Several months after CPOE implementation, pharmacists indicated that several aspects of their workload had improved, including the process of medication order clarification, their ability to prioritize work, and their ability to move around within the hospital to respond to demand. However, pharmacists also noted that order ambiguity still existed and that the system needed to be optimized to gain efficiencies and increase clarity.

Objective To empirically demonstrate the use of a new framework for describing the strategies used to implement quality improvement interventions, and provide an example that others may follow. ‘Implementation strategies’ are the specific approaches, methods, structures, and resources used to introduce and encourage uptake of a given intervention’s components. Such strategies have not been regularly reported in descriptions of interventions’ effectiveness, or in assessments of how proven interventions are implemented in new settings. This lack of reporting may hinder efforts to successfully translate effective interventions into ‘real world’ practice. Methods Proctor and colleagues recently published a framework designed to standardize reporting on implementation strategies in the implementation science literature. We applied this framework to describe the strategies used to implement a single intervention in its original commercial care setting, and when implemented in community health centers from September 2010 through May 2015. Results Per Proctor’s framework, the target (clinic staff) and outcome (prescribing rates) remained the same across settings; the actor, action, temporality and dose were adapted to fit local context. The framework proved helpful in articulating which of the implementation strategies were kept constant and which were tailored to fit diverse settings, and simplified our reporting of their effects. Conclusion Researchers should consider consistently reporting this information, which could be crucial to the success or failure of implementing proven interventions effectively across diverse care settings.

Summary Recruitment and retention of nursing staff in general, but renal nurses in particular has become an increasing problem in Britain in recent years. This study set out to measure nurses' attitudes to and understanding of renal nursing and explore the image of renal nursing. The methodology used included focus group discussion and telephone interviews with both renal and non‐renal nurses. Strategies and factors, which may influence recruitment and retention of staff, are recommended.