Agency AssociatesAgency AssociatesA National Network for Local A National Network for Local

ChangeChange

Liz Carter, Director

Sean O’Kelly

Objectives of the session

• Tell our story.

• Share our thoughts and experiences (and tips) on our personal leadership journeys

• An opportunity to explore your issues

• Consider how we might engage more staff to participate actively in improving services for patients in times of change

Why it all began

Less than 15% of NHS staff are actively involved in NHS modernisation

How do we increase this to 100%?

A typical Trust or community will host up to 40 separate modernisation initiatives.

How do we join them up into a coherent local game plan?

Mobilisation is the key

“If you want to build a ship do not gather men together and assign tasks. Instead teach them the

longing for the wide endless sea.”

(Saint Exupery, Little Prince)

“Leadership is the art of mobilising others to want to struggle for shared aspirations.” (Kouzes & Posner, 1995)

How it all began

• 57 passionate people

• One passionate clinician

• One shared vision

Not 100, not 1000 but all staff are engaged in improving services for patients

What did we do?

• Contacted and met with SHA leads

• Agreed ‘engagement’ process

• Encouraged local models-one size does not fit all

• Connected successful and first active SHAs to share approaches

• Target 1000 by April 03

How did we do it?

• Worked in collaboration with SHAs

• Coordinator and temp contacted nominees

• Honorary agreements exchanged

• Associates engaged

Where are we now?Where are we now?• 2500 associates in scheme

• new applications daily

• 35% clinicians

• External initiatives

• Special interest groups

• Non NHS Staff protocol

• Connected into NHS Live

NHS Live

• 350 teams with Improvement projects

• Public and patient involvement

• Staff Involvement

• Year 2 May 05

• SHA Coordinators connected with Associates

Ongoing Engagement with SHAsOngoing Engagement with SHAs

• 24 visited, ongoing meetings

• Local networking events to build local capability and capacity

• Pilot and refine skills audit

What do they get?

• Monthly newsletter

• Access to developmental opportunities

• Connected into other networks and modernisation activity

• Access to new ways of thinking – H and SC Awards

Key success factors:

• Clinician engagement

• Face to face

• Respond to requests

• Design group principles

• Its theirs not ours - ownership

A Clinicians ViewA Clinicians View

An association of many people throughout the country, interested in bringing about service improvement through change that will make the difference between the frustration of attempting to work in isolation and the satisfaction of sharing the load with others.

Dr Sean O’Kelly, National Clinical Champion

Engaging CliniciansEngaging Clinicians

• Meeting President Academy of Royal Colleges -Jan 03

• Royal College teaching

• GP Best Practice Forum

• Special interest groups

• Maintain focus on patient experience

Future DirectionFuture Direction

• Continue links with SHAs - grow local networks

• Develop collaborative plans for future engagement

• Integration and alignment with New MA• Further development special interest groups• Connect in to and with NHS Live

“The answer lies within”

Questions?

DISCUSSION QUESTIONS What can you do?

• How far has your organisation succeeded in getting the attention of front-line staff, especially clinicians, and are there other ways this might be done more successfully?

• Who are your ‘change champions’ and ‘natural opinion leaders’, especially clinicians? (list) Where are the gaps (top and bottom)?

•In what ways could internal and external networks be used more effectively for engaging more people in your efforts to improve services for patients?

Challenges and Opportunities

• What are the challenges facing you as a leader right now?

• What are the opportunities in the current climate of change?

Making it mainstream

• Seen as highly relevant to the organisation’s long and short term success

• Powered through the organisation– formal systems– informal systems

• Specific and generic responsibilities

• Leaders focus on it

Making it mainstream

• Leaders make space for it

• Boundaries are blown

• People are passionate about it

• Critical mass of staff are capable service improvers

Improvement Leaders GuidesImprovement Leaders Guideswww.modern.nhs.uk/improvementguideswww.modern.nhs.uk/improvementguides

Agency Associates Agency Associates www.modern.nhs.uk/agencyassociateswww.modern.nhs.uk/agencyassociates

NHS LiveNHS Livewww.nhsu.nhs.uk/webportal/nhs-livewww.nhsu.nhs.uk/webportal/nhs-live

Liz CarterLiz Carter liz.carter@npat.nhs.ukliz.carter@npat.nhs.ukSean O’KellySean O’Kelly swokelly@aol.comswokelly@aol.com