barbara sims, co-director national sisep center fpg child development center university of north...
TRANSCRIPT
Barbara Sims, Co-Director
National SISEP Center
FPG Child Development Center
University of North Carolina at Chapel Hill
Greensboro.NCMarch 20, 2013
Implementation Teams: Getting the Work Done
NC SIP Spring Networking Meeting
IMPLEMENTATION TEAMS
Organized, expert assistance to develop and sustain an accountable and effective structure
Impl. Team NO Impl. Team
Effective
Making it Happen
IMPLEMENTATION
INT
ER
VE
NT
ION
80%, 3 Yrs 14%, 17 Yrs
Balas & Boren, 2000 Green & Seifert, 2005
Fixsen, Blase, Timbers, & Wolf, 2001
Letting it Happen Helping it Happen
Implementation Teams
Who Makes Change Happen?
Invest in the development of implementation capacity and expanded, diversified leadership
Vendors vs. Implementation Teams
Linked Teaming Structures
Adaptive Problem Solving Units
Implementation Teams
“We tend to focus on snapshots of isolated parts of the system and wonder why our deepest problems never seem to get solved.”
—Senge, 1990
Linked Team StructuresImplementation Teams
School-basedImplementation Team
School-basedImplementation Team
District-basedImplementation Team
District-basedImplementation Team
Regionally-basedImplementation Team
State-basedImplementation Team
State-basedImplementation Team
Provide Implementation Support
Focus is on Quality, integration, sustainability of Drivers Data-based decision-making Problem-solving and analytical engagement Purposeful adaptation and planned supports Alignment and Sustainability
Provide accountable structure to move intervention through stages of implementation for any initiative
Implementation Teams
Essential Functions
Team Structure
Intervention
Implementation
Improvement Cycles
System Change
Implementation TeamsImplementation Teams know and apply:
Building Capacity to Lead
Building capacity requires more than just forming Implementation Teams…There needs to a be new way of…Organizing to address complex problems Talking about issuesMaking decisionsRelating to one another
Implementation Teams
Forming the Team
Selection Criteria
• Stakeholders vs. Implementation Team
• Interviews
• Existing staff working intentionally
• Moving from “hand picked” to specific criteria
• Frustration as a motivator
• Requisite variety
• Duplication of skill sets
Implementation Teams
Initial Team Functioning
• Clear understanding of the mission (or reason) for the work Important enough to warrant the
effort required to develop effective and sustainable implementation infrastructure
• Clear relationship between the identified intervention and overall mission
• Clear definition of the critical components and operationalization of the intervention
Implementation Teams
Intervention Training
• Develop Intervention Training Plan Implementation team members as
initial trainers If outside experts are used you need
to assess » Innovation Fluency» Use of Training Best Practices» Data from people they have ‘trained’
Implementation Teams
Intervention Training Plan
Aspects requiring new knowledge
• Description
• Purpose
• Supporting data
• Examples
• Critical components
• Key behaviors
Implementation Teams
Intervention Training Plan
• Identify what will be taught by whom
• Duration of each topic
• Aspects requiring new skills Behavior rehearsals Identify and prepare behavior
rehearsal leaders and confederates
Implementation Teams
Intervention Training Plan
• Prioritize training topics
• Develop order of training and assessment
• Identify (or develop) fidelity measures Direct observation Interviews/surveys Records reviews
Implementation Teams
Fidelity Assessment
• Immediately after initial training
• Usability testing approach Rapid cycle problem solving Designed to build skills of team
members» Assessment process» Training» Intervention
Implementation Teams
Coaching Plan
• Initial coaching may be done by Implementation Team members Team members who know the
innovation Team members who know how to
coach
• Initial topics result from: Debriefing Weekly observations Usability testing
Implementation Teams
Coaching Plan
• Weekly Implementation Team meetings
• Develop selection criteria for coaches
• Coaches as pivot point PDSA to identify
» Skill deficiencies» Time and opportunity barriers» Systems issues
Implementation Teams
Indicators of Success
• IndicatorsEssential Functions
• Representative, Accountable• Terms of Reference, Communication ProtocolsDevelop Team Structure
• Demonstrate fluency in strategy• Operationalize Interventions when needed
Know and apply the Intervention
• Develop infrastructure• Conduct Stage-appropriate work
Know and apply Implementation
• Institutionalize communication cycles• Use data for decision making, problem solving and
communication cycles
Know and apply Improvement Cycles
• Demonstrate knowledge of system components and skills for system building
Know and apply Systems Change
Implementation Teams
Build capacity to do what?
Essential Functions
• Representative, Accountable• MOU, Communication ProtocolsDevelop Team Structure
• Demonstrate fluency in strategy• Operationalize Interventions when needed
Know and apply the Intervention
• Develop infrastructure• Conduct Stage-appropriate Work
Know and apply Implementation
• Institutionalize feedback loops• Use data for decision making, problem solving and
feedback loops
Know and apply Improvement Cycles
• Demonstrate knowledge of system components and skills for system building
Know and apply Systems Change
Implementation Teams
RESULTS…can effect change throughout the system and make
decisions
…can promote implementation of core components, adaptations, and infrastructure
…can guide implementation and build capacity throughout the organization and system
…can address challenges and do action planning
…can improve access, reach or scale, connection, and influence decision-making
©Copyright Dean Fixsen and Karen BlaseThis content is licensed under Creative Commons license CC BY-NC-ND, Attribution-NonCommercial-NoDerivs. You are free to share, copy, distribute and transmit the work under the following conditions: Attribution — You must attribute the work in the manner specified by the author or licensor (but not in any way that suggests that they endorse you or your use of the work); Noncommercial — You may not use this work for commercial purposes; No Derivative Works — You may not alter or transform this work. Any of the above conditions can be waived if you get permission from the copyright holder.
http://creativecommons.org/licenses/by-nc-nd/3.0
Get Connected!
www.scalingup.org
SISEP @SISEPcenter
For more on Implementation Sciencehttp://nirn.fpg.unc.edu
www.implementationconference.org