Achieving Benefits Through Change

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Achieving Benefits Through Change
ISIP Roadmap for Transformational
ChangeSupporting Materials Module A Overview
of ISIP and RTC for Practitioners
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Introduction

• Presenters name here
• Presenters contact details here
• Further information
• http//www.isip.nhs.uk/

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Purpose
The purpose of these materials is to help
participants to

• Describe and act on the processes and techniques
  used across the duration of an ISI plan and
  programme
• Access sources of guidance and help

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Why Should the NHS Change?

• Our world is undergoing increasingly rapid
  changes in our social makeup, environment,
  culture, politics and technology
• Organisations need to adapt to this changing
  social and political landscape to retain their
  relevance
• Organisations internal structures and cultures
  need to be changed to fit, not just the new
  landscape, but the increasing pace of change

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Introducing ISIP

• Integrated Service Improvement Programme
• A fresh approach to change
• Not a methodology but a source of guidance, tools
  and techniques to enable joined-up working across
  LHCs
• A team that works with local health care
  communities to adapt the ISIP framework to suit
  local needs

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ISIP and Transformational Change

• What is transformational change?
• Not reform but transform requiring a change
  in the assumptions of stakeholders
• The outcome will be an NHS different in terms of
  structures, processes, and culture
• ISIP will help organisations transform through
  the joined-up delivery of changes to people,
  processes and technology, with a focus on the
  delivery of tangible benefits for all
  stakeholders in the NHS

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Integrated Service Improvement

• An Integrated Change Programme
• Is designed to support the achievement of the
  LHCs Priority Objectives
• Requires transformation of all organisations
  within the LHC
• Combines changes to roles/responsibilities,
  processes, technology, facilities and estates
• Integrates national enabling projects e.g.
  Connecting for Health, Workforce Reform

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How Does it Compare with Traditional Approaches?
1. Service Improvement Plan
2. Benefits Realization Planning
3. Benefits Management
4. Change Implementation
5. Benefits Review
Support
Deploy
Prepare to go live
Local Design
Initiate
Strategy Planning
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What is Different about ISIP?

• Involves cross-community transformational change
• Shared understandings
• Three key elements
• The LHC as the change manager
• The Care Delivery System
• Benefits Management

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Who Leads Change?

• LHCs will champion integrated service
  improvement
• They have the perspective to identify benefits
  across the whole health and social care community
• LHCs can prioritise between benefits and vested
  interests across organisations
• They can co-ordinate changes across
  organisational boundaries
• LHCs can support resource commitments that is
  difficult for individual trusts to sustain

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Care Delivery System (CDS)

• A collection of tools developed by ISIP based
  upon nine high-level principles
• Enables each LHC to define its own vision of
  future care delivery and assess its current
  capabilities to identify priority change
  objectives
• Provides a core set principles for the alignment
  of service changes
• Assists in understanding how initiatives align to
  deliver quality and value for patients

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Principles of the CDS
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Establishing a Vision of Care Delivery in the
Future
Care Delivery Now
How quickly
Where we treat people
Quality of service
Financial stability
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Benefit Management

• Benefit management is necessary to ensure that
  the potential value from a change programme is
  actually realised
• Examples
• Patient convenience
• Greater choice
• More effective and efficient ways of working

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A Roadmap for Change

• Framework for transformational change
• Supporting activity maps that assist in providing
  task level tools and techniques
• Helps build ownership of the process of
  transformational change
• A framework for sharing best practice between LHCs

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Principles of the ISIP Roadmap

• Activities are set out in chronological order
  building ownership as understanding of the change
  increases
• LHC teams select tools from the RTC such as match
  the complexity of their own local change
  programme
• The RTC integrates multiple projects and
  programmes through a shared framework
• The RTC incorporates recognised standards and
  tools e.g. MSP and PRINCE2

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How Does the RTC Work?
All transformational change takes you from a
present to a future state
All transformational change processes consist of
five phases, though these are likely to be
iterative
A generic journey
Activities are organized by strand to encourage
management of all change drivers, though they are
not necessarily sequential
Generic phases en route
There is one storyboard for each action,
explaining why the action is useful, what
prerequisites are advisable and what the output
or deliverable could be. There are also links to
further guidance and case studies.
Possible activities within each phase
Content supports the change managers and other
stakeholders who have embarked on the journey
includes storyboards and guidance
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Roadmap for Transformational Change
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Roadmap Phase I
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Roadmap Phase II
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Roadmap Phase III
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Roadmap Phase IV
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Roadmap Phase V
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Brainstorm Session

• What does a successful programme look like?

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What Does Success Look Like?

• Some criteria for a good ISIP
• Vision
• Consistency
• Engagement

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Developing a Vision

• Mission. What business are we in?
• Values. Who are we? What do we represent? How
  do we want to appear to stakeholders?
• Vision. Where are we going? What do we want to
  achieve?
• Priority Objectives. What must we achieve to
  achieve the vision in the context of the mission?
• Integrated Change Programmes. How do we achieve
  our goals?

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Consistency

• Priority Objectives and Changes
• Are the gaps between the current state and the
  vision well understood?
• Who is driving the priority objective and are the
  objective owned by the community?
• Clarity
• Timescales

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Engagement Establishing Buy-in

• Buy-in
• Developing the rationale What value do we expect
  to get by building a vision?
• Making the commitment
• What are the common causes of failure?
• How can we avoid these pitfalls?
• What characteristics do we want our vision to
  have?
• How will we ensure our vision will be successful?

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Engagement Gathering Data

• Data-Gathering
• Taking Stock What business are we really in?
  Mission Critical Success Factors Position in
  the industry
• How do we operate? What are our values / Culture
  / Operating strengths and weaknesses?
• The Vision Audit What can we say about the
  current vision Does it exist? How useful has it
  been? Where will it take us? Is it good enough?

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Engagement Polling Opinions

• Opinion-Gathering
• Testing Reality How do the stakeholders see the
  future? (Wants / Needs - Threats / Opportunities
  - Personal passions)
• Vision Scope How should the Vision be bounded?
  (Timeframes / Breadth)
• Vision Assessment How will the quality of the
  Vision be assessed over time? (Measurements)

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Where do I go for further information?

• ISIP Central Team
• email isip_at_nhs.net
• tel [phone] (General enquiries)
• Field Support Team
• Richard Marsden, Field support team lead
• email richard.marsden_at_nhs.net
• Website
• http//www.isip.nhs.uk/guidance/
• Trainer presenters name here
• email presenters email here

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Checkpoint Conclusion

• Do you understand how to
• Describe and act on the processes and techniques
  used across the duration of an ISI plan and
  programme?
• Access sources of guidance and help?

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Conclusion

• Presenters name here
• Presenters contact details here
• Further information
• http//www.isip.nhs.uk/