Change management and implementation strategy: | |
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1 | Attention throughout to human aspects of process of change |
2 | Availability of resources to support decision-making and implementation processes |
3 | Clarity of incentives and levers to support change |
4 | Clarity of specific aims and objectives at start |
5 | Extent of cultural and behavioural change |
6 | Pace of change |
7 | Quality of strategic planning |
8 | Quality of project management |
9 | Complexity of decommissioning programme |
10 | Quality of communication |
11 | Strength of clinical leadership |
12 | Strength of executive leadership |
13 | Training and preparedness of staff |
Evidence and information: | |
14 | Availability of alternative services |
15 | Clarity around new patient pathways |
16 | Clarity of evidence/data to support business case, ongoing monitoring and impact assessment |
17 | Demonstrable benefits |
18 | Extent of adoption elsewhere of new intervention/service |
19 | Review/evaluation of process |
Relationships and political dimensions: | |
20 | Clarity of rationale/case for change |
21 | Extent to which challenges vested interests |
22 | Level of political support |
23 | Meets community expectations |
24 | Nature and extent of clinician engagement/involvement |
25 | Nature and extent of media coverage |
26 | Nature and extent of patient/public involvement |
27 | Quality of partnership working with relevant agencies |
28 | Reputation of existing providers |
29 | Stability within the local health economy during transition |
30 | Transparency of decision-making process |