The Salience of Staffing in IDDT Implementation, Article Review Example

IDDT implementation

The article talks about the appraisal of the process of movement of evidence based practice, EBP in to repetitive service delivery that requires consideration of some important factors that either enhance or deter the successful implementation of EBP. The author has used an agency case study for illustration of the salience that is associated with selection of employees as one of such factors and the role that it plays in installing an EBP called Integrated Dual Disorder Treatment that is tailored for serving the adults who suffer from disorders that are associated with concurring mental as well as substance us in the community setting. The elements that have been considered in staffing process entail the characteristics of the practitioners as well as the methods of selection in consideration of the program development. The author also discusses the relationships in the staffing elements with other factors that include financial support in addition to technical support (Barbara & Kruszynski, 2007).

The fit of the practitioners in the implementation of IDDT plays a crucial role. The process of evaluating the model considering the management and the clinical skills as well as identification of professional and the personal characteristics that is appropriate for successful IDDT implementation is a complex one. The effects of the administrative assumptions coupled with decisions on selection of staff also emerge in the development of the IDDT program. The author focuses on presenting a case of implementing IDDT in a health care setting involving the community that exposes the characteristics of the practitioners, the process of selection and the relationship between important factors of implementation and the staffing elements (Barbara & Kruszynski, 2007).

The agency used to support implementation of ODDT program a mental health center that operates under private and nonprofit entity in the community setting. The program was tailored to conform to the guidelines as provided by the IDDT model. The agency play a crucial role in propping up the maintenance as well as the implementation of highest echelons of fidelity to the IDDT by the service providers in the mental health care system that is based in the community in the state. It was imperative that a TA  Center be set up in the IDDT community that facilitated in the creation of the critical mass for successful implementation of the IDDT program. This was necessary for offering a vibrant atmosphere that was linked to high level of collaboration and enthusiasm in the innovations allied to the technology of community mental health services and more so the IDDT that benefited the clients who were associated with highly challenging issues (Barbara & Kruszynski, 2007).

The experience presented in the agency depicts important elements associated with staff selection as well as issues pertaining to readiness and the interplay between the staffing elements coupled with the factors linked to implementation of IDDT. The openness as well as the readiness of the staff in the adoption of the core philosophical components in IDDT has implications on mastering the core skills in IDDT. The supervision of the experts was a prudent issue in the reinforcement in clinician training in IDDT. A higher level of administrative support is essential in the roles of program leadership to enhance effectiveness in IDDT. The process of selection of staff was constrained by limited financial resources. Technical assistance should be provided to ensure that issues of staff turnover coupled with changes within the organization do not compromise IDDT sustainability and improvements.

Reference

Barbara, L. W. & Kruszynski, R., (2007). The Salience of Staffing in IDDT Implementation: One Agency’s Experience, American Journal of Psychiatric Rehabilitation, 10:2, 103-112.