Learning and Examples
Example 1 - Co-Production Training Video
Example 2 – Renal Service Video
YouTube
Example 3 – Breast Care Unit Co-Design Case Study
Breast Care- Example 3
Click here to read more on patient involvement.
What the team said about their success:
Michelle Ellitts requested patient and public involvement in the development of the new Breast Care Unit at County Hospital. Following a discussion, we agreed on a phased approach: first gathering feedback on the existing unit and proposed plans for the new unit, and later seeking final input once the new unit was nearing completion. This approach enabled patients to share what worked well and what could be improved in the current unit, contribute ideas for the new design, and ultimately see how their feedback shaped the finished environment and make any final tweaks before the unit officially opened.
To ensure a broad range of perspectives, we engaged patients and members of the public through the Hospital User Group and local community organisations, including ‘Too Young to Pause’ and the Thomas Pocklington Trust ‘Sight Loss Council’. This ensured we captured insights not only from those who have used Breast Care Services before, but also from individuals with accessibility needs that we must be aware of. We conducted several visits to the existing unit to gather detailed feedback on patient experience, then sat down together to review the plans for the new unit over a cup of tea. In the months that followed, we toured the new unit, providing further feedback.
This project has ensured that the patient and public voice has been central to improving Breast Care Services. Insights gathered have informed enhancements both in the interim use of the “old” unit and in the design of the new unit. As a result, the new Breast Care Unit has been shaped to provide a calm, welcoming, clean, and supportive environment for patients that is accessible for all.
The feedback from those involved in the project has been overwhelmingly positive. Participants found it interesting to explore the units, rewarding to contribute to meaningful improvements, and especially valuable to be part of the entire process from start to finish. Michelle also highlighted that the involvement of patients and local people has been invaluable in ensuring the unit is designed to meet the needs of the community.
Why they chose to focus on this:
Patient and public involvement in the development of the Breast Care Unit was invaluable to ensure that it met the needs of the patients who would be using. Getting patients involved at the start of the project meant that they were involved in the whole process and we could make meaningful changes based off their input.
What did they do? When, where and for how long?
We took a 3 step approach: first gathering feedback on the existing unit and proposed plans for the new unit, and later seeking final input once the new unit was nearing completion. This approach enabled patients to share what worked well and what could be improved in the current unit, contribute ideas for the new design, and ultimately see how their feedback shaped the finished environment and make any final tweaks before the unit officially opened.
How did you engage with the team and service users?
To ensure a broad range of perspectives, we engaged patients and members of the public through the Hospital User Group and local community organisations, including ‘Too Young to Pause’ and the Thomas Pocklington Trust ‘Sight Loss Council’. This ensured we captured insights not only from those who have used Breast Care Services before, but also from individuals with accessibility needs that we must be aware of. We conducted several visits to the existing unit to gather detailed feedback on patient experience, then sat down together to review the plans for the new unit over a cup of tea. In the months that followed, we toured the new unit, providing further feedback.
What impact did you have? How did you know change was an improvement?
This project has ensured that the patient and public voice has been central to improving Breast Care Services. Insights gathered have informed enhancements both in the interim use of the “old” unit and in the design of the new unit. As a result, the new Breast Care Unit has been shaped to provide a calm, welcoming, clean, and supportive environment for patients that is accessible for all.
The feedback from those involved in the project has been overwhelmingly positive. Participants found it interesting to explore the units, rewarding to contribute to meaningful improvements, and especially valuable to be part of the entire process from start to finish. Michelle also highlighted that the involvement of patients and local people has been invaluable in ensuring the unit is designed to meet the needs of the community.
What was your key learning? Next Steps, plan to roll out more widely?
The learning was how important it is to involve patients and the public in the development of services from the start, rather than inviting them to comment at the end. It also helped to develop strong relationships with patients and the public as they were able to see their feedback being used. so they will be interested in supporting us again. We will share this learning and implement it into further projects.
What the team said about their success:
One of the most impactful initiatives I led as a Ward Manager was the implementation of the "5 Patients, 5 Questions" audit tool, originally developed by Tracy Mellor during her time as a Ward Sister. I introduced the audit on my ward to better understand the patient experience. By speaking directly with patients and asking a series of simple questions, we gained valuable insight into the effectiveness of our communication and engagement practices.
The results were both surprising and concerning. The audit revealed that 93% of patients did not know the name of the staff member responsible for their care. This highlighted a significant gap between our intentions as healthcare professionals and the experience of our patients.
Rather than viewing this as a negative finding, I saw it as an opportunity to drive improvement. I shared the results with the ward team and used the data to initiate conversations about the importance of introductions, patient engagement, and person-centred care. We reinforced the principles of the #HelloMyNameIs campaign, encouraged staff to clearly introduce themselves at every interaction, and embedded discussions about patient communication into safety huddles and team meetings. The initiative was inspired by the late Dr Kate Granger's #HelloMyNameIs campaign, which highlighted the importance of healthcare professionals introducing themselves to patients and creating meaningful human connections.
As a result, staff awareness increased, communication improved, and patients reported feeling more informed about who was caring for them. The initiative helped foster a culture where compassionate communication was recognised as being just as important as clinical care.
This project demonstrated how a simple audit can uncover important insights and drive meaningful change. It also reinforced my belief that listening to patients and using evidence to inform practice are essential components of effective leadership and continuous improvement.
Example 4: Ward 113 Respiratory
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Ward 113 Respiratory (Example 4)
Why they chose to focus on this:
I chose to focus on this area because effective communication is fundamental to delivering safe, compassionate, and person-centred care. The work was inspired by Dr Kate Granger's #HelloMyNameIs campaign, which highlighted the importance of healthcare professionals introducing themselves and building meaningful connections with patients. I wanted to understand whether our patients knew who was responsible for their care and whether our communication was meeting their needs.
Background
The initiative originated from Tracy Mellor, who developed the "5 Patients, 5 Questions" approach whilst working as a Ward Sister. She later shared the methodology with me when I became a Ward Manager. The concept was simple but powerful: regularly speaking with patients and asking a small number of focused questions to gain real-time feedback about their experience of care.
What was your aim?
My aim was to assess the quality of our patient communication and identify opportunities for improvement. Specifically, I wanted to understand whether patients knew who was caring for them and felt involved in their care journey.
I also wanted to:
Measure the effectiveness of staff introductions.
Improve patient experience and engagement.
Promote the principles of the #HelloMyNameIs campaign.
Use patient feedback to drive meaningful changes in practice.
Strengthen person-centred care across the ward.
What tools did you use?
I used the "5 Patients, 5 Questions" audit tool to gather feedback directly from patients. This involved speaking to patients at the bedside and recording their responses to a standard set of questions.
The audit findings were then:
Analysed to identify themes and trends.
Shared with the ward team to raise awareness.
Used to inform improvement actions around staff introductions and communication.
Monitored through repeat audits and ongoing patient feedback.
The initial audit identified that 93% of patients did not know the name of the staff member looking after them, providing clear evidence that improvements were needed. This data enabled me to engage the team, implement targeted interventions, and reinforce the importance of introducing ourselves to every patient, every time. The initiative ultimately supported improvements in communication, patient experience, and the quality of care delivered on the ward.
What did they do? When, where and for how long?
As a Ward Manager, I implemented the "5 Patients, 5 Questions" initiative on my ward to assess the quality of communication and patient experience. The initiative was inspired by Dr Kate Granger's #HelloMyNameIs campaign and was shared with me by Tracy Mellor, who had originally developed the approach as a Ward Sister.
The audit was undertaken over a one-month period, during which I conducted patient interviews twice a day. Each day, I spoke directly with a sample of patients on the ward and asked the same five questions about their experience of care. This allowed me to gather real-time feedback from a broad range of patients and identify any recurring themes or concerns. The information collected was reviewed and analysed throughout the month. One of the key findings was that 93% of patients did not know the name of the member of staff responsible for their care. This highlighted a significant gap in communication and patient engagement.
Following the audit, I shared the findings with the ward team and led discussions on how we could improve. We reinforced the principles of #HelloMyNameIs, encouraged consistent staff introductions, and increased focus on ensuring patients knew who was caring for them. The initiative helped raise staff awareness, improve patient communication, and strengthen our commitment to person-centred care.
By undertaking the audit consistently twice daily for one month, I was able to collect robust patient feedback, use evidence to drive improvement, and demonstrate the positive impact that small changes in communication can have on the patient experience.
How did you engage with the team and service users?
Engagement with both the ward team and service users was central to the success of the initiative.
With service users, I personally conducted the "5 Patients, 5 Questions" audit twice daily over a one-month period, speaking directly with patients at their bedside. This approach allowed patients to share honest feedback about their experience and gave them a voice in shaping improvements to care. By listening to patients and acting on their feedback, they became active partners in the improvement process.
With the ward team, I shared the purpose of the initiative from the outset, explaining the link to Dr Kate Granger's #HelloMyNameIs campaign and the importance of understanding the patient experience. Once the audit findings were available, I presented the results to the team and facilitated open discussions about the barriers to effective communication and the impact this could have on patients.
The finding that 93% of patients did not know the name of the staff member caring for them created a strong sense of ownership among the team. Together, we identified practical actions to improve introductions and patient engagement. These discussions took place during handovers, safety huddles, team meetings, and informal ward conversations, ensuring that communication remained a visible priority.
I maintained engagement by regularly sharing feedback, celebrating improvements, and encouraging staff to reflect on how small changes, such as introducing themselves and displaying their names clearly, could have a significant impact on patient experience. This collaborative approach helped create a culture where both staff and patients were involved in driving and sustaining improvement.
What impact did you have? How did you know change was an improvement?
To support and sustain these improvements, I worked with the team to introduce a practical solution. We ordered new bedside patient boards for every bed space, which display the patient's name and the names of the nurse and healthcare professionals caring for them. This provides patients and their families with a clear visual reminder of who is responsible for their care and helps staff keep this information updated throughout each shift.
I knew the changes were making a difference because:
The audit identified a clear baseline from which improvements could be measured.
Staff became more engaged and conscious of introducing themselves to patients.
Patients were better informed about who was caring for them.
Communication and patient engagement became a regular focus during handovers and team discussions.
The introduction of the new bedside boards provided a sustainable change that supported both patients and staff.
Most importantly, this work strengthened person-centred care by ensuring patients felt recognised, informed, and more involved in their care. It demonstrated how listening to patient feedback, engaging staff, and implementing practical solutions can result in meaningful and lasting improvements.
What was your key learning? Next Steps, plan to roll out more widely?
My key learning was that small changes in communication can have a significant impact on the patient experience. As healthcare professionals, we may assume that patients know who is caring for them, but the audit demonstrated that this was not always the case. The finding that 93% of patients could not identify the member of staff responsible for their care highlighted the gap between what we believed was happening and the reality experienced by patients.
The project reinforced the importance of:
Listening to patients and using their feedback to drive improvement.
Using data to challenge assumptions and identify opportunities for change.
Engaging staff in solutions rather than focusing on problems.
Ensuring that compassionate communication is embedded in everyday practice.
Recognising that person-centred care starts with something as simple as introducing yourself and explaining your role.
I also learned that sustainable change is more likely to be achieved when improvements are supported by practical tools and visible reminders.
Next Steps / Plan to Roll Out More Widely
To ensure the improvements are sustained, we have invested in new bedside patient information boards for every bed space, which will clearly display:
The patient's name.
The name of the registered nurse caring for them.
The names of key members of the multidisciplinary team involved in their care.
The next steps are to:
Continue auditing patient awareness of their care team through regular patient feedback.
Monitor the use and completion of the bedside boards.
Share the audit findings and learning across other wards and departments.
Present the project as an example of good practice within divisional and organisational quality improvement forums.
Encourage other clinical areas to adopt the "5 Patients, 5 Questions" approach to assess and improve communication with patients. (Examples here and here)
Align the initiative with the ongoing principles of #HelloMyNameIs and person-centred care.
By spreading the learning more widely, I hope to support a culture where every patient knows who is caring for them, feels involved in their care, and has a more positive healthcare experience. This project demonstrated that a simple question can lead to.