Doing the right thing when no-one is looking

1. Doing the right thing when no-one is looking Delivering the Quality Strategy Ros Moore Chief Nursing Officer for Scotland Douglas Murphy Senior Clinical Research Fellow, University of Dundee

2. Professionalism WorkstreamDelivering the Quality Strategy Why Professionalism is Important

4. Industrial age medicine Tertiary Professional Care Secondary Primary Information age health care Individual Self care Friends and family Self help networks Professionals as facilitators Professionals as true partners Professionals as authorities

5. Restore Public Confidence Reframe public perceptions & expectations of professionalism

6. Stated values versus behaviours Managers & staff Staff to staff Staff & patients

7. Captured on Face book, the food-fighting nurses at Stafford General hospital where 1,200 diedBy Andy Dolan Student Who Created Face book Group Critical of Teacher Sues High School Over Suspension

8. Restore Pride Identity & Purpose DH Workforce Survey 2007/8

9. Restore co Restore Confidence manage acceptable risk & challenge defensive accountability

10. Why Professionalism Gives continuity & helps us adapt to change Professionalism is not only a skills set in a given occupation; it is an ineffable something ... Larkin 2010

11. Professionalism WorkstreamDelivering the Quality Strategy • Purpose of work • What does professionalism look like? • Communicating the message • Facilitating the message • Measuring the message

12. Purpose of WorkDelivering the Quality Strategy • Contribute to the Quality Strategy • Build on evidence of professionalism and promote Quality Improvement • Enhance person –centredness • Benefit service users and providers • Recommendations to Coordinating Council NHSS on communication/ facilitation/ measurement of professionalism

13. What Does Professionalism Look Like?Delivering the Quality Strategy • Behaviours, attitudes, values • Relationships • Context • Unites • Builds

14. Communicating the MessageDelivering the Quality Strategy • Everyone • All healthcare staff • Patients • Public

15. Facilitating the MessageDelivering the Quality Strategy • Public • Personal • Cultural • Educational • Regulatory bodies • Employer

16. Delivering the Quality StrategyCycle of Insightful Practice Professionalism Professional Support Quality Feedback Insightful Practice Quality Improvement Development Needs Reflection on Credible Evidence from Practice

17. Measuring the Message • Understand the perceptions (experience) and agreement of how • well the attributes of professionalism are expected to be measured • by a range of possible feedback tools : • Individuals (staff, patients) • Teams • Different work-roles

18. Mapping Exercise

19. Existing tools used to measure aspects of professionalism in NMAHP • Self Assessed Questionnaires • Records of incidents of unprofessionalism • Knowledge and Skills Framework

20. Some potential tools used to measure aspects of professionalism from contexts other than NMAHP • Peer feedback • Conscientiousness Index (Feedback on Level of Conscientious-ness in behaviour) • External and Objective Feedback (based on patient care outcomes) • Personal Qualities Assessments (personality testing questionnaires) • Situational Judgement Tests (web scenario testing)

21. Some potential tools of team measurement (professionalism/ culture) • Self-assessed questionnaires by team members of own healthcare team • Patient / Family assessed questionnaires of healthcare team • NHS Staff Survey

22. Mapping Exercise