Many organizations struggle with implementation of evidence-based practices (EBP). Throughout the criminal justice system there are a variety of examples of programs and initiatives that failed because of an inability to implement them successfully. Before organizational change takes hold, organizations must understand the influence that employees and stakeholders will have on the change process.
The Adult Parole Authority (APA) of the Ohio Department of Rehabilitation and Correction realized that in the midst of implementing EBP and assigning new duties and expectations for their staff, they had not fully recognized the effect these changes would have on the organizational culture and how critically important this would be to successful implementation. Working with NIC in partnership with the Alliance for Community and Justice Innovation (ACJI), APA became aware of these pitfalls and persevered through them. The agency determined that it was necessary to pivot its focus and invest time in gathering feedback from staff. They needed to get a better understanding of their staff’s readiness to implement EBP and to gather their perspectives related to it. They did this by hosting listening sessions and discussions that focused on being intentional about the work. These sessions became central to the change process. Furthermore, APA realized that while reliance on subject matter experts and consultants might be necessary to spearhead reform, successful implementation would require building capacity within the organization for sustainability.
APA made internal staff an integral part of their goal to implement EBP. These staff are now subject matter experts who can help the agency in implementation on an ongoing basis. Ohio front line supervisors are now trained in the subject matter of organizational readiness and organizational culture. This allows them to recognize readiness for change and to prepare to move their organization in that direction the next time they take on large and complex initiatives.
