| Sumario: | Background: In 2019, the Academy of Oncology Nurse & Patient Navigators (AONN+) collaborated with the American Cancer Society (ACS) to develop a paper outlining effective strategies for the development, implementation, and sustainability of local navigator networks (LNNs). To understand the experiences of existing AONN+ LNNs, a 45-item multiple-choice and open-ended survey to capture LNN composition, meeting structure, as well as successes, best practices, and challenges, was e-mailed to 23 LNNs that had been operational for at least 1 full year (see "The Academy of Oncology Nurse & Patient Navigators and the American Cancer Society Survey: Collaboration on Building and Sustaining Local Navigator Networks" in this issue for results). Following the quantitative survey, 5 LNN leaders were invited to participate in follow-up phone interviews to explore more detailed information about local network development. Purpose: To share the in-depth knowledge from the follow-up interviews to help others seeking to build or sustain effective networks, and to understand the experiences of existing AONN+ LNNs, including their beginnings with successes and challenges, developmental resources, program strategy, and evaluation. Methods: A 10-item open-ended questionnaire to capture detailed information on LNN formation, development support, and program evaluation was developed by the national AONN+ LNN liaison and ACS leader. In 2019, a 1-hour telephone interview was offered via an e-mail invite to 10 LNN network leaders who had been consistent in completing 4 meetings per year, submitting an annual report, and had completed the 2019 initial 45-item multiple-choice and open-ended survey. Results: Five LNN leaders responded with an interest in follow-up interviews (a 50% response rate), and each was interviewed by the AONN+ LNN liaison and ACS leader. Leaders in the interviews identified key issues to LNN development. These included having (1) AONN+ interaction, (2) a defined purpose, (3) committed, engaged leaders, (4) dedicated time, (5) organizational connections, and (6) outside facility contacts and networks. Membership, attendance, and communication were common challenges that each LNN overcame. Discussion: In addition to these key factors, leaders supported the value of a strategic plan that included evaluation activities to measure LNN programming success/outcomes. Personal connections with other LNN leaders enhanced development. Conclusion: AONN+ LNN leader in-depth follow-up interviews provided a deeper understanding of network development. These LNN papers and lessons learned by successful LNNs will be integrated into the LNN training resources/toolkit that can be shared with new or established LNN leaders to facilitate success in local settings.
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