EPICEvidence-Based Practices

Implementation for Capacity

Chad DilworthEBP Implementation Specialist

Ty CrockerEBP Implementation Specialist

Origins of EPICGovernorBill Ritter

HB 07-1358

CCJJColorado Commission

on Criminal and Juvenile Justice

2007

26 Voting Members– Executive Director CDPS– Executive Director DOC– Executive Director DHS– Executive Director of DHE– Division of Criminal Justice– Attorney General– State Public Defender– District Attorneys– Sheriff’s – Chairperson of State Board of Parole– Judges– Community Corrections– Senate– House of Representatives

Origins of EPICGovernorBill Ritter

HB 07-1358

• Makes recommendations concerning policies and practices in the criminal and juvenile justice systems

• To enhance public safety, to ensure justice, and to ensure protection of the rights of victims

• Evidence-based recidivism reduction initiatives and the cost-effective expenditure of limited criminal justice funds

CCJJColorado Commission

on Criminal and Juvenile Justice

2007

Origins of EPICGovernorBill Ritter

HB 07-1358

EPICEvidence-Based

Practices Implementation for

Capacity

2009

• The largest Justice Assistance Grant (JAG) ever funded in Colorado• $2,104,497 – originally for 2

years, stretched to 4• Multi-agency collaboration housed

in the Department of Public Safety• Probation• DOC Parole• DOC Facilities• Community Corrections• Behavioral Health

CCJJColorado Commission

on Criminal and Juvenile Justice

2007

Building Capacity vs. Train and Pray

• EPIC is following Implementation Science

• Agencies are used to the “Train and Pray” model for learning new skills

• Little to no incorporation of new skills into job duties

• Building Skills –

• Incorporation of skills into job duties

Effective Programs

Effective Implementation

Outcomes that Benefit Individuals and Society

1.0

0.0

0.0

X

Formula for Success

• Paper – nothing really changes

• Process – procedures change, not outcomes

• Performance – procedures & outcomes change

Fixsen et al. (2005). Implementation Research: A Synthesis of the Literature.

Implementation Types

• Letting it happen– Recipients are accountable

• Helping it happen– Recipients are accountable

• Making it happen– Purposeful use of implementation practices and

science– Implementation teams are accountable

Based on Greenhalgh, Robert, MacFarlane, Bate, & Kyriakidou, 2004

Implementation Science

EPIC follows Implementation Science to implement EBPs in an effective and sustainable way that produces outcomes

Syringe and Serum The science for the innovation is different than

the science for the preparation for when, where, how, and with whom the innovation is used

Implementation Science

The serum is like the innovation The syringe is like Implementation Science

Implementation Science

Systems Intervention

Facilitative Administration

Decision Support Data System

Coaching

Training

Selection

Technical Adaptive

Fidelity Measurement

STAFF COMPETENCY

DRIVERS

ORGANIZATION SUPPORT DRIVERS

LEADERSHIPDRIVERS Adapted from ©Fixsen & Blase,

2007

2010 – Phase I

Statewide Collaboration

2010 – Phase I

2011 – Statewide

2011 – Attrition

Statewide Collaboration

2010 – Phase I

2011 – Statewide

2011 – Attrition

2012 – Scale-Up

Statewide Collaboration

2010 – Phase I

2011 – Statewide

2011 – Attrition

2012 – Scale-Up

2013 – Expansion

Statewide Collaboration

Source: National Training Laboratory Institute (Alexandria, VA)

Post-Training Knowledge Retention Levels

By Training and Follow-Up Strategy

Training 1-on-1 w/ Feedback & Coaching 90%

75%

50%

30%

20%

10%

5%

Skills Practice

Group Discussion

Demonstration Only

Audio/ Visual Presentation

Reading Only

Lecture

What We Know

Source: National Training Laboratory Institute (Alexandria, VA)

Face to Face Coaching

MI 101 Training

Face to Face Coaching

MI 102 Training

The EPIC Process

Face to Face Coaching

Phone Coaching Face to Face Coaching

Tape Submission

The EPIC Process

Communities of Practice

Systems Intervention

Facilitative Administration

Decision Support Data System

Coaching

Training

Selection

Technical Adaptive

Fidelity Measurement

STAFF COMPETENCY

DRIVERS

ORGANIZATION SUPPORT DRIVERS

LEADERSHIPDRIVERS Adapted from ©Fixsen & Blase,

2007

• Create and maintain hospitable environments to support new ways of work

• Accountable for creating an organizational context that is supportive, engaged in learning, and continuously improving

• Identifies and addresses internal and external barriers

Administrative Supports

Systems Intervention

Facilitative Administration

Decision Support Data System

Coaching

Training

Selection

Technical Adaptive

Fidelity Measurement

STAFF COMPETENCY

DRIVERS

ORGANIZATION SUPPORT DRIVERS

LEADERSHIPDRIVERS Adapted from ©Fixsen & Blase,

2007

• Build the infrastructure for implementation around the state

Intermediate Purveyor Organization

• Build the infrastructure for implementation around the state

Intermediate Purveyor Organization

• Teams are sustainable; each member has a role

• A group that knows the innovations, implementation, and improvement cycles very well.

• Will develop plans and processes to ensure the successful implementation of an innovation

• The Team will meet regularly, planning and revising occurs at all stages of the implementation to ensure the implementation is being done effectively and adapting to changes in the environment and available resources.

Implementation Team