Contracting and Procurement for Evidence-Based Interventions in Public-Sector Human Services: A Case Study

Willging, Cathleen E.; Aarons, Gregory A.; Trott, Elise M.; Green, Amy E.; Finn, Natalie K.; Ehrhart, Mark G.; Hecht, Debra B.

doi:10.1007/s10488-015-0681-6

Cited by 27 publications

(37 citation statements)

References 37 publications

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“…These theories/models highlight the influence of the complex interaction between organisations and their environment. In particular, organisational theories highlight that optimal conditions in the internal setting of organisations can be undermined by changes in the organisations' external environment [78][79][80][81][82]. Moreover, policy implementation research has emphasised the inherent interdependency between factors as well as the crucial importance of context [83].…”

Section: Discussionmentioning

confidence: 99%

Barriers and facilitators to implementation of menu labelling interventions from a food service industry perspective: a mixed methods systematic review

Kerins

McHugh

McSharry

et al. 2020

Int J Behav Nutr Phys Act

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Background: Eating outside the home contributes to poor dietary habits worldwide and is associated with increased body fat and weight gain. Evidence shows menu labelling is effective in promoting healthier food choices; however, implementation issues have arisen. The purpose of this systematic review was to synthesise the evidence on the perceived barriers and facilitators to implementation of menu labelling interventions from the perspective of the food service industry.Methods: Peer-reviewed and grey literature were searched using databases, specialised search engines and public health organisation websites. Screening reference lists, citation chaining and contacting authors of all included studies were undertaken. Primary research studies relevant to direct supply-side stakeholders were eligible for inclusion. There were no restrictions on menu labelling scheme or format, study methods, publication year or language. At least two independent reviewers performed study selection, data extraction and quality appraisal. The results were synthesised using the 'best fit' framework synthesis approach, with reference to the Consolidated Framework for Implementation Research (CFIR).

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Section: Discussionmentioning

confidence: 99%

Barriers and facilitators to implementation of menu labelling interventions from a food service industry perspective: a mixed methods systematic review

Kerins

McHugh

McSharry

et al. 2020

Int J Behav Nutr Phys Act

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“…Indeed, as Willging et al [10] documented, changes in the procurement process used by public child welfare agencies increased the transaction costs associated with contracting with CBOs for SafeCare, potentially deterring them from adopting SafeCare altogether. In the traditional contract bidding system, public child welfare agencies were not blinded to bidding CBOs.…”

Section: Discussionmentioning

confidence: 99%

Organizational theory for dissemination and implementation research

et al. 2017

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BackgroundEven under optimal internal organizational conditions, implementation can be undermined by changes in organizations’ external environments, such as fluctuations in funding, adjustments in contracting practices, new technology, new legislation, changes in clinical practice guidelines and recommendations, or other environmental shifts. Internal organizational conditions are increasingly reflected in implementation frameworks, but nuanced explanations of how organizations’ external environments influence implementation success are lacking in implementation research. Organizational theories offer implementation researchers a host of existing, highly relevant, and heretofore largely untapped explanations of the complex interaction between organizations and their environment. In this paper, we demonstrate the utility of organizational theories for implementation research.DiscussionWe applied four well-known organizational theories (institutional theory, transaction cost economics, contingency theories, and resource dependency theory) to published descriptions of efforts to implement SafeCare, an evidence-based practice for preventing child abuse and neglect. Transaction cost economics theory explained how frequent, uncertain processes for contracting for SafeCare may have generated inefficiencies and thus compromised implementation among private child welfare organizations. Institutional theory explained how child welfare systems may have been motivated to implement SafeCare because doing so aligned with expectations of key stakeholders within child welfare systems’ professional communities. Contingency theories explained how efforts such as interagency collaborative teams promoted SafeCare implementation by facilitating adaptation to child welfare agencies’ internal and external contexts. Resource dependency theory (RDT) explained how interagency relationships, supported by contracts, memoranda of understanding, and negotiations, facilitated SafeCare implementation by balancing autonomy and dependence on funding agencies and SafeCare developers.SummaryIn addition to the retrospective application of organizational theories demonstrated above, we advocate for the proactive use of organizational theories to design implementation research. For example, implementation strategies should be selected to minimize transaction costs, promote and maintain congruence between organizations’ dynamic internal and external contexts over time, and simultaneously attend to organizations’ financial needs while preserving their autonomy. We describe implications of applying organizational theory in implementation research for implementation strategies, the evaluation of implementation efforts, measurement, research design, theory, and practice. We also offer guidance to implementation researchers for applying organizational theory.

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“…Qualitative and quantitative data were drawn from a larger mixed-method investigation of EBI sustainment (Aarons, Green, et al, 2014). Previous work from this project has examined the role of collaboration in implementing and sustaining EBIs (Green et al, 2016), policymaker’s perspectives on EBI sustainment (Willging, Green, Gunderson, Chaffin, & Aarons, 2015), and the role of performance-based contracting in EBI sustainment (Willging et al, In press). The current study examines the roles of leadership in the outer system and inner organizational context (i.e., first-level leadership) in sustaining EBI service delivery.…”

Section: The Present Studymentioning

confidence: 99%

The Roles of System and Organizational Leadership in System-Wide Evidence-Based Intervention Sustainment: A Mixed-Method Study

Aarons

Green

Trott

et al. 2016

Adm Policy Ment Health

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166

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If evidence-based interventions (EBIs) are not sustained, investments are wasted and public health impact is limited. Leadership has been suggested as a key determinant of implementation and sustainment; however, little empirical work has examined this factor. This mixed-methods study framed using the Exploration, Preparation, Implementation, Sustainment (EPIS) conceptual framework examines leadership in both the outer service system context and inner organizational context in eleven system-wide implementations of the same EBI across two U.S. states and 87 counties. Quantitative data at the outer context (i.e., system) and inner context (i.e., team) levels demonstrated that leadership predicted future sustainment and differentiated between sites with full, partial, or no sustainment. In the outer context positive sustainment leadership was characterized as establishing a project’s mission and vision, early and continued planning for sustainment, realistic project plans, and having alternative strategies for project survival. Inner context frontline transformational leadership predicted sustainment while passive-avoidant leadership predicted non-sustainment. Qualitative results found that sustainment was associated with outer context leadership characterized by engagement in ongoing supportive EBI championing, marketing to stakeholders; persevering in these activities; taking action to institutionalize the EBI with funding, contracting, and system improvement plans; and fostering ongoing collaboration between stakeholders at state and county, and community stakeholder levels. For frontline leadership the most important activities included championing the EBI and providing practical support for service providers. There was both convergence and expansion that identified unique contributions of the quantitative and qualitative methods. Greater attention to leadership in both the outer system and inner organizational contexts is warranted to enhance EBI implementation and sustainment.

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Contracting and Procurement for Evidence-Based Interventions in Public-Sector Human Services: A Case Study

Cited by 27 publications

References 37 publications

Barriers and facilitators to implementation of menu labelling interventions from a food service industry perspective: a mixed methods systematic review

Barriers and facilitators to implementation of menu labelling interventions from a food service industry perspective: a mixed methods systematic review

Organizational theory for dissemination and implementation research

The Roles of System and Organizational Leadership in System-Wide Evidence-Based Intervention Sustainment: A Mixed-Method Study

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