Is It Important to Focus on Organisational Values and Engaging Stakeholders, Including Patients, When Working to Improve Care Quality and Patient Experience?

In this task, I will look at the seven principles of the Care Value Base. The Care Value Base is a Code of Practice which care workers follow and must apply a level of care to service users according to the Care Value Base. I will look at one particular care setting, which will be a hospital, to investigate how they provide a high quality of care according to the Care Value Base. While on work placement at a hospital, I learnt valuable information on how a hospital follows the guidelines of the Care Value Base when caring for service users.

NHS quality improvement programs main purpose is to collect and review data entered in order to recognize the opportunities to improve business operations in healthcare. To bring changes in quality, it is necessary to respond to patient’s ideas and implement them for the better results. The key issues that are to be considered for quality-improvement NHS program, as it moves forward are the needs for the patients, necessity of the funds for quality improvements, needs of the service providers and expectations of the community. Outcomes for people and also change expertise. And to improve business operations in healthcare and also recognize opportunities.

Furthermore, staff ought to treat patients as co-producers of health and not passive recipient of care. Clinical governance (CG) is a notable driver of continuous improvement in the health sector. According to Department of Health (DoH) (1997) CG lays emphasises on excellence in clinical care. The NHS in 2013 established the improvement quality (IQ) which sought to support achievements of health outcomes in England. The Francis report (2010) highlighted various failures in quality of care at the Mid Staffordshire NHS Foundation Trust. Jennings (2008) argue for transforming healthcare by rapidly increasing and broadening world-class leadership with innovative ways of working and technology. The NHS leadership framework (2011) advocates for staff potentials to contribute effectively in service improvement regardless of their roles and disciplines. This permits a workforce that develops a culture of continuous service

Stakeholders are a big part of a healthcare organization. They play a major role in the Healthcare Delivery System that plays a part in the performance and the health of the organization. Five of the major stakeholders consist of government, providers (which includes doctors, nurses, pharmacists, and other healthcare providers), patients, insurance companies, and pharmaceutical companies. Based off of the healthcare delivery system where it stands now, there are some recommendations that the stakeholder can do to have a positive effect on the healthcare delivery system.

‘Listening to how patients feel about their care and treatment is one of my personal priorities. Knowing that patients feel safe and are being given the care and attention they need makes me feel that I am doing what I can each shift to improve their care’ (National Quality Board, p72 2015).

Service improvement is arguably one of the most important challenges facing the National Health Service (NHS) today, as both patients and service users search for a ‘good quality’ service, and expect services to be both efficient and effectual. All staff within the health service need to be educated and competent in their roles, in order to be able to offer a service that is beneficial to the patients that make use of it.

They also have extensive staff training programmes and teambuilding workshops in place to guarantee the quality of care is to the adequate standard across the board. Management that exhibit the values and principles of the company and lead in a way that promotes positivity and gains results. Teamwork; this is vital to a functioning organisation, communication is key to successful teamwork. Safeguarding and protection; the organisation has policies and procedures in place to protect

operate as a service provider. From this I will be able to gain a greater understanding of patient care. This collaboration between disciplines and the resulting improvement for the patient was identified by Hill (2006). Since I have started working within the NHS over the last year, I have had more opportunities to work with members of different professions both in the NHS and voluntary sector. This experience has helped me develop a better understanding of how patient care is made up of a multitude of smaller parts.

Traditionally, health care was grounded on a paternalistic model where healthcare professionals were viewed as the experts in the field and directed decisions for patient, and patients were passive recipients of care (Gluyas, 2015; Mazurenko et al., 2015). In recent decades, the worldwide recognition of individual patients’ needs and preferences as an important aspect of high-quality healthcare that is responsive to the patient, has stemmed the concept of patient-centred care (Australian Commission on Safety and Quality in Health Care [ACSQHC], 2011).

My experience in both my previous career in nursing and human resources has dealt with approaches in quality improvement in patient safety and different metrics in the turning up organizational behavior as well as up swinging the operations of the organizations respectively. We live in a rapidly changing world, and healthcare industry is not exempted from it. Because I will be playing an indispensable role in the future, I am very interested on the concept of quality improvement and what not and identify possible future challenges and draw lessons from healthcare organizations that has spearhead innovative changes to providing healthcare by pursuing the triple dimensions of the improvement of healthcare in general that is Improving the patient experience of care (including quality and satisfaction); Enriching the health of populations; and Reducing the per capita cost of health care.

It has been proven that stakeholders, either an individual or an health care organization play a key role within strategic implementations and policy developments

When talking about healthcare reform, one must always think about the stakeholders. Stakeholders are “people and organizations that have a stake (interest) in what a healthcare organization does and that could affect the healthcare organization” (Olden, 2011). There are many different stakeholders in our case study but we will focus on the main ones.

Often times patients are waiting until conditions have escalated rather than contact their provider for proper management of their condition. Educating patients is vital to initiating a change in this area. With increased education and awareness on the patients and providers part, this will begin to significantly reduce cost. When patients are informed and are able to be active participants in their healthcare patients have a better overall health experience and are more satisfied with their health care. The overall goal is to increase patient satisfaction and reduce escalating healthcare cost. The triple aim aligns with this proposed population. By educating and having patient take an active role in their health care it will hopefully improve the patient’s experience. Ultimately patients need to be satisfied and feel they are receiving quality care which is the goal of the triple aim (“The IHI Triple Aim”,

patient experience is a part of the process management of health care safety and quality.

Internal stakeholders participate in the coordination, funding, resourcing and publication of the strategy from a local health and well-being partnership, the local primary care trust and the local authority; External stakeholders are engaged in contributing their views and experiences in addressing the issues that are important to them as patients, service users, careers and members of the local community.