What s the problem
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What’s the problem? PowerPoint PPT Presentation


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What’s the problem?. ?. Everyone aims to do a good job, but. The subliminal message? More, more, more....... Faster, faster, faster...... And do it with less. Current State. System Outcomes. People Focused Outcomes. Staff Experience. Local surveys. Patient Groups. Financial

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What’s the problem?

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What s the problem

What’s the problem?

?


Everyone aims to do a good job but

Everyone aims to do a good job, but......

The subliminal message?

More, more, more.......

Faster, faster, faster......

And do it with less.......


Current state

Current State

System

Outcomes

People

Focused

Outcomes

Staff

Experience

Local

surveys

Patient

Groups

Financial

Performance

Access

Targets

Team

vitality

Better

Together

Complaints

4 hours

18 wks

Pulse

surveys

Bi-annual

survey


Comprehensive systematic measurement infrastructure

Comprehensive systematic measurement infrastructure

18 wks RTT

HSMR

4 hour A&E

HSMR

HSMR

4 hour

4 hour

18 wks

HSMR

HSMR

18 wks

4 hour

4 hour

18 wks

18 wks

NHS Board

NHS Board

NHS Board

NHS Board

NHS Board

NHS Board

NHS Board

But, where is care experience? The voice of the service user?


Future state

Future State

Measurement for Improvement

Care

Experience

System

Performance

Staff

Experience

Personal

goals

Real-time

feedback

Loved

Ones

System

Measures

System

outcome

Real-time

Feed

back

Staff

wellbeing

System

Measures

Team

vitality

Values

based

Reflect.

Pulse

surveys

System

Outcomes

System

outcomes

System

outcomes

Obs of

Care

Comp-

liments

Nothing

about

me

Must do

With Me


What s the problem

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


Focus on the people

Focus on the people......


What do the people want need

What do the people want & need?

NHS Scotland - The 6 Cs

  • Caring & Compassionate staff & services

  • ClearCommunication & explanation

  • EffectiveCollaborationbetween clinicians, patients & others

  • Clean and safe care environment

  • Clinical excellence


What s the problem

Aim Primary Drivers Secondary Drivers

Improved

Care Experience

Improved

Staff Experience

All health and

care

services are

centred

around people

Co-Production

Leadership


What s the problem

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


What s the problem

Person-Centred Health & Care: Care Experience

Aim

Primary Drivers

Secondary Drivers

  • 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

Person-centred care is everyone’s business

  • Reliable application of the five “Must do with Me” elements:

  • What matters to you? – Personal outcome goals agreed

  • Who matters to you? – Involvement of personal support network

  • What information do you need? - information is timely, full and understandable

  • Personalised contact – timing & method of contact with services is flexible

  • 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

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

  • 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

Physical & cultural environments support the delivery of person-centred care

  • 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:

    • People & interactions (conversations with people using & delivering service, observations of care, etc)

    • Environment of care (signage, way-finding, etc)


What s the problem

Person-Centred Health & Care: Care Experience

Aim

Primary Drivers

Secondary Drivers

  • 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

Person-centred care is everyone’s business

  • Reliable application of the five “Must do with Me” elements:

  • What matters to you? – finding out what’s important to people and using this info to collaboratively plan care

  • Who matters to you? – making it easy & routine for people to involve their personal support network if they choose

  • What information do you need? - information is timely, full and understandable & decisions are collaborative

  • Personalised contact – as much as is possible timing & method of contact with services is flexible

  • 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

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

  • 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

Physical & cultural environments support the delivery of person-centred care

  • 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:

    • People & interactions (conversations with people using & delivering service, observations of care, etc)

    • Environment of care (signage, way-finding, etc)


What s the problem

  • 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!


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