Guidance from programme developers* | Levels of fidelity by hospital | Examples of medium/low fidelity | ||||||
A | B | C | D | E | F | |||
Strategic alignment | Define clear goals that align with Trust strategy; secure executive support | Insufficient data | ||||||
Implementation and governance structures | Set-up: steering group (including chief executive officer, executive leader, medical director, finance director, general managers, nursing managers); implementation team; ward teams (including matron and representatives from all staff groups) | Medium | Medium | Medium | Low | Medium | Medium |
|
Project planning | Create project plan including: roll-out sequence; timetable; resources required; activities; outcomes checklist; progress reviews | High | High | High | High | High | High | |
Selecting showcase wards | Invite applications and select showcase wards using the NHSI selection template and sustainability model and guide | High | Medium | Low | Medium | Medium | Low |
|
Implementation scope | Wards to evaluate current practice with respect to all modules | High | Medium | Low | Medium | High | Medium |
|
Productive Ward Leader role | Leading Productive Ward Facilitators; tracking progress and quality; strategic learning; stakeholder management; updating executive leader | High | High | High | High | High | High | |
Productive Ward Facilitator role, ward support and training | Support and guide wards and ward managers (not to do the tasks, or act without ward managers’ agreement); provide training | High | High | High | High | Medium | Medium |
|
Productive Ward Facilitator role (other) | Monitor implementation and measurement; work with central services | High | High | n/a | High | High | High | |
Communication | Create and use a communication plan—‘who, what, when, how, why’ | Insufficient data |
*These columns derive from the NHS Institute for Innovation and Improvement Executive Leader’s Guide and Project Leader’s Guide.
NHSI, NHS Institute for Innovation and Improvement.