Nesta | July 2019 | Sparking change in public systems: The 100 Day Challenge
Front-line practitioners and people who rely on health and care services have unrivalled expertise in how the system operates, but often have little influence or ownership over change. The 100 Day Challenge allows front-line staff and citizens to collaborate and experiment with new ways of working, testing them for 100 days to see if they make a difference. The 100 day challenge is a structured and rapid innovation process that incorporates coaching support and other methods that enable people to take on new ways of working.
Nesta -an innovation foundation- have produced Sparking change in public systems: The 100 Day Challenge a booklet that identifies five key ingredients to achieving success using real-life challenges
Local – taking a place-based approach to change Participation – working with front-line staff and citizens Pace – rapidly testing and learning Action – testing a range of ideas in the real world Results – seeing improvements in people’s lives (Source: Nesta)
This toolkit is designed to help junior doctors build, sustain and run their own local leadership and engagement structures. It includes a number of case studies which showcase good practice from across the country as well as some practical guides to help with the day-to-day management of these groups. The toolkit also summarises the relevant academic literature and explains how different local leadership structures relate to existing contractual requirements.
Case study looking at Ashford and St Peter’s Hospitals NHS Foundation Trust’s approach to quality improvement.
Part of our series focusing on staff involvement for quality improvement, the case study looks at how Ashford and St Peter’s has used innovative staff involvement techniques to help all staff improve quality of patient care. Beginning as an initiative solely for medical staff engagement, it has now been adopted across the organisation.
NHS Employers has published Making it better: staff engagement for quality improvement. This case study highlights work that the Sheffield Teaching Hospital has undertaken on staff engagement as part of its programme of quality improvement, such as the collaborative development of the Sheffield Microsystems Coaching Academy, Listening into Action groups and the creation of trust values. The case study also highlights the benefits the organisation has seen as part of its ‘Making it Better’ transformation programme.
This case study looks at how Imperial College Healthcare NHS Trust has significantly improved their staff engagement levels using new and innovative methods. Through engaging with staff to understand more about how they are feeling at work, engagement levels have improved from the 2015 score of 3.71 to 3.8 in 2016, which was the largest year-on-year increase of all acute trusts in London.
This shared learning example describes how Lisa Smith, Freedom to Speak Up guardian in York Teaching Hospital NHS Foundation Trust has engaged with multiple sites to help foster a positive, safe culture of speaking up.
With one of the largest NHS geographies in the UK, find out more about the methods being used by Lisa at York to promote awareness of raising concerns, including attending flu clinics to reach out to as many staff as possible.