The Friends and Family Test was introduced across the NHS from April 2013. The FFT for acute in-patients and patients discharged from A&E became mandatory on 1 April.
Now all providers of NHS funded acute inpatient and A&E services are asking patients:
How likely are you to recommend our <ward/A&E department> to friends and family if they needed similar care or treatment? with answers on a scale of extremely likely to extremely unlikelyThis quick, consistent, standardised patient experience indicator will provide organisations, employees and the public with a simple, easily understandable headline metric, based on near real-time experience.
- It will enable the views of patients and their families to be heard and provides a platform to shape and deliver better services. Patients will be able to use the information to make decisions about their care and to challenge their local trusts to improve services while championing those who excel
- It will mean that employees from boards to wards will be informed and empowered to tackle areas of weak performance and celebrate and build on whats working well, using the results from this test and other sources of intelligence
- Tracking trends in test results will also provide validation of where targeted improvements are most effective and results can be triangulated with other quality indicators and measures to provide more in-depth understanding of issues and areas of improvement
LINk Legacy is the term used to describe the processes, policies, activities, operational areas, along with the specific knowledge and skills used to deliver the LINk functions. The following provides a checklist of areas that could be transferred to the new local Healthwatch organisation. The passing of the LINk Legacy to the new Local Healthwatch (LHW) will assist the new organisation to build on the positive work that has been achieved and increase the opportunities for a seamless transition between the two structures (LINk and LHW).
The report is set within the context of the Governments localism and decentralisation agenda and its ambitions for open public services. This recognises that solutions designed, developed and delivered locally are often better placed than more centrally inspired initiatives to secure the cost effectiveoutcomes people and communities need. Responses that are developed, as well as delivered, locally can provide for real local ownership and put local people in the driving seat. This ownership matters because it means that projects can make better use of local knowledge, assets and infrastructure.
In the Coalition Agreement of May 2010 the Prime Minister and Deputy Prime Minister acknowledged that the time has come to disperse power more widely in Britain today. This undertaking was reflected in a Government commitment to pass new powers and freedoms to town halls and communities, with power exercised at the lowest practicable level.
In their Open Public Services 2012 document the Government undertook to ask the LGA and NALC to help with the development of model schemes for neighbourhood councils to become more involved in local service delivery and assume responsibilities and powers devolved from principal councils. It is against this background that the LGA and NALC have undertaken to work together, including developing this joint report. There is little new in what we are proposing. Right across the length and breadth of the country many local and principal councils have already seen the benefits of devolving service delivery to a more local level. By working more closely on shared ambitions they are already reaping the rewards. The models described are based on the experiences of just some of these councils.
At a recent conference, David Behan, Director General of Social Care at DH and Lorraine Denoris, Healthwatch Implementation Lead were filmed talking about the opportunities that exist around developing Healthwatch
Author: O’Leary T, Burkett I, Braithwaite K
Published: Carnegie UK & International Association of Community Development, Feb 2011
Though not focused specifically on health, this is a great introduction to asset based working, locating it in global roots and offering inspiring cases studies from around the world as well as posing helpful reflective questions to the reader. I found the questions around structures and systems helpful to identify what might be needed to move organisations to an asset focus.