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Article
Using a Theory Change to Drive Human Resource Development for Wraparound
Journal of Child and Family Studies (2011)
  • Janet S. Walker, Portland State University
  • Marlene Matarese
Abstract
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.
Keywords
  • Social workers -- United States -- Case studies,
  • Social work research
Disciplines
Publication Date
December, 2011
Publisher Statement
Copyright (2011) Spinger
Citation Information
Janet S. Walker and Marlene Matarese. "Using a Theory Change to Drive Human Resource Development for Wraparound" Journal of Child and Family Studies Vol. 20 Iss. 6 (2011)
Available at: http://works.bepress.com/janet_walker1/117/