Feedback on staff's reasiness for implementation

M. HARTVEIT1,2 , H. NORDIN 3 , T. RUUD4

1 Fonna Hospital Trust, Haugesund, Norway. 2 University of Bergen, Bergen, Norway. 3 Stavanger Hospital Trust, Stavanger, Norway

4 University of Oslo, Oslo, Norway

Introduction: 

Care providers constantly assess helping and hindering conditions during implementation of evidence-based practices [1].

Implementation leadership imply facilitation and support tailored to the care providers’ changing needs [2].

However, the empirical grounding for these assumptions are week. 

Method: Cluster-RCT including 39 Norwegian mental health care centers implementing evidence-based practices for psychosis treatment. 

Intervention: Training, implementation support and feedback every sixth month on staff’s readiness and implementation outcomes. 

Data: Implementation Process Assessment Tool (IPAT) questionnaire [3] and implementation outcomes by fidelity scales.

Structured individual interviews with leaders post-hoc.

Results: Staff’s readiness was positively affected by the implementation supportive intervention (t(140)=2.22, p=0.028) [5]. Staff’s reported readiness (IPAT-score) associated with implementation outcome (fidelity-score) at 12 months: (B(CI)=0.4 (0.0, 0.7), p=0.045) and 18 months: (B(CI)=0.7 (0.2, 1.1), p=0.004) [4].

Conclusions: Larger success in implementation can be achieved by repeated feedback on staff’s IPAT-scores. However, the gain of such feedback relies on sufficient implementation leadership knowledge and skills.

Implications: