WhatistheplanforCJ-DATS?
CriminalJusticeDrugAbuseTreatmentStudies(CJ-DATS) KevinKnight,PatrickFlynn,&DwayneSimpsonLeadInvestigators,CJ-DATSTexasResearchCenter IBRTechnicalReportOctober2008 InstituteofBehavioralResearchTexasChristianUniversityTCUBox298740FortWorth,TX76129IBRWebsite:www.ibr.tcu.edu CriminalJusticeCollaboratorswithTexasResearchCenteratTCU:IllinoisDOC:DonaHowell(LeadCo-Investigator;Coordinator,AddictionRecoveryTexasDCJ:MadelineOrtiz(Co-Investigator;Director,Rehab&ReentryProgramsArizonaDOC:ChrisMoody(Administrator,ProgramServices)IndianaDOC:JerryVance(Director,SubstanceAbuseDivision)NebraskaDCS:RickMcNeese(AssistantAdministrator,BehavioralHealth)NewMexicoCD:JuliusSiegel(DeputyBureauChief,AddictionsServices)VirginiaDOC:ScottRicherson(Director,CorrectionalPrograms)
U.S.BureauofPrisons:BenWheat(RegionalPsychologyAdministrator)CEC/Civigenics:EdRoberts(DirectorofTreatmentOperations)GatewayFoundation:GreggDockins(Director,CorrectionsInitiatives)PhoenixHouse:DavidDeitch(ChiefClinicalOfficer)WestCare:LeslieBalonick(SeniorVicePresident)IllinoisTASC:PamRodriguez(ExecutiveVicePresident) MgmtDiv) Services) Summary ThisreportprovidesanoverviewofneedsandobjectivesenvisionedbytheTexasResearchCenteranditsteamofCriminalJusticeCollaborators(CJCs)participatinginthenationalCriminalJusticeDrugAbuseTreatmentStudies(CJ-DATS).Theprojecthasbeenfundedasamulti-centercollaborationwiththeNationalInstituteonDrugAbuse(NIDA).ThepresentreportisintendedtomunicatemajorprojectneedsandcollectiveobjectivestoCJleadersandprogramsupervisorswithinandacrossCJCteams,aswellasconsolidatethemwithinabroadercontextthatguidestheCJ-DATSplanninganddecision-makingprocess. ThegoalsoftheCJ-DATSTexasCenterandcollaboratorsaresummarizedwithinaconceptualframeworktohelpsystematizetheresearchandevaluationtasksthatfocuson“innovationimplementation.”Inaddition,specificobjectivesoftheCJCsaredescribed,whichalsoaretranslatedintoabbreviatedoperationalplanscontaining(1)researchquestionstobeaddressedwithinformalmulti-siteevaluations,and(2)overviewsofseveralclientandprogramstaffassessmentsalreadybeingcollectedbysomeCJCsforansweringthesequestions. ` `WhatistheplanforCJ-DATS?
WhatistheplanforCJ-DATS?
WhatistheCJ-DATSmission?
ResearchundertakeninPhase2ofCJ-DATSisexpectedtoextendpreviousresearchandcreateafoundationforimprovingthequalityoftreatmentservicesfordrug-involvedoffenders.Inparticular,itisexpectedtoanizational-andsystems-levelstudiesonimplementingandsustainingresearchsupportedinterventionsacrossacontinuumofcare.Asexemplifiedinalargemulti-agencyProgramAnnouncement(PAR-07-086)byNIHforfundingDisseminationandImplementationResearchinHealth,prehensiveviewofinnovationimplementationhasbeendeveloping.Itstates“Disseminationandimplementationhavebothbeenusedtorepresentpleteprocessofbringing‘evidence’intopractice,originallydefinedas‘diffusion.’Whileusingthetermsdisseminationandimplementationtocoversuchawideareacanbeveryhelpfulinfacilitatingdiscussion,itdoesnotallowforthedivisionofthisplexdiffusionprocessintosmaller,moreeasilyaddressedresearchquestionsthatcandeveloparobustknowledgebase.”Itgoesontonote“Implementationistheuseofstrategiestoadoptandintegrateevidence-basedhealthinterventionsandchangepracticepatternswithinspecificsettings.” Implementingresearch-basedtreatmentpracticesintypicalCJsettingsfacesavarietyofclinical,administrative,anizational,andpolicybarriers.Furthermore,iftheimplementationsolutionsareexpedientratherthansystemic,theinnovationmaynotbesustainable,regardlessofitsclinicaleffectivenessorcost-effectiveness.Anponentofimplementationresearchanizationalchange,discussedintheliteraturethatfocusesonqualityimprovement,implementationandtechnologytransfer,managementscience,andanizationalrelationshipsorcross-agencycollaboration. `Page2 Theprocessestoimplementnewtreatmentservicesmayrequire changesinclinicaloradministrativeinfrastructureandpracticesthatinsomerespects parallelindividualbehavioralchangeprocesses. Examplesofpotentialclinicalchangesincludeinnovationsfor(1)reviewingandrevisingscreening/assessmentandinterventionprotocols;(2)providingadaptiveprogrammingtoaddressspecificclientrisksandneeds(e.g.,readinessandmotivation,mentalhealth);(3)adopting/updatingtransitionalcriteriaforadvancingacrosscontinuum-of-carestages;(4)usingincentivesforraisingstaffadherencetodefinedpracticestandards;and(5)re-engineeringrewardsandsanctionstoreinforcepliance. Examplesofadministrativechangesmightincludeproceduresfor(1)adjustingtreatmentadmissionratesandretentionthresholds;(2)adjustingcriteriaforplacinghigh-riskoffendersinspecialtreatmenttracks;(3)developinginformationalinfrastructuretoacknowledgeandsupportqualityimprovementsinservices;(4)improvinginter-agencylinkagesbetweendrugtreatmentprogramsandcorrectionsdepartmentsbyimprovinginformationsharingandtransitionofcareresponsibilities;and(5)usingperformancecriteriafordefiningpletionanddeterminingpostreleasetreatmentneeds. Whyisitsoimportanttofocuson“implementationprocess”?
SimpsonandFlynn(2007)andFixsenetal.(2005)stressthepointthatadoptionandimplementationofinnovationisaprocess,notanisolatedevent.Someofthestagesthattreatmentprogramsmovethroughtoplishthisprocessparabletothoseobservedinrelationtoclientchangesduringtreatment(Simpson,2004).Bothinvolveanintegratedprocessthatreliesonreadinesstochange,trainingonhowto October2008SpecialIssue `WhatistheplanforCJ-DATS?
doit,andengagementinitsimplementation.Liketheclientstheyserve,treatmentprogramsthemselvesmustbereadymittedtochangebeforeengaginginstafftrainingforinnovationsandessfullyimplementingthem.Linkingponentsofthechangeprocessovertimeisamajorchallengeinconductingtranslationalresearchinhealthservicesdeliverysystems. Basedontheirreviewofover700articlesdealingwithimplementationresearchdrawnfrombroadcrossdisciplinaryselectionprocess,Fixsenetal.(2005)offerthefollowingconclusions.First,implementationevidencepointsmainlytowhatdoesNOTwork,emphasizingthefailureofsimpleformsofdisseminationanddidactictraining.Second,futureprogresswillrequirealong-term“multilevel”approachthattakesintoountponents,staffskills,trainingprocesses,andpolicies. InnovationImplementation OrganizationalInfrastructure1.Programneeds/resources?

2.Structure/functioning?

3.Readinessforchanges?
ServicesInfrastructure1.Treatmentprocess/dynamics?

2.Needs/progressassessments?

3.Therapeuticinterventions?
StagesofImplementationProcess
1.Training •Relevance•essible•redited
A.Decision2.Adoption •Leadership•Quality/Utility•AdaptabilityB.Action •Capacity•Satisfaction•Resistance
3.Implementation•Effectiveness•Feasibility•Sustainability/Cost
4.PracticeImprovement •es MotivationResources StaffAttributes ProgramClimate Costs •Services•Budget OrganizationalReadiness&Functioning Simpson,2002;Simpson&Flynn,2007(SpecialIssuesofJSAT) ©2008 Figure1.FourkeystagesoftheTCUProgramChangeModel:1)Training,2)Adoption3)Implementation,and4)PracticeImprovement TheTCUProgramChangeModel(Simpson,2002;Simpson&Flynn,2007;seeFig.1)postulatesthat4keystagesareinvolved—thatis,training,adoption,implementation,andpractice.Factorsthatinfluenceeachofthesestagesareseparatedintothoserelatedtotheinnovationperse,versusthosethatarerelatedtotheanizationalcontextintowhichtheinnovationisbeingincorporated. ThegrowingmitmentbyCJCstousingan“adaptivetreatment”approachthatdependsoneffectiveintegrationofclientassessmentswithtreatmentservicesplanninganddeliveryunderscorestheneedforimplementationstudies.BecausesomeCJtreatmentprogramsseemtoadoptchangeandprogressmorerapidlythanothers,itisimportanttoexaminethefactorsthatinfluencethisprocess.Forprogramsthatrecognizeneedsforaspecialized“treatmentengagementmodule”forinmateswhofailtoengageinmainstreamorprimarytreatment,thisisespeciallyimportant. Foraservicesinnovation,evidencesuggeststrainingmustberelevanttotheneedsasperceivedbystaffandbedeliveredpetence.Adoptionrepresentsadecisionbyprogramleadership(preferablywithstaffparticipation)totryitout,basedonexpectationsaboutpotentialuseandbenefits. Theimplementationphaseisthebroader“fieldtest”ofitseffectiveness,feasibility,andsustainability.Iftheinnovationpassesthistest,itlikelyesincorporatedintoregularpractice.However,anizationalfunctioning(measuredascollectiveperceptionsfromstaff)alsoinfluencesdiscretestagesofthisprocess.Itincludesinformationonprogrammotivationandreadinessforchange,resourceallocations,staffattributes,anizationalclimate. Third,thereisadeficiencyinevidenceregardingtheinfluencesanizationalfactorsandsystemsontheimplementationprocess.Fourth,alargegapexistsintheresearchliteratureconcerninginteractioneffectsinvolvingimplementationstagesponents,effectiveness,andsustainability. Howcan“implementationprocess”bestudiedandpotentiallyimproved?
AspartofourresearchstudiesatTCU,theprocessofinnovationadoptionhasbeeninvestigatedusinglongitudinalrecordscollectedfromaworkofalmost60treatmentprogramsovera IBRTechnicalReport `Page3 `WhatistheplanforCJ-DATS?
2-yearperiod(Simpson,Joe,&Rowan-Szal,2007).Program-levelmeasuresofinnovationadoptionweredefinedbyaveragedcounselorratingsofprogramtrainingneedsandreadiness,anizationalfunctioning,qualityofaworkshoptrainingconference,andadoptionindicatorsatfollow-up. Findingsshowedthatstaffattitudesabouttrainingneedsandpast experiencesarepredictiveoftheirsubsequentratingsoftraining qualityandprogressinadoptinginnovationsayearlater. Organizationalclimate(clarityofmission,cohesion,opennesstochange)alsowasrelatedtoinnovationadoption.Inprogramsthatlackanopenatmosphereforadoptingnewideasitwasfoundthatcounselortrialusagewasgenerallypoor.Mostimportantwasevidencethatinnovationadoptionbasedontrainingforimprovingtreatmentengagementwassignificantlyrelatedtoclientself-reportsofimprovedtreatmentparticipationandrapportrecordedseveralmonthslater. WhatdoCJcollaboratorssayabouttheir“needsandobjectives”forCJ-DATS?
TheTexasResearchCenteratTCUhasworkedforseveralyearswithmostofitsCJCstoaddressavarietyofconcerns,butrecentlyconductedasurveytohelptabulateneedsandobjectivesmoreclearlyforeachCJC.Ingeneral,the7majorneedslistedbelowemergedaspriorities(specificresponsesareshownintheAppendixattheendofthisreport).Onthebasisoftheirexperiencesinprovidingsubstanceabusetreatmentforover50,000offenders,thesecollaboratingsystemsareinterestedin— `
1.Clientassessmentsthatinformcareplanning/delivery,stageprogression,andclientengagement/participation(i.e.,programdecisionrulesfortreatment) `Page4 `
2.Strategiesthatimprovesequentialclientinductionandadaptiveprogramming `
3.Aggregatedclientassessmentsforstafffeedbackon‘programfunctioning/effectiveness’ `
4.Organizational‘readinessforchange’assessment/feedbackforclientcareplanning `
5.Program-levelperformanceevaluationsformanagementtools(i.e.,staffandclientinformation) `
6.Innovationimplementationstage-basedevaluationsfortrackingprogressinmakingchange `
7.Identificationofbetween-systembarriersforreentrycareandsupervisionresponsibilities WhatkindsofinformationshouldbecollectedinparticipatingCJCprograms?
PreviousstudiesbytheTCUresearchcenterteamhavereliedonbinationofclient-levelandstaff-levelassessmentsobtainedwithintreatmentprograms.SeveraloftheseformsarealreadybeingadoptedorinusebyCJcollaborators. TheClientEvaluationofSelfandTreatment(CEST)includes14scalesself-administeredbyclientstomeasuremotivationandreadinessfortreatment,psychologicalandsocialfunctioning,andtreatmentengagement(Joeetal.,2002;Garneretal.,2007).biningclient-levelscoresonthesemeasureswithintreatmentprograms,avarietyofparisonscanbemadethatreflectonprogrameffectiveness.Specialattentionisusuallyfocusedonthethreetreatmentengagementscales.Counselingrapport(13items)reflectsclientperceptionsofcoreareasoftherapeuticrelationshipwithtreatmentcounselorssuchasmutualgoals,trust,andrespect.Treatmentparticipation(12items)summarizesclientperceptionsoftheirowninvolvementandactiveengagementintreatmentsessionsandservices.Treatmentsatisfaction(7items)indicateshowwellclientsfeelthetreatmentprogramismeetingtheirneeds. October2008SpecialIssue `WhatistheplanforCJ-DATS?
TheCriminalThinkingScales(CTS)isasupplementtotheCESTandisdesignedtomeasure“criminalthinking”(Knightetal.,2006)The6CTSscalesincludeEntitlement,Justification,PowerOrientation,ColdHeartedness,CriminalRationalization,andPersonalIrresponsibilitywhichrepresentconceptswithspecialsignificanceintreatmentsettingsforcorrectionalpopulations. TheOrganizationalReadinessforChange(ORC)assessesstaffperceptionsanizationalneedsandfunctioningshowntoberelatedtoprogramchange(Lehmanetal.,2002).Itincludes18scalesfrom4majordomains—needsandpressures,resources,staffattributes,andclimate.Needsandpressures(motivationfortreatment)factorsincludeprogramneeds,trainingneeds,andpressuresforchange,whileprogramresourcesareevaluatedinregardtoofficefacilities,staffing,training,equipment,and.Organizationaldynamicsincludescalesonstaffattributes(growth,efficacy,influence,adaptability,andclinicalorientation)andprogramclimate(mission,cohesion,autonomy,munication,stress,andflexibilityforchange).Thesubsetanizationalclimatescalesincludeclarityofprogrammission(5items),staffcohesiveness(6items),staffautonomy(5items),munication(5items),stress(4items),andopennesstochange(5items). TheWorkshopEvaluation(WEVAL)formincludes2partsandhasbeenusedtocollectstaffratingson(1)satisfactionwithinnovationtraining,(2)resourcesavailableatprograms,(3)desireformoretraining,and(4)anizationalsupportforusingthetrainingmaterials(Bartholomewetal.,2007).Thefirstpartfocusesonstaffresponsestotrainingingeneralimmediatelyfollowingpletion,andthesecondisworkshopspecific. TheWorkshopAssessmentFollow-Up(WAFU)pletedbyworkshoptraineesseveralmonthslatertoaddressquestionsaboutinnovationadoption(Bartholomewetal.,2007).Itcontainsitemsonposttrainingsatisfactionwithandadoptionofworkshopmaterials,an8-iteminventoryaboutbarrierstouse,andasectiononboostertraining(ifappropriate). IBRTechnicalReport SeveraloftheseformsarebeingmodifiedforusewithAutomatedDataCapture(ADC)technology.Morespecifically,theCESTandCTS(aswellassomenewlycreatedclientriskassessments)havebeenpreparedas1-pageopticalscanning(Scantron)formsthatcanbescannedandscoredforcounselorfeedback(seeADCFormsatwww.ibr.tcu.edu). Whataresomeofthemainresearchquestions(andhypotheses)toaddress?

1.Areprogramneedsandreadinessfortrainingrelatedtoresponsestotrainingandinnovationimplementation?
Becauseastaffsurveyofprogramneedsandtrainingreadinesscan(andshould)beusedinparttohelpplantrainingevents,itisexpectedthattheseratingsofprogramneedsarerelatedtostaffreactionstothetrainingand,ultimately,toinnovationimplementation.Morespecifically,itisreasonabletoexpectthatORCmeasuresofprevioussatisfactionwithtraining,programfacilitiesandclimate,puterresources,andtrainingbarrierswillberelatedtostaffevaluationsoftraining(basedonWEVALmeasuresfortrainingrelevance,engagement,agencysupport,andworkshopquality). 2.anizationalfunctioningandfeedbackrelatedtoinnovationadoptionandimplementation?
Itisexpectedanizationalclimatemeasures(ORC)forprogramsarerelatedtostaffprogressinsubsequentlyadoptinginnovations(WAFUscales).Thatis,ORCclimatescales(includingclarityofmission,staffcohesion,munication,andopennesstochange)areexpectedtobepredictiveofstaffperceptionsaboutinnovationbenefitsintermsofleadingtobettercounselingskillsandbetterrapportwithclients(basedonWAFUstaffratingsofpost-trainingsatisfaction,trialuse,bettercounselingskills,andbetterclientrapport).
3.Areanizationalbarriers(e.g.,staffskills,attitudes,distrust,anizationalmissionorstructure)thatreduceeffectivenessofreentryprogramming?
TherearedifferencesbetweensomeCJsubsystems(suchasthoserepresentingsecurityversustreatmentinterests) `Page5 `WhatistheplanforCJ-DATS?
thatcanchallengethereentryprocess.Itisexpectedthatidentifyingandstrategicallyaddressingsomeofthesecoreissuescanhelpimproveandsustainclientengagementandretentioninreentryservices,aswellasreducerecidivismrates.
4.Isprogramadoptionoftrainingmaterialsrelatedtoclientengagement?
Tothedegreethatprogramstaffmakeprogressinadoptinganinnovation(e.g.,anenhancedinductionstrategyormedicationprotocol)andconsiderthatithasimprovedthequalityoftheirservices(WAFUscales),itmightalsobeassociatedwithindicatorsofclientfunctioning(CEST)andretention.Thisisaparticularlyreasonableexpectationifthetraininginnovationisdesignedfor“improvingtherapeuticmotivation,alliance,andengagement.”Clientstreatedatprogramswithhighercounselorratingsoninnovationadoptionindicators—includingpost-trainingsatisfaction,trialuse,anddevelopmentofbetterskills—areexpectedtoreporthigherratingsofrapportwiththeircounselorsandgreaterparticipationintreatment. Acriticalissueseemstorevolvearoundtheabilityofclinicalstafftouseclientassessmentsofneedandprogressinrelationtocareplanningandstrategicdeliveryof appropriateservices.
5.Areresponsestoinnovationtrainingandfeedbackonimplementationaffectedby“moderatorvariables”?
Itisoftenimportanttoconsiderthepotentialeffectsof“moderatorvariables”inobservationalstudiesofchangeinnaturalsettings(James&Brett,1984;Tucker&Roth,2006).Namely,programsinwhichstaffemoreengagedintrainingandreportgreaterbenefitsfromadoptingtheinnovationmayhavefewerbarriersandmorepositiveclimateandavailableresources.IntheprogramchangeprocessasdescribedbySimpsonandFlynn(2007),itispostulatedthatthestagesoftraining,adoption decision,andadoptionactionsaresubjecttoinfluencesfromstaffanizationalattributes. Inordertoexaminethesepotentialeffects,anizationalclimatescalefor“opennesstochange”(fromORC)andthetrainingscoreforindicating“relevance”oftheinnovation(fromWEVAL)canbeselectedasindependentvariablesbecausebotharepredictorsofadoptionactionsatfollow-up.Afterconvertingthesepredictorvariablescoresintodichotomousmeasurestodefinehighversuslowlevelprogramsoneachmeasure,a2-wayanalysisofvariancecanbeconductedtotestthequestionofwhetherprogramenvironment(opennesstochange)moderatestheroleoftrainingopinions(relevanceoftheinnovation)andimplementationfeedbacktoadoptionactionsatfollow-up(WAFU). WhatbenefitsareexpectedfromtheCJ-DATSproject?
Theconceptualmodelusedtointegratethisresearchonhowprogramsadoptandimplementinnovations(Simpson,2002;Simpson&Flynn,2007)islikelytoberefinedandexpandedforCJsettingsbyresultsofCJDATS.Itsheuristicvalueincludesbenefitsinexplanatoryvalueforhelpingtreatmentandreentrysystemstounderstandtheplicatedprocessofhowinnovationseadoptedandimplemented,alongwiththefactorsthatinfluencehowwellitisdoneandsustained. Applyingthisinformationtoformulatecustomizedplansforimprovingtreatmenthopefullywillfollow.Forexample,evidenceimpliesthatprogramsshould“planandprepare”beforebeginninganinnovationtrainingandimplementationinitiative(Simpson,inpress).Ifstaffassessmentsrevealbarriersorreservations,oranizationalfunctioninghasdeficiencies,thentheprogramshouldfirstconsideraddressingitsowninfrastructureproblemsbeforeintroducinginnovationinitiatives(seeSimpson&Dansereau,2007).Issuesthatneedtobeaddressedrangefromusingnewclinicaltoolsforcounselingenhancementstonegotiatingcross-systemproceduresthatpromotecontinuum-of-caregoals. `Page6 October2008SpecialIssue `WhatistheplanforCJ-DATS?
Inconclusion,CJcollaboratorteamshavestatedtheyneedmorethananassortmentof“isolatedinnovations”foroffendersintreatment.Mostexpressaneedforlinkingoffender/clientassessmentsdynamicallytotargetedtreatmentstrategiesinamannerthatallowsprogresstobemonitored,documentedempirically,and“clinicallymanaged”overtime.Thisrepresentsplexformulationofclinicaltools(i.e.,assessmentsandinterventions),integratedapplicationsbasedonuser-friendlyfeedbackofclientneedsandprogress,andasupportiveprogramstructure.Regardlessofprogramsizeorfocus,experiencessofarsuggestthisrequires(1)staffpreparationandleadershipsupport,(2)structuralalignmentsandroleassignments,(3)trainingwithcustomizedadjustmentstosettings,and(4)follow-upmonitoringandfeedbackonimplementationprogress.ItwillrequirethebesteffortsfromallCJ-DATSinvestigatorsandCJservicecollaboratorstoaddressthesechallenges. References Bartholomew,
N.G.,Joe,
G.W.,Rowan-Szal,
G.A.,&Simpson,
D.D.(2007).Counselorassessmentsoftrainingandadoptionbarriers.JournalofSubstanceAbuseTreatment,33
(2),193-199. Fixsen,
D.L.,Naoom,
S.F.,Blasé,
K.A.,Friedman,
R.M.,&Wallace,
F.(2005).Implementationresearch:Asynthesisoftheliterature.Tampa,FL:UniversityofSouthFlorida,LouisdelaParteFloridaMentalHealthInstitute,TheNationalImplementationResearchNetwork(FMHIPublication#231). Garner,
B.R.,Knight,
K.,Flynn,
P.M.,Morey,
J.T.,&Simpson,
D.D.(2007).MeasuringoffenderattributesandengagementintreatmentusingtheClientEvaluationofSelfandTreatment.CriminalJusticeandBehavior,34
(9),1113-1130. James,
L.R.,&Brett,
J.M.(1984).Mediators,moderators,andtestsformediation.JournalofAppliedPsychology,69,307-321. Joe,
G.W.,Broome,
K.M.,Rowan-Szal,
G.A.,&Simpson,
D.D.(2002).Measuringpatientattributesandengagementintreatment.JournalofSubstanceAbuseTreatment,22
(4),183-196. Knight,
K.,Garner,
B.R.,Simpson,
D.D.,Morey,
J.T.,&Flynn,
P.M.(2006).Anassessmentforcriminalthinking.CrimeandDelinquency,52
(1),159-177. Lehman,
W.E.K.,Greener,
J.M.,&Simpson,
D.D.(2002).anizationalreadinessforchange.JournalofSubstanceAbuseTreatment,22
(4),197-209. Simpson,
D.D.(2002).Aconceptualframeworkfortransferringresearchtopractice.JournalofSubstanceAbuseTreatment,22
(4),171-182. Simpson,
D.D.(2004).Aconceptualframeworkfordrugtreatmentprocessandes.JournalofSubstanceAbuseTreatment,27
(2),99-121. Simpson,
D.D.(inpress).Organizationalreadinessforstage-baseddynamicsofinnovationimplementation.ResearchonSocialWorkPractice. Simpson,
D.D.,&Dansereau,
D.F.(2007).anizationalfunctioningasasteptowardinnovation.Science&PracticePerspectives,3
(2),20-28. Simpson,
D.D.,&Flynn,
P.M.(Eds.).(2007).OrganizationalReadinessforChange.JournalofSubstanceAbuseTreatment,33
(2),111-209. Simpson,
D.D.,&Flynn,
P.M.(2007).Movinginnovationsintotreatment:Astage-basedapproachtoprogramchange.JournalofSubstanceAbuseTreatment,33
(2),111-120. Simpson,
D.D.,Joe,
G.W.,&Rowan-Szal,
G.A.(2007).Linkingtheelementsofchange:Programandclientresponsestoinnovation.JournalofSubstanceAbuseTreatment,33
(2),201-209. Tucker,
J.A.,&Roth,
D.A.(2006).Extendingtheevidencehierarchytoenhanceevidence-basedpracticeforsubstanceusedisorders.Addiction,101,918-932. IBRTechnicalReport `Page7 `WhatistheplanforCJ-DATS?
Appendix:CJ-DATSTexasResearchCenterCollaborator“NeedsSurvey” X–NOTinterestedorneeded(ornotapplicabletoyoursettings)A–Adoptionneeded/planned(“--”indicatesuncertaintyatthistime)U–Usingalready(if“assistance/morehelp”isneeded,markedas“Ua”)
A.ClientNeeds/RisksTools
1.Druguseseverityscreen2.Background(crime/family)risks3.Health(mental/physical)risks4.Criminalthinking/orientationB.ClientFunctioning/EngagementTools1.Motivation&readinessfortreatment2.Psychosocialfunctioning3.Treatmentengagementindicators4.OthercognitiveprocessingdomainsC.Organizational(Facility)EvaluationTools1.Programneeds/readinessforchange2.Resources&staffattributes3.Organizationalclimate/barriers4.Cross-systemperceptions/barriersD.AssessmentStructure/Formatting1.Briefforms(e.g.,1-pageTCUScantrons)
2.Feedbackofscorestocounselors3.ComputerizedadministrationsE.InterventionEnhancements/Components1.Orientation/motivationstrategy2.TCUmapping-basedcounseling3.Othercognitive/behavioralstrategy4.Life/socialskills&decision-making5.HIV/hepatitisriskreduction6.Transitionplanning&reentryprep7.Reentrysupervision/transitionF.SystemsDevelopment/Procedures1.Treatmentplanning/monitoring2.Clientphase-advancementcriteriaTotaloffendersintreatment(thousands) ILTXAZINNENMVABOPCECGFPHWC UaU
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