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Route to Success

Route to Success. A systems change project at the Pennsylvania Developmental Disabilities Council Graham Mulholland, PA DDC Lee Vorderer, HSRI. PADDC Background. Systems Change Imperative Commitment to Outcome Measurement Search for Ways to Measure Systems Change

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Route to Success

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  1. Route to Success A systems change project at the Pennsylvania Developmental Disabilities Council Graham Mulholland, PA DDC Lee Vorderer, HSRI

  2. PADDC Background • Systems Change Imperative • Commitment to Outcome Measurement • Search for Ways to Measure Systems Change • The “Preferences” of the PADDC • Inclusion • Systems change • Generic change • Radical non-medical, non-deficit thinking

  3. Origins Dissatisfaction with ADD Efforts Insufficiency of “specialness” The idea of “working backwards” Grant let to HSRI with subcontract to Temple University in July, 2004

  4. Intentions • Was a quality measurement activity, using long-funded Council projects as its information source • by examining long-funded projects that had been involved in system change, we could develop system change indicators • ended up with a long list of indicators, but no clear direction about what to do with them

  5. Outcomes Turned from an Evaluation Tool into a Quality Improvement Tool… …which incorporated the Mission statement of the PADDC alongside established indicators of systems change… …and may have applicability to other Councils and situations.

  6. The model… • Was field tested with a number of PA Council grantees • It was found by them and the Council to be useful in helping look for and plan for system change • Tools were developed for use by the Council to try out the model across its efforts • And may offer an alternative to other approaches being tried by ADD.

  7. The process of Route to Success • Two years of interviewing long term Council grantees to determine indicators, examining outcomes, talking with others working in housing and transportation • Created a list of indicators – most were project specific – more buses, more housing - but little that spoke to structural change or how the change was fostered. • Was difficult for grantees to discuss system change

  8. Coming up with a model • We looked in places other than disability – • Political Science – using John Kingdon’s Agendas, Alternatives, and Public Policies (2003) • Health Care – using Julius Richmond and Milton Kotelchuck’s Political Influence: Rethinking National Health Policy (1983) • Public Policy - using Bobby Silverstein’s material, along with that from the Center for Civic Partnerships

  9. Improve Knowledge Base Create stake-holder Will System Change Select Social Strategies Draft Model of System Change* *Adapted from Richmond, J.B. & Kotelchuck, M. “Political Influences: Rethinking National Health Policy.” Handbook of Health Professions Education.

  10. Improve the Knowledge Base • What are the problems, trends, unmet needs? What are potential solutions and current best practices used to address the problem? • Specific strategies: • Conduct an assessment to collect data about transportation access issues • Sponsor local cross-disability work groups • Organize a statewide summit

  11. Select Social Strategies • Establish clear goals and methods for achieving them. Identify key players. Analyze constraints. Articulate responsibilities. Evaluate results. Celebrate success. • Specific strategies: • Relentless advocacy efforts • Publicize and celebrate successes

  12. Create Stakeholder Will • Who cares about the problem? How does it relate to other problems? Is there an existing constituency? Is there political will? Is there work already to be built upon? Does it appear too complex? Is there a sense of urgency? • Specific strategies: • Seek out and develop political champions • Recognize existing resources and build on them

  13. Other Considerations • Leadership • “Policy entrepreneurs”* – rated as very or somewhat important in 15 out of 23 case studies of critical factors in policy change • Key to sustainable change • “Magical” or unexpected events • Unpredictable, accidental • May be positive or negative • Be prepared and ready to seize opportunities • *Kingdon, J.W. (2003). Agendas, Alternatives, and Public Policies.

  14. SAMPLE- Transportation

  15. Field testing the model • Completed over two years • Worked with eight grantees, all of which saw system change as one of their goals • We made site visits, held conference calls, collected data • Made revisions to the model based on feedback • Changed activity names • Create stakeholder will from create political will • Use unexpected events from use magical events

  16. Field test included Council as well • Regular meetings with the Evaluation Committee of the Council • Throughout the process, meeting and presentations were given to Council as a whole • Conversations with Council, Council staff, about how the model might be used with Council work

  17. Differences from Other Models Scientific without being reductionist Applicability to variability of Councils without denying need for continuous improvement Avoids bean-counting while demonstrating a commitment to improved practice which may parallel MTARS, Independent Evaluation and Focus Group approaches Replaces measurement of unintended consequences with improvement of quality in alignment with Mission

  18. What pleased the Council about the model • The PA Council mission in the first column • Helped grantees remember what the Council cared about • Helped Council members organize grants by type • The range of activities in the remaining columns • Helped grantees position their efforts on the grid • Helped grantees connect with other projects/organizations that were working on other activities from the grid • Helped grantees think about evaluation more broadly • Filling in “Empty Boxes”

  19. Ways to Move Forward/”Focusing the Mind” • Other Approaches to the Same Problem and how these relate to previous efforts • Approaches/strategies that have not been tried/analyzed/attempted • Approaches that are duplicative of other efforts or previous efforts

  20. Ways the Council may use the model • Applied to the Council’s planning work • Our five year planning process, by helping us build more effectively on what we’ve done • Consider subsequent grants to build on current or past work, missed parts of the matrix • Connect with other efforts in future • Applied to the Councils grant related work • RFPs, RFP Book, descriptions • Training around writing grants – the “Road Show” • Proposal review – system change objectives • New grantee start up – monitoring system change

  21. Using the Model, continued… • Grant Renewal Processes • Identifying Missed Opportunities for Systems Change and Growth • Identifying Alternative Strategies

  22. Next steps for the PA Council • Preparing for the next Council Plan • Round Tables in Areas of Emphasis and Mission • Preparing for the next set of RFPs • Writing general guidelines about system change • Writing specific system change text in each section of the RFP book • Training potential grantees with the “Road show” • Preparing for proposal review • Checklist for reviewers – comprehensiveness of the matrix presented • The importance of the system change objective

  23. …next steps continued • Supporting new grantees • Helping them get started • Approving their work plans • Monitoring their work • Encouraging evaluation of details and over all system change (the 10 foot view and the thousand foot view) • Connecting new grantees to former work and to other activities within Pennsylvania

  24. Continued roll out in PA • Continue grantee evaluation, through conversations with grantees, examination of grantee outcomes, etc. • Expand evaluation activities to look at all the Council’s activities • Create new material for the Council’s web page that summarizes our model and its uses

  25. Applicability of the model • We think the model is adaptable to any Council’s work - The mission in column 1 • We’re moving ahead on the assumption that the activities in columns 2-6 may be universal indicators of system change

  26. Why all this matters… • It supports examining the impact of Council efforts, grantee efforts • It encourages us in looking for the “bang” for the “bucks” we spend • It fits with the evaluation focus of ADD • It’s more useful, scientific, and informative than bean counting • It’s something we can measure and use

  27. Contact information for us • Graham Mulholland Pennsylvania Developmental Disabilities Council - Harrisburg OfficeRoom 561 Forum Building605 South DriveHarrisburg, PA 17120Voice: 717-787-6057TTY: 717-705-0819 Toll Free: 1-877-685-4452 gmulhollan@state.pa.us • Lee Vorderer Human Services Research Institute 2336 Massachusetts Avenue Cambridge, MA 02140 Voice: 617-876-0426 x 2324 lvorderer@hsri.org

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