These cases studies demonstrate how the seven interconnected spread and adoption principles and systems convening work in practice from the perspective of staff in a range of settings. Additional cases will be added below and at Horizons website.
- A winning partnership: System Convening with Programme Management improves patient experience
- ‘That’s what I do’: voluntary partnerships, complexity and an activity named system convening’
- A winning combination: programme management with system convening to develop and spread the BASIC STEP tool in North West Ambulance Service (NWAS)
- Spread, adoption and systems convening: the Welsh Ambulance Service Trust (WAST) falls framework
- Planning for spread and adoption from the start, the seven principles and system convening in the successful Continuing Healthcare Improvement Collaborative
Anand Iyer Programme Manager, Barney Schofield Director Planning and Delivery and Rebecca Duggan Lead RDC Nurse at Northern Care Alliance and Sue Sykes RDC Programme Lead at Greater Manchester Cancer in conversation explain how a shared goal and values enabled trust and teamwork across organisational boundaries which generated excitement, energy and improved patient experience.
Carrie McKenzie, Voluntary Partnerships Senior Manager in NHS England and NHS Improvement Voluntary Partnerships Team describes how the seven interconnected spread and adoption principles apply to her work and reflects on the characteristics needed for system convening.
A winning combination: programme management with system convening to develop and spread the BASIC STEP tool in North West Ambulance Service (NWAS)
Darren Earley, Senior Paramedic Team Leader and Gill Drummond, Mental Health and Dementia lead describe their work in achieving the development and spread of the BASIC STEP tool.
Clare Roche, Executive Director of Quality and Nursing, gives a personal perspective on the WAST falls framework.
Planning for spread and adoption from the start, the seven principles and system convening in the successful Continuing Healthcare Improvement Collaborative
Kate Pound, Improvement Manager in the Emergency Care Improvement Support Team, shares her experience from leading the Continuing Healthcare Improvement Collaborative. Kate and colleagues planned for spread and adoption from the start of the collaborative by developing a new model for spread and adoption of innovation and improvement. The successful model was based on wide and early involvement of people.
Kate also shares how the seven interconnected principles for spread and adoption and the role of systems convening apply to the success of the Continuing Healthcare Improvement Collaborative.