DNP 835 Sustainability Plan Worksheet
DNP 835 Sustainability Plan Worksheet
Sustainability Plan Worksheet
An improvement team needs to consider the long-term sustainability of an improvement effort. This worksheet will help you outline the elements needed for a sustainability plan for your proposed evidenced-based quality and/or safety program design by taking you through a series of questions. By answering these questions, you will be able to develop a plan to ensure the longevity of the expected improvements from your proposed quality and/or safety program stick long-term.
For each category, use the questions provided to help you draft the necessary components that will be needed in a sustainability plan. Use one or two concise sentences to inform on each bullet point/question. Provide scholarly and peer-reviewed support accordingly.
| Areas for Consideration | Detailed Plan |
| Measurement After project completion: What will you continue to measure? What will you stop measuring? What will you do if you see a negative effect? What will you do if you see clinical significance, but not statistical significance? | The organization has been hampered by cases of nurses burnout; hence a proposal for mental health wellness program has been proposed. Therefore, after the project’s completion, there are various aspects that I will continue to measure. They include job satisfaction, engagement in teamwork, and reported cases of medical errors (Kelly et al.,2021). These will be measured even after completion as they reflect the nurses’ burnout status.There are various aspects that I will stop measuring. For example, commitment levels as it shall have been covered and reflected under engagement in teamwork.Negative effects can also be observed upon implementing a project or a quality improvement initiative. Therefore, it is important to have a plan for resolving them. In cases where the negative impact is adversely impacting patients or the staff, then the project can be stopped for a review and inquiry into why the negative effects have been observed.Clinical significance and statistical significance are both important in nursing research. Even though particular findings may not be statistically significant, they can still be clinically significant, meaning they are beneficial to the group under consideration (Lamé & Dixon-Woods, 2020). In such a case, I recommend that the project proceeds due to its potential importance to the group under consideration. |
| Ownership Who will own the new process that was implemented? How will you tell if the person is engaged and on board with the improvement process? | The project has been designed to reduce nurse burnout. Therefore, as part of the plan, the organization will own the new process to be implemented.Being engaged and on board with the improvement process is important as it enhances the successful implementation of the project and also ensures the continuity of the project after implementation (Carcone et al.,2022). I will tell if the person is engaged and on board by checking their commitment and willingness to be part of the project. I will also evaluate if they are ready to spare some time and spend in the implementation process. |
| Communication How will you communicate about the change, and who will be the messenger? When will communication take place?How will you support individuals in the new process? What type of training will you use after project completion? Who will be responsible for that training? | Communication of the proposed change to the relevant individuals is important since it enhances the chances of onboarding (Palinkas et al.,2018). Therefore, the intended change will be communicated through various strategies such as face-to-face conversations, emails, and text messages. I plan to take the central role of being a messenger.The communication will take place at the beginning of the project. However, it is important to note that communication will occur throughout the project to help convey important messages during the project.Offering support to the individuals regarding the new process is important. Therefore, I will offer them support by answering any questions asked regarding the new program and offering documentation where applicable. Training is important to help the staff sustain the change as appropriate. Therefore, training will be offered as educational sessions and workshops.The training will be conducted by a senior nurse educator with relevant skills in education and instruction delivery. |
| Change Management How will you respond to resistance/barriers to change (“But this is how we have always done things.”)How would you use your evidence-based change model to ensure adoption and sustainability?How will you standardize the process so that it is easy to do the “new” right thing? | Resistance and barriers to change can adversely impact the implementation process and adoption of a new strategy or intervention. Therefore, it is important to have a prior plan (Melnyk et al.,2021). I will respond by offering an adequate explanation of why the organization needs to embark on the mental wellness program. I also plan to approach individuals and have one-on-one discussions to help change their opinion about resisting the proposed change.Evidence-based change models are important in leading change and ensuring that the change is successful. As such, Lewin’s change model phases of unfreezing, change, and refreezing will be used (Hussain et al.,2018). The third phase will be key in ensuring that the change becomes part of the organization’s culture, ensuring full adoption and stability.The process should be standardized to ensure that individuals make no mistakes. Therefore, the process will be standardized by creating a guideline documentation showing when individuals should be involved in the program. |
| Workload Is the change increasing the overall workload to the system? If so, how can you decrease the workload? If not, how will you communicate about what is changing and not changing? | The proposed change is not connected with the workload. Therefore, it is expected to increase the overall workload to the system.It will also be important to communicate what is changing and what is not changing. Therefore, I will use the organization’s official communication platforms to inform concerned individuals of what will be changing and what is not. Using the established organization’s channels will make communication more impactful. |
Adapted from “Sustainability Planning Worksheet” by the Institute for Healthcare Improvement (2019).
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References
Carcone, A. I., Coyle, K., Butame, S., Harper, G. W., Aarons, G. A., & Naar, S. (2022). Using the Exploration-Preparation-Implementation-Sustainment (EPIS) Framework to prepare for the implementation of evidence-based practices into adolescent HIV settings. AIDS and Behavior, 26(12), 4093–4106. https://doi.org/10.1007/s10461-022-03735-0
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. https://doi.org/10.1016/j.jik.2016.07.002
Kelly, L. A., Gee, P. M., & Butler, R. J. (2021). Impact of nurse burnout on organizational and position turnover. Nursing Outlook, 69(1), 96–102. https://doi.org/10.1016/j.outlook.2020.06.008
Lamé, G., & Dixon-Woods, M. (2020). Using clinical simulation to study how to improve quality and safety in healthcare. BMJ simulation & technology enhanced learning, 6(2), 87. https://doi.org/10.1136%2Fbmjstel-2018-000370
Melnyk, B. M., Tan, A., Hsieh, A. P., & Gallagher‐Ford, L. (2021). Evidence‐based practice culture and mentorship predict EBP implementation, nurse job satisfaction, and intent to stay: Support for the ARCC© model. Worldviews on Evidence‐Based Nursing, 18(4), 272-281. https://doi.org/10.1111/wvn.12524
Palinkas, L. A., Garcia, A., Aarons, G., Finno-Velasquez, M., Fuentes, D., Holloway, I., & Chamberlain, P. (2018). Measuring collaboration and communication to increase implementation of evidence-based practices: the cultural exchange inventory. Evidence & Policy, 14(1), 35–61. https://doi.org/10.1332/174426417X15034893021530
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