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Delivering on the Children and Young People (Scotland) Act 2014 for our most

vulnerable children

Melissa Van Dyke, PhD, LCSW

National Expert Advisor on Implementation

University of Strathclyde

“the place of useful learning”

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Current

System Transition Vision of Future System

Getting Better Outcomes for Our Most

Vulnerable Children and Young People

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Current System

Getting Better Outcomes for Our Most

Vulnerable Children and Young People

Current System

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Keeping it Real

Vision:

Defines the optimal desired future state

Outcomes:

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www.celcis.org

What gets in the way?

Reasons for failed efforts:

Design Failures

Implementation Failures

Sustainability Failures

Foster-Fishman and Watson, 2011 (based on Foster-Fishman and

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What gets in the way?

Design Failures

- Disconnect between goals (desired results) and selected strategies

- Unrealistic expectations/time frames

- Insufficient scale and scope

- Insufficient attention to systems characteristics and dynamics

Implementation Failures

- Lack of capacity

- Ineffective coordination and collaboration

- Insufficient attention to feedback and continuous improvement

- Insufficient attention to the process of change

Sustainability Failures

- Lack of attention to sustainability

- Lack of secured, sustained resources

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Fixsen, Naoom, Blase, Friedman, Wallace, 2005

Implementation Gap

RESEARCH IMPLEMENTATION

GAP

PRACTICE

Implementation gap

We don’t use innovations “as intended”

We don’t build capacity to sustain innovations

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Insufficient Methods

Best Data Show These Methods, When Used Alone, Do Not Result in Use of Innovations as Intended

 Diffusion/ Dissemination of information

 Training

 Passing laws/ mandates/ regulations

 Providing funding/ incentives

 Organization change/ reorganization

In isolation, each of these methods produce very little measurable change (5 to 15%)

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Words of Wisdom

“It’s not rocket science!”

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The Science and Practice of Implementation…

• … sits at the nexus between a number of fields of study, such as diffusion and dissemination, knowledge translation, improvement science, change management, and systems thinking, with which we are all quite familiar and draws on the “actionable” evidence across these fields to provide practical guidance for the diagnosis and analysis necessary

to promote and guide complex systems change.

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The Science and Practice of Implementation…

• … provides an approach to manage the necessary

technical aspects of change while acknowledging and embracing the complex and adaptive challenges

involved in creating and sustaining complex systems change in the fields of health, education, and social care.

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The Science and Practice of Implementation…

• … promotes the use of best evidence, through the review and synthesis of relevant research,

comprehensive and ongoing assessment, data analysis, small tests of change, use of feedback loops to promote continuous improvement, and evaluation.

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Key to Successful

Implementation

The way in which a change process is

conceptualized is far more fateful for success or

failure than the content one seeks to implement.

You can have the most creative, compellingly valid, productive idea in the world, but whether it can

become embedded and sustained in a socially complex setting will be primarily a function of how you

conceptualize the implementation-change process.

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Achieving the Vision

© 2012 Dean Fixsen and Karen Blase, National Implementation Research Network

Socially Significant

Outcomes Effective

Interventions

Effective

Implementation Methods

Enabling Contexts

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Active Implementation Frameworks

INTERVENTIONS

Well defined, effective interventions that are teachable, learnable, doable, and readily assessable

STAGES

Developmental implementation guidance

DRIVERS

Critical program and organizational supports that are needed to implement and scale-up effective practices

TEAMS

The group that guides and manages the implementation and scale-up process

IMPROVEMENT CYCLES

The processes that support teams and organizations efficiently to solve problems and get better

©Copyright Dean Fixsen and Karen Blase

Interventions

Stages

Drivers

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What’s Your Role in

GIRFEC?

…from an implementation perspective –

What are you saying and doing to achieve the desired outcomes?

How will you know if you are saying and doing it right?

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Who is saying and doing

what differently to achieve

the expected (or desired)

GIRFEC result?

Population Strategies Expected Results

Young People Something effective has to happen here… Nurtured

Example

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Building the Infrastructure

for “Staying Put”

Population Strategies Expected Results

16 – 26 year old

young people Young People are Nurtured Carers use “Effective

Nurturing Strategies”

for/with older youth

Carers effectively select, train, and Social Care Workers Nurturing StrategiesCarers use Effective coach Carers

Social Care Workers effectively select, train, and Social Care Workers coach Carers

Social Care Supervisors effectively select, train, and

coach Social Care Workers

Social Care Supervisors effectively select, train, and Social Care Supervisors coach Social Care Workers Effective Selection, Training,

Coaching of Social Care Supervisors

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Building the

Infrastructure for Change

Government Policy

Local Administration

Operational Guidelines

Practice skills

“…we cannot skip links in the chain of logic and expect to

achieve outcomes without the intervening steps.”

http://tapartnership.org/enterprise/docs/RESOURCE%20BANK/RB-SOC%20APPROACH,%20DEFINITION,%20HISTORY/General%20Resources/Updating_SOC_Stroul_Blau _NTAC_2010.pdf

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What’s Your Role in

GIRFEC?

…from an implementation perspective –

What supports will you need to say and do the things that achieve the desired outcomes?

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Building the

Infrastructure for Change

Integrated & Compensatory

Leadership Drivers

Consistent Uses of Innovations Reliable Benefits

Integrated & Compensatory

Help to develop, improve, and sustain practitionerscompetence and confidence to implement effective practices

Help ensure sustainability and improvement at the organization

and system levels

Help guide leaders to use the right leadership strategies for the situation

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Implementation Drivers

©Copyright Dean Fixsen and Karen Blase

Fidelity Coaching Training Selection Integrated & Compensatory Systems Intervention Facilitative Administration Decision Support Data System Leadership Drivers

Consistent Uses of Innovations Reliable Benefits

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What’s Your Role in

GIRFEC?

…from an implementation perspective –

How will you help to guide the change process?

Improvement Cycles

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Creating an Enabling Context

Policy Makers/ Executive Leaders Practitioners Pra ctic e In forme d Poli cy Organize d, Ex pe rt As sistanc e Poli cy Enabled Pra ctice Implementation Team Sy stem Cha nge

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Keeping it Real

Vision:

Defines the optimal desired future state

Outcomes:

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www.celcis.org

Summary

• What are you saying and doing to achieve the desired outcomes?

• How will you know if you are saying and doing it right?

• What supports will you need to say and do the

practices that achieve the desired outcomes?

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www.celcis.org

For More Information

Melissa Van Dyke, PhD

National Expert Advisor on Implementation

CELCIS

University of Strathclyde, Lord Hope Building, 141 St James Rd, Glasgow G4 0LT

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www.celcis.org

©Copyright Melissa Van Dyke, Dean

Fixsen and Karen Blase

This content is licensed under Creative Commons license CC BY-NC-ND, Attribution-NonCommercial-NoDerivs. You are free to

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