Methods that involve networking, peer learning and collaboration enable people (staff and patients) to connect formally or informally and work together on a shared focus to enable the spread and scale of an innovation or improvement.
Seven methods have been identified in this category and are summarised below.
Effectiveness
The effectiveness of these methods will vary depending on context, but key strengths of methods which utilise networking, peer learning and collaboration include:
- Can be self-sustaining and enable ‘organic’ and sizable spread [i]
- Can support local adaption as well as adoption
- Can create a ‘pull’ for the intervention
- Honest broker models can be tailored and adapted to meet local challenges, barriers and concerns to overcome these
However, there will be limitations to these methods which may include:
- Some clinical areas or products may be lacking in interest or engagement from networks
- Networks may not be enough alone to overcome intractable challenges or barriers to spread
- Networks are often a self-selecting group of ‘enthusiasts’ whose reach may remain limited
Methods and Levers
Network
Collaborative group of people with a common interest or purpose come together to support, share knowledge and spread good practice, includes both creation of new networks and ‘network riding’ Examples include:
Co-production with end users
Supported joint development of interventions by originators with end users – usually patients but also systems – with aim of increasing efficacy and acceptability of intervention. Examples include:
- AHSN co-production strategy
- SBRI Healthcare encouraging coproduction
- Coalition for personalised care
Patient voice enablement (‘patient pull’)
Promoting patient advocacy to create pull on local systems to adopt new innovations or improvement practices. Examples include:
- Digibete
- AAC PPI Team – links to Partners where Patient Collaborations can be shared
Honest broker
Additional support provided to co-ordinate at local level between companies, the NHS, and other parties – particularly where there is a lack of trust or knowledge about the market, and as part of transformational change[ii]. Examples include:
- the AHSNs
Leadership support and champions
Mobilisation of clinical, charity, system, or other champions (individuals, organisations) in support of interventions. Delivered through whole range of communication and engagement channels. Examples include:
- the mobilisation of National Clinical Directors or Royal Colleges
- GIRFT clinical champions
- AHSN Network national spread programmes.
Community of practice
Creation of formal or informal network of partners (within and outside NHS) to share knowledge and best practice in an open ended, exploratory way; evolving organically. Examples include:
- NHS AI Lab Virtual Hub
- Stay & Thrive community – International Retention
- Virtual Wards communities of practice.
Collaboratives
Highly structured, brings organisations together to introduce evidence-based actions / changes. Model developed by the IHI. Combines group learning with action. Organisations are accountable to a shared aim and to each other. Examples include:
- Patient Safety Collaboratives
- National PINCER programme
- Cancer services collaborative improvement partnership.
Practical considerations for use
| Method or Lever | Stage of development * | Audience and scale ** | Resources needed | Timeframe |
| Network | Ideation to spread | National, regional or local | Support to run the network | Ongoing, may self limit if linked to a specific goal or funding stream |
| Co-production with end users | All stages | National, regional or local audience of end users, intervention or problem specific | Patient and stakeholder engagement mechanisms and buy-in | 1-3 years |
| Patient voice enablement (‘patient pull’) | Spread Potentially all stages | National, regional or local, targeted to clinical specialty or intervention | Engagement support, including with patient groups and charities | Variable depending on nature of intervention |
| Honest broker | Ideation to spread | Regional or local, targeted to clinical specialty/ intervention | Regional or sub-regional support | 1-3 years |
| Leadership support and champions | Ideation to spread | National, regional or local; often targeted to clinical specialty | Communication and engagement, clinical leadership | 6-18 months |
| Community of practice | Ideation to spread | National, regional or local | Variable, can be self-sustaining or require support | Ongoing or self-limiting |
| Collaboratives | Prototype/testing and spread | National, regional or local, targeted by clinical specialty | National funded programme | 1-3 years |
* Stages of intervention development – Ideation, Proof of concept, Prototype/Testing, Spread
** Audience and scale – national/regional/local, targeted by clinical speciality / product/ problem
[i] https://innovations.bmj.com/content/4/2/68
[ii] Creating allegiance: leading transformational change within the NHS | BMJ Leader