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THE NHS MODERNISATION AGENCY

THE NHS MODERNISATION AGENCY. The Application of Complexity in a National Healthcare Improvement Organisation. Outline of Session. 1. Context - Who we are and why ICoSS 2. Methodology 3. Interim Findings 4. What Next 5. What are we Learning 6. Q & A. Who We Are. Established April 2001

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THE NHS MODERNISATION AGENCY

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  1. THE NHS MODERNISATION AGENCY The Application of Complexity in a National Healthcare Improvement Organisation

  2. Outline of Session 1.Context - Who we are and why ICoSS 2. Methodology 3. Interim Findings 4. What Next 5. What are we Learning 6. Q & A

  3. Who We Are Established April 2001 NHS 10 year plan 750 people, £230m budget People Technology Process

  4. Examples of our work Supported 42 zero star Trusts Helped by the Agency’s Emergency Services Collaborative, all 24-hour A&E Departments have ensured that 94% of patients are seen, treated or discharged within 4 hours Over 40% of diagnosed cancer patients are benefiting from redesigned services through the Agency’s Cancer Services Collaborative The Changing Workforce Programme helps the NHS and health and social care organisations to test, implement and spread the redesign of staff roles. It spreads learning from a range of projects throughout the NHS

  5. Why ICoSS • Senior Management Team (SMT), consisting of top 70 managers, created in September 2003 • ICoSS process commissioned to enable us to reflect on development needs

  6. Sept 2003 - May 2004 • Decision taken to localise the MA in 1 year • Successor organisation • Change direction of ICoSS project

  7. Methodology • Semi structured 1:1 and team interviews • Landscape of the mind (LoM) questionnaire • Netmap

  8. Feedback/Validation • Reflect back workshop • Core group • Complexity seminar • LoM 1:1

  9. Interim Findings • Caveat on findings, as majority of study undertaken prior to March 2004 announcement • Emphasis on relationships - borne out by the large number of senior staff in the LoM ‘Warm Gold’ category • Not good at demonstrating the value and impact of the work in terms of measurement and targets • Need for effective cost model to justify the MA’s activities

  10. Findings 2 • Need for better management systems and processes • Need for clarity of the role of the MA - DoH / NHS • Need to improve the identification, capture and dissemination of learning • Need to improve meetings and be more respectful of each other’s time • Future role of new organisation will be leading edge - helping others to meet their targets is to be localised

  11. What Next? • Using the findings to inform the new organisation and the improvement system within the NHS • Consideration of LoM one-to-one feedback for all SMT members who want it, to help them to consider their future direction • Using LoM elements to consider the capabilities required in the new organisation

  12. What are we Learning? • Power of language • Impact of theoretical framework • Translation to business impact • Opportunities for whole system

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