introducing the nhs change model. why the nhs needs a change model massive change in the nhs over...
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Introducing the NHS Change Model
Why the NHS needs a Change Model
• Massive change in the NHS over past 10 years – much more to come
• Massive change now required to deliver wholesale improvement and quality of services – scale and pace
• Financial constraints for the foreseeable future• Using the best of what’s gone before• Building on our knowledge of large scale change • Amplifying and reinforcing our ability to drive change• Fit for new system work – across boundaries and sectors• The call to action
The overall aim
Supporting the NHS commissioning system to adopt a shared approach to leading change and transformation in order to:
– maximise the potential to deliver unprecedented improvement across the whole system
– enable the NHS to deliver QIPP at scale and pace– create a common language of change across the NHS– provide a useful tool for people to structure local work around– allow better integration of change efforts– build a coherent approach to learning and development– build on the best evidence and support rapid spread of
replicable innovation– establish a core operating model for NHS Commissioning
Board
How we developed the NHS Change Model
• Looking at best practice from across the world • Learning from what’s gone before to create a common
approach• Consulting with people in the service – using their ideas,
experiences and words – c500 people• Building on all we’ve learned about large scale change• Sharing progress – descriptors and design• Making sense at every level• Bringing together all 8 components into one place with a
distinctive appearance
NHS Change Model
www.changemodel.nhs.uk
How to use the NHS Change Model
• The 8 component parts and what they mean• The sum of all the parts is greater than the parts
individually• Build on what you already do and know – exploit
existing assets and resources – proven techniques, models and approaches
• Change and improvement tools
Our shared purpose
• Patients and their experience of the NHS and their health care are at the heart of what we do and drives change
• The NHS Change Model is for everyone• Connects people and links our values• Helps us understand each other’s roles • Making change happen together• Individuals, teams, organisations, communities and the NHS• Fundamentally underpinned by the
NHS Constitution
Engagement to mobilise – are we engaging and mobilising the right people?
• Who needs to be involved?• Understanding, recognising and valuing individuals’
contributions• Engaging people as well as mobilising • Getting the message right – from Board to Ward and
able to cross boundaries• Using engaging stories on progress and improvements
made• Catching the zeitgeist
Leadership for change – do all our leaders have the skills to create transformational change?
We need to be able to • articulate a vision of the change• act as role models by engaging, mobilising, supporting
through all 8 components• demonstrate the right behaviours• demonstrate the practical skills for change at scale and pace• identify what help we need• Bring together the resources needed to enable
change
Improvement methodology – are we using an evidence-based improvement methodology ?
• Building on our skills and knowledge of what’s worked before
• Robust and rigorous in approach and delivery• Identifying the process, the people, the change, the
results and the value• Access models, approaches, and techniques
used before across the NHS and elsewhere to create ownership and engagement
Rigorous delivery – do we have an effective approach for delivery of change and monitoring of progress towards our planned objectives?
• Effective project management methodology• Clear objectives and process for seeing and feeling
the benefits• Timely, cost-effective, widely understood
Transparent measurement – are we measuring the outcome of the change continuously and transparently?
• What’s the best way to measure improvement?• Accountability and benchmarking• Identifying a meaningful and discernible outcome
and improvements • What difference have we made? How do we know?
System drivers – are our processes, incentives and systems aligned to enable change?
• Identify why we need to make a change• Stakeholder support, local or bigger focus• Rewards and recognition• New partnerships and ways of working• Tariff, CQUIN, QoF etc
Spread of innovation – are we designing for the active spread of innovation from the start?
• 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• Listening and learning to others – receiving• Learning from when things don’t work out
Putting it together all in one place
Achieving world leading clinical results in the Outcomes Framework (including clinical outcomes and safety improvements)
• Preventing people from dying prematurely • Enhancing quality of life for people with long-term conditions • Helping people to recover from episodes of ill health or
following injury • Ensuring that people have a positive experience of care • Treating and caring for people in a safe
environment and protecting them from avoidable harm
• Becoming the best chronic disease management service in the world
• Delivering QIPP• Developing the capabilities of the new
commissioning system• Achieving delivery of non-negotiables, such as NICE
compliance
Putting it together all in one place
NHS Change Model
www.changemodel.nhs.uk