Leadership & Management Functions to Support Active ...Active Implementation & Scaling Functions Leadership and Management Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie,

Leadership & Management Functions Leadership & Management Functions Leadership & Management Functions Leadership & Management Functions to Support to Support to Support to Support

Active Implementation and ScalingActive Implementation and ScalingActive Implementation and ScalingActive Implementation and Scaling

Renée I. Boothroyd, Renée I. Boothroyd, Renée I. Boothroyd, Renée I. Boothroyd, Ph.D. & William A. Aldridge II, Ph.D.Ph.D. & William A. Aldridge II, Ph.D.Ph.D. & William A. Aldridge II, Ph.D.Ph.D. & William A. Aldridge II, Ph.D.FPG Child Development Institute, UNC-Chapel Hill

PPPPrererere----Symposium Webinar ReSymposium Webinar ReSymposium Webinar ReSymposium Webinar Re----Cap (from May 23)Cap (from May 23)Cap (from May 23)Cap (from May 23)Science, Systems, and Leadership: Building Readiness for California Child Welfare Science, Systems, and Leadership: Building Readiness for California Child Welfare Science, Systems, and Leadership: Building Readiness for California Child Welfare Science, Systems, and Leadership: Building Readiness for California Child Welfare

Core Practice Model (CA CW CPM) ImplementationCore Practice Model (CA CW CPM) ImplementationCore Practice Model (CA CW CPM) ImplementationCore Practice Model (CA CW CPM) Implementation

June 23, 2016June 23, 2016June 23, 2016June 23, 2016

Nesting of the Active Implementation and Scaling Functions within

CA County Child Welfare SystemsAgency-Wide Behaviors

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

Social Impact

On

goin

g L

earn

ing

Act

ive

Pro

ble

m S

olv

ing

2

Aldridge, Boothroyd, Fleming, Lofts-Jarboe,

Morrow, Ritchie, & Sebian (2016)

Strengthening Systems for Social Impact

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

Leadership & Teams

Professional Development Support

Data Monitoring & Improvement

Nesting of the Active Implementation and Scaling Functions within

CA County Child Welfare SystemsAgency-Wide Behaviors


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

Social Impact

On

goin

g L

earn

ing

Act

ive

Pro

ble

m S

olv

ing

4



Active,

Involved

Leadership at

Multiple

Levels

Day-to-Day

1. Ensure buy-in and readiness for stage-based work2. Organize, align, and sustain the implementation infrastructure3. Actively use data and other information for continuous improvement


5

Active Implementation & Scaling Functions

Executive1. Demonstrate commitment2. Create and nurture appropriate opportunities for change

Cross-Agency

1. Align initiatives and ensure usability2. Recommend policy and practice solutions3. Communicate changes and successes



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.


Leadership and Management



Day-to-Day



7



Cross-Agency




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 and community and tribal partners.

4. Ensure that the CA CW CPM is teachable, learnable, doable, andassessable in practice.





Day-to-Day



9



Cross-Agency




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)

Day-to-Day



11



Cross-Agency




1212

Table Group Discussions

13

Leadership and Management Functions to Support

Use of the CA Child Welfare Core Practice Model

(CA CW CPM)

What do you see and/or hear that

demonstrates this function is happening?

How could more attention to this class of

functions benefit your agency’s

implementation of the CA CW CPM and

integrated initiatives?

EXECUTIVE FUNCTIONSPlease respond to one or more functions

below

Please respond to this question for the overall

class of 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.

Table Group Discussions Table Group Discussions Table Group Discussions Table Group Discussions –––– First 10 First 10 First 10 First 10 minsminsminsmins

14



(CA CW CPM)







CROSS-AGENCY FUNCTIONSPlease respond to one or more functions

below


class of 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.

Table Group Discussions Table Group Discussions Table Group Discussions Table Group Discussions –––– Second 10 Second 10 Second 10 Second 10 minsminsminsmins



(CA CW CPM)







DAY-TO-DAY FUNCTIONSPlease respond to one or more functions

below


class of 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.

Table Group Discussions Table Group Discussions Table Group Discussions Table Group Discussions –––– Last 10 Last 10 Last 10 Last 10 minsminsminsmins

16

Creating Links and Alignment Across Creating Links and Alignment Across Creating Links and Alignment Across Creating Links and Alignment Across Leadership & Implementation TeamsLeadership & Implementation TeamsLeadership & Implementation TeamsLeadership & Implementation Teams

Renée I. Boothroyd, Renée I. Boothroyd, Renée I. Boothroyd, Renée I. Boothroyd, Ph.D. & William A. Aldridge II, Ph.D.Ph.D. & William A. Aldridge II, Ph.D.Ph.D. & William A. Aldridge II, Ph.D.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 Science, Systems, and Leadership: Building Readiness for California Child Welfare Science, Systems, and Leadership: Building Readiness for California Child Welfare Science, Systems, and Leadership: Building Readiness for California Child Welfare

Core Practice Model (CA CW CPM) ImplementationCore Practice Model (CA CW CPM) ImplementationCore Practice Model (CA CW CPM) ImplementationCore Practice Model (CA CW CPM) Implementation

June 23, 2016June 23, 2016June 23, 2016June 23, 2016

17

Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning 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

Day-to-Day



18



Cross-Agency




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Executive LeadershipImplementation Teams

Key QuestionsKey QuestionsKey QuestionsKey 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?

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Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2016)

2020

A closer look at linked

leadership and implementation

teams

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Linked Implementation TeamsLinked Implementation TeamsLinked Implementation TeamsLinked Implementation Teams

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Agency Implementation Team

Practicing Staff

Children & Families

Agency Executive Leadership

Active Involved Community Partners

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22

Cross-Agency Design Team


Practicing Staff

Children & Families



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23

Agency Leadership & Implementation Team

Practicing Staff

Children & Families


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Ensuring Function Across Varying FormsEnsuring Function Across Varying FormsEnsuring Function Across Varying FormsEnsuring Function Across Varying Forms

24

Cross-Agency Design Team



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25

Scaling-Up Team

Action Team

Leadership Team

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26

Balcony Team

Implementation Management Team

Leadership Team

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Close Alignment of Leadership Close Alignment of Leadership Close Alignment of Leadership Close Alignment of Leadership & Implementation Teams& Implementation Teams& Implementation Teams& Implementation Teams

• Establishing active implementation infrastructure requires changes agency and department

• Functions

• Roles

• Structures

• Agencies and department leadershipmust remain visibly and

continually engaged to:• Create appropriate opportunities for change

• Nurture systems changes once they are underway

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Top Down Support for Bottom Up ReformTop Down Support for Bottom Up ReformTop Down Support for Bottom Up ReformTop Down Support for Bottom Up Reform

Structure or Process Assuring Support Measure Shifting Accountability

Agency Leadership TeamOffice Implementation

Drivers AssessmentsAgency Implementation

Team

Staff Members

“Practicing” the Core

Practice Model

Effective Practice Fidelity

Assessment

Children & FamiliesChild & Family Outcomes

for Each Staff Member

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2929

Key competencies and

considerations for

resourcing implementation

teams

30


1. Where will the functions live? Who will be accountable for ensuring various aspects of 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?

30




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Considerations for Resourcing Implementation Considerations for Resourcing Implementation Considerations for Resourcing Implementation Considerations for Resourcing Implementation TeamsTeamsTeamsTeams

• TEAMS:

• May be started by repurposingexisting 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

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Considerations for Resourcing Implementation Considerations for Resourcing Implementation Considerations for Resourcing Implementation Considerations for Resourcing Implementation Teams: Agency ContextTeams: Agency ContextTeams: Agency ContextTeams: Agency Context

• Agency size

• Areas of complexity within the agency

• Location of financial resourceswithin the agency

• Political environment

• Community member involvement in implementation

• Locations of authority and decision-making within the agency

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Core Competencies within Implementation TeamsCore Competencies within Implementation TeamsCore Competencies within Implementation TeamsCore 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)

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34


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

35


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

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Terms of reference and

linking communication

protocols

37


1. Where will the functions live? Who will be accountable for ensuring various aspects of each function?




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?

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38



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Linking Communication Protocols

Terms of Reference

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Terms of ReferenceTerms of ReferenceTerms of ReferenceTerms of Reference

• A written organizational document that creates alignment, structure, and transparency

• Similar concepts: MOU, MOA, Charter

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40

Terms of Reference Ensure…Terms of Reference Ensure…Terms of Reference Ensure…Terms of Reference Ensure…

• Clarity of the role of the team and membership

• Agreed-upon objectives and ways of work

• Time to work and meet

• Timely access to data about child and family outcomes and practice fidelity

• Communication links between county implementation team, office leadership, and other implementation support structures (e.g., community partners, recruitment and selection, training, coaching, fidelity, data support)

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Component Guiding Questions

Vision What would success of this implementation work look like?

Mission What is this Team’s role in getting to the Vision?

Objectives/Functions [informed by Leadership & Management functions]

Values & Principles What informs how this Team works together?

Characteristics What core competencies are needed for this Team’s work?

Membership Who brings the competencies? How/at what level do they participate?

Communications How does this Team communicate with each other & others?

Resources What resources are available and needed to support this Team’s work?

Deliverables What are concrete products of this Team’s work?

Authority/Boundaries How is this Team connected with others? Where does our role end?

Teams Terms of Reference

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CommunicationCommunicationCommunicationCommunication Links Between Leadership and Links Between Leadership and Links Between Leadership and Links Between Leadership and

Implementation TeamsImplementation TeamsImplementation TeamsImplementation 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

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• Written communication plan that createsalignment, 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.)

Linking Communication ProtocolsLinking Communication ProtocolsLinking Communication ProtocolsLinking Communication Protocols

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4444

4545

Concluding Thoughts & Next

Steps

46

0102030405060708090

100

Practitioner Development Organization Development

Op

era

tin

g 6

+ Y

rs.

N = 84

N = 219

Fixsen, Blase, Timbers, & Wolf (2001)

Group Homes adopting EBPs:

Where are they spending their resources?

Program SustainabilityProgram SustainabilityProgram SustainabilityProgram Sustainability

Co-Creation of Visible Implementation

Infrastructure and Practice

Implementation Infrastructure & Best Practices

Leaders & Staff Members -

Implementing Sites

Active Involved Community Members

Funders & Policymakers

Researchers & Program

Developers

Purveyors & Intermediaries (innovation &

implementation)

Co-Creation (Metz & Albers, 2014)

1.Who will be involved? Wherewill accountability live?

2.What are our plans to carry out?

3.What resources will be needed?

4.What kinds of challengesshould we expect to face?

48

WrapWrapWrapWrap----up & Next Stepsup & Next Stepsup & Next Stepsup & 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!THANK YOU!THANK YOU!THANK YOU!

49

For More InformationFor More InformationFor More InformationFor More Information

Renée I. Boothroyd, Ph.D.

919-962-4298

[email protected]

William A. Aldridge II, Ph.D.

919-966-4713

[email protected]

Frank Porter Graham (FPG) Child Development Institute

University of North Carolina at Chapel Hill

Implementation Technical Assistance with CFPIC

Leadership & Management Functions to Support Active ...Active Implementation & Scaling Functions Leadership and Management Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie,

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