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Communication and Engagement Strategy

2012 – 2015

Refreshed July 2013

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Contents

Executive Summary ...............................................................................................................................................................................................3

Introduction ............................................................................................................................................................................................................4
Our responsibilities ...............................................................................................................................................................................................5
What good communication and engagement looks like ..................................................................................................................................... 6
Where we are now ..................................................................................................................................................................................................9
Understanding the local health landscape ......................................................................................................................................................... 10
Communication and Engagement Objectives .................................................................................................................................................... 13
Delivering and evaluating our work .................................................................................................................................................................... 14
Appendix 1: Action Plan ......................................................................................................................................................................................15
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Executive Summary
Kent Community Health NHS Trust is committed to delivering high quality community health services while adapting to an increasingly competitive
market place.
The Trust has concentrated on laying the foundations for good communication and engagement and has put in place new communication channels and
mechanisms for getting patient feedback and involving patients in shaping our services. We need to continuously build on these foundations and ensure
good communication and engagement is embedded to meet our aim of listening and responding to patients and putting our customers at the heart of our
organisation.

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 organisational, service, team and individual staff level.

Our strategy is to ensure that good communication and engagement puts patients at the heart of our organisation and supports the delivery of excellent
care and better health for our communities so that patients and commissioners choose us as their provider of choice.
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Introduction
The NHS has been going through the most significant change in its history. The Health and Social Care Act 2012 put greater emphasis on competition,
choice and patients being at the heart of all that we do. The NHS landscape was reconfigured to ensure Trusts can achieve this. Primary Care Trusts and
Strategic Health Authorities were abolished and all NHS Trusts expected to become Foundation Trusts.

Kent Community Health NHS Trust was formed on 1 April 2011 from the merger of Eastern and Coastal Kent Community Services NHS Trust and West
Kent Community Health and is currently working towards achieving Foundation Trust status. As part of the Trust’s application to become a Foundation
Trust it sought the views of its staff, stakeholders and public during a 12 week consultation programme during the summer of 2012 and continued to
develop its Trust membership to more than 12,000 members and recruit a number of aspiring governors.

The Trust strives to be recognised as a high quality community health service provider focussed on improving patient outcomes, which puts patients at
the heart of the organisation 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.
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Our responsibilities
The NHS has a legal duty, as part of the NHS 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 organisations providing healthcare.
The Health and Social Care Act 2012 refers to the importance of all healthcare providers gathering 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 NHS 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 (CQC) 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 wider duty contained in other guidance.

The NHS 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 NHS Confederation report ‘The Heart of the Matter: patient and public engagement in today’s NHS, 2010’ states:
‘Patient and public engagement needs to become part of the everyday values and behaviours, of everyone across the organisation 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 organisations 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 organisation.’
The Healthy NHS Board, Principles for Good Governance states:
‘Organisations 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, boards need to demonstrate that this
feedback, alongside intelligence on effectiveness and patient safety, actively informs board priority setting, resource allocation and decision-
making.’
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What good communication and engagement looks like

The survey research organisation, Ipsos MORI, has found that better-performing trusts, where staff understood their roles:
• committed more resources to communications
• were more likely to have communication strategies in place
• had communications/marketing teams that were more influential

The Department of Health’s ‘The Communicating Organisation: Using communication to support the development of high-performing organisations’ sets
out a simple framework to show what good communication looks like. The framework maps four attributes against four perspectives and helps
organisations identify areas of weakness and strength.

Four attributes

• An excellent understanding of the brand

• Excellence in planning, managing and evaluating communications
• Leadership support for communications
• Communications as a core competency

Four perspectives

• Societal – how the NHS is perceived as a whole at national and local levels
• Corporate – how communication operates within each organisation at the level of strategy setting
• Service user and stakeholder – an understanding of how patients and the public experience the NHS locally
• Functional – the way in which communication strategies and programmes are put into operation

To be seen as a ‘communicating organisation’, KCHT will need to successfully apply the four attributes across all four perspectives for:

• Improved trust, legitimacy and reputation with the local community

• Informed business decisions, better equipped senior managers and good stakeholder networks
• Services that uphold the brand are informed by the needs of its users and are supported by engaged voluntary and partner organisations and the
public
• A communication department that performs an effective and functional role in a focused and informed organisation
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In its report ‘The Heart of the Matter’ the NHS 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.

Public and patient engagement cannot be done as a ‘one size fits all’ activity. It has to be appropriate to the patient, their family and their
community. It has to be proportionate to the issues concerned, and it has to involve the staff delivering the service.

Patients have to want to get involved, and to help them we need to value their input – whatever form it takes. There are certain groups of patients that
are harder to engage with – but that’s our problem, not theirs. We need to be more creative about how we engage with these groups and work with
our partners in the voluntary and community sector, the County Council and other health providers to avoid people feeling over ‘consulted’ but under
involved.

It’s important that we make sure that patients and the public have a clear understanding of what engagement and involvement is about. Involvement
does not mean that everything that patients want, they get. We shouldn’t try to raise patients’ expectations to beyond what we can deliver.

Good engagement is also inclusive, and our success in delivering the NHS Equality Delivery System (EDS) goals will be closely linked to better
patient and public engagement.

Engagement Framework
There is a difference between individual and group engagement and the different levels of engagement.
Individual: Informing Giving feedback Influencing
Patients’ involvement in Information we give to Individual patient’s Active involvement in the
decisions about their care patients about our comments, complaints patient’s care plan, Expert
and treatment services and their care and contact with PALS Patients Programme
and treatment
Groups: Informing Giving feedback Influencing
Patient groups and Information we give to the Evidence focus groups, Representation and
communities having their public about our services consultations involvement in decision
say in the planning, making, including ‘ harder
design and delivery of to reach’ groups
services

Good engagement pathway Outcomes

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This framework shows that engagement is a continuum and that both patients and communities will be engaged at different levels and in different ways.
For good engagement we need to be involving patients individually (and in groups) at the ‘influencing’ level if we are to achieve the desired outcomes.

In addition good stakeholder engagement with groups or organisations that are affected by or can affect our activities, and responding to their
concerns, will help our organisation perform better, increase our knowledge and contribute to our license to operate.

In order to maximise service development opportunities the Trust will need to leverage its networks, partnerships and collaborative working. Involving
key stakeholders will drive a stronger belief in the Trust’s strategy and will help to develop its brand.

Good stakeholder engagement:

• Leads to quality improvements in services by giving stakeholders the opportunity to be involved in decision-making
• Enables better management of risk and reputation.
• Supports collaboration between organisations for the pooling of resources (knowledge, people, money and technology) to solve problems and
reach objectives more quickly, efficiently and effectively than organisations working alone.
• Supports learning and quality feedback resulting in better quality services which meet the needs of patients and their families.
• Supports stakeholders to be better informed about the Trust and its organisational goals so they make informed decisions that impact on the
Trust.
• Develops trust and support from stakeholders.

The Trust will need to work towards the alignment of goals with its key partners and it is critical that the Trust is represented at key strategic and clinical
networks to enable it to influence relationships with key stakeholders. Our aim is that successful stakeholder engagement will:

• Support the Trust in its application for Foundation Trust status

• Gain buy in to the Trust’s organisational strategies and objectives
• Support the integration of health and social care
• Engage CCGs in supporting our key strategic business developments
• Strengthen our market position and improve financial stability
• Engage stakeholders in defining our strategies and objectives for the future
• Improve the Trust’s reputation
• Increase employee and stakeholder engagement
• Improve communications and feedback with stakeholders.
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Where we are now?

Since the formation of Kent Community Health NHS Trust in April 2011 we have worked to improve the reputation of the organisation and ensure
external stakeholders, and staff, are better informed. At the same time the Trust has started to embed patient and public engagement across the
organisation.

Key achievements and best practice established:

• Approved branding for the Trust

• New external website with online Directory of Services
• Refreshed staff intranet with new Staff Health and Wellbeing Strategy
• Quarterly Community Health Magazine sent to all staff and stakeholders with a wide public circulation
• Bi-monthly e-newsletter for stakeholders
• Staff induction communications and engagement presentation
• Programme of staff engagement events
• Understanding of diversity of communities and demographics
• Easy access to interpreting and information in alternative formats
• Patient Experience Committee overseeing all of our patient experience and patient engagement work
• Patient Experience Network linking patients and public with opportunities to improve services
• Patient Experience Groups at community hospitals
• Patient/public representatives on functional and governance groups

Our current communications and engagement tools

• Community Health Magazine • Community Health magazine • Real-time feedback using hand-held

Public Engagement
• StaffZone (intranet) • Website and mobile apps devices
Communications

Communications

• •
and Marketing

• Weekly Bulletin Media (TV, Radio and Print) On-line surveys

Engagement

• Twitter and Facebook • Patient Experience Committee

•
and Staff

External

Staff engagement sessions

Internal

• e-Newsletter • Patient Experience Network

• Patient safety walkabouts
• Patient Information Leaflets • Focus Groups
• Team meetings/1:1s
• Marketing plans for services, tendering • Patient and Public representatives
• Core Brief
on Trust groups
and events
• Directorate events • NHS Choices
• Patient Opinion
• Community forums
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Understanding the local health landscape

It is important to take into consideration internal and external factors that will impact on the organisation, including political, economic, social and
technological factors. Understanding these factors will help shape the delivery of communication, marketing and engagement for the Trust.

PEST
The PEST tool looks at the political, economic, social and technological factors that affect the Trust. This is helpful in understanding the landscape we
are working in and how best to use marketing, communication and engagement techniques for the benefit of the Trust.

Political Economic Social Technological

 Health and Social Care Act 2012  Cost Improvement Plans for the  Ageing population  Introduction of Community
 Change in the way the NHS coming years  Significant life expectancy gap Information System
commissions  Introduction of any qualified provider between the wealthiest and the  More accurate patient information
 Integration of health and social care  Increase of patients using Choose poorest electoral wards  Use of Telehealth
 NHS Act 2006 (including s242 duty and Book  Diversity of population  Use of new media and social media
to involve)  Current economic climate and its  High variations in lifestyle factors  Greater use of intranet and website
 NHS Constitution affect on the national NHS budget (teenage pregnancy, alcohol  Collection of real time patient
 Operating Framework 2012/13  Estates transfer consumption, smoking) across Kent feedback
 DH ‘The Communicating
Organisation’ publication
 Kent MPs
 Kent County Council and District and
Borough councils
 NHS England
 Monitor
 Care Quality Commission

Demographic data
There is a wealth of detailed demographic data available to inform the way we communicate and engage with local communities. This information is
available by district and used to provide targeted forms of communication and marketing and to ensure we have a membership which reflects the
characteristics of the local population. In addition we continue to identify and build relationships with community and special interest groups that are in
contact with and represent our diverse communities.
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SWOT analysis
The SWOT Analysis looks at the internal factors (strengths and weaknesses) and the external factors (opportunities and threats) that have an impact on
the Trust and the communication, marketing and engagement that we plan to deliver.

Strengths Weaknesses Opportunities Threats

• Good working relationship with • Lack of engagement with GPs • Development of CCG relationships • Lack of role on Health and Wellbeing
KMCSS and NHS England • Engagement with CCGs patchy including with lay members Boards for providers
• Strong Board engagement • Learning from patient experience • Strengthening relationships with Health • Independent sector development into
• Support for FT application from needs to be more visible to Board and Wellbeing Board community services
CCGs • Engagement with MPs low key • Establishment of Healthwatch • Reputation damage from negative
• Strong links with other NHS • Direct involvement with local/hard to • Development of Urgent Care boards press coverage
providers reach communities needs to be • Integration of Health and Social Care • Public response to National NHS
• Joint working with KCC developed • Development of FT membership and news stories
• Robust relationship with Health • Public understanding of NHS Governors • National policy change
Overview and Scrutiny Committee structure leads to lack of recognition • Links with local voluntary groups • Financial challenge
• Operational links with social care of the organisation • Closer work with Acute Trusts to move • Unengaged staff potential to damage
• Culture of accountability and • Staff failure to engage with internal services into the community reputation
openness communications • More open competitive market • Competition from other NHS
• Strong external communications • Workforce spread across multiple • Localities aligned with CCGs providers as well as the private and
channels sites • Relationship building with the local voluntary sectors
• Online Directory of Services • Mix of clinical and non-clinical staff media
• Established corporate publications accessing information differently • Using social and digital media
• Established internal communication • In-house filming
tools • Enhancement of internal staff
• Media Relations experience and communications
contacts • Using patient experience gathered
• Crisis communications experience through social and digital media to
• In-house design resource improve services
• Corporate patient information • Focus on ‘Customer Care’ model for
process PALS and Complaints
• Real-time patient feedback • Benchmarking of Friends and Family
collected Test
• Well established patient experience
programme
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Key drivers for stakeholder engagement

There are a number of key drivers for developing stakeholder engagement. Understanding these factors will help shape the delivery of stakeholder
engagement for the Trust.

Health and Social Care Act 2012 The bill places an increased emphasis on local accountability for NHS organisations. It increases the requirement for patient and public
involvement in the development of services, to ensure that patient, carer and user views drive future provision.

Clinical Commissioning Groups The new commissioners of the majority of health services are GPs, following the abolishment of PCTs and SHAs. This requires the Trust
to develop new relationships with CCGs. This is of fundamental importance to our future success as an organisation. Without GP
support the Trust is unlikely to maintain existing business or secure new business.

Public Health England and KCC Kent County Council is the new commissioner of Public Health locally, with Public Health England leading on major campaigns.

Foundation Trust application The Trust is progressing with its application to become a Foundation Trust. This has required the Trust to develop a formal membership
and aspirant governors and undertake a public consultation.

Integration of Health and Social This requires the Trust to strengthen its relationships with CCGs, Kent County Council and Kent and Medway NHS Health and Social
Care Care Partnership Trust, at a political and operational level.

Financial Viability The Trust needs to make savings across the whole health system in Kent, which requires close collaboration with its partners.

Commercial Environment Increased competition in the market place means the Trust needs to be well positioned and have strong partnerships in place to ensure it
maintains its existing foothold in the community services market, but also to gain the support and trust of commissioners and
stakeholders to develop and win services in the future and be able to collaborate with the voluntary sector.

Any Qualified Provider The introduction of the Any Qualified Provider model for the community will increase competition within existing and new markets for the
Trust and will require us to gain solid backing from key stakeholders to secure business in the future.
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Communications and Engagement Objectives and Action Plan

The strategy informs our communications and engagement activity and outcomes set against the organisation’s strategic goals. There is an annual
action plan which sets out how we will achieve these outcomes (see appendix 1) and evaluate the success of our activity. The action plan is supported by
more detailed plans, for example, for an individual service or by subject matter, ie. Internal communication, stakeholder engagement, patient
involvement.

Roles and Responsibilities

• KCHT Board: Responsible for approving the Communications and Engagement Strategy, supporting communication and engagement activities,
including acting as spokespeople to staff and other stakeholders, and having a visible presence to patients and their families. Integral that the Board
supports the delivery of the action plan and engages with staff at all levels and patients and the public, including hearing directly the experiences of
patients and their families. The Board needs to act as an integral link to key stakeholders.

• Communications and Engagement Team: Responsible for ensuring the delivery of the Communications and Engagement Action Plan and being a
centre of excellence for communication and engagement support and advice to the whole organisation.

• Heads of Service/Managers: Responsible for ensuring messages from the Communications Team and the Executive Team are cascaded in a
meaningful and timely manner to their teams. Ensuring the messages are understood and feedback is escalated appropriately so that it can be acted
upon. Managers also have a responsibility to pass on information to colleagues without access to electronic communication methods. They must ensure
that staff know the importance of learning from patient experience and public engagement, and that staff teams are supported to act on feedback in order
to make service improvements. They are responsible for ensuring the organisation is aware of stakeholder engagement activity.

• All KCHT staff: Staff have a responsibility to listen to and respond to feedback from patients, carers and families and actively assist them to access
both health information and healthcare services. This includes providing information in the appropriate format and the appropriate time, and supporting
patients to access support to self-manage wherever possible. All staff have a responsibility to keep up to date with the latest communication messages
and provide feedback as appropriate. All staff should complete surveys asking them for their views. They are also responsible for passing on any
enquiries from the media to the communications team immediately and without providing information or comment. All staff have a responsibility for
ensuring that contact with stakeholders is positive; representing the organisation in line with its values and reporting and acting on stakeholder feedback.
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Evaluating our work

Evaluating and reviewing our work is a high priority for the team to ensure the work we are involved in is delivering the outcomes that we set out to
achieve. We will establish robust evaluation tools, which will be completed monthly, quarterly and yearly, to ensure that we can measure the outcomes of
our work. This will include media monitoring and evaluation, stakeholder surveys, feedback from Foundation Trust Governors and Members, the Staff
Survey and Core Brief. We will also measure the success of our strategy work by asking patients and parents if they are involved as much as they want
to be in decisions about their (or their children’s) care and treatment, and by asking the wider community if they feel they can influence how our services
are delivered and developed.

Budget and resource plan

E-Communication and
Communication and engagement are acknowledged by Kent Community Design 13,000
Health Trust Board to be a core part of the business and delivery of the
External Communication 68,000
Trust’s strategic goals.
Internal Communication 19,570
The total communications and engagement non-pay budget for 2013/14 is Marketing 26,000
£235,970. Patient Experience 53,400
Public Engagement 26,000
Additional funding will be sourced from services directly. Membership 30,000

Total: 235,970

Review

This strategy sets out our objectives for the next three years. Under each of the objectives we have set out specific actions for the organisation as a
whole. Each of these actions will have a corporate lead. The strategy will be reviewed yearly.
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Communications and Engagement Action Plan 2013/14

1. Preventing people from dying prematurely
Objective Task When Who Outcome Measured by
Encourage healthy 1. Promote alternatives to A&E, for example MiUs Oct 13 JR Public know and use the alternatives Activity levels
lifestyles and better FS to A&E
use of services by 2. Promote services to our commissioners through May 13 JR Commissioners and public are aware Referral rates
marketing services choose and book, by promoting our DoS, via electronic FS of our services and how to find out Web stats
to targeted bulletin, direct marketing, magazine etc information about them
audiences and 3. Promote health and wellbeing services to targeted Oct 13 FS People from vulnerable groups know Take up of
improving access to groups currently under using services JR about HWB services and how to services
information JT access them

2. Enhancing the quality of life for people with long-term conditions

Objective Task When Who Outcome Measured by
Support self 1. Ensure patient information is up to date and in Aug 13 KE Patients have the information they need to Patient
management by formats that our patients need feel they can have greater involvement in Experience
working with managing their condition. survey
services to provide 2. Include in patient information guide (and promote) Aug13 KE Patients feel better informed Patient
accessible, up-to- the need to record info given to patients on their care Experience
date patient record survey
information at an 3. Promote the benefits of new technology to enhance Mar 14 JR People have info to better self manage Patient
appropriate time in access to information for people with long-term FS their conditions Experience
the care pathway conditions, for example apps. survey
Support the 1. Support locality steering groups to engage with local Aug 13 NY Stakeholders feel informed and involved in Stakeholder
integration of health patients and other stakeholders to deliver the KE the programme feedback.You
and social care programme said we did
2. Work with partners to measure users experience of Apr 13 KE Areas for improvement identified and used Patient Exp
integrated care pathways NY to improve patient experience survey
3. Promote outcomes of integration to CCGs through Aug 13 NY GPs understand the integration GP
patient experience and case studies JR programme and support it satisfaction
KE
Support Specialist 1. Promote the service through various channels Oct 13 JR Parents and other stakeholders are Reach of
children’s services to including media, magazine, website informed about services materials
communicate and 2. Support service to engage with children and families Mar 14 KE Parent involvement has shaped services. Parent
engage with parents to improve their experience. feedback
and children and 3. Promote support available to parents using vol orgs Oct 13 JR Parents feel supported Take up of
other stakeholders and other communication channels. support
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Objective Task When Who Outcome Measured by

Increase awareness 1 Promote information and case studies through Apr 13 JR More people are aware of the options for Media
of our role in magazine, website and media coverage FS end of life care coverage
dementia and end of GP referrals
life care to GPs and
other stakeholders
3. Help people to recover from ill health
Objective Task When Who Outcome Measured by
Support services to 1. Promote role of communication and engagement Apr 13 NY Services engage C&E team at the Public
communicate and team and its support to services beginning of the process response
engage effectively 2. Use a range of methods to communicate effectively Oct 13 JR Patients and other stakeholder understand Media
on any change to the rationale for service change and benefits for reasons for change coverage
services patients Feedback
3. Use a range of methods to involve staff, patients and Mar 14 KE Staff, patients and public feel informed Staff/public
public in service change and able to comment on service change feedback
Increase awareness 1. Promote alternatives to hospital admission to the Oct 13 JR More patients are cared for at home Press
of our services to public and partners such as SEACAM, such as virtual FS GPs feel confident in our services coverage
help people recover wards, stroke services and the positive outcomes for GP
from ill health patients. satisfaction
4. Ensure people have a positive experience of care
Objective Task When Who Outcome Measured
by
Support our staff to Improve privacy and dignity by working with our Dec 13 JR No patient feels unable to eat or drink or Patient
deliver excellent community hospitals to provide information to patients, KE go to the toilet (4.2 NHS mandate) Experience
customer care e.g. to ask for help at mealtimes, going to the toilet etc

Promote Customer Carer Charter and training for June JR Fewer complaints about staff attitude. Complaints
managers on resolving concerns before they become a 13 KE Increased local resolution, fewer concerns data
complaint end up becoming formal complaints
Promote positive news about our staff and the Apr 13 JR Staff would recommend our services to Staff survey
difference they make to patients to share good practice FS their family and friends.
and boost staff morale. Staff feel their role makes a difference
Ensure feedback is Roll out Friends and Family test, ensure collection of June KE Information about patient experience is Pat Exp data
collected from those patient experience is consistent across the Trust 13 increased collection
harder to reach
Improve patient Translate more information into Easy Read, promote Oct 13 KE Information is accessible for all patients Patient
information ways in which people can receive information in feedback
alternative formats
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5. Ensure we provide Safe Care

Support the Work with services to identify areas for improvement in May 13 KE Decrease in concerns about issues which Complaints
organisation to learn order to improve the patient experience and to share repeatedly arise data
from complaints, SIs best practise across Trust Pat. Exp
and patient feedback Promote customer care team to the public and ensure May 13 KE Patients and their families are aware of Patient
complaints are handled in line with NHS constitution service and NHS constitution experience
Ensure public are Deliver an ongoing programme of public and patient People feel involved and informed and Patient
involved in quality engagement which includes all the protected groups. able to influence service design experience
and service Ensure patient experience is taken into account in
developments service improvements and redesign
Staff are supported Deliver campaigns to promote whistleblowing, training June KE Staff know how to raise a concern and feel Take up
to deliver safe care, for managers, other support for staff 13 they will be listened to Staff survey
report concerns and Deliver a programme of staff engagement to embed the May 14 JR Staff feel informed, can give feedback and Take up
give feedback recommendations of the Francis Report feel they have a greater say in the Trust Staff survey
Ensure people with additional communication needs Oct 13 KE People can communicate in ways that Patient
are involved in their care, e.g. by promoting translation meet their needs experience
There are safe staff Deliver recruitment campaign to increase percentage of June FS People choose to work for KCHT Vacancies
numbers and staff qualified nurses to HCAs. 13 filled by perm
have time to care staff