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How can I collect patient feedback when I work in a managerial role and don’t see patients?

This case study will help if you:

  • don’t have any contact with patients
  • deliver healthcare to a patient population rather than to individual patients.

Key points to consider

  • If you don’t see patients you still need to collect feedback on your performance and reflect on this at your appraisal. You will need to think more broadly about who can give you this sort of feedback.
  • Consider who you interact with in your day to day practice, beyond your immediate colleagues and who might be able to give helpful feedback on your performance on which to reflect.
  • If you're responsible for the healthcare of a patient population, rather than individual patients, think about how you might be able to get feedback from representatives of that population. For example, there may be lay members or patient representatives on boards, committees or groups you work with.
  • If you don’t see any patients, discuss this and any proposed alternatives with your appraiser or responsible officer. Your responsible officer may decide you don't need to collect the patient feedback aspect of the supporting information.
  • Use a feedback tool which is appropriate for those you are asking to give feedback.
  • Use an independent survey provider to process your feedback and give you a personalised summary report of your results.
  • Use this to reflect on what your feedback says about your practice, and discuss this at your appraisal. 

Scenario

Dr Jackson is Director of Public Health. He does not have direct contact with individual patients in the work he does. He's considering how to approach collecting patient feedback for revalidation.

How the doctor met our requirements

Dr Jackson discussed the revalidation requirements with his responsible officer who agreed that, as he does not see any patients as part of his work, he would not need to collect feedback from patients for his revalidation.

However, Dr Jackson recognised that in his role, he is responsible for the health of the entire population of the town he serves.

He also has regular contact with individuals who represent patient interests. He thought about existing mechanisms to communicate with representatives from the local population in the course of his work. 

He identified that his Health and Wellbeing Board and Health Improvement Group include lay members, such as from Local Healthwatch, who represent views of the local population.

He recognised that these colleagues would be able to give feedback, particularly on his interpersonal skills, to reflect on at appraisal.

He used the 360 feedback tool provided by his designated body to collect and process his feedback. Because the process is anonymous, the tool didn’t let him differentiate between feedback from his clinical and lay colleagues. But Dr Jackson got useful insights from the free text comments into how he is perceived by non-clinical colleagues.

Dr Jackson received overwhelmingly positive feedback. He had previously found that managerial roles don’t allow for the immediate feedback you can get from a patient in a clinical context. He found the feedback very motivating. It also helped him to identify ways to tweak his communication style with members of the public.

Useful link

Faculty of Public Health revalidation guidance