Putting Patients First: the NHS England business plan for 2013/14 – 2015/16

I’d like patients to have a voice, but also
have a fairness to have them included. Not just a number but they explain things to you.
Cause you need someone that’s like, interested as well to like know what you’re going through
and give you advice as well. There’s nothing specific I was expecting them to do, just
get on with the work and hopefully everything works out ok. To make sure that people are at the heart
of the health and care service in England we’ve devoted our first business plan to just
that purpose. Our business plan says that we will prioritise patients in every decision
we make, our objective is solely to improve the outcome for patients and our staff and
their experience of health and care in England. NHS England proposes to have a major focus
on quality. By quality I mean improving the effectiveness of the care that we offer, ensuring
that it’s delivered safely and that it is convenient and decent for patients. We’re
going to have a major focus on the things which kill the majority of our population,
cardio vascular disease, cancer, lung disease and liver disease. We’re also going to focus
on better provision of care for long term conditions in such a way that we can encourage
patients to take greater control over the diseases that they need help with. I’m here
for treatment for prostrate cancer, I’ve got to go through 37 treatments which is not daunting
but it’s worrying sometimes. I think they do a really good job at the moment and I’m
expecting them to continue to keep up the good work. We want good staff looking after people, like,
good training. It’s nice to see people actually on the wards like, talking to people as sometimes
you just don’t see them about. NHS England puts patients first, it is absolutely our
priority and it runs through everything we do. We want care to be provided that is compassionate,
that is based on high quality outcomes and a fantastic patient experience. We are truly
focused on making sure that happens to all of the patients that we serve. Our business
plan commits to that in terms of measuring care in that way and I introduced last December
the nursing strategy Compassion in Practice that sets out what we will do to improve care
for patients. This is Kieran, our youngest son, and that’s my husband John. I think when
you come, you don’t want passing from pillar to post to this department here to that department. Our job is to make sure we deliver the best
possible health care for the money the tax payer gives us but it’s also to make sure
that we build the NHS to be sustainable for the long term as we all age as a population.
Both of those things get you to the same place, we need people more engaged in their healthcare
and that means we need to have people who are more engaged in the design of that healthcare
which genuinely meets the needs of the public. We’ve got to create a visceral sense of improvement
and change and we’ve got to create a visceral sense that the NHS and social care system
that health belongs to the people. You have to start where people are at and no matter
how hard that is you have to value their language, you have to help them understand that they
have power in the system. A lot of people don’t feel that they have any power and they
disengage and that leads to misunderstanding about how they system actually works. Our
legacy should be that health belongs to the people. More communication and I’m going to
say resources but there is a lack of resources and there is so much they can actually do
but as long as it’s fairness and patients are involved in their treatment, that we don’t
make decisions without including those. I like people to explain things, I think even
now a lot of doctors, talk over you, use these big words and a nicer bedside manner. You’re
very vulnerable when you come in hospital and I think sometimes they take it, because
they’re dealing with it day in day out it might be your first experience. I think the
service is excellent, I think it would be a shame if we lost it. To prioritise patients and citizens in the
design and delivery of the health and care service in this country means we have to listen,
we have to learn how to listen. The patient revolution, the people revolution that we
are going to lead from now on is also an information revolution and in the business plan we really
do make very radical new commitments to transparency and information to support our ability to
properly listen to people as they go through the health and care service. A great NHS would
look like a customer at the centre of the NHS I think what is deeply encouraging is
that if everybody thought about customers rather than systems and processes. We have
to create a sense in which people have ownership of process, so they understand why the change
happens and they’re brought in to designing and delivering services and we have to create
equality of access, treatment and outcome.

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