Program administrators and staff in treatment programs participating in the National Drug Abuse Treatment Clinical Trials Network (CTN) completed surveys to characterize participating programs and practitioners. A two-level random effects regression model assessed the influence of Organizational Readiness for Change (ORC) and organizational attributes on opinions toward the use of four evidence-based practices (manualized treatments, medication, integrated mental health services, and motivational incentives) and practices with less empirical support (confrontation and noncompliance discharge). The ORC Scales suggested greater support for evidence-based practices in programs where staff perceived more program need for improvement, better Internet access, higher levels of peer influence, more opportunities for professional growth, a stronger sense of organizational mission and more organizational stress. Support for confrontation and noncompliance discharge, in contrast, was strong when staff saw less opportunity for professional growth, weaker peer influence, less Internet access, and perceived less organizational stress. The analysis provides evidence of the ORC's utility in assessing agency strengths and needs during the implementation of evidence-based practices.
IntroductionThe Institute of Medicine's Crossing the Quality Chasm series recommended increased use of treatments with empirical evidence of efficacy and effectiveness for health care (Institute of Publisher's Disclaimer: This is a PDF file of an unedited manuscript that has been accepted for publication. As a service to our customers we are providing this early version of the manuscript. The manuscript will undergo copyediting, typesetting, and review of the resulting proof before it is published in its final citable form. Please note that during the production process errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal pertain. Corresponding
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NIH-PA Author ManuscriptMedicine, 2000;Institute of Medicine, 2001) and for the treatment of alcohol, drug, and mental health disorders (Institute of Medicine, 2006). There is, however, a significant lag between science-based treatment innovations and the widespread adoption of those strategies in health care (Balas & Boren, 2000;Institute of Medicine, 2001). A comprehensive review of implementation research identified six core components that must be present to initiate and sustain the use of proven programs in new locations and environments: 1) select staff who can implement the program, 2) train staff, 3) require ongoing coaching, 4) use supervision and fidelity assessments to provide performance feedback to staff, 5) evaluate overall program functioning, and 6) facilitate implementation and sustainability with administrative supports (Fixsen et al., 2005). Many programs neglect one or more core implementation components and struggle to develop the skills required to effectively ...