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Scottish Government Annual Stakeholder Conference 1 November 2010

‘How statistics are being used to impact on service delivery’ Rory Farrelly Director of Nursing NHS Greater Glasgow and Clyde. Scottish Government Annual Stakeholder Conference 1 November 2010. Greater Glasgow and Clyde NHS Acute Services Division

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Scottish Government Annual Stakeholder Conference 1 November 2010

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  1. ‘How statistics are being used to impact on service delivery’Rory FarrellyDirector of NursingNHS Greater Glasgow and Clyde Scottish Government Annual Stakeholder Conference 1 November 2010

  2. Greater Glasgow and Clyde NHS Acute Services Division • Covers a population of 1,191,000 and has an annual budget of £1.4bn (08/09).

  3. Acute Hospitals Within Glasgow – Acute sites • Glasgow Royal Infirmary • Stobhill Hospital • Victoria Infirmary • Southern General Hospital • Western Infirmary • Gartnavel General Hospital • Mansion House • Lightburn & Drumchapel 1 Children’s Hospital • Royal Hospital for Sick Children

  4. Hospitals Within Clyde – 3 Acute sites Royal Alexandra Hospital Inverclyde Royal Hospital Vale of Leven Hospital In addition West of Scotland Beatson Cancer Centre

  5. Services Provided • A&E service • Acute Medicine • General Surgery • Orthopaedics • Vascular • Urology • ENT • Obstetrics/Maternity • Ophthalmology • Care of the Elderly

  6. Services Provided • Stroke • Renal • Paediatrics • Plastic Surgery / Burns • Neurology • Neurosurgery • Cancer Services • Diagnostics • Minor Injuries • Day Surgery

  7. Facilities Beds • 4292 Acute Inpatient beds • 289 Paediatric beds • 179 Obstetrics beds Theatres • 77 IP theatres • 21 Day case theatres

  8. Activity • A&E attendances – 453,236 • Inpatient activity - 276,800 • Day Case activity – 137,982 • New Outpatient Attendances - 525,232

  9. Patient Experience Questionnaire • Inpatient Between October 2008 and September 2009 • Number questionnaires sent out 18,974 • Response rate 47% • Provisional results - September 2010

  10. Survey asked Patient Experience around:- • Admission • The Hospital and Ward Environment • Care and Treatment • Staff • Leaving Hospital • Medicines

  11. Priorities • Ensure safe and effective working practice • Enhance the patient experience • Shared aspirations, objectives, values and priorities • All staff contribute to leadership on health improvement and tackling inequalities • Focus on service improvement and empowering frontline staff to assist in this. • Clear objectives, accountability and a performance management framework

  12. Leadership at all levels • Role model • Visible • Identifiable • Accessible • Approachable • Authoritative • Communicator

  13. NHS GGC Acute Division • Leadership • Accountability & Responsibility • Governance Structures • Steering Group (Non Executive Director) • Action Plan (SMART objectives)

  14. Positive Results

  15. Sample of Highlights

  16. Sample of Lowlights

  17. Part of the National Picture

  18. Priority Areas

  19. Priority Areas • In the Emergency Department I was told how long I would have to wait. • I was happy with the food and drink I received. • I was given help with arranging transport. • I was bothered by noise. • I knew who was in charge of the ward. • There was enough time to talk to the doctors. • Nurses gave me clear expectations about any operations and procedures (e.g. What would happen, how I could expect to feel).

  20. Maximising Impact • At practice level • At Board level • At national level

  21. Sustaining Action • As a Board we have a local plan which sets out its approach to quality and reflects the importance of patient experience? • How will patient experience be embedded into improvement and decision making? • Monitoring improvement over time – • Quality Measurement Framework – Quality Outcome Measures • Participation Standard (Scottish Health Council) • Board Annual Reviews • Internal/Local Quality Committees

  22. Beyond Survey!! • Long Term Conditions (LTC) module will be developed to support Boards in pursuing the ambitions and aims for LTC laid out in the Quality Strategy • “Closing the Gaps – addressing the hard to reach groups” • Immediacy of data – triangulation of survey data with local data, reviewing alternative technology solutions. • Improvement capacity and capability • Supporting use of qualitative methods for developing more detailed understanding - ‘Story’ • Links to extranet and other improvement systems • Alignment/integration with all quality improvement programmes

  23. Where Next for NHS GGC • Inpatient survey will be re-run in 2010-11 • Procurement of approved contractor to completed • Roll out in early January 2011

  24. Any Questions?

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