September 7 th 2011 Meeting needs, making changes, improving outcomes.

Gráinne Smith and Aileen Murphy (Quality Specialists, CDI)

Meeting needs, making changes, improving outcomes.  Background and overview of CDI;  Unique elements;  Processes to support Quality– concepts and the ‘how to’;  Key learning.

Meeting needs, making changes, improving outcomes.  Consortium of 23 people oversaw needs assessment, audit of services, ten year strategy;  Funders - The Atlantic Philanthropies and the Department of Children and Youth Affairs (previously OMCYA);  One of three PEIP sites.

Through rigorous evaluation, we will explore what works, why it works and how it works. CDI will recognise and value the contribution made by, and the commitment of, those living and working in the community. We will support, promote and enhance quality, innovative services which will meet the needs of children and families in West Tallaght and improve outcomes for the community. CDI will encourage collaboration and shared learning amongst all stakeholders; raise awareness of roles and responsibilities; share information; challenge how we work and find solutions together, in order to deliver more effective services and influence policy. Meeting needs, making changes, improving outcomes.

 Early Childhood Care and Education;  Doodle Den Literacy (Senior Infants);  Mate-Tricks Pro-Social Behaviour Programme (4 th Class);  Healthy Schools Programme (Whole school);  Speech and Language Therapy Service (SLT);  Community Safety Initiative;  Safe and Healthy Place (Urban Planning);  Restorative Practice (RP);  Quality Enhancement Programme.

Meeting needs, making changes, improving outcomes.  Manualised approach –based on research and best practice;  All programmes include interventions with: ◦ The child; ◦ The parent; ◦ The family;  Delivered by existing local providers;  Rigorous evaluation. Early Childhood Care and Education

Fixsen and Blasé (2005) – seven Implementation Drivers. Factors which shape and influence how services are delivered.  Drivers pertinent to CDI: ◦ Capacity building ; ◦ Organisational change; ◦ Leadership.

 Start your logic model by being clear about the end destination;  Conduct a comprehensive review of the literature in relation to the research evidence and best practice which will inform your logic model;  What are the core components that will help you reach your destination i.e. inputs, activities, outputs, and outcomes?

 Staff selection;  Training;  Supervision;  Coaching;  Reflective Practice: Communities of Practice (CoPs), Manager meetings;  Staff Appraisal.

Emotional Intelligence is the set of abilities (verbal and nonverbal) that enable a person to generate, recognise, express, understand, and evaluate their own, and others emotions in order to guide thinking and action that successfully cope with environmental demands and pressures” (Van Rooy and Viswesvaran).

 Organisational culture plays a central role in driving change and evidence-based practice;  Why change?  Readiness for change;  Supporting change;  Business Plan;  Ongoing review and feedback loops.

 Leaders are those individuals who, through social interactions, create a shared vision or purpose within an organisation (Berson et al., 2006).  Can be in a managerial and non-managerial role;  Key task - to support others to develop a new shared vision of how the organisation works; ◦ Build relationships; ◦ Understanding; ◦ Develop strategies.

Meeting needs, making changes, improving outcomes.  Develop a logic model and trust it;  Change takes time – allow for that;  Maintaining a shared vision;  Honesty and Transparency works;  Using a plan of work requires support structures but has numerous benefits; Cont.

 Strengths based approach;  Keeping focused on why we are doing what we are doing - meeting needs of children and families;  Remaining focused on quality.

Meeting needs, making changes, improving outcomes.