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“What It Takes” for Implementation:“What It Takes” for Implementation:“What It Takes” for Implementation:“What It Takes” for Implementation:Aligning Structures and Processes for Aligning Structures and Processes for Aligning Structures and Processes for Aligning Structures and Processes for
Strengthening SystemsStrengthening SystemsStrengthening SystemsStrengthening Systems
Renée I. Boothroyd, Renée I. Boothroyd, Renée I. Boothroyd, Renée I. Boothroyd, Ph.D., M.A., M.P.H.Ph.D., M.A., M.P.H.Ph.D., M.A., M.P.H.Ph.D., M.A., M.P.H.With Directors Institute Faculty Anita Barbee, Danna Fabella,
Mark Lapiz, Karen Lofts-Jarboe, Crystal Luffberry, Linda Martinez,
and Gary Taylor
March 22, 2017March 22, 2017March 22, 2017March 22, 2017
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Evidence-Based Strategies and Getting to Social Impact
Evidence-Based, Effective
Strategies
Improved safety, permanency &
wellbeing for children, families, communities
33
“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation
1. A focus on People matters.
2. A focus on the Organization
matters just as much if not more.
3. Leadership for change lives at multiple levels.
4. Supporting use of the practice model is a deliberate, ongoing Process.
4
4
A Focus on People Matters . . . A Focus on People Matters . . . A Focus on People Matters . . . A Focus on People Matters . . .
Not Just “Train and Hope”Not Just “Train and Hope”Not Just “Train and Hope”Not Just “Train and Hope”OUTCOMES
% of Participants who Demonstrate Knowledge, Demonstrate New Skills in a Training Setting,
and Use new Skills in the Classroom
TRAINING
COMPONENTS
Knowledge Skill
Demonstration
Use in the
Classroom
Theory and Discussion
10% 5% 0%
..+Demonstration in Training
30% 20% 0%
…+ Practice & Feedback in
Training
60% 60% 5%
…+ Coaching in Classroom
95% 95% 95%
—Joyce and Showers, 2002
EvidenceEvidenceEvidenceEvidence----Based Strategies: Based Strategies: Based Strategies: Based Strategies: Getting to Social Impact?Getting to Social Impact?Getting to Social Impact?Getting to Social Impact?
Effective Interventions
Actual SupportsYears 1-3
Outcomes Years 4-5
Every Worker Trained
Fewer than 50% of the workers received
some training
Fewer than 10% of the agencies used the
model as intended
Every Worker
Continually
Supported
Fewer than 25% of
those workers
received support
Vast majority of children & families do not benefit
66
“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation
1. A focus on People matters.
2. A focus on the Organizationmatters just as much if not more.
3. Leadership for change lives at multiple levels.
4. Supporting use of the practice model is a deliberate, ongoing Process.
7
70102030405060708090
100
Practitioner Development Organization Development
Op
era
tin
g 6
+ Y
rs.
N = 84
N = 219
Fixsen, Blase, Timbers, & Wolf (2001)
Group Homes adopting Evidence Based Strategies:
Where are they spending their resources?
Focus on People Matters . . . Focus on People Matters . . . Focus on People Matters . . . Focus on People Matters . . . Focus on Organization Matters Just as Much!Focus on Organization Matters Just as Much!Focus on Organization Matters Just as Much!Focus on Organization Matters Just as Much!
8
8
Focus on People Matters . . . Focus on People Matters . . . Focus on People Matters . . . Focus on People Matters . . . Focus on Organization Matters Just as Much!Focus on Organization Matters Just as Much!Focus on Organization Matters Just as Much!Focus on Organization Matters Just as Much!
Welfare of Children
o Individual focus
o Accountability for
outcomes achieved
Child Welfare
o System focus
o Accountability for
services delivered
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Organization as “We are in this Together:”Organization as “We are in this Together:”Organization as “We are in this Together:”Organization as “We are in this Together:”Implementation Structures and Processes that:Implementation Structures and Processes that:Implementation Structures and Processes that:Implementation Structures and Processes that:
Use data
for
improve-
ment
Engage
leadership at
multiple levels
Meaningfully
involve
community
partners
Gather and share
feedback from
staff at all levels
about strengths
and challenges
Manage
addressing
how to
improve
policies and
practices
Create and
nurture change
HOST
1010
“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation
1. A focus on People matters.
2. A focus on the Organizationmatters just as much if not more.
3. Leadership for change lives at multiple levels.
4. Supporting use of the practice model is a deliberate, ongoing Process.
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Leadership for Change:Leadership for Change:Leadership for Change:Leadership for Change:
Most important and most changeable factor
associated with effective implementation!
WHO & HOWWHO & HOWWHO & HOWWHO & HOW
Integrate same functions
into leadership and
implementation team
structures and processes
Leadership & Management
Executive
• Demonstrate commitment to practice model and
partnerships
• Create and nurture opportunities for change
Aldridge, Boothroyd, Fleming, Lofts-Jarboe,
Morrow, Ritchie, & Sebian (2016)
Leadership as “We are in this Together:”Leadership as “We are in this Together:”Leadership as “We are in this Together:”Leadership as “We are in this Together:”
Role, Structures, & Processes at Role, Structures, & Processes at Role, Structures, & Processes at Role, Structures, & Processes at MMMMultiple Levelsultiple Levelsultiple Levelsultiple Levels
Cross-
Agency
• Align initiatives, manage conflicts, ensure usability
• Recommend policy and practice solutions to
address needs
• Communicate changes and successes
Vision and decision-making
authority, yet action and
follow-up may get dropped
Day-to-
Day
• Ensure buy-in and readiness for stage-based work
• Organize, align, sustain implementation
infrastructure
• Actively use data and other information for
continuous improvement
Get going, make progress, but
stall when faced with issues
outside scope of authority
Lots of things to do that
may not appear to fit
together - confusion,
frustration, “drift”
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Leadership for Change: MultiLeadership for Change: MultiLeadership for Change: MultiLeadership for Change: Multi----LeveLeveLeveLevellll
“Ensuring the ladder is against the right wall”
Facilitates
individual staff
Creates organizational
culture of best practices
among Teams/Groups
Ensures structures,
processes, policies, and
resources in the organization
to support use of the
practice model
Child and family
outcomes
1414
“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation
1. A focus on People matters.
2. A focus on the Organizationmatters just as much if not more.
3. Leadership for change lives at multiple levels of the organization.
4. Supporting use of the practice model is a deliberate, ongoing Process.
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Implementation is a Process:Implementation is a Process:Implementation is a Process:Implementation is a Process:Strengthening Systems for Social Impact
Evidence-Based, Effective Strategies
Local Capacity & Practices for Active Implementation &
Scale-Up
Supportive and Efficient Child & Family
Service Systems
Improved safety, permanency &
wellbeing for children, families, communities
Implementation Capacity and Performance
(people, processes, using data, partnership)
COMP LEX , S H I F T I NG CON TEX T
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Implementation Capacity & Performance
1717
“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation1. A focus on people matters.
� Workforce Development (Training, Ongoing Coaching for all staff)
2. A focus on the organization matters just as much if not more AND
3. Leadership for change lives at multiple levels.
�Organizational Readiness Building (Linked Leadership and
Implementation Teams)
�Engagement, Relationships, and Partnership
4. Supporting use of the practice model is a deliberate, ongoing process.
�Quality, Outcome, and System Improvement
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ACTIVITYHANDOUT
Common Project Management Structure:
Curious Questions
19
In your experience, how has this kind of
teaming structure worked in your
organization?
Where it is working well, what benefits do you and
your organization experience?
Where it is frustrating or troublesome, what
problems do you and your organization experience?
What may be missing?
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Functional Leadership and Implementation Teams
• “Initiative fatigue” - competing priorities, “program shift”
• Lost focus on what trying to do (“program drift”)
• Communication, feed-forward & feed-back loops
• Role confusion/clarity (“my role”)
• Differentiated responsibility (“our role”)
• Shared accountability and improvement
• Work together to actualize things in practice and move outcomes
(not convene around projects)
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“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation1. A focus on people matters.
� Workforce Development (Training, Ongoing Coaching for all staff)
2. A focus on the organization matters just as much if not more AND
3. Leadership for change lives at multiple levels.
�Organizational Readiness Building
(Linked Leadership and Implementation Teams)
�Engagement, Relationships, and Partnership
4. Supporting use of the practice model is a deliberate, ongoing process.
�Quality, Outcome, and System Improvement
HOST
23
As in nature, a successful adaptation allows an
organization or community to take the best from its traditions,
identity, and history into the future.
Heifetz, Grashow, & Linsky (2009, p.23)
Starting from StrengthsStarting from StrengthsStarting from StrengthsStarting from Strengths
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BREAK (15 mins)
25
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My Role in Leading My Role in Leading My Role in Leading My Role in Leading Practice Model Implementation Practice Model Implementation Practice Model Implementation Practice Model Implementation
and System Changeand System Changeand System Changeand System Change
Renée I. Boothroyd, Renée I. Boothroyd, Renée I. Boothroyd, Renée I. Boothroyd, Ph.D., M.A., M.P.H.Ph.D., M.A., M.P.H.Ph.D., M.A., M.P.H.Ph.D., M.A., M.P.H.With Directors Institute Faculty Anita Barbee, Danna Fabella, Mark
Lapiz, Karen Lofts-Jarboe, Crystal Luffberry, Linda Martinez, and
Gary Taylor
March 22, 2017March 22, 2017March 22, 2017March 22, 2017
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“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation“What it Takes” for Implementation1. A focus on people matters.
� Workforce Development (Training, Ongoing Coaching for all staff)
2. A focus on the organization matters just as much if not more AND
3. Leadership for change lives at multiple levels.
�Organizational Readiness Building
(Linked Leadership and Implementation Teams)
�Engagement, Relationships, and Partnership
4. Supporting use of the practice model is a deliberate, ongoing process.
�Quality, Outcome, and System Improvement
HOST
27
27
Organization as “We are in this Together:”Organization as “We are in this Together:”Organization as “We are in this Together:”Organization as “We are in this Together:”Implementation Structures and Processes that:Implementation Structures and Processes that:Implementation Structures and Processes that:Implementation Structures and Processes that:
HOSTUse data
for
improve-
ment
Engage
leadership at
multiple levels
Meaningfully
involve
community
partners
Gather and share
feedback from
staff at all levels
about strengths
and challenges
Manage
addressing
how to
improve
policies and
practices
Create and
nurture change
28
ACTIVITY- HANDOUT -
Leadership and Teaming
Structures and Processes
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Leadership is about me as an individual (my own
actions and behaviors to lead people). It is also about
the practices, procedures, and policies that I ensure
so that the broader organization enables and
supports use of the practice model (leading the
organization). I can use functional structures and
strategic processes to develop a “culture and climate”
in this organization that facilitate implementation of
the practice model and integrated initiatives.
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ACTIVITYFramed by Scenario A or Scenario B and your
own County experience:
Begin by discussing items as a group, then
each person completes the Assessment
Form individually.
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POLLS
32
Functional Leadership and Implementation Teams
Connect across multiple levels of the
organization (people and processes)
“Function
Over
Form”
• Areas of strength
• Areas for development
• New roles of existing teams
• New teams, team members
• New linkages, communications,
strategic roles
3333
Development CirclesDevelopment CirclesDevelopment CirclesDevelopment Circles1. A focus on people matters.
� Workforce Development (Training, Ongoing Coaching for all staff)
2. A focus on the organization matters just as much if not more AND
3. Leadership for change lives at multiple levels.
�Organizational Readiness Building
(Linked Leadership and Implementation Teams)
�Engagement, Relationships, and Partnership
4. Supporting use of the practice model is a deliberate, ongoing process.
�Quality, Outcome, and System Improvement
HOST