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Utilising benefits
Laatst bijgewerkt op: 19-03-2026
In earlier steps, insight was gained into how daily activities within a work process change as a result of an intervention. It was also examined how the intervention, together with the associated activities and effects, adds value to the care challenge. The cost–benefit matrix shows the direct benefits of the care innovation. The next step is to explore how the time and resources gained can be used: the utilisation of benefits.
From costs and benefits to impact
Suppose your research shows that the use of an intervention saves 15 seconds per client per day. When you apply this return to the entire organisation, it can create a distorted picture. It may create the impression that the intervention leads to substantial time savings. In reality, it is questionable whether those 15 seconds per client can actually deliver savings or be effectively captured.
What is benefit utilisation?
Benefit utilisation refers to the actual realisation of the benefits generated by an intervention. In this step, the focus is not only on whether an intervention has impact but primarily on how that impact is translated into a different way of working.
In concrete terms: suppose an intervention saves 5 minutes. What is done with those 5 minutes? Does this mean that staff can support an additional client per day? Or does it provide staff with more rest and reduce workload? This step therefore looks beyond benefit utilisation in terms of time and money alone.
How can you utilise benefits?
Explore the benefit utilisation options for all identified benefits. In doing so, look for target groups, locations, and living arrangements with the potential for the greatest impact.
Benefit utilisation equals change. It is also important to view the intervention from a change management perspective: does it contribute to the organisation’s vision and change objectives? The extent to which change is successful also determines the extent to which benefits can be utilised.
A clear overview of benefit utilisation in practice is required before calculations can be made based on the identified cost–benefit matrix.