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How can you influence change within the NHS?


Today the ‘Challenge Top-Down Change’ campaign launches to help the NHS achieve transformational change.

The campaign aims to identify a series of ideas and solutions that can help NHS organisations drive real and sustainable change.

Working with our sister title Nursing Times, and our partner organisation NHS Improving Quality, we are inviting the NHS - its workforce and  leaders, as well as patients and other interested parties – to share their ideas and thoughts about what aspects of the NHS could work better and how we could encourage change processes that include staff at all levels in NHS organisations

Our conversation begins today and will run over the next ten weeks. Using the crowdsourcing tool Clever Together, all ideas will be shared anonymously and refined by participants.

This work will culminate in March 2015, with the publication of an interactive resource setting out how to drive change in the NHS.

“There has probably never been a previous point in our history where we needed to do this more,” says  Helen Bevan, chief transformation officer at NHS Improving Quality.

The growing burden of managing long term conditions, the health care deficit and efficiency gap, the rising cost of ill-health due to population lifestyle and rises in A&E attendances and admissions means NHS leaders are “experiencing challenges like never before”.

As a result, “we have to unleash all the brainpower, wisdom and creativity of our health and care community to find new solutions; engaging frontline staff, patients, public and students as well as leaders with positional responsibility for delivering performance,” said Ms Bevan.

A recent Kings Fund report into NHS reforms concluded there has been too much reliance on transformation being led from the top down, and too little on supporting staff to lead change and improvement from within.

Peter Thomond, co-founder of Clever Together, said: “Health and care services can be dramatically improved, even transformed, if we tap the collective brilliance of health and social care professionals, the people they serve and the folks who support this sector.”

More information on how to take part is available here.


How will we challenge change?

We are inviting readers and others to join our conversation in three steps.

First, we will ask for your ideas on how to enable meaningful and implementable change in the NHS. All ideas will be shared anonymously.

Next, we’ll ask you to help us filter the best ideas (by voting them up or down and by commenting directly).

Finally, in March 2015, we’ll publish the best solutions in a free interactive guide to help NHS organisations deliver “bottom-up” change.


Readers' comments (2)

  • I think that any real and progressive change to how the NHS can deliver services HAS to begin with removing decision making from the government of the moment.
    Healthcare should not be a political issue.
    Make Healthcare Service delivery a constitutionally Independent/Bi/Multi-partisan, adequately funded enterprise - with the emphasis on the quality and scope of Care delivery rather than targets and budgetary/time constraints.
    This can focus on: improving the number and quality of aged care facilities and services / improving and increasing GP and after-hours services / improving and increasing social services and hospital/community liaison etc.
    The NHS requires increased revenue, decision making by TRULY QUALIFIED/POLITICALLY INDEPENDENT PERSONNEL, less bureaucracy, more front-line staff and a long term well-funded vision not constrained by the length of political terms.
    The Scandinavian model of Health Care should be looked at, as a possible starting point.

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  • welcoming back and listen to the ideas of British and foreign trained nurses from outside the NHS who have gathered a wealth of experience from other services in the UK and abroad which are often highly functional and first class. Offer them leadership posts in line with their qualifications and experience.

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