“…The overarching approach to developing the intervention was based on four main strategies: an iterative and reflective process aiming to draw lessons from the author’s prior research [10,17,34,37,39,40,42-44] in Kenya, accompanying observations of the Kenyan health system over a period of many years, and multiple informal discussions with other researchers, policy makers, senior professionals and district hospital practitioners with the aim to distill root causes for the problems with service delivery observed; developing a broad set of intervention options to address these problems identified from literature, discussions, and experience; a search of literature for theory that provided the most appropriate basis for intervention (and evaluation) design; and repeatedly moving backwards and forwards between identified causes, proposed interventions, identified theory, and knowledge of the existing context to develop an overarching intervention that seemed the ‘best fit’ and was deemed feasible, likely to be acceptable, and potentially sustainable. Throughout this process, the following questions guided thinking: Why is widely available practice guidance not reliably being used in district hospitals?…”