The NHS Change Model

5. Improvement Methodology

2. Engagement to Mobilise

4. Spread of Innovation

1. Our Shared Purpose

• Refers to the use of evidence-based improvement methodologies that can lead to improvement if used appropriately and properly supported by stakeholders (Martin et al, 2013)

• Utilising existing successful and proven models, approaches and techniques from within and outside the NHS

• Identifying the process, the resources, the change we are trying to implement, the results and the value of the change to the service and service users

• Sharing methodologies and results of change with other teams/trusts within the NHS

• Learning from the mistakes of others and not repeating them

• Celebrating and learning from successes

• Sharing and adopting good practice across the NHS

• This involves deciding which individuals and groups need to be involved in and consulted on the changes we wish to make

• These individuals groups then need to be Engaged, not only mobilised, to help make the change

• This requires recognition of individuals and teams using success stories and publicising them across the NHS and the general public.

• Refers to the core values of the NHS and it's workforce

• Works under the assumption that change is more likely to be successful if it appeals to the core values of all stakeholders in the change (Martin et al, 2013)

• Patient centred: Patient experiences and health outcomes are what drives change

• The core values of NHS staff link them together in an effort to improve patient care and outcomes

• This allows healthcare professionals, teams and organisations to understand and respect each others roles in the greater NHS

• Allows a greater level of integration

3. Leadership for Change

• Ensuring that the leaders of, and within, the NHS have the necessary skills to implement change

• Leaders are important role models for change and need to display the correct behaviours, identify what help is required and bring together the resources required to make the change possible

• It is impotant that leaders can achieve this while considering all other poibts within the model.

7. Transparent Measurement

8. System Drivers

• Transparent measurement of change efforts is important to inform changes, monitor our progress, and demonstrate improvements to stakeholders (Martin et al., 2013)

• Involves selecting the appropriate tool to measure improvement as a result of the change

• Transparent measurement also allows individuals and teams to take accountability for the improvements being made

• Considering system drivers allow leaders to identify when a change is necessary

• This involves aligning any proposed change with drivers that incentivise the change.

The NHS Change Model

6. Rigorous Delivery

• Change efforts need to be underpinned by disciplined planning, project management and accountability frameworks (Martin et al., 2013)

• Effective project management
• Clear objectives
• Timely
• Monitoring of progress toward objectives
• Cost effective

The NHS change model was developed by:

• Looking at best practice elsewhere
• Learning from previous success/mistakes
• Consulting with senior NHS employees

All 8 components of the model must be considered when attempting to bring about large scale change

Aims to balance intrinsic motivation of front line workers with extrinsic motivation coming from the top down whilst always staying true to the core values of the NHS.

• The NHS Change Model was developed in consultation with hundreds of NHS staff at all levels, with support from the NHS Commissioning Board (Bevan, 2015)

• It is a holistic framework for change that is designed to work across the entire NHS in England

The 8 Components

The NHS Change Model brings together collective knowledge and experience from across the NHS to form 8 components which are designed to be considered together in order to implement effective change:

1. Our Shared Purpose

2. Engagement to Mobilise

3. Leadership for Change

4. Spread of Innovation

5. Improvement Methodology

6. Rigorous Delivery

7. Transparent Measurement

8. System Drivers

The NHS Change Model