Table 2.

Facilitators to Successful Practice Implementation

Implementer engagement	Staff engagement
▪ Highly engaged ▪ Motivated ▪ Confident in role ▪ Confident in success of chosen activity ▪ Believed changes were necessary ▪ Optimistic and receptive with positive attitude ▪ Able to progress despite low staffing ▪ Open and eager to track implementation progress ▪ Goes above-and-beyond to set up meetings and “sell” the practice to interdisciplinary teams	▪ Motivated ▪ Engaged ▪ Have complete “buy-in” ▪ Belief in the potential of the practice ▪ Belief it will help patients and clinic ▪ Fully understand purpose of practice ▪ Fully understand practice’s potential outcomes ▪ Understand how performance is measured in relation to the practice
Leadership support	Staffing
▪ Leadership support facilitated buy-in ▪ Engaged and available for regular meetings ▪ Formed special committees and took an active role in the committees ▪ Created top-down standardization that clarified roles and enabled smooth implementation	▪ Leadership made aware of understaffing issues and role requirements ▪ Approval provided for additional staffing ▪ Staff clinics standardized to PACT ratios
Interdisciplinary collaboration	Regional, national, or site initiative
▪ Successful interdisciplinary collaborations between team members, within sites, and across facilities facilitated buy-in ▪ Successful negotiations occurred between different disciplinary silos ▪ Trust and partnership of colleagues from different disciplines ▪ Participated in site-wide initiatives or committees ▪ Collaborated with smaller, team-based groups	▪ Regional or site-wide programs bolstered engagement initiative (e.g., After-Visit Summary (AVS) report implemented by one site, became mandatory regional initiative) ▪ Regional and site-wide standardization initiatives helped justify efforts ▪ Regional or site-wide programs created platform for engagement implementation efforts