Table 3 Differences in agency implementation strategies by agency structural characteristics
Size | Centralization | ||||
|---|---|---|---|---|---|
Implementation strategy | Small size (N = 23) | Moderate size (N = 42) | Large size (N = 17) | Single site (N = 47) | Multi-site (N = 36) |
Changing staffing | |||||
Creating new positions | 9% | 12% | 29% | 11% | 22% |
Reallocating time in existing positions | 17% | 29% | 47% | 21% | 42% |
Building infrastructure | |||||
Use of technology | 9% | 17% | 29% | 17% | 17% |
Structured communication opportunities | 30% | 43% | 41% | 36% | 47% |
Planning for sustainment | |||||
Use of Train-the-trainer model | 17% | 50% | 71% | 39% | 51% |
Strategies to deter turnover | 9% | 14% | 12% | 11% | 14% |
Changes to clinical supervision | |||||
Practice-specific supervision | 4% | 29% | 41% | 21% | 36% |
Increased time on administrative activities | 17% | 21% | 18% | 21% | 14% |
Adaptations to treatment delivery | 43% | 29% | 29% | 28% | 41% |
Practice selection | 61% | 57% | 47% | 60% | 49% |
Clinical/funding considerations in service allocation | 35% | 24% | 35% | 28% | 28% |
Increase demand | |||||
New linkages for referral sources | 13% | 24% | 24% | 17% | 25% |
Strategies to increase engagement | 39% | 24% | 35% | 32% | 28% |