Your Module 3 Resources

This handbook has been created to give advice and options to groups of practices looking to establish and develop a primary care network, including governance arrangements as explored in Module 3.

Most of the major elements are interdependent, so conversations and decisions should not be made in isolation; it is recommended reading the whole document before meeting with others to make decisions.

Great change needs strong foundations. Making change happen isn’t easy, but we hope this guide will help.

The Change Model provides a valuable framework to enable effective and sustainable change that delivers real benefits for staff, patients and communities. It has been co-produced with hundreds of health and care staff and based on credible evidence and experience. The Change Model is for anyone who wants to make a difference – you could be in a clinical or a support role at any level of an organisation.

Improvement tools:  The evidence suggests that using an evidence-based improvement tools improves the likelihood that a change programme will be successful.  There are a number of improvement tools available (Lean, model for improvement etc) and they will often include elements from other parts of the NHS Change Model e.g. measurement, engagement, leadership.  All elements of the model work best when integrated together. The other elements are outlined below under Point 2.

Leadership by all: A truly patient-centred NHS will require involvement of patients not just in their own care but in changing the way care is received by everyone. Patients and the public can guide us to the most effective service models from their perspective but need to be empowered and supported to lead. The following questions will help to understand or inform the thinking around the planned change

Measurement:  If you don’t focus on measurement you won’t know whether progress is being made on the processes we follow and impact being made. We should not be surprised about what we agree to measure, as it should be linked to our shared purpose.

The following questions will help to understand or inform the thinking around the planned change.

Motivate and mobilise: This is about stakeholder engagement and involvement but it’s also about asking individuals to take action – to be part of the change, to collaborate in designing and delivering the future.
The following questions will help to understand or inform the thinking around the planned change.

Our Shared Purpose: Developing and agreeing a shared purpose is the fundamental place to start in using the change model in any change process.

The following questions will help to understand or inform the thinking around the planned change.

Project and performance management: To ensure that the changes we plan get delivered we must have ways of making sure that the change is happening and early warning systems for any problems or barriers to our agreed plans for change.

The following questions will help to understand or inform the thinking around the planned change.

Spread and adoption: This is as much about copying good practice from elsewhere as it is about sharing what is going well for us with others. We all need to share what works, learn from others and spread good practice as well as having new ideas.

The following questions will help to understand or inform the thinking around the planned change.

System drivers: The NHS is a complex system with many different parts interacting. Part of the system is the incentives (for example payment systems for providers of care) and sanctions (for instance standards of care and penalties for failing to meet those standards). The incentives and sanctions can drive together to promote change (though sometimes they don’t) and they can operate on a personal or a system level.

The following questions will help to understand or inform the thinking around the planned change.

This problem-solving toolkit can be used to tap into the enterprising talents, ideas and energies found within your organisation, together with your partners and acrossyour local communities. It provides you with a simple structure for the incubation and problem-solving process, together with toold that you can use to facilitate each of the 8 steps.

As a collaborative leader attempting to engage your partners and community to help you, viewing the engagement process as a long-term programme and commitment is the first step you must take on this journey.

The Collaborative Incubator Model is an alternative change methodology to the NHS Change model. It has three broad phases and provides a model template for a sustainable community/ stakeholders engagement process.