Tool

Purpose

Criteria Specific to Assembling Evidence

Obesity prevention evidence framework

Framework for evidence-based obesity prevention decision making

Criteria for selecting a portfolio of policies, programs, and actions (Swinburn et al., 2005):

  • Certainty as to effectiveness and potential population impact of potential interventions (“promise table”)

  • Feasibility

  • Sustainability

  • Effects on equity

  • Potential side effects

  • Acceptability to stakeholders

Matching, mapping, pooling, and patching

Combining of theory, professional experience, and local wisdom with the science-based evidence in the process of planning an intervention

Criteria for identifying program components and interventions (Green and Kreuter, 2005):

  • Matching the evidence with appropriate intervention targets

  • Mapping the adaptation of an intervention to the setting, population, and time at hand

  • Pooling information about prior interventions

  • Patching together evidence-based practices, theory-based programs, and practice-based experiences

conclusions of evidence synthesis makes the information easier for decision makers to understand as they consider each potential intervention or set of interventions that combine individual actions or strategies (both referred to from this point further as reporting on a potential intervention).

As these reports on many different interventions and combinations of interventions begin to proliferate and become broadly available, they will serve as starting points for others facing similar decisions in similar environments. They also are likely to promote productive discussion and debate among decision makers and others, as well as assist researchers and research funders as they decide which kinds of studies are most needed for obesity prevention decision making.

Elements of the Reporting Template

The L.E.A.D. framework calls for summarizing the conclusions of evidence synthesis for each potential intervention by using a uniform reporting template that carefully follows the main tenets of the framework. It is most likely that these reports will be developed by the decision maker’s intermediaries—his/her own staff; staff from a particular government department, such as public health; or a group that specializes in gathering and synthesizing evidence. The report should follow that template presented in Box 7-3. The following subsections briefly describe each element of this template and offer specific examples to illustrate its purpose within the decision-making context starting with a brief example of a L.E.A.D. framework report (Box 7-4).



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