To share with you:

• An introduction to the English National Health Service

• Equipping activists: The School for Health and Care Radicals

• The curriculum• The spread• The impact• Ways to connect with us

The English NHS: facts and figures• The world’s largest publically funded health

system• Provides comprehensive healthcare to 54

million people• Sees a million patients every 36 hours• Funded by direct tax• It’s free at the point of use• Provides 95% of the healthcare in England

The NHS is the 5th biggest employer on the globe

Source: BBC

Where are we?The dominant NHS approach [to leadership] is

typified by laying down demanding targets, leading from the front, often being reluctant to delegate,

and collaborating little – and is the consequence of the health service focusing on process targets, with

reward dependent on meeting them.

Source: Kings Fund Leadership for engagement and improvement in the NHS http://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/leadership-for-engagement-improvement-nhs-final-review2012.pdf

“

“

Starts on the fringe (at the edge)

Starts with the activistsGary Hamel

always

“I have some Key Performance

Indicators

for you”

or

“I have a dream”

Source: @RobertVarnam

We need rebels!•The principal champion of a change initiative, cause or action•Rebels don’t wait for permission to lead, innovate, strategise•They are responsible; they do what is right•They name things that others don’t see yet•They point to new horizons•Without rebels, the storyline never changes

Source : @PeterVan http://t.co/6CQtA4wUv1

A 13 year tradition of bringing social movement thinking to health and care improvement

http://www.slideshare.net/NHSIQ/the-power-of-one-the-power-of-many?qid=97bb3464-07c2-4883-9531-c3d436a66aa1&v=qf1&b=&from_search=2

The genesis of the School

2002

20142013

2010 2012

2003

NHS Change Day 2013

“A school for healthcare radicals”

Applying social movement

thinking to healthcare

improvement

“The School for Health and Care

Radicals”

“A one day school for organisational

radicals”

Applying community organising

principles to healthcare

improvement

2015

http://www.slideshare.net/Downes/connectivism-and-personal-learning?next_slideshow=1

Curriculum of The School for Health and Care Radicals

1. Being a health and care radical: change starts with me• How to rock the boat and stay in it• The differences between radicals and troublemakers• Conform AND rebel

2. Forming communities: building alliances for change• You can’t be a radical on your own• Using story and narrative to build a sense of “us” and call others to action• Forming alliances for action

3. Rolling with resistance• Understanding that dissent, disruption and diversity are a welcome part of change• Tactics and strategies for engaging others in change

4. Making change happen• Working with intrinsic and extrinsic motivators for change• Building energy for change• Creating shared purpose

5. Moving beyond the edge• What skills will the change activist of the future need?• Helping radicals to shape how they take their learning from the School forward• What can you do next and where else might you get support and resources?

100,000

2,000

20,000

150

65

348

25,000+

120 14,000

inc

The school is being formally evaluated by the Chartered Institute for Personnel and Development

Quotes from participants

1. Follow us on Twitter@HelenBevan@School4radicals@TheEdgeNHS

2. Download all the previous materials from the School http://www.theedge.nhsiq.nhs.uk/school/

3. Enrol for The School for Health and Care Radicals: next term starts February 2016

4. Subscribe to

TheEdge.nhsiq.nhs.uk

Four ways to connect with us!