CPM Implementation Plan Template

Contact Information
County: Date:
Contact Person:
Email: Phone:

Step #1 – Who’s on Our Planning Team?

List the members of your CPM Implementation Planning Team below.

Refer to p. 8-9 of the CPM Implementation Planning Guide for factors to consider in establishing and
supporting your Team.

Step #2a – Set the Plan Boundaries: Where Do We Start?

Refer to the 3 to 5 “Priorities for Local Planning” your team identified in Section E of the Scoring and
Analysis segment of your county’s completed CPM Implementation Snapshot. Consider with your
Planning Team any strategic reasons to address certain priorities before others. Refine the set of
priorities on which to focus your planning efforts accordingly and enter the result into the chart below:

Priorities for Local Planning

1.
Organization &
2.
Leadership
3.

1.
Workforce
2.
Development
3.

Using Data for 1.

Understanding & 2.
Improvement 3.

Strengthening 1.
Partnerships for 2.
System Change 3.

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Step #2b – Set the Plan Boundaries: What’s Our Planning Horizon?
Identify the span of time your county has determined is reasonable for carrying out its CPM
Implementation Plan. This planning horizon begins with the target start date for action being taken on
any of the Plan priorities and ends when sufficient progress has been made to reassess circumstances
and revise the Plan. A typical planning horizon is 12 to 18 months. Think about your fiscal cycle and other
considerations in choosing an appropriate planning period for your county. Enter the target dates below:

CPM Implementation Planning Horizon

Target Start Date Target Date for Reassessment

Step #3 – Define Success: What Changes Do We Want to See in Our County?

Articulating what success looks like helps your county strategically target its CPM implementation efforts
toward specific objectives.

a) Engage Your Planning Team in Defining Success

In collaboration with your planning team, consider all the priorities identified in Step 2a and ask
yourselves, “What changes are we hoping to see by the end of our planning horizon if these priorities
are addressed?”

b) Select Relevant Implementation Objectives

 Mark an “X” next to the implementation objective statement listed in the table below that
correspond to the priorities identified in Step #2a.
 If your county has developed its own implementation objective in any of the 4 areas, check the
“Other” box and type the statement into the table. Additional “Other” items can be included by
copying and pasting the “Other” checkbox to the end of the list.

Planning Tip
Consider the following suggestions to promote thinking strategically as you establish objectives for
your implementation plan:
 Prioritize objectives to be accomplished early in implementation so other activities can build
on them (e.g., training staff in CPM happens early so coaching and other supports can
follow)
 Prioritize objectives that bring greater targeted support to CPM implementation and practice
(more bang for your CPM buck) (e.g., CPM coaching and meaningfully involving partners in
CPM are particularly helpful in strengthening CPM momentum and accountability for
outcomes)

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Linking Priorities to Progress

IMPLEMENTATION OBJECTIVES [achievable during planning horizon]

ORB 1. For each level and program in CWS, planned meetings and forums provide opportunities for
staff to develop clarity about and participate in local CPM implementation and practice
ORB 2. A clear, visible leadership team structure for CPM meets regularly to guide CPM planning,
communication, problem-solving and sustainability
ORB 3. A clear implementation teaming structure supports day-to-day coordination and management
Organization & Leadership

of CPM implementation and evaluation

ORB 4. Feedback about what’s working and not working in CPM implementation and practice is
regularly sought out and received from all levels of staff and partners
ORB 5. Designated team(s) are periodically reviewing CPM implementation data and using it for
decision-making and improvement
ORB 6. Staff, partners and/or implementation team(s) engage in ongoing periodic assessments of
key aspects of local CPM readiness, implementation, capacity and support
ORB 7. Leadership communicates frequently with staff about CPM data, successes, challenges, and
next steps in supporting CPM practice, implementation and evaluation
ORB 8. Leadership and implementation teams communicate regularly to address issues for
strengthening CPM practice and implementation
Other: (describe here)

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IMPLEMENTATION OBJECTIVES [achievable during planning horizon]

WD 1. Executive leaders, managers and supervisors have received training in the specific knowledge
and skills required for applying the CPM Leadership Behaviors
WD 2. Executive leaders, managers and supervisors are receiving ongoing coaching to build skill in
using CPM Leadership Behaviors
WD 3. Workers and Supervisors have received training in the knowledge and skills required for
applying the CPM Practice Behaviors as part of an integrated local practice which aligns CPM
Workforce Development

and other local initiatives

WD 4. Supervisors and Managers have received training and skill-building opportunities in supervision
coaching of their staff
WD 5. Workers and Supervisors are receiving ongoing coaching in CPM practices/behaviors
WD 6. Staff recruitment processes incorporate CPM values and principles and provide realistic
information about the position
WD 7. Interview and selection processes use questions and behavioral rehearsals related to CPM
values and skills and assess “coachability”
WD 8. The CPM competencies needed at each level of the agency are identified and incorporated into
recruitment, selection and performance review processes
Other: (describe here)

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IMPLEMENTATION OBJECTIVES [achievable during planning horizon]

QOSI 1. The agency is using relevant data to monitor progress in achieving local CPM
implementation plan objectives
QOSI 2. The agency has a process in place for assessing fidelity to the CPM practice and
leadership behaviors
Using Data for Understanding & Improvement

QOSI 3. The agency is systematically collecting CPM fidelity assessment data

QOSI 4. The agency is making decisions about local implementation and practice based on
periodic review of CPM implementation and fidelity data
QOSI 5. The agency has co-created a CPM logic model or “Blueprint for Change” with key
staff and partners
QOSI 6. The agency has developed a CPM Data Plan and is building capacity to collect data
for all outputs and short-term outcomes in the local CPM logic model or Blueprint
QOSI 7. The agency is systematically collecting data for all outputs and outcomes in our logic
model or Blueprint
QOSI 8. The agency periodically reviews CPM logic model or Blueprint data reports and uses
the information to strengthen CPM implementation & fidelity and refine strategies for
achieving short-term outcomes
QOSI 9. CPM data reports are periodically shared with agency staff to strengthen teamwork
and shared accountability
QOSI 10. The agency has integrated its CPM logic model and Data Plan into County Self-
Assessment, CQI, strategic planning and/or SIP processes
Other: (describe here)

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IMPLEMENTATION OBJECTIVES [achievable during planning horizon]

ERP 1. The agency is actively collaborating with current and new partners important to CPM success
ERP 2. There is shared agreement between CWS and partners regarding the purpose of the
partnership, information-sharing, managing conflict and accountability for results
Strengthening Partnerships for System Change

ERP 3. Planned meetings and forums provide opportunities for partners to understand and become
involved in CPM implementation
ERP 4. The agency is engaging partners in ongoing review of CPM data for co-creation, problem-
solving and improvement
ERP 5. The agency and its partners have jointly assessed system barriers to CPM implementation
and co-created action steps to address these obstacles
ERP 6. Working with partners, accessible pathways to cultural/community services and
supports for families have been developed and communicated to staff
ERP 7. Partners have meaningful roles in training, coaching and supporting CPM practice
and implementation within the agency (e.g. input into curriculum design, share
cultural/community perspective during training or coaching)
ERP 8. Partner contracts, agreements, and MOU’s include CPM values, expectations, and
partner roles in practice-level teaming
ERP 9. Protocols for timely communication and feedback loops with partners are established
and in use
ERP 10. The agency and its partners have co-created and are implementing strategies to
meet the specific needs of caregivers and increase caregiver support
Other: (describe here)

Step #4 – Document the Pathway to Action: How Do We Get There?

a) Customize Your Plan – Build the structure of your Plan as follows:
 Copy the blank CPM Implementation Planning Priority Table below.
 Paste the copied Table below this one until you have one Table for each Priority listed in
Step #2a above.
For example, if you have 4 Priorities listed in Step #2a, then copy the blank Priority Table and
paste it 3 times below the original Table.

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CPM Implementation Planning Priority Table

CPM Implementation
Planning Priority:
A
Copy from Step #2a
(one per table)

Implementation
B Objective(s):
What will be happening if
this priority is addressed?

Tools & Resources:

What can we use from the
C
CPM Toolkit to build our
capacity for this priority?

Responsible Target Due

D What are the Action Steps to be taken? List below
Leader or Team Date
1.

2.

3.

4.

5.

6.

↓ PASTE ADDITIONAL PRIORITY TABLE(S) HERE ↓

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b) Develop Your Plan Content – For each table within your Plan structure (one for each Planning
Priority) complete the contents of the table using the instructions outlined below:
A) CPM Implementation Planning Priority – Select one of the Planning Priorities from the list of
Priorities in Step #2a and enter it into Row A of the table.
B) Implementation Objective(s) – Refer to the short-term outcomes selected in Step #3b and
consider which one(s) you would expect to see happening if the Planning Priority in Row A is
addressed. Translate this information into Row B of the table in either of the following
ways:
 Copy and paste the appropriate short-term outcome(s) into Row B of the table.
or
 Develop a consolidated statement that reflects how you will know when this Planning
Priority has been addressed. What changes will you see? What will be different than
now?
C) Tools & Resources – Name any tools or resources to be utilized from the CPM
Implementation Toolkit to build your county’s capacity for addressing this Planning Priority
in Row C. Access the Toolkit on the CalSWEC website. [hyperlink]
D) Plan Details – Document the specific action steps necessary to address this Planning
Priority. For each step, identify the person or team responsible for carrying it out by the
targeted date of completion.

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