Successfully integrating new practices into healthcare requires both effective implementation and ongoing improvement. Implementation readiness is influenced by various factors, including innovation characteristics, external and internal conditions, people involved, the implementation process and how outcomes and performance are planned and measured.

To help organisations assess their implementation readiness, we introduce the Implementation Readiness Assessment Tool. This tool allows healthcare teams to evaluate their practices based on the supporting processes and structures. The insights gained can guide organisations in identifying steps to enhance their readiness for successful implementation and long-term success.

Interpreting the Results: The table below displays the average implementation readiness ratings for each domain based on your responses. Detailed ratings for specific indicators are included in the following sections. While there is no guaranteed minimum rating for success, ratings of 3 or less indicate areas for improvement. These insights can inform your strategic planning to strengthen your initiatives.

NOTE: 1 = Weak factors to support implementation and 5 = Strong factors to support implementation

YOUR BACKGROUND INFORMATION

FACTORS INFLUENCING IMPLEMENTATION

INNOVATION CHARACTERISTICS Rating 1. There is evidence (literature, benchmarking) supporting the new model of care. Also consider NHMRC evidence levels. 2. The model of care been endorsed by the Executive team or relevant authorities? 3. Other solutions have been considered and this model of care offers advantages over alternatives. 4. Uncertainties about the model’s benefits have been addressed. EXTERNAL FACTORS Rating 1. The political environment and current strategy or policy priorities align with implementation of the new model of care. 2. There are defined partnerships and networks to facilitate referral pathways, collaborative care, and continuity of care. Consider interdisciplinary partnerships, hospital, community, and primary healthcare networks. 3. Implementation of the new model of care meets all the appropriate quality standards and regulatory requirements. 4. Professional organisations and consumer groups support the model of care. 5. Funding from external entities (e.g., grants, reimbursement) is available to implement and/or deliver the model of care. INTERNAL FACTORS Rating 1. The model of care is aligned with the organisation’s strategic goals and objectives. 2. There are defined tasks and responsibilities between individuals and teams. 3. There are adequate resources (funding, staff, space, equipment, technology infrastructure) to safely implement the model of care. 4. There is training, credentialling and clinical governance pathways for clinicians to implement the model of care. 5. There are high-quality relationships, communication networks, and professional connections to support implementation of the care model. 6. The working environment promotes collaboration, cohesion, with a shared sense of purpose to achieve common goals. PEOPLE Rating 1. Key stakeholders have been identified and their roles defined. 2. The stakeholders are interested, engaged, and see the benefits of the new model of care. 3. Stakeholders have the knowledge and skills to fulfill their roles. 4. Stakeholders have the availability and authority to fulfill their roles. 5. The stakeholders are motivated and committed to implementing the model of care. IMPLEMENTATION PROCESS Rating 1. In planning the team assessed needs, local context, tailored the approach, defined objectives, and identified necessary processes for the new model of care. 2. There are plans to test and optimise the new model of care. 3. There are plans for action based on reflection and evaluation. (e.g., adapt, adopt, abandon, scale and spread). 4. There is documentation e.g., implementation plan to guide the implementation process. OUTCOMES AND PERFORMANCE Rating 1. The key objectives and deliverables of the new care model have been defined. 2. There is a timeframe for planning, implementation, and evaluation of the new model of care. 3. Outcome measures for the new model of care have been defined. Consider both implementation and innovation outcomes 4. The types and sources of information (data) for each outcome measure have been identified. e.g., health records, PREM/PROMS, surveys. 5. A budget or resources have been allocated for performance evaluation. 6. There is documentation, e.g., evaluation plan, to guide the evaluation process.