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Tailoring feedback data to engage end-user stakeholders when sharing organizational context data is a central component of quality improvement and integrated knowledge translation. For over a decade, our research team has collected survey data (using the validated Alberta Context Tool) on modifiable aspects of organizational context from long-term care (LTC) staff (e.g., nurses, unregulated providers) across a representative cohort of 94 LTC facilities in Western Canada. We have fed back data at the facility and care unit level with the goal of making research findings more useful for decision-making and aiding improvement efforts. We have used a binary method (more favourable / less favourable organizational context) to report multidimensional data. While useful to our stakeholders (e.g., administrators) we are continually seeking ways to increase the detail in our reporting, while maintaining usability for stakeholders. We have now developed a more detailed method – the context rank summary, which displays rankings of care units within and across LTC facilities. In this study, we used a qualitative descriptive design to explore perspectives of administrators and managers (leaders) from LTC facilities on the two different methods for reporting survey data. We conducted a total of three focus groups with 16 leaders in the Maritimes and Ontario, Canada. Transcripts were analysed using content analysis. Leaders preferred a feedback report that combines a binary method with the greater detail of the context rank summary. Providing organizational context data that is more meaningful, relevant and actionable could offer an additional path to identifying areas for improvement.

The Advice Seeking Networks in Long Term Care Study used social network analysis to understand the informal advice networks of senior leaders in Canadian long term care (LTC), with the goal of using this knowledge to inform future efforts to more effectively disseminate quality improvement innovations. In this abstract we describe one main component of the study, a qualitative analysis of interviews conducted with 39 opinion leaders, boundary spanners, and advice seekers identified in interpersonal advice networks in the sector. At each of the 958 LTC facilities spanning 11 of Canada’s 13 provinces and territories, we asked one senior leader to complete a survey identifying individuals who were informal sources of advice about quality improvement. The survey data from 482 respondents was then used to identify and interview network advice seekers by their out-degree scores, opinion leaders by their in-degree scores, and boundary spanners by their betweenness centrality scores. Results from thematic analysis of the interviews indicated that advice seekers tend to seek advice from those with whom they deem trustworthy and knowledgeable and with whom they share similar professional backgrounds and care philosophies. Opinion leaders possess an appetite for change and a strong sense of responsibility for improving care throughout the LTC system. They often have career trajectories that move them from clinical to administrative or oversight roles. Advice seeking relationships often endure over many years, transcending roles and even care sectors, and can evolve into reciprocal relationships.