1. The Journey to ‘Outstanding’- one community’s experience

2. Good habits Clear Vision Realistic Timeframe

3. Basic adherence to process and policy System of continuous improvement
Good habits
Basic adherence to process and policy
System of continuous improvement

4. Good habits Basic adherence to process and policy
HR is critical, our staff must be supported and challenged to do the right thing
Make the processes and policies alive and useful
Establish processes as ‘routine and ritual’

5. Good Habits System of Continuous improvement
Different from an audit programme
Shows progress over time
Shows the source of improvement actions- training, other services etc, lots of things will not work, it will also show what has been tried and abandoned

7. Clear Vision Clarity of Aims
Externally benchmarked- CQC reports esp of outstanding services, benchmarked training, regional support visits and peer reviews
Person centred care/ principles of service

8. Realistic Timeframe Its about culture Shape your goals
Behaviours, interactions and atmosphere
Shape your goals
Low/high formality, hate/love projects and change, clearly defined roles/flexible, mature processes/immature processes
Realistic – cultural change takes time

9. Inspection Day Offer evidence in ‘cycles’ as well as systems
Separate the evidence out for ‘additionality’
Ensure evidence over time is available and visible

10. Finally
Sooner than you think the basics will be part of routine and you will be onto the creative and exciting part of the journey