TEC programme data review and evaluation: options study
This report presents the findings from the Technology Enabled Care (TEC) programme data review and evaluation option study.
Appendix 5: Table of implementation strategies
Table A5.1: Table of implementation strategies
Strategy types |
Detail |
Description |
Who owns it? |
Is it being done? |
|
---|---|---|---|---|---|
1 |
Incentives |
Incentive structure |
Work to incentivize the adoption and implementation of the clinical innovation |
||
Mandate change |
Have leadership declare the priority of the innovation and their determination to have it implemented |
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Disincentive structure |
Provide financial disincentives for failure to implement or use the clinical innovations |
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2 |
Local context |
Assess readiness |
Assess various aspects of an organization to determine its degree of readiness to implement, barriers that may impede implementation, and strengths that can be used in the implementation effort |
||
Tailor strategies |
Tailor the implementation strategies to address barriers and leverage facilitators that were identified through earlier data collection |
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Local needs assessment |
Collect and analyse data related to the need for the innovation |
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3 |
Measurement |
Audit and feedback |
Collect and summarize clinical performance data over a specified time period and give it to clinicians and administrators to monitor, evaluate, and modify provider behavior |
||
Change records system |
Change records systems to allow better assessment of implementation or clinical outcomes |
||||
Facilitate relay of clinical data to providers |
Provide as close to real-time data as possible about key measures of process/outcomes using integrated modes/channels of communication in a way that promotes use of the targeted innovation |
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Academic partnerships |
Partner with a university or academic unit for the purposes of shared training and bringing research skills to an implementation project |
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Purposely reexamine the implementation |
Monitor progress and adjust clinical practices and implementation strategies to continuously improve the quality of care |
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Tools for quality monitoring |
Develop, test, and introduce into quality-monitoring systems the right input—the appropriate language, protocols, algorithms, standards, and measures (of processes, patient/consumer outcomes, and implementation outcomes) that are often specific to the innovation being implemented |
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4 |
Information/sharing/best practice |
Educational meetings |
Hold meetings targeted toward different stakeholder groups ( e.g., providers, administrators, other organizational stakeholders, and community, patient/consumer, and family stakeholders) to teach them about the clinical innovation |
||
Educational materials |
Develop and distribute educational materials |
||||
Capture and share local knowledge |
Capture local knowledge from implementation sites on how implementers and clinicians made something work in their setting and then share it with other sites |
||||
Educational outreach |
Have a trained person meet with providers in their practice settings to educate providers about the clinical innovation with the intent of changing the provider's practice |
||||
Create a learning collaborative |
Facilitate the formation of groups of providers or provider organizations and foster a collaborative learning environment to improve implementation of the clinical innovation |
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5 |
Partnership/coalition building |
Build a coalition |
Recruit and cultivate relationships with partners in the implementation effort |
||
Obtain formal commitments |
Obtain written commitments from key partners that state what they will do to implement the innovation |
||||
Develop resource sharing agreements |
Develop partnerships with organizations that have resources needed to implement the innovation |
||||
6 |
Technology |
Have technical assistance |
Develop and use a system - local, centralised or both - to deliver technical assistance focused on implementation issues |
||
Change technology infrastructure and equipment |
Evaluate current configurations and adapt, as needed, the infrastructure and/or equipment to best deliver the targeted innovation |
||||
7 |
Piloting |
Cyclical small tests of change |
Implement changes in a cyclical fashion using small tests of change before taking changes system-wide. Tests of change benefit from systematic measurement, and results of the tests of change are studied for insights on how to do better. This process continues serially over time, and refinement is added with each cycle |
||
Stage implementation scale up |
Phase implementation efforts by starting with small pilots or demonstration projects and gradually move to a system wide rollout |
||||
8 |
Training |
Ongoing training |
Plan for and conduct training in the clinical innovation in an ongoing way |
||
Use train-the-trainer strategies |
Train designated clinicians or organizations to train others in the clinical innovation |
||||
Provide clinical supervision |
Provide clinicians with ongoing supervision focusing on the innovation. Provide training for clinical supervisors who will supervise clinicians who provide the innovation |
||||
Shadow other experts and visit sites |
Provide ways for key individuals to directly observe experienced people engage with or use the targeted practice change/innovation |
||||
Work with training colleges |
Encourage educational institutions to train clinicians in the innovation |
||||
Make training dynamic |
Vary the information delivery methods to cater to different learning styles and work contexts, and shape the training in the innovation to be interactive |
||||
9 |
Templates/manuals |
Implementation glossary |
Develop and distribute a list of terms describing the innovation, implementation, and stakeholders in the organizational change |
||
Blueprint |
Develop a formal implementation blueprint that includes all goals and strategies. |
||||
10 |
Funding |
Fund and contract for the clinical innovation |
Governments and other payers of services issue requests for proposals to deliver the innovation, use contracting processes to motivate providers to deliver the clinical innovation, and develop new funding formulas that make it more likely that providers will deliver the innovation |
||
11 |
Champions |
Identify and prepare champions |
Identify and prepare individuals who dedicate themselves to supporting, marketing, and driving through an implementation, overcoming indifference or resistance that the intervention may provoke in an organization |
||
12 |
Stakeholder engagement |
Involve patients/consumers and family members |
Engage or include patients/consumers and families in the implementation effort. Develop strategies with patients to encourage and problem solve around adherence |
||
Obtain and use patients/consumers and family feedback |
Develop strategies to increase patient/consumer and family feedback on the implementation effort |
||||
Prepare patients/consumers to be active participants |
Prepare patients/consumers to be active in their care, to ask questions, and specifically to inquire about care guidelines, the evidence behind clinical decisions, or about available evidence-supported treatments |
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13 |
Leadership |
Organize clinician implementation team meetings |
Develop and support teams of clinicians who are implementing the innovation and give them protected time to reflect on the implementation effort, share lessons learned, and support one another's learning |
||
Promote adaptability |
Identify the ways a clinical innovation can be tailored to meet local needs and clarify which elements of the innovation must be maintained to preserve fidelity |
||||
Provide clinical supervision |
Provide clinicians with ongoing supervision focusing on the innovation. Provide training for clinical supervisors who will supervise clinicians who provide the innovation |
||||
Provide ongoing consultation |
Provide ongoing consultation with one or more experts in the strategies used to support implementing the innovation |
||||
Recruit, designate, and train for leadership |
Recruit, designate, and train leaders for the change effort |
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14 |
Promotion |
Use mass media |
Use media to reach large numbers of people to spread the word about the clinical innovation |
||
Inform local opinion leaders |
Inform providers identified by colleagues as opinion leaders or "educationally influential" about the clinical innovation in the hopes that they will influence colleagues to adopt it |
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Start a dissemination organization |
Identify or start a separate organization that is responsible for disseminating the clinical innovation. It could be a for-profit or non-profit organization |
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Remind clinicians |
Develop reminder systems designed to help clinicians to recall information and/or prompt them to use the clinical innovation |
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15 |
Specialist skills |
Use an implementation advisor |
Seek guidance from experts in implementation |
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Use a data expert |
Involve, hire, and/or consult experts to inform management on the use of data generated by implementation efforts |
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Use advisory boards and workgroups |
Create and engage a formal group of multiple kinds of stakeholders to provide input and advice on implementation efforts and to elicit recommendations for improvements |
How to access background or source data
- cannot be made available by Scottish Government for further analysis as Scottish Government is not the data controller.
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