Developing Infrastructure to Scale-Up the Med-South Lifestyle Program: A 3-Step Process.

Data to Care (D2C) is a public health strategy that uses HIV surveillance and other data to identify persons living with HIV who are "not in care" to link them to medical care or other services. To support health department implementation of D2C, the Centers for Disease Control and Prevention supported direct technical assistance (TA) to build health department D2C capacity. Between 2013 and 2017, 2 contracting organizations worked with the Centers for Disease Control and Prevention to provide intensive D2C TA to 20 US health departments. A requirement for applying for TA was the mandatory reporting of all CD4 T-lymphocyte and HIV viral load test results by laboratories to the health department's HIV surveillance system. Health department selection criteria included organizational factors; jurisdiction laws/policies about data confidentiality and sharing; and HIV morbidity level. Peer-to-peer consultation, technical consultation, training, information transfer, materials development, materials distribution, and technology transfer were methods used for delivering TA based on the health department's needs and preferences. TA supported health department progress in areas such as confidentiality and data security, stakeholder engagement, quality of HIV surveillance data, data sharing, staffing resources, creating "not-in-care" lists, and program evaluation. Developing D2C programs is not a linear process, and there is no one standardized approach. Health departments made the most rapid progress when TA included peer-to-peer support among health departments. Participation in this project facilitated, in some cases for the first time, collaboration between staff across HIV surveillance, prevention, and care programs.

Federal Agencies in the Legislative Process: Technical Assistance in Statutory Drafting

BackgroundYoung adults aged 18–39 years commonly experience persistent side effects following cancer treatment that can impair their quality of life. Physical activity (PA) holds promise as a behavioral intervention to mitigate persistent side effects and improve quality of life. Yet, few young adults are active enough to incur these benefits and efforts to promote PA after cancer treatment ends are lacking. Therefore, we developed a novel theory-driven behavior change intervention to promote PA via videoconferencing technology in young adults who have completed cancer treatment, and are undertaking a pilot randomized controlled trial (RCT) to gather evidence to inform the design of a large, full-scale RCT. The specific aims of this parallel, two-arm pilot RCT are to: (1) assess intervention and trial protocol feasibility and acceptability; and (2) generate data on PA behavior. To promote transparency, improve reproducibility, and serve as a reference for forthcoming publication of results, we present the study protocol for this pilot RCT (version 7) within this paper.MethodsYoung adults who have completed cancer treatment are being recruited from across Canada. After informed consent is obtained and baseline assessments are completed, participants are randomized to the intervention group (i.e., a 12-week behavior change intervention delivered via videoconferencing technology by trained PA counsellors) or usual care group (i.e., no intervention). Several feasibility outcomes covering enrollment, allocation, follow-up, and analysis are tracked by study staff. Acceptability is assessed through interviews exploring participants’ experiences, thoughts, and perspectives of the trial protocol (i.e., intervention and usual care groups), as well as participants’ views of the intervention and its mode of delivery (i.e., intervention group only) and PA counsellors’ experiences delivering the intervention. PA behavior is measured using accelerometers at baseline (pre-randomization), post-intervention, and at follow-up (24 weeks post-baseline).DiscussionThere are growing calls to develop interventions to support young adults’ motivation to engage in PA and adopt an active lifestyle to improve their quality of life after cancer treatment ends. Real-time videoconferencing shows promise for disseminating behavior change interventions to young adults and addressing participation barriers. Considering the importance of establishing intervention and trial protocol feasibility and acceptability prior to evaluating intervention efficacy (or effectiveness), this pilot RCT is critical to understand how participants embrace, engage with, and complete the intervention and trial protocol. Indeed, these data will help to determine which refinements, if any, are required to the intervention and trial protocol (e.g., implementation approach, evaluation methods) prior to a large, full-scale RCT aiming to test the effects of the intervention on PA behavior. Additionally, the PA behavior data collected will be useful to inform the sample size calculation for a large, full-scale RCT.Trial registrationThe trial was registered with the ClinicalTrials.gov database (ID: NCT04163042) on November 14, 2019, prior to the start of the trial in February, 2021.

Regional Public Health Training Centers: An Essential Partner in Workforce Development.

In this commentary, we introduce public health practitioners and researchers to implementation science through an established compilation of implementation strategies. We provide terminology and examples for community settings so public health practitioners and researchers can use implementation strategies and document efforts using standard terminology. We also discuss the need for future work to determine the extent to which these implementation strategies work and are most useful in community settings, and ultimately, how health behaviors are impacted. We intend this commentary to serve as a dissemination strategy for implementation strategies and to contribute to knowledge in the growing field of implementation science in community settings.

BackgroundAfrican Americans have the highest incidence and mortality and are less likely than whites to have been screened for colorectal cancer (CRC). Many interventions have been shown to increase CRC screening in research settings, but few have been evaluated specifically for use in African-American communities in real world settings. This study aims to identify the most efficacious approach to disseminate an evidence-based intervention in promoting colorectal screening in African Americans and to identify the factors associated with its efficacy.Methods/designIn this study, investigators will recruit 20 community coalitions and 7,200 African-Americans age 50 to 74 to test passive and active approaches to disseminating the Educational Program to Increase Colorectal Cancer Screening (EPICS); to measure the extent to which EPICS is accepted and the fidelity of implementation in various settings and to estimate the potential translatability and public health impact of EPICS. This four-arm cluster randomized trial compares the following implementation strategies: passive arms, (web access to facilitator training materials and toolkits without technical assistance (TA) and (web access, but with technical assistance (TA); active arms, (in-person access to facilitator training materials and toolkits without TA and (in-person access with TA). Primary outcome measures are the reach (the proportion of representative community coalitions and individuals participating) and efficacy (post-intervention changes in CRC screening rates). Secondary outcomes include adoption (percentage of community coalitions implementing the EPICS sessions) and implementation (quality and consistency of the intervention delivery). The extent to which community coalitions continue to implement EPICS post-implementation (maintenance) will also be measured. Cost-effectiveness analysis will be conducted.DiscussionImplementing EPICS in partnership with community coalitions, we hypothesized, will result in more rapid adoption than traditional top-down approaches, and resulting changes in community CRC screening practices are more likely to be sustainable over time. With its national reach, this study has the potential to enhance our understanding of barriers and enablers to the uptake of educational programs aimed at eliminating cancer disparities.Trial registrationhttp://www.ClinicalTrials.gov NCT01805622

BackgroundDespite great need, the number of HIV prevention implementation studies remains limited. The challenge for researchers, in this time of limited HIV services agency resources, is to conceptualize and test how to disseminate efficacious, practical, and sustainable prevention programs more rapidly, and to understand how to do so in the absence of additional agency resources. We tested whether training and technical assistance (TA) in a couple-based HIV prevention program using a Web-based modality would yield greater program adoption of the program compared to training and TA in the same program in a manual-based modality among facilitators who delivered the interventions at 80 agencies in New York State.MethodsThis study used a cluster randomized controlled design. Participants were HIV services agencies (N = 80) and up to 6 staff members at each agency (N = 253). Agencies were recruited, matched on key variables, and randomly assigned to two conditions. Staff members participated in a four-day, face-to-face training session, followed by TA calls at two and four months, and follow-up assessments at 6, 12, and 18 months post- training and TA. The primary outcomes examined number of couples with whom staff implemented the program, mean number of sessions implemented, whether staff implemented at least one session or whether staff implemented a complete intervention (all six sessions) of the program. Outcomes were measured at both the agency and participant level.ResultsOver 18 months following training and TA, at least one participant from 13 (33%) Web-based assigned agencies and 19 (48%) traditional agencies reported program use. Longitudinal multilevel analysis found no differences between groups on any outcomes at the agency or participant level with one exception: Web-based agencies implemented the program with 35% fewer couples compared with staff at manual-based agencies (IRR 0.35, CI, 0.13-0.94).ConclusionGreater implementation of a Web-based program may require more resources and staff exposure, especially when paired with a couple-based modality. Manual-based and traditional programs may hold some advantage or ease for implementation, particularly at a time of low economic resources.Trial registrationClinicalTrials.gov identifier: NCT01863537

P145 - SNAP-Ed Programming Improves Nutrition and Physical Activity Environments at Out-of-School Time Sites in Philadelphia, PA

Assessment of weight management interventions: the challenge of comparing apples and pears

Methodological overview of a self-determination theory-based computerized intervention to promote leisure-time physical activity

BackgroundFew real-world examples exist of how best to select and adapt implementation strategies that promote sustainability. We used a collaborative care (CC) use case to describe a novel, theory-informed, stakeholder engaged process for operationalizing strategies for sustainability using a behavioral lens.MethodsInformed by the Dynamic Sustainability Framework, we applied the Behaviour Change Wheel to our prior mixed methods to identify key sustainability behaviors and determinants of sustainability before specifying corresponding intervention functions, behavior change techniques, and implementation strategies that would be acceptable, equitable and promote key tenets of sustainability (i.e., continued improvement, education). Drawing on user-centered design principles, we enlisted 22 national and local stakeholders to operationalize and adapt (e.g., content, functionality, workflow) a multi-level, multi-component implementation strategy to maximally target behavioral and contextual determinants of sustainability.ResultsAfter reviewing the long-term impact of early implementation strategies (i.e., external technical support, quality monitoring, and reimbursement), we identified ongoing care manager CC delivery, provider treatment optimization, and patient enrollment as key sustainability behaviors. The most acceptable, equitable, and feasible intervention functions that would facilitate ongoing improvement included environmental restructuring, education, training, modeling, persuasion, and enablement. We determined that a waiting room delivered shared decision-making and psychoeducation patient tool (DepCare), the results of which are delivered to providers, as well as ongoing problem-solving meetings/local technical assistance with care managers would be the most acceptable and equitable multi-level strategy in diverse settings seeking to sustain CC programs. Key adaptations in response to dynamic contextual factors included expanding the DepCare tool to incorporate anxiety/suicide screening, triage support, multi-modal delivery, and patient activation (vs. shared decision making) (patient); pairing summary reports with decisional support and yearly onboarding/motivational educational videos (provider); incorporating behavioral health providers into problem-solving meetings and shifting from billing support to quality improvement and triage (system).ConclusionWe provide a roadmap for designing behavioral theory-informed, implementation strategies that promote sustainability and employing user-centered design principles to adapt strategies to changing mental health landscapes.

Implementation strategies support the adoption, implementation, and maintenance of evidence-based interventions in community settings. However, strategies often conclude when funding ends, leaving implementers without assistance to maintain interventions. Implementation strategies focused on program evaluation and dissemination-factors that lead to program maintenance-are needed. The goal of this study was to understand barriers and facilitators to evaluation and dissemination in community-based organizations to inform relevant implementation strategies. Semi-structured interviews were conducted using an interview guide based on Consolidated Framework for Implementation Research (CFIR) constructs hypothesized to influence evaluation and dissemination: complexity, self-efficacy, culture, available resources, leadership engagement, organizational incentives and rewards, external policies and incentives, reflecting and evaluating, and champions. The guide also queried implementation strategy preferences. A rapid deductive approach was used to analyze the data through a template aligned with the interview guide. Nine interviewees shared barriers around reflecting and evaluating (e.g., data collection challenges), available resources (e.g., organizational capacity), and organizational incentives and rewards (e.g., lack of recognition). Interviewees favored ongoing consultation, tools or plans, problem-solving support, and peer sharing. Based on these results, a technical assistance (TA) protocol was developed to include monthly consultation meetings and quarterly learning collaboratives to build capacity in project partner (UnitedHealthcare) grantees. Future work should evaluate the TA protocol for effectiveness in alleviating the identified barriers and improving program implementers' evaluation and dissemination capacity. If successful, this model could be used in other community settings experiencing similar barriers, ultimately leading to improved maintenance of evidence-based interventions.

Extract Public Health Law in Practice provides public health practitioners, students, advocates, and the public with a comprehensive textbook on public health law. It is the first textbook that presents the principles of public health law in a narrative format intended for a public health audience combined with actual case law, which elucidates legal principles and doctrines and is the basis for legal education and practice. In many ways, the study of public health law in the United States is a study of U.S. constitutional law. Section I sets forth the U.S. government’s authorities and limitations on those authorities. Chapters 2, 3, and 4 delve into the Constitution’s grant of authorities and limitations on the government’s ability to act to protect public health. These form the basis of all of public health law and practice. Section II describes public health agencies and their responsibilities. This section often uses the New York City Department of Health and Mental Hygiene as an example. New York City’s Department of Health and Mental Hygiene is one of the largest and oldest public health agencies in the world. It has often been a leader in advancing innovative policies that are adopted across the country. Because of this, the Department of Health and Mental Hygiene is frequently sued by industries and individuals subject to the Department’s rules. The Department has the resources to defend these lawsuits, so they are able to take bold action. The Department’s actions and the case law that resolved lawsuits against it provide valuable lessons for the practice of public health nationally and internationally.

Independent foundations' primary focus is grant making.In general, their assets come from the gift of an individual or family.Community foundations' assets usually come from many donors rather than a single source, and grant making is limited to a particular region.Community foundations are usually classified as private charities under the tax law and are subject to different rules and regulations than are other private foundations. Access To CareAccording to 1988 Census Bureau estimates, over thirty-one million Americans are without health insurance.The demographics of these people are diverse, and their ranks continue to grow as the service industry burgeons and as competition in health care increases.Regional disparities in access also exist.Foundation funding in this area ranges from economic analyses of the problem to direct provision of care.

IntroductionSeveral barriers, such as lack of time, knowledge and support, hinder clinicians from providing an individually tailored physical activity (PA) prescription and referral to their patients. As a result, “exercise is medicine” (E = M) is not systematically implemented in clinical care today. Many studies have identified facilitators and barriers to implementation, yet linking these factors to tailored implementation strategies is still an under-researched area. Therefore, this study aimed to apply Implementation Mapping to develop an implementation protocol to support the individually tailored PA prescription in hospital care.MethodsWe used strong stakeholder participation and, we applied the five tasks of the systematic Implementation Mapping approach to match implementation strategies to implementation barriers and facilitators identified through interviews with clinicians working at two university hospitals in the Netherlands.ResultsWe identified clinicians as primary actors. Secondary actors were managers of the departments and stakeholders in the broader context. For each actor group, performance objectives were defined. We matched previously identified facilitators and barriers to theory and evidence-informed implementation strategies from the Effective Practice and Organisation of Care taxonomy using the CFIR Strategy Matching Tool. Next, we translated these implementation strategies (e.g., active learning, audit, and feedback, technical assistance, peer education) into practical activities to support the implementation of the E = M tool, such as training for clinicians, creating overviews of possible local exercise referral options, and appointing role models for clinicians. Lastly, these activities were bundled into an implementation protocol. The implementation protocol consisted of a set of implementation activities to support and guide clinicians during the adoption, implementation, and sustainability process of the prescription of E = M. All activities were supported by implementation tools, practical applications, and materials while allowing tailoring to the specific clinical context.Discussion/conclusionThis study illustrates the application of Implementation Mapping to design an implementation protocol to support and guide the prescription of E = M by clinicians in the hospital environment, using strong stakeholder participation in the development process. The stepwise development of the implementation protocol can serve as an example for researchers or practitioners preparing for E = M implementation.