Using a Theory of Change to Drive Human Resource Development for Wraparound
Using a Theory of Change to Drive Human Resource Development for Wraparound
复制标题
利用变革理论推动人力资源开发以实现整体式发展
DOI：
10.1007/s10826-011-9532-6
复制
发表时间：
2011
影响因子：
2.1
通讯作者：
Marlene Matarese
中科院分区：
文献类型：
--
作者：
Janet S. Walker;Marlene Matarese
Achieving coherence and integration across staff professional development activities is facilitated when training, coaching and staff evaluation are guided by a clearly articulated program theory or “theory of change” that describes how skillful practice promotes desired outcomes. We focus on a theory of change for wraparound, a widely implemented approach to providing community-based care for children with high levels of mental health and related needs. Training, coaching and staff evaluation efforts within wraparound programs have typically been linked only very loosely to theory. We argue that wraparound’s unique history allowed it to evolve with limited theoretical grounding, and we then describe a theory of change for wraparound, focusing on the major causal routes that are hypothesized to lead to outcomes. Finally, we provide an extended illustration of how the theory can provide the basis for a coherent and integrated approach to developing the skills and capacities of staff members playing key roles in wraparound implementation.
