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{"sheet":"Workforce Domain","index":0,"n_rows":13,"n_cols":3,"rows_kept":13,"cut":false,"hidden":false,"merged":[[1,2,4,2],[5,2,8,2],[9,2,12,2],[1,0,1,1]]}
["Assessment Criteria",null,"RAG"]
["Infrastructure for sustainability"]
["•There is local workforce capability and the various individuals and groups within that local workforce are confident and trained in the new way of working. The workforce has access to appropriate on-going learning and support. Job descriptions, policies and procedures - including  reference to governance and accountability systems, reflect the new process, and communication systems - are in place. Facilities and equipment  - including clinic space and IT infrastructure - are all appropriate to sustain the new process. (Green)"]
["•There is local workforce capability but not everyone has had access to training to support the new way of working. The framework to provide on-going learning and support has been suggested but not fully agreed. Job descriptions, policies and procedures - including  reference to governance and accountability systems, and the communication system - are in the process of being developed. Facilities and equipment  - including clinic space and IT infrastructure - are all appropriate to sustain the new process. (Amber)"]
["•There is no local workforce capability and staff have not had access to training. The framework to provide on-going learning and support has been suggested but not agreed. Job descriptions, policies and procedures - including  reference to governance and accountability systems, and the communication system - are not yet in place. Facilities are not yet identified. (Red)"]
["Staff involvement and training to sustain the process "]
["•Key individuals and groups within the local workforce have been identified or involved from the beginning of the change process. They have helped to identify any skill gaps and have been able to access training and development so that they are confident and competent in the new way of working. These groups will include nurses, peer support staff,wellbeing support roles and GPs. (Green)"]
["•Most  key individuals and groups within the local workforce have been identified or involved from the beginning of the change process. They have helped to identify any skill gaps but they have not yet had the training and development necessary. These groups will include nurses, peer support staff,wellbeing support roles and GPs. (Amber)"]
["•The key workforce have not been identified or involved from the beginning of the change process and have not had training or development in the new way of working. (Red)"]
["Local workforce behaviours toward sustaining the change"]
["•Key individuals and groups within the local workforce are able to share their ideas regularly and see these taken on board during the project. They believe that the change is a better way of doing things and have been empowered to run small scale test cycles (Plan, Do, Study, Act) e.g. testing patient experience of the new way of working. (Green)"]
["•Key individuals and groups within the local workforce are able to share their ideas regularly and see these taken on board during the project. There is some difference of belief that the change is a better way of doing things, but they have been empowered to run small scale test cycles (Plan, Do, Study, Act) e.g. testing patient experience of the new way of working. (Amber)"]
["•People do not feel they have been able to share their ideas. They do not believe that the change is a better way of doing things and they have not been empowered to run small scale test cycles (Plan, Do, Study, Act). (Red)"]

{"sheet":"System Domain","index":1,"n_rows":17,"n_cols":3,"rows_kept":17,"cut":false,"hidden":false,"merged":[[10,2,12,2],[14,2,16,2],[1,0,1,2],[5,0,5,2],[2,2,4,2],[6,2,8,2],[9,0,9,2],[13,0,13,2]]}
["Assessment Criteria",null,"RAG"]
["Fit with local system strategic aims and culture"]
["•The goals of the service are clear and have been shared widely. They are consistent with and support the local system’s strategic aims for improvement. The system has demonstrated successful sustainability of improvements before and has a ’can do’ culture. (Green)"]
["•The goals of the service are clear and have been shared widely. They are consistent with and support the local system’s strategic aims for improvement. The local system has struggled to demonstrate the ability to sustain improvements. (Amber)"]
["•The goals of the service are not clear and they have not been shared widely. They have not been linked with the local system’s strategic aims for improvement. The  local system has not previously demonstrated the ability to sustain improvements and does not have a ‘can do’ culture. (Red)"]
["Senior leadership engagement and support "]
["•System leaders are highly involved and visible in their support of the change process. They use their influence to communicate the impact of the work and to break down any barriers. Staff regularly share information with - and actively seek advice from - leaders. (Green)"]
["•System leaders are somewhat involved but not highly visible in their support of the change process. They use their influence to communicate the impact of the work but cannot be relied upon to break down any barriers if things get difficult. Staff typically don’t share information with - or seek advice from - leaders. (Amber)"]
["•System leaders are not involved or visible in their support of the change process. They have not used their influence to communicate the impact of the work or to break down any barriers. Staff typically do not share information with - or seek advice from - leaders. (Red)"]
["Community asset model approach engagement and support "]
["•Leaders/Co-ordinators are highly involved and visible in their support of the change process. They use their influence to communicate the impact of the work and to break down any barriers. Staff regularly share information with - and actively seek advice from - leaders. (Green)"]
["•Leaders/Co-ordinators are somewhat involved but not highly visible in their support of the change process. They use their influence to communicate the impact of the work but cannot be relied upon to break down any barriers if things get difficult. Staff typically don’t share information with - or seek advice from - leaders. (Amber)"]
["•Leaders/Co-ordinators are not involved or visible in their support of the change process. They have not used their influence to communicate the impact of the work or to break down any barriers. Staff typically do not share information with - or seek advice from - leaders. (Red)"]
["Infrastructure for transformation "]
["•There is identification of developing the community asset model further and that clearly demonstrates improving health outcomes for respiratory care. The service fully understands its different approach to traditional delivery of health care and ensures individuals are placed at the centre of decision making for changes to service delivery defined as co-production (Green)"]
["•There is identification of developing the community asset model further, and some evidence of improving health outcomes for respiratory care.  There is some limited evidence of individuals being involved in decision making and that could becdefined as pre-liminary co-production  (Amber)"]
["•The service has not identified further areas for development, or considered how they can further contribute towards improving respiratory care. There is no evidence of individuals being involved in decision making for continued service delivery  (Red)"]

{"sheet":"Process Domain","index":2,"n_rows":17,"n_cols":3,"rows_kept":17,"cut":false,"hidden":false,"merged":[[1,2,4,2],[5,2,8,2],[9,2,12,2],[13,2,16,2]]}
["Assessment Criteria",null,"RAG"]
["Benefits beyond helping patients "]
["•The change has a wide range of  local benefits beyond helping patients e.g. improving respiratory disease prevelence, reducing referrals to secondary care and/or access to earlier prevention aspects e.g vaccination uptake, smoking cessation. (Green)"]
["•The change has one or two local benefits beyond helping patients e.g. improving respiratory disease prevelence, reducing referrals to secondary care and/or access to earlier prevention aspects e.g vaccination uptake, smoking cessation services (Amber)"]
["•The benefits identified locally are only directed to helping patients. (Red)"]
["Effectiveness of the service to monitor health & wellbeing outcomes "]
["•There is a system in place to collect data and provide evidence of impact, including benefits analysis, monitoring of progress and  feedback loops to communicate the results. This includes being familiar with and compliance with the  NHS minimum information technology standards, and ensure (and be able to demonstrate) that they have the necessary systems and processes in place to comply with the NHS information governance requirements.  (Green)"]
["•There is a system in place to collect data and provide evidence of impact, and monitor progress and communicate the results.  However this information is not communicated more widely than the core project team. These systems are not set up to continue beyond the formal life of the initial phase of the HII implementation. (Amber)"]
["•There is only a very patchy system  in place to collect data or to monitor progress. There is no system in place to communicate the results. (Red)"]
["Credibility of benefits"]
["•Benefits of the change are widely communicated, immediately obvious, supported by evidence and believed by stakeholders. Staff including nurses, peer support workers, wellbeing support roles and GPs are able to fully describe a wide range of intended benefits of this initiative, and are committed to transforming the support available within the community for people with respiratory conditions. (Green)"]
["•Benefits of the change are not widely communicated or immediately obvious even though they are supported by evidence. Although there is some buy-in, there is no consensus of the benefits across stakeholders.  There is resistance to improving wellbeing and a focus on over medicalisation of care . (Amber)"]
["•Benefits of the change are not widely communicated, they are not immediately obvious and believed by stakeholders. There is no commitment to change. (Red)"]
["Adaptability of improved process"]
["•The improved process can be integrated/linked with - and even support - other local system changes e.g. referral pathways, link to voluntary care sector or interface services. It would not be disrupted if specific individuals or groups left the group. Its focus will continue to meet the improvement needs of our local organisation/population. (Green)"]
["•It would be difficult  to integrate or link the improved process to other local system changes. It would cause disruption if specific individuals or groups left the service e.g. dependency on specific expertise such as finance or digital. (Amber)"]
["•The improved process could not be integrated or linked to local system changes and it would be critical if specific individuals or groups left the project. (Red)"]