Multifocal Clinical Performance Improvement Across 21 Hospitals

"Improving quality and safety across an entire healthcare system in multiple clinical areas within a short time frame is challenging. We describe our experience with improving inpatient quality and safety at Kaiser Permanente Northern California."

Multifocal Clinical Performance Improvement Across 21 Hospitals
Crawford, Barbara; Skeath, Melinda; Whippy, Alan
Journal For Healthcare Quality, 2015 - 37(2), pp. 117–125

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Leadership and organizational change for implementation

"The present study provides support for the development and deployment of active strategies to improve EBP [evidence based practice] implementation in health and allied healthcare organizations."

Leadership and organizational change for implementation (LOCI): a randomized mixed method pilot study of a leadership and organization development intervention for evidence-based practice implementation
GA Aarons, MG Ehrhart, LR Farahnak, MS Hurlburt
Implementation Science 2015, 10:11  doi:10.1186/s13012-014-0192-y

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Leadership and organizational change for implementation

" Although leadership in general has been shown to support effective implementation, the LOCI [Leadership and Organizational Change for Implementation] intervention highlights specific strategies that leaders can use to improve the climate for implementation in their teams."

Leadership and organizational change for implementation (LOCI): a randomized mixed method pilot study of a leadership and organization development intervention for evidence-based practice implementation

GA Aarons, MG Ehrhart, LR Farahnak, MS Hurlburt
Implementation Science 2015, 10:11  doi:10.1186/s13012-014-0192-y

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Mergers in the NHS

"We are not convinced that the evidence base is strong enough on the role of competition relative to other drivers of quality. We think that it is right that there is some external scrutiny of merger decisions and accept that competition should be part of that process. However, a broader test which explicitly considers a range of factors (including competition) and makes specific reference to the views of commissioners as well as the sector regulator might be an improvement on the current process."

Mergers in the NHS: Lessons from the decision to block the proposed merger of hospitals in Bournemouth and Poole
E Spencelayh, J Dixon
The Health Foundation
December 2014

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Comparing the implementation of team approaches for improving diabetes care in community health centers

"Patient panel management and community-based care management may be viable strategies for community health centers to improve the quality of diabetes care for vulnerable patient populations. The objective of our study was to clarify implementation processes and experiences of integrating office-based medical assistant (MA) panel management and community health worker (CHW) community-based management into routine care for diabetic patients."

Comparing the implementation of team approaches for improving diabetes care in community health centers

PJ Van der Wees, MW Friedberg, EA Guzman, JZ Ayanian, HP Rodriguez

BMC Health Services Research 2014, 14:608  doi:10.1186/s12913-014-0608-z

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Multi-level factors influence the implementation and use of complex innovations in cancer care

"The implementation of innovations (i.e., new tools and practices) in healthcare organizations remains a significant challenge. The objective of this study was to examine the key interpersonal, organizational, and system level factors that influenced the implementation and use of synoptic reporting tools in three specific areas of cancer care"

Multi-level factors influence the implementation and use of complex innovations in cancer care: a multiple case study of synoptic reporting

R Urquhart, GA Porter, J Sargeant, L Jackson, E Grunfeld
Implementation Science 2014, 9:121

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Future organisational models for the NHS

"How might new organisational arrangements help drive improvements in struggling NHS organisations and services? Here, we set out some of the organisational options and the evidence, both national and international." 

Future organisational models for the NHS: perspectives for the Dalton review

C Imison, C Ham, C Hopson, B Stoltz, J Fagge, N Marsden, M Deegan, S Dunn, S Melton, L Heller, A Marsh, A Brogan, D Hamlett
The King's Fund
July 2014

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Organizational impact of evidence-informed decision making training initiatives

"factors before, during and after training can influence the extent of skills and knowledge transfer. Our evaluation went further than previous research by revealing the influence—both positive and negative—of specific organizational factors on extending the impact of training programs."

Organizational impact of evidence-informed decision making training initiatives: a case study comparison of two approaches
F Champagne, L Lemieux-Charles, MF Duranceau, G MacKean, T Reay
Implementation Science 2014, 9:53

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