A multi‐method evaluation of the implementation of a cancer teamwork assessment and feedback improvement programme (MDT‐FIT) across a large integrated cancer system

Abstract

Abstract Background Globally, Multidisciplinary Teams (MDTs) are considered the gold standard for diagnosis and treatment of cancer and other conditions, but variability in performance has led to demand for improvement tools. MDT‐FIT (Multidisciplinary Team Feedback for Improving Teamwork) is an improvement programme developed iteratively with over 100 MDTs (≥1100 MDT‐members). Complex interventions are often adapted to context, but this is rarely evaluated. We conducted a prospective evaluation of the implementation of MDT‐FIT across an entire integrated care system (ICS). Methods MDT‐FIT was implemented within all breast cancer MDTs across an ICS in England (n = 10 MDTs; 275 medical, nursing, and administrative members). ICS managers coordinated the implementation across the three stages of MDT‐FIT: set up; assessment (self‐report by team members plus independent observational assessment); team‐feedback and facilitated discussion to agree actions for improvement. Data were collected using process and systems logs, and interviews with a purposively selected range of participants. Analysis was theoretically grounded in evidence‐based frameworks for implementation strategies and outcomes. Results All 10 MDTs participated in MDT‐FIT; 36 interviews were conducted. Data from systems and process logs covered a 9‐month period. Adaptations to MDT‐FIT by the ICS (e.g., coordination of team participation by ICS rather than individual hospitals; and reducing time protected for coordination) reduced Fidelity and Adoption of MDT‐FIT. However, the Acceptability, Appropriateness and Feasibility of MDT‐FIT remained high due to embedding implementation strategies in the development of MDT‐FIT (e.g., stakeholder engagement, interactive support). Conclusions This is a unique and comprehensive evaluation of the multi‐site implementation of a complex team improvement programme. Findings support the imperative of considering implementation strategies when designing such programmes to minimize potentially negative impacts of adaptations in “real world” settings.

Keywords

• health services research
• healthcare quality improvement
• implementation science
• team training
• teamwork