Principles of Managing Change

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Principles of Managing Change

• Co-creation Funders, managers, planners working
  together to create the ideal work flow and system
  to meet customer and client needs.
• Significant experimentation, rapid evaluation,
  authority to make changes on-the-spot.
• Analyze and design the whole-system that
  includes the work flow, the tools, the skills,
  the decision-making, the factors that motivate
  performance, etc. It is all an integrated complex
  system and cannot be disconnected.
• Simplify the process minimize steps, delays,
  interruptions and opportunities for error.
• Single point of contact for customers to create
  an intimate customer experience.
• Maximize opportunity to improve clinical care
  supervision and education by eliminating waste.

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The Core Work is Influenced by This Landscape
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We tend to think of them as separate systems when
they are organic and interactive
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The organization can also be described as 5Ss
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We need a process of change
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We Discovered the Current Reality
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We Dreamed the Ideal Future

• From the Perspective of the CCAC
• The Home Care Nursing Team
• The Home Support Team
• The Communication Team
• And The Management and Support Team

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We Designed
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We Presented to the Senior Management Team
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We are building toward a process and organization
that will meet future customer and client needs.
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We Presented both a New Work Process and a New
Social System
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What Happened?

• Sharon will explain the results to date and where
  we are going from here.

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Some background on the change

• Two pilots launched mid Feb. 2012
• Model of service delivery, Client Care
  Coordinator role on site reports to manager
• Team lead nursing role, coordinates with team to
  assign visits to the best provider for skill and
  continuity
• Primary care teams accountable for KPIs and Care
  results
• Blackberries and tablet in hands of nurses
• Daily huddles for problem solving

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Overall Satisfaction
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Scheduling and Planning
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So, after a few months, what happened?

• The time required to schedule a care provider
  went from an average of five hours to
  approximately five minutes.
• The steps in the process were cut in half.
• Managers now are freed to provide better
  supervision and training.
• Care providers are reporting reduced frustration
  (waiting on the phone) and are happy to be
  working on a team and taking more responsibility
  for the funders KPIs.
• And, what are our funders telling us

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Next steps

• The redesign was piloted in Trenton (SECCAC) and
  in Scarborough (CECCAC)
• VON is now in the planning phases for all CCAC
  contracts in Toronto, Peterborough and Thunder
  Bay
• Immediately following is London, ESC, Perth
  Huron, Grey Bruce
• Next we will work with Hamilton and North Bay

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Now that we have done Whole-System Design we
begin Continuous Improvement

• Every team, including the SMT, will go through
  the same training in the new VON Way.
• Every team will have a coach.
• Every team will engage in action-learning which
  means knowledge followed by doing.
• Every team will own and improve a process.
• Every team will experiment, learn, and improve
  their service to their customers or clients.