Strategies for Developing Intermediary Organizations: Considerations for Practice

Abstract

While an increasing number of evidence-based practices and programs have been developed over the past two decades, there remains a significant gap between research and practice. Intermediary organizations help bridge this research–practice gap through various roles and functions. Intermediaries provide support to facilitate the implementation of evidence-based practices and build capacity to sustain such practices with fidelity. However, there is little guidance as to how to develop an intermediary organization and what strategies and contextual factors should be considered. The purpose of this article is to identify contextual factors that may impact the development of intermediary organizations and to recommend strategies for building the necessary capacities and competencies that correspond to the intermediary's identified roles and functions.

Implementation Practice in Human Service Systems: Understanding the Principles and Competencies of Professionals Who Support Implementation

“…A survey was administered to an international sample of implementation support practitioners working in different intermediary organizations. Intermediary organizations provide support to communities and public and private agencies to facilitate the implementation of research-supported programs and practices and build capacity to sustain such interventions with positive outcomes (Franks & Bory, 2017). The purpose of the survey was to assess and gain feedback on the emerging principles and core competencies of implementation support practitioners across different contexts and human service settings.…”

The Nurse–Family Partnership in Colorado: Supporting High‐Quality Programming With Implementation Science

“…expertise in implementation science to support dissemination” (Lang, Randall, Delaney, & Vanderploeg, , p. 19). Through an implementation lens, Franks and Bory () have described seven core intermediary roles (Table ), all of which are reflected within the AIF. IIK staff work to exemplify the role of the intermediary in numerous ways to ensure each NFP site's ongoing success through strict adherence to excellence in nursing practice, NFP program guidelines, and core model elements, and to ensure the use of data with a commitment to continuous quality improvement (see Table for key examples).…”

Perfil de líderes en oficinas de transferencia tecnológica en instituciones de educación superior mexicanas

“…Entre los investigadores de los programas de transferencia tecnológica de las universidades y las industrias (Berazael et al, 2015;, se ha analizado la necesidad de las OTT como vehículos para trasladar el conocimiento de las instituciones generadoras a las usuarias de conocimiento (Suvinen et al, 2010); estrategias para su desarrollo (Franks & Bory, 2017); así como, su efectividad en el apoyo a la transferencia (Harman, 2010;Olaya, Berbegal-Mirabent y Germán, 2014;Ustundag et al, 2011); y la intervención de estos intermediarios en sectores específicos como el de baja tecnología (Spithoven & Knockaert, 2012), en la industria textil brasileña (Junior, et al, 2014). No obstante, son escasos los estudios enfocados a estudiar particularmente las habilidades gerenciales o personales para transferir tecnología.…”