Principles of Managing Change Co-creation: Funders, managers, planners working together to create the ideal work flow and system to meet customer and client

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.

1How You Change is the Change!

The Core Work is Influenced by This Landscape

2 Introduction to Redesign

We tend to think of them as separate systems when they are “organic” and

interactive


The organization can also be described as 5S’s


We need a process of change


We Discovered the Current Reality


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


We Designed



We Presented to the Senior Management Team


We are building toward a process and organization that will meet future customer and

client needs.

We Presented both a New Work Process and a New Social

System


What Happened?

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


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


Overall Satisfaction

Scheduling and Planning

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 funder’s KPIs.

• And, what are our funders telling us…


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


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.

Documents

Principles of Managing Change Co-creation: Funders, managers, planners working together to create the ideal work flow and system to meet customer and client