Why do it
This step helps you move from testing to implementing changes. It provides clarity about what exactly the output of the change process is, and how you now plan to implement it. Change often stalls after testing or piloting.
This happens when:
- funding and interest fade
- necessary steps to make change a routine are not taken
Creating time to think and plan helps to embed change into daily business. This increases the chances of lasting success.
What is it
This step involves defining the output of the change, such as the new service, pathway or system, once the development and testing phases of the change cycle have been completed. It uses the learning from your testing phase to inform the longer-term decisions about how to implement your change.
It involves clearly documenting in detail what the new model is and how it works, including:
- any processes and systems that support or underpin it
- any equipment or other resources that are needed
- the management, governance and financial arrangements
- any learning and development needs for people involved
- how it will be implemented (such as in a phased way over time or with different groups of people)
- how its impact will be measured and evaluated on an ongoing basis
It is important to engage with a wide range of stakeholders – service users, providers and enablers and to ensure the final model has reflected their input. This improves the design of the solution, increases ownership and support for it, and reduces the risk of experiencing pitfalls and barriers during implementation.
Identify your refined options for change
Define what success means to you. Think about how it would feel. Use these ideas as your criteria for evaluating your choices.
Think about your options for change. Compare them to your criteria for success. Consider what success looks and feels like. You may find it helpful to explore further in an options appraisal.
Engage with people and processes
To build support and get approval for your new or refined idea.
Share your ideas for change with those who can support you
Address their questions and concerns. Build their enthusiasm for your plans.
Identify the processes you need to go through to get agreement or support for your change idea
This might be your line manager, a service manager, a group, or a committee.
Identify any funding or resources needed for the next step: prototype and testing
Review and gather the support you need to deliver. This can include services such as:
- engagement experts
- project management
- IT
- HR
- commissioning
- data intelligence
Identify what it would take across the enablers for change to make the change
It is important to engage a wide range of stakeholders (including lived experience and communities) at this stage. This improves the design of your solution, and brings people in early which increases their feeling of being part of the change and may be more likely to support and action the change when it comes to implementation.
Some of the most successful change happens when we utilise approaches that bring services together with the people who use them to co-design in partnership. This is more than communication or talking through the chosen idea with them. Find out more in the people-led enabler of quality and change, and from people-led design approaches.
Who might you involve
It can be helpful to think about who you might need to involve or get help from during this step.
Think about:
- what skills, knowledge, and experience do you need
- what roles and responsibilities do you need in the room to think together and make decisions
- who might you need to support your work to get agreement
The skills and professions you might need to have involved in the change include:
- health and social care clinicians and professionals
- people with lived experience
- third and independent sector staff
- support staff (like data analysts, project managers, service designers, quality improvers, engagement experts, strategic planners, and organisational development professionals)
Practical support
Project management activities to be undertaken during this step of change. In addition, you can access further practical support below.
Taking the next step
Once you’ve implemented your change as business as usual with teams, you’re ready to advance to the embed and sustain step, where the focus on protecting what has made the change successful can begin.
In some instances, you may not always follow the steps in order, and it may be necessary to revisit a previous step as new insights or evolving circumstances emerge.