Origins Of The ELCTM Programme

The ELC Programme started with a simple idea in 2008.

We wondered how health and care systems could design services that would improve peoples’ lives if they didn’t understand what matters to them?

At that time, there really wasn’t much focus on improving experience of care – let alone on measuring outcomes related to people’s lives.

The Five Year Forward View

Darzi first highlighted experience of care as a critical aspect of quality in 2007. This changed the game; although putting what matters to people at the heart of health and care system and service design was still a long way off.

Today there is national recognition that focusing on what matters to people and families, and those who look after them, is the only way to transform outcomes.

Personalised care will only happen when statutory services recognise that patients’ own life goals are what count.

National Voices

A New Focus

Today, understanding how to improve peoples’ lives is core business for all health and care organisations – commissioners, providers and accountable care organisations.

Everyone agrees that it makes sense. It is the right thing to do.

The Challenge Remains.  How Do We Make It Happen At Scale?

How do we understand what matters to people, skill up and organise health and care systems to respond and deliver what matters at scale?

This is the challenge that The ELC Programme is working to solve.

Over the last 7 years, we have spoken to literally thousands of people, families and clinical teams. What we have learnt is that there is an emotional currency flowing around the NHS. People have told us that this emotional currency often determines how well people keep and how they use services. Yet, health and care systems largely ignore this emotional currency and focus on money instead. The ELC Programme wants to change that.

Watch this video to find out more about emotional currency:

Positive Change In People’s Lives

Our experience teaches us that when systems and services trade in this emotional currency alongside money, they start to respond differently and build support that delivers positive change in people’s lives. When this happens, they also achieve their financial goals and the clinical outcomes that are usually their primary focus.

In contrast, when systems and services trade solely in money, people and families remain dependent and perverse incentives emerge that get in the way of providers doing the right thing. This leads to demotivated staff and poor morale too.

How ELCTM Can Help

To help health and care systems change, we have developed three ELC programmes.