Supporting Implementation: The Role of Community Development Teams to Build Infrastructure

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American Journal of Community Psychology (Impact Factor: 1.74). 03/2012; 50(3-4). DOI: 10.1007/s10464-012-9503-0
Source: PubMed


Evidence-based methods for assisting consumers, such as counties, in successfully implementing practices are lacking in the field of implementation science. To fill this gap, the Community Development Teams (CDT) approach was developed to assist counties in developing peer networks focused on problem-solving and resource sharing to enhance their possibility of successful implementation. The CDT is an interactive, solution-focused approach that shares many elements of the Interactive Systems Framework (ISF) for Dissemination and Implementation. An ongoing randomized implementation trial of Multidimensional Treatment Foster Care (MTFC) was designed to test the hypothesis that such interactive implementation methods are more successful at helping counties achieve successful and sustainable MTFC programs than standard individualized implementation methods. Using the Stages of Implementation Completion measure, developed for this study, the potential benefit of these interactive methods is examined at different stages of the implementation process ranging from initial engagement to program competency.

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Available from: Patricia Chamberlain, Oct 05, 2015
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    • "Aggression Replacement Training (Sosna & Marsenich, 2006), and empirical evaluations of this model are forthcoming (Chamberlain et al., 2008; Saldana & Chamberlain, 2012). "
    Oxford Handbooks Online, Edited by P. Nathan, 09/2015; Oxford University Press.
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    • "After preliminary exploratory interviews with one or more agencies, six agencies were selected to participate in this project (one school serving a large urban area had sufficient resources to work with two agencies). The mutual decision to proceed with the agency was based on the agency's commitment to: (a) Implementation Team formation (C. H. Brown et al., 2014; Fixsen, Blase, Duda, Naoom, & Van Dyke, 2010; Saldana & Chamberlain, 2012); (b) Integration of the NIRN Active Implementation Framework; and (c) Identification of one EBTT that was a good fit for their client population and the staff. RESEARCH QUESTIONS The research methodology reflects an interest in the process of applying the implementation science model to answer the following questions: (1) How does the proposed conceptual framework and organizational readiness assessment contribute to informing and designing next steps to assist agencies in engaging in stagebased implementation processes? "
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    ABSTRACT: Through this article the authors describe how schools of social work offering a child and adolescent trauma specialization actively partnered with their community-based field placement agencies to achieve a dual purpose: help agencies sustain the capacity for evidence-based trauma treatment (EBTT) and provide sufficient EBTT MSW student field placement sites that support preparation of trauma-informed practitioners by schools of social work. Development and description of the specific conceptual framework used to inform the trauma-informed organizational change initiative is described. Results of an Organizational Readiness assessment undertaken at six agencies reflect a strong alignment between implementation drivers identified in the literature (Fixsen, Blase, Naoom, & Wallace, 2009) and the conceptual framework. The manner in which these results are being used by schools of social work and their agency partners in sustaining the implementation of evidence-based trauma treatment is reviewed, and implications for future research, education, and practice is discussed.
    06/2015; DOI:10.1080/23761407.2015.1014124
    • "This EBP, called Multidimensional Treatment Foster Care (MTFC) [10], has been shown to reduce out-of-home placement in group and residential care, juvenile arrests, substance abuse, youth violence, pregnancy, and behavioral and emotional problems. The implementation strategy tested was the Community Development Team (CDT) approach [11,12] to scale up MTFC in public youth serving systems in California. CDT involves peer-to-peer interactions among counties who are undergoing the training in the steps required to implement this complex program. "
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    ABSTRACT: Given the importance of influence networks in the implementation of evidence-based practices and interventions, it is unclear whether such networks continue to operate as sources of information and advice when they are segmented and disrupted by randomization to different implementation strategy conditions. The present study examines the linkages across implementation strategy conditions of social influence networks of leaders of youth-serving systems in 12 California counties participating in a randomized controlled trial of community development teams (CDTs) to scale up use of an evidence-based practice. Semi-structured interviews were conducted with 38 directors, assistant directors, and program managers of county probation, mental health, and child welfare departments. A web-based survey collected additional quantitative data on information and advice networks of study participants. A mixed-methods approach to data analysis was used to create a sociometric data set (n = 176) to examine linkages between treatment and standard conditions. Of those network members who were affiliated with a county (n = 137), only 6 (4.4%) were directly connected to a member of the opposite implementation strategy condition; 19 (13.9%) were connected by two steps or fewer to a member of the opposite implementation strategy condition; 64 (46.7%) were connected by three or fewer steps to a member of the opposite implementation strategy condition. Most of the indirect steps between individuals who were in different implementation strategy conditions were connections involving a third non-county organizational entity that had an important role in the trial in keeping the implementation strategy conditions separate. When these entities were excluded, the CDT network exhibited fewer components and significantly higher betweenness centralization than did the standard condition network. Although the integrity of the RCT in this instance was not compromised by study participant influence networks, RCT designs should consider how influence networks may extend beyond boundaries established by the randomization process in implementation studies.Trial registration: NCT00880126.
    Implementation Science 11/2013; 8(1):133. DOI:10.1186/1748-5908-8-133 · 4.12 Impact Factor
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