high-quality care.
High Quality Healthcare for All
Lord Darzi defines quality of care as clinically effective, personal and safe. This means
protecting patient safety by eradicating healthcare acquired infections and avoidable
accidents. It is about effectiveness of care, from the clinical procedure the patient receives
to their quality of life after treatment. It is also about the patient’s entire experience of the
NHS and ensuring they are treated with compassion, dignity and respect in a clean, safe
and well-managed environment.
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