Desired outcomes | Proposed implementation strategies | QuIP activities and resources | Implementation strategy usage during the intervention period – questionnaire items | Implementation strategy usage during the intervention period – questionnaire responses |
Motivation for change created among stakeholders and improvement goals clearly understood | QI leads hold a stakeholder meeting after activation (strategy 1). |
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Stakeholder meeting
Did you hold a stakeholder meeting as one of your QI activities? For example, a meeting for all professionals involved in patient care. |
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Interprofessional collaboration fostered | Each hospital to form an interprofessional improvement team (strategy 2) |
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QI team formation
At your site, was a formal team created to work on QI activities related to EPOCH? |
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Shared view of current performance created (‘situational awareness’) | QI leads analyse their own data (NELA data±case note reviews and local audit data) and feed this back to colleagues regularly (strategy 3). |
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Data collection and analysis
After starting EPOCH, did you or your colleagues download and analyse your local NELA data? If yes, how frequently did you do this? |
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Frontline teams develop and use basic QI skills to effect change | QI leads and other team members: Use time-series charts (‘run charts’) (strategy 4). Use the plan–do–study–act (PDSA) cycles (strategy 5). Segment the patient pathway (strategy 6). |
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Run charts
When analysing data, did you use run-charts? PDSA approach Did you or your colleagues use the ‘Plan Do Study Act’ cycle approach during your QI activities? Pathway segmentation Please indicate statement most closely fits your hospitals improvement or implementation activity during EPOCH. |
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EPOCH, Enhanced Peri-Operative Care for High-risk patients; NELA, National Emergency Laparotomy Audit; QI, quality improvement ; QuIP, quality improvement programme; VLE, virtual learning environment.