Presentation made by Charlie Keeney and Rachel Hinde, NHS Improving Quality Transforming Care team at the NHS Confederation annual conference and exhibition 2015, 3rd - 5th June. Delagates heard insights from senior leaders who have successfully applied large scale transformation change to theirs and partner organisations locally.

1. Advancing transformational change
– stepping-up the pace

2. Welcome and introductions
Chair: @CharlieKeeney - Programme Director at NHS IQ
Presenting: @RachelHinde - Programme Lead at NHS IQ
Dr David Hambleton - Chief Officer at NHS South Tyneside CCG
@STyneCCG

3. The Transforming Care team
• Improvement partner to Prime Minister’s Challenge Fund
sites – 20 pilots (2014/15) and 37 pilots (2015/16)
• Development for Commissioners (2011-13) - 70% Clinical
Commissioning Groups took-up our support to help them
become ‘authorised’
• We asked: What are your priorities post-authorisation?
• #1 answer: support to deliver large scale change

4. “Investment in building capacity and capability for change is the
most consistent characteristic in high-performing systems
globally ……
Evidence from high-performing health systems indicates the
need to invest significantly in leadership-level skills for large-
scale change; [skills] to mobilise for improvement, strategically
align goals and create measures and implementation initiatives;
to work explicitly with models and theories of large-scale change;
and to balance short-term operational results with longer term
transformation”
‘The next leg of the journey: how do we make high quality care
for all a reality?’ Helen Bevan, Chris Ham, Paul Plsek (2009)

5. Attributes of our support
Sustainable
- build
capability
Collaborative
– partners and
stakeholders
Practical
- learn and do
Partnering
- local and
challenging

7. Our role
• Helping to frame the challenge - the burning platform
and burning ambition*
• Creating ‘transformational space’ – distinct from
business as usual meetings
• Using evidence-based tools and approaches – tested at
an unprecedented scale
• Flexibly supporting local systems to deliver their change
*Peter Fuda: Leadership Transformed www.peterfuda.com

8. Our core tools
0
5
10
15
20
25
30
35
40
45
Consecutive patients
Days
waiting time
mean
upperprocesslimit
lowerprocesslimit

10. The South Tyneside story so far
• A need to join-up how we work across health and social
care – for patients, carers, staff, better use of resources…
• Frankness and signals from the ‘big 5’ leaders
• Prototyping with permission
• Speed of change, energy generated and wider impact
• See: tinyurl.com/qjdcjkh for a great short film of the
people who’ve made this happen

11. My tips for fellow system leaders
• It’s ok (and good!) not to have all the answers
• Collaboration is key and already happening strategically and
operationally
• Create the space to allow frontline
staff to innovate
• Provide the ‘air cover’
• Allow experimentation
• …requires resilience, courage and willingness to be challenged

12. Change Model
Google search ‘NHS change model’

13. Change Model
• Launched 2012, does it still
resonate?
• What should be added,
changed, developed?

14. Further information
‘Stepping up the pace…’ – free copy on your seat featuring
case studies, insights and tools http://bit.ly/1GmgXg1
nhsiq.nhs.uk – go to the Transforming Care team pages for
tools and resources
tinyurl.com/no3cytz – our YouTube channel packed with
online webinars (driver diagrams, measurement, capacity &
demand etc), team videos/case studies and Productive
General Practice resources
Twitter - @RachelHinde @CharlieKeeney
@NHSIQ @TransformCare