Table 3 Overview of identified implementation strategies based on the ERIC taxonomy

Change record systems

20 (22,26,28–36,38,40,45,46,48,50–53)

Expand the CHOIR system for tracking of patient/caregiver data (Bhandari, 2016)

Automated workflows in EHRs to improve patient flow (Fung-kee-fung, 2018)

Conduct local consensus discussions

7 (19,28,29,32,37,39,49)

Create early wins and get buy-in from health system leaders (Taylor, 2021)

Local stakeholders were employed which helped with community engagement and provided essential local expertise and leadership (Heys, 2022)

Audit and provide feedback

6 (19,22,25,43,50,53)

Dashboard with safety indicators allows pharmacists to identify high risk patients and potential hazardous prescribing (Jeffries, 2018)

Translates performance to data, data to knowledge and knowledge to performance to reduce opioid prescribing for surgical patients (Kraphol, 2020)

Build a coalition

5 (20,26,41,44,46)

Build capacity for clinicians to provide evidence-based ASD care (Murray, 2019)

Aim to establish partnerships with clinicians, researchers, patients, families and other health system stakeholders (Koscielniak, 2022)

Develop and organize quality monitoring systems

5 (21,27,35,44,46)

Quality checks are continuously implemented when a patient visits and is discharged from hospital (Miller, 2020)

A cyclic improvement process was noted as being important to ensure clinicians were entering high quality data (Enticott, 2020)

Use advisory boards and workgroups

4 (33,39,42,48)

ClaudicatioNet is run by multiple stakeholders with various backgrounds and a range of knowledge, expertise and education (Sinnige, 2022)

Implementation was successful due in-part to the strong African clinical leadership and buy-in from the Ministry of Health (Heys, 2022)

Create a learning collaborative

4 (38,43,45,49)

Clinicians, researchers, analytics staff, health services experts, and information technology teams work together to improve operational excellence (Moffat-Bruce, 2018)

Promote network weaving

4 (31,33–35)

At HCA Healthcare, projects are pilot tested at one facility and then expanded across facilities if successful. This helps to ensure success and sustainability of the implemented projects (AHRQ, 2019)

Remind clinicians

4 (31,32,48,50)

The EHR at Denver Health was designed to include reminders for clinicians for certain screening tests with the daily appointment schedule (AHRQ, 2019)

Data is leveraged in several ways at Geisinger Health, including incorporating dashboards for prompts and including automation where possible (Foley, 2015)

Change physical structure and equipment

3 (19,31,35)

Leaders at Baylor Scott and White Health identified a need to implement structures to support innovation in order to use data to make decisions (AHRQ, 2019)

Conduct cyclical small tests of change

3 (21,46,49)

Pragmatic, mixed methods study designs needed to facilitate research to inform system change in a LHS (Taylor, 2021)

Facilitate relay of clinical data to providers

3 (25,44,47)

The data reports were most often requested for informing clinical guidance, determining future research priorities and identifying relevant implementation strategies (Floyd, 2019)

Promote adaptability

3 (19,32,51)

Implementation of EQUIPPED requires site-specific adaptability (Vandenberg, 2020)

Conduct ongoing training

2 (26,35)

Training implemented to help health centres identify and onboard patients to the improvement team (Britto, 2018)

Develop academic partnerships

2 (42,49)

Research scholars have been hired to produce outputs to inform care and identify research questions (Levin, 2022)

Develop educational materials

2 (42,48)

ClaudicatioNet communicates frequently about the progression of projects to create early awareness and has developed instructional videos to enhance the accessibility of information (Sinnige, 2022)

Identify and prepare champions

2 (19,45)

Clinicians and front-line staff are driving change within the practice-based learning network from the bottom-up (Nash, Brown, et al. 2022)

Involve patients & consumers to enhance uptake & adherence

2 (26,42)

Conversations with patients to understand highlights and optimize patient care (Bhandari, 2016)

Experienced patient research partners and individuals who were new to patient engagement were involved from the beginning to ensure a patient oriented approach was used (Levin, 2022)

Use data experts

2 (30,33)

Each institution directly negotiated with Biogen to simplify the data sharing process (Mowry, 2020)

Use data warehousing techniques

2 (24,41)

A data warehouse developed based on standard terminology, data model and elements (Kosclieniak, 2022)

Access new funding

1 (26)

Cost of implementing Peds-CHOIR into the clinic and annual maintenance (Bhandari, 2016)

Conduct educational meetings

1 (26)

Implementation of staff training and education for clinicians around how the LHS can be used for patient care (Bhandari, 2016)

Conduct educational outreach visits

1 (19)

Provider feedback process involved 1–1 sessions with a local EQUIPPED champion, site visits and reports given to providers within 3 months of implementing the program (Vaughan, 2022)

Create new clinical teams

1 (34)

There was an investment in building teams to analyze data and deliver information for use by various parts of the health system (AHRQ, 2019)

Develop and implement tools for quality monitoring

1 (20)

Develop the dashboard that reflects patients’ goals, treatment and outcomes (Dixon-Woods, 2020)

Facilitation

1 (42)

An education program and provincial help-line were established to support physicians in implementing the LHS (Levin, 2022)

Purposely re-examine the implementation

1 (21)

It was identified that a cyclic improvement process where clinicians were made aware of the importance of data outcomes for patient care was key to ensuring quality data entry (Enticott, 2020)

Obtain and use patients/consumers and family feedback

1 (36)

PCORnet will include data from millions of Americans which will help to learn what works for which patients (Forrest, 2014)

Change service sites

1 (38)

A centralized regional process established for review and processing of lung cancer referrals (Fung-kee-fung, 2018)

Mandate change

1 (49)

The vision for CORE began with research leaders who recognized the potential of Atrium Health on improving patient outcomes (Taylor, 2021)

Provide clinical supervision

1 (38)

System involved creation of a standardized process which included a physician order sheet and clinical patient note to assist in daily case reviews (Fung-kee-fung, 2018)

Provide ongoing consultation

1 (38)

The LHS involved interdisciplinary consults with lung cancer specialists for all referrals received (Fung-kee-fung, 2018)

Recruit, designate and train for leadership

1 (44)

Patient-family navigators were recruited and trained to provide support to families so they could access resources (Murray, 2019)