What Works - Stakeholder Engagement - West Palm …...Board members, executive leadership, staff,...

Stakeholder Engagement

What Works – Palm Beach CountySeptember 30, 2015

Our Mission…

Board members, executive leadership,

staff, and funders committed themselves

to bridging the gap between research and

practice

Secured funding for a 5 year plan to implement

evidence-based practices/programs

Engaged staff in identifying and

implementing EBP’s that would best serve Lena

Pope Home’s client populations

Collaborated with other mental health

organizations to replicate and share

information and lessons learned

www.mentalhealthconnection.org

Community Champions: legislators, parent leaders,

funders, staff, agency leadership

Community Champions: legislators, parent leaders,

funders, staff, agency leadership

Individual agency staff and familiesIndividual agency staff and families

Community Providers

Community Providers

Created Learning Communities

Reviewed the Research

Made Recommendations

to MHC

Devised an Implementation

Map

Bridging the Gap

INTERNALIZING DISORDERS

Depression

Anxiety

EXTERNALIZINGDISORDERS

AD/HD, ODD, CD

TRAUMAPhysical, Sexual Abuse,

Family Violence

DEVELOPMENTAL DISORDERS

Asperger’s

Autism

Learning Disabilities

ADDICTIONSSubstance Abuse

Eating Disorders

PREVENTIONAT-RISK

Truancy

Family Conflict

Delinquency

Learning Communities

Externalizing

•Cognitive Behavioral Therapy

•“Quest for Competency”

Internalizing

•Cognitive Behavioral Therapy

Trauma• Trauma Focused

Cognitive Behavioral Therapy

Prevention/At-Risk

•Cultural Competency Advisory Team

•CBMCS•Nearly 500 people in

18 agencies trained

Addictions

•Cognitive Behavioral Therapy

•Campus Drug Court Model

DevelopmentalDisorders

•Autism Resource Center

•Screening•Assessment•Consumer

Education

We need to move our focus beyondimplementation of evidence-based practicesand view our goal as broader than that….

To provide the BEST SERVICES possible to those who are looking to us for help

This comes when we are driven and committed to finding out “what works” for clients instead of agencies and staff

You CANNOT

provide quality service if your agency/community is

not ready to do so!

Transtheoretical Model of Change by Carlo Di Clemente

Pre-contemplation

Contemplation

PreparationAction

Maintenance

•Goal: Serious consideration of changing behavior

Pre-contemplation

(no interest)

•Goal: Recognizing the need to change and making a decision to do so

Contemplation

(considering)

•Goal: Action plan with timeline for implementation

Preparation

(preparing)

•Goal: Taking action towards changing current behavior

Action

(initial change)

•Goal: Completely establishing new behavior patterns

Maintenance

(sustained change)

Change will not be uniform across the agency/community

Your first strategy is persuasion, not force (Jensen-Doss, Hawley, Lopez, Osterberg; 2009)

Strategize ways for those who may be initially resistant to come on board in ways that are meaningful to them (Steinfeld, Coffman, Keyes; 2009)

Support starts with a true understanding by agency leadership of why it is necessary and what it will take

Community Champions: legislators, parent leaders,

funders, staff, agency leadership

Community Champions: legislators, parent leaders,

funders, staff, agency leadership

Individual agency staff and familiesIndividual agency staff and families

Community providers

Community providers

Identify community agency CHAMPIONS

Come up with a common vision and language that everyone can communicate◦ “No Wrong Door”

“Selling” readiness and implementation process to your flagship organizations and the staff within them.

Identify “quick wins”

Leadership must energize staff at all levels by reinforcing a shared desire to effectively serve clients (bring it to the bottom line)

Communicate that everyone’s input and commitment is necessary

Provided opportunities for everyone to be involved

Find the right family members to participate and plan ways to empower them

Raise support dollars for implementation of the program/practice AND process

Identify layers and timelines of funding needed for stages of implementation

Identify funder “buy in” to various components of implementation

Systems Interventions

CORE IMPLEMENTATION COMPONENTS

Interactive& Integrated

Adapted from Implementation Research: A Synthesis of the Literature by Dean L. Fixsen, Sandra F. Naoom,, Karen A Base, Robert M. Friedman, France Wallace

ProgramEvaluation

Consultation&

Coaching

StaffEvaluation

Pre-ServiceTraining

FacilitativeAdministrative

Supports

Selection

Timelines for implementation

Know how interventions interface and overlap

Location, location, location!

Make certain agency leadership understands and supports the plan

Be ready for sudden opportunity/ Be flexible

Anticipate barriers

They are always looking to create a better product and better ways to serve their customers

They are never looking to do “business as usual”

Keep a history of events, wins, and challenges

Think about outcomes from the very beginning

Put money into marketing your community story

Develop protocols for future implementation and adaptation

Make a plan for leadership and attrition

Susanne Luebke, LCSW817-255-2570

sluebke@lenapope.org