Implementation Outcome Repository

Implementation Outcome Repository 

• A free online resource for implementation stakeholders, including researchers and healthcare professionals, wishing to quantitatively measure implementation outcomes. 
• Developed by researchers in the Centre for Implementation Science at King’s College London, King's Improvement Science and the Behavioural and Implementation Science research group at the University of East Anglia.

How can we learn from changes in practice under COVID-19?

How can we learn from changes in practice under COVID-19? A guide for health and care teams to learn from innovations during the pandemic
Analytical Collaboration for COVID-19 October 2020

• This guide has been developed to help health and social care teams and their leaders learn from service changes put in place or accelerated during the COVID-19 response. Includes useful tools and resources eg learning frameworks, knowledge mobilisation, sharing learning, evaluation.
• Produced as part of the Analytical Collaboration for COVID-19 which brings together: the Health Foundation; King’s Fund; Nuffield Trust; Imperial College Health Partners and the Strategy Unit.

Skills for collaborative change : a map and user guide

Skills for collaborative change : a map and user guide
Q Health 29 September 2020

• A practical tool setting out the skills and attitudes needed for collaborative and creative problem-solving. It has been developed in partnership with Nesta. It draws on Q’s experience of large-scale collaborative approaches, the Health Foundation’s quality improvement expertise, and Nesta’s extensive experience of government innovation.

Skills for collaborative change: a map and user guide

Skills for collaborative change: a map and user guide
Q Health 29 September

• A practical tool setting out the skills and attitudes needed for collaborative and creative problem-solving. he map and user guide is designed to support individuals and teams to have meaningful conversations about what it takes to do collaboration well and how to use those skills in practice.

Organisation change - case studies from finance teams

Dealing with organisational change – case studies from the finance team of the year award 2019
HRMA September 2020

• This briefing shares the experiences of finance teams in supporting significant organisational change in Hampshire and Isle of Wight Partnership of CCGs; Pennine Care NHS Foundation Trust; and Wrightington, Wigan and Leigh Teaching Hospitals NHS Foundation Trust.

A systematic scoping review of change management practices used for telemedicine service implementations.

A systematic scoping review of change management practices used for telemedicine service implementations.
BMC Health Serv Res 20, 815 (2020). https://doi.org/10.1186/s12913-020-05657-w

• A review of the evidence identified 16 change management practices relating to either strategic or operational aspects of telemedicine implementations. The authors suggest that the slow rate of adoption of telemedicine may be due to a piecemeal approach to the change process, and a lack of understanding of how to plan, manage and reinforce change when implementing telemedicine services.

LGA Transformation and Innovation Exchange

Transformation and Innovation Exchange

• The LGA has created an online hub that brings together practical help for local government about innovation and efficiency into one place. It features a range of case studies, guidance, tools, performance data, training and other resources to help councils continue to deliver value for money and better outcomes for communities.

Wellbeing data sources

Wellbeing data sources
What Works Wellbeing

• A wide ranging collection of data sources, including ONS, NatCen Social Research, LSE, Cabinet Office, and other government departments.
• The What Works Wellbeing website also includes a range of tools to support measurement of wellbeing. A member of the What Works network.

Sustainable Improvement Impact Framework

Impact Framework
NHS England 24 May 2019

• The Sustainable Improvement team has developed a framework to systematically capture the impact of large scale change programmes of work. The Sustainable Improvement Impact Framework has been developed based on approaches used by others in the field of developmental evaluation, tailored to support improvement work in complex systems. ​
• This online guide provides a practical resource for anyone who may be looking to apply the Impact Framework to their own work.

Evaluation in health and well being: guidance summaries

Evaluation in health and well being: guidance summaries
PHE 7 August 2018

• Summaries and signposts to 48 guides and frameworks on evaluation published between 2000 and 2016. 
• Each individual guide or framework has a summary covering background information, including lead author or organisation, date, target audience; themes and an overview of the guidance being reviewed.

NHS Change Model refresh

NHS Change Model
NHS England updated 4 April 2018

• The Change Model is a framework for any project or programme that is seeking to achieve transformational, sustainable change. Originally developed in 2012, the Model provides a useful organising framework for sustainable change and transformation that delivers real benefits for patients and the public.
• The Model has been refreshed and enhanced to include a PDF guide and a series of supporting diagnostic tools, including an action planning template and a key questions template for each component of the guide.

Learning from the vanguards

Learning from the vanguards

NHS Clinical Commissioners, NHS Providers, LGA, NHS Confederation 31 January 2018

A series of briefings which examine the legacy and lessons learned from the New Care Models programme.

• Vanguard-supporting people and communities explores how the vanguards have sought to design health and care services around the needs of people who use them, focusing on the outcomes that matter to people and tailoring care to their needs and goals. It also explores how the vanguards have adopted community- and asset-based approaches to consider the broadest possible influencers on health and care.
• Learning from the vanguards: staff at the heart of new care models looks at how the vanguards have broken down traditional organisational barriers across whole systems, how they have engaged staff in the programmes, communicated change and supported staff to work differently.
• Learning from the vanguards: spreading and scaling up change explores the ten key factors that the vanguards have identified are crucial to encourage the spread of initiatives. These include the importance of involving clinicians in change, building shared goals across systems, and creating the time, space and resources for large scale change.
• See Shared Learning from New Care Models

Leading Large Scale Change: A Practical Guide

Leading Large Scale Change: A Practical Guide
NHS England Updated 13 September 2017

• A guide to support leaders drive change in line with the Five year Forward View and next Steps, and accompanied by a supporting skills development programme.
• The Guide includes
• Updates on the leading models that will enable you to address the challenges in achieving transformational change
• The latest thinking from national and global improvement experts and change leaders
• New tools, techniques and tips to help you effectively progress large scale change programmes
• Evidence-based insights and learning that will help leaders and change agents in health and care and across public services
• Thought-provoking content that will help you successfully take forward your STP, vanguard, new care model, accountable care system or other large scale change programme
• Signposting to a host of new online resources including videos, presentations and digital media links.

Developing trusted assessment schemes: ‘essential elements’

Developing trusted assessment schemes: ‘essential elements’
NHS Improvement July 2017

• This guide describes how local systems could implement trusted assessment, a key element of best practice in reducing delays to transfers of care between hospital and home, and part of the high impact change model for managing transfers.

Resources for STPs and accountable care systems

Resources for sustainability and transformation partnerships (STPs) and accountable care systems (ACSs)
NHS England

• A range of information, commentary and tools that help to demonstrate the opportunity and challenges within the NHS – and for local teams to use as they develop their plans for change including:
• External reports and information
• NHS in the news
• Engaging local people – a guide for local areas developing sustainability and transformation plans
• Updates from Simon Stevens and Jim Mackey
• Indicative STP allocations
• Quick guides - what success in 2020 would look like, and suggestions about how areas could approach implementation.

Swimming together or sinking alone

Swimming together or sinking alone: Health, care and the art of systems leadership
Institute of Healthcare Management (IHM) 10 January 2017

• This report, written by Richard Vize and based on interviews with senior leaders in health and local government, examines the real issues behind the Sustainability and Transformation Plan (STP) process.
• The report analyses the difficulties these new, highly pressured networks are experiencing, and identifies how healthcare managers need to think and act differently to make systems leadership a success. 
• It considers the impact of the shift from focusing on individual organisations to thinking about:
• systems and local health economies, 
• the importance of trust and shared ownership of problems and solutions, 
• establishment of an organisational development programme for STP leaders, 
• authentic leadership, 
• building relationships between the NHS and local government
• clinical staff engagement, in particular middle managers and junior staff
• patient and public engagement
• the importance of dedicated management time to support the transformation 
• creating the environment for changeprocess going forward

Realising the Value - delivering community centred health and wellbeing

Realising the Value    (www.realisingthevalue.org)

Health Foundation, Nesta 15 November 2016
This programme examined the evidence on what good person and community-centred care looks like and the potentially wide-reaching benefits then developed and tested ways to embed these approaches, creating a set of tools to allow these to have national and local impact.

Making difficult decisions

Making difficult decisions: Commissioning healthcare in changing times
NHS Clinical Commissioners, University of Birmingham 28 September 2016

• This report sets out factors that can enable CCGs to successfully command the confidence of the public, patients, local politicians and other key stakeholders when making changes.
• It contains top tips drawn from academic research and additional insight from those interviewed during the report, including commissioners, patient groups and NHS England. These are:
• Identify opportunities for improvement and safe and cost-effective change in service provision.
• Plan the change management process in advance.
• Base decision-making on robust data where available.
• Manage stakeholder perceptions through active engagement, consultation and nurturing trustworthy relationships.
• Recognise that local community, clinician and political support is vital, and engage these interests early.
• Develop an integrated communication and engagement strategy from the start

Spreading change and supporting self management through the EAST framework

Two publications from NESTA using the EAST framework which says that to encourage a particular behaviour you must make it Easy, Attractive, Social and Timely. Both feature a number of low-tech, pragmatic and manageable activities which can increase the spread of person- and community-centred health and wellbeing programmes

Spreading change: A guide to enabling the spread of person- and community-centred approaches for health and wellbeing
NESTA 6 September 2016

• This guide outlines how behavioural science can help spread the take-up of person- and community-centred approaches to health and wellbeing.

Supporting self-management: A guide to enabling behaviour change for health and wellbeing using person- and community-centred approaches
NESTA September 2016

• This guide offers a framework for understanding and changing behaviour, and real-world examples of how these changes happen in practice. It is written for people who support those living with long-term conditions, or who help people avoid these conditions using person- and community-centred approaches.

What makes a top clinical commissioning leader?

What Makes a Top Clinical Commissioning Leader?
NHS Clinical Commissioners, May 2016

• Through a series of interviews with both clinical and managerial CCG leaders this report highlights how both clinical and managerial leaders are integral to the success of a CCG. 
• It identifies qualities that make a top clinical commissioning leader including resilience, openness, emotional intelligence and being good communicators, with excellent listening skills and the ability to instill clarity of purpose.