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Improving networked care


Conclusion

Several sites have made a promising start in a short period of time in implementing EBCD. Some have moved further and faster than others.  Service pressures and unplanned absence can be challenging when teams are trying to improve quality and find different ways to work with patients. Some teams manage to make progress despite these difficulties. It is important to reflect on what makes the difference.

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It is clear from these case studies that some of the teams are making headway because of confidence, enthusiasm and the willingness of key practitioners, despite not yet having all the critical success factors fully in place. The learning gained from sites where progress has been slower is also contributing to building confidence and equipping teams to be in a better position for future co-design work.

What is also common across all the teams is how they value having the time and other support to really listen to patients.

Some are beginning to move from ‘projects’ to seeking opportunities to use co-design approaches in a wide range of service developments. This is the first step in moving EBCD from a new initiative to business as usual.

It will not happen quickly, but if teams are given the time, resources and other support, there is plenty of evidence that the approach can be applied to its full potential across a networked care model significantly improving patient and staff experience.