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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