Low- and middle-income countries (LMICs) are experiencing a growing burden of non-communicable diseases (NCDs) and confront challenges of leadership, lack of local data and evidence, and gaps in implementation of successful interventions. To address these challenges, we designed an interdisciplinary training program, the Public Health Leadership and Implementation Academy (PH-LEADER) for NCDs. The year-long program has three components; a two-month preparation period; a three-week, in-person summer short course; and an in-country mentored project phase. The training was directed at mid-career, high-potential public health professionals from LMICs who are involved in NCDs prevention and control. We collected demographic data and information about achievements and products attained from participation in the program among trainees. Over four and a half years (2012–2016), 67 NCDs professionals (mean age 38.7 years; 58% male) from 11 countries have been trained. The training program has promoted the design and implementation of 49 projects focused on implementation of programs and policies addressing NCDs; 20 manuscripts submitted for publication; and four abstracts submitted for conference presentations. The PH-LEADER program promotes the design and implementation of evidence-based strategies to address NCDs in LMICs. Impact on trainee implementation research capacity and leadership skills and ultimately on NDCs prevention and control is yet to be assessed.

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Purpose and Objectives Low‐ and middle‐income countries (LMICs) have a large burden of noncommunicable diseases and confront leadership capacity challenges and gaps in implementation of proven interventions. To address these issues, we designed the Public Health Leadership and Implementation Academy (PH-LEADER) for noncommunicable diseases. The objective of this program evaluation was to assess the quality and effectiveness of PH-LEADER. Intervention Approach PH-LEADER was directed at midcareer public health professionals, researchers, and government public health workers from LMICs who were involved in prevention and control of noncommunicable diseases. The 1-year program focused on building implementation research and leadership capacity to address noncommunicable diseases and included 3 complementary components: a 2-month online preparation period, a 2-week summer course in the United States, and a 9-month, in-country, mentored project. Evaluation Methods Four trainee groups participated from 2013 through 2016. We collected demographic information on all trainees and monitored project and program outputs. Among the 2015 and 2016 trainees, we assessed program satisfaction and pre–post program changes in leadership practices and the perceived competence of trainees for performing implementation research. Results Ninety professionals (mean age 38.8 years; 57% male) from 12 countries were trained over 4 years. Of these trainees, 50% were from India and 29% from Mexico. Trainees developed 53 projects and 9 publications. Among 2015 and 2016 trainees who completed evaluation surveys (n = 46 of 55), we saw pre–post training improvements in the frequency with which they acted as role models (Cohen’s d = 0.62, P <.001), inspired a shared vision ( d = 0.43, P =.005), challenged current processes ( d = 0.60, P <.001), enabled others to act ( d = 0.51, P =.001), and encouraged others by recognizing or celebrating their contributions and accomplishments ( d = 0.49, P =.002). Through short on-site evaluation forms (scale of 1–10), trainees rated summer course sessions as useful (mean, 7.5; SD = 0.2), with very good content (mean, 8.5; SD = 0.6) and delivered by very good professors (mean, 8.6; SD = 0.6), though they highlighted areas for improvement. Implications for Public Health The PH-LEADER program is a promising strategy to build implementation research and leadership capacity to address noncommunicable diseases in LMICs.

Background Scaling evidence-based interventions are key to impacting population health. The National DPP lifestyle change program is one such intervention that has been scaled across the USA over the past 20 years; however, enrollment is an ongoing challenge. Furthermore, little is known about which organizations are most successful with program delivery, enrollment, and scaling. This study aims to understand more about the internal and external organization factors that impact program implementation and reach. Methods Between August 2020 and January 2021, data were collected through semi-structured key informant interviews with 30 National DPP delivery organization implementers. This study uses a qualitative cross-case construct rating methodology to assess which Consolidated Framework for Implementation Research (CFIR) inner and outer setting constructs contributed (both in valence and magnitude) to the organization’s current level of implementation reach (measured by average participant enrollment per year). A construct by case matrix was created with ratings for each CFIR construct by interviewee and grouped by implementation reach level. Results Across the 16 inner and outer setting constructs and subconstructs, the interviewees with greater enrollment per year provided stronger and more positive examples related to implementation and enrollment of the program, while the lower reach groups reported stronger and more negative examples across rated constructs. Four inner setting constructs/subconstructs (structural characteristics, compatibility, goals and feedback, and leadership engagement) were identified as “distinguishing” between enrollment reach levels based on the difference between groups by average rating, the examination of the number of extreme ratings within levels, and the thematic analysis of the content discussed. Within these constructs, factors such as organization size and administrative processes; program fit with existing organization services and programs; the presence of enrollment goals; and active leadership involvement in implementation were identified as influencing program reach. Conclusions Our study identified a number of influential CFIR constructs and their impact on National DPP implementation reach. These findings can be leveraged to improve efforts in recruiting and assisting delivery organizations to increase the reach and scale of the National DPP as well as other evidence-based interventions.