Table 3 Implementation strategy description
Strategy: Assess for readiness and identify barriers and facilitators | Strategy: Tailored facilitation | |
|---|---|---|
Actor(s) | Study staff trained in public health and who have experience working with governmental public health staff | Study staff trained in public health and who have experience working with governmental public health staff |
Action(s) | Initial videoconference meeting to understand the goals for the partnership, discuss barriers and facilitators, make suggestions, and provide encouragement | Ongoing videoconference calls to reflect on the progress towards goals and the implementation effort, share lessons learned, work through challenges, and discuss any changes that need to be made to goals. Additional implementation strategies (e.g., access new funding, conduct ongoing training) may be recommended for use to match goals |
Target(s) of the action | Local health department staff and their academic partners | Local health department staff and their academic partners |
Knowledge about and skills to use evidence-based programs and policies, understanding of each partner’s strengths to support implementation | Knowledge about and skills to use evidence-based programs and policies, understanding of each partner’s strengths to support implementation | |
Temporality | The initial meeting will be within the first month of the implementation period | First facilitation meeting should be within one month of initial goal setting meeting |
Dose | Once for one hour | At least once monthly for up to one hour for the study period (2 years) |
Implementation outcome(s) affected | Adoption of cancer-related, evidence-based programs and policies | Adoption of cancer-related, evidence-based programs and policies |
Justification | Local health department practitioners often lack skills to implement evidence-based programs [28, 29]. Understanding context-specific barriers and facilitators to utilizing evidence-based practices is key to supporting change within local health departments [14, 32,33,34, 82]. | Tailoring is essential because uniformity is unlikely to be effective across partnerships with different needs, capacity, and context [73,74,75,76]. |