NHS Change Day 2015 re-valuation


NHS Change Day is a grassroots social movement led by staff and patients from across clinical and non-clinical areas of work in health and care. For one day each year, those involved harness their collective energy, creativity and ideas to help improve health and care. NHS Change Day is the single largest improvement event in the history of the NHS.

In January 2015, NHS IQ Horizons Team commissioned AD Research & Analysis to undertake an evaluation of NHS Change Day 2015.

The purpose of this evaluation is to:

  • Determine the impact of NHS Change Day on personal attitudes, positive deviance behaviours and the spread of innovation diffusion.
  • Develop a new understanding of grassroots social movements using a grounded theory of change.
  • Explore new thinking on organisational transformational change and the actions people use to galvanise, inspire and connect with others to realise their passion and ideas.
  • Contribute to the future design and delivery of Change Days.

What did the evaluation reveal?

  • In order to understand the impact of large scale social movements we need a new language, a new way of re-imagining evaluations and a space for innovative thinking and practice.
  • NHS Change Day 2015 was exponentially bigger than in previous years, becoming the largest social movement in the NHS. More than two thirds of Acute Trusts, Clinical Commissioning Groups and Mental Health Trusts were involved in NHS Change Day.
  • Over fifteen national, regional and local campaigns took place. They achieved almost six times as many Twitter mentions as the previous year. 209 organisations or settings undertook some sort of activity on NHS Change Day 2015.
  • NHS Change Day enables system-wide innovations to gain support and be adopted into use. It helps social innovations become more visible and celebrated. The results show an increasing recognition of social innovation, bottom-up forms of change, solidarity of staff across the system, organisational commitment to change and the power of networks.
  • NHS Change Day is worth what users make it worth. It is a platform: a website that links to other websites and its power lies in how it connects people and resources together, provides spaces for people to ‘meet’, makes their actions visible and makes valuations of them together.
  • NHS Change Day is a way of linking and connecting with others: a system of systems. This can be observed by the way networks link together, such as NHS Change Day volunteer networks coming together on NHS Change Day through the use of common platforms like the #NHSChangeDay or activists linking their campaigns to similar others and to Change Day itself.
  • Thousands of pledges were made on NHS Change Day but it is the patterns that are significant in terms of impact: celebrating change, using multimedia communication channels, campaigns, introducing quality improvements, turning ideas into actions, reaffirming positive working practices and behaviours and restating solidarity.
  • NHS Change Day volunteers are an important community of practice of talented professionals. They play a key role in supporting the spread of NHS Change Day through their social media communications, on the ground activities and presence.
  • The biggest impacts are generated in local systems where the existing culture is already sympathetic to NHS Change Day. Examples of this include improving maternity services, post-operative care, end of life care and mental health and dementia patient care.
  • The intangible value is greater than the visible, and the indirect benefits are greater than the direct.
  • The Re-evaluation introduces a new way of measuring the full value of NHS Change Day using Calibration, Calculation and Capacitation.
    – Calculate – summing numbers to arrive at a single figure, usually in pounds.
    – Calibrate – the cost/benefits of different actions and outcomes, based on individual decision making and socialised in groups.
    – Capacitate – measuring the capacity of a movement or network, plus the potential of that network to increase its capacity and the value it can generate in the future.
  • The re-valuation makes a strong case for the socialised value of NHS Change Day as a way of measuring impact. This relates to the way people talk about the Day, place a social value on their individual and collective contribution, or reach an agreement on what the value actually means.
  • If the full value is accounted for by monetising the previously indirect or intangible value (using third party data, e.g. sickness absence avoided and the knock on uplift in patient experience), the answer in pounds will be implausibly large.
  • Compared to that input, the cost of running NHS Change Day is trivial and the main cost of NHS Change Day is the time/effort put in.

Evaluation documents

If you have any questions regarding the NHS Change Day 2015 re-valuation, please email Janet Wildman.

Five Year Forward View

The NHS may be the proudest achievement of our modern society.

It was founded in 1948 in place of fear -the fear that many people had of being unable to afford medical treatment for themselves and their families. And it was founded in a spirit of optimism -at a time of great uncertainty, coming shortly after the sacrifices of war.

Our nation remains unwavering in that commitment to universal healthcare, irrespective of age, health, race, social status or ability to pay. To high quality care for all.

Our values haven’t changed, but our world has. So the NHS needs to adapt to take advantage of the opportunities that science and technology offer patients, carers and those who serve them. But it also needs to evolve to meet new challenges: we live longer, with complex health issues, sometimes of our own making. One in five adults still smoke. A third of us drink too much alcohol. Just under two thirds of us are overweight or obese.

These changes mean that we need to take a longer view -a Five-Year Forward View – to consider the possible futures on offer, and the choices that we face. So this Forward View sets out how the health service needs to change, arguing for a more engaged relationship with patients, carers and citizens so that we can promote well-being and prevent ill-health.

It represents the shared view of the NHS’ national leadership, and reflects an emerging consensus amongst patient groups, clinicians, local communities and frontline NHS leaders. It sets out a vision of a better NHS, the steps we should now take to get us there, and the actions we need from others.

Five Year Forward View

Learning Handbook

The Learning Handbook aims to guide users through the process of learning before, during and after programme and project activities in a systematic way, to get the most value from this activity.

In order to continuously improve as an individual, team or organisation, capturing and sharing learning in an effective way to turn it into actionable knowledge is a critical success factor.

Designed flexibly this handbook can be used as either a start-to-end walk through or as a quick reference guide for those with experience.


Patient-driven change for an improved health and care system

In the past, improvement efforts were typically led by health care leaders and professionals, who were familiar with the service provided but were not “experts by experience”. As health and care systems strive for person-centred care, it’s important for not only a change in care delivery, but also a change in how change and transformation is achieved. In order to create person-centred care, service users and families need to be regarded as true partners in care and in redesign.

Gamification / game on! using gamification to engage and motivate change.

Finding new ways to work sometimes requires us to look outside the healthcare context. Games motivate us – to cooperate within teams, to solve complex challenges, to strive for a personal best, to create, discover and explore. What if we could apply those same strategies to improving our health and care system?

Building and aligning energy for change – A review of published and grey literature, initial concept testing and development

We are delighted to make this important review of literature and practice on “energy for change”
available to healthcare leaders. This is the first of a series of resources that we are sharing, which
we hope will help leaders ignite and fan the flames of energy for change and thereby achieve
their health and healthcare improvement goals more quickly, effectively and sustainably.

Read the document.

White Paper: The new era of thinking and practice in change and transformation – A call to action for leaders of health and care

This White Paper from NHS Improving Quality examines leading trends in change and transformation from multiple industries across the world.

As leaders of health and care we operate in a world where change needs to happen at a faster rate and become more disruptive – our thinking and actions need to challenge the status quo, which will not serve us for the future.

Many of the ways we go about improving health and care (in the NHS and elsewhere) were designed in a different mindset for a different set of circumstances. Given the radical and complex nature of our transformational challenge, these ‘tried and tested’ methods increasingly won’t deliver what we need to deliver for patients.

In this White Paper, we identify the profound implications and opportunities for leaders of health and care. They include a fundamental rethink about what organisational and system change means, including:

  • Who does it (many change agents, not just a few)
  • Where it happens (increasingly ‘at the edge’ of organisations and systems)
  • The skills and mindsets that change agents need.

It also means embracing disruption and ‘disruptors’ in our organisations and wider systems to create an environment where innovation is encouraged; no longer seeking to ‘overcome resistance to change’ but welcoming difference, diversity and dissent as core operating principles of our organisations.

The White Paper concludes with a call to action: join the new breed of leaders across the world who are rewriting the rules of change and leading change from the future to get different results.