Empowering Human Services Organizations to Embrace Evidence-Informed Practice: International Best Practices

Dill, Katharine; Shera, Wes

doi:10.1080/23303131.2015.1050141

Cited by 9 publications

(11 citation statements)

References 12 publications

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“…While the history and organizational strategies employed by these three IOs have been captured by previous studies (Dill & Shera, 2015;Shera & Dill, 2012) …”

Section: The Current Studymentioning

confidence: 99%

“…Prior to this study, the research team had no affiliation or relationship with PART, RiP, or RiPfA. RiP was established in 1996 with the purpose of helping to embed evidence into the daily practice of child-welfare organizations (Dill & Shera, 2015). The success of this organization prompted the creation in 2005 of a sister organization, RiPfA, which focuses on promoting the use of evidence in adult social and protective services.…”

Section: The Current Studymentioning

confidence: 99%

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Supporting Evidence-Informed Practice in Human Service Organizations: An Exploratory Study of Link Officers

Graaf

McBeath

Lwin³

et al. 2016

Human Service Organizations: Management, Leadership & Gover

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Human service organizations seeking to infuse research and other forms of evidence into their programs often need to expand their knowledge sharing systems in order to build their absorptive capacities for new information. To promote their engagement in evidence-informed practice, human service organizations can benefit from connections with intermediary organizations that assist with the dissemination and utilization of research and the use of internal knowledge brokers, called link officers. These boundaryspanning individuals work to embed external research and internal evidence in order to address current organizational priorities and service demands. This exploratory study describes the characteristics, major activities, and perceptions of link officers connected with three pioneering intermediary organizations. Quantitative and qualitative data from a survey of 137 Canadian and UK link officers provide a profile of these professionals, including how they engage practitioners to promote evidence-informed practice and the degree to which they are supported within their organizations and by intermediary organizations. The article concludes with practice and research implications for the development of the link officer role in human service organizations.

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“…While the history and organizational strategies employed by these three IOs have been captured by previous studies (Dill & Shera, 2015;Shera & Dill, 2012) …”

Section: The Current Studymentioning

confidence: 99%

Section: The Current Studymentioning

confidence: 99%

Supporting Evidence-Informed Practice in Human Service Organizations: An Exploratory Study of Link Officers

Graaf

McBeath

Lwin³

et al. 2016

Human Service Organizations: Management, Leadership & Gover

View full text Add to dashboard Cite

show abstract

“…(2) needs for just-in-time information in response to current practice dilemmas; and (3) needs for agencyspecific and usable information as opposed to more generalized knowledge (Dill & Shera, 2015;Shaw & Lunt, 2011). HSO researchers may be challenged in pursuing research that is responsive to the needs of practitioners.…”

Section: Understanding the Research-to-practice Gap In Hsosmentioning

confidence: 99%

“…This article describes how HSO research can be linked more robustly to management practice to build research capacity and use. Research suggests that HSOs where social workers generally practice lack access to or underuse different types of research, including the generic use of evidence regarding practice (Dill & Shera, 2015), the use of agency outcome data for impact evaluation and performance improvement (Kroll, 2015), and the use of research evidence in managerial decision making (Palinkas, Saldana, Chou, & Chamberlain, 2017). Other studies have found that few HSOs in prominent social work fields of practice -such as child welfare, mental health, and substance abuse treatment, including the allied health professions-use evidence-based practices despite growing demands to do so (Chuang, Collins-Camargo, & McBeath, 2017;Guerrero, He, Kim, & Aarons, 2014).…”

mentioning

confidence: 99%

“…This research capacity-building topic is significant, considering the current tensions experienced by social workers and applied professionals working in HSO settings. These managerial tensions include (a) increased pressures to use research evidence and other information to advocate for service programs while demonstrating service effectiveness (Almog-Bar & Schmid, 2014;Meyer, Cohen-Callow, Hopkins, & Victorson, 2017;Mosley & Gibson, 2017); (b) challenges to implementing and sustaining evidence-based practices and best or promising practices (Aarons, Hurlburt, & Horwitz, 2011;Palinkas et al, 2017); (c) little training and resources for evidence-informed management practice (Dill & Shera, 2015;Graff, McBeath, & Austin, 2017); and (d) limited institutional resources for macro-practice education and agency-based research in schools of social work (McBeath, 2016).…”

mentioning

confidence: 99%

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Building Knowledge to Support Human Service Organizational and Management Practice: An Agenda to Address the Research-to-Practice Gap

McBeath¹,

Mosley²,

Hopkins³

et al. 2019

Social Work Research

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Leaders of human service organizations (HSOs) face significant pressures from policymakers and funders to justify practices and ensure successful outcomes, an issue that has implications for social work practitioners and evidence-informed management practice. Although empirical research has advanced understanding of the factors that improve human service effectiveness and organizational improvement, considerable research-to-practice gaps exist and the use and translation of knowledge into regular management practice remain limited. This article concerns how social work research can link human service organizational and management research to practice more robustly. Authors describe challenges that affect the ability of managers in HSOs to use research to inform practice. The analysis of these challenges supports a research capacity-building agenda focusing on (a) the identification and application of new methods of organization and management science, (b) the fostering of closer connections between researchers and practitioners, and (c) the provision of institutional and organizational resources for applied human services research. This macro-level agenda is designed to enhance practice-based research among schools of social work and leading HSOs, and also strengthen researcher-practitioner linkages, with the goal of promoting the advancement and utilization of research evidence in HSOs.

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Making it ‘APP’en: service user feedback: developing and implementing a service user APP: reflections from Northern Ireland, England and Scotland

Westwood

Dill

Campbell

et al. 2017

Social Work Education

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Empowering Human Services Organizations to Embrace Evidence-Informed Practice: International Best Practices

Cited by 9 publications

References 12 publications

Supporting Evidence-Informed Practice in Human Service Organizations: An Exploratory Study of Link Officers

Supporting Evidence-Informed Practice in Human Service Organizations: An Exploratory Study of Link Officers

Building Knowledge to Support Human Service Organizational and Management Practice: An Agenda to Address the Research-to-Practice Gap

Making it ‘APP’en: service user feedback: developing and implementing a service user APP: reflections from Northern Ireland, England and Scotland

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