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Transcript of How to Leverage the Change Model to Support Health System Transformation Presentation for: BLANK...
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How to Leverage the Change Model to Support Health System Transformation
Presentation for: BLANKDATE
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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
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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
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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
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
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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
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
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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
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
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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
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?
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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
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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