How to Leverage the Change Model to Support Health System Transformation

1. How to Leverage the Change Model to Support Health System Transformation Presentation for: BLANK DATE

2. Agenda • Overview • How to use the Change Model • Case Study • Discussion and Next Steps Appendix

3. 1. Overview

4. Ontario has adopted a change model to support health system transformation: Leadership for Change Spread of Innovation Engagement To Mobilize Improvement Methodology Our Shared Purpose System Drivers Rigorous Delivery Transparent Measurement Adapted from the National Health Service: changemodel.nhs.uk 4

5. Principles • Shared vision • Working in partnership • Joint accountability • Common language • Iterative and adaptive • Simple, transparent process • Rigorous approach

6. 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

7. 2. How to use the Change Model

8. 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

9. Tip: Organize your analysis in a template for easy reference

10. Step one: Establishing Shared Purpose

11. Establishing Shared PurposeGather input from key delivery partnersIdentify and articulate common goal/objectiveEnsure consensus Leadership for Change Spread of Innovation Engagement To Mobilize Improvement Methodology Our Shared Purpose System Drivers Rigorous Delivery Transparent Measurement Adapted from the National Health Service: changemodel.nhs.uk 11

12. Step two: Work through each dimension of the model

13. System DriversIdentify why we need to make the changeStakeholder support, local or system focusNew relationships and ways of working Leadership for Change Spread of Innovation Engagement To Mobilize Improvement Methodology Our Shared Purpose System Drivers Rigorous Delivery Transparent Measurement Adapted from the National Health Service: changemodel.nhs.uk 13

14. Leadership for ChangeArticulates a vision of the changeActs as role model by engaging, mobilizing, supporting, supporting through all eight change dimensionsExhibits the right behavioursIdentifies rolesBuilds resource capacity to enable changeShares best practices and leveraging lessons learned Leadership for Change Spread of Innovation Engagement To Mobilize Improvement Methodology Our Shared Purpose System Drivers Rigorous Delivery Transparent Measurement Adapted from the National Health Service: changemodel.nhs.uk 14

15. Engagement to MobilizeClarifies rolesUnderstands, recognizes and values contributionsEngages and mobilizes peopleGets the message right—from system, to region, to patient (and across boundaries)Uses engaging stories on progress and improvements made Leadership for Change Spread of Innovation Engagement To Mobilize Improvement Methodology Our Shared Purpose System Drivers Rigorous Delivery Transparent Measurement Adapted from the National Health Service: changemodel.nhs.uk 15

16. Improvement MethodologyBuilds on our skills and knowledge of what’s worked beforeRobust and rigorous in approach and deliveryIdentifies the process, the people, the change, the results and the valueUses evidence-based models to create ownership and engagement Leadership for Change Spread of Innovation Engagement To Mobilize Improvement Methodology Our Shared Purpose System Drivers Rigorous Delivery Transparent Measurement Adapted from the National Health Service: changemodel.nhs.uk 16

17. Rigorous DeliveryEffective delivery methods: project management, LEAN, Six Sigma etc.Clear objectives and process for visualizing the benefitsTimely, cost-effective and widely understoodAlignment of goals across sectorsClear understanding of our critical path Leadership for Change Spread of Innovation Engagement To Mobilize Improvement Methodology Our Shared Purpose System Drivers Rigorous Delivery Transparent Measurement Adapted from the National Health Service: changemodel.nhs.uk 17

18. Transparent MeasurementWhat’s the best way to measure improvement?Accountability and benchmarkingIdentifying meaningful and discernible outcomes and improvementsWhat difference have we made? How do we know? Leadership for Change Spread of Innovation Engagement To Mobilize Improvement Methodology Our Shared Purpose System Drivers Rigorous Delivery Transparent Measurement Adapted from the National Health Service: changemodel.nhs.uk 18

19. Spread of InnovationSharing and spreading the word about the methodology and results of the changeWho needs to know? Who would benefit from doing the same?Using a variety of channels and mediaCelebrating successLearning and listening to others—receivingLearning from when things don’t work out Leadership for Change Spread of Innovation Engagement To Mobilize Improvement Methodology Our Shared Purpose System Drivers Rigorous Delivery Transparent Measurement Adapted from the National Health Service: changemodel.nhs.uk 19

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