Achievements and

Challenges

Maria O’BrienManaging Director,

Community Services

Annual Patient Experience Survey• Annual Survey undertaken during the autumn• Over 2,500 patients surveyed• Best response rate in 2012/13 at 30.2%• Covers all services including inpatients, clinic based and

domiciliary care• Data returned anonymously by patient/family member

completing the survey• Broad range of questions covering access, customer care, dignity,

infection control, information sharing etc.

Results

93% of service users felt that they were involved in any decisions about

their care and/or treatment

94% of service users rated their

experience as good or above

Only 3 service users rated their

experience as poor

98% of service users stated they would

recommend the service to family or friends

100% of service users felt their healthcare professional treated them with dignity &

respect

99% of service users felt they had

confidence and trust in their health care

professional

Relocation of the Child Development Centre• October 2012 saw the relocation of the Child Development

Centre into new accommodation• Centre relocated from a very old building on the Hillingdon

Hospital site to the Woodlands Centre • New location enables brand new facilities alongside the benefits

of proximity to other key partners e.g. hospital paediatricians• New outdoor space, gym facilities and consulting rooms

.Double gold Paralympian medallist, Natasha Baker; The Mayor of Hillingdon

Councillor Markham and CNWL Chief Executive, Claire Murdoch cutting the ribbon.

Health Visiting Early Implementer Site• Hillingdon selected as an early national adopter for the new health

visiting model which was fully embedded during 2012• Significant improvement in recruitment and retention of staff• Development of over 25 evidenced based care pathways Introduction

of weekend clinics to improve engagement from father’s and working mothers

• Significant uptake of 2½ year health reviews (up to 40%)• High levels of user satisfaction with 95% stating satisfaction with the

service• Team have shared their success at a number of national and regional

conferences and with the Department of Health and Health Secretary

Speech and Language Therapy• June 2012 saw the visit of local

MP for Hayes and Harlington to the adult and children’s speech & language service as part of the Royal College of Speech & Language Therapists “Giving Voice” Campaign

• Met with service users to understand their journey first hand; the challenges faced and how speech and language support improves the quality of their lives

Partnerships• CNWL have been fully participating with health, social care &

voluntary sector partners in the Hillingdon Integrated Care Programme

• Successful joint bid with Hillingdon Hospital to work in partnership with Age UK to provide a comprehensive falls service– Identification of patients suitable for assisted discharge following a fall– Provision of intensive rehabilitation to patients in their home for up to 5

days post discharge– Sign posting to other services for on-going support such as Age UK

• Expansion of the Rapid Response Service to provide a 7 day per week admission prevention service within the A&E Department at Hillingdon Hospital

• Joint working with our local authority in relation to children in care came under the spotlight with an Ofsted Inspection in 2012 which rated the Fostering and Adoption service as “Good”

• Significant progress has been made in the development of a Multi-agency Safeguarding Hub (MASH) with the local authority and other key partners. The MASH is due to go live during 2013 and will offer an opportunity to share information about children and families where there are significant concerns in order to protect and safeguard them

New Service• The HCH arm of CNWL was

selected to provide a new Specialist Adult Bladder and Bowel Service in Harrow

• The new service was launched in January 2013

• The service operates from 2 sites in Harrow and provides assessment, advice and management to patients with complex bladder and bowel conditions

Admin and Access• A transformation of administration services has been implemented during

2012 • Realignment of posts and support at each of the clinic sites with the

development of an “Admin Pledge” for staff and service users • All front line admin staff attending mandatory customer care training• Further centralisation of information and appointments into the Hillingdon

Contact Centre• Implementation of Choose and Book for Musculoskeletal Physiothrapy and

Podiatry with growing numbers of patients opting for this process• Moving podiatry follow up process from a paper-based to full electronic

process with transformation of the MSK booking process to allow patients to call in to book their preferred appointment

Key Performance Indicators• Performance overall has been strong• Compliance with Care Quality Commission Essential Standards of

Quality and Safety• Have met all year end Quality Indicators

– End of life care– Learning disability– Supporting carer’s– Wheelchair services information and training

• Have met 90% of our agreed CQUIN (commissioning for quality and innovation payment)

• Have delivered year end financial balance

Challenges 2013 and beyond• Continued focus on quality and safety• Very challenging financial climate occurring alongside a period of

enormous change across the NHS• Impact of the Francis Report and ensuring that we continue to get

the basics right in terms of dignity and compassion• The need to innovate and deliver services in new, integrated and

more cost effective ways• Greater emphasis on self-management and empowerment• Attracting, developing and retaining a skilled and highly motivated

workforce• Greater adoption of technologies in our day to day working and

roll out of mobile solutions as part of the Trust’s ICT Strategy

Experience

To deliver a positive experience for patients and stakeholders, with a focus on outcomes & excellent customer service at every stage.

1.Innovate customer management processes to improve satisfaction.

2. Develop relationships with partner organisations to improve the patient journey.

3. Publicise our services and innovations.

Innovation

To deliver efficiency, service transformation and integrated care though innovation.

1. Review clinical processes to innovate new models of care and ways of working collaboratively with local providers including self-care.

2. Benchmark services to work to deliver best quartile costs.

3. Identify new markets for growth.

Quality & safety

To deliver high Quality and safe services whilst striving for continuous improvement in our outcomes for patients.

1.Maintain our record in delivering safe effective services.

2. Demonstrate delivery of high quality effective care outcomes.

3. Further develop a skilled, competent & compassionate workforce.

OBJECTIVES2013/14

OBJECTIVES2013/14

PRIORITIES PRIORITIES

A leader in community health that makes a positive difference to people’s lives VISION VISION Deliver innovative cost effective healthcare outcomes for our commissioners and convenient local services with an exceptional experience for our patients. MISSION MISSION