Factor | |
---|---|
Change management and implementation strategy | |
• Strength of executive leadership | |
• Strength of clinical leadership | |
• Quality of communication | |
• Clarity of specific aims and objectives at start | |
• Extent of cultural and behavioral change | |
• Attention throughout to human aspects of process of change | |
• Quality of project management | |
• Availability of resources to support decision-making and implementation processes | |
• Quality of strategic planning | |
• Training and preparation of staff | |
• Clarity of incentives and levers to support change | |
• Complexity of decommissioning programme | |
• Pace of change | |
Evidence and information | |
• Demonstrable benefits | |
• Clarity of evidence/data to support business case, ongoing monitoring and impact assessment | |
• Clarity around new patient pathways | |
• Review/evaluation of process | |
• Availability of alternative services | |
• Extent of adoption elsewhere of new intervention/service | |
Relationships and political dimensions | |
• Clarity of rationale/case for change | |
• Nature and extent of clinician engagement/involvement | |
• Level of political support | |
• Transparency of decision-making process | |
• Nature and extent of patient/public engagement/involvement | |
• Quality of partnership working with relevant agencies | |
• Extent to which challenges vested interests | |
• Nature and extent of media coverage | |
• Stability within the local health economy during transition | |
• Reputation of existing providers | |
• Meets community expectations |