| Demand for quality service provision in the human services industry requires that private nonprofit organizations have the administrative and management capacities to ensure successful implementation and sustain staff development programs. Unfamiliarity with implementation challenges, and limited awareness of implementation strategies, can trigger negative program outcomes and derail otherwise successful training programs. This research evaluates the life cycle of a previously implemented staff development program to determine if components were adopted, modified, subject to barriers, and sustained. The sample consisted of supervisors and direct support staff drawn from a private nonprofit organization that supports adults with intellectual and developmental disabilities in day habilitation and residential settings. A sequential mixed-method design was used to investigate implementation by addressing five research objectives. Although statistical analysis showed strong early implementation of the original program, modifications and barriers became apparent as implementation progressed. Statistical analysis supported current research that describes the characteristics, barriers, and strategies related to implementation factors. Qualitative findings identified specific themes prevalent in the process and contextual aspects of the organization that impacted program implementation including program complexity, inconsistent practices between departments and between agencies within the organization, elimination of a formal supervisory development process, and limited awareness of the explicit purpose and structure of the training process. Indicators of sustainability were prevalent in the way training permeated the scope of the organization and existed as 'common practice'. Quantitative and qualitative findings were linked during data collection and analysis: qualitative findings were used to expand upon quantitative interpretations and conclusions to ensure a detailed perspective of the implementation process. There were consistent findings between the two research strands about themes, factors, and characteristics of program implementation that substantiated claims to adoption, modification, and sustainability relative to the success of and barriers to implementation. Findings prevalent in this research demonstrate that program implementation is challenging given the contextual processes that existed in the organization during program implementation. Other findings suggest that despite the organization's perception of implementation, a redefined training philosophy does eventually establish itself within the culture of the organization. Implications for ongoing evaluative processes are provided including insight into future research. |
