Agency Associates A National Network for Local Change

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Agency AssociatesA National Network for Local
Change

• Liz Carter, Director
• Sean OKelly

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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

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Why it all began
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?
Less than 15 of NHS staff are actively
involved in NHS modernisation How do we
increase this to 100?
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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)

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How it all began

• 57 passionate people
• One passionate clinician
• One shared vision

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

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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

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How did we do it?

• Worked in collaboration with SHAs
• Coordinator and temp contacted nominees
• Honorary agreements exchanged
• Associates engaged

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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

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NHS Live

• 350 teams with Improvement projects
• Public and patient involvement
• Staff Involvement
• Year 2 May 05
• SHA Coordinators connected with Associates

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Ongoing Engagement with SHAs

• 24 visited, ongoing meetings
• Local networking events to build local capability
  and capacity
• Pilot and refine skills audit

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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

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Key success factors

• Clinician engagement
• Face to face
• Respond to requests
• Design group principles
• Its theirs not ours - ownership

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A 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 OKelly, National Clinical Champion

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Engaging Clinicians

• Meeting President Academy of Royal Colleges -Jan
  03
• Royal College teaching
• GP Best Practice Forum
• Special interest groups
• Maintain focus on patient experience

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Future 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

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• The answer lies within
• Questions?

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• 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?
  

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Challenges and Opportunities

• What are the challenges facing you as a leader
  right now?
• What are the opportunities in the current climate
  of change?

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Making it mainstream

• Seen as highly relevant to the organisations
  long and short term success
• Powered through the organisation
• formal systems
• informal systems
• Specific and generic responsibilities
• Leaders focus on it

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Making it mainstream

• Leaders make space for it
• Boundaries are blown
• People are passionate about it
• Critical mass of staff are capable service
  improvers

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Improvement Leaders Guideswww.modern.nhs.uk/impro
vementguidesAgency Associates
www.modern.nhs.uk/agencyassociatesNHS
Livewww.nhsu.nhs.uk/webportal/nhs-live
Liz Carter liz.carter_at_npat.nhs.uk Sean
OKelly swokelly_at_aol.com