{"text_format":"1","workbook":"xlsx","n_sheets":16,"sheets":["LANDING","Overview","Context","HOW TO USE","1. BUY-IN","2. INTERNAL RELATIONSHIPS, COLL","3. EXTERNAL RELATIONSHIPS","4. INFO SHARING AND GOVERNANCE","5. EQUITY AND EQUALITY","6. PERSON-CENTRED PRACTICE","7. RESOURCES-HUMAN AND FINANCE","8. EMBEDDING DATA IN PRACTICE","Data Validation","Current_Summary","PDF_Layout","Comparison"],"not_rendered":{"charts":25,"images":9,"macros":1,"external_links":0,"defined_names":1,"comments":0,"pivot_tables":0},"unopened":[],"bounds":{"document_bytes":16777216,"sheet_cells":100000,"rows_first":2000,"rows_last":500,"rows_between":2000,"halvings":0,"cell_chars":16384,"cell_head_chars":4096},"cells_cut":0,"cells_raw":0,"read":"whole","date_system":"1900"}

{"sheet":"LANDING","index":0,"n_rows":26,"n_cols":13,"rows_kept":26,"cut":false,"hidden":false,"merged":[[24,8,24,13]]}
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"Multi-professional Framework for Integrated Working"]
[null,"Development Matrix"]
[]
[]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,null,null,"Strategic Programme for Primary Care March 2024©"]
[null,null,null,null,null,null,null,null,null,null,null,null,"Version 4.3"]

{"sheet":"Overview","index":1,"n_rows":3,"n_cols":1,"rows_kept":3,"cut":false,"hidden":false,"merged":[]}
["PURPOSE OF THE MATRIX"]
[]
["Click here: MULTI-PROFESSIONAL FRAMEWORK RESOURCES"]

{"sheet":"Context","index":2,"n_rows":11,"n_cols":3,"rows_kept":11,"cut":false,"hidden":false,"merged":[[0,0,0,2],[1,0,1,2],[2,0,2,1],[2,2,3,2]]}
["PURPOSE OF THE MATRIX"]
["There is an important connection to be drawn between this DM and the fundamental principles of the Workforce Strategy for Health and Social Care. The strategy is underpinned by seven key themes which have been shaped by the engagement and consultation undertaken by Social Care Wales and Health Education and Improvement Wales. What we have provided here is a cross reference between those themes and this DM, to demonstrate and ensure there is alignment – the link to the relevant Domain and Indicator within this matrix is provided in the table below:"]
["Key components from the Workforce Strategy for Health and Social Care",null,"Links to Domains within this DM"]
["THEME","DESCRIPTOR"]
["1. An Engaged, Motivated and Healthy Workforce","By 2030, the health and social care workforce will feel valued, fairly rewarded and supported wherever they work","2, 6, 7, 8"]
["2. Attraction and Recruitment","By 2030, health and social care will be well established as a strong and recognisable brand and the sector of choice for our future workforce","7, 8"]
["3. Seamless Workforce Models","By 2030, multi-professional and multi-agency workforce models will be the norm","2, 3, 4"]
["4. Building a Digitally Ready Workforce","By 2030, the digital and technological capabilities of the workforce will be well developed and in widespread use to optimise the way we work, to help us deliver the best possible care for people.","4, 8"]
["5. Excellent Education and Learning","By 2030, the investment in education and learning for health and social care professionals will deliver the skills and capabilities needed to meet the future needs of people in Wales","7, 8"]
["6. Leadership and Succession","By 2030, leaders in the health and social care system will display collective and compassionate leadership.","1, 2, 7"]
["7. Workforce Supply and Shape","By 2030, we will have a sustainable workforce in sufficient numbers to meet the health and social care needs of our population","5, 7"]

{"sheet":"HOW TO USE","index":3,"n_rows":1,"n_cols":1,"rows_kept":1,"cut":false,"hidden":false,"merged":[]}
["HOW TO USE THE MATRIX"]

{"sheet":"1. BUY-IN","index":4,"n_rows":17,"n_cols":9,"rows_kept":17,"cut":false,"hidden":false,"merged":[[0,0,3,0],[5,0,5,6],[2,1,2,3],[0,1,0,5],[1,1,1,5],[2,4,2,5],[4,0,4,8],[3,7,3,8],[14,0,16,0],[11,0,13,0],[11,1,11,8],[12,1,12,8],[14,1,14,8],[13,1,13,8],[15,1,15,8],[16,1,16,8]]}
["Domain ","Descriptors: For each of the dimensions below, which statement below (S1-S5) best describes your current position? "]
[null,"It is important to note that there is an underlying logic in how the statements build on one another across the matrix. The statements are broadly incremental – moving along the boxes presupposes that forms of practice under the previous statement are included in the next one. "]
[null,"Darker shading against statements indicates that there is evidence that the statement has been fully achieved. ",null,null,"Lighter shading is an indication that some progress has been made in this domain, but that it remains a ‘work in progress’. "]
[null,"S1 ","S2 ","S3 ","S4 ","S5 ","N/A "]
["1. BUY-IN "]
["Most important & impactful data items: one system that supports people by putting them at the centre; agreed processes that enable seamless delivery between teams and services; co-ordinated service provision; strong leadership ",null,null,null,null,null,null,"LEVEL OF STATEMENT","Additional Comments"]
["1.1 | Connections with patients and the wider public ","Very limited public awareness of M-PW – there may be a view that this is cumbersome or unnecessary  ","Some public awareness of M-PW but this may not be fully understood or optimised ","Increased public awareness and understanding of MPW however many people may not be benefitting directly  ","Good public awareness and understanding of M-PW and its benefits – views are generally positive ","Public awareness and understanding of M-PW and its benefits leads to impacts on services delivered "]
["1.2 | Strategic and senior leader engagement ","Senior leaders are unaware of the work of the service and act in isolation without meaningful recourse to the work of the team ","Senior leaders have some awareness of the work of the M-PT and may involve some team members in a limited capacity ","Senior leaders have a good awareness of the work of the M-PT and usually involve the team in decision making ","Senior leaders have a comprehensive understanding of the M-PT and always consider and involve the team ","Senior leaders are actively engaged in the M-PT, understanding its impact and championing its value in collaboration with the team "]
["1.3 | Influence within key organisations (health board and/or local authority and/or third sector) processes ","Lack of influence within the key organisations – M-PT only follows what others are already doing ","M-PT begins to shape its identity albeit limited, and identify areas it would like to influence in future ","M-PT has some distinct policies however has not fostered its own identity and has some input to organisational processes ","Formation of distinct M-PT identity that begins to improve influence, status and standing ","Ownership over identity and ability to effectively influence organisational processes and policies because of this "]
["1.4 | Buy-in of other professionals ","Other professionals may lack understanding of the value of M-PW and are not invested in the process ","Other professionals have some, but limited understanding of the value of M-PW, and become engaged in M-PW ","Other professionals have a comprehensive understanding of M-PW and have a keen interest in the process ","Other professionals begin to actively invest and engage in M-PW as they have a comprehensive understanding of its benefits  ","Other professionals are actively invested and engaged in M-PW and are advocates for its continuation "]
[]
["TEST QUESTIONS FOR DOMAIN 1 ","WHAT IS THE PURPOSE OF THE PARTNERSHIP’S WORK? "]
[null,"▪  Who are the intended beneficiaries of your work together? "]
[null,"▪  What impact does your partnership want to have? "]
["(from RLFfP, Q1) ","▪  Who are you trying to influence?  "]
[null,"▪  How are you collaborating to develop your partnership’s purpose? "]
[null,"▪  When will you need to articulate the partnership’s vision and who needs to be involved in this? "]

{"sheet":"2. INTERNAL RELATIONSHIPS, COLL","index":5,"n_rows":17,"n_cols":9,"rows_kept":17,"cut":false,"hidden":false,"merged":[[0,7,2,8],[3,7,3,8],[4,7,4,8],[0,0,3,0],[4,0,4,6],[5,0,5,6],[2,1,2,3],[0,1,0,5],[1,1,1,5],[2,4,2,5],[15,0,16,0],[13,0,14,0],[13,1,13,7],[14,1,14,7],[15,1,15,7],[16,1,16,7]]}
["Domain ","Descriptors: For each of the dimensions below, which statement below (S1-S5) best describes your current position? "]
[null,"It is important to note that there is an underlying logic in how the statements build on one another across the matrix. The statements are broadly incremental – moving along the boxes presupposes that forms of practice under the previous statement are included in the next one. "]
[null,"Darker shading against statements indicates that there is evidence that the statement has been fully achieved. ",null,null,"Lighter shading is an indication that some progress has been made in this domain, but that it remains a ‘work in progress’. "]
[null,"S1 ","S2 ","S3 ","S4 ","S5 ","N/A "]
["2. INTERNAL RELATIONSHIPS, COLLABORATION AND COHESION "]
["Most important & impactful data items: supportive team climate; positive leadership; respect for others; shared vision; delivery of safe, high quality, effective care ",null,null,null,null,null,null,"LEVEL OF STATEMENT","Additional Comments"]
["2.1 | Internal leadership and culture ","Lack of leadership and lack of internal cohesion, results in an inability to collaborate ","Leadership is apparent however does not always meet the needs of staff, hindering cohesion and collaboration ","Consistent leadership begins to foster a culture of shared language, cohesion and collaboration ","Positive leadership allows staff to work collaboratively and leads to cohesion and shared language use most of the time ","Positive and supportive internal leadership that actively fosters cohesion, shared language and meaningful collaboration "," "]
["2.2 | Shared vision, common direction, culture and purpose ","Professionals within the team have greatly differing priorities and a lack of understanding of what matters to others ","Professionals within the team share some priorities but differ on others and have a basic understanding of what matters to others ","Professionals within the team largely share priorities. They engage with others to foster their understanding of what matters ","Professionals within the team have a comprehensive understanding of what matters for others and work together on key priorities ","Professionals within the team share vision and working culture, supporting each other to realise these joint aims and common good "," "]
["2.3 | Opportunities for meeting and discussion ","Limited opportunities to meet internally across professional groups leading to isolated and silo working within the team  ","Irregular opportunities to meet across professional groups so staff may engage with others, but may still act in isolation ","Regular but infrequent opportunities for staff to meet internally across groups – collaboration is sought but is inconsistent ","Consistent opportunities for staff to meet internally across groups leading to increased collaboration within the team ","Regular meetings internally and with other professionals within the team to discuss and maintain collaborative working "," "]
["2.4 | Networking with others ","Lack of active networking with others – M-PT may only reluctantly collaborate when approached to do so by others ","Limited networking between services and staff leading to limited collaboration opportunities ","Beginnings of consistent networking between staff members and services to develop connections ","Consistent networking attempts between staff members and services that fosters connections and collaboration ","Engagement in active networking, forming trusting connections and develops collaboration with others "," "]
["2.5 | Communication between professionals ","Professionals do not communicate outside of their team – service users may need to continually repeat themselves to other teams ","Professionals communicate with others when necessary (i.e. in the case of high risk situations) but do not do so regularly ","Consideration of establishing routes for communication with other professionals to begin risk sharing and avoid repetition ","Communication routes established leading to increased sharing between professionals ","Open and clear communication between professionals via established routes – no ‘repetition’ needed for those that the MPT is there to support "," "]
["2.6 | Flows through the whole system ","Services lack understanding of each other, do not speak the same ‘language’, and can be competitive leading to people ‘bouncing’ between them ","Services consider how they can better understand others in order to reduce people ‘bouncing’ between them ","Services communicate in order to understand one other, begin to share language, and discuss who is the ‘right’ service at the ‘right’ time for the person ","Services have a good understanding of one another and work towards a shared language – reduction in people ‘bouncing’ between services ","Services have a collaborative understanding of need, share a common language, and work together to ensure the right people access the right service in the first instance "]
[]
["TEST QUESTIONS FOR DOMAIN 2 ","WHAT IS THE DISTINCTIVE ROLE OF THIS PARTNERSHIP? "]
[null,"▪  How do you see your work leading to the change you want? "]
["(from RLFfP, Q2) ","▪  What other work is going on in your area/system on this topic? "]
[null,"▪  How is your work distinct from and related to that work, and what does it contribute? "]

{"sheet":"3. EXTERNAL RELATIONSHIPS","index":6,"n_rows":18,"n_cols":9,"rows_kept":18,"cut":false,"hidden":false,"merged":[[0,7,2,8],[3,7,3,8],[2,1,2,3],[0,0,3,0],[0,1,0,5],[1,1,1,5],[2,4,2,5],[15,0,17,0],[4,0,4,6],[5,0,5,6],[12,0,14,0],[12,1,12,7],[13,1,13,7],[14,1,14,7],[15,1,15,7],[16,1,16,7],[17,1,17,7]]}
["Domain ","Descriptors: For each of the dimensions below, which statement below (S1-S5) best describes your current position? "]
[null,"It is important to note that there is an underlying logic in how the statements build on one another across the matrix. The statements are broadly incremental – moving along the boxes presupposes that forms of practice under the previous statement are included in the next one. "]
[null,"Darker shading against statements indicates that there is evidence that the statement has been fully achieved. ",null,null,"Lighter shading is an indication that some progress has been made in this domain, but that it remains a ‘work in progress’. "]
[null,"S1 ","S2 ","S3 ","S4 ","S5 ","N/A "]
["3. EXTERNAL RELATIONSHIPS "]
["Most important & impactful data items: co-ordinated service provision; reduced risk of harm; the right person providing the right support at the right time; delivery of safe, high quality, effective care; trust and relationships between organisations ",null,null,null,null,null,null,"LEVEL OF STATEMENT","Additional Comments"]
["3.1 | Engagement with social services  ","No established routes of communication between MPT and social services – each working in isolation ","The M-PT has a means of communication with social services however this may be inconsistent or cumbersome, or too reliant on individuals ","The M-PT communicates with social services when necessary and has an established channel to do so ","The M-PT and social services are able to communicate with each other but may do so irregularly  ","Clear, consistent high-quality two-way communication between M-PT and social services leads to effective and efficient ways of working "," "]
["3.2 | Engagement with the third sector  ","Lack of understanding of the role of the third sector and no communication established with key partners ","Consideration of the role of third sector is undertaken and communication may be established via a third party ","The M-PT has a basic understanding of the role of the third sector and has a working relationship with key partners ","The M-PT has a good understanding of the importance of the third sector and engages in regular communication  ","Well established routes for open communication between primary care and third sector partners leading to joined-up, fluid working "," "]
["3.3 | Engagement with secondary care / community hospitals ","Service and key parts of secondary care / community hospitals only communicate when required, and lack understanding of one another ","Service and key parts of secondary care / community hospitals communicate irregularly and this may be cumbersome for them – they have a basic understanding of each other ","Service and key parts of secondary care / community hospitals establish a route for communication to increase understanding and reduce burden ","Service and key parts of secondary care / community hospitals communicate regularly through a consistent route and have a decent understanding of one another ","Service and key parts of secondary care / community hospitals communicate effectively through an established route and have an excellent understanding of one another "," "]
["3.4 | Engagement with primary care ","Service and key parts of primary care only communicate when required, and lack understanding of one another ","Service and key parts of primary care communicate irregularly and this may be cumbersome for them – they have a basic understanding of each other ","Service and key parts of primary care establish a route for communication to increase understanding and reduce burden ","Service and key parts of primary care communicate regularly through a consistent route and have a decent understanding of one another ","Service and key parts of primary care communicate effectively through an established route and have an excellent understanding of one another "," "]
["3.5 | Engagement with other key stakeholders [only if additional and relevant to 3.1, 3.2, 3.3] ","Low quality and limited relationships with other important stakeholders  ","Growing awareness of other stakeholders of the importance and function of the M-PT ","Emergence of key contacts and partners who have an understanding of the aim and purpose of the M-PT  ","Good quality relationships in place, but are not optimised - constraints are still in place around the partners ","Effective relationships and networks established in order to further aims of the M-PT "," "]
[]
["TEST QUESTIONS FOR  DOMAIN 3  ","WHO ARE THE PARTNERSHIP’S MEMBERS AND STAKEHOLDERS? "]
[null,"▪ How are you learning about the knowledge, skills, perspectives, interests, connections and wider resources that your members bring? "]
[null,"▪ Who are your stakeholders, and how are you engaging them in your work? "]
["(from RLFfP, Q3)","▪  What are your accountabilities and how might that impact on making decisions?  "]
[null,"▪  What do changes in your membership mean for the range of skills, knowledge, and perspectives, and your capacity to work towards your purpose?  "]
[null,"▪  How can you create regular spaces in which informal and personal connections can develop among members? "]

{"sheet":"4. INFO SHARING AND GOVERNANCE","index":7,"n_rows":20,"n_cols":9,"rows_kept":20,"cut":false,"hidden":false,"merged":[[4,7,4,8],[3,7,3,8],[0,7,2,8],[17,0,19,0],[13,0,16,0],[0,0,3,0],[4,0,4,6],[5,0,5,6],[2,1,2,3],[0,1,0,5],[1,1,1,5],[2,4,2,5],[13,1,13,7],[14,1,14,7],[15,1,15,7],[16,1,16,7],[17,1,17,7],[18,1,18,7],[19,1,19,7]]}
["Domain ","Descriptors: For each of the dimensions below, which statement below (S1-S5) best describes your current position? "]
[null,"It is important to note that there is an underlying logic in how the statements build on one another across the matrix. The statements are broadly incremental – moving along the boxes presupposes that forms of practice under the previous statement are included in the next one. "]
[null,"Darker shading  against statements indicates that there is evidence that the statement has been fully achieved. ",null,null,"Lighter shading is an indication that some progress has been made in this domain, but that it remains a ‘work in progress’. "]
[null,"S1 ","S2 ","S3 ","S4 ","S5 ","N/A "]
["4. INFORMATION SHARING AND GOVERNANCE "]
["Most important & impactful data items: using shared IT systems, agreed processes that enable seamless delivery between teams and services; one system that supports people by putting them at the centre ",null,null,null,null,null,null,"LEVEL OF STATEMENT","Additional Comments"]
["4.1 | Appropriate IT systems access ","Service does not have the appropriate level of access to relevant IT systems and may indeed lack access altogether ","Service has inconsistent level of access to some IT systems and may still lack access to others ","Service has some access to all relevant IT systems however may not always have the access required (i.e. read only) ","Service has requisite level of access to most relevant IT systems ","Service has requisite level of access to all relevant IT systems – which alleviates staff burden "," "]
["4.2 | Communication between IT systems ","IT systems are isolated and unable to communicate with one another leading to high duplication of information ","IT systems may have some communication between one another however this may be cumbersome to use and does not reduce duplication ","IT systems are usually able to communicate between one another however some duplication is still needed ","IT systems communicate effectively however are not inter-operable, and so a small amount of duplication may be needed ","IT systems are entirely interoperable between services and agencies removing the need for duplication  "," "]
["4.3 | Record keeping  ","Record keeping is suboptimal leading to questions over whether information and data is gathered effectively  ","Record keeping is usually consistent however there are irregularities in this between professionals ","Record keeping is consistent but basic and does not always provide the required level of detail ","Record keeping is consistent and clear however small amounts of data may still be missed when passed to other professionals ","Robust and reliable record keeping that allows data to be safely passed between professionals with ease "," "]
["4.4 | Confidentiality and consent ","Lack of clear guidance on confidentiality and consent – people are unaware of how to share information  ","Limited guidance provided to staff on confidentiality and consent however staff lack confidence in their knowledge of these processes ","Basic confidentiality and consent guidance provided to staff who have the confidence to explain this to others ","Clear confidentiality and consent procedures that all staff are familiar with and confident in their use ","Clear, cohesive guidance on confidentiality and consent between services that professionals have high confidence in, and that secures the safety of people  "," "]
["4.5 | Clear policies and procedures ","Lack of cohesive team policy and procedure leading different professionals taking different actions ","Consideration of team policy and procedure to standardise the actions of different professionals ","Basic policy and procedure implemented throughout the team however some professionals may lack clarity and still act differently  ","Good team policy and procedure that all members of the team have some understanding of ","Clear M-PT-specific policy and procedure that all team members understand and follow, regardless of employer "," "]
["4.6 | Robust systems for information governance ","Information governance is not given sufficient focus and is a significant barrier to successful M-PW ","More attention is paid to the requirements of information governance, but this is very much still work in progress ","Information governance has a growing place with the MPT and is understood by all partners and given increasing attention ","Systems and procedures are in place which facilitate good information governance, but room for improvement exists ","Information governance is a top priority for the M-PT and is a key enabler of being able to work effectively as a team "," "]
[]
["TEST QUESTIONS FOR DOMAINS 4, 5 AND 6 ","HOW IS WORKING BEING SHARED AND RECOGNISED? "]
[null,"▪  How will you come together as a partnership in ways that take account of everyone’s capacities and preferences? "]
[null,"▪  Do you have a lead, and what is their role? Has this been agreed collectively? And is it congruent with your values as a partnership? "]
[null,"▪  How will you communicate between meetings? Which other modes could be useful?  "]
["(from RLFfP, Q4) ","▪  How will you ensure that power differentials between members are recognised and all voices are equally heard in conversations?  "]
[null,"▪  Do smaller voluntary, community and social enterprise organisations need to be reciprocated for their time? What are the different forms this could take? "]
[null,"▪  How will you hold yourselves to account for whether you are working in the ways you have agreed? "]

{"sheet":"5. EQUITY AND EQUALITY","index":8,"n_rows":17,"n_cols":9,"rows_kept":17,"cut":false,"hidden":false,"merged":[[0,7,2,8],[3,7,3,8],[4,7,4,8],[0,0,3,0],[4,0,4,6],[5,0,5,6],[2,1,2,3],[0,1,0,5],[1,1,1,5],[2,4,2,5],[13,0,16,0],[10,0,12,0],[10,1,10,7],[11,1,11,7],[12,1,12,7],[13,1,13,7],[14,1,14,7],[15,1,15,7],[16,1,16,7]]}
["Domain ","Descriptors: For each of the dimensions below, which statement below (S1-S5) best describes your current position? "]
[null,"It is important to note that there is an underlying logic in how the statements build on one another across the matrix. The statements are broadly incremental – moving along the boxes presupposes that forms of practice under the previous statement are included in the next one. "]
[null,"Darker shading  against statements indicates that there is evidence that the statement has been fully achieved. ",null,null,"Lighter shading is an indication that some progress has been made in this domain, but that it remains a ‘work in progress’. "]
[null,"S1 ","S2 ","S3 ","S4 ","S5 ","N/A "]
["5. EQUITY AND EQUALITY "]
["Most important & impactful data items: respect for others, supportive team climate, valuing the peoples voice; the right person providing the right support at the right time; a happy workforce having a positive impact on patient outcomes ",null,null,null,null,null,null,"LEVEL OF STATEMENT","Additional Comments"]
["5.1 | Geographical equity ","Unwarranted ‘postcode lottery’ with regard to opportunities and service provision ","Consideration given to equity across areas however service provision is still inconsistent  ","Beginnings of enacting equity across areas leading to increased consistency in service provision  ","Service provision and opportunities are broadly equitable across areas, however slight variation is still present  ","Service provision and opportunities are entirely equitable across different areas  "]
["5.2 | Managing capacity ","Capacity is improperly managed leaving team members with undue variation of available time  ","Capacity of staff members is considered and there is a beginning of the management of this  ","Capacity is managed across the team to an extent, however it is highly variable (e.g. it is ‘vulnerable’ to annual leave or sickness) ","Capacity is usually well managed and fair however slight variation across staff members is present ","Team members feel that capacity is managed fairly and that there is equitable allocation across the M-PT, even in the case of absences  "]
["5.3 | Parity of esteem ","Different roles are treated with differing levels of respect and not trusted or given equal opportunities to develop relationships with others ","All roles are shown some respect and are valued to an extent but are not given equitable opportunities to others ","All roles are shown equitable respect and value in the majority of cases – opportunities to collaborate are encouraged but are inconsistent across roles ","All roles are shown equitable respect and value, though may have some slight differences in their opportunities to collaborate or develop relationships ","All roles are respected, valued, and given equal status with the M-PT  "]
[]
["TEST QUESTIONS FOR DOMAINS 4, 5 AND 6 "]
[]
[null,"▪  Do you have a lead, and what is their role? Has this been agreed collectively? And is it congruent with your values as a partnership? "]
["(from RLFfP, Q4) ","▪  How will you communicate between meetings? Which other modes could be useful?  "]
[null,"▪  How will you ensure that power differentials between members are recognised and all voices are equally heard in conversations?  "]
[null,"▪  Do smaller voluntary, community and social enterprise organisations need to be reciprocated for their time? What are the different forms this could take? "]
[null,"▪  How will you hold yourselves to account for whether you are working in the ways you have agreed? "]

{"sheet":"6. PERSON-CENTRED PRACTICE","index":9,"n_rows":19,"n_cols":9,"rows_kept":19,"cut":false,"hidden":false,"merged":[[4,7,4,8],[3,7,3,8],[0,7,2,8],[0,0,3,0],[4,0,4,6],[5,0,5,6],[2,1,2,3],[0,1,0,5],[1,1,1,5],[2,4,2,5],[16,0,18,0],[12,0,15,0],[12,1,12,7],[13,1,13,7],[14,1,14,7],[15,1,15,7],[16,1,16,7],[17,1,17,7],[18,1,18,7]]}
["Domain ","Descriptors: For each of the dimensions below, which statement below (S1-S5) best describes your current position? "]
[null,"It is important to note that there is an underlying logic in how the statements build on one another across the matrix. The statements are broadly incremental – moving along the boxes presupposes that forms of practice under the previous statement are included in the next one. "]
[null,"Darker shading  against statements indicates that there is evidence that the statement has been fully achieved. ",null,null,"Lighter shading is an indication that some progress has been made in this domain, but that it remains a ‘work in progress’. "]
[null,"S1 ","S2 ","S3 ","S4 ","S5 ","N/A "]
["6. PERSON-CENTRED PRACTICE "]
["Most important & impactful data items: person receiving timely, coordinated, collaborative care; maximising peoples independence; enabling people to have involvement in their care; supporting people to live well; shared decision making with the person; better care and clarity for people and their families; person receiving care in a location and format that best meets their needs; accessible support and care; wanting to do right by the person; measuring service user perspective; more focus on early intervention ",null,null,null,null,null,null,"LEVEL OF STATEMENT ","Additional Comments"]
["6.1 | Focus and responsivity of the service ","A ‘tick box’ service is delivered without sufficient holistic consideration of the person being supported ","People’s needs are considered on commencement of the service, but M-PT offer may be insufficiently responsive ","Service flexibility and responsivity is provided in some, but not all, areas (e.g. number / length of appointments) ","Service is mostly flexible and responsive however some people may still feel this does not meet their outcomes ","Full flexibility and responsivity for the service to be adapted, within established parameters, to a person’s outcomes "," "]
["6.2 | Flexibility and responsivity of the practitioner ","Professionals only work within rigid guidelines and are not able to provide a flexible and responsive service ","Professionals consider how they can start to provide flexible and responsive practice ","Professionals provide flexibility and responsivity in some, but not all, areas (i.e. in the groups they signpost) ","Professionals are considerate of and responsive to a person’s needs and adjust the service offer within the bounds of their knowledge ","Professionals are confident and knowledgeable and able to provide a fully flexible and responsive service offer "," "]
["6.3 | Clear definition of professional roles  ","Lack of role definition leads to tension / confusion regarding responsibilities within the team ","Some roles may have definition however there is limited understanding of this among others ","All roles have a definition however there may not be clearly defined boundaries/responsibilities established for these ","Good definition of professional roles with a good understanding from others of what this entails ","Clearly defined professional roles and boundaries that all team members understand, respect, trust and value"," "]
["6.4 | Feedback from people supported by the service ","People are given limited opportunity to give their feedback to the M-PT – coproduction of the service model is very limited ","People have some opportunity to give feedback however they often do not as feedback is not usually implemented or acted upon ","People are usually asked to provide service feedback- this is easy to give, sometimes implemented, but there is variation in this ","People are always asked to provide service feedback, or contribute to co-production - this is easy to give and usually implemented and acted upon ","People are actively encouraged, and want, to provide evidence to actively co-produce the service, which is easy to give, and always acted upon "," "]
["6.5 | Communication and language preferences ","The communication approach of the M-PT is determined by those employed to run it, paying little regard to the communication and language preferences of people ","People may be asked about their communication and language preferences however their preference is not often implemented ","People are always asked about their preferred communication and language but there is variation in the implementation of this ","People’s communication and language preferences are always considered and acted upon in the majority of cases ","People are able to converse fluently in their language of choice with practitioners, enabling their care and support to be truly personcentred "," "]
[]
["TEST QUESTIONS FOR DOMAINS 4, 5 AND 6 ","HOW IS WORKING BEING SHARED AND RECOGNISED? "]
[null,"▪  How will you come together as a partnership in ways that take account of everyone’s capacities and preferences? "]
[null,"▪  Do you have a lead, and what is their role? Has this been agreed collectively? And is it congruent with your values as a partnership? "]
[null,"▪  How will you communicate between meetings? Which other modes could be useful?  "]
["(from RLFfP, Q4) ","▪  How will you ensure that power differentials between members are recognised and all voices are equally heard in conversations?  "]
[null,"▪  Do smaller voluntary, community and social enterprise organisations need to be reciprocated for their time? What are the different forms this could take? "]
[null,"▪  How will you hold yourselves to account for whether you are working in the ways you have agreed? "]

{"sheet":"7. RESOURCES-HUMAN AND FINANCE","index":10,"n_rows":19,"n_cols":9,"rows_kept":19,"cut":false,"hidden":false,"merged":[[0,7,2,8],[3,7,3,8],[4,7,4,8],[0,0,3,0],[4,0,4,6],[16,0,18,0],[14,0,15,0],[0,1,0,5],[1,1,1,5],[2,1,2,3],[2,4,2,5],[5,0,5,6],[14,1,14,7],[15,1,15,7],[16,1,16,7],[17,1,17,7],[18,1,18,7]]}
["Domain ","Descriptors: For each of the dimensions below, which statement below (S1-S5) best describes your current position? "]
[null,"It is important to note that there is an underlying logic in how the statements build on one another across the matrix. The statements are broadly incremental – moving along the boxes presupposes that forms of practice under the previous statement are included in the next one. "]
[null,"Darker shading  against statements indicates that there is evidence that the statement has been fully achieved. ",null,null,"Lighter shading is an indication that some progress has been made in this domain, but that it remains a ‘work in progress’. "]
[null,"S1 ","S2 ","S3 ","S4 ","S5 ","N/A "]
["7. RESOURCES – HUMAN AND FINANCIAL "]
["Most important & impactful data items: staff wellbeing; staff satisfaction; a happy workforce having a positive impact on patient outcomes; staff retention; empowering staff to work more effectively  ",null,null,null,null,null,null,"LEVEL OF STATEMENT","Additional Comments"]
["7.1 | Staff retention ","High staff turnover and the use of agency/locums creates difficulty in maintaining multi-professional relationships ","Moderate turnover of staff meaning a high use of agency/locums is still necessary, though some staff may be able to form relationships with others ","Variation in staff turnover (i.e. some roles have better retention than others) leading to variability in ability to form multi-professional relationships ","Generally low staff turnover that fosters positive multiprofessional relationships and keeps the use of agency/locums minimal ","Low staff turnover and high retention leading to sustained, and trusting multiprofessional relationships "," "]
["7.2 | Staff recruitment ","High number of staff vacancies that places significant additional pressure on existing staff (e.g. increased caseloads) ","Moderate number of staff vacancies that places additional pressure on existing staff ","Staff vacancies are present however the burden placed on existing staff is manageable until these are recruited to ","Staff vacancies are usually kept minimal or recruited to in a timely manner so any additional staff burden is short lived ","All staff vacancies are recruited to so that the service can run at capacity sharing the burden across the M-PT  "," "]
["7.3 | Budget ","Insufficient budget allocation for M-PT and no budgetary allocation to facilitate multiprofessional working (e.g. to allow for protected time) ","Minimum budget allocation for sustainable service functioning and very limited budgetary allocation to facilitate M-PW ","Budgetary allocation is sufficient for the M-PT to function above its minimum requirements and provide some budgetary allocation for M-PW ","Budgetary allocation is sufficient for good service functioning including protected budget to facilitate M-PW ","Sufficient, long term sustainable budget that allows for ‘headroom’ and supports M-PW "," "]
["7.4 | Development of individual team ","Lack of development within the team leading to stagnation of service, and threats to M-PW ","Team development is considered however may not be acted upon at this stage ","Some team development is implemented though this may not be consistent, and may still hinder M-PW ","Consistent team development that allows the service to progress and is a facilitator to M-PW ","Proactive and consistent team development that fosters service innovation, leading to appropriate multiprofessional skill mix "," "]
["7.5 | Individual staff development ","Limited encouragement for professional development and may not be able to progress where wanted   ","Staff have limited opportunities to develop, may need to organise opportunities themselves and do not have any protected time for it ","Staff development is considered for those who want it however their development / learning opportunities may be decided without their input ","Staff have input into the opportunities they feel are importance and would enhance their role or foster progression – they have limited protect time for this ","Established professional development and progression opportunities provided – staff are willing and able to engage and have protected time for this "," "]
["7.6 | Space for physical co-location  ","Where co-location is recommended/required, there is very limited or no space for this to be achieved ","Co-location is available for some members of staff but not others, or is available inconsistently  ","Co-location is usually possible for most staff though may need advanced planning (e.g. a rota) ","Co-location can be achieved for all staff however some staff may be ‘crowded’ or lack their own space ","Co-location can be achieved with ease where needed, all staff have sufficient space for in person, co-located working "," "]
["7.7 | Virtual colocation ","Poor quality online working arrangements which act as a barrier to M-PW ","Online working arrangements are in place but are inconsistent or inoperable for some staff ","Online working arrangements work for most staff and allow for some level of M-PW ","All staff have access to online working arrangements and are able to use this to facilitate M-PW ","Effective and efficient working online which enables and enhances relationship development  "," "]
[]
["TEST QUESTIONS FOR DOMAINS 7 AND 8 ","HOW ARE YOU LEARNING AND ADAPTING? "]
[null,"▪  How are you balancing your attention between task delivery, how you are working together, and what you are learning? "]
["(from RLFfP, Q5) ","▪  What spaces and times do you have to reflect on your membership, purpose and ways of working? "]
[null,"▪  How are you holding yourselves to account for acting on what you are learning? "]
[null,"▪  How are you sharing learning in your wider networks? "]

{"sheet":"8. EMBEDDING DATA IN PRACTICE","index":11,"n_rows":18,"n_cols":9,"rows_kept":18,"cut":false,"hidden":false,"merged":[[4,7,4,8],[3,7,3,8],[0,7,2,8],[0,1,0,5],[1,1,1,5],[5,0,5,6],[4,0,4,6],[2,1,2,3],[2,4,2,5],[0,0,3,0],[15,0,17,0],[13,0,14,0],[13,1,13,7],[14,1,14,7],[15,1,15,7],[16,1,16,7],[17,1,17,7]]}
["Domain ","Descriptors: For each of the dimensions below, which statement below (S1-S5) best describes your current position? "]
[null,"It is important to note that there is an underlying logic in how the statements build on one another across the matrix. The statements are broadly incremental – moving along the boxes presupposes that forms of practice under the previous statement are included in the next one. "]
[null,"Darker shading  against statements indicates that there is evidence that the statement has been fully achieved. ",null,null,"Lighter shading is an indication that some progress has been made in this domain, but that it remains a ‘work in progress’. "]
[null,"S1 ","S2 ","S3 ","S4 ","S5 ","N/A "]
["8. EMBEDDING DATA IN PRACTICE "]
["Most important & impactful data items: measuring service user perspective; delivery of safe, high quality, effective care; valuing the peoples voice; trust and relationships between organisations; using shared IT systems; reduced risk of harm ",null,null,null,null,null,null,"LEVEL OF STATEMENT","Additional Comments"]
["8.1 | Culture of quality improvement and learning ","Minimal understanding of available systems for use in QI and learning. Practitioners focus on delivery without due consideration of service development ","Staff have some understanding of need to engage stakeholders in QI ","Service lead undertakes QI/learning due to lack of training in other staff members ","Evidence base is developed and presented as part of QI suggestions All staff members are able to contribute to QI on some level ","Well established relationships with stakeholders for quality improvement from the earliest possible opportunity. All staff have an involvement in the QI being undertaken  "," "]
["8.2 | Appropriate range of skills and systems  ","Some skills for quality improvement that vary between practitioners. Limited staff appreciation of the value of research/project management skills ","Staff may understand the value of skills, but not want to personally contribute ","Consideration of how to develop staff research skills and understanding (i.e. by providing training) ","Provision of a staff member able to effectively interpret, collect and deploy relevant data. Appropriate levels of research skills embedded across the team at all levels ","Practitioners of all levels are able to contribute to research and understand its value. Specific staff member in post to champion research and quality improvement as early as possible "," "]
["8.3 | Quality of data and evidence ","Quality of data gathered / evidence base (e.g. accuracy and consistency) is poor, and typically derived from secondary sources ","Quality of data and evidence base is variable across different parts of the service and is not used for service delivery ","Quality of data and evidence base is fair and consistent across the service, not all staff have an understanding of this and it is not always used in service delivery ","Good quality of data and evidence is gathered and understood by staff and usually informs delivery ","Ability to collect consistent, robust data from the service itself which is understood by staff through established feedback loops and informs core delivery "," "]
["8.4 | Embedding data in processes of improvement ","Data collection is limited and when carried out is not further utilised – little is learned from service data ","Data collection is variable across the service and is not usually meaningfully utilised  ","Data collection is consistent but basic and is not necessarily detailed enough to provide meaningful insights for utilisation ","Data collection is consistent and detailed enough to be meaningful. It is usually further utilised however there is slight variation in this ","Changes to the service are implemented based on the data gathered. Relevant and rich data is always collected and further utilised in auditing, research or service feedback leading to effective quality improvement "," "]
["8.5 | Shared learning between teams ","Teams develop and learn in isolation and may not share their learning with others, and consequently not improve ","Teams develop and learn in isolation however may share this with others for further improvement ","Teams begin to develop their learning together and usually share this between one another ","Teams consistently learn together and share knowledge however may not use this to inform their services in tandem with one another ","Collaborative learning and knowledge sharing between teams from ‘day one’ allowing them to develop in tandem, and inform core service planning and delivery "," "]
["8.6 | Co-production of service and quality improvement ","Limited interaction with those who use the service, and lack of opportunities to co-produce solutions ","Some opportunities for coproduction are present however this is usually at a basic level that may not impact service delivery ","Co-production is sometimes undertaken and responded to, however there is variation in this across the M-PT ","Co-production is consistently undertaken and valued, however the service may not be immediately responsive ","Effective mechanisms for learning from others and coproducing a more effective response to service challenges "," "]
[]
["TEST QUESTIONS FOR DOMAINS 7 AND 8 ","HOW ARE YOU LEARNING AND ADAPTING? "]
[null,"▪  How are you balancing your attention between task delivery, how you are working together, and what you are learning? "]
["(from RLFfP, Q5) ","▪  What spaces and times do you have to reflect on your membership, purpose and ways of working? "]
[null,"▪  How are you holding yourselves to account for acting on what you are learning? "]
[null,"▪  How are you sharing learning in your wider networks? "]

{"sheet":"Data Validation","index":12,"n_rows":7,"n_cols":1,"rows_kept":7,"cut":false,"hidden":true,"merged":[]}
["Score"]
[1]
[2]
[3]
[4]
[5]
["NA"]

{"sheet":"Current_Summary","index":13,"n_rows":45,"n_cols":17,"rows_kept":45,"cut":false,"hidden":false,"merged":[[32,0,38,0],[32,1,32,7],[33,1,33,7],[34,1,34,7],[35,1,35,7],[36,1,36,7],[37,1,37,7],[38,1,38,7],[39,0,44,0],[39,1,39,7],[40,1,40,7],[41,1,41,7],[42,1,42,7],[43,1,43,7],[44,1,44,7],[24,0,26,0],[24,1,24,7],[25,1,25,7],[26,1,26,7],[27,0,31,0],[27,1,27,7],[28,1,28,7],[29,1,29,7],[30,1,30,7],[31,1,31,7],[18,0,23,0],[18,1,18,7],[19,1,19,7],[20,1,20,7],[21,1,21,7],[22,1,22,7],[23,1,23,7],[13,0,17,0],[13,1,13,7],[14,1,14,7],[15,1,15,7],[16,1,16,7],[17,1,17,7],[1,0,1,21],[7,0,12,0],[7,1,7,7],[8,1,8,7],[9,1,9,7],[10,1,10,7],[11,1,11,7],[12,1,12,7],[2,1,2,7],[2,14,2,15],[3,0,6,0],[3,1,3,7],[4,1,4,7],[5,1,5,7],[6,1,6,7]]}
[null,null,null,null,null,null,null,null,1,2,3,4,5,"NA"]
["CURRENT SUMMARY"]
["Domain","Statement",null,null,null,null,null,null,"S1","S2","S3","S4","S5","N/A","Selected Level",null,"Comments "]
["1. Buy In","1.1 | Connections with the patients and the wider public",null,null,null,null,null,null,{"$f":"IF(I$1=$P4,$P4,\"\")","v":""},{"$f":"IF(J$1=$P4,$P4,\"\")","v":""},"","","","",{"$f":"_xlfn.IFS($I4=$I$1,'1. BUY-IN'!$B7,$J4=J$1,'1. BUY-IN'!$C7,$K4=K$1,'1. BUY-IN'!$D7,$L4=L$1,'1. BUY-IN'!$E7,$M4=M$1,'1. BUY-IN'!$F7)","v":{"$error":"#N/A"}},{"$f":"'1. BUY-IN'!H7","v":0},{"$f":"IF('1. BUY-IN'!I7=\"\",\"\",'1. BUY-IN'!I7)","v":""}]
[null,"1.2 | Strategic and senior leader engagement",null,null,null,null,null,null,{"$f":"IF(I$1=$P5,$P5,\"\")","v":""},"","","","","",{"$f":"_xlfn.IFS($I5=$I$1,'1. BUY-IN'!$B8,$J5=J$1,'1. BUY-IN'!$C8,$K5=K$1,'1. BUY-IN'!$D8,$L5=L$1,'1. BUY-IN'!$E8,$M5=M$1,'1. BUY-IN'!$F8)","v":{"$error":"#N/A"}},{"$f":"'1. BUY-IN'!H8","v":0},{"$f":"IF('1. BUY-IN'!I8=\"\",\"\",'1. BUY-IN'!I8)","v":""}]
[null,"1.3 | Influence within key organisations (health board and/or local authority and/or third sector) processes",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I6=$I$1,'1. BUY-IN'!$B9,$J6=J$1,'1. BUY-IN'!$C9,$K6=K$1,'1. BUY-IN'!$D9,$L6=L$1,'1. BUY-IN'!$E9,$M6=M$1,'1. BUY-IN'!$F9)","v":{"$error":"#N/A"}},{"$f":"'1. BUY-IN'!H9","v":0},{"$f":"IF('1. BUY-IN'!I9=\"\",\"\",'1. BUY-IN'!I9)","v":""}]
[null,"1.4 | Buy-in of other professionals",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I7=$I$1,'1. BUY-IN'!$B10,$J7=J$1,'1. BUY-IN'!$C10,$K7=K$1,'1. BUY-IN'!$D10,$L7=L$1,'1. BUY-IN'!$E10,$M7=M$1,'1. BUY-IN'!$F10)","v":{"$error":"#N/A"}},{"$f":"'1. BUY-IN'!H10","v":0},{"$f":"IF('1. BUY-IN'!I10=\"\",\"\",'1. BUY-IN'!I10)","v":""}]
["2. Internal relationships, collaboration and cohesion","2.1 | Internal leadership and culture",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I8=$I$1,'2. INTERNAL RELATIONSHIPS, COLL'!$B7,$J8=J$1,'2. INTERNAL RELATIONSHIPS, COLL'!$C7,$K8=K$1,'2. INTERNAL RELATIONSHIPS, COLL'!$D7,$L8=L$1,'2. INTERNAL RELATIONSHIPS, COLL'!$E7,$M8=M$1,'2. INTERNAL RELATIONSHIPS, COLL'!$F7)","v":{"$error":"#N/A"}},{"$f":"'2. INTERNAL RELATIONSHIPS, COLL'!H7","v":0},{"$f":"IF('2. INTERNAL RELATIONSHIPS, COLL'!$I7=\"\",\"\",'2. INTERNAL RELATIONSHIPS, COLL'!$I7)","v":""}]
[null,"2.2 | Shared vision, common direction, culture and purpose",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I9=$I$1,'2. INTERNAL RELATIONSHIPS, COLL'!$B8,$J9=J$1,'2. INTERNAL RELATIONSHIPS, COLL'!$C8,$K9=K$1,'2. INTERNAL RELATIONSHIPS, COLL'!$D8,$L9=L$1,'2. INTERNAL RELATIONSHIPS, COLL'!$E8,$M9=M$1,'2. INTERNAL RELATIONSHIPS, COLL'!$F8)","v":{"$error":"#N/A"}},{"$f":"'2. INTERNAL RELATIONSHIPS, COLL'!H8","v":0},{"$f":"IF('2. INTERNAL RELATIONSHIPS, COLL'!$I8=\"\",\"\",'2. INTERNAL RELATIONSHIPS, COLL'!$I8)","v":""}]
[null,"2.3 | Opportunities for meeting and discussion",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I10=$I$1,'2. INTERNAL RELATIONSHIPS, COLL'!$B9,$J10=J$1,'2. INTERNAL RELATIONSHIPS, COLL'!$C9,$K10=K$1,'2. INTERNAL RELATIONSHIPS, COLL'!$D9,$L10=L$1,'2. INTERNAL RELATIONSHIPS, COLL'!$E9,$M10=M$1,'2. INTERNAL RELATIONSHIPS, COLL'!$F9)","v":{"$error":"#N/A"}},{"$f":"'2. INTERNAL RELATIONSHIPS, COLL'!H9","v":0},{"$f":"IF('2. INTERNAL RELATIONSHIPS, COLL'!$I9=\"\",\"\",'2. INTERNAL RELATIONSHIPS, COLL'!$I9)","v":""}]
[null,"2.4 | Networking with others",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I11=$I$1,'2. INTERNAL RELATIONSHIPS, COLL'!$B10,$J11=J$1,'2. INTERNAL RELATIONSHIPS, COLL'!$C10,$K11=K$1,'2. INTERNAL RELATIONSHIPS, COLL'!$D10,$L11=L$1,'2. INTERNAL RELATIONSHIPS, COLL'!$E10,$M11=M$1,'2. INTERNAL RELATIONSHIPS, COLL'!$F10)","v":{"$error":"#N/A"}},{"$f":"'2. INTERNAL RELATIONSHIPS, COLL'!H10","v":0},{"$f":"IF('2. INTERNAL RELATIONSHIPS, COLL'!$I10=\"\",\"\",'2. INTERNAL RELATIONSHIPS, COLL'!$I10)","v":""}]
[null,"2.5 | Communication between professionals",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I12=$I$1,'2. INTERNAL RELATIONSHIPS, COLL'!$B11,$J12=J$1,'2. INTERNAL RELATIONSHIPS, COLL'!$C11,$K12=K$1,'2. INTERNAL RELATIONSHIPS, COLL'!$D11,$L12=L$1,'2. INTERNAL RELATIONSHIPS, COLL'!$E11,$M12=M$1,'2. INTERNAL RELATIONSHIPS, COLL'!$F11)","v":{"$error":"#N/A"}},{"$f":"'2. INTERNAL RELATIONSHIPS, COLL'!H11","v":0},{"$f":"IF('2. INTERNAL RELATIONSHIPS, COLL'!$I11=\"\",\"\",'2. INTERNAL RELATIONSHIPS, COLL'!$I11)","v":""}]
[null,"2.6 | Flows through the whole system",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I13=$I$1,'2. INTERNAL RELATIONSHIPS, COLL'!$B12,$J13=J$1,'2. INTERNAL RELATIONSHIPS, COLL'!$C12,$K13=K$1,'2. INTERNAL RELATIONSHIPS, COLL'!$D12,$L13=L$1,'2. INTERNAL RELATIONSHIPS, COLL'!$E12,$M13=M$1,'2. INTERNAL RELATIONSHIPS, COLL'!$F12)","v":{"$error":"#N/A"}},{"$f":"'2. INTERNAL RELATIONSHIPS, COLL'!H12","v":0},{"$f":"IF('2. INTERNAL RELATIONSHIPS, COLL'!$I12=\"\",\"\",'2. INTERNAL RELATIONSHIPS, COLL'!$I12)","v":""}]
["3. External Relationships","3.1 | Engagement with social services",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I14=$I$1,'3. EXTERNAL RELATIONSHIPS'!$B7,$J14=J$1,'3. EXTERNAL RELATIONSHIPS'!$C7,$K14=K$1,'3. EXTERNAL RELATIONSHIPS'!$D7,$L14=L$1,'3. EXTERNAL RELATIONSHIPS'!$E7,$M14=M$1,'3. EXTERNAL RELATIONSHIPS'!$F7)","v":{"$error":"#N/A"}},{"$f":"'3. EXTERNAL RELATIONSHIPS'!H7","v":0},{"$f":"IF('3. EXTERNAL RELATIONSHIPS'!$I7=\"\",\"\",'3. EXTERNAL RELATIONSHIPS'!$I7)","v":""}]
[null,"3.2 | Engagement with the third sector",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I15=$I$1,'3. EXTERNAL RELATIONSHIPS'!$B8,$J15=J$1,'3. EXTERNAL RELATIONSHIPS'!$C8,$K15=K$1,'3. EXTERNAL RELATIONSHIPS'!$D8,$L15=L$1,'3. EXTERNAL RELATIONSHIPS'!$E8,$M15=M$1,'3. EXTERNAL RELATIONSHIPS'!$F8)","v":{"$error":"#N/A"}},{"$f":"'3. EXTERNAL RELATIONSHIPS'!H8","v":0},{"$f":"IF('3. EXTERNAL RELATIONSHIPS'!$I8=\"\",\"\",'3. EXTERNAL RELATIONSHIPS'!$I8)","v":""}]
[null,"3.3 | Engagement with secondary care / community hospitals",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I16=$I$1,'3. EXTERNAL RELATIONSHIPS'!$B9,$J16=J$1,'3. EXTERNAL RELATIONSHIPS'!$C9,$K16=K$1,'3. EXTERNAL RELATIONSHIPS'!$D9,$L16=L$1,'3. EXTERNAL RELATIONSHIPS'!$E9,$M16=M$1,'3. EXTERNAL RELATIONSHIPS'!$F9)","v":{"$error":"#N/A"}},{"$f":"'3. EXTERNAL RELATIONSHIPS'!H9","v":0},{"$f":"IF('3. EXTERNAL RELATIONSHIPS'!$I9=\"\",\"\",'3. EXTERNAL RELATIONSHIPS'!$I9)","v":""}]
[null,"3.4 | Engagement with primary care",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I17=$I$1,'3. EXTERNAL RELATIONSHIPS'!$B10,$J17=J$1,'3. EXTERNAL RELATIONSHIPS'!$C10,$K17=K$1,'3. EXTERNAL RELATIONSHIPS'!$D10,$L17=L$1,'3. EXTERNAL RELATIONSHIPS'!$E10,$M17=M$1,'3. EXTERNAL RELATIONSHIPS'!$F10)","v":{"$error":"#N/A"}},{"$f":"'3. EXTERNAL RELATIONSHIPS'!H10","v":0},{"$f":"IF('3. EXTERNAL RELATIONSHIPS'!$I10=\"\",\"\",'3. EXTERNAL RELATIONSHIPS'!$I10)","v":""}]
[null,"3.5 | Engagement with other key stakeholders [only if additional and relevant to 3.1, 3.2, 3.3]",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I18=$I$1,'3. EXTERNAL RELATIONSHIPS'!$B11,$J18=J$1,'3. EXTERNAL RELATIONSHIPS'!$C11,$K18=K$1,'3. EXTERNAL RELATIONSHIPS'!$D11,$L18=L$1,'3. EXTERNAL RELATIONSHIPS'!$E11,$M18=M$1,'3. EXTERNAL RELATIONSHIPS'!$F11)","v":{"$error":"#N/A"}},{"$f":"'3. EXTERNAL RELATIONSHIPS'!H11","v":0},{"$f":"IF('3. EXTERNAL RELATIONSHIPS'!$I11=\"\",\"\",'3. EXTERNAL RELATIONSHIPS'!$I11)","v":""}]
["4. Information sharing and governance","4.1 | Appropriate IT systems access",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I19=$I$1,'4. INFO SHARING AND GOVERNANCE'!$B7,$J19=J$1,'4. INFO SHARING AND GOVERNANCE'!$C7,$K19=K$1,'4. INFO SHARING AND GOVERNANCE'!$D7,$L19=L$1,'4. INFO SHARING AND GOVERNANCE'!$E7,$M19=M$1,'4. INFO SHARING AND GOVERNANCE'!$F7)","v":{"$error":"#N/A"}},{"$f":"'4. INFO SHARING AND GOVERNANCE'!H7","v":0},{"$f":"IF('4. INFO SHARING AND GOVERNANCE'!$I7=\"\",\"\",'4. INFO SHARING AND GOVERNANCE'!$I7)","v":""}]
[null,"4.2  | Communication between IT systems",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I20=$I$1,'4. INFO SHARING AND GOVERNANCE'!$B8,$J20=J$1,'4. INFO SHARING AND GOVERNANCE'!$C8,$K20=K$1,'4. INFO SHARING AND GOVERNANCE'!$D8,$L20=L$1,'4. INFO SHARING AND GOVERNANCE'!$E8,$M20=M$1,'4. INFO SHARING AND GOVERNANCE'!$F8)","v":{"$error":"#N/A"}},{"$f":"'4. INFO SHARING AND GOVERNANCE'!H8","v":0},{"$f":"IF('4. INFO SHARING AND GOVERNANCE'!$I8=\"\",\"\",'4. INFO SHARING AND GOVERNANCE'!$I8)","v":""}]
[null,"4.3 | Record keeping",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I21=$I$1,'4. INFO SHARING AND GOVERNANCE'!$B9,$J21=J$1,'4. INFO SHARING AND GOVERNANCE'!$C9,$K21=K$1,'4. INFO SHARING AND GOVERNANCE'!$D9,$L21=L$1,'4. INFO SHARING AND GOVERNANCE'!$E9,$M21=M$1,'4. INFO SHARING AND GOVERNANCE'!$F9)","v":{"$error":"#N/A"}},{"$f":"'4. INFO SHARING AND GOVERNANCE'!H9","v":0},{"$f":"IF('4. INFO SHARING AND GOVERNANCE'!$I9=\"\",\"\",'4. INFO SHARING AND GOVERNANCE'!$I9)","v":""}]
[null,"4.4 | Confidentiality and consent",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I22=$I$1,'4. INFO SHARING AND GOVERNANCE'!$B10,$J22=J$1,'4. INFO SHARING AND GOVERNANCE'!$C10,$K22=K$1,'4. INFO SHARING AND GOVERNANCE'!$D10,$L22=L$1,'4. INFO SHARING AND GOVERNANCE'!$E10,$M22=M$1,'4. INFO SHARING AND GOVERNANCE'!$F10)","v":{"$error":"#N/A"}},{"$f":"'4. INFO SHARING AND GOVERNANCE'!H10","v":0},{"$f":"IF('4. INFO SHARING AND GOVERNANCE'!$I10=\"\",\"\",'4. INFO SHARING AND GOVERNANCE'!$I10)","v":""}]
[null,"4.5 | Clear policies and procedures",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I23=$I$1,'4. INFO SHARING AND GOVERNANCE'!$B11,$J23=J$1,'4. INFO SHARING AND GOVERNANCE'!$C11,$K23=K$1,'4. INFO SHARING AND GOVERNANCE'!$D11,$L23=L$1,'4. INFO SHARING AND GOVERNANCE'!$E11,$M23=M$1,'4. INFO SHARING AND GOVERNANCE'!$F11)","v":{"$error":"#N/A"}},{"$f":"'4. INFO SHARING AND GOVERNANCE'!H11","v":0},{"$f":"IF('4. INFO SHARING AND GOVERNANCE'!$I11=\"\",\"\",'4. INFO SHARING AND GOVERNANCE'!$I11)","v":""}]
[null,"4.6 | Robust systems for information governance",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I24=$I$1,'4. INFO SHARING AND GOVERNANCE'!$B12,$J24=J$1,'4. INFO SHARING AND GOVERNANCE'!$C12,$K24=K$1,'4. INFO SHARING AND GOVERNANCE'!$D12,$L24=L$1,'4. INFO SHARING AND GOVERNANCE'!$E12,$M24=M$1,'4. INFO SHARING AND GOVERNANCE'!$F12)","v":{"$error":"#N/A"}},{"$f":"'4. INFO SHARING AND GOVERNANCE'!H12","v":0},{"$f":"IF('4. INFO SHARING AND GOVERNANCE'!$I12=\"\",\"\",'4. INFO SHARING AND GOVERNANCE'!$I12)","v":""}]
["5. Equity and equality","5.1 | Geographical equity",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I25=$I$1,'5. EQUITY AND EQUALITY'!$B7,$J25=J$1,'5. EQUITY AND EQUALITY'!$C7,$K25=K$1,'5. EQUITY AND EQUALITY'!$D7,$L25=L$1,'5. EQUITY AND EQUALITY'!$E7,$M25=M$1,'5. EQUITY AND EQUALITY'!$F7)","v":{"$error":"#N/A"}},{"$f":"'5. EQUITY AND EQUALITY'!H7","v":0},{"$f":"IF('5. EQUITY AND EQUALITY'!$I7=\"\",\"\",'5. EQUITY AND EQUALITY'!$I7)","v":""}]
[null,"5.2 | Managing capacity",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I26=$I$1,'5. EQUITY AND EQUALITY'!$B8,$J26=J$1,'5. EQUITY AND EQUALITY'!$C8,$K26=K$1,'5. EQUITY AND EQUALITY'!$D8,$L26=L$1,'5. EQUITY AND EQUALITY'!$E8,$M26=M$1,'5. EQUITY AND EQUALITY'!$F8)","v":{"$error":"#N/A"}},{"$f":"'5. EQUITY AND EQUALITY'!H8","v":0},{"$f":"IF('5. EQUITY AND EQUALITY'!$I8=\"\",\"\",'5. EQUITY AND EQUALITY'!$I8)","v":""}]
[null,"5.3 | Parity of esteem",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I27=$I$1,'5. EQUITY AND EQUALITY'!$B9,$J27=J$1,'5. EQUITY AND EQUALITY'!$C9,$K27=K$1,'5. EQUITY AND EQUALITY'!$D9,$L27=L$1,'5. EQUITY AND EQUALITY'!$E9,$M27=M$1,'5. EQUITY AND EQUALITY'!$F9)","v":{"$error":"#N/A"}},{"$f":"'5. EQUITY AND EQUALITY'!H9","v":0},{"$f":"IF('5. EQUITY AND EQUALITY'!$I9=\"\",\"\",'5. EQUITY AND EQUALITY'!$I9)","v":""}]
["6. Person-centred Practice","6.1 | Focus and responsivity of the service",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I28=$I$1,'6. PERSON-CENTRED PRACTICE'!$B7,$J28=J$1,'6. PERSON-CENTRED PRACTICE'!$C7,$K28=K$1,'6. PERSON-CENTRED PRACTICE'!$D7,$L28=L$1,'6. PERSON-CENTRED PRACTICE'!$E7,$M28=M$1,'6. PERSON-CENTRED PRACTICE'!$F7)","v":{"$error":"#N/A"}},{"$f":"'6. PERSON-CENTRED PRACTICE'!H7","v":0},{"$f":"IF('6. PERSON-CENTRED PRACTICE'!$I7=\"\",\"\",'6. PERSON-CENTRED PRACTICE'!$I7)","v":""}]
[null,"6.2 | Flexibility and responsivity of the practitioner",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I29=$I$1,'6. PERSON-CENTRED PRACTICE'!$B8,$J29=J$1,'6. PERSON-CENTRED PRACTICE'!$C8,$K29=K$1,'6. PERSON-CENTRED PRACTICE'!$D8,$L29=L$1,'6. PERSON-CENTRED PRACTICE'!$E8,$M29=M$1,'6. PERSON-CENTRED PRACTICE'!$F8)","v":{"$error":"#N/A"}},{"$f":"'6. PERSON-CENTRED PRACTICE'!H8","v":0},{"$f":"IF('6. PERSON-CENTRED PRACTICE'!$I8=\"\",\"\",'6. PERSON-CENTRED PRACTICE'!$I8)","v":""}]
[null,"6.3 | Clear definition of professional roles",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I30=$I$1,'6. PERSON-CENTRED PRACTICE'!$B9,$J30=J$1,'6. PERSON-CENTRED PRACTICE'!$C9,$K30=K$1,'6. PERSON-CENTRED PRACTICE'!$D9,$L30=L$1,'6. PERSON-CENTRED PRACTICE'!$E9,$M30=M$1,'6. PERSON-CENTRED PRACTICE'!$F9)","v":{"$error":"#N/A"}},{"$f":"'6. PERSON-CENTRED PRACTICE'!H9","v":0},{"$f":"IF('6. PERSON-CENTRED PRACTICE'!$I9=\"\",\"\",'6. PERSON-CENTRED PRACTICE'!$I9)","v":""}]
[null,"6.4 | Feedback from people supported by the service",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I31=$I$1,'6. PERSON-CENTRED PRACTICE'!$B10,$J31=J$1,'6. PERSON-CENTRED PRACTICE'!$C10,$K31=K$1,'6. PERSON-CENTRED PRACTICE'!$D10,$L31=L$1,'6. PERSON-CENTRED PRACTICE'!$E10,$M31=M$1,'6. PERSON-CENTRED PRACTICE'!$F10)","v":{"$error":"#N/A"}},{"$f":"'6. PERSON-CENTRED PRACTICE'!H10","v":0},{"$f":"IF('6. PERSON-CENTRED PRACTICE'!$I10=\"\",\"\",'6. PERSON-CENTRED PRACTICE'!$I10)","v":""}]
[null,"6.5 | Communication and language preferences",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I32=$I$1,'6. PERSON-CENTRED PRACTICE'!$B11,$J32=J$1,'6. PERSON-CENTRED PRACTICE'!$C11,$K32=K$1,'6. PERSON-CENTRED PRACTICE'!$D11,$L32=L$1,'6. PERSON-CENTRED PRACTICE'!$E11,$M32=M$1,'6. PERSON-CENTRED PRACTICE'!$F11)","v":{"$error":"#N/A"}},{"$f":"'6. PERSON-CENTRED PRACTICE'!H11","v":0},{"$f":"IF('6. PERSON-CENTRED PRACTICE'!$I11=\"\",\"\",'6. PERSON-CENTRED PRACTICE'!$I11)","v":""}]
["7. Resources - human and financial","7.1 | Staff retention",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I33=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B7,$J33=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C7,$K33=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D7,$L33=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E7,$M33=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F7)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H7","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I7=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I7)","v":""}]
[null,"7.2 | Staff recruitment",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I34=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B8,$J34=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C8,$K34=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D8,$L34=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E8,$M34=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F8)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H8","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I8=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I8)","v":""}]
[null,"7.3 | Budget",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I35=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B9,$J35=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C9,$K35=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D9,$L35=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E9,$M35=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F9)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H9","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I9=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I9)","v":""}]
[null,"7.4 | Development of individual team",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I36=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B10,$J36=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C10,$K36=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D10,$L36=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E10,$M36=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F10)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H10","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I10=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I10)","v":""}]
[null,"7.5 | Individual staff development",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I37=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B11,$J37=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C11,$K37=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D11,$L37=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E11,$M37=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F11)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H11","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I11=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I11)","v":""}]
[null,"7.6 | Space for physical co-location",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I38=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B12,$J38=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C12,$K38=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D12,$L38=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E12,$M38=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F12)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H12","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I12=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I12)","v":""}]
[null,"7.7 | Virtual co-location",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I39=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B13,$J39=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C13,$K39=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D13,$L39=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E13,$M39=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F13)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H13","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I13=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I13)","v":""}]
["8. Embedding data in practice","8.1 | Culture of quality improvement and learning",null,null,null,null,null,null,"","","",{"$f":"IF(L$1=$P40,$P40,\"\")","v":""},"","",{"$f":"_xlfn.IFS($I40=$I$1,'8. EMBEDDING DATA IN PRACTICE'!$B7,$J40=J$1,'8. EMBEDDING DATA IN PRACTICE'!$C7,$K40=K$1,'8. EMBEDDING DATA IN PRACTICE'!$D7,$L40=L$1,'8. EMBEDDING DATA IN PRACTICE'!$E7,$M40=M$1,'8. EMBEDDING DATA IN PRACTICE'!$F7)","v":{"$error":"#N/A"}},{"$f":"'8. EMBEDDING DATA IN PRACTICE'!H7","v":0},{"$f":"IF('8. EMBEDDING DATA IN PRACTICE'!$I7=\"\",\"\",'8. EMBEDDING DATA IN PRACTICE'!$I7)","v":""}]
[null,"8.2 | Appropriate range of skills and systems",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I41=$I$1,'8. EMBEDDING DATA IN PRACTICE'!$B8,$J41=J$1,'8. EMBEDDING DATA IN PRACTICE'!$C8,$K41=K$1,'8. EMBEDDING DATA IN PRACTICE'!$D8,$L41=L$1,'8. EMBEDDING DATA IN PRACTICE'!$E8,$M41=M$1,'8. EMBEDDING DATA IN PRACTICE'!$F8)","v":{"$error":"#N/A"}},{"$f":"'8. EMBEDDING DATA IN PRACTICE'!H8","v":0},{"$f":"IF('8. EMBEDDING DATA IN PRACTICE'!$I8=\"\",\"\",'8. EMBEDDING DATA IN PRACTICE'!$I8)","v":""}]
[null,"8.3 | Quality of data and evidence",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I42=$I$1,'8. EMBEDDING DATA IN PRACTICE'!$B9,$J42=J$1,'8. EMBEDDING DATA IN PRACTICE'!$C9,$K42=K$1,'8. EMBEDDING DATA IN PRACTICE'!$D9,$L42=L$1,'8. EMBEDDING DATA IN PRACTICE'!$E9,$M42=M$1,'8. EMBEDDING DATA IN PRACTICE'!$F9)","v":{"$error":"#N/A"}},{"$f":"'8. EMBEDDING DATA IN PRACTICE'!H9","v":0},{"$f":"IF('8. EMBEDDING DATA IN PRACTICE'!$I9=\"\",\"\",'8. EMBEDDING DATA IN PRACTICE'!$I9)","v":""}]
[null,"8.4 | Embedding data in processes of improvement",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I43=$I$1,'8. EMBEDDING DATA IN PRACTICE'!$B10,$J43=J$1,'8. EMBEDDING DATA IN PRACTICE'!$C10,$K43=K$1,'8. EMBEDDING DATA IN PRACTICE'!$D10,$L43=L$1,'8. EMBEDDING DATA IN PRACTICE'!$E10,$M43=M$1,'8. EMBEDDING DATA IN PRACTICE'!$F10)","v":{"$error":"#N/A"}},{"$f":"'8. EMBEDDING DATA IN PRACTICE'!H10","v":0},{"$f":"IF('8. EMBEDDING DATA IN PRACTICE'!$I10=\"\",\"\",'8. EMBEDDING DATA IN PRACTICE'!$I10)","v":""}]
[null,"8.5 | Shared learning between teams",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I44=$I$1,'8. EMBEDDING DATA IN PRACTICE'!$B11,$J44=J$1,'8. EMBEDDING DATA IN PRACTICE'!$C11,$K44=K$1,'8. EMBEDDING DATA IN PRACTICE'!$D11,$L44=L$1,'8. EMBEDDING DATA IN PRACTICE'!$E11,$M44=M$1,'8. EMBEDDING DATA IN PRACTICE'!$F11)","v":{"$error":"#N/A"}},{"$f":"'8. EMBEDDING DATA IN PRACTICE'!H11","v":0},{"$f":"IF('8. EMBEDDING DATA IN PRACTICE'!$I11=\"\",\"\",'8. EMBEDDING DATA IN PRACTICE'!$I11)","v":""}]
[null,"8.6 | Co-production of service and quality improvement",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I45=$I$1,'8. EMBEDDING DATA IN PRACTICE'!$B12,$J45=J$1,'8. EMBEDDING DATA IN PRACTICE'!$C12,$K45=K$1,'8. EMBEDDING DATA IN PRACTICE'!$D12,$L45=L$1,'8. EMBEDDING DATA IN PRACTICE'!$E12,$M45=M$1,'8. EMBEDDING DATA IN PRACTICE'!$F12)","v":{"$error":"#N/A"}},{"$f":"'8. EMBEDDING DATA IN PRACTICE'!H12","v":0},{"$f":"IF('8. EMBEDDING DATA IN PRACTICE'!$I12=\"\",\"\",'8. EMBEDDING DATA IN PRACTICE'!$I12)","v":""}]

{"sheet":"PDF_Layout","index":14,"n_rows":65,"n_cols":17,"rows_kept":65,"cut":false,"hidden":false,"merged":[[1,0,1,16],[2,1,2,7],[2,14,2,15],[3,0,6,0],[3,1,3,7],[4,1,4,7],[5,1,5,7],[6,1,6,7],[10,0,15,0],[10,1,10,7],[11,1,11,7],[12,1,12,7],[13,1,13,7],[14,1,14,7],[15,1,15,7],[19,0,23,0],[19,1,19,7],[20,1,20,7],[21,1,21,7],[22,1,22,7],[23,1,23,7],[27,0,32,0],[27,1,27,7],[28,1,28,7],[29,1,29,7],[30,1,30,7],[31,1,31,7],[32,1,32,7],[36,0,38,0],[36,1,36,7],[37,1,37,7],[38,1,38,7],[42,0,46,0],[42,1,42,7],[43,1,43,7],[44,1,44,7],[45,1,45,7],[46,1,46,7],[50,0,56,0],[50,1,50,7],[51,1,51,7],[52,1,52,7],[53,1,53,7],[54,1,54,7],[55,1,55,7],[56,1,56,7],[59,0,64,0],[59,1,59,7],[60,1,60,7],[61,1,61,7],[62,1,62,7],[63,1,63,7],[64,1,64,7],[9,1,9,7],[9,14,9,15],[18,14,18,15],[26,1,26,7],[26,14,26,15],[18,1,18,7],[58,1,58,7],[58,14,58,15],[35,1,35,7],[35,14,35,15],[41,1,41,7],[41,14,41,15],[49,1,49,7],[49,14,49,15]]}
[null,null,null,null,null,null,null,null,1,2,3,4,5,"NA"]
["CURRENT SUMMARY"]
["Domain","Statement",null,null,null,null,null,null,"S1","S2","S3","S4","S5","N/A","Selected Level",null,"Comments "]
["1. Buy In","1.1 | Connections with the patients and the wider public",null,null,null,null,null,null,{"$f":"IF(I$1=$P4,$P4,\"\")","v":""},{"$f":"IF(J$1=$P4,$P4,\"\")","v":""},"","","","",{"$f":"_xlfn.IFS($I4=$I$1,'1. BUY-IN'!$B7,$J4=J$1,'1. BUY-IN'!$C7,$K4=K$1,'1. BUY-IN'!$D7,$L4=L$1,'1. BUY-IN'!$E7,$M4=M$1,'1. BUY-IN'!$F7)","v":{"$error":"#N/A"}},{"$f":"'1. BUY-IN'!H7","v":0},{"$f":"IF('1. BUY-IN'!I7=\"\",\"\",'1. BUY-IN'!I7)","v":""}]
[null,"1.2 | Strategic and senior leader engagement",null,null,null,null,null,null,{"$f":"IF(I$1=$P5,$P5,\"\")","v":""},"","","","","",{"$f":"_xlfn.IFS($I5=$I$1,'1. BUY-IN'!$B8,$J5=J$1,'1. BUY-IN'!$C8,$K5=K$1,'1. BUY-IN'!$D8,$L5=L$1,'1. BUY-IN'!$E8,$M5=M$1,'1. BUY-IN'!$F8)","v":{"$error":"#N/A"}},{"$f":"'1. BUY-IN'!H8","v":0},{"$f":"IF('1. BUY-IN'!I8=\"\",\"\",'1. BUY-IN'!I8)","v":""}]
[null,"1.3 | Influence within key organisations (health board and/or local authority and/or third sector) processes",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I6=$I$1,'1. BUY-IN'!$B9,$J6=J$1,'1. BUY-IN'!$C9,$K6=K$1,'1. BUY-IN'!$D9,$L6=L$1,'1. BUY-IN'!$E9,$M6=M$1,'1. BUY-IN'!$F9)","v":{"$error":"#N/A"}},{"$f":"'1. BUY-IN'!H9","v":0},{"$f":"IF('1. BUY-IN'!I9=\"\",\"\",'1. BUY-IN'!I9)","v":""}]
[null,"1.4 | Buy-in of other professionals",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I7=$I$1,'1. BUY-IN'!$B10,$J7=J$1,'1. BUY-IN'!$C10,$K7=K$1,'1. BUY-IN'!$D10,$L7=L$1,'1. BUY-IN'!$E10,$M7=M$1,'1. BUY-IN'!$F10)","v":{"$error":"#N/A"}},{"$f":"'1. BUY-IN'!H10","v":0},{"$f":"IF('1. BUY-IN'!I10=\"\",\"\",'1. BUY-IN'!I10)","v":""}]
[]
[]
["Domain","Statement",null,null,null,null,null,null,"S1","S2","S3","S4","S5","N/A","Selected Level",null,"Comments "]
["2. Internal relationships, collaboration and cohesion","2.1 | Internal leadership and culture",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I11=$I$1,'2. INTERNAL RELATIONSHIPS, COLL'!$B7,$J11=J$1,'2. INTERNAL RELATIONSHIPS, COLL'!$C7,$K11=K$1,'2. INTERNAL RELATIONSHIPS, COLL'!$D7,$L11=L$1,'2. INTERNAL RELATIONSHIPS, COLL'!$E7,$M11=M$1,'2. INTERNAL RELATIONSHIPS, COLL'!$F7)","v":{"$error":"#N/A"}},{"$f":"'2. INTERNAL RELATIONSHIPS, COLL'!H7","v":0},{"$f":"IF('2. INTERNAL RELATIONSHIPS, COLL'!$I7=\"\",\"\",'2. INTERNAL RELATIONSHIPS, COLL'!$I7)","v":""}]
[null,"2.2 | Shared vision, common direction, culture and purpose",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I12=$I$1,'2. INTERNAL RELATIONSHIPS, COLL'!$B8,$J12=J$1,'2. INTERNAL RELATIONSHIPS, COLL'!$C8,$K12=K$1,'2. INTERNAL RELATIONSHIPS, COLL'!$D8,$L12=L$1,'2. INTERNAL RELATIONSHIPS, COLL'!$E8,$M12=M$1,'2. INTERNAL RELATIONSHIPS, COLL'!$F8)","v":{"$error":"#N/A"}},{"$f":"'2. INTERNAL RELATIONSHIPS, COLL'!H8","v":0},{"$f":"IF('2. INTERNAL RELATIONSHIPS, COLL'!$I8=\"\",\"\",'2. INTERNAL RELATIONSHIPS, COLL'!$I8)","v":""}]
[null,"2.3 | Opportunities for meeting and discussion",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I13=$I$1,'2. INTERNAL RELATIONSHIPS, COLL'!$B9,$J13=J$1,'2. INTERNAL RELATIONSHIPS, COLL'!$C9,$K13=K$1,'2. INTERNAL RELATIONSHIPS, COLL'!$D9,$L13=L$1,'2. INTERNAL RELATIONSHIPS, COLL'!$E9,$M13=M$1,'2. INTERNAL RELATIONSHIPS, COLL'!$F9)","v":{"$error":"#N/A"}},{"$f":"'2. INTERNAL RELATIONSHIPS, COLL'!H9","v":0},{"$f":"IF('2. INTERNAL RELATIONSHIPS, COLL'!$I9=\"\",\"\",'2. INTERNAL RELATIONSHIPS, COLL'!$I9)","v":""}]
[null,"2.4 | Networking with others",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I14=$I$1,'2. INTERNAL RELATIONSHIPS, COLL'!$B10,$J14=J$1,'2. INTERNAL RELATIONSHIPS, COLL'!$C10,$K14=K$1,'2. INTERNAL RELATIONSHIPS, COLL'!$D10,$L14=L$1,'2. INTERNAL RELATIONSHIPS, COLL'!$E10,$M14=M$1,'2. INTERNAL RELATIONSHIPS, COLL'!$F10)","v":{"$error":"#N/A"}},{"$f":"'2. INTERNAL RELATIONSHIPS, COLL'!H10","v":0},{"$f":"IF('2. INTERNAL RELATIONSHIPS, COLL'!$I10=\"\",\"\",'2. INTERNAL RELATIONSHIPS, COLL'!$I10)","v":""}]
[null,"2.5 | Communication between professionals",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I15=$I$1,'2. INTERNAL RELATIONSHIPS, COLL'!$B11,$J15=J$1,'2. INTERNAL RELATIONSHIPS, COLL'!$C11,$K15=K$1,'2. INTERNAL RELATIONSHIPS, COLL'!$D11,$L15=L$1,'2. INTERNAL RELATIONSHIPS, COLL'!$E11,$M15=M$1,'2. INTERNAL RELATIONSHIPS, COLL'!$F11)","v":{"$error":"#N/A"}},{"$f":"'2. INTERNAL RELATIONSHIPS, COLL'!H11","v":0},{"$f":"IF('2. INTERNAL RELATIONSHIPS, COLL'!$I11=\"\",\"\",'2. INTERNAL RELATIONSHIPS, COLL'!$I11)","v":""}]
[null,"2.6 | Flows through the whole system",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I16=$I$1,'2. INTERNAL RELATIONSHIPS, COLL'!$B12,$J16=J$1,'2. INTERNAL RELATIONSHIPS, COLL'!$C12,$K16=K$1,'2. INTERNAL RELATIONSHIPS, COLL'!$D12,$L16=L$1,'2. INTERNAL RELATIONSHIPS, COLL'!$E12,$M16=M$1,'2. INTERNAL RELATIONSHIPS, COLL'!$F12)","v":{"$error":"#N/A"}},{"$f":"'2. INTERNAL RELATIONSHIPS, COLL'!H12","v":0},{"$f":"IF('2. INTERNAL RELATIONSHIPS, COLL'!$I12=\"\",\"\",'2. INTERNAL RELATIONSHIPS, COLL'!$I12)","v":""}]
[]
[]
["Domain","Statement",null,null,null,null,null,null,"S1","S2","S3","S4","S5","N/A","Selected Level",null,"Comments "]
["3. External Relationships","3.1 | Engagement with social services",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I20=$I$1,'3. EXTERNAL RELATIONSHIPS'!$B7,$J20=J$1,'3. EXTERNAL RELATIONSHIPS'!$C7,$K20=K$1,'3. EXTERNAL RELATIONSHIPS'!$D7,$L20=L$1,'3. EXTERNAL RELATIONSHIPS'!$E7,$M20=M$1,'3. EXTERNAL RELATIONSHIPS'!$F7)","v":{"$error":"#N/A"}},{"$f":"'3. EXTERNAL RELATIONSHIPS'!H7","v":0},{"$f":"IF('3. EXTERNAL RELATIONSHIPS'!$I7=\"\",\"\",'3. EXTERNAL RELATIONSHIPS'!$I7)","v":""}]
[null,"3.2 | Engagement with the third sector",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I21=$I$1,'3. EXTERNAL RELATIONSHIPS'!$B8,$J21=J$1,'3. EXTERNAL RELATIONSHIPS'!$C8,$K21=K$1,'3. EXTERNAL RELATIONSHIPS'!$D8,$L21=L$1,'3. EXTERNAL RELATIONSHIPS'!$E8,$M21=M$1,'3. EXTERNAL RELATIONSHIPS'!$F8)","v":{"$error":"#N/A"}},{"$f":"'3. EXTERNAL RELATIONSHIPS'!H8","v":0},{"$f":"IF('3. EXTERNAL RELATIONSHIPS'!$I8=\"\",\"\",'3. EXTERNAL RELATIONSHIPS'!$I8)","v":""}]
[null,"3.3 | Engagement with secondary care / community hospitals",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I22=$I$1,'3. EXTERNAL RELATIONSHIPS'!$B9,$J22=J$1,'3. EXTERNAL RELATIONSHIPS'!$C9,$K22=K$1,'3. EXTERNAL RELATIONSHIPS'!$D9,$L22=L$1,'3. EXTERNAL RELATIONSHIPS'!$E9,$M22=M$1,'3. EXTERNAL RELATIONSHIPS'!$F9)","v":{"$error":"#N/A"}},{"$f":"'3. EXTERNAL RELATIONSHIPS'!H9","v":0},{"$f":"IF('3. EXTERNAL RELATIONSHIPS'!$I9=\"\",\"\",'3. EXTERNAL RELATIONSHIPS'!$I9)","v":""}]
[null,"3.4 | Engagement with primary care",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I23=$I$1,'3. EXTERNAL RELATIONSHIPS'!$B10,$J23=J$1,'3. EXTERNAL RELATIONSHIPS'!$C10,$K23=K$1,'3. EXTERNAL RELATIONSHIPS'!$D10,$L23=L$1,'3. EXTERNAL RELATIONSHIPS'!$E10,$M23=M$1,'3. EXTERNAL RELATIONSHIPS'!$F10)","v":{"$error":"#N/A"}},{"$f":"'3. EXTERNAL RELATIONSHIPS'!H10","v":0},{"$f":"IF('3. EXTERNAL RELATIONSHIPS'!$I10=\"\",\"\",'3. EXTERNAL RELATIONSHIPS'!$I10)","v":""}]
[null,"3.5 | Engagement with other key stakeholders [only if additional and relevant to 3.1, 3.2, 3.3]",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I24=$I$1,'3. EXTERNAL RELATIONSHIPS'!$B11,$J24=J$1,'3. EXTERNAL RELATIONSHIPS'!$C11,$K24=K$1,'3. EXTERNAL RELATIONSHIPS'!$D11,$L24=L$1,'3. EXTERNAL RELATIONSHIPS'!$E11,$M24=M$1,'3. EXTERNAL RELATIONSHIPS'!$F11)","v":{"$error":"#N/A"}},{"$f":"'3. EXTERNAL RELATIONSHIPS'!H11","v":0},{"$f":"IF('3. EXTERNAL RELATIONSHIPS'!$I11=\"\",\"\",'3. EXTERNAL RELATIONSHIPS'!$I11)","v":""}]
[]
[]
["Domain","Statement",null,null,null,null,null,null,"S1","S2","S3","S4","S5","N/A","Selected Level",null,"Comments "]
["4. Information sharing and governance","4.1 | Appropriate IT systems access",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I28=$I$1,'4. INFO SHARING AND GOVERNANCE'!$B7,$J28=J$1,'4. INFO SHARING AND GOVERNANCE'!$C7,$K28=K$1,'4. INFO SHARING AND GOVERNANCE'!$D7,$L28=L$1,'4. INFO SHARING AND GOVERNANCE'!$E7,$M28=M$1,'4. INFO SHARING AND GOVERNANCE'!$F7)","v":{"$error":"#N/A"}},{"$f":"'4. INFO SHARING AND GOVERNANCE'!H7","v":0},{"$f":"IF('4. INFO SHARING AND GOVERNANCE'!$I7=\"\",\"\",'4. INFO SHARING AND GOVERNANCE'!$I7)","v":""}]
[null,"4.2  | Communication between IT systems",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I29=$I$1,'4. INFO SHARING AND GOVERNANCE'!$B8,$J29=J$1,'4. INFO SHARING AND GOVERNANCE'!$C8,$K29=K$1,'4. INFO SHARING AND GOVERNANCE'!$D8,$L29=L$1,'4. INFO SHARING AND GOVERNANCE'!$E8,$M29=M$1,'4. INFO SHARING AND GOVERNANCE'!$F8)","v":{"$error":"#N/A"}},{"$f":"'4. INFO SHARING AND GOVERNANCE'!H8","v":0},{"$f":"IF('4. INFO SHARING AND GOVERNANCE'!$I8=\"\",\"\",'4. INFO SHARING AND GOVERNANCE'!$I8)","v":""}]
[null,"4.3 | Record keeping",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I30=$I$1,'4. INFO SHARING AND GOVERNANCE'!$B9,$J30=J$1,'4. INFO SHARING AND GOVERNANCE'!$C9,$K30=K$1,'4. INFO SHARING AND GOVERNANCE'!$D9,$L30=L$1,'4. INFO SHARING AND GOVERNANCE'!$E9,$M30=M$1,'4. INFO SHARING AND GOVERNANCE'!$F9)","v":{"$error":"#N/A"}},{"$f":"'4. INFO SHARING AND GOVERNANCE'!H9","v":0},{"$f":"IF('4. INFO SHARING AND GOVERNANCE'!$I9=\"\",\"\",'4. INFO SHARING AND GOVERNANCE'!$I9)","v":""}]
[null,"4.4 | Confidentiality and consent",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I31=$I$1,'4. INFO SHARING AND GOVERNANCE'!$B10,$J31=J$1,'4. INFO SHARING AND GOVERNANCE'!$C10,$K31=K$1,'4. INFO SHARING AND GOVERNANCE'!$D10,$L31=L$1,'4. INFO SHARING AND GOVERNANCE'!$E10,$M31=M$1,'4. INFO SHARING AND GOVERNANCE'!$F10)","v":{"$error":"#N/A"}},{"$f":"'4. INFO SHARING AND GOVERNANCE'!H10","v":0},{"$f":"IF('4. INFO SHARING AND GOVERNANCE'!$I10=\"\",\"\",'4. INFO SHARING AND GOVERNANCE'!$I10)","v":""}]
[null,"4.5 | Clear policies and procedures",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I32=$I$1,'4. INFO SHARING AND GOVERNANCE'!$B11,$J32=J$1,'4. INFO SHARING AND GOVERNANCE'!$C11,$K32=K$1,'4. INFO SHARING AND GOVERNANCE'!$D11,$L32=L$1,'4. INFO SHARING AND GOVERNANCE'!$E11,$M32=M$1,'4. INFO SHARING AND GOVERNANCE'!$F11)","v":{"$error":"#N/A"}},{"$f":"'4. INFO SHARING AND GOVERNANCE'!H11","v":0},{"$f":"IF('4. INFO SHARING AND GOVERNANCE'!$I11=\"\",\"\",'4. INFO SHARING AND GOVERNANCE'!$I11)","v":""}]
[null,"4.6 | Robust systems for information governance",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I33=$I$1,'4. INFO SHARING AND GOVERNANCE'!$B12,$J33=J$1,'4. INFO SHARING AND GOVERNANCE'!$C12,$K33=K$1,'4. INFO SHARING AND GOVERNANCE'!$D12,$L33=L$1,'4. INFO SHARING AND GOVERNANCE'!$E12,$M33=M$1,'4. INFO SHARING AND GOVERNANCE'!$F12)","v":{"$error":"#N/A"}},{"$f":"'4. INFO SHARING AND GOVERNANCE'!H12","v":0},{"$f":"IF('4. INFO SHARING AND GOVERNANCE'!$I12=\"\",\"\",'4. INFO SHARING AND GOVERNANCE'!$I12)","v":""}]
[]
[]
["Domain","Statement",null,null,null,null,null,null,"S1","S2","S3","S4","S5","N/A","Selected Level",null,"Comments "]
["5. Equity and equality","5.1 | Geographical equity",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I37=$I$1,'5. EQUITY AND EQUALITY'!$B7,$J37=J$1,'5. EQUITY AND EQUALITY'!$C7,$K37=K$1,'5. EQUITY AND EQUALITY'!$D7,$L37=L$1,'5. EQUITY AND EQUALITY'!$E7,$M37=M$1,'5. EQUITY AND EQUALITY'!$F7)","v":{"$error":"#N/A"}},{"$f":"'5. EQUITY AND EQUALITY'!H7","v":0},{"$f":"IF('5. EQUITY AND EQUALITY'!$I7=\"\",\"\",'5. EQUITY AND EQUALITY'!$I7)","v":""}]
[null,"5.2 | Managing capacity",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I38=$I$1,'5. EQUITY AND EQUALITY'!$B8,$J38=J$1,'5. EQUITY AND EQUALITY'!$C8,$K38=K$1,'5. EQUITY AND EQUALITY'!$D8,$L38=L$1,'5. EQUITY AND EQUALITY'!$E8,$M38=M$1,'5. EQUITY AND EQUALITY'!$F8)","v":{"$error":"#N/A"}},{"$f":"'5. EQUITY AND EQUALITY'!H8","v":0},{"$f":"IF('5. EQUITY AND EQUALITY'!$I8=\"\",\"\",'5. EQUITY AND EQUALITY'!$I8)","v":""}]
[null,"5.3 | Parity of esteem",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I39=$I$1,'5. EQUITY AND EQUALITY'!$B9,$J39=J$1,'5. EQUITY AND EQUALITY'!$C9,$K39=K$1,'5. EQUITY AND EQUALITY'!$D9,$L39=L$1,'5. EQUITY AND EQUALITY'!$E9,$M39=M$1,'5. EQUITY AND EQUALITY'!$F9)","v":{"$error":"#N/A"}},{"$f":"'5. EQUITY AND EQUALITY'!H9","v":0},{"$f":"IF('5. EQUITY AND EQUALITY'!$I9=\"\",\"\",'5. EQUITY AND EQUALITY'!$I9)","v":""}]
[]
[]
["Domain","Statement",null,null,null,null,null,null,"S1","S2","S3","S4","S5","N/A","Selected Level",null,"Comments "]
["6. Person-centred Practice","6.1 | Focus and responsivity of the service",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I43=$I$1,'6. PERSON-CENTRED PRACTICE'!$B7,$J43=J$1,'6. PERSON-CENTRED PRACTICE'!$C7,$K43=K$1,'6. PERSON-CENTRED PRACTICE'!$D7,$L43=L$1,'6. PERSON-CENTRED PRACTICE'!$E7,$M43=M$1,'6. PERSON-CENTRED PRACTICE'!$F7)","v":{"$error":"#N/A"}},{"$f":"'6. PERSON-CENTRED PRACTICE'!H7","v":0},{"$f":"IF('6. PERSON-CENTRED PRACTICE'!$I7=\"\",\"\",'6. PERSON-CENTRED PRACTICE'!$I7)","v":""}]
[null,"6.2 | Flexibility and responsivity of the practitioner",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I44=$I$1,'6. PERSON-CENTRED PRACTICE'!$B8,$J44=J$1,'6. PERSON-CENTRED PRACTICE'!$C8,$K44=K$1,'6. PERSON-CENTRED PRACTICE'!$D8,$L44=L$1,'6. PERSON-CENTRED PRACTICE'!$E8,$M44=M$1,'6. PERSON-CENTRED PRACTICE'!$F8)","v":{"$error":"#N/A"}},{"$f":"'6. PERSON-CENTRED PRACTICE'!H8","v":0},{"$f":"IF('6. PERSON-CENTRED PRACTICE'!$I8=\"\",\"\",'6. PERSON-CENTRED PRACTICE'!$I8)","v":""}]
[null,"6.3 | Clear definition of professional roles",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I45=$I$1,'6. PERSON-CENTRED PRACTICE'!$B9,$J45=J$1,'6. PERSON-CENTRED PRACTICE'!$C9,$K45=K$1,'6. PERSON-CENTRED PRACTICE'!$D9,$L45=L$1,'6. PERSON-CENTRED PRACTICE'!$E9,$M45=M$1,'6. PERSON-CENTRED PRACTICE'!$F9)","v":{"$error":"#N/A"}},{"$f":"'6. PERSON-CENTRED PRACTICE'!H9","v":0},{"$f":"IF('6. PERSON-CENTRED PRACTICE'!$I9=\"\",\"\",'6. PERSON-CENTRED PRACTICE'!$I9)","v":""}]
[null,"6.4 | Feedback from people supported by the service",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I46=$I$1,'6. PERSON-CENTRED PRACTICE'!$B10,$J46=J$1,'6. PERSON-CENTRED PRACTICE'!$C10,$K46=K$1,'6. PERSON-CENTRED PRACTICE'!$D10,$L46=L$1,'6. PERSON-CENTRED PRACTICE'!$E10,$M46=M$1,'6. PERSON-CENTRED PRACTICE'!$F10)","v":{"$error":"#N/A"}},{"$f":"'6. PERSON-CENTRED PRACTICE'!H10","v":0},{"$f":"IF('6. PERSON-CENTRED PRACTICE'!$I10=\"\",\"\",'6. PERSON-CENTRED PRACTICE'!$I10)","v":""}]
[null,"6.5 | Communication and language preferences",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I47=$I$1,'6. PERSON-CENTRED PRACTICE'!$B11,$J47=J$1,'6. PERSON-CENTRED PRACTICE'!$C11,$K47=K$1,'6. PERSON-CENTRED PRACTICE'!$D11,$L47=L$1,'6. PERSON-CENTRED PRACTICE'!$E11,$M47=M$1,'6. PERSON-CENTRED PRACTICE'!$F11)","v":{"$error":"#N/A"}},{"$f":"'6. PERSON-CENTRED PRACTICE'!H11","v":0},{"$f":"IF('6. PERSON-CENTRED PRACTICE'!$I11=\"\",\"\",'6. PERSON-CENTRED PRACTICE'!$I11)","v":""}]
[]
[]
["Domain","Statement",null,null,null,null,null,null,"S1","S2","S3","S4","S5","N/A","Selected Level",null,"Comments "]
["7. Resources - human and financial","7.1 | Staff retention",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I51=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B7,$J51=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C7,$K51=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D7,$L51=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E7,$M51=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F7)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H7","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I7=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I7)","v":""}]
[null,"7.2 | Staff recruitment",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I52=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B8,$J52=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C8,$K52=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D8,$L52=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E8,$M52=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F8)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H8","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I8=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I8)","v":""}]
[null,"7.3 | Budget",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I53=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B9,$J53=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C9,$K53=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D9,$L53=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E9,$M53=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F9)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H9","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I9=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I9)","v":""}]
[null,"7.4 | Development of individual team",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I54=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B10,$J54=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C10,$K54=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D10,$L54=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E10,$M54=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F10)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H10","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I10=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I10)","v":""}]
[null,"7.5 | Individual staff development",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I55=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B11,$J55=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C11,$K55=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D11,$L55=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E11,$M55=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F11)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H11","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I11=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I11)","v":""}]
[null,"7.6 | Space for physical co-location",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I56=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B12,$J56=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C12,$K56=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D12,$L56=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E12,$M56=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F12)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H12","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I12=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I12)","v":""}]
[null,"7.7 | Virtual co-location",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I57=$I$1,'7. RESOURCES-HUMAN AND FINANCE'!$B13,$J57=J$1,'7. RESOURCES-HUMAN AND FINANCE'!$C13,$K57=K$1,'7. RESOURCES-HUMAN AND FINANCE'!$D13,$L57=L$1,'7. RESOURCES-HUMAN AND FINANCE'!$E13,$M57=M$1,'7. RESOURCES-HUMAN AND FINANCE'!$F13)","v":{"$error":"#N/A"}},{"$f":"'7. RESOURCES-HUMAN AND FINANCE'!H13","v":0},{"$f":"IF('7. RESOURCES-HUMAN AND FINANCE'!$I13=\"\",\"\",'7. RESOURCES-HUMAN AND FINANCE'!$I13)","v":""}]
[]
["Domain","Statement",null,null,null,null,null,null,"S1","S2","S3","S4","S5","N/A","Selected Level",null,"Comments "]
["8. Embedding data in practice","8.1 | Culture of quality improvement and learning",null,null,null,null,null,null,"","","",{"$f":"IF(L$1=$P60,$P60,\"\")","v":""},"","",{"$f":"_xlfn.IFS($I60=$I$1,'8. EMBEDDING DATA IN PRACTICE'!$B7,$J60=J$1,'8. EMBEDDING DATA IN PRACTICE'!$C7,$K60=K$1,'8. EMBEDDING DATA IN PRACTICE'!$D7,$L60=L$1,'8. EMBEDDING DATA IN PRACTICE'!$E7,$M60=M$1,'8. EMBEDDING DATA IN PRACTICE'!$F7)","v":{"$error":"#N/A"}},{"$f":"'8. EMBEDDING DATA IN PRACTICE'!H7","v":0},{"$f":"IF('8. EMBEDDING DATA IN PRACTICE'!$I7=\"\",\"\",'8. EMBEDDING DATA IN PRACTICE'!$I7)","v":""}]
[null,"8.2 | Appropriate range of skills and systems",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I61=$I$1,'8. EMBEDDING DATA IN PRACTICE'!$B8,$J61=J$1,'8. EMBEDDING DATA IN PRACTICE'!$C8,$K61=K$1,'8. EMBEDDING DATA IN PRACTICE'!$D8,$L61=L$1,'8. EMBEDDING DATA IN PRACTICE'!$E8,$M61=M$1,'8. EMBEDDING DATA IN PRACTICE'!$F8)","v":{"$error":"#N/A"}},{"$f":"'8. EMBEDDING DATA IN PRACTICE'!H8","v":0},{"$f":"IF('8. EMBEDDING DATA IN PRACTICE'!$I8=\"\",\"\",'8. EMBEDDING DATA IN PRACTICE'!$I8)","v":""}]
[null,"8.3 | Quality of data and evidence",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I62=$I$1,'8. EMBEDDING DATA IN PRACTICE'!$B9,$J62=J$1,'8. EMBEDDING DATA IN PRACTICE'!$C9,$K62=K$1,'8. EMBEDDING DATA IN PRACTICE'!$D9,$L62=L$1,'8. EMBEDDING DATA IN PRACTICE'!$E9,$M62=M$1,'8. EMBEDDING DATA IN PRACTICE'!$F9)","v":{"$error":"#N/A"}},{"$f":"'8. EMBEDDING DATA IN PRACTICE'!H9","v":0},{"$f":"IF('8. EMBEDDING DATA IN PRACTICE'!$I9=\"\",\"\",'8. EMBEDDING DATA IN PRACTICE'!$I9)","v":""}]
[null,"8.4 | Embedding data in processes of improvement",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I63=$I$1,'8. EMBEDDING DATA IN PRACTICE'!$B10,$J63=J$1,'8. EMBEDDING DATA IN PRACTICE'!$C10,$K63=K$1,'8. EMBEDDING DATA IN PRACTICE'!$D10,$L63=L$1,'8. EMBEDDING DATA IN PRACTICE'!$E10,$M63=M$1,'8. EMBEDDING DATA IN PRACTICE'!$F10)","v":{"$error":"#N/A"}},{"$f":"'8. EMBEDDING DATA IN PRACTICE'!H10","v":0},{"$f":"IF('8. EMBEDDING DATA IN PRACTICE'!$I10=\"\",\"\",'8. EMBEDDING DATA IN PRACTICE'!$I10)","v":""}]
[null,"8.5 | Shared learning between teams",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I64=$I$1,'8. EMBEDDING DATA IN PRACTICE'!$B11,$J64=J$1,'8. EMBEDDING DATA IN PRACTICE'!$C11,$K64=K$1,'8. EMBEDDING DATA IN PRACTICE'!$D11,$L64=L$1,'8. EMBEDDING DATA IN PRACTICE'!$E11,$M64=M$1,'8. EMBEDDING DATA IN PRACTICE'!$F11)","v":{"$error":"#N/A"}},{"$f":"'8. EMBEDDING DATA IN PRACTICE'!H11","v":0},{"$f":"IF('8. EMBEDDING DATA IN PRACTICE'!$I11=\"\",\"\",'8. EMBEDDING DATA IN PRACTICE'!$I11)","v":""}]
[null,"8.6 | Co-production of service and quality improvement",null,null,null,null,null,null,"","","","","","",{"$f":"_xlfn.IFS($I65=$I$1,'8. EMBEDDING DATA IN PRACTICE'!$B12,$J65=J$1,'8. EMBEDDING DATA IN PRACTICE'!$C12,$K65=K$1,'8. EMBEDDING DATA IN PRACTICE'!$D12,$L65=L$1,'8. EMBEDDING DATA IN PRACTICE'!$E12,$M65=M$1,'8. EMBEDDING DATA IN PRACTICE'!$F12)","v":{"$error":"#N/A"}},{"$f":"'8. EMBEDDING DATA IN PRACTICE'!H12","v":0},{"$f":"IF('8. EMBEDDING DATA IN PRACTICE'!$I12=\"\",\"\",'8. EMBEDDING DATA IN PRACTICE'!$I12)","v":""}]

{"sheet":"Comparison","index":15,"n_rows":45,"n_cols":7,"rows_kept":45,"cut":false,"hidden":false,"merged":[[34,1,34,7],[35,1,35,7],[36,1,36,7],[37,1,37,7],[38,1,38,7],[39,0,44,0],[39,1,39,7],[44,1,44,7],[24,0,26,0],[24,1,24,7],[25,1,25,7],[26,1,26,7],[27,0,31,0],[27,1,27,7],[28,1,28,7],[29,1,29,7],[30,1,30,7],[31,1,31,7],[32,0,38,0],[32,1,32,7],[33,1,33,7],[18,0,23,0],[18,1,18,7],[19,1,19,7],[20,1,20,7],[21,1,21,7],[22,1,22,7],[23,1,23,7],[13,0,17,0],[13,1,13,7],[14,1,14,7],[15,1,15,7],[16,1,16,7],[17,1,17,7],[7,0,12,0],[7,1,7,7],[8,1,8,7],[9,1,9,7],[10,1,10,7],[11,1,11,7],[12,1,12,7],[2,1,2,7],[3,0,6,0],[3,1,3,7],[4,1,4,7],[5,1,5,7],[6,1,6,7]]}
[null,null,null,null,null,null,"COMPARISON"]
[]
["Domain","Level of statement"]
["1. Buy In","1.1 | Connections with the patients and the wider public"]
[null,"1.2 | Strategic and senior leader engagement"]
[null,"1.3 | Influence within key organisations (health board and/or local authority and/or third sector) processes"]
[null,"1.4 | Buy-in of other professionals"]
["2. Internal relationships, collaboration and cohesion","2.1 | Internal leadership and culture"]
[null,"2.2 | Shared vision, common direction, culture and purpose"]
[null,"2.3 | Opportunities for meeting and discussion"]
[null,"2.4 | Networking with others"]
[null,"2.5 | Communication between professionals"]
[null,"2.6 | Flows through the whole system"]
["3. External Relationships","3.1 | Engagement with social services"]
[null,"3.2 | Engagement with the third sector"]
[null,"3.3 | Engagement with secondary care / community hospitals"]
[null,"3.4 | Engagement with primary care"]
[null,"3.5 | Engagement with other key stakeholders [only if additional and relevant to 3.1, 3.2, 3.3]"]
["4. Information sharing and governance","4.1 | Appropriate IT systems access"]
[null,"4.2  | Communication between IT systems"]
[null,"4.3 | Record keeping"]
[null,"4.4 | Confidentiality and consent"]
[null,"4.5 | Clear policies and procedures"]
[null,"4.6 | Robust systems for information governance"]
["5. Equity and equality","5.1 | Geographical equity"]
[null,"5.2 | Managing capacity"]
[null,"5.3 | Parity of esteem"]
["6. Person-centred Practice","6.1 | Focus and responsivity of the service"]
[null,"6.2 | Flexibility and responsivity of the practitioner"]
[null,"6.3 | Clear definition of professional roles"]
[null,"6.4 | Feedback from people supported by the service"]
[null,"6.5 | Communication and language preferences"]
["7. Resources - human and financial","7.1 | Staff retention"]
[null,"7.2 | Staff recruitment"]
[null,"7.3 | Budget"]
[null,"7.4 | Development of individual team"]
[null,"7.5 | Individual staff development"]
[null,"7.6 | Space for physical co-location"]
[null,"7.7 | Virtual co-location"]
["8. Embedding data in practice","8.1 | Culture of quality improvement and learning"]
[null,"8.2 | Appropriate range of skills and systems"]
[null,"8.3 | Quality of data and evidence"]
[null,"8.4 | Embedding data in processes of improvement"]
[null,"8.5 | Shared learning between teams"]
[null,"8.6 | Co-production of service and quality improvement"]