1. National Child Welfare Resource Center for Organizational Improvement A service of the Children’s Bureau, Member of the T/TA Network Readiness for Systemic Change Peter Watson Director, NRCOI April 15, 2009

2. What the Literature Suggests Systemic change is complex, lengthy and multidimensional Numerous change theories No simple way to define and measure readiness for systemic change But some common readiness domains emerge Key question: readiness for a specific change initiative or readiness for change in general? 2

3. Influence Factors Organizational Components Core Implementation Components Core Implementation Components: Training, Coaching, Performance Measurement Organizational Components: Selection, Program Evaluation, Admin, Systems Intervention Influence Factors: Social, Economic, Political Fixsen, D.L., Naoom, S.F., Blase, K.A., Friedman, R.M. & Wallace, F. (2005). Implementation Research: A Synthesis of the Literature. Tampa, FL: University of South Florida, Louis de la Parte Florida Mental Health Institute, The National Implementation Research Network (FMHI Publication #231). Pg. 59. Multilevel Influences on Successful Implementation 3

4. Readiness Domains: the Usual Suspects Sustained and intentional leadership focus Vision for change linked to outcomes Meaningful stakeholder involvement Monitoring, feedback and accountability Communication plans and capability Identification and availability of key resources Staff skills and time 4

5. Readiness Domains: A Few Unusual Suspects Organizational culture and climate External influence factors—social, political and economic Alignment of key systems to support and sustain change Tone of monitoring and feedback process: “Gotcha” or “Got your back” 5

6. What Experience Suggests Time pressure for changes in child welfare often at odds with knowledge about how long lasting, systemic change takes (preparation, implementation, sustainability) If an organization is not “ready” yet, what has to happen? Develop integrated T/TA strategies to support systemic change initiatives 6

7. What Experience Suggests We don’t have a handy tool we use to assess readiness But is the following statement true? Readiness is difficult to define, but “you know it when you see it.” Good consultants should help you identify and assess key domains in your planning 7

8. What Experience Suggests “Readiness” undoubtedly varies across an organization One of main lessons from CFSRs—inconsistent practice across states, local offices and units Search for champions or potential early adopters is a key strategy We need to look beyond the child welfare agency for solutions 8

9. One Last Thought The Eureka factor Link between relaxation and insight You cannot force systemic change 9

10. Contact Information Peter Watson, Director NRCOI 207-228-8330 (office) 207-632-0892 (mobile) pwatson@usm.maine.edu A service of the Children’s Bureau, Member of the T/TA Network National Child Welfare Resource Center for Organizational Improvement 10

11. References Barbee, Anita. White Paper on Models of Organizational Change and Systems Change, unpublished. 2007 Fixsen, D.L., Naoom, S.F., Blase, K.A., Friedman, R.M. & Wallace, F. Implementation Research: A Synthesis of the Literature. Tampa, FL: University of South Florida, Louis de la Parte Florida Mental Health Institute, The National Implementation Research Network (FMHI Publication #231). 2005 Kotter, John P. “Leading Change: Why Transformation Efforts Fail,” Harvard Business Review, January, 2007. Pp. 96-103. Lehrer, Jonah. “The Eureka Hunt,” The New Yorker. July 28, 2008. Pp. 40-45. 11