Implementing Evidence-Based Practice
The CEBC is focused on the identification of evidence-based practices (EBPs) and on the dissemination of that information. It is important to understand, however, that identifying EBPs is just one vital step in the process of implementing these practices in the real world of child welfare. In fact, the process of implementing new practices with fidelity in an established system is extraordinarily challenging. While each practice and each community present unique concerns, there are some common issues to consider when selecting a practice to adopt.
Organizational Readiness: While there are numerous factors that influence an organization or a community’s readiness to adopt a new practice, you will find a list below of common factors that should be taken into consideration. If any of these factors have not been addressed, the leadership of the change effort would be well advised to exert effort to bring the element of organizational readiness into alignment.
- Leadership - Does the senior leadership of the agency or agencies involved endorse and believe in the proposed change? That question must be asked of the program or clinical leadership of the agency and the front line supervisors. Unless and until all three levels are supportive, real change is very difficult and unlikely.
- Support of opinion leaders - In a similar vain how do the informal opinion leaders feel about the change? The support from such champions of the effort to adopt a new EBP is invaluable and their resistance can be fatal to the effort.
- Staff - The agency staff needs to understand the benefits that adoption of the EBP will bring to their clients, the organization, and their professional identity.
- Time - Adopting new practices takes time. Time is needed for training, time to learn new processes, time for added supervision and consultation and somehow the organization needs to find the time if they wish to succeed.
- Connections with other supportive organizations/individuals - Successful adoption will be enhanced if you can build a sense of community and mutual support among the staff working to adopt the new practice. That community can exist within an agency, across several agencies in the local area, or across the state or nation as the staff involved in the change effort are linked with others who have gone down the same path or are currently doing so.
- Capacity to evaluate change - Know if it is working - The presence of data feedback loops that give practitioners and supervisors real feedback as to the value and impact of their efforts to change helps reinforce the efforts to implement Evidence-Based practices.
- Meaning to staff - Understand the meaning the agency staff is placing on the change. It is important they attach a positive meaning to the effort, such as a means to improve their services or outcomes or their image in the community. If they see the change as a negative comment on their past efforts, they will be less supportive of the new effort.
- Staff concerns - Understand what concerns the staff has about the proposed change. Does successful adoption threaten their job security or status in any way?
- Values - How well does the proposed new practice fit with the values of the community, in general, and the clients to be served, in particular?
- Financial support - Are there ways to actually pay for ongoing service delivery once the practice is adopted?
- Political support - Is there political support from the County Board of Supervisors, or other key political leaders, that will help support the process through the developmental stages into routine practice?
- Community support - Are there advocates or families in the community will help support the process through the developmental stages into routine practice?
Summary prepared by Charles Wilson, MSSW, Executive Director, Chadwick Center
