Jette Ammentorp1, Sarah Bigi2, Jonathan Silverman3, Marlene Sator4, Peter Gillen5, Winifred Ryan6, Marcy Rosenbaum7, Meg Chiswell3, Eva Doherty5, Peter Martin8. 1. Health Services Research Unit, Lillebaelt Hospital, Vejle, Denmark; Institute for Regional Health Research, University of Southern Denmark, Odense, Denmark; Centre for Organisational Change in Person-Centred Healthcare, School of Medicine, Deakin University, Geelong, Australia. Electronic address: jette.ammentorp@rsyd.dk. 2. Dept. of Linguistic Sciences and Foreign Literatures, Catholic University of the Sacred Heart, Milano, Italy. 3. Centre for Organisational Change in Person-Centred Healthcare, School of Medicine, Deakin University, Geelong, Australia. 4. Austrian Public Health Institute, Department Health and Society, Vienna, Austria; The Austrian Health Literacy Alliance, Vienna, Austria. 5. Department of Surgical Affairs, Royal College of Surgeons in Ireland, Dublin, Ireland. 6. National Healthcare Communication Programme, Health Service Executive, Dublin, Ireland. 7. University of Iowa, Carver College of Medicine, Iowa, USA. 8. Institute for Regional Health Research, University of Southern Denmark, Odense, Denmark; Centre for Organisational Change in Person-Centred Healthcare, School of Medicine, Deakin University, Geelong, Australia. Electronic address: peter.martin@deakin.edu.au.
Abstract
OBJECTIVE: To collect experiences and to identify the main facilitators and barriers for the implementation process of large scale communication training programs. METHODS: Using a multiple case study design, data was collected from leaders of the individual programs in Australia, Ireland, Austria and Denmark. The RE-AIM framework was used to evaluate the components: Reach, Effectiveness, Adoption, Implementation, and Maintenance of the programs. RESULTS: The programs, all based on the Calgary-Cambridge Guide, succeeded in reaching the intended target groups corresponding to between 446 and 3000 healthcare workers. New courses are planned and so far the outcome of the intervention has been investigated in two countries. The fact that implementation, including educating trainers, relies on a few individuals was identified as the main challenge. CONCLUSION: Large scale communication training programs based on the Calgary-Cambridge Guide can be implemented and adopted in multiple different healthcare settings across a national health system culture. The importance of standardized trainer education and adaption of the programs to clinical practice was highlighted. PRACTICE IMPLICATIONS: In order to address the sustainability of the programs and to allow the intervention to scale up, it is important to prioritise and allocate resources at the political and organizational level.
OBJECTIVE: To collect experiences and to identify the main facilitators and barriers for the implementation process of large scale communication training programs. METHODS: Using a multiple case study design, data was collected from leaders of the individual programs in Australia, Ireland, Austria and Denmark. The RE-AIM framework was used to evaluate the components: Reach, Effectiveness, Adoption, Implementation, and Maintenance of the programs. RESULTS: The programs, all based on the Calgary-Cambridge Guide, succeeded in reaching the intended target groups corresponding to between 446 and 3000 healthcare workers. New courses are planned and so far the outcome of the intervention has been investigated in two countries. The fact that implementation, including educating trainers, relies on a few individuals was identified as the main challenge. CONCLUSION: Large scale communication training programs based on the Calgary-Cambridge Guide can be implemented and adopted in multiple different healthcare settings across a national health system culture. The importance of standardized trainer education and adaption of the programs to clinical practice was highlighted. PRACTICE IMPLICATIONS: In order to address the sustainability of the programs and to allow the intervention to scale up, it is important to prioritise and allocate resources at the political and organizational level.