In the early phase of the Covid-19 pandemic, it was clear that healthcare workers were at risk of adverse mental health and wellbeing outcomes. In response, healthcare systems and organisations – including King’s Health Partners – rapidly established staff support and wellbeing programmes.
While there is emerging literature related to the effectiveness of such interventions, what is less well understood and evaluated is the evidence base regarding how such programmes are implemented; what supports and hinders their implementation; and how or if they are maintained following the initial acute phase of the pandemic.
This King’s Improvement Science study addressesd this gap by studying the implementation process of Covid-19-related staff wellbeing programmes in the three UK NHS Trusts that make up King’s Health Partners.
Project aim
To understand what factors hindered and enabled the implementation of three staff support and wellbeing programmes, and how these programmes have been sustained.
The researchers also explored whether implementation science frameworks are applicable and beneficial in conceptualising and understanding crisis-driven and rapidly implemented interventions.
Key objectives
- Co-designed study with some of the key implementors directly involved
- Qualitative interviews with a range of implementors of the programmes
- Recommendations for informing policymakers, managers and providers on developing, implementing and sustaining support programmes during and after a pandemic
- Contribution to implementation science literature and relevant evidence base.
