Abstract:Background
Improving openness—including candour when things go wrong, and willingness to learn from mistakes—is increasingly seen as a priority in many healthcare systems. This study explores perceptions of openness in England before and after the publication of the Francis report (2013), which examined failings of openness at one English hospital. We examine whether staff and patients’ views on openness, and experiences of giving voice to concerns, have changed since the report’s publication f… Show more
“…Results of the secondary survey analyses presented a mixed picture of progress in terms of staff and patients’ experiences of openness over time. 16 , 17 There was a trend towards more positive responses to several of the questions on the staff survey and the acute inpatient survey from the mid-2000s to the mid-2010s. For example, there were improvements in respondents’ views of the quality of communication between managers and staff, and on their ability to contribute positively towards improvements; for acute inpatient survey respondents, there were improvements in views on the information provided about their care, and on their involvement in decisionmaking.…”
Section: Resultsmentioning
confidence: 99%
“…More extensive expositions of these findings are available elsewhere. [16][17][18]21,22 We then build on these findings, particularly those from the fourth substudy, to propose four conditions that appear necessary for achieving sustained changes in culture and behaviour. We highlight four persistent challenges that continue to frustrate efforts at improvement.…”
Section: Resultsmentioning
confidence: 99%
“…To answer this question, our first substudy comprised a series of analyses of existing survey data from 2004 to 2017 on the views and experiences of NHS staff, acute hospital patients and community mental health service users. 17 We identified a subset of items within each survey that related most closely to culture around openness. For each item, we used longitudinal statistical methods to identify changes in responses and trends between the periods before and after the publication of the Mid-Staffordshire public inquiry report in 2013.…”
Objective The National Health Service (NHS) in England has introduced a range of policy measures aimed at fostering greater openness, transparency and candour about quality and safety. We draw on the findings of an evaluation of the implementation of these policies in NHS organisations, with the aim of identifying key implications for policy and practice. Methods We undertook a mixed-methods policy evaluation, comprising four substudies: a longitudinal analysis of data from surveys of NHS staff and service users; interviews with senior stakeholders in NHS provider organisations and the wider system; a survey of board members of NHS provider organisations and organisational case studies across acute, community and mental health, and ambulance services. Results Our findings indicate a mixed picture of progress towards improving openness in NHS organisations, influenced by organisational history and memories of past efforts, and complicated by organisational heterogeneity. We identify four features that appear to be necessary conditions for sustained progress in improving openness: (1) authentic integration into organisational mission is crucial in making openness a day-to-day concern; (2) functional and effective administrative systems are vital; (3) these systems must be leavened by flexibility and sensitivity in implementation and (4) a spirit of continuous inquiry, learning and improvement is required to avoid the fallacy that advancing openness can be reduced to a time-limited project. We also identify four persistent challenges in consolidating and sustaining improvement: (1) a reliance on goodwill and discretionary effort; (2) caring for staff, patients and relatives who seek openness; (3) the limits of values-driven approaches on their own and (4) the continued marginality of patients, carers and families. Conclusions Variation in policy implementation offers important lessons on how organisations can better deliver openness, transparency and candour. These lessons highlight practical actions for policymakers, managers and senior clinicians.
“…Results of the secondary survey analyses presented a mixed picture of progress in terms of staff and patients’ experiences of openness over time. 16 , 17 There was a trend towards more positive responses to several of the questions on the staff survey and the acute inpatient survey from the mid-2000s to the mid-2010s. For example, there were improvements in respondents’ views of the quality of communication between managers and staff, and on their ability to contribute positively towards improvements; for acute inpatient survey respondents, there were improvements in views on the information provided about their care, and on their involvement in decisionmaking.…”
Section: Resultsmentioning
confidence: 99%
“…More extensive expositions of these findings are available elsewhere. [16][17][18]21,22 We then build on these findings, particularly those from the fourth substudy, to propose four conditions that appear necessary for achieving sustained changes in culture and behaviour. We highlight four persistent challenges that continue to frustrate efforts at improvement.…”
Section: Resultsmentioning
confidence: 99%
“…To answer this question, our first substudy comprised a series of analyses of existing survey data from 2004 to 2017 on the views and experiences of NHS staff, acute hospital patients and community mental health service users. 17 We identified a subset of items within each survey that related most closely to culture around openness. For each item, we used longitudinal statistical methods to identify changes in responses and trends between the periods before and after the publication of the Mid-Staffordshire public inquiry report in 2013.…”
Objective The National Health Service (NHS) in England has introduced a range of policy measures aimed at fostering greater openness, transparency and candour about quality and safety. We draw on the findings of an evaluation of the implementation of these policies in NHS organisations, with the aim of identifying key implications for policy and practice. Methods We undertook a mixed-methods policy evaluation, comprising four substudies: a longitudinal analysis of data from surveys of NHS staff and service users; interviews with senior stakeholders in NHS provider organisations and the wider system; a survey of board members of NHS provider organisations and organisational case studies across acute, community and mental health, and ambulance services. Results Our findings indicate a mixed picture of progress towards improving openness in NHS organisations, influenced by organisational history and memories of past efforts, and complicated by organisational heterogeneity. We identify four features that appear to be necessary conditions for sustained progress in improving openness: (1) authentic integration into organisational mission is crucial in making openness a day-to-day concern; (2) functional and effective administrative systems are vital; (3) these systems must be leavened by flexibility and sensitivity in implementation and (4) a spirit of continuous inquiry, learning and improvement is required to avoid the fallacy that advancing openness can be reduced to a time-limited project. We also identify four persistent challenges in consolidating and sustaining improvement: (1) a reliance on goodwill and discretionary effort; (2) caring for staff, patients and relatives who seek openness; (3) the limits of values-driven approaches on their own and (4) the continued marginality of patients, carers and families. Conclusions Variation in policy implementation offers important lessons on how organisations can better deliver openness, transparency and candour. These lessons highlight practical actions for policymakers, managers and senior clinicians.
“…But not all the signs are positive. Service users report a stagnating or worsening picture of openness in community mental health services 8. The proportion of staff indicating problems around openness remains worrying: two fifths are not confident they will be treated fairly if they report concerns 7.…”
mentioning
confidence: 99%
“…Service users report a stagnating or worsening picture of openness in community mental health services. 8 The proportion of staff indicating problems around openness remains worrying: two fifths are not confident they will be treated fairly if they report concerns. 7 Patient satisfaction is falling, 7 mirrored by declines in indicators of staff wellbeing and morale, and in staff views on their organisations' responsiveness to safety issues.…”
Health information exchange (HIE) is seen as a key component of effective care but remains poorly evidenced at a health system level. In the UK National Health Service (NHS), the ability to share primary care data with secondary care clinicians is a focus of continued digital investment. In this study, we report the evolution of interoperable technology across a period of rapid digital transformation in NHS England from 2015 to 2019, and test association of primary to secondary care data-sharing capabilities with clinical care quality indicators across all acute secondary care providers (n = 135 NHS Trusts). In multivariable analyses, data-sharing capabilities are associated with reduction in patients breaching an Accident & Emergency (A&E) 4-h decision time threshold, and better patient-reported experience of acute hospital care quality. Using synthetic control analyses, we estimate mean 2.271% (STD+/−3.371) absolute reduction in A&E 4-h decision time breach, 12 months following introduction of data-sharing capabilities. Our findings support current digital transformation programmes for developing regional HIE networks but highlight the need to focus on implementation factors in addition to technological procurement.
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