Kate Zubairu1, Kate Lievesley2, Sergio A Silverio3, Stacey McCann4, Jill Fillingham5, Axel Kaehne6, John Sandars7, Lynda Carey1, Susan Aitkenhead8, Jeremy Brown9. 1. Senior Lecturer in Adult Nursing, Department of Nurse Education, Faculty of Health & Social Care, Edge Hill University, Ormskirk. 2. Project Delivery Manager, Research and Quality Assurance, Nursing and Midwifery Team, NHS England, Leeds. 3. Research Assistant, Evidence-based Practice Research Centre, Faculty of Health & Social Care, Edge Hill University, Ormskirk. 4. Formerly Head of Nursing Strategy and Commissioning, Nursing and Midwifery Team, NHS England, Leeds, and is now Chief Operating Officer, Belong Ltd. 5. Senior Lecturer in Adult Nursing Department of Nurse Education, Faculty of Health & Social Care, Edge Hill University, Ormskirk. 6. Reader in Health Services Research, Evidence-based Practice Research Centre, Faculty of Health & Social Care, Edge Hill University, Ormskirk. 7. Professor of Medical Education, Faculty of Health & Social Care, Edge Hill University, Ormskirk. 8. Director of Nursing-Professional Development, NHS England, Quarry House, Leeds. 9. Professor of Clinical Education, Evidence-based Practice Research Centre/Postgraduate Medical Institute, Faculty of Health & Social Care, Edge Hill University, Ormskirk.
Abstract
BACKGROUND: Leading Change, Adding Value (LCAV) is a national framework to support transformational change across health and social care. DESIGN: a qualitative approach of semi-structured interviews was used to capture information on how LCAV has been disseminated in its early stages from the perspective of key stakeholders and partners. This also included looking at how it might be embedded into everyday practice. METHODS: data collection took place over a 3-month period between January and March 2017. Twenty semi-structured telephone interviews were conducted with key LCAV partners and stakeholders from across health and social care. Perceptions were sought as to how LCAV has been, and may be, used by frontline staff following initial dissemination and any potential barriers and enablers to taking the framework forward. RESULTS: a thematic framework analysis of data identified a three-theme paradigm to evaluate LCAV: past-where has this come from? Present-where is it now? Future-where is this going?. CONCLUSION: a programme of dissemination events and examples of good practice in the form of case studies have been valuable tools to engage nursing, midwifery and care staff across health and social care. Continuing to establish networks of frontline staff engaging with LCAV and supporting each other will help facilitate best practice sharing, and multi-professional and cross-boundary working.
BACKGROUND: Leading Change, Adding Value (LCAV) is a national framework to support transformational change across health and social care. DESIGN: a qualitative approach of semi-structured interviews was used to capture information on how LCAV has been disseminated in its early stages from the perspective of key stakeholders and partners. This also included looking at how it might be embedded into everyday practice. METHODS: data collection took place over a 3-month period between January and March 2017. Twenty semi-structured telephone interviews were conducted with key LCAV partners and stakeholders from across health and social care. Perceptions were sought as to how LCAV has been, and may be, used by frontline staff following initial dissemination and any potential barriers and enablers to taking the framework forward. RESULTS: a thematic framework analysis of data identified a three-theme paradigm to evaluate LCAV: past-where has this come from? Present-where is it now? Future-where is this going?. CONCLUSION: a programme of dissemination events and examples of good practice in the form of case studies have been valuable tools to engage nursing, midwifery and care staff across health and social care. Continuing to establish networks of frontline staff engaging with LCAV and supporting each other will help facilitate best practice sharing, and multi-professional and cross-boundary working.
Keywords:
Five Year Forward View; Leading Change, Adding Value; Process evaluation; Triple aim outcomes; Unwarranted variation
Authors: Sergio A Silverio; Hilary Wallace; William Gauntlett; Richard Berwick; Simon Mercer; Ben Morton; Simon N Rogers; John E Sandars; Peter Groom; Jeremy M Brown Journal: PLoS One Date: 2021-03-23 Impact factor: 3.240