Theory and practical guidance for effective de-implementation of practices across health and care services: a realist synthesis.

Theory and practical guidance for effective de-implementation of practices across health and care services: a realist synthesis.
Health Services and Delivery Research February 2021;9(2)

• A realist synthesis of evidence around “what works” in de-implementation of services. The concept analysis showed that de-implementation is associated with five main components in context and over time: (1) what is being de-implemented, (2) the issues driving de-implementation, (3) the action characterising de-implementation, (4) the extent that de-implementation is planned or opportunistic and (5) the consequences of de-implementation. 
•  Given the whole-system context of de-implementation, a range of different dissemination strategies will be required to engage with different stakeholders, in different ways, to change practice and policy in a timely manner.

De-implementing wisely: developing the evidence base to reduce low-value care

De-implementing wisely: developing the evidence base to reduce low-value care
BMJ Quality & Safety 06 February 2020. doi: 10.1136/bmjqs-2019-010060

• This paper describes the Choosing Wisely De-Implementation Framework (CWDIF), a novel framework that builds on previous work in the field of implementation science and proposes a comprehensive approach to systematically reduce low-value care in both hospital and community settings and advance the science of de-implementation.

Unpacking the complexities of de-implementing inappropriate health interventions

Unpacking the complexities of de-implementing inappropriate health interventions [Commentary]
Implementation Science 2020, 15:2, 9 January 2020

• This commentary explores unique aspects of de-implementing inappropriate interventions that differentiate it from implementing evidence-based interventions, including multi-level factors, types of action, strategies for de-implementation, outcomes, and unintended negative consequences.

Abstract

CCG 360° Stakeholder Survey National report 2017/18

CCG 360° Stakeholder Survey National report 2017/18
NHS England 12 July 2018

• This report provides an overview of findings of the CCG 360° stakeholder survey across all 207 CCGs. It highlights areas where CCGs are performing well and also outlines potential areas for improvement.
• Sections include Working relationships, Leadership, Commissioning and decommissioning services, Plans and priorities, Engagement with patients and the public, Monitoring and reviewing services, Variation by stakeholder type, Variation by region 
• A Case study annex 2017/18 includes case studies of high performing and improved CCGs -
• East and North Hertfordshire CCG: Building on a strong internal foundation by strengthening external relationships
• Greater Huddersfield CCG: Tailoring engagement to stakeholders’ needs
• Merton CCG: Working with stakeholders to improve services for patients and the public
• Surrey Heath CCG: Putting patients and the public at the heart of commissioning services
• Salford CCG: Engaging with stakeholders and working collaboratively to deliver a shared vision