Introduction
depression, adult cancer, cancer, anxiety
CANCER
Many effective evidence-based innovations (e.g., interventions, guidelines, clinical pathways) have been developed, yet, translating evidence into practice is often slow; it takes on average 17 years for evidence-based interventions to become part of routine health care [One such facilitator, recognised as a key factor impacting implementation in a number of frameworks, is organisational readiness for change [When organisational readiness is high, individuals within the organisation are more motivated to implement the change, and display greater persistence when faced with challenges [To address this gap, our team recently examined factors associated with organisational readiness for implementing a clinical pathway for the screening, assessment, and management of anxiety and depression in adult cancer patients (the ADAPT CP) [The current study extends on the interim analysis by: 1) examining organisational readiness across all 12 services, and 2) using a quantitative approach to assess a range of factors that may impact organisational readiness. The ORIC allowed us to examine two of the four factors proposed by Holt et al. [What is the level of organisational readiness of the 12 cancer services prior to the implementation of the ADAPT CP, as measured by the ORIC?Which staff- and service-level factors are associated with perceived readiness to implement the ADAPT CP?Previous findings suggest that an adequate number of psychosocial staff, having procedures in place for the provision of psychosocial care (e.g., processes for identifying the psychosocial needs of patients), and being trained in providing psychosocial care are perceived as facilitators to implementing psychosocial programs within oncology services [