What are we changing (including brief description of the innovation)? Why are we changing? What are the consequences of staying the same? How will we change? (Word limit: 300)

Tip: Ensure you describe what the innovation actually is, making considerations to the impact on the patient experience of care (including quality & satisfaction); improving the health of populations and reducing the per capita cost of health care (aka IHI Triple Aim).

Who are the sponsor/s who will support the change? (Word limit: 100)

Note: A Sponsor is an individual/s who demonstrates ownership of the project by driving the change. They possess sufficient power in the organisation and/or influence to either initiate resource commitment or reinforce the change at the local level (AIM Sponsor principles).

Has the innovation been discussed with the above mentioned nominated sponsor/s? Yes/No

How will you ensure your change becomes business as usual? What steps will you take to ensure the change is accepted by your stakeholders?

What potential does this change have to be successfully taken up/ replicated by facilities/services within the District? (Word limit: 200)

Innovation and Originality

The extent to which the project demonstrates an original or innovative approach to an existing issue. If the project is using a known innovation, the extent to which it will be original for the proposed setting. The project should show resourcefulness and be creative in design. It may include workforce, equipment and/or technology. Any prior evidence which supports the innovation, including relevant data quantifying the extent of impact is presented.

Extent to which the system changes can be embedded within the District and be transferable

Evidence is provided which demonstrates significant benefits; clearly articulates how the change is able to be embedded within Sydney Local Health District, as well as the extent to which the approach has the potential to be successfully taken up (scalable, replicated) by facilities and/or services.

Note: The quality of the evidence and the persuasiveness of the arguments presented are important considerations.

Significance of the issue addressed, and potential for real-life impacts on patient care and experience

Evidence shows an improvement in outcomes and experience for patients. This may be in terms of service delivery either direct or flow-on, depending on the nature of the project. Evidence that the project provides effective care which is consumer-focused, integrated and operates across professional boundaries.

Partnerships

The extent to which the project considers engagement with consumers, staff, other agencies, primary health care providers and Non-Government Organisations to meet the project objectives.

CORE Values – Collaboration, Openness, Respect and Empowerment

The extent to which the project promotes the CORE values of Collaboration, Openness, Respect and Empowerment.

Productivity and value for money

The project demonstrates evidence-based improvements in productivity and efficiency/value for money.

Potential for results to improve key strategic directions performance measures

In particular, the Sydney Local Health District Strategic Plan – Goals and strategies

Quality and coherence of presentation

Takes account of the overall clarity of expression and organisation of the material presented. The overall logical coherence of the presentation is clear.