‘Improvement we do immediately - Innovation takes a little longer ’

1. ‘Improvement we do immediately - Innovation takes a little longer’ – Tackling service Transformation Realistically and Practically.’3 June 14:00 -15:15

2. ‘Improvement we do immediately - Innovation takes a little longer’ Session Chair  Richard Carey Chief Executive, NHS Grampian/ Chair Innovation Partnership Board

3. ‘Improvement we do immediately - Innovation takes a little longer’ Session Facilitator  Mike Stevenson Director, Thinktastic

4. ‘Improvement we do immediately - Innovation takes a little longer’

5. ‘Improvement we do immediately - Innovation takes a little longer’ Introductory Remarks  Richard Carey Chief Executive, NHS Grampian/ Chair Innovation Partnership Board

6. ‘Improvement we do immediately - Innovation takes a little longer’ Session ‘Think Big’ Mike Stevenson Director, Thinktastic

7. ‘Improvement we do immediately - Innovation takes a little longer’ Session How Can We Organise To Produce Innovative Solutions That Transform Not Just Improve? Reflections From SCIPP And Beyond

8. ‘Improvement we do immediately - innovation takes a little longer’ Panel • Peter Williamson, SCIPP Sponsor 2. Chris Harris, Director, RoslinBioCentre 3. Amanda Britain, Managing Director, CraigforthHCAS Limited/ Joint Improvement Team 4. Sylvia Wyatt, Co-organiser of SCIPP 5. John Cassidy, Director, Scottish Healthy Living Centre Alliance

9. ‘Improvement we do immediately - Innovation takes a little longer’ Question 1 How Important Is Finding Innovative Solutions To Future Plans For Your Area of Work? (Give A Score On A Scale of 1-7, Where 1 is Very Unimportant and 7 is Very Important.)

10. ‘Improvement we do immediately - Innovation takes a little longer’ Question 2 How Easy Do You Find It To Develop Innovative Ideas? (Give A Score On A Scale of 1-7 Where 1 is Very Difficult and 7 Is Very Easy.)

11. ‘Improvement we do immediately - Innovation takes a little longer’ Question 3 What Is The Level Of Support In Your Organisation To Take Forward Innovative Solutions? (Give A Score On A Scale of 1-7, Where 1 Is Very Low Support And 7 Is Very Extensive Support.)

12. ‘Improvement we do immediately - Innovation takes a little longer’ Question 4 Do You Think That The NHS Is Too Risk Averse To Be Truly Innovative? (Give A Score On A Scale of 1-7, Where 1 Is The NHS Is Very Risk Averse And 7 Is The NHS Is A High Risk Taker.)

13. ‘Improvement we do immediately - Innovation takes a little longer’ Question 5 How Well Do You Understand What Are The Requirements For To Innovate Effectively In Your Area Of Work? (Give A Score On A Scale of 1-7, Where 1 Is A Very Low Understanding And 7 Is An Extensive Understanding.)

14. ‘Improvement we do immediately - Innovation takes a little longer’ Question 6 (To Help Develop Priorities For Future Plans) In Your View - What Is The Single Most Important Change That Could Support Greater Innovation In Health and Care: • Maximising The Number And Variety Of Contributions From Outside The NHS To Come Up With Solutions • Creating A Much Higher Level Of Ambition For The Future Of Services • Spending More Time Designing And Testing Solutions To Make Sure They Work • Recognising That The Additional (Transitional) Costs Of Introducing Major, Innovative Changes Have To Be Met • Making Evidence On What Innovations Work More Accessible • Accepting That Blame Should Not Attach For Innovative Ideas Not Working • Recognising Properly Those Who Contribute To Innovation • Taking Forward Innovations More On A Scotland-wide Basis - As opposed to local

15. ‘Improvement we do immediately - Innovation takes a little longer’ Question 7 (To Help Develop Priorities For Future Plans) In Your View - What Is The Second Most Important Change That Could Support Greater Innovation In Health and Care: • Maximising The Number And Variety Of Contributions From Outside The NHS To Come Up With Solutions • Creating A Much Higher Level Of Ambition For The Future Of Services • Spending More Time Designing And Testing Solutions To Make Sure They Work • Recognising That The Additional (Transitional) Costs Of Introducing Major, Innovative Changes Have To Be Met • Making Evidence On What Innovations Work More Accessible • Accepting That Blame Should Not Attach For Innovative Ideas Not Working • Recognising Properly Those Who Contribute To Innovation • Taking Forward Innovations More On A Scotland-wide Basis -As opposed to local

16. ‘Improvement we do immediately - Innovation takes a little longer’ Question 8 (To Help Develop Priorities For Future Plans) In Your View - What Is The Third Most Important Change That Could Support Greater Innovation In Health and Care? • Maximising The Number And Variety Of Contributions From Outside The NHS To Come Up With Solutions • Creating A Much Higher Level Of Ambition For The Future Of Services • Spending More Time Designing And Testing Solutions To Make Sure They Work • Recognising That The Additional (Transitional) Costs Of Introducing Major, Innovative Changes Have To Be Met • Making Evidence On What Innovations Work More Accessible • Accepting That Blame Should Not Attach For Innovative Ideas Not Working • Recognising Properly Those Who Contribute To Innovation • Taking Forward Innovations More On A Scotland-wide Basis – As opposed to local

17. ‘Improvement we do immediately - Innovation takes a little longer’ Session Concluding Remarks And Close

18. ‘Improvement we do immediately - Innovation takes a little longer’ Complete Questionnaire Results Questions 6-8 MCL Reviewing Ambitious About Innovation