The contribution of GP leadership and wider primary care teams in improving local systems - resources and learning from NHS IQ's Transforming Care team. Speakers: Dr Tom Margham and Mani Dhesi.
10. CCG work
with senior
system
stakeholders
Prime Ministers Challenge Fund work with
frontline Primary Care staff and patients
Place based support –
working with senior teams
and frontline Primary Care
staff & patients
11.
12.
13. CCG work
with senior
system
stakeholders
Prime Ministers Challenge Fund work with
frontline Primary Care staff and patients
Place based support –
working with senior teams
and frontline Primary Care
staff & patients
14.
15.
16.
17. CCG work
with senior
system
stakeholders
Prime Ministers Challenge Fund work with
frontline Primary Care staff and patients
Place based support –
working with senior teams
and frontline Primary Care
staff & patients
MIND THE GAP
18. CCG work
with senior
system
stakeholders
Prime Ministers Challenge Fund work with
frontline Primary Care staff and patients
Place based support –
working with senior teams
and frontline Primary Care
staff & patients
UNTAPPED LEADERSHIP
CAPACITY
19. CCG work
with senior
system
stakeholders
Prime Ministers Challenge Fund work with
frontline Primary Care staff and patients
Place based support –
working with senior teams
and frontline Primary Care
staff & patients
SUSTAINBILITY
ISSUES
20. CCG work
with senior
system
stakeholders
Prime Ministers Challenge Fund work with
frontline Primary Care staff and patients
Place based support –
working with senior teams
and frontline Primary Care
staff & patients
LOSS OF ENERGY
(Fuel for change)
21. CCG work
with senior
system
stakeholders
Prime Ministers Challenge Fund work with
frontline Primary Care staff and patients
Place based support –
working with senior teams
and frontline Primary Care
staff & patients
FILL THE GAP
22. CCG work
with senior
system
stakeholders
Prime Ministers Challenge Fund work with
frontline Primary Care staff and patients
Place based support –
working with senior teams
and frontline Primary Care
staff & patients
30. What is your personal ambition for the
piece(s) work that you are doing at the
moment?
Share a fact that your work colleagues are
unlikely to know about you.
31. How do you make this happen
• Time out from everyday practice
• (Ideally) a neutral space
• Facilitation – a neutral broker
• Honest conversations
34. a skill to motivate others
to join you in action
A narrative approach may help?
35. PROJECT INITIATION DOCUMENT
- Run searches on practice population
- Undertake case note reviews on patients identified
as being at risk
- Complete reflective template
37. Developing your key messages into an
engaging narrative that is bespoke to each
audience can help to really enthuse
others
38. It can really help to view those involved in
improvement work with you as
volunteers….focuses the mind on how to
truly engage
39. We need to develop multiple key
messages (adapted stories) for our
different audiences to truly
- Engage and connect
- Energise behind change
- Share authentically
- Engineer commitment first before we
use compliance
40. Consider how you would describe the changes to ….
a locum GP joining the practice
a friend at the school gate
a patient
a carer / family member for an elderly relative
a neighbour
43. How do you make this happen
• There are well established rules to help develop your
narrative
• Authenticity is crucial
• Adapt your story
• Practice, Practice, Practice!
46. The traditions of measurement
• eg A-B comparison, average, huge dataset
Research
• eg one-to-many benchmarking
comparison, average, large dataset
Judgement
• eg continual analysis of single changing
process over time
Improvement
49. How do you make this happen?
• Choose what you measure carefully
• Link to shared purpose and system drivers
• Measure often
• Think about how displaying your data will engage staff
and service users
54. 1st & 2nd Order Change
Incremental Improvement
1st Order change
Is good and required
Transformation
2nd Order change
Is good and required
If we did both – simultaneously – the
results would be amazing?
55. Rules for idea generation
Criticism is ruled out
Encourage wild ideas
Build on the ideas of others
Promote equality of contribution
Answers not just from leaders
Go for quantity to avoid ‘silver bullet’ thinking
Think about conducive environment to create
transformational space
57. How do you make this happen?
• It’s ok (and good!) not to have all the answers
• Tools and structure c an be used to help ideas
creation
• Create space and time to allow frontline staff to
innovate
• Leaders can help by providing the ‘air cover’
• Allow experimentation
58. WHY?
Real lasting change across the system occurs
when we utilise core improvement principles in
all areas that are adapted for each setting.
Quality improvement is the way to deliver true
high quality care with the least amount of
resources.
59. WHAT?
Flexibly supporting local systems to deliver
their change by focusing on work with
senior leaders, management and frontline
staff across the whole system.