Wairarapa Community PHO EOI - New Zealand Doctor

communities, and allows specialists to reach learners in the more
remote areas in a relatively cost-effective manner. The method of
learning also has the potential to assist in the diagnoses and treatment
of some hard to reach clients.
4.10 Change management
WCPHO/CH will use robust Change Management and organisational
development models to work through the implementation of this major
transformational change. Sound knowledge, skills and confidence, along
with the right attitude, will ensure successful delivery of this
transformational change in Primary Health Care delivery.
There are many models to manage change and WCPHO/CH has drawn
from many in the past to implement successful change. The
organisations involved have strong track records in this area (please
refer to Section 4.2 for detailed examples of successful change projects).
The organisation’s tried and tested approach to change includes:
Achieving a common understanding across the newly integrated
primary care sector, and using the “burning platform” that already
exists to advance the transformation. This includes detailed analysis
of the patient flows and includes gaining an understanding of
disparities that are evident, and of the impending workforce
pressures that are looming in the future
Form an influential “Guiding Coalition” to lead the change – The
Wairarapa Joint Clinical Forum and sub groups will provide this for
the Wairarapa
Understand the motivational drivers of the people involved
developing a common vision within the across all parties involved
articulating what will be achieved together
the identification of any possible changes within the primary care
that would improve the efficiency of systems and processes, address
disparities identified and better prepare our workforce for the
future challenges it will face
identification of the capacity required to deliver change and
ensuring that this capacity is secured, in terms of both mindset and
skill set
providing active facilitation over a sustained period to ensure the
process is based on actionable steps which creates successful
outcomes and ensures early benefits;
the encouragement of a more multi-disciplinary style of patient care
involving both clinical and non-clinical team members;
the implementation and review of the agreed changes, through
input and assistance from the nominated project champions
Plan and create short term “wins” to build up project confidence
and momentum
Kotter suggests that for change
to be successful, 75% of a
company's management needs
to "buy into" the change. In
other words, you have to really
work hard on Step One, and
spend significant time and
energy building urgency, before
moving onto the next steps.
Don't panic and jump in too
fast because you don't want to
risk further short-term losses - if
you act without proper
preparation, you could be in for
a very bumpy ride”.
John Kotter – “8-Step Change
Model - Implementing change
powerfully and successfully” –
1995 -
http://www.bsmimpact.co.uk/d
ownloads/wp/KotterChangeMo
del.pdf
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