Leadership & Management Functions to Support Active Implementation and Scaling

Transcription

1 Leadership & Management Functions to Support Active Implementation and Scaling Renée I. Boothroyd, Ph.D. & William A. Aldridge II, Ph.D. FPG Child Development Institute, UNC-Chapel Hill Pre re-symposium Webinar Re-Cap (from May 23) Science, Systems, and Leadership: Building Readiness for California Child Welfare Core Practice Model (CA CW CPM) Implementation June 23, 2016

2 Nesting of the Active Implementation and Scaling Functions within CA County Child Welfare Systems Agency-Wide Behaviors Leadership & Management Executive Cross-Agency Day-to-Day Active Problem Solving CA CW CPM Delivery Support Staff Competence and Confidence Quality and Outcome Monitoring for Agency Improvement Consistent delivery of the CA CW CPM at scale Ongoing Learning Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2016) Social Impact 2

3 Strengthening Systems for Social Impact Leadership & Teams Professional Development Support Data Monitoring & Improvement Effective Practice Strategies Local Infrastructure & Practices for Active Implementation & Scale-Up Supportive and Efficient Child & Family Service Systems Improved safety, permanency & wellbeing for children, families, communities

4 Nesting of the Active Implementation and Scaling Functions within CA County Child Welfare Systems Agency-Wide Behaviors Active Problem Solving Leadership & Management Executive Cross-Agency Day-to-Day CA CW CPM Delivery Support Staff Competence and Confidence Quality and Outcome Monitoring for Agency Improvement Consistent delivery of the CA CW CPM at scale Ongoing Learning Active, Involved Leadership at Multiple Levels Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2016) Social Impact 4

5 Active Implementation & Scaling Functions Leadership & Management Executive Cross-Agency Day-to-Day 1. Demonstrate commitment 2. Create and nurture appropriate opportunities for change 1. Align initiatives and ensure usability 2. Recommend policy and practice solutions 3. Communicate changes and successes 1. Ensure buy-in and readiness for stage-based work 2. Organize, align, and sustain the implementation infrastructure 3. Actively use data and other information for continuous improvement Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2016) 5

6 Active Implementation & Scaling Functions Leadership and Management Executive 1.Demonstrate ongoing commitment to the implementation and scaling of the CA CW CPM to achieve intended outcomes for children and families. 2.Demonstrate ongoing commitment to community and tribal partnerships to ensure cultural values and experiences are incorporated into practice and system changes. 3. Create appropriate opportunities for change within the system. 4. Nurture systems changes once they are underway. Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2016)

7 Active Implementation & Scaling Functions Leadership & Management Executive Cross-Agency Day-to-Day 1. Demonstrate commitment 2. Create and nurture appropriate opportunities for change 1. Align initiatives and ensure usability 2. Recommend policy and practice solutions 3. Communicate changes and successes 1. Ensure buy-in and readiness for stage-based work 2. Organize, align, and sustain the implementation infrastructure 3. Actively use data and other information for continuous improvement Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2016) 7

8 Active Implementation & Scaling Functions Leadership and Management Cross- Agency 1.Select and align agency initiatives under a common approach to practice and implementation. 2.Review and recommend solutions to shared implementation barriers and system needs. 3.Facilitate communication about agency and larger system changes and successes among and across all stakeholders andcommunity and tribal partners. 4.Ensure that the CA CW CPM is teachable, learnable, doable, and assessable in practice. Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2016)

9 Active Implementation & Scaling Functions Leadership & Management Executive Cross-Agency Day-to-Day 1. Demonstrate commitment 2. Create and nurture appropriate opportunities for change 1. Align initiatives and ensure usability 2. Recommend policy and practice solutions 3. Communicate changes and successes 1. Ensure buy-in and readiness for stage-based work 2. Organize, align, and sustain the implementation infrastructure 3. Actively use data and other information for continuous improvement Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2016) 9

10 Active Implementation & Scaling Functions Leadership and Management Day-to- Day 1. Assess and create ongoing buy-in and readiness across the agency. 2.Install, ensure aligned operation of, and sustain implementation infrastructure and best practices. 3. Develop and implement action plans to manage stage-based work. 4. Use data, including fidelity and outcome data, for continuous improvement. 5.Involve key agency and community partners, including youth and families, in implementation activities and decision-making for agency improvement. 6.Organize and direct the day-to-day flow of information to support implementation. 7.Identify and address implementation barriers and ensure the spread of solutions to support successful implementation. Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2016)

11 Active Implementation & Scaling Functions Leadership & Management Executive Cross-Agency Day-to-Day 1. Demonstrate commitment 2. Create and nurture appropriate opportunities for change 1. Align initiatives and ensure usability 2. Recommend policy and practice solutions 3. Communicate changes and successes 1. Ensure buy-in and readiness for stage-based work 2. Organize, align, and sustain the implementation infrastructure 3. Actively use data and other information for continuous improvement Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2016) 11

12 Table Group Discussions 1212

13 Table Group Discussions First 10 mins Leadership and Management Functions to Support Use of the CA Child Welfare Core Practice Model (CA CW CPM) EXECUTIVE FUNCTIONS 1. Demonstrate ongoing commitment to the implementation and scaling of the CPM to achieve intended outcomes for children and families. 2. Demonstrate ongoing commitment to community and tribal partnerships to ensure cultural values and experiences are incorporated into practice and system changes. 3. Create appropriate opportunities for change within the agency. 4. Nurture systems changes once they are underway. What do you see and/or hear that demonstrates this function is happening? Please respond to one or morefunctions below How could more attention to this class of functions benefit your agency s implementation of the CA CW CPM and integrated initiatives? Please respond to this question for the overall class of functions 13

14 Table Group Discussions Second 10 mins Leadership and Management Functions to Support Use of the CA Child Welfare Core Practice Model (CA CW CPM) CROSS-AGENCY FUNCTIONS 1. Select and align agency initiatives under a common approach to practice and implementation. 2. Review and recommend solutions to shared implementation barriers and system needs. 3. Facilitate communication about agency and system changes and successes among and across all stakeholders and community and tribal partners. 4. Ensure that the CA CW CPM is teachable, learnable, doable, and assessable in practice. What do you see and/or hear that demonstrates this function is happening? Please respond to one or morefunctions below How could more attention to this class of functions benefit your agency s implementation of the CA CW CPM and integrated initiatives? Please respond to this question for the overall class of functions 14

15 Table Group Discussions Last 10 mins Leadership and Management Functions to Support Use of the CA Child Welfare Core Practice Model (CA CW CPM) DAY-TO-DAY FUNCTIONS 1. Assess and create ongoing buy-in and readiness across the agency. 2. Install, ensure the aligned operation of, and sustain implementation infrastructure and best practices. 3. Develop and implement action plans to manage stage-based work. 4. Use data, including fidelity and outcome data, for continuous improvement. 5. Involve key agency and community partners, including youth and families, in implementation activities and decision-making for agency improvement. 6. Organize and direct the day-to-day flow of information to support implementation. 7. Identify and address implementation barriers and ensure the spread of solutions to support successful implementation. What do you see and/or hear that demonstrates this function is happening? Please respond to one or morefunctions below How could more attention to this class of functions benefit your agency s implementation of the CA CW CPM and integrated initiatives? Please respond to this question for the overall class of functions

16 Creating Links and Alignment Across Leadership & Implementation Teams Renée I. Boothroyd, Ph.D. & William A. Aldridge II, Ph.D. FPG Child Development Institute, UNC-Chapel Hill Science, Systems, and Leadership: Building Readiness for California Child Welfare Core Practice Model (CA CW CPM) Implementation June 23,

17 Learning Objectives 1. A closer look at linked leadership and implementation teams 2. Key competencies and considerations for resourcing leadership and implementation teams 3. Terms of reference and linking communication protocols 17

18 Active Implementation & Scaling Functions Leadership & Management Executive Cross-Agency Day-to-Day 1. Demonstrate commitment 2. Create and nurture appropriate opportunities for change 1. Align initiatives and ensure usability 2. Recommend policy and practice solutions 3. Communicate changes and successes 1. Ensure buy-in and readiness for stage-based work 2. Organize, align, and sustain the implementation infrastructure 3. Actively use data and other information for continuous improvement Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2016) 18

19 Key Questions 1. Where will the functions live? Who will be accountable for ensuring various aspects of each function? 2. What are the plans to operationalize each function? 3. What resources Implementation will be Teams needed to support Executive the infrastructure Leadership and activities related to each function or group of functions? 4. What are the adaptive challenges (i.e., complex no solution) that can be expected as each function or group of functions is operationalized and structured? How might such issues be managed? Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2016) 19 19

20 A closer look at linked leadership and implementation teams 2020

21 Linked Implementation Teams Agency Implementation Team Agency Executive Leadership Active Involved Community Partners Practicing Staff Children & Families 21 21

22 Linked Implementation Teams Cross-Agency Design Team Agency Executive Leadership Agency Implementation Team Active Involved Community Partners Practicing Staff Children & Families 22 22

23 Linked Implementation Teams Agency Leadership & Implementation Team Active Involved Community Partners Practicing Staff Children & Families 23 23

24 Ensuring Function Across Varying Forms Cross-Agency Design Team Agency Executive Leadership Agency Implementation Team 24 24

25 Ensuring Function Across Varying Forms Scaling-Up Team Leadership Team Action Team 25 25

26 Ensuring Function Across Varying Forms Balcony Team Leadership Team Implementation Management Team 26 26

27 Close Alignment of Leadership & Implementation Teams Establishing active implementation infrastructure requires changes agency and department Functions Roles Structures Agencies and department leadership must remain visibly and continually engaged to: Create appropriate opportunities for change Nurture systems changes once they are underway 27 27

28 Top Down Support for Bottom Up Reform Structure or Process Assuring Support Measure Shifting Accountability Agency Leadership Team Agency Implementation Team Staff Members Practicing the Core Practice Model Children & Families Office Implementation Drivers Assessments Effective Practice Fidelity Assessment Child & Family Outcomes for Each Staff Member 28

29 Key competencies and considerations for resourcing implementation teams 2929

30 Key Questions 1. Where will the functions live? Who will be accountable for ensuring various aspects of each function? 2. What are the plans to operationalize each function? 3. What resources will be needed to support the infrastructure and activities related to each function or group of functions? 4. What are the adaptive challenges (i.e., complex no solution) that can be expected as each function or group of functions is operationalized and structured? How might such issues be managed? Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2015) 30 30

31 Considerations for Resourcing Implementation Teams TEAMS: May be started by repurposing existing teams May be newly formed TEAM MEMBERS: Full time staff? Multiple staff with partial FTE? May be started by repurposing current staff roles May include intentional new staff hires over time 31 31

32 Considerations for Resourcing Implementation Teams: Agency Context Agency size Areas of complexity within the agency Location of financial resources within the agency Political environment Community member involvement in implementation Locations of authority and decision-making within the agency 32 32

33 Core Competencies within Implementation Teams Team supporting day-to-day functions: Core, manageable group of at least 3-5 members Cross-team expertise in: CA CW CPM ( fluency ) Active implementation infrastructure and practices Data-driven organizational change (communication, problem-solving, improvement) Tolerate turnover teams are sustainable even when the players come and go (Higgins, Weiner, & Young, 2012; Klest, 2014) 33 33

34 Core Competencies within Implementation Teams Team supporting cross-agency functions: May have larger membership Include members from across the agency s operations Cross-team expertise in: What s happening with day-to-day management of implementation The agency s portfolio of priority initiatives and programs Adaptive leadership and problem-solving Policy and practice design Communications 34 34

35 Core Competencies within Implementation Teams Team supporting executive functions: Usually includes agency executive leaders Abilities: Adaptive leadership skills Innovation and ongoing learning Strong communication of vision and mission Social modeling Recognition and compassion Partnering with those leading practice model and implementation work (including other teams) Teaming with system and community partners 35 35

36 Terms of reference and linking communication protocols 3636

37 Key Questions 1. Where will the functions live? Who will be accountable for ensuring various aspects of each function? 2. What are the plans to operationalize each function? 3. What resources will be needed to support the infrastructure and activities related to each function or group of functions? 4. What are the adaptive challenges (i.e., complex no solution) that can be expected as each function or group of functions is operationalized and structured? How might such issues be managed? Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2015) 37 37

38 Key Questions 2. What are the plans to operationalize each function? Terms of Reference Linking Communication Protocols Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2015) 38 38

39 Terms of Reference A written organizational document that creates alignment, structure, and transparency Similar concepts: MOU, MOA, Charter 39 39

40 Terms of Reference Ensure Clarity of the role of the teamand membership Agreed-upon objectives and ways of work Timeto work and meet Timely access to dataabout child and family outcomes and practice fidelity Communication linksbetween county implementation team, office leadership, and other implementation support structures (e.g., community partners, recruitment and selection, training, coaching, fidelity, data support) 40 40

41 Teams Terms of Reference Component Vision Mission Objectives/Functions Values & Principles Characteristics Membership Communications Resources Deliverables Authority/Boundaries Guiding Questions What would success of this implementation work look like? What is this Team s role in getting to the Vision? [informed by Leadership& Management functions] What informs how this Team works together? What core competencies are needed for this Team s work? Who brings the competencies? How/at what level do they participate? How does this Team communicate with each other & others? What resources are available and needed to support this Team s work? What are concrete products of this Team s work? How is this Team connected with others? Where does our role end?

42 CommunicationLinks Between Leadership and Implementation Teams Communicate progress and celebrate success throughout the office and county system Report systemic barriers that are preventing or hindering implementation and: Should be resolved by one of the teams involved in the immediate communication, or Need to be moved up the line or handed off to the team or support staff that can best address the barrier Report on actions taken related to resolving or addressing past issues Revisit past decisions and agreements periodically to ensure that solutions are still functional 42 42

43 Linking Communication Protocols Written communication plan that creates alignment, sets expectations, and enables transparency Ensure: Transparent feedback process Development of a hospital environment Practice-Policy communication cycles for continuous quality improvement System alignment (avoids silos or fragmentation) Vertically (practice to policy) Horizontally (key partners and implementation support staff such as trainers, coaches, data specialists, etc.) 43 43

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45 Concluding Thoughts & Next Steps 4545

46 Program Sustainability Operating 6+ Yrs Group Homes adopting EBPs: Where are they spending their resources? N = 84 Practitioner Development N = 219 Organization Development Fixsen, Blase, Timbers, & Wolf (2001) 46

47 1.Who will be involved? Where will accountability live? 2.What are our plansto carry out? 3.What resourceswill be needed? 4.What kinds of challenges should we expect to face? Co-Creation of Visible Implementation Infrastructure and Practice Purveyors & Intermediaries (innovation & implementation) Leaders & Staff Members - Implementing Sites Implementation Infrastructure & Best Practices Active Involved Community Members Researchers & Program Developers Funders & Policymakers Co-Creation (Metz & Albers, 2014)

48 Wrap-up & Next Steps Q&A Lingering Questions sheet on each Table Making this More Concrete Panel 1: Ensuring Implementation Leadership & Management Functions Across County-Specific Team Structures THANK YOU! 48

49 For More Information Renée I. Boothroyd, Ph.D William A. Aldridge II, Ph.D Frank Porter Graham (FPG) Child Development Institute University of North Carolina at Chapel Hill Implementation Technical Assistance with CFPIC 49