InPractice: Lessons for and from Practitioners

Here are MDRC’s Top Five Tips for social service and educational programs adapting to the COVID-19 pandemic. They focus on ensuring staff members’ and participants’ personal safety so that agencies can continue providing high-quality services and support while working remotely. They also include guidance on protecting participant confidentiality.

Bridgette Gray, chief impact officer at the sector-based training and career advancement program Per Scholas, shares tips for retooling in the face of the coronavirus pandemic. The organization successfully transitioned 521 students and 200 staff members to a virtual training environment over a single, remarkable week in March 2020.

Building connections among staff members can feel especially challenging in a time when remote work and video conference calls make up most of our working day. Icebreaker activities are fun, useful tools that managers, supervisors, training facilitators, and coaches can use to enliven meetings and strengthen team and group bonds.

The COVID-19 pandemic has made written communication even more important. The checklist in this post incorporates principles of behavioral science to help organizations assess their current communications and get their point across more effectively.

Programs across the country must adjust to working remotely while serving clients in the context of COVID-19, and it’s a challenge — especially if your work typically depends on in-person contact. Here are some tips to help run remote group meetings with staff, stakeholders, and participants in this uncertain, unsettling time.

One-time training rarely results in long-term shifts in working practices, but remote learning communities can help reinforce new lessons and promote lasting change. In this post, we explore how two MDRC programs use online, video conferencing and telephone connections to help participants across the country further their professional growth.

MDRC launched the In Practice blog in April 2019, to reflect lessons learned from program managers and staff in various partnerships. Posts in 2020 include Designing Programs Around Real People’s Real Needs, How to Use Data to Improve Programs, Making Evidence-Based Practices a Priority, and Improving Programs by Improving Training.

Diverse, complex training needs in many programs makes staff training an ongoing challenge. Managers may be responsible for orienting new staff, implementing new proce­dures, or facilitating steps toward long-term improvement, and one-time training is often inadequate. MDRC works with programs to establish a “Learn-Do-Reflect” model of collaboration, explored in this post.

Behavioral science theory tells us that all program environments have cues that influence decision-making and behavior – nudges – that affect a person’s behavior and can affect participation, retention and efficiency. The November 2019 In Practice blog post explores real-life examples of nudges that improved program results.

Physical settings influence behavior, as a group of social service agency managers and staff learned during an exercise in laying out an imaginary high school cafeteria to drive profits, promote healthy food, or maximize efficiency. The October 2019 In Practice blog post shows how physical “nudges” can yield better results.