The art of keeping it simple Dr Mark Lambert Julie Cox Gateshead PCT

You can have a good process without new or particularly complex management arrangements – Structure – Information gathering – Communicating the process – Thinking – Organising review week – feedback – How we think it will pay off

Structure CHI co-ordinator Lead director Management team (extended in later stages)

Information gathering Single point of contact – Documentation Single electronic store (shared access) Questionnaire – Limited contacts (extended management team) – Clear accountability

Thinking Provided opportunities for leads to rehearse information and ideas among peers Enabled initial ideas & perceptions to be refined & justified (Extended) management team

Communicating the process Told people as need arises – Reinforced developmental focus Stages as they came up & implications for teams & individuals Used existing communications systems – Reinforced it is part of our business Awareness sessions – To allow engagement/ alleviate fears but not priming – Staff & Board members

Review week Keeping it simple more difficult as we had two processes (CHD and CG reviews) Same people involved from PCT Limited delegation of arrangements for the week

Feedback From staff – not as bad as we thought – Co-ordinator is not sitting on her own at Christmas party From review manager – Good process Our perception – Ownership within organisation (leads)

How we think it pays off Initial findings from our submissions & CHIs surveys consistent (not yet an outcome) Lead responsibilities already identified for action planning day (extended management team) Leads already taken through self- diagnosis

You can have a good process without new or particularly complex management arrangements