An exploratory case study investigating the implementation of a novel knowledge translation strategy in a pandemic: the Pandemic Practice Champion

Bonnie Stevens; Mariana Bueno; Megha Rao; Christabelle Almeida; Anna Cotic; Laurie Streitenberger; Bonnie Fleming-Carroll; Karen Breen-Reid

doi:10.1186/s43058-022-00294-2

An exploratory case study investigating the implementation of a novel knowledge translation strategy in a pandemic: the Pandemic Practice Champion

Implement Sci Commun. 2022 Apr 18;3(1):45. doi: 10.1186/s43058-022-00294-2.

Authors

Bonnie Stevens^{1

2}, Mariana Bueno³, Megha Rao^{3

4}, Christabelle Almeida⁵, Anna Cotic⁵, Laurie Streitenberger⁵, Bonnie Fleming-Carroll⁵, Karen Breen-Reid⁵

Affiliations

¹ Lawrence S. Bloomberg Faculty of Nursing & Faculties of Medicine and Dentistry, University of Toronto, 155 College Street, M5T 1P8, Toronto, Canada. bonnie.stevens@sickkids.ca.
² Child Health and Evaluative Sciences, The Hospital for Sick Children, Peter Gilgan Centre for Research and Learning (PGCRL), 686 Bay Street, 6th floor, M5G 0A4, Toronto, Canada. bonnie.stevens@sickkids.ca.
³ Child Health and Evaluative Sciences, The Hospital for Sick Children, Peter Gilgan Centre for Research and Learning (PGCRL), 686 Bay Street, 6th floor, M5G 0A4, Toronto, Canada.
⁴ School of Kinesiology, The University of Western Ontario, 1151 Richmond St, N6A 5B9, London, Canada.
⁵ The Hospital for Sick Children, 555 University Ave, M5G 1X8, Toronto, Canada.

Abstract

Background: The clinical Pandemic Practice Champion (PPC) role was created in a large tertiary pediatric hospital as a knowledge translation (KT) strategy for implementing COVID-19 evidence-based knowledge. We aimed to describe the core components of the PPC role, the process of implementing the role, and the factors that hindered or facilitated role implementation.

Methods: An exploratory case study was undertaken. Semi-structured interviews were conducted virtually with stakeholders including PPC, managers, and front-line health care professionals (HCP). A directed approach to qualitative content analysis consistent with the Consolidated Framework for Implementation Research (CFIR) guided the analytic process. Inductive analyses and three stages of thematic synthesis were also conducted.

Results: Four PPC, 3 managers, and 6 HCP were interviewed. The core components of the PPC role consisted of (a) acting as knowledge experts and educators, (b) problem-solving for complex patient care issues, (c) conducting crisis management, and (d) acting as a resource to management, HCP, and families. Facilitators for successful implementation included access to external information, a supportive organizational context and culture, dedicated time and resources, and leadership support. Lack of clarity of role definition, insufficient time, pandemic uncertainty and fatigue, inability to change infrastructure, and access to external information hindered implementation.

Conclusion: The PPC role was successfully implemented within a crisis context. Key barriers (role clarity, time, resources) and facilitators (organizational and leadership support) need to be considered when implementing the PPC role in practice. Future studies are needed to determine the intervention effectiveness of the champion role in changing HCP behavior and health outcomes and further examine implementation processes and mechanisms.

Keywords: Champions; Context; Implementation strategy; Stakeholder; Use of evidence.