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PALS Annual Report 2006-2007

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PALS Annual Report 2006-2007 Powered By Docstoc
					 Patient Advice and Liaison Service (PALS) North of Tyne

                      Annual Report 2006 – 2007
Introduction
The year 2006 – 2007 has been a challenging one for PALS North of Tyne.
There have been changes in all of the Trusts where the service operates which
have necessitated changes to service delivery and reporting and there has been
a hiatus in staff recruitment whilst awaiting the outcome of the Agenda for
Change process.

However the service has responded to these challenges positively,
demonstrating, in tangible terms, the value of the PALS North of Tyne model in
being able to deliver a service which is flexible, can be adjusted to meet the
changing needs and requirements of institutions whilst remaining patient
focussed, able to support patients, families and carers on any aspect of and at
any point on their „journey‟ through NHS services.

Background to PALS
‘The Patient Advice and Liaison Service was established throughout the
country, in all NHS Trusts, in 2002 as part of a new system of patient and public
involvement to provide:-

   confidential advice and support to patients, families and their carers
   information on the NHS and health related matters
   confidential assistance in resolving problems and concerns quickly
   information on and explanations of NHS complaints procedures and how to
    get in touch with someone who can help
   information on how you can get more involved in your own healthcare and
    the NHS locally
   a focal point for feedback from patients to inform service developments
   an early warning system for NHS Trusts, Primary Care Trusts and Patient
    and Public Involvement Forums by monitoring trends and gaps in services
    and reporting these to the Trust management for action.

PALS act on behalf of their service users when handling patient and family
concerns. They liaise with staff, managers and where appropriate, other relevant
organisations, to negotiate speedy solutions and to help bring about changes to the
way that services are delivered. PALS will also refer patients and families to local
or national-based support agencies, as appropriate.‟
                                                                      NHS Plan 2000

                                        1
PALS North of Tyne

In the area North of the Tyne (Newcastle, North Tyneside and
Northumberland) all eight (now seven) NHS Trusts decided on a partnership
approach with the Trusts working together to develop a PALS service, managed
as one service but working within and operating across all eight Trusts.

The advantages of this approach were seen as:-

   A free phone access point which is staffed at all times during office hours.

   A seamless service for patients, carers and families across NHS trusts so
    they only need to have contact with one PALS even though their concerns
    about health care may involve two or more Trusts.

   The ability to cover annual leave, sick leave, attendance at meetings and
    training to ensure that there is always a PALS officer available to deal with
    a concern wherever it is raised within the North of Tyne health community.

   An appropriate infrastructure to ensure the sharing of resources and good
    practice. The ability for PALS officers to develop a „lead‟ for both a
    specific Trust and an area of health provision.

   The economies of scale to enable the provision of a „professional‟
    volunteer service to promote PALS and a PALS „culture‟ in health service
    provision in a wide range of contexts to complement the work of PALS
    Officers and contribute to the Patient Carer and Public Involvement
    function.

   The infrastructure necessary to provide a service across a large
    geographic area.

   The ability to respond flexibly to changes in demand and expectations.


These have been reviewed and confirmed in an annual process undertaken by
the stakeholder group.




                                       2
PALS North of Tyne works across and within:-



   Newcastle Hospitals NHS Foundation Trust (NuTH)
   Newcastle Primary Care Trust (NPCT)
   North Tyneside Primary Care Trust (NTPCT)
   Northumberland Care Trust (NCT)
   Northumbria Healthcare NHS Foundation Trust (NHCT)
   North East Ambulance Service NHS Trust (North East area) (NEAS)
   Northumberland Tyne & Wear NHS Trust (North of Tyne area) (NTW)




   for a local population of over 750,000 and for patients their families and
     carers who live outside of the area but who use these services
   over 500 square kilometres, (not including the area South of the Tyne
     covered by NEAS)
   22 hospital sites,
   133 General Practitioner practices,
   124 dental practices,
   95 opticians
   176 pharmacies




                                       3
Accountability

The North of Tyne PALS service is directed by a Stakeholder Consortium Group
made up of directors of the constituent NHS Trusts. This is chaired by the Chair
of Northumbria Healthcare NHS Trust, the host organisation for employment
and operational purposes. The group normally meets quarterly, with additional
meetings as necessary, receives reports from the PALS Manager, makes
decisions regarding the strategic direction of North of Tyne PALS and monitors
its activities.

During 2006-2007 changes within the constituent Trusts and to key personnel
has meant that the group has not been able to meet as frequently as is
desirable. However the PALS manager has met individually with members and
PALS concerns and activity has continued to be reported on a quarterly basis to
individual Trusts.

PALS activity is also monitored via the reporting mechanisms to Trust Clinical
Governance, Patient and Public Involvement and Complaints and Incidents
groups. Discussions within these meetings and their requirements for
information influences the direction of the service and resource allocation.

Staff

At the end of this year 8 PALS Officers (7.5 whole time equivalent) were in post
with one PALS Officer seconded to a position in Newcastle PCT.

During 2006-2007 0 .5 (whole time equivalent) PALS Officer post became
vacant. Recruitment to this post and the posts which had become vacant in
2005-2006 was put on hold, awaiting the final outcome of the Agenda for
Change process.

PALS Officers are based throughout the area, enabling them to be accessible,
and be part of the local 'team' of health professionals. Each PALS Officer has a
'lead' responsibility for the Trust and or Trust locality where they are situated.
The „lead‟ responsibilities include:-

   having a detailed knowledge and understanding of the Trust/locality and
    its services and being a resource for colleagues
   to be aware of the key themes and issues relating to the Trust/locality
   establishing links and key contacts
   promoting PALS within the Trust/locality
   responding to concerns within that Trust/locality
                                        4
                 „Lead‟ Responsibility                   Office Base
Hexham General Hospital                (NHCT)      Hexham General Hospital
Haltwhistle War Memorial Hospital       (NHCT)
West Northumberland Community           (NCT)
Prudhoe Hospital                         (NTW)
North East Ambulance Service NHS Trust (NEAS)
North Tyneside General Hospital         (NHCT)     North Tyneside General
Blyth Community Hospitals               (NHCT)     Hospital
Blyth Valley Community                  (NCT)
Wansbeck General Hospital              (NHCT)      Wansbeck General
Morpeth Cottage Hospital                (NHCT)     Hospital
Central Locality                        (NCT)
Newcastle Royal Victoria Infirmary      (NuHT)     Newcastle General
Dental Hospital                         (NuTH)     Hospital
Newcastle General Hospital              (NuTH)     Newcastle General
NCCT                                     (NuTH)    Hospital
                                                    - post vacant
Freeman Hospital                          (NuTH)   Freeman Hospital
Walkergate Hospital                       (NuTH)
Hunters Moor Hospital                    (NTW)
North Tyneside Community                 (NTPCT) Meadowell Clinic
Sir GB Hunter Memorial Hospital           (NHCT)
St Georges Hospital                       (NTW)  St Nicholas Hospital
St Nicholas Hospital                      (NTW)
Clinics
Newcastle Community                      (NPCT)    St Nicholas Hospital
Northgate Hospital                       (NTW)     Northgate Hospital
Alnwick Hospital                         (NHCT)     - post vacant
Berwick Infirmary                        (NCHT)
Couqetdale Cottage Hospital               (NHCT)
North Northumberland Community           (NCT)
including prisons                        (NCT)




                                     5
The deployment of PALS Officers and the roles and responsibilities in relation to
individual Trusts has continued to develop throughout the year to meet the
changing needs of the Trusts and to best meet the needs of patients, families and
carers from all communities. Individual PALS officers have developed a specialist
knowledge with respect to: -

     Carers
     Black Minority and Ethnic communities
     People for whom English isn‟t their first language
     Sight and hearing impairment
     Mental health problems
     Learning disabilities.

During 2006-2007 this has included promoting PALS and explaining NHS services
in remote communities including those within an urban environment remote from
the „centre‟, understanding and explaining changes in the delivery of the North
East Ambulance Service with the introduction of „Pathways‟ and understanding
„Choice‟ and „Choose and Book‟.

Training

All staff have undertaken appropriate mandatory training and additional specialist
training individually and within staff meetings. This has included Mental Capacity
Act, mental health and mental health services, advocacy services and cultural
awareness.

The North East PALS network has arranged courses on „Dealing with Difficult
Situations‟, Developing Influencing Skills, Record Keeping and Report W riting,
NLP, (Neuro Linguistic Programming) and „Getting to Grips with Health Law‟,
which were attended by PALS North of Tyne staff.

Staff Support

All staff have regular 1:1 meetings. There are monthly staff meetings to
disseminate information and discuss operational issues and support meetings to
discuss practice issues.




                                         6
Volunteers
In response to Department of Health Guidance on implementing a Patient Advice
and Liaison Service PALS North of Tyne established a dedicated volunteer
programme to recruit, train and support volunteers to extend the capacity of the
service.

PALS Volunteers are recruited from across North of Tyne. After they have
received Criminal Records Bureau and Occupational Health clearances they
complete comprehensive training and induction.
Their main objectives are: -
   To raise awareness by talking and listening to patients and distributing leaflets.
   To enhance accessibility by acting as a gateway to PALS.
   To collect, record and feed back comments and suggestions from patients,
    families and carers.

Some volunteers choose to staff a PALS desk whilst the majority visit wards.

Volunteers are placed within: -
Newcastle upon Tyne Hospitals NHS Foundation Trust
Northumbria Healthcare NHS Foundation Trust
Northumberland Tyne & Wear NHS Trust


                                   Ethnicity




                                                        White
                                                        Pakistani
                                                        Bangladeshi
                                                        Indian
                                                        Chinese
                                                        Other




PALS has been successful in recruiting volunteers from black and minority ethnic
communities who have reported that some service users have told them they feel
more comfortable approaching volunteers from their own community.

                                          7
                                     Age Groups

                                        Groups



                                                             16-25
                                                             26-35
                                                             36-45
                                                             46-55
                                                             56-65
                                                             66+




The age profile of PALS Volunteers is different from the usual profile of volunteers
working within health or social care in that we have a large proportion of 16-25
year olds which can be a „hard to reach‟ group when recruiting volunteers. This
means that young people are actively involved in the delivery of the PALS service.
Younger volunteers have told us that they have chosen to volunteer with PALS
because they want to gain experience of how their NHS operates and how
patients can have a voice.



General comments and suggestions are collected then recorded on feedback
sheets. These are circulated to the relevant managers and incorporated into the
PALS quarterly reports. This ensures that valuable patient views and feedback
are not lost – some of these have resulted in changes within the service examples
outlined below: -

Many comments regarding food quality collected by a volunteer over an extended
period of time prompted an investigation including „tasting sessions‟ by the
department manager and catering manager. Discussions led to an action plan
around quality, type of food and ways of presenting food at its „best‟ which resulted
in improvements and the service is now receiving mainly positive comments.

A department manager used feedback from a PALS Volunteer to highlight a
training issue. The volunteer had reported that a patient had found a doctor‟s use
of a lot of „jargon‟ confusing.

                                         8
PALS Volunteers have also helped Trusts to collect the opinion of patients and
visitors after changes have been implemented on wards, for example changes in
visiting times. The volunteers have also helped in collecting concerns and
questions about departmental moves from one site to another.

  Volunteers collect a number of compliments about the service and
  especially their provision of care. This is fed back to the staff and
  managers have told the service that this is a positive influence on morale.

       ‘the staff went out of their way to make me comfortable’
       ‘the staff are hard working and show a caring attitude’
       ‘I am overwhelmed by the level of TLC’
       ‘I am surprised at how pleasant my stay has been. If I didn’t like my
        house so much I could live here’.




Access to PALS

PALS North of Tyne continually tries to make itself „available to all‟.
In many areas there are „drop in‟ sessions which are publicised so that patients
carers and families know when a PALS officer will be available for them to call in
and discuss any concerns or seek advice and information. At St Georges and St
Nicholas hospitals PALS hold weekly drop-in sessions to provide a regular venue
for service users, families and carers. This is proving very popular.
Representation is also provided at Northgate Committee Group to listen to issues
which are of concern to service users, to explain the role of PALS and have an
active role in the group.

The consortium model approach enables the use of one free phone telephone
number for any aspect of healthcare, wherever it is delivered. The PALS free
phone number continues to be the primary method of contacting the service with
64% of client contacts made using this route.

30% of clients contacted the service by making direct contact with PALS officers
on site which demonstrates the success of our open door philosophy.




                                           9
Work is continuing to update literature to be as inclusive as possible. The PALS
leaflet is available in 27 languages, and in large print. These can be downloaded
from Trust websites. The leaflets also contain the PALS fax number, freepost
address and email address to provide greater accessibility. Emails are
increasingly used by patients, but particularly from relatives seeking answers to
queries or concerns. Some from out of the area including queries from relatives
living in Australia and America who have found email a convenient and cost
effective method of communication.

PALS leaflets and posters have been redesigned taking on board comments from
staff and clients. The free phone number has been repositioned at the top of the
leaflet so that it can be seen in information racks and the picture is now a
composite. In response to a suggestion from Newcastle PCT Clinical Governance
group, stickers with PALS contact details are now produced for diaries etc.

PALS staff are happy to visit clients in their own homes, if required, and have
access to Trust premises across the area to maximise the availability of meeting
venues which are convenient and have disabled access.

In partnership with the Interpreting Service a dual protocol has been developed to
ensure a robust procedure for referral to and from each service and to assist in
promoting interpreting services within the Trusts to enable access where
necessary.

In Newcastle PALS was involved in developing processes and protocols with the
Black and Minority Ethnic Advocacy Service. Protocols were developed to ensure
appropriate referral to each others service and for PALS to provide advice. Similar
work was also undertaken with the Newcastle Interpreting Service and the
Independent Mental Capacity Advocate service.




                                        10
Newcastle hospitals invited PALS to participate in producing a PALS poster
specifically aimed at children.




                                       11
Evaluation

Feedback from clients.

With effect from July 2006 all PALS clients receive an evaluation form to record
and report their views about the PALS service.

Of the 82 of clients who returned forms nearly 38% had found out about PALS
from leaflets posters and signs and just under a quarter from staff, confirming the
importance of disseminating information and talking to staff abut PALS.

They have told us where they would like to see additional information about PALS
and we are taking action to ensure that this happens.

Of those who responded: -
    95% of people would use PALS again
    88% were satisfied with the service PALS provided
    86% of people felt that PALS was able to help with their request.



Quotes from PALS clients

“I found the service and help received from PALS to be superb. I would not
hesitate recommending PALS to others who need the service.”

“PALS staff were friendly, caring and very supportive. Problem was dealt
with quickly and efficiently.”

“We were very pleased with the service from PALS. Every issue we brought
up was dealt with.”




                                         12
National Evaluation

During the year 2006-2007 PALS North of Tyne was evaluated as part of the
National Evaluation undertaken by University of West of England. The results are
incorporated in the final report, currently being reviewed by the Department of
Health. An interim report of the research findings was circulated in a briefing to
Chief Executives in October 2006. Key messages were:-


                                Key messages

     PALS can contribute to enhancing the patient experience and improving
      services, helping your organisation be fit for purpose and meet the
      requirements of regulatory bodies such as the Healthcare Commission
     The characteristics of successful PALS include:
                A history of support for Patient and Public Involvement in the
                  organisation together with Board-level support for PALS
                A senior manager with change management skills, giving
                  strategic leadership to PALS
                Integration with Patient and Public Involvement, partnerships,
                  clinical governance and risk management
                Good information systems for sharing and integrating PALS
                  intelligence across the organisation
                Engagement with Trust/Primary Care Trust staff
                Networking across the health community
     PALS can often tell very powerful individual stories about the positive
      impact of their service for users
     PALS actively filter potential complaints and ensure that issues that are
      brought to the Trusts are cogent and appropriate
     Where Trusts & Primary Care Trusts have well resourced and supported
      PALS they play an important role in improving the patient experience
      and supporting service improvement.
     Where Trusts & Primary Care Trusts give PALS very little resource or
      support they get very little in the way of activity or impact

                                             Briefing to Chief Executives October 2006



North of Tyne PALS Manager has been a member of the steering group for the
National Evaluation and PALS North of Tyne has been included in a toolkit for
good practice which is being produced alongside the report.

                                        13
PALS North of Tyne – what we provide

‘Confidential advice and support to patients, families and their carers and
assistance in resolving problems and concerns quickly’

The North of Tyne PALS model continues to provide an effective means of contact
for patients, families and carers particularly via the free phone service. Concerns
can be simple enquiries for information or can be complex and involve careful
liaison between clients and Trust staff to achieve effective resolution.

Quotes from PALS clients

“… on both occasions when I asked for help it came within hours. At a very
stressful time ..(the PALS officer’s) understanding and prompt help was a
great relief”

“If it had not been for PALS I could possibly still have an ongoing problem
with the dentist. Thank you.”

“Very quick response to my concerns”.


Discharge/transfer of care

One of the key roles for PALS is to work across all the boundaries of health, social
care and the voluntary sector. This role was clearly shown when a client
contacted the service seeking help for their mother who had been very ill in
hospital and was due to be sent home. The family did not live locally and did not
know what help and support was available. The client also needed support for
their own medical condition while staying in the area. PALS were able to reassure
and give details of the care plan and advise medical staff of the family‟s needs.
Help and advice was also provided for the individual to enable access to local
NHS services. The client felt that PALS was key to their peace of mind and acted
as a link between everyone on their behalf.

Bereavement

When someone dies there are often difficult unresolved, emotional and practical
issues for bereaved families. It is at these times that PALS can play a key
supportive role. In several recent cases PALS arranged meetings with consultants
and families to discuss outstanding issues they had concerning the death of a
relative. Families report that they feel grateful for the advice and support given to
them and feel every effort has been made to inform them of all the facts which
help them come to terms with what has happened.
                                         14
Privacy & Dignity

Issues are referred to PALS when people are concerned about privacy and dignity.
Patients can be uncomfortable with the way in which they are addressed by staff
e.g. use of first names and inappropriate use of terms of endearment.

Patients have also raised issues about being treated or having a consultation in
areas that are not fully private and where conversations can be overheard.

Appointments

We help many people track their appointments. Patients are told that a referral
has been made and then if they do not receive any notification they are often left
feeling confused and worried. PALS contact GPs, Consultant secretaries, Contact
Centres and Outpatient Departments to gather information to inform patients
exactly where they are in the system. We are able to find out if there has been a
delay or if a problem has arisen, and are often able to rectify the situation.

Choose & Book

Patients sometimes have problems with Choose and Book. PALS are able to
identify where the system has broken down. Recently a client had attempted to
cancel an appointment because of ill health. Attempts were also made by the
hospital and Choose And Book Appointment Line and finally the GP but without
success. The PALS officer identified that the GP surgery was responsible for
cancelling the appointment using the original „password‟. The delay had resulted
in a „Did Not Attend‟ being recorded against the patient which was distressing for
the patient and had cost implications for the Trust.

The Trust was able to identify a training issue and arranged to include a piece on
cancellation of appointments in the next issue of their monthly newsletter for
Choose & Book.

Lost property

There are many cases of lost property following stays in hospital and PALS
provides advice on how to follow hospital procedures in obtaining compensation
towards replacement items such as dentures, spectacles, hearing aids and items
of clothing. When these vital items are lost there is an impact on the patient‟s
ability to communicate and their general well being.


                                        15
‘Information on NHS and Health Related Matters’

One of the main functions of PALS is to provide up to date, accurate information
about specific local or national services and support agencies. We can also help
patients carers and families „negotiate‟ the range of NHS and social care services.

Officers give advice on an individual basis and also raise awareness and provide
information to groups through presentations and „drop‟in‟ sessions to organisations
including Age Concern, Escape, diabetes centres, local community groups, and
groups within sheltered housing. As well as promoting the PALS service,
information is provided on NHS services and how these can be accessed.
Questions are answered from individuals about NHS services such as: -
    “What is a PCT?”
    “How can I change my G.P.?”

PALS staff attend Patient Information Panels in many of the Trusts commenting on
the content, layout and distribution of leaflets and other information.

Quote from PALS client

“I was ill and feeling unable to cope. The misunderstanding at my GP’s
surgery was ironed out with diplomacy and tact. Many, many thanks.”




‘Information on and explanations of NHS Complaints Procedures and how to
get in touch with someone who can help’

As part of Standards for Better Health it is a core function of all healthcare
organisations to have systems in place to ensure patients relatives and carers
have suitable and accessible information about, and clear access to, procedures
to register a formal complaint. PALS staff provide advice and guidance on how to
make a formal complaint and how to access help and advice from support services
such as Independent Complaints Advocacy Service.


Quote from a PALS client

“.. my concerns were dealt with in a way which satisfied me without having
to enter into a full complaint”.


                                        16
‘Information on how you can get more involved with your own healthcare
and the NHS locally’

By explaining the role of PALS and other ways in which people can have a „voice‟
within NHS services, individuals and groups are better informed about patient and
public involvement. During this year PALS has talked to many groups within the
community. Specifically, PALS has been invited to several groups in the Willington
Quay area of North Tyneside and has had active representation in the Community
Forum and other community involvement groups.

Where appropriate PALS refer individuals and groups who have general areas of
concern to the relevant Patient & Public Involvement Forum and has had an active
role in explaining the opportunities for involvement within the Trusts which have
Foundation status.

Quote from a PALS client

“The whole process had been very good for myself as I feel I have been a
voice for people who don’t address problems for whatever reason”.
“I would recommend PALS to anyone with a problem.”




                                        17
‘Focal point for feedback from patients to inform service developments’

‘Early warning system for NHS Trusts, Primary Care Trusts and Patient and
Public Involvement Forums by monitoring trends and gaps in services and
reporting these to the Trust management for action’

PALS records and collates details of all contacts and concerns. Reports are
submitted to trusts North of the Tyne on a quarterly basis. Detailed information
about concerns is submitted to operational managers to assist with service
planning and development.

Summary reports are collated to include an analysis of any themes and trends and
detailed information about concerns is submitted to operational managers.

Reports are presented to clinical governance, quality groups and committees and
discussed within patient involvement and complaint risk and incident groups,
usually on a quarterly basis

Reports are presented to: -

Northumbria Healthcare                 Trustwide Complaints Monitoring Group
NHS Foundation Trust                   Individual Business Units

Newcastle upon Tyne Hospitals          Patient and Public Involvement sub
NHS Foundation Trust                   committee
Newcastle Primary Care Trust           Complaints Incidents & Risk
                                       Clinical Governance
North Tyneside Primary Care Trust      Complaints & Incidents Monitoring
                                       Clinical Governance
Northumberland Care Trust              Informal meeting to discuss raw data
                                       Clinical Care & Quality
Northumberland Tyne & Wear             Patient Focus Domain
NHS Trust                              Complaints sub group
North East Ambulance Service           Patient Involvement & Complaints
NHS Trust                              Clinical Governance

Northgate & Prudhoe NHS Trust          Clinical Governance
until Quarter 3




                                        18
Efforts are being made to ensure a robust mechanism for Trusts to identify areas
where improvement and changes have been made as a result of information
provided by PALS. This formulates evidence for the Trust to comply with Core
Standard C14c. The reports also assist Trusts with evidence for other Core
Standards, particularly within the Patient Focus Domain.

Quote from a PALS client

“(PALS) researched well and acted accordingly. My mother’s care plus staff
and patient safety was enhanced due to your intervention.”


PALS Officers are also part of the inspection team to monitor processes and
quality and regularly attend Patient Environment Action Team/Patient Environment
Action Group inspections and Essence of Care meetings.

Recently a PALS Officer was invited to „test run‟ the facilities for a new forensic
unit at St Nicolas Hospital in Newcastle (together with Trust staff) to identify any
potential problems and anticipate any concerns so that these could be resolved
before the service users took up residence. The Officer spent 24 hours at the unit,
using the many facilities available and was able to provide feedback to the Trust
from a service user perspective.


“Its not every PALS Officer who gets the chance to work a full day and a
night ….I thought the unit was beautiful, light, airy, carefully planned and
well constructed. I thought it would make a huge difference to both staff and
service users”.

After one week a service user stated –
“I have never felt better than this in the past 10 years”.’


Increasingly Trusts are developing systems to consider feedback from a range of
sources including; complaints, risk management, patient surveys and PALS to
provide a more complete picture of the patient experience. PALS is working with
Trusts to assist with the facilitation of this process.




                                         19
Actions 2006-2007


   Developing a strategic approach to promote and raise awareness of PALS to
    include activities to further promote PALS within trusts and independent
    providers to address issues raised.
  o Draft produced.


   Additional reporting on the basis of place of residence of the client.
  o Now incorporated in reports.


   Review the scope and remit of PALS and produce appropriate guidance.
  o Ongoing- awaiting information incorporated in guidance resulting from
    National Evaluation


   Clarify and disseminate the expectations of the role of „lead‟ PALS officer‟.
  o In Annual report and other information to trusts, discussed in staff meetings
    and in 1-1’s.


   Ensure that any outcome of National Evaluation is available to be
    incorporated into the description of PALS that is presented to
    Commissioners.
  o Letter to Chief Executives, interim report with ‘key messages,’ disseminated
    and made reference to in reports.




                                        20
Actions 2007-2008 stakeholder group

  • Review the terms of reference, role and function of „Consortium‟ group
  • Review membership of management group
  • Review „hosting‟ arrangements
  • Review name of service with respect to changes in constituent trusts
     (Foundation status, Northumberland Tyne & Wear NHS Trust and North East
     Ambulance Service NHS Trust)
  • Agree funding




Actions 2007-2008 operational

  • Ensure completion to changes to IT and implement new database
  • Implement communication, publicity and promotion strategy
  • Develop and implement information strategy
  • Complete review of roles and functions of staff team:-
     recruitment and selection
     review induction programme
  • Review the mechanisms in PALS to inform both the quality and involvement
     agendas and the provider and commissioning functions
  • Review reporting processes in response to changes in structures within
     constituent trusts
  • Develop reporting processes with respect to Northumberland Tyne & Wear
     NHS Trust
  • Review operational policy
  • Ensure involvement with the transition from PPI forums to LINks



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