2. What’s the problem?

3. Everyone aims to do a good job, but...... The subliminal message? More, more, more....... Faster, faster, faster...... And do it with less.......

5. Current State Staff Experience Team vitality Pulse surveys Complaints Bi-annual survey System Outcomes People Focused Outcomes Patient Groups Better Together Local surveys 4 hours 18 wks Financial Performance Access Targets

6. Comprehensive systematic measurement infrastructure NHS Board 18 wks RTT HSMR 4 hour A&E NHS Board 4 hour 18 wks HSMR 4 hour 18 wks HSMR 4 hour 18 wks HSMR 4 hour 18 wks HSMR But, where is care experience? The voice of the service user?

7. Obs of Care System Performance Staff Experience Real-time Feed back Team vitality Pulse surveys System Measures Personal goals Staff wellbeing Care Experience Real-time feedback Loved Ones Comp- liments Must do With Me Measurement for Improvement Values based Reflect. Nothing about me System Measures System Outcomes System outcomes System outcome System outcomes Future State

8. The feelings and emotions of the patients, under critical circumstances, require to be known and to be attended to, no less than the symptoms of their diseases. Medical Ethics, Thomas Percival, 1740-1804, English physician and author

9. Focus on the people......

10. NHS Scotland - The 6 Cs Caring & Compassionate staff & services Clear Communication & explanation Effective Collaboration between clinicians, patients & others Clean and safe care environment Clinical excellence What do the people want & need?

11. All health and care services are centred around people Aim Primary Drivers Secondary Drivers Improved Care Experience Improved Staff Experience Co-Production Leadership

12. Focus on...... Culture, culture, culture Values & behaviours High impact leverage points that will make a difference to the lived experience Reliable opportunities to personalise care “Must do with Me” elements Breakthrough series model Accelerate & share learning Spread Scale Momentum

13. By December 2015 people using services will have a positive experience and get the outcomes they expect Services are delivered in active, collaborative partnership with people Technical care is delivered reliably and based on person-centred principles Physical & cultural environments support the delivery of person-centred care AimPrimary DriversSecondary Drivers Reliable application of the five “Must do with Me” elements: 1. What matters to you? – Personal outcome goals agreed 2.Who matters to you? – Involvement of personal support network 3.What information do you need? - information is timely, full and understandable 4.Personalised contact – timing & method of contact with services is flexible 5.Nothing about me without me!- involved with communication, handovers and transitions at the level they choose Dignity and respect frame all communication and interaction with people who use our services. Teams test and adapt tools to measure and improve communication Technical care is delivered in alignment with “Person-Centred Principles” 1) Active, equal partnership 2) Information sharing is timely, open and complete 3) Participation in decisions 4) Collaboration in design & delivery of services Reliable application of the 5 “Must do with Me” elements Weekly environmental walk rounds & Observations of Care by: a) Leaders; b) facilities teams; c)Clinical teams d)Service user / volunteer groups using person- centredness checklist Walk-rounds & Observations focus on: 1.People & interactions (conversations with people using & delivering service, observations of care, etc) 2.Environment of care (signage, way-finding, etc) Person-Centred Health & Care: Care Experience Person-centred care is everyone’s business Distributed, values based leadership culture from the point of service delivery through to support staff, middle management and senior executives Values & behaviours form basis of recruitment, development & management of staff Reliable use of recognised tools to promote optimal team functioning Person-centred values & behaviours are evident in words & actions at all levels of leadership See also “Leadership” change package for key interventions & structures

14. By December 2015 people using services will have a positive experience and get the outcomes they expect Services are delivered in active, collaborative partnership with people Technical care is delivered reliably and based on person-centred principles Physical & cultural environments support the delivery of person-centred care AimPrimary DriversSecondary Drivers Technical care is delivered in alignment with “Person-Centred Principles” 1) Active, equal partnership 2) Information sharing is timely, open and complete 3) Participation in decisions 4) Collaboration in design & delivery of services Reliable application of the 5 “Must do with Me” elements Weekly environmental walk rounds & Observations of Care by: a) Leaders; b) facilities teams; c)Clinical teams d)Service user / volunteer groups using person- centredness checklist Walk-rounds & Observations focus on: 1.People & interactions (conversations with people using & delivering service, observations of care, etc) 2.Environment of care (signage, way-finding, etc) Person-Centred Health & Care: Care Experience Person-centred care is everyone’s business Distributed, values based leadership culture from the point of service delivery through to support staff, middle management and senior executives Values & behaviours form basis of recruitment, development & management of staff Reliable use of recognised tools to promote optimal team functioning Person-centred values & behaviours are evident in words & actions at all levels of leadership See also “Leadership” change package for key interventions & structures Reliable application of the five “Must do with Me” elements: 1. What matters to you? – finding out what’s important to people and using this info to collaboratively plan care 2.Who matters to you? – making it easy & routine for people to involve their personal support network if they choose 3.What information do you need? - information is timely, full and understandable & decisions are collaborative 4.Personalised contact – as much as is possible timing & method of contact with services is flexible 5.Nothing about me without me – people are involved with communications, handovers and transitions at the level they choose Dignity and respect frame all communication and interactions Teams test and adapt tools to measure and improve communication

15. Morally & ethically the right thing to do – its a basic human right! Reduces harm / provides early warning of harm We are under-utilising a valuable resource – people!