Increasing worker buy-in for child welfare reform: Examining the influence of individual, organizational, and implementation factors

Fuller, Tamara; Braun, Michael; Chiu, Yu Ling

doi:10.1016/j.childyouth.2018.08.003

Cited by 3 publications

(1 citation statement)

References 20 publications

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“…Support for the intervention across personnel levels also aids in sustainment. Previous research suggests worker buy-in to CW practice change is associated with the connection between the intervention and their sense of purpose in the work, 25 with supervisory support essential to the sustainment of new practices. [26][27][28] In this agency there was leadership support (a unit director who identified funding streams, a unit supervisor dealing with dayto day implementation, both of whom were champions) and a cadre of workers interested and willing to participate.…”

Section: Agency Buy-inmentioning

confidence: 99%

Sustainability of a Child Mental Health Intervention in Child Welfare Services: Case study

Pisciotta,

Hill-Kane,

WInters

et al. 2023

MRAJ

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From an implementation science lens, sustaining interventions in large, heterogeneous organizations such as child welfare requires attunement to the inner and outer contexts in which the innovative practice is delivered. This case study describes how one child welfare agency sustained implementation of a modified child mental health intervention since Spring 2019 after formal supports were removed and provides a retrospective look at their experiences. Using qualitative data from interviews with a key informant, this case study employed a priori codes from an existing sustainability framework to organize and understand factors of innovation, adopters, leadership and management, inner context and process, outer context, and outcomes. Findings offer insights for child welfare agencies to consider when sustaining an intervention without research supports, including the intervention’s alignment with the agency’s culture and mission, the agency’s ability to adapt and embed the intervention, and child welfare leadership and staff buy-in to the intervention. Implications for policy, practice, and research are discussed.

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