Key result
Implementing the POPS model succeeds through five leadership activities addressing managerial, financial, and engagement barriers.
Why the study?
The Perioperative care for Older People undergoing Surgery (POPS) service model is increasingly being implemented across English and Welsh NHS providers, but evidence was needed on clinical leaders' implementation activities to produce recommendations for future implementation.
The implementation of the POPS service model can be effectively achieved across different organizational contexts through a combination of specific leadership activities, though some require local adaptation.
May inform leadership strategies for POPS implementation in NHS settings; leaves open generalizability and clinical impact in other systems.
BACKGROUND: The Perioperative care for Older People undergoing Surgery (POPS) service model is increasingly being implemented across care providers in the English and Welsh National Health Services. OBJECTIVE: The study aimed to produce evidence regarding clinical leaders' activities to implement POPS across different service contexts and to produce generalisable recommendations for future implementation. METHODS: A qualitative interview study was undertaken across six National Health Services hospitals with established POPS services. Interview participants were recruited on the basis of their direct involvement in the implementation and leadership of the service. Data collection involved semi-structured interviews with 26 people carried out between November 2022 and May 2023. RESULTS: The implementation of POPS is often hampered by a lack of managerial and financial support, and apprehension amongst surgeons and anaesthetist about new ways of working. POPS leaders address these through five interconnected activities, each targeted at a combination of implementation factors. (i) Securing management and financial support. (ii) Professional engagement. (iii) Evidence building as a resource for demonstrating the clinical and operational benefits of POPS. (iv) Communication and engagement activities to promote and legitimise POPS to stakeholder groups. (v) Designated and distributed leadership to promote and coordinate implementation activities and to spread the service to new pathways. CONCLUSIONS: Through a combination of activities POPS can be effectively implemented across different organisational contexts. Some aspects of these activities can be guided by shared resources and learning across sites, but others require adaption to local contextual barriers and drivers.
No takes yet. Share an insight, caveat, or question.
Waring et al. (2023) studied Perioperative care for older people undergoing surgery (n=26). Implementation of POPS service model was evaluated on Clinical leaders' activities to implement POPS across different service contexts. Implementation of the POPS service model across six NHS hospitals was achieved through five interconnected leadership activities addressing managerial, financial, and professional engagement barriers.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: