Implementation NetworkWood Quay Venue, Dublin 8
18 November 2015
© The Centre for Effective Services 2015
2
Objectives of Meeting
• Share knowledge and experience of implementation based on
case studies
• Exchange information on upcoming implementation events
or relevant initiative
• Present findings and discuss the Review of the
Implementation Network
• 10th Meeting of the Implementation Network since its
establishment in 2011
3
Chatham House Rules
Chatham House Rules apply
i.e. participants are free to use information received
at these meetings, but neither the identity nor the
affiliation of the speaker(s) may be revealed
Encourage openness, sharing of information
Create ‘a safe space’ for honest dialogue and learning
4
Agenda
1. Welcome and Introduction (Nuala Doherty, CES) 10.30 – 10.40
2. Case Study Presentations 10.40 – 11.40
– Probation Service of Ireland - Experience of implementation
– Barnardo’s Northern Ireland – An organisation wide approach to
implementation
3. Group Work / Table Discussion 11.40 – 12.10
4. Questions and Answers with Case Study Presenters 12.10 – 12.40
Lunch 12.40 - 13.10
5. Review of the All Island Implementation Network 13.10 – 14.40
‒ Presentation on findings and propositions Owen Keenan, Middlequarter
‒ Observations, contributions and discussion
6. International updates and next steps 14.40 – 14.50
7. Close 14.50
Implementation Network
November 2015Probation Service, Haymarket, Dublin
The Probation Service ‘Experience of Implementation’
Introduction
• Overview of Probation Service
• Use of Programmes in Probation Service
• PDU/Bridge Case Study
• Learning from an implementation framework
Saragh McGarrigle – Probation Officer
David Williamson – Senior Probation Officer
• Reduce level of Crime
• Increase Public Safety
• Reduce likelihood of reoffending
• Make good the harm caused by
crime
• Manage Court Orders
Probation Service Role
Probation Service overview
Probation Team or Sub Team Office
CBO/Contact Office/Other
8,500 offenders
in the community
395 staff
€37.3 million budget
42offices
(+prisons)
Probation Service Offices in Prison
How we do it
General principles
Social Work ethos
Risk Assessment tools
Level of intervention = Level of risk
Intervention to target identified risk factors
Use of specialised programmes
Multi Agency
Periodic review of progress
Cost Effective
The programmes context
In order to achieve reductions in offender recidivism in the range of10% to 50%, programmes implemented within probation and parole must adhere
to specific principles for effective intervention.
Paparozzi What Works debate
Programmes found to be effective
Provide measurable outcomes
Wide application – offence type, location
• IN IRELAND
Programmes used in the service since 2000 – sex offender, group work programmes, local initiatives
Examples: Choice & Challenge, Alcohol Awareness, Alcohol & Offending, Anger management, Living with Life
Programmes Team
Bridge/PDU
• History of using accredited programmes & designing programmes
• Some experience of evaluation of programmes
•Established culture of CBO working in Partnership with Probation Team
Programme Process - 1
•Programme target area identified by Probation Service
•Options reviewed – Revise existing programme, utilize external programme, in house design
•Proposal put to Probation Service
•Direction on preferred option
Programme Process - 2
•PDU – Design/revises/reviews selected programme
•PDU team deliver programme to identified group
•Programme and process evaluated by Bridge
•Programme revised by PDU
•PDU lead pilot of programme with identified Probation Teams
•Pilot evaluated by Bridge and report to Probation Service
•When Programme Approved•Final revision, •Published and distributed
Evaluation Process
Process evaluated – content/ PDU interaction/Deadlines etc
What measures of effectiveness were selected and uilised
Feedback obtained by quesionaires and interviews
Feedback from – staff, participants
Ongoing monitoring
Support Role
SMT presentation
Regional meetings and presentations
Team meetings and presentations
Individual contact and support
Developing a centre of excellence
Programme Implementation
1.Exploring & Preparing
•Strategic Goal Set: Implement identified programmes nationally
•Informed by best practice/ outcomes focused/ value for money
•Consultation with C.B.O., Bridge
•Plan lead by identified team
•Resources reconfigured to support plan
• Could have benefited from:-wider consultation of stakeholders at this stage-Leaders with knowledge of implementation theory
2. Planning & Resourcing
• Stakeholder consultation extended when programmes piloted –
included both practioners and offenders
• Use of peer support at pilot stage – impliementation champions
• Staff skills/readiness at different stages
• Availablity of PDU team to individual staff was core
• Difficult to have realistic timelines for implemntation plan initally
• Organisational culture – resistence to move from professional
autonomy to ‘manulaised’ approach
• Need for national communication strategy at this stage
3. Implementing & Operationalising
• Progamme Implementation Plan 2015 – 2016 focused on this stage
•Staff capacity – skill development- overcome obstacles - support
•Imbedding within the current policies, structures, organisational culture
•Imbedding within current assessment and supervision appraches
•Clear communication flow up ad down, active and passive
•Communication of programes to offenders, families, partner agencies
•Review and evaluation as part of plan
4. Business as Usual
• Some programmes are at this stage
•Programme Implementation Plan 2015 – 2016
• When plan is completed, we should be at this stage……
An organisational
implementation journeyJulie Healy – Head of Programmes
Michelle Harris – Implementation Manager
Outline
• Barnardo’s Northern Ireland context
• Implementation stage and activities
• Reflections on implementation journey
• Future plans for implementation
• History of promoting evidence based
practice
• Building on focus on ‘standards’ towards
outcomes and effectiveness
• Traditional structure
• Culture of management and compliance
Key milestones
•Voluntary funds commitment to policy and
research, ‘what works’ across UK
•Policy & Practice Series launched in NI
•Strategic decision to increase work in schools
• Investment in Incredible Years Programme
•Atlantic investment and support
•GIC experiences
•BIG ‘Realising Ambition’ investment
Where are we now?
• UK wide outcomes framework
• More robust effectiveness measurement
• Emphasis on data driven decision making
• Increased practitioner knowledge and
interest in implementation
• UK wide replication of evidence based
programmes,
Some numbers
(and stories)• Over 20,000 children and young people
• Numbers of teachers trained
• 22 programme manuals adapted
• More robust effectiveness measures
• Emphasis on data driven decision making
• Increased practitioner knowledge and interest
in implementation
• UK wide replication of evidence based
programmes.
32
Performance Assessment
Coaching
Training
Selection
Systems
Intervention
Facilitative
Administration
Decision Support
Data System
AdaptiveTechnical
Leadership
Core
Implementation
Components
Source: Slides presented at Implementation Masterclass, Dublin, May 2011, Karen Blasé and Dean Fixsen
Leadership Drivers
• Permission to do things differently
• Anticipating failure
• Stopping when things didn’t work
• Engaging and sharing
• Advocate at UK level
• Recruitment & Selection
• Training – professional development
• Flexible, part-time workforce, working
across more than one project
Competency Drivers
Organisational Drivers
• Recruitment and people systems
• Decision support data system
• Influencing UK Barnardo’s policy
• Communication
Some Challenges
• Role of Barnardo’s NI in UK organisation
• Traditional perception as a social work
organisation
• Hearts and minds
• Professional integrity
• Manual versus relational
• Understanding evidence
Some Enablers
• Leadership
• Funding – flexibility & support
• Wider networks (island and global)
• Internal momentum & interest in
implementation
• Collecting and utilising data
• Dedicated resources – Policy, research and
information management
What’s changed?
Language –from evidence to implementation
Understanding
Practice
Conversations
Roles
Results
Opportunities
Perceptions
Numbers and Stories
What’s remained?
Values
Integrity
Standards
Focus on children, young people, families
and communities
Numbers and stories
Respect
Thank You
02890 672366
47
Group Work – Questions for discussion
1. What advice do you have for The Probation Service as they progress the implementation of national programmes?
2. What are the organisational challenges associated with adopting the learning from implementation science?
3. What learning have the presentations offered for your own work?
Questions and Answers
Case Study Presenters David Williamson, The Probation ServiceSaragh McGarrigle, The Probation ServiceJulie Healy Barnardo’s NI Michelle Harris, Barnardo’s NI
PURPOSE OF REVIEW
To…
• Understand the benefits, achievements and limitations of the Network
• Identify options for the next phase of development of the Network
• Decide the future focus and structures for the Network
Period of Review: June to September 2015 with report for discussion by Steering Group in October
51
OUTPUT REQUIRED
A short report that would outline:
• An assessment of the achievements and limitations of the Network
• Learning from implementation networks internationally and other networks in Ireland/Northern Ireland
• A number of options to be considered for the next phase of the Network
• The future focus and structures for the Network
52
METHODOLOGY
• Briefing & documentation
• Phone interviews with twelve members between 30th June and 3rd July, and between 4th and 21st August
• Online survey of members using the SurveyMonkey tool
• Phone interviews with leaders of the Danish, Netherlands and United Kingdom implementation networks
• Phone interviews with the All-island Food Poverty Network and with the All Ireland Institute of Hospice and Palliative Care
• Ongoing contact with CES personnel for additional information, clarification, updates and support
53
LEARNING FROM NETWORKS• Definition: a grouping of individuals, organisations and agencies
organised on a non-hierarchical basis around common issues or concerns, which are pursued proactively and systematically, based on commitment and trust (WHO)
• The characteristics of Networks– Knowledge networks– Value networks– Communities of practice
• European Implementation Networks– Danish Implementation Network– Netherlands Implementation Collaborative– UK Implementation Network
• All-island Networks– All-island Food Poverty Network– All-island Institute of Hospice and Palliative Care
54
MEMBERS’ FEEDBACK
• 39 members completed online survey (51%)• High level of satisfaction with Network meetings’ content &
organisation• High level of satisfaction with role of Steering Group and CES• Some suggestions that a partnership with Government
departments would be strategically advantageous• In spite of positives, strong sense that Network needs to
evolve• No support for Network becoming an independent entity• Preference for membership fee, if introduced, on corporate
rather than individual basis• Otherwise no strong consensus on key issues and challenges
55
ISSUES & PROPOSITIONS
• Purpose of Network – to deepen members’ implementation skills or to promote awareness and standing of implementation science?– Promote & increase reach of implementation science; – Extend approach to policy & delivery of all mainstream human services
• Membership development – Establish strategic links with Government – Focus recruitment on mainstream public agency providers & researchers – Engage with other networks
• Leadership– Clarify respective roles of CES & Steering Group;– Keep status of Network under Review as it evolves
• Steering Group – Make role and functions explicit – Clarify arrangements for size, representation, appointment & retirement
of members
56
ISSUES & PROPOSITIONS - continued• Seniority of Members
– Clarify respective roles of Network & Learning Communities;– Network to comprise members with decision-making authority & focus
on strategic aspects of implementing reform; – LCs to focus on deepening implementation understanding & skills
• Focus & content of meetings– Importance of continual consultation with members balanced with focus
on achievement of strategic aspirations
• Diverse convenings– Network needs to engage with members whose interest is not facilitated
by current arrangements; – There is a need to provide other ways and means of engaging and to
consider uni-jurisdictional meetings
• Membership fees– No principled objection to membership fee though preference for
corporate fee; – Needs to be linked to the Network’s strategic development and value
proposition
57
CONCLUSION
• The Network is a beneficial forum but needs to continue to provide value & to grow and develop
• Potential contribution of implementation science to mainstream human service delivery & public sector reform agendas
• Key questions identified for the Network’s future strategic development
58
60
Observations, contributions and discussion
1. Does the review resonate with you?
2. What should be the purpose of the Implementation Network?
3. What activities/processes should the Network use to deliver on its purpose?
4. What mix of members should the Network aim for (number, sectors, and seniority etc…)?
62
Global Implementation Conference 2015 - recap
• 26 – 28 May 2015
• Trinity College Dublin and Dublin Convention Centre
• 471 attendees from across all fields of implementation
• 25 Countries
• 34% from Ireland and Northern Ireland
• 66% attendees were somewhat satisfied or completely satisfied with the overall conference (increase from 2013)
• Favourite plenary from feedback forms was Leo Varadkar
64
Global Implementation Initiative (GII) – Next Steps
• Global Implementation Society ‒ help define, support, and expand professional roles related to
implementation in human service organizations and government systems.
• Global Implementation University‒ committee will continue to organize efforts to establish coursework,
certificate programs, and degree programs to strengthen professional knowledge, skills, and abilities in the field of implementation
• GIC 2017
66
European Implementation Collaborative (EIC):
• EIC website – www.implementation.eu NOW LIVE!
Make links and exchange learning on implementation science and practice - working with individual
country and regional implementation initiatives.
‒ ‘Go to’ portal for individuals/organisations interested in EIC‒ Repository of information –articles, toolkits, reports, case studies, videos and events ‒ Host webinars ‒ Country/Regional Implementation Network Pages
• Keep in touch
‒ Become a member on the EIC Website
‒ Social media: become part of EIC LinkedIn Group ; Follow us on Twitter @implementEIC
• Next Webinar - 12 midday, Wednesday 2 Dec 2015 – www.implementation.eu
Effective Strategies for Implementing Innovation in Health & Youth Care - An EIC and NIC Webinar
Presentations by:• Dr Fabiana Lorencatto, City University London on ‘Developing interventions to target identified barriers and
enablers to change: the Behaviour Change Wheel guide to intervention development’.
• Dr. Barbara Regeer , Athena Institute for Innovation in the Health and Life Sciences, VU University Amsterdam on
emerging innovative strategies for (sustainable) development
68
Next steps
• Implementation Network Steering Group to take today’s discussion on the review of the Network and formulate specific proposals on purpose, membership, activities, governance of the Implementation Network – in early 2016
• Next Network Meeting – likely to be April / May 2015 – subject to Steering Group deliberations on activities (including meetings)
• Feedback on today, please
• Thank You!
Top Related