If this is your first time through the NIATx Way, download and print the Milestones along the NIATx Way . This is a worksheet where you can record your answers to the first seven start-up actions.
Note: Click any of the steps in the NIATx Way to navigate to that section.
The first step of the NIATx Way encourages the Executive Sponsor to confirm that one of the NIATx aims (reducing waiting time and no-shows, increasing continuation and admissions) is important to you and your organization.
Once you have focused on one of the four NIATx aims, define a Change Project to focus on one aim, one level of care, one location, and one population.
After identifying a Change Project, the Executive Sponsor appoints an influential Change Leader—a member of the staff that is persistent, focused, respected, results-oriented, and who will challenge the status quo.
The Executive Sponsor appoints a team to coordinate the Change Project and implement rapid-cycle changes designed to improve the process.
The Executive Sponsor allocates resources to the Change Project so that the Change Leader can commit sufficient time and energy to the project and so that the Change Team can complete the project successfully in six months or less.
The Executive Sponsor meets regularly with the Change Leader and monitors the progress of the Change Project to keep the project running smoothly.
Conduct a walk-through so that the members of the Change Team—the Executive Sponsor and the Change Leader in particular—experience what it’s like to be a customer of your agency or facility so that you understand the customer’s perspective and the organizational processes that inhibit access to and retention in treatment.
The NIATx model of process improvement focuses on four aims at specific steps in the treatment continuum. Select a specific aim to see specific data-gathering tools and promising practices suited to that aim.
Measuring baseline data is the first step in understanding which changes worked, which changes resulted in an improvement, and which changes resulted in the greatest improvement.
Consider changes made by other NIATx organizations and use these promising practices to make changes and to generate your own change ideas.
Use the Plan-Do-Study-Act model of rapid-cycle change to quickly test change ideas on a small scale and in limited context. Successful changes can then be spread to the rest of your organization.
Make the connections between improved access and retention and increased revenue, reduced costs, and improved staff morale.
After you have made successful changes, the Executive Sponsor appoints a Sustain Leader who focuses on sustaining the improvements that you have made.
Create a storyboard to communicate the progress—and the success—of your Change Project for audiences both inside and outside your organization.
The Executive Sponsor strategically steers the organization project by project. After completing one Change Project, use the success of that project to form the foundation for the next one.