Template 6.4.1: Factors to Monitor During Implementation
Purpose
This template identies key areas that require focus during implementation to maintain
momentum and to sustain changes.
How to use it?
Leaders can use the prompts below as a ‘checklist’ to monitor how well key enablers
of change are being attended to and to identify areas where targeted interventions may
be required.
No. Key considerations Actions needed
1 Values: How well have the values of care, compassion, trust and learning translated
into leadership behaviours and decision-making? Are values evident to citizens and
service users as well as to staff?
2 Are behaviours that do not reect values challenged and addressed?
3 Vision: Does the vision need to be re-stated and alignment with strategic direction
and the delivery of public value re-afrmed?
4 Leadership and governance: Are governance and accountability arrangements robust,
contextually relevant and responsive to the needs of the implementation phase?
5 Are senior leaders and decision-makers available to support and champion the change?
People’s Needs Defining Change Health Services Change Guide
No. Key considerations Actions needed
6 How are integration, whole system and ‘cross service’ issues being addressed?
Are appropriate links in place?
7 How well are human-centred design principles understood and being applied
in practice?
8 How effective and transparent are decision-making processes and follow-up?
9 Are risks being attended to and control measures in place?
10 Resources: Are the resource requirements in place and tailored to ensure that the
pace and scale of the plan can be delivered?
11 Are additional resources needed in terms of workforce, education/training, ICT,
accommodation?
People’s Needs Defining Change Health Services Change Guide
Template 6.4.1: Factors to Monitor During Implementation (continued)
No. Key considerations Actions needed
12 Are practice-based and development supports in place at local level to enable staff
to deliver on the change?
13 Stakeholders: Are all stakeholders clear regarding their responsibility for successful
implementation of the change, including all of the content, people and process
elements?
14 Communication and engagement: Is the communication and engagement plan
in place and intensied to target those involved in the rollout of the change?
15 Are the staff, service user, familiy and citizen engagement strategies effective?
Is there ongoing focus on developing and sustaining relationships and enabling others
to act?
16 Are communication and information delivery channels and feedback loops effective?
Is there clarity on key actions, commencement and milestone dates?
17 Are feedback processes working – is new information being generated and how is new
information and feedback being handled?
People’s Needs Defining Change Health Services Change Guide
Template 6.4.1: Factors to Monitor During Implementation (continued)
No. Key considerations Actions needed
18 Personal and team impact: Has there been sustained effort to address people
and cultural priorities at individual and team levels:
Ongoing communication with staff and service users, ways of resolving issues,
acting on feedback as it arises?
Working with staff and their Trade Unions to monitor the impact of the changes?
Supporting staff in implementing new skills required for the change and offering
‘hands-on’ support on site for challenges?
Continuously scanning to ensure that the old ways of working are phased out
sensitively and supporting the new behaviours required to operate in the changed
environment?
Monitoring the overall environment for staff – is it supportive? Is there an
acknowledgement that change takes time?
Are staff health and wellbeing services available?
19 Learning and development supports to build capacity at individual and team levels.
New skills and learning needed to undertake revised processes and practices
Behaviour change needed to support changing culture over time
Supports in place for those leading the change
20 Outcomes and measurement: Are adequate monitoring and tracking mechanisms
established?
21 Are the outcomes and benets for service users clearly described and widely
communicated?
22 Are the benets of the change credible – do staff and service users believe in them?
If not, what action is needed?
People’s Needs Defining Change Health Services Change Guide
Template 6.4.1: Factors to Monitor During Implementation (continued)
No. Key considerations Actions needed
23 Are measurement metrics being consistently achieved or are they being missed?
24 Are stories/narratives that effectively demonstrate progress towards the new culture
and a better future being gathered and listened to?
25 Trouble shooting and corrective action: Are clear processes for ‘trouble shooting’
emerging issues in place?
26 Are issues or concerns in sustaining the ongoing day-to-day business and the change
effort emerging? How are they being addressed?
27 Are systems in place to recognise the need to take corrective action and have we
the means to do it?
28 How are emerging issues being addressed? Are mechanisms in place to communicate
necessary adjustments to the change process?
People’s Needs Defining Change Health Services Change Guide
Template 6.4.1: Factors to Monitor During Implementation (continued)
No. Key considerations Actions needed
29 Are the temporary support structures, systems, policies and technologies still in place
and needed?
30 Celebrating success: Does everyone know what to look for in terms of outcomes
to recognise and acknowledge success?
31 Are we taking opportunities to celebrate and recognise milestones, best practices,
and afrm new behaviours?
32 Recognising that change is cyclical and takes time, is there a focus on continuous
improvement?
People’s Needs Defining Change – Health Services Change Guide
People’s Needs Defining Change Health Services Change Guide
Template 6.4.1: Factors to Monitor During Implementation (continued)
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