Change starts with me: an impact evaluation of a multiprofessional leadership programme to support primary care networks in the South East of England

Abstract

PurposeThis paper aims to present the impact evaluation findings from a multiprofessional leadership programme commissioned in the South East of England to support primary care networks (PCNs) to lead system improvement together. It identifies programme impact at micro and meso system levels; a leadership impact continuum that can be used by individuals and teams to evidence impact of improvements in PCN practices; the learning and development strategies that were effective and proposes implications for other networks. Design/methodology/approachMixed methods underpinned by practice development methodology were used to explore the impact of the programme on two practitioner cohorts across 16 PCNs. Data were collected at the start, mid-point and end of the eight-month programme. FindingsResults illustrate an innovative approach to collective leadership development. A continuum of impact created with participants offers insight into the journey of transformation, recognising that “change starts with me”. The impact framework identifies enablers, attributes and consequences for measuring and leading change at micro, meso and macro levels of the health-care system. Participants learned how to facilitate change and collaboratively solve problems through peer consulting which created a safe space for individuals to discuss workplace issues and receive multiprofessional views through action learning. These activities enabled teams to present innovative projects to commissioners for service redesign, enabling their PCN to be more effective in meeting population health needs. The authors believe that this programme may provide a model for other PCNs England and other place-based care systems internationally. Originality/valueThis study offers insight into how to enable a journey of transformation for individuals and PCN teams to enhance team effectiveness and collective leadership for system-wide transformation required by the National Health Service Long Term Plan (2019). Contribution to Impact

Leading across healthcare silos: why relational leadership matters?

“…There is evidence that practice development programmes for doctors which emphasise the use of active learning (involving support, challenge, and reflection) enables selftransformation (18). Similarly, evidence ( found that supporting leaders to explore their own journey, identity and impact on teams and service was crucial in developing leadership impact, concluding that 'change starts with me' (21). As such, leaders need to find space to tell and explore their own story as a catalyst for self-discovery.…”

Practice development amidst a pandemic: a pilot programme to develop leadership in infection prevention and control professionals

“…Apart from ICPs as IPAC specialists, there is also recognition that responsibility for IPAC should be shared by all staff working in health and social care (Sunley et al , 2017). This recognises a “continuum” of leadership agency and impact, from each individual health worker, rather than ascribing leadership only to those in senior or management positions (Jackson et al , 2021). For instance, “link nurse” roles represent a model of shared or collective IPAC leadership among clinical staff who might not necessarily have roles as ICPs.…”

“…In many ways, the COVID-19 pandemic has accelerated and exemplified the importance of collaboration across (and beyond) the health system, supported by staff skilled in shared and collective forms of leadership (Anjara et al , 2021). Jackson et al (2021) describe the value of relational approaches to leadership that promote shared values and purpose, that enable connection across boundaries and support compassionate cultures (Jackson et al , 2021).…”