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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
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
4
Aldridge, Boothroyd, Fleming, Lofts-Jarboe,
Morrow, Ritchie, & Sebian (2016)
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
Leadership & Management
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
Aldridge, Boothroyd, Fleming, Lofts-Jarboe,
Morrow, Ritchie, & Sebian (2016)
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.
Active Implementation & Scaling Functions
Leadership and Management
Aldridge, Boothroyd, Fleming, Lofts-Jarboe,
Morrow, Ritchie, & Sebian (2016)
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
Leadership & Management
7
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
Aldridge, Boothroyd, Fleming, Lofts-Jarboe,
Morrow, Ritchie, & Sebian (2016)
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.
Active Implementation & Scaling Functions
Leadership and Management
Aldridge, Boothroyd, Fleming, Lofts-Jarboe,
Morrow, Ritchie, & Sebian (2016)
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
Leadership & Management
9
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
Aldridge, Boothroyd, Fleming, Lofts-Jarboe,
Morrow, Ritchie, & Sebian (2016)
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.
Active Implementation & Scaling Functions
Leadership and Management
Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow,
Ritchie, & Sebian (2016)
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
Leadership & Management
11
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
Aldridge, Boothroyd, Fleming, Lofts-Jarboe,
Morrow, Ritchie, & Sebian (2016)
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
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?
CROSS-AGENCY FUNCTIONSPlease respond to one or more functions
below
Please respond to this question for the overall
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
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?
DAY-TO-DAY FUNCTIONSPlease respond to one or more functions
below
Please respond to this question for the overall
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
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
Leadership & Management
18
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
Aldridge, Boothroyd, Fleming, Lofts-Jarboe,
Morrow, Ritchie, & Sebian (2016)
19
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?
19
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
21
Agency Implementation Team
Practicing Staff
Children & Families
Agency Executive Leadership
Active Involved Community Partners
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Linked Implementation TeamsLinked Implementation TeamsLinked Implementation TeamsLinked Implementation Teams
22
Cross-Agency Design Team
Agency Implementation Team
Practicing Staff
Children & Families
Agency Executive Leadership
Active Involved Community Partners
23
Linked Implementation TeamsLinked Implementation TeamsLinked Implementation TeamsLinked Implementation Teams
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Agency Leadership & Implementation Team
Practicing Staff
Children & Families
Active Involved Community Partners
24
Ensuring Function Across Varying FormsEnsuring Function Across Varying FormsEnsuring Function Across Varying FormsEnsuring Function Across Varying Forms
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Cross-Agency Design Team
Agency Implementation Team
Agency Executive Leadership
25
Ensuring Function Across Varying FormsEnsuring Function Across Varying FormsEnsuring Function Across Varying FormsEnsuring Function Across Varying Forms
25
Scaling-Up Team
Action Team
Leadership Team
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Ensuring Function Across Varying FormsEnsuring Function Across Varying FormsEnsuring Function Across Varying FormsEnsuring Function Across Varying Forms
26
Balcony Team
Implementation Management Team
Leadership Team
27
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
27
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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Key competencies and
considerations for
resourcing implementation
teams
30
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?
30
Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2015)
3. What resources will be needed to support the infrastructure
and activities related to each function or group of functions?
31
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
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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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Core Competencies within Implementation TeamsCore Competencies within Implementation TeamsCore Competencies within Implementation TeamsCore 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
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Core Competencies within Implementation TeamsCore Competencies within Implementation TeamsCore Competencies within Implementation TeamsCore 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
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Terms of reference and
linking communication
protocols
37
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?
37
Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2015)
2. What are the plans to operationalize each function?
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Key QuestionsKey QuestionsKey QuestionsKey Questions
2. What are the plans to operationalize each function?
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Aldridge, Boothroyd, Fleming, Lofts-Jarboe, Morrow, Ritchie, & Sebian (2015)
Linking Communication Protocols
Terms of Reference
39
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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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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Concluding Thoughts & Next
Steps
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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?
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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
William A. Aldridge II, Ph.D.
919-966-4713
Frank Porter Graham (FPG) Child Development Institute
University of North Carolina at Chapel Hill
Implementation Technical Assistance with CFPIC