Implementing an evidenced based intervention programme within an organisation

This paper will set out the key elements to successful implementation of evidence-based intervention resources when the Hope for Children and Families (HfCF) (Bentovim and Elliott, 2014; Bentovim et al, 2015) was piloted in... [ view full abstract ]

This paper will set out the key elements to successful implementation of evidence-based intervention resources when the Hope for Children and Families (HfCF) (Bentovim and Elliott, 2014; Bentovim et al, 2015) was piloted in five English sites. The resources are for use by front-line practitioners when working with children and families where there is a risk of parental abuse and neglect.

One day themed workshops were used to assist practitioners in understanding the HfCF approach and using the intervention resources. Line managers and supervisors/consultants were strongly encouraged to attend. This was so that they were familiar with the content and could support their staff in using the resources appropriately in their direct work with children and families. Their involvement is considered critical to the success of any HfCF implementation. An evaluation showed that staff showed improved confidence in how to use the resources after each workshop.

A series of coaching/supervision sessions were offered regularly to first line managers and pilot site supervisors/consultants to enable them to support practitioners to use these intervention resources effectively. Within each organisation, clinical/practice supervision groups providing 2 - 4 weekly input and good reflective supervision as well as regular monitoring and continuing professional development opportunities were also necessary to reinforce the new learning.

Commitment from and sign-off by senior management was essential, as was having a project implementation group, internal champion(s), project co-ordinator and a project plan to support the detailed planning required for effective implementation. A core training group, which includes the champion(s) and a practice lead, were necessary to shape the external training programme to the specific policies and needs of their organisation. This meant the HfCF intervention programme supported staff in their daily work rather than cutting across it or being an “add-on”, meeting one of the key goals of the resources.