How to Leverage the Change Model to
Support Health System Transformation
Presentation for:
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Agenda
1. Overview
2. How to use the Change Model
3. Case Study
4. Discussion and Next Steps
Appendix
2
1. Overview
3
Ontario has
adopted a
change model
to support
health system
transformation:
Leadership
for Change
Engagement
To Mobilize
Spread of
Innovation
Our
Shared
Purpose
System
Drivers
Improvement
Methodology
Rigorous
Delivery
Transparent
Measurement
44
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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Establishing Shared
Purpose
Gather input from key delivery
partners
Identify and articulate common
goal/objective
Ensure consensus
Leadership
for Change
Engagement
To Mobilize
Spread of
Innovation
Our
Shared
Purpose
System
Drivers
Improvement
Methodology
Rigorous
Delivery
Transparent
Measurement
1111
Step two:
Work through each dimension of the model
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System Drivers
Identify why we need to make
the change
Stakeholder support, local or
system focus
New relationships and ways of
working
Leadership
for Change
Engagement
To Mobilize
System
Drivers
Spread of
Innovation
Our
Shared
Purpose
Improvement
Methodology
Rigorous
Delivery
Transparent
Measurement
1313
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
Leadership
for Change
Engagement
To Mobilize
Spread of
Innovation
Our
Shared
Purpose
System
Drivers
Improvement
Methodology
Rigorous
Delivery
Transparent
Measurement
Shares best practices and
leveraging lessons learned
1414
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
Leadership
for Change
Spread of
Innovation
Engagement Our
To Mobilize Shared
Improvement
Methodology
Purpose
System
Drivers
Rigorous
Delivery
Transparent
Measurement
1515
Improvement
Methodology
Builds on our skills and
knowledge of what’s worked
before
Leadership
for Change
Engagement
To Mobilize
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
Spread of
Innovation
Our
Shared
Purpose
Improvement
Methodology
System
Drivers
Rigorous
Delivery
Transparent
Measurement
1616
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
Leadership
for Change
Engagement
To Mobilize
Spread of
Innovation
Our
Shared
Purpose
Improvement
Methodology
Rigorous
Delivery
System
Drivers
Transparent
Measurement
1717
Transparent
Measurement
What’s the best way to measure
improvement?
Leadership
for Change
Engagement
To Mobilize
Accountability and benchmarking
Identifying meaningful and
discernible outcomes and
improvements
What difference have we made?
How do we know?
System
Drivers
Spread of
Innovation
Our
Shared
Purpose
Improvement
Methodology
Rigorous
Delivery
Transparent
Measurement
1818
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
Leadership
for Change
Engagement
To Mobilize
Spread of
Innovation
Our
Shared
Purpose
System
Drivers
Improvement
Methodology
Rigorous
Delivery
Transparent
Measurement
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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