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.