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Table 1 Administrative evidence-based practices (A-EBPs)a in local health departments

From: Implementing administrative evidence based practices: lessons from the field in six local health departments across the United States

Domain EBP Description
Workforce development Training • In-service training in quality improvement or evidence-based decision making
• Skills-based training (e.g., organization and systems change)
• Training in communicating and collaborating with employees from multiple disciplines
• Training aligned with essential services and usual job responsibilities
  Access to technical assistance • Access and use of knowledge brokersb
• Use of process improvement activities (e.g., accreditation, performance assessment)
• Face-to-face meetings to share lessons, compare experiences, and provide updates
Leadership Skills and background of leaders • Leadership skill development
• Leadership experience
• Quality of leadership
• Leadership influence
• Manager competency to manage change
  Values and expectations of leaders • Leadership support of quality improvement, national performance standards, evidence-based decision making, innovation, accreditation
• Intend to hire well-educated, experienced staff including specialists (e.g., lab scientists, epidemiologists, environmental health professionals, financial systems experts)
  Participatory decision-making • Broad participation among the management team
• Leaders and middle managers seek and incorporate employee input
• Non-hierarchical decision-making
Organizational climate & culture Access & free flow of information • Communication flow
• Tailored messaging for evidence-based decision making
• 360 degree employee performance reviews geared to evidence-based practices (with extensive feedback)
• Ready access to high-quality information
  Support of innovation & new methods • Leadership/management and employee training in evidence-based decision making that includes new methods
• Employees perceiving that management supports innovation
• Conscious creation of environments conducive to innovation
• Organizational capacity to be in both business-as-usual state and state of exploration/innovation
  Learning orientation • Shared employee perceptions that supervisors value learning and research evidence
• Project management teams that encourage communication & collaboration
• Presence of multidisciplinary, diverse management teams
Relationships & partnerships Inter-organizational relationships • Build and/or enhance partnerships with schools, hospitals, community organizations, social services, private businesses, universities, law enforcement
• Cooperative agreements with state and/or local health departments quality improvement
  Vision & mission of partnerships • Clear vision & aligned mission of partnerships
• Capacity building over time among partners
Financial practices Allocation & expenditure of resources • Outcomes-based contracting
• Resources allocated for quality improvement, evidence-based decision making, innovation, information access, training and implementation
• Diverse funding sources
  1. aAdapted from Brownson et al. [3]
  2. bA knowledge broker is a masters-trained individual available for technical assistance