Introducing the NHS Change Model

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
– 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
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
• 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
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
• 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
• 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’
• 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
• identify what help we need
• Bring together the resources needed to enable
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
• 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
• 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
Putting it together all in one place
• 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
NHS Change Model

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