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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.

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Presentation on theme: "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."— Presentation transcript:

1 Introducing the NHS Change Model

2 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

3 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

4 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

5 NHS Change Model

6 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

7 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

8 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

9 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

10 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

11 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

12 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?

13 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

14 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

15 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

16 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

17 NHS Change Model

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