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Systems Building

Category

Family Support, System Building

Child's Age

Prenatal, 0-1 years, 1-2 years, 2-3 years, 3-4 years, 4-5 years

Participant

Parents/Guardian, ECE Owner/Operator, ECE Teachers, Human Service Professionals, Medical Professionals

Languages

English

Brief Description

Systems building refers to a process in which collaborative groups understand and take actions to shift interacting system root causes (e.g., mindsets, goals, decision-making, policies, connections, etc.) in ways that bring about improved outcomes and reduced disparities for children and families. The particular system root causes affecting a given set of child and family outcomes differ from place to place and require systems building/change strategies to be customized to fit the local context.

Expected Impact

  • Shifts in dynamic system root causes work together to build the supportive ecosystem to improve outcomes for children and families relevant to identified community needs. 

Core Components for Model Fidelity

Collaborative groups engage individuals representing relevant diverse perspectives - including families who are experiencing disparities related to targeted outcomes – in an iterative cycle that includes the following three steps:  

Languages Materials are Available in

English

Delivery Mode

Varies based on goals of the systems building/change efforts. For example, meetings and services can occur virtually or in person and may include group meetings, training sessions, and other delivery modes. 

Dosage

Community level change requires systems building/change strategies that reach saturation in key settings, sectors, and systems to affect long lasting community wide change. This will vary across communities. 

Infrastructure for Implementation

Local Partnerships or their grantees must have the collaborative capacity often measured by the Wilder Collaboration Factors Inventory or C3 Survey to fully engage in all of the steps in the systems building/change iterative cycle. 

Staffing Requirements

The staffing requirement and FTEs for a given systems building/change initiative will depend on the character and intensity of that initiative. In general, staff is needed to take on a variety of strategic convening roles to help the collaborative group operate and pursue its systems change goals. These roles are related to facilitation, coordination, management of data collection and analysis, administration (e.g., record keeping, meeting logistics), internal and external communication, and securing resources and expertise to support implementation and sustainability. Research suggests collaborative capacity is increased when staff collectively have competencies in: systems thinking; meeting facilitation; community engagement; planning; communication; organizational and financial management; data management; diplomacy and negotiations; highly developed level of emotional intelligence; conflict management; equity, diversity, and inclusion; and change management.

NCPC strongly recommends staff receive training in the Standards of Quality for Family Support and Strengthening. Contact Positive Childhood Alliance North Carolina (PCANC) or National Family Support Network (NFSN) for more information, training, and certification.

Training for Model Fidelity

The 2024 NCPC Summer Institute for Systems Change online sessions and associated materials serve as a starting place for exploring this work. For more information, view the recorded sessions and corresponding workbooks on Local Partnership Central. Recorded sessions and workbooks can also be found on Resilient NC. 

LP are encouraged to work with their assigned NCPC Program Officer for coaching, resources, and support as you begin and move through this process, especially when adding a new Systems Building activity.

Contact Information

https://www.weavingchange.net/home

Erin Watson, Ph. D.: Owner & Principal Associate of Weaving Change; erinwatson@weavingchange.net

Cost Estimates

The cost of an initiative depends on the characteristics of the particular systems building/change initiative.

If you would like to seek professional development or consultation on your Systems building initiative, please reach out to Dr. Erin Watson at Weaving Change for a personalized quote.

Purpose Service Code (PSC)

5517 – Community Systems Building and Public Awareness  

Program Identifier (PID)

Systems Building

Minimal Outputs for NCPC Reporting

FY 24-25:

  • Number of cross sector coalitions LP hosts or actively participates in supporting ECE in Childcare
  • Number of cross sector coalitions LP hosts or actively participates in supporting Family Support
  • Number of cross sector coalitions LP hosts or actively participates in supporting Literacy
  • Number of cross sector coalitions LP hosts or actively participates in supporting Health
  • Number of cross sector coalitions LP hosts or actively participates in supporting Community Resilience
  • Number of meetings the local partnership convened with outside organizations related to a cross sector coalition to address one or more EC Profile indicators
  • Number of meetings led by other organizations where local partnership raised issue about one or more EC Profile indicators

Note: NCPC is reviewing Systems Building and possible data collection recommendations based on the Able Change Framework.

Minimal Outcomes for NCPC Reporting

FY 24-25:

  • Increase in coordination of early childhood system

Minimal Measures for NCPC Reporting

FY 24-25:

  • Wilder Collaboration Factors Inventory 

NCPC Evidence Categorization

Evidence Informed – 3 publications on best practices in systems change efforts, 1 of which includes a case study.

Research Summary

Three of the most recent publications on best practices in systems building and systems change efforts include a description of the ABLe Change Framework and an associated case study,1 a chapter in APA Handbook of Community Psychology: Methods for Community Research and Action for Diverse Groups and Issues which reviews the ABLe Change Framework's six simple rules for community change,2 and an article describing systems change focused on disrupting systems that exacerbate racial inequities.3 Together, these three publications provide information on the best practices of systems change efforts, examples of disparities caused by systems that need change, and how to apply the best practices to systems change efforts. These efforts rely upon the community’s readiness for change, their capacity to undertake change efforts, the ability to diffuse and use information and practices developed through systems change efforts, and the sustainability of the efforts. It is crucial to establish both long term goals and celebrate small wins, especially those that could serve as tipping points that trigger greater change and give the systems change effort a sense of purpose and momentum. Systems change efforts also require the establishment of strategic action learning teams who represent diverse perspectives and collaborate on the identification of obstacles and solutions to enact change. The pursuit of social justice is also fundamental to any systems change effort, as the systems that reinforce systemic racism are often the same systems requiring dramatic changes to better serve disadvantaged and marginalized communities.

  1. ^ See Foster-Fishman & Watson (2011). This paper shares findings from a case study of the "Above and Below the Line" (ABLe) Change Framework applied to a System of Care effort in Saginaw County, Michigan. Saginaw County includes rural, urban, and suburban areas with a majority Caucasian population (72%). Children and families in Saginaw County face disadvantages such as high rates of poverty, unemployment, and community violence. Community and organizational leaders were committed to improving services but faced strained relationships, poor coordination and collaboration, and severe resource cuts. Families and children struggled to receive the services and supports they needed due to barriers to accessibility. The ABLe Change Framework was implemented to address these concerns and work toward systems change. The ABLe Change Framework refers to "Above the Line" efforts to embed systems change concepts into the community initiative's theory of change in conjunction with "Below the Line" implementation processes to ensure that systems change efforts accomplish the goals they were designed to achieve. The ABLe Change Framework centers around four core processes: readiness, capacity, diffusion, and sustainability, all of which are approached with three change strategies: strategic action learning teams, small wins, and simple rules. To implement the ABLe Change Framework, diverse stakeholders in Saginaw County were identified, including the intended audience (families and youth), community leaders, public and private organizations, and other community members. The stakeholders then addressed six system characteristics to identify challenges and envision the ideal state for the community, including system components, system connections, system power dynamics, system regulations, system norms, and system interdependencies. The four core processes were implemented as continuous, dynamic processes addressed throughout the systems change effort. The stakeholders also addressed the three change strategies to stimulate Above and Below the Line change tailored to the unique needs of the community. The authors provide detailed examples of different strategic action learning teams and advisory boards and the conversations they tackled together to promote learning across teams of stakeholders. The authors also worked with the stakeholders to develop four simple rules to respond to the needs of the system as the change strategies were implemented. The four simple rules included: put the pieces together; spread the word; keep the fire alive; and challenge the status quo. Outcomes in Saginaw County were tracked via meeting minutes documenting suggested and initiated actions. Results of the System of Care effort supported by the ABLe Change Framework included identification and initiation of 81 action items in the first six months. Agencies reported improved coordination of services, improved relationships across agencies, increased feelings of trust (i. e., believing the group is "in this together"), and increased understanding of others' perspectives. Most notably, Saginaw County was one of nine communities awarded a 9-million-dollar Federal System of Care grant through SAMHSA, with this success supported by the well-developed infrastructure and leadership achieved through the System of Care effort.
  2. ^ See Foster-Fishman & Watson (2017). This chapter in the APA Handbook of Community Psychology: Methods for Community Research and Action for Diverse Groups and Issues reviews the ABLe Change Framework's six simple rules for community change and systems building as well as the essential practices needed to practice the simple rules. The six simple rules are used to "understand, design, and pursue effective systems change efforts" (256). The rules are engage diverse perspectives; think systemically; incubate change; implement change effectively; adapt quickly; and pursue social justice. To engage diverse perspectives, it is necessary for individuals to draw system boundaries that include diverse perspectives. For example, projects that are intended to improve outcomes for marginalized individuals but do not include them during the design, implementation, and learning stages reinforce existing inequities and neglects the insight and knowledge of marginalized individuals. Systems change efforts must engage stakeholders who represent the diverse communities being served, which may include social, economic, political, ethnic, gender, and geographic diversities. The second simple rule, thinking systemically, requires understanding the parts of a system and how they interact to influence the outcome of concern. System parts include mindsets, program components, connections, regulations, resources, and power. To aid in identifying system structures and their interactions, a system scan can be conducted. This involves an analysis of the gaps between the current state of system interactions and the desired state required to achieve the goals of the systems change effort. System scans should be carried out regularly to monitor the system's reactions to change efforts and adapt as needed. Furthermore, to incubate change, systems change efforts need to identify and leverage tipping points in the system where small shifts can lead to big changes throughout the system. This often requires promoting small wins, while still setting long term goals, to give the systems change effort a sense of purpose, momentum, and success. Incubating change also involves creating conditions that are needed to enact change. For example, optimal implementation of systems change efforts requires that the community be ready for change; have the capacity needed to enact systems-level change; be able to intentionally promote the diffusion, adoption, and use of change efforts; and identify any system misalignments that could impede systems change efforts. The fifth simple rule is to adapt quickly as problems and obstacles will inevitably arise. This can be addressed by implementing continuous feedback loops and rapid feedback and learning cycles to collect, evaluate, and utilize information to improve systems change efforts. The authors indicate that systemic action learning networks are necessary as they allow participants to access continuous feedback and use this new information to inform their actions. Systemic action learning networks also legitimize the perspectives of stakeholders providing them with spaces to engage in open dialogue and collaborate on responses to address the identified changes. Finally, the sixth simple rule of effective systems change efforts is to pursue social justice. To do so, systems change actors must align the systems with social justice goals, recognizing that many systems designed to serve and support marginalized individuals often exacerbate the disadvantages and inequities that exist. Thoughtful inquiry and examination of local outcomes disaggregated by race, geography, and income allow for identification of inequities in the community. This information can then be used to identify root causes and begin brainstorming changes that address these concerns.
  3. ^ See Watson & Collins (2022). This paper details an approach to systems change that specifically focuses on disrupting racial inequities with detailed examples pertaining to the early care and education (ECE) setting. Given that systemic racism is, by definition, focused on the systems that perpetuate and exacerbate racial inequities, it is crucial to apply systems thinking practices and systems change frameworks to efforts to address racial disparities. The overarching characteristics of systems include mindsets, goals, decision-making, regulations, connections, resources, components, socio-cultural artifacts, reinforcing feedback loops, and balancing feedback loops. The authors define mindsets as "the collectively held beliefs, values, ideologies, and attitudes" that shape the way individuals view the world (277). The goals of a system include the explicit or implicit outcomes and purpose of a system. Regulations in systems include both the formal and informal policies, procedures, laws, and norms that incentivize certain behaviors. Connections are the informal and formal relationships between individuals, organizations, and systems through which information and resources flow. Resources in systems include human, financial, and natural/built environment capital that enable the system to enact its purpose. Components are the character, location, quality, and variety of programs, services, and opportunities within a system. Socio-cultural artifacts include the documents, images, movies, music, books, public monuments, art, and other information embedded throughout the system. Reinforcing feedback loops occur when system characteristics interact to exacerbate system behavior, creating a virtuous cycle that explains why "the rich get richer, and the poor get poorer" (280). Balancing feedback loops symbolize the interactions of system parts that work to reduce the effects of reinforcing feedback loops. To apply this typology to systems change efforts, the authors recommend engaging people who represent diverse perspectives, including those who will be directly impacted by system changes. Causal loop diagramming can assist in mapping out interactions between system characteristics, especially those that can increase or decrease over time. Importantly, mindsets underly all systems and an intervention to alter mindsets must be initiated for systems change efforts to have the greatest impact and success. The authors note that racist systems are particularly resistant to change because disruption of these systems triggers pushback from individuals privileged by the system. It is necessary to promote a sense of convergence that changes to the system will both promote racial equity and avoid harm to the interests of those currently benefiting from the system.

Researched Population

  • Rural, urban, and suburban populations in Saginaw County, Michigan
  • Predominantly Caucasian populations in Saginaw County, Michigan
  • Families experiencing high rates of poverty, community violence, and unemployment

 Foster-Fishman, P. G., & Watson, E. R. (2011). The ABLe Change Framework: A Conceptual and Methodological Tool for Promoting Systems Change. American Journal of Community Psychology, 49(3-4) 503-516. https://doi.org/10.1007/s10464-011-9454-x

Foster-Fishman, P., & Watson, E. (2017). Understanding and Promoting Systems Change. In M. A. Bond, I. Serrano-Garcia, C. B. Keys, & M. Shinn. (Eds.), APA Handbook of Community Psychology: Methods for community research and action for diverse groups and issues (pp. 255-275). American Psychological Association. https://doi.org/10.1037/14954-015

Watson, E. R., & Collins, C. R. (2022). Putting the system in systemic racism: A systems thinking approach to advancing equity. American Journal of Community Psychology, 71(3-4), 274-286. https://doi.org/10.1002/ajcp.12628



Local Partnerships Currently Implementing

Local Partnerships in purple have adopted Systems Building. Local Partnership contact information can be found here.