Facilities Development Day Patient Centred Services Patient Centred Services Tuesday 17 th May 2016 Golden Jubilee Conference Hotel
Aims of the day Learning opportunity for staff delivering front-line services – • supervisors and service managers Focus on customer care and the impact on the patient experience • of our services Consider our own services and work with colleagues from your own Consider our own services and work with colleagues from your own • • and other boards to develop a small improvement project with a focus on customer care • Outcome - to view your own services from a different perspective and develop a tangible action to improve the patient experience in your board area Award for the most impressive project!! •
Health Facilities Scotland • Division of NSS and part of the Strategic Business Unit for Procurement, Commissioning and Facilities and Facilities • 3 teams – Facilities Services – Engineering, Environment and Decontamination – Property and Capital Planning • Provide support and operational guidance to Facilities departments across NHS Scotland
Health Facilities Scotland • Division of NSS and part of the Strategic Business Unit for Procurement, Commissioning and Facilities • 3 teams • 3 teams – Facilities Services • Facilities Support • Mammography Physics • Oxygen Therapy – Engineering, Environment and Decontamination – Property and Capital Planning • Provide support and operational guidance to Facilities departments across NHS Scotland
Facilities Support Team • Domestic Services • Catering Services • Catering Services • Laundry Services • Portering and Security • Transport and Travel Planning • Retail
Facilities Support Team • Our workplan includes: – HAI/Scottish Government Programmes – Development or review of standards and guidance (National Cleaning Services Specification, Food in (National Cleaning Services Specification, Food in Hospitals, Facilities Monitoring Framework Manual) – Development and implementation of national support systems – Education and development activity – Individual board support
Customer Focus Dr Paul Wyton Sheffield Business School p.g.wyton@shu.ac.uk
What I would like you to explore • Customer focus • Service excellence • Leadership for customer focus and service excellence
What is a customer? What is a customer? • Dictionary (Oxford compact English Dictionary) – a person who buys goods or services from a shop or business business – a person one has to deal with – The key customer is the patient – And the goal excellent patient experience? – But there are many other influential customers
Over to you • What is customer focus?
Customers Patients Clinicians Visitors FM Staff Standards Management Finance
Complexity • Customer focus is extremely complex – How do you understand customer needs? – How do you translate these into service delivery? – How do you reconcile conflicting demands? – How do you ensure service excellence?
The NHS Institute for Innovation and Improvement (2012) • Patients tell us that they care about their experience of care as much as clinical effectiveness and safety. care as much as clinical effectiveness and safety. • They want to feel informed, supported and listened to so that they can make meaningful decisions and choices about their care. • They want to be treated as a person not a number and they value efficient processes - • See more at: http://www.institute.nhs.uk/patient_experience/guide/home_page.html#sthash.DLuv9 u3S.dpuf
Service quality Service quality • “The best definition of service quality is that everything (the organisation does) that everything (the organisation does) leads to customer satisfaction” Adapted from Adcock, 2000
Service excellence? • Tales of the unexpected: Perceptions of excellence in Facilities Services (Price and McCarroll 2013) Services (Price and McCarroll 2013) • The question of just what drives service excellence raised a wide variety of different perspectives, but with two consistent themes. • Firstly, that excellence is underpinned by consistency, and an absolute confidence in delivering to an agreed set of standards. • However, this consistency is not enough in itself to guarantee service excellence. For this there needs to be that element of positive surprise, the unexpected experience above and beyond what is normal, that moment which exceeds anticipations.
Service excellence discussion • How would you define service excellence? • Identify some examples of where you deliver service excellence • Why are these examples excellent?
Exercise • Close your eyes – 'Walk' into one of your facilities – What do you see, feel, hear – What is good? – What is not so good?
Exercise • Now you are a patient • Close your eyes – 'Walk' into the same facility – What do you see, feel, hear – What is good? – What is not so good?
Exercise • Now you are a clinician • Close your eyes – 'Walk' into the same facility – What do you see, feel, hear – What is good? – What is not so good?
Discussion • Do you see it differently ? • Do you judge it differently? • Thinking of each customer what would service excellence look like?
Your role as a leader?
What is leadership?
The Kings Fund • Our view is that leadership in the NHS should be collective and distributed rather than located in a few collective and distributed rather than located in a few individuals at the top of organisations. It is through collective leadership that cultures of high-quality, compassionate and continually improving care will develop and thrive. Every interaction by every leader at every level shapes the emerging culture of an organisation
Your turn • What is leadership to you? – Write down a few words you feel describes leadership – Discuss with a colleague
What is leadership? • Leadership is a process of social influence, which maximizes the efforts of influence, which maximizes the efforts of others, towards the achievement of a goal • Kruse (2015) Forbes
Leadership within FM • Hierarchical but increasingly....... • Delivery of key organisational objectives often involving change – sustainability, agile / new ways of working, office relocation / churn, addition or removal of services, redevelopment of facilities, addition of new facilities, maintenance ................
4 4 main main b barriers arriers to to service service q quality uality 1. Misconceptions 2. Inadequate resources 2. Inadequate resources 3. Inadequate delivery 4. Exaggerated promises What is your role as a leader in overcoming these barriers? Parasuraman et al (1985)
Alignment • Alignment is displayed by a shared understanding, common orientation, common values and shared common orientation, common values and shared priorities. • ‘developing a vision of the future, crafting strategies to bring that vision into reality [and ensuring] that everybody in the organisation is mobilising their energies towards the same goals . . . the process we call ‘‘emotional alignment’’’. – Hooper and Potter (2000)
Sun Tzu • A leader leads by example, not by force. • He will win whose army is animated by the same spirit throughout all its ranks.
Communication • 'good communicator' • Yet • Peter Drucker estimated that 60% of all management problems result from faulty communication
Communication • What is communication? • the act or process of using words, sounds, signs, or behaviours to express or exchange information or to express your ideas, thoughts, feelings, etc., to someone else else • a message that is given to someone : a letter, telephone call, etc . – merriam-webster.com
Communication • What is communication? • the act or process of using words, sounds, signs, or behaviours to express or exchange information or to express your ideas, thoughts, feelings, etc., to someone else else • a message that is given to someone : a letter, telephone call, etc . – merriam-webster.com • Something missing?
Communication • This is about telling • but is communication about achieving understanding? • and • Is communication in leadership about achieving alignment?
Communication Types • Clampitt (2001) suggests that managers use one of three different approaches to communication: • The 'Arrow' - one way - firing an arrow • The 'Arrow' - one way - firing an arrow • The 'Circuit' - two way - emphasise the importance of feedback • The 'Dance' - used for multiple purposes/ involve coordination of meanings/ governed by rules - a more flexible approach to communication!
You again • In your leadership what forms of communication do you use and are they communication do you use and are they appropriate to the situation?
The Dance? Patients Clinicians Visitors FM Staff Standards Management Finance
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