2017
DOI: 10.1016/j.chiabu.2017.05.017
|View full text |Cite
|
Sign up to set email alerts
|

Factors that influence evidence-based program sustainment for family support providers in child protection services in disadvantaged communities

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1
1
1

Citation Types

2
6
0
1

Year Published

2018
2018
2023
2023

Publication Types

Select...
7
2
1

Relationship

1
9

Authors

Journals

citations
Cited by 16 publications
(9 citation statements)
references
References 41 publications
2
6
0
1
Order By: Relevance
“…When ISPs are providing consultation/facilitation , five common components emerged across studies: (1) identifying the support needs of those involved in the consultation/facilitation efforts, for example, through formalized, periodic needs assessments (Duffy et al, 2012), structured interviews (Bice-Urbach & Kratochwill, 2016), or by explicitly inviting stakeholders to articulate their support needs in each session (Akin, 2016; Chilenski et al, 2016); (2) educating and professionally supporting these stakeholders, for example, through processes such as learning from others (Akin, 2016), role-plays (Barac et al, 2018), didactic teaching (Beidas et al, 2013; Chaffin et al, 2016), answering questions (Chilenski et al, 2016; Hurtubise et al, 2016; Kelly et al, 2000), or offering advice (Rosen et al, 2012); (3) monitoring the progress and/or performance of stakeholders, for example, by measuring fidelity (Bice-Urbach & Kratochwill, 2016; Caron & Dozier, 2019; Eiraldi et al, 2018; Murray et al, 2018), program outcomes (Funderburk et al, 2015; Olson et al, 2018), or progress toward other implementation or service goals (Chilenski et al, 2016; Holtrop et al, 2008; Preast & Burns, 2018); (4) identifying implementation barriers and problems faced as part of the change efforts, typically related to learning a new practice (Dusenbury et al, 2010; Eiraldi et al, 2018; Kauth et al, 2010; Nadeem, Gleacher, Pimentel, et al, 2013) and/or enabling its implementation within a particular local context (Rosella et al, 2018; Saldana & Chamberlain, 2012; Tierney et al, 2014); and (5) identifying potential solutions to these problems, including next steps to initiate these. This final step was at times characterized as “troubleshooting” (Chaffin et al, 2016; Hodge et al, 2017; Meropol et al, 2014) signaling a more urgent and ad hoc type of character that this strategy could take. Other studies emphasized that consultation/facilitation depended on a climate conducive to jointly identifying and solving problems among multiple stakeholders (Dogherty et al, 2012; Hurlburt et al, 2014), thereby indicating that it could take time for ISPs to create adequate conditions ...…”
Section: Resultsmentioning
confidence: 99%
“…When ISPs are providing consultation/facilitation , five common components emerged across studies: (1) identifying the support needs of those involved in the consultation/facilitation efforts, for example, through formalized, periodic needs assessments (Duffy et al, 2012), structured interviews (Bice-Urbach & Kratochwill, 2016), or by explicitly inviting stakeholders to articulate their support needs in each session (Akin, 2016; Chilenski et al, 2016); (2) educating and professionally supporting these stakeholders, for example, through processes such as learning from others (Akin, 2016), role-plays (Barac et al, 2018), didactic teaching (Beidas et al, 2013; Chaffin et al, 2016), answering questions (Chilenski et al, 2016; Hurtubise et al, 2016; Kelly et al, 2000), or offering advice (Rosen et al, 2012); (3) monitoring the progress and/or performance of stakeholders, for example, by measuring fidelity (Bice-Urbach & Kratochwill, 2016; Caron & Dozier, 2019; Eiraldi et al, 2018; Murray et al, 2018), program outcomes (Funderburk et al, 2015; Olson et al, 2018), or progress toward other implementation or service goals (Chilenski et al, 2016; Holtrop et al, 2008; Preast & Burns, 2018); (4) identifying implementation barriers and problems faced as part of the change efforts, typically related to learning a new practice (Dusenbury et al, 2010; Eiraldi et al, 2018; Kauth et al, 2010; Nadeem, Gleacher, Pimentel, et al, 2013) and/or enabling its implementation within a particular local context (Rosella et al, 2018; Saldana & Chamberlain, 2012; Tierney et al, 2014); and (5) identifying potential solutions to these problems, including next steps to initiate these. This final step was at times characterized as “troubleshooting” (Chaffin et al, 2016; Hodge et al, 2017; Meropol et al, 2014) signaling a more urgent and ad hoc type of character that this strategy could take. Other studies emphasized that consultation/facilitation depended on a climate conducive to jointly identifying and solving problems among multiple stakeholders (Dogherty et al, 2012; Hurlburt et al, 2014), thereby indicating that it could take time for ISPs to create adequate conditions ...…”
Section: Resultsmentioning
confidence: 99%
“…Such meaningful learning helped to develop stakeholders' self-efficacy, displayed in a deeper understanding of evidencebased practice (Aasekjaer et al, 2016) and of one's own specific practice area (Anaby et al, 2015;Brown et al, 2018b;Kristensen & Hounsgaard, 2013); more clarity on the intervention (Akin, 2016) and greater confidence to apply this intervention (Hodge, Turner, Sanders, & Forster, 2017;Leeman, Myers, Grant, Wangen, & Queen, 2017;Rosella et al, 2018;Shernoff et al, 2015); the generation of "applicable and doable" (Akin, 2016, p. 165) ideas for practice; and an improved individual capacity to solve problems that occurred as part of the implementation process (Bradshaw, Pas, Goldweber, Rosenberg, & Leaf, 2012;Calo et al, 2018;McCullough et al, 2017). A single study (Gunderson et al, 2018) involved ISPs who displayed an unprofessional attitude, decreasing the perceived self-efficacy with which their stakeholders applied the RSI in focus of the study.…”
Section: Stakeholder Responses To Ispsmentioning
confidence: 99%
“…an increase in inter-parental conflict and lower relationship satisfaction (Landers-Potts et al, 2015 [43]; O'Neal et al, 2015 [45]; Helms et al, 2014 [46]) 3. Parents' psychological distress and problems with the inter-parental relationship in turn lead to an increase in harsh or inconsistent parenting practices (Newland et al, 2013[47]; Iruka, LaForett and Odom, 2012 [44]; Emmen et al, 2013 [48]).…”
Section: Parental Psychological Distress In Turn Leads To Problems Inmentioning
confidence: 99%