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Areas for improvement
• Overall the DHB is heading in the right direction and it should continue with current efforts , to see further improvements in results . Although there is improvement in some of the key emotions , attitudes and behaviours , some of these have improved from a low base and so we need to maintain our focus here .
• We need to continue to work together to further embed positive aspects of the CARE values and behaviours , including praise and recognition , and helpfulness towards other colleagues .
• A reduction in reported bullying , harassment and discrimination is encouraging ; however those figures are still too high and reinforce the need to progress with the planned actions to support people with skills and resources to speak up about , de-escalate and manage poor behaviours , bullying , harassment and discrimination .
• We need to focus on improving the quality and regularity of feedback people get from their managers ; career progression / being supported to grow at work ; and health and wellbeing .
• Finally , there is an encouraging increase in whether staff would recommend the DHB as a place for treatment . Frontline staff know better than anyone if quality of care is improving , so this is a good benchmark for the experience our patients are having . Interestingly , there is a slight reduction in staff ‘ recommending the DHB as a place to work ’ which is unexpected , given other results showing overall improvement .
Results from the patients ’ surveys
• There is a significant increase ( from 40 % to 57 %) of patients saying they are ‘ extremely satisfied ’ with their care ’.
• A slight reduction in patients saying they would ‘ recommend the DHB as a place for treatment ’ albeit from a high starting point .
• The 74 % of patients who would recommend the DHB , do so mostly because of our staff who they say are friendly , caring , helpful , happy and professional .
• Patients tell us we have improved in some important areas : being able to use their own experience to aid their recovery ; staff praising their efforts to help themselves get better ; they are more confident and optimistic ; and less lonely , low , bored and scared .
• In some areas scores have worsened : including patients ’ satisfaction with outcome of care ; being treated as an equal partner in care ; staff being friendly and welcoming , and respectful of spiritual and cultural needs ; staff doing all they could to reduce pain .
Remember this ?
A clear message is a need to focus improvement efforts around patient involvement , partnership , listening to patients , and teams working well together . This could be summarised as a need to focus on ‘ relationship-centred care ’.
Explanation of the graph on the opposite page
The graph opposite on page 11 shows the links between employee engagement and patient experience .
To interpret the graph colours ; simply , green means good , red means bad . The darker green is strongly agreed , and the darker red is strongly disagreeing with yellow representing neither agree nor disagree . The colours in-between are the continuum across the scale .
We will need more data over time to identify significant correlation . However , even at this early stage we can see :
• Positive emotions are important to both employees and patients : appreciation , involvement , happiness , optimism .
• Negative emotions hinder both the employee and patient experience : anxiety , frustration , feeling drained .
• Across both the patient and staff experiences : the ease ( or difficulty ) of being able to have conversations about important issues , and people being supported to learn and grow .
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