Table 5 Organizational impacts of initial role placement

Assigned to cross-organizational positions

• worked closely with senior leadership

• SDH-PHNs were offered an open-door policy and open communication with senior leadership

• worked across organizational departments providing capacity building and technical assistance for other staff

• easily connected with other staff also working on heath equity

• were perceived as SDH/health equity leaders

• experienced a planned organizational approach with clear aim and design to build internal capacity

• experienced backlash from colleagues – varied levels of support

Assigned to specific front-line programs

• were assigned solely to specific departments

• worked within programs or with specific population groups

• had less explicit influence on organizational change

• experienced SDH/health equity related activities that were more siloed within the organization

• tension with time commitments to program delivery and health equity agenda

• often difficulty connecting with other SDH-PHN in unit

• often difficulty connecting with others working on health equity in agenda

• did not experience backlash from colleagues – was not seeking organization-wide support