Abstract

There are moments in time when an environment begins to reflect changes in inputs, power and direction. For players and organizations operating within a changing environment, the status quo becomes no longer sufficient and the need to adapt becomes more and more pressing. The Ontario healthcare environment, with its regularly changing pressures, demands and priorities, is a clear example where working to maintain the status quo is a losing proposition. Adaptation and deep shifts in culture and practice are required to ensure resilient and responsive institutions and settings.

This instructive, 23-page case study reviews the early process of getting to, and moving on The Change Foundation’s ground-breaking Northumberland PATH project. The two-year, $3-million PATH project is the Foundation’s largest and most ambitious to date.