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

2. Agenda 1.Overview 2.How to use the Change Model 3.Case Study 4.Discussion and Next Steps Appendix 2

3. 1. Overview 3

4. Leadership for Change Spread of Innovation Improvement Methodology Rigorous Delivery Transparent Measurement System Drivers Engagement To Mobilize Adapted from the National Health Service: changemodel.nhs.uk Our Shared Purpose Ontario has adopted a change model to support health system transformation: 4 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 6

7. 2. How to use the Change Model 7

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 8

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

10. Step one: Establishing Shared Purpose 10

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

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

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

14. Leadership for Change Spread of Innovation Improvement Methodology Rigorous Delivery Transparent Measurement System Drivers Engagement To Mobilize Adapted from the National Health Service: changemodel.nhs.uk Our Shared 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 14

15. Leadership for Change Spread of Innovation Improvement Methodology Rigorous Delivery Transparent Measurement System Drivers Engagement To Mobilize Adapted from the National Health Service: changemodel.nhs.uk Our Shared Purpose Engagement to Mobilize Clarifies 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 15

16. Leadership for Change Spread of Innovation Improvement Methodology Rigorous Delivery Transparent Measurement System Drivers Engagement To Mobilize Adapted from the National Health Service: changemodel.nhs.uk Our Shared Purpose Improvement Methodology Builds 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 16

17. Leadership for Change Spread of Innovation Improvement Methodology Rigorous Delivery Transparent Measurement System Drivers Engagement To Mobilize Adapted from the National Health Service: changemodel.nhs.uk Our Shared 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 17

18. Leadership for Change Spread of Innovation Improvement Methodology Rigorous Delivery Transparent Measurement System Drivers Engagement To Mobilize Adapted from the National Health Service: changemodel.nhs.uk Our Shared 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? 18

19. Leadership for Change Spread of Innovation Improvement Methodology Rigorous Delivery Transparent Measurement System Drivers Engagement To Mobilize Adapted from the National Health Service: changemodel.nhs.uk Our Shared Purpose Spread of Innovation Sharing 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 19

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