How have we harnessed the power of patients as partners?

Our model of patient leadership or partnership, is predicated on two things:

  • the systems and formal structures the fact that we have a role for patient director and patient partners and the governance mechanisms As well as
  • the relationships.

I think there are very few models of patient and public engagement or co-production that have those linked together and are linked into governance and power.

How we work together is also important.  As a group we try and model the behaviours that we expect of others, and that hasn’t always been easy.

The how of the relationships is as important as the what.  I would argue that healing relationships are both a process and an outcome.

A big focus that we want to take moving forward is around diversity and inclusion.  We have, post-COVID -19, priority projects which have been led by patient partners and aligned to our organisations priorities.

Alongside working with Patient and Carer Partners (PCPs) we also gather patient experience and outcome measures.  During our COVID-19 response period we have had to suspend our surveys and have taken this opportunity to review the way we gather this information.

Our new way of working provides us with an opportunity moving forward to present a cross sectional view which will offer the service more meaningful data in the coming year.

Further reading


Patient Experience Measures (PREMs)

  • In July SMSKP began work on rolling out EQ-5D across all self-referral routes into the community service in Q2.  Moving forward we will be collecting data against the same measure on discharge to create further visibility around clinical outcomes.
  • 450 EQ-5D questionnaires have already been collected to date.
  • The service is working on an automated process to support the roll out for all other “in-points” of referral into the community service and to provide a cross sectional view and it is hoped that this will roll out before Christmas. The automated process will also be used to collect “out-point” data following discharge.
  • SMSKP are linking in with our hospital colleagues in both BSUH and QVH to work towards a solution whereby a patient’s full pathway can be measured in terms of clinical outcome.  For the first time this will give us insight into patient experience from referral to final outcome.   
  • PREMs is due to be restarted alongside PROMs and follows a review by the Patient Director in collaboration with the Patient Partners. The review has resulted in a reduced number of questions being asked and alongside the PREMs data will be able to offer a more broader, objective view of the experiences of patients using our service. 

Plaudits in Q2 (July-September) showed a slight rise in numbers from Q1 (March to June). They remain lower than previous quarters due to a suspension in PREMS and the COVID-19 pandemic.

Plaudits reflected the following:

  • Positive clinical outcome following intervention
  • Patients feeling listened to and included
  • Positive experience when dealing with the admin team
  • Kindness from clinicians and admin staff
  • Pleasant clinic environment

Patient Satisfaction

This section applies to the Community Service only and does not include subcontractors.

Community Service Plaudits          

In Q2 the Community Service received 12 plaudits. All plaudits are recorded and shared with the relevant team members.

2020 SMSKP Stories

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