Posted November 12, 2018
Posted July 28, 2017
This article, produced in 2011 by Enola Proctor and colleagues from a number of universities in the USA, identifies and explains implementation outcomes. It defines a taxonomy of eight overarching outcomes: acceptability, adoption, appropriateness, feasibility, fidelity, implementation cost, penetration and sustainability. It describes each outcome in turn, discussing its merits and outlining how it might be measured. While this is an academic article aimed at researchers, it will be of interest to all stakeholders involved in implementation.
Posted July 20, 2017
This article, written in 2011 by Susan Michie and colleagues from University College London, places behaviour change at the centre of designing and implementing evidence based practices. The article proposes that behaviour change is determined by capability, motivation and opportunity (the COM-B framework). It then links the COM-B and behaviour change to characteristics of interventions and the policy environment in a model called the Behaviour Change Wheel. It is accompanied here by a short podcast, in which Professor Michie provides an overview of the model, and seeks to bridge the gap between research evidence and changes in practice. Both the podcast and article will be of interest to researchers and policymakers.
Posted June 24, 2017
This article, from 2015 by Powell et al, compiles a list of 73 implementation strategies based on a Delphi process involving a panel of experts in implementation and clinical practice from the USA. The list was created for a clinical practice setting, but most of the strategies are relevant to other sectors. The paper is the first major output of the Expert Recommendations for Implementing Change (ERIC) project, which aims to develop recommendations to enhance the match between implementation strategies and the context of the service setting. This paper is most relevant to policymakers, service providers and researchers.
Posted June 20, 2017
This paper, published in May 2012 by Meyers and colleagues from the USA, provides a conceptual overview of the process of implementation. It synthesises information from 25 implementation frameworks, to create the Quality Implementation Framework (QIF). The QIF details 14 implementation steps across four distinct phases, and provides questions that should be asked at each step. The synthesis identifies specific actions that can be used to foster quality implementation. This framework is applicable across the spectrum of disciplines, and will be of interest to all stakeholders interested in implementation.
Posted June 16, 2017
This article, written in 2017 by Hillary Pinnock and colleagues from the Standards for Reporting Implementation Studies Initiative (StaRI), discusses the origins and outputs of StaRI. The aim of StaRI is to develop guidelines for transparent and accurate reporting of implementation studies. To facilitate this, the group has created a 27-item checklist, focussing on implementation strategies and the intervention itself. Other topics considered include the rationale, fidelity and context of interventions. This article is particularly relevant for researchers interested in publishing about implementation.
Posted June 12, 2017
This article, written in 2000 by Michael Beer from the Harvard Business School and Russel Eisenstat from McKinsey, highlights six key barriers to implementing programmes and policies. Topics covered by these barriers include leadership, communication, prioritisation and coordination. Discussion of these barriers is supplemented by several examples from the private sector. Recommendations for how these barriers can be addressed and overcome are also included. This article will be of interest to policymakers and service providers with management responsibilities.
Posted June 04, 2017
This article was written in 2000 by Sergio Fernandez and Hal Rainey, two academics based in the USA. The article analyses organisational transformations – initiatives involving large-scale, planned, strategic, and administrative change – in the public sector. It identifies several key factors that should be attended to by change leaders. These include identifying a need; planning for implementation; building internal support; acquiring sufficient resources; and embedding change. This article is relevant for policymakers, service providers and practitioners with an interest in implementation in the public sector.
Posted September 09, 2013
This article is based on the Frank Stacey Memorial Lecture delivered by Sir Peter Housden, former Permanent Secretary to the Scottish Government, in September 2013. In this article, Sir Peter Housden addresses four questions which include: describing Scotland’s approach to public services, explaining what makes this approach different, outlining the impact of this approach on services and finally considering what challenges lie ahead.