Winner: Ealing PCT

The introduction of patient experience tracker handsets has shifted power to the front line, giving the public near-instantaneous feedback on services

Patient experience tracker handsets are one component of a patient feedback programme implemented by Ealing primary care trust, aimed at involving patients and the public in service redesign and encouraging them to take more responsibility for their own health.

Near-instantaneous feedback is being used to identify areas of improvement, encourage frontline staff, open a constant dialogue with patients and improve internal communications. More than 2,500 responses have been generated. This compares well with the average 585 replies for two earlier annual surveys.

The trackers have been used to measure and monitor service delivery in a number of community services and have already helped to enhance the quality of care, drive service improvement and measure patient satisfaction. Twelve handsets cost£17,000 - an investment the trust feel has more than paid for itself.

Shifting power to the front line has helped improve services and reduce inequalities. Inadvertent examples of poor patient care are revealed and addressed in a non-threatening manner.

The judges thought the PCT's achievements - demonstrating quantifiable and real improvements, based on almost instantaneous feedback among a diverse population - are at the core of health minister Lord Darzi's vision.

Patient experience, contact

Highly Commended: Imperial College Healthcare trust

This framework approach for achieving the objectives of the Tooke report into medical training recruits and trains junior doctors in management skills, under joint senior clinical and managerial supervision.

It aims for a data-driven service development and evidence-based management culture while creating a cohort of clinician-managers.

Clinical and organisational data is analysed to support service development through shared clinical and managerial priorities. This enhances understanding between senior clinicians and managers, reducing conflicts over the data used to support development.

True value of services, contact

Finalist: Derby City PCT

Quality and outcomes framework data from general practice, admission and mortality data and other relevant outpatient data has been produced as a folder for each practice within Derby City PCT.

This goes to practices and other community staff to show the variation between need, risk factor control and outcome for each practice population.

A follow-up meeting with clinicians, a public health physician and the practice pharmacist identifies key action points for work with that population to improve outcomes and reduce health inequalities. Outcomes - and relationships between practices and PCT - have improved.

General practice key performance indicators, contact

Finalist: Leeds PCT

The Leeds glaucoma equity profile uses a wide range of data sources, many collected routinely, to inform and direct local action for reducing health inequalities.

The profile shows the link between late presentation in glaucoma and socioeconomic status and older age. It highlights how poorly placed private high street optometrists in Leeds are when it comes to providing primary eye care services to communities at risk.

The findings are shaping PCT service specifications for commissioning community-based eye services and the Leeds and wider UK Vision Strategy action plans and also raising awareness that local providers must develop outreach and free sight tests in areas of high need.

Glaucoma profile, contact

Finalist: United Lincolnshire Hospitals trust

This project aims to consolidate information in the assessment of a specialty's performance - in terms of clinical effectiveness and the use of information to target service improvement and develop future plans.

The six-week process culminates in a half-day meeting between the chief executive, his team, specialty consultants and senior clinicians. At this, validated information is presented to demonstrate quality, effectiveness and best practice, and actions for future improvements are also agreed.

Specialties are now setting up systems to monitor outcomes in anticipation of their presentations.

Clinical effectiveness, contact