How to Leverage the Change Model to Support Health System Transformation

Presentation for: BLANKDATE

Agenda

1. Overview2. How to use the Change Model3. Case Study4. Discussion and Next StepsAppendix

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1. Overview

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Leadershipfor Change

Spread ofInnovation

ImprovementMethodology

RigorousDelivery

TransparentMeasurement

SystemDrivers

EngagementTo Mobilize

Adapted from th

e Natio

nal Health

Service: c

hangemodel.nhs.uk

OurShared

Purpose

Ontario has adopted a change model to support health system transformation:

Ontario has adopted a change model to support health system transformation:

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Principles • Shared vision• Working in

partnership• Joint accountability• Common language• Iterative and adaptive• Simple, transparent

process• Rigorous approach

Background• The Change Model lays out the ‘ingredients’ required

to support transformative system level change • The model was developed in the UK by the National

Health Service (NHS) based on lessons-learned from 25 years of health system transformation

• In 2012, the Ministry of Health and Long-Term Care (MOHLTC) and LHINs adopted the Change Model for Ontario

• The Change Model is one of many key enablers to support health system transformation

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2. How to use the Change Model

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Applying the Change Model• Maps assets, gaps and adaptations required to

support the change• Living document• Applied once or multiple times in the project cycle• Can be applied to provincial, regional or

organizational initiatives• Should be applied in collaboration with project

partners• Should be shared with relevant stakeholders

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Tip: Organize your analysis in a template for easy reference

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Step one: Establishing Shared Purpose

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Leadershipfor Change

Spread ofInnovation

ImprovementMethodology

RigorousDelivery

TransparentMeasurement

SystemDrivers

EngagementTo Mobilize

Adapted from th

e Natio

nal Health

Service: c

hangemodel.nhs.uk

OurShared

Purpose

Establishing Shared Purpose

Gather input from key delivery partners

Identify and articulate common goal/objective

Ensure consensus

Establishing Shared Purpose

Gather input from key delivery partners

Identify and articulate common goal/objective

Ensure consensus

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Step two: Work through each dimension of the model

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Leadershipfor Change

Spread ofInnovation

ImprovementMethodology

RigorousDelivery

TransparentMeasurement

SystemDrivers

EngagementTo Mobilize

Adapted from th

e Natio

nal Health

Service: c

hangemodel.nhs.uk

OurShared

Purpose

System Drivers

Identify why we need to make the change

Stakeholder support, local or system focus

New relationships and ways of working

System Drivers

Identify why we need to make the change

Stakeholder support, local or system focus

New relationships and ways of working

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Leadershipfor Change Spread of

Innovation

ImprovementMethodology

RigorousDelivery

TransparentMeasurement

SystemDrivers

EngagementTo Mobilize

Adapted from th

e Natio

nal Health

Service: c

hangemodel.nhs.uk

OurShared

Purpose

Leadership for Change

Articulates a vision of the change

Acts as role model by engaging, mobilizing, supporting, supporting through all eight change dimensions

Exhibits the right behaviours

Identifies roles

Builds resource capacity to enable change

Shares best practices and leveraging lessons learned

Leadership for Change

Articulates a vision of the change

Acts as role model by engaging, mobilizing, supporting, supporting through all eight change dimensions

Exhibits the right behaviours

Identifies roles

Builds resource capacity to enable change

Shares best practices and leveraging lessons learned

1414

Leadershipfor Change

Spread ofInnovation

ImprovementMethodology

RigorousDelivery

TransparentMeasurement

SystemDrivers

EngagementTo Mobilize

Adapted from th

e Natio

nal Health

Service: c

hangemodel.nhs.uk

OurShared

Purpose

Engagement to MobilizeClarifies roles

Understands, recognizes and values contributions

Engages and mobilizes people

Gets the message right—from system, to region, to patient (and across boundaries)

Uses engaging stories on progress and improvements made

Engagement to MobilizeClarifies roles

Understands, recognizes and values contributions

Engages and mobilizes people

Gets the message right—from system, to region, to patient (and across boundaries)

Uses engaging stories on progress and improvements made

1515

Leadershipfor Change

Spread ofInnovation

ImprovementMethodology

RigorousDelivery

TransparentMeasurement

SystemDrivers

EngagementTo Mobilize

Adapted from th

e Natio

nal Health

Service: c

hangemodel.nhs.uk

OurShared

Purpose

Improvement MethodologyBuilds on our skills and knowledge of what’s worked before

Robust and rigorous in approach and delivery

Identifies the process, the people, the change, the results and the value

Uses evidence-based models to create ownership and engagement

Improvement MethodologyBuilds on our skills and knowledge of what’s worked before

Robust and rigorous in approach and delivery

Identifies the process, the people, the change, the results and the value

Uses evidence-based models to create ownership and engagement

1616

Leadershipfor Change

Spread ofInnovation

ImprovementMethodology

RigorousDelivery

TransparentMeasurement

SystemDrivers

EngagementTo Mobilize

Adapted from th

e Natio

nal Health

Service: c

hangemodel.nhs.uk

OurShared

Purpose

Rigorous Delivery

Effective delivery methods: project management, LEAN, Six Sigma etc.

Clear objectives and process for visualizing the benefits

Timely, cost-effective and widely understood

Alignment of goals across sectors

Clear understanding of our critical path

Rigorous Delivery

Effective delivery methods: project management, LEAN, Six Sigma etc.

Clear objectives and process for visualizing the benefits

Timely, cost-effective and widely understood

Alignment of goals across sectors

Clear understanding of our critical path

1717

Leadershipfor Change

Spread ofInnovation

ImprovementMethodology

RigorousDelivery

TransparentMeasurement

SystemDrivers

EngagementTo Mobilize

Adapted from th

e Natio

nal Health

Service: c

hangemodel.nhs.uk

OurShared

Purpose

Transparent Measurement

What’s the best way to measure improvement?

Accountability and benchmarking

Identifying meaningful and discernible outcomes and improvements

What difference have we made? How do we know?

Transparent Measurement

What’s the best way to measure improvement?

Accountability and benchmarking

Identifying meaningful and discernible outcomes and improvements

What difference have we made? How do we know?

1818

Leadershipfor Change

Spread ofInnovation

ImprovementMethodology

RigorousDelivery

TransparentMeasurement

SystemDrivers

EngagementTo Mobilize

Adapted from th

e Natio

nal Health

Service: c

hangemodel.nhs.uk

OurShared

Purpose

Spread of InnovationSharing and spreading the word about the methodology and results of the change

Who needs to know? Who would benefit from doing the same?

Using a variety of channels and media

Celebrating success

Learning and listening to others—receiving

Learning from when things don’t work out

Spread of InnovationSharing and spreading the word about the methodology and results of the change

Who needs to know? Who would benefit from doing the same?

Using a variety of channels and media

Celebrating success

Learning and listening to others—receiving

Learning from when things don’t work out

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Step three: Clearly identify how you will adapt your approach based on the change mapping

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