sustainability processBenefits beyond helping patients

This section suggests some techniques to help recognise if the staff feel that the change is making their jobs more difficult (real or perceived) and suggests some actions to improve roles and efficiency of the process.

Credibility of the evidence

There are two key elements, which will help you demonstrate the evidence and benefits for this change. The first is identifying the benefitsand the second is being able to effectively communicate the evidence.

Adaptability of improved process

Adaptability can be very important in determining whether a new or improved process will be sustained over the long run. There are three situations where this adaptability can be very important:

  • During the design stage when you want to use an idea from outside the organisation but must adapt it to fit within your organisation
  • During a period when your organisation changes (e.g. changes in people, location, structure) and the relevance of the new or improved process is being questioned
  • Over time as the new process itself becomes a candidate for further improvement.

Effectiveness of the system to monitor progress

When the improvement has completed its pilot testing and begins full-scale implementation, a baseline will have been established that will allow you to determine whether the desired level of improvement has occurred. The message within this section is that both measurement and communication must continue if you are to sustain or ‘hold the gains’. If staff are not able to identify and document either ongoing improvement or slippage they will be unable to either take corrective action or think about how the process could be improved even more. There is a resonance in the saying ‘we manage what we measure’. More than just maintaining position, measurement and communication help the team to look toward ongoing improvement of their processes beyond the point when the change is implemented. 

Sustainability guide
Interactive sustainability model