make an effort to bring voices who use the service. It may be that no further action is then and views from people in these required. groups into their thinking about how the health service should operate. 2.2.1 The health service Consumers help the Consumers have a unique This action links to Actions 2.2.2, 2.5.1, 2.8.1, 2.8.2, 2.9.1 organisation establishes strategic and/or operational perspective that can help you to and 2.9.2 and the same strategies can be used for all of mechanisms for planning of the organisation. identify opportunities for them. Rather than developing new procedures for each of engaging consumers improvement that might not these actions, it is important that you look at how and/or carers in the otherwise be apparent. partnerships can be streamlined and facilitated across the strategic and/or organisation. The strategies to address this action should operational planning for Health services are complex also be linked back to the overarching governance the organisation organisations with a range of framework required under Action 2.1.1. functions. You need to take a Strategies that can be used include one or more of the systematic approach to ensure following: that partnerships with including consumers on relevant committees consumers are embedded in the establishing one or more consumer advisory way that your health service committees does business. establishing less formal mechanisms such as critical friends groups holding planning days, workshops and forums with consumers conducting structured consultation processes holding focus groups with small groups of consumers or discussions with individuals in wards or waiting rooms holding meetings with local consumer and community groups. In addition, information the views of consumers is available from data held by the health service, such as patient experience surveys, reviews of complaints and real time feedback forms. These processes provide useful sources of information about the views of consumers, but should not comprise the only strategies used to build partnerships.
make an effort to bring voices and views from people in these groups into their thinking about how the health service should operate. who use the service. It may be that no further action is then required. 2.2.1 The health service organisation establishes mechanisms for engaging consumers and/or carers in the strategic and/or operational planning for the organisation Consumers help the strategic and/or operational planning of the organisation. Consumers have a unique perspective that can help you to identify opportunities for improvement that might not otherwise be apparent. Health services are complex organisations with a range of functions. You need to take a systematic approach to ensure that partnerships with consumers are embedded in the way that your health service does business. This action links to Actions 2.2.2, 2.5.1, 2.8.1, 2.8.2, 2.9.1 and 2.9.2 and the same strategies can be used for all of them. Rather than developing new procedures for each of these actions, it is important that you look at how partnerships can be streamlined and facilitated across the organisation. The strategies to address this action should also be linked back to the overarching governance framework required under Action 2.1.1. Strategies that can be used include one or more of the following: including consumers on relevant committees establishing one or more consumer advisory committees establishing less formal mechanisms such as critical friends groups holding planning days, workshops and forums with consumers conducting structured consultation processes holding focus groups with small groups of consumers or discussions with individuals in wards or waiting rooms holding meetings with local consumer and community groups. In addition, information the views of consumers is available from data held by the health service, such as patient experience surveys, reviews of complaints and real time feedback forms. These processes provide useful sources of information about the views of consumers, but should not comprise the only strategies used to build partnerships.
Standard-2-Tip-Sheet-4-what-is-the-rationale-and-intent-of-the-actions-in-Standard-2.docx