Appendix A.

Organizational readiness for change (TCU-ORC) staff (TCU-ORC-S) and treatment director versions (TCU-ORC-D).^a

Category and associated sub-scales	Variable description (TCU-ORC-S and TCU-ORC-D)
Motivation for change
Program needs (additional guidance needed in . . .)	• Assessing client needs. • Matching needs – services. • Increasing client program participation. • Measuring client performance. • Developing effective group sessions. • Raising quality of counseling. • Using client assessments to guide clinical and program decisions. • Using client assessments to document program effectiveness.	• Documenting service needs of clients for treatment placements. • Tracking/evaluating client performance over time. • Obtaining information to document program effectiveness. • Automating client records Evaluating staff/org. performance • Selecting new treatment interventions for which staff need training. • Improving recording/retrieval of financial information. • Generating timely “management” reports.
Training needs (need more training in . . .)	• Assessing client problems and needs. • Increasing client participation in treatment. • Monitoring client progress. • Improving rapport with clients. • Improving client thinking and problem solving skills. • Improving behavioral management of clients. • Improving cognitive focus of clients during group counseling. • Using computerized client assessments.
Pressures for change (pressure comes from . . .)	• Clients in the program. • Program staff members. • Program supervisors or managers. • Agency board members. • Community action groups. • Funding and oversight agencies. • Accreditation or licensing authorities.
Resources
Offices	• Your offices and equipment are adequate. • (Facilities) adequate for conducting group counseling. • Offices allow the privacy for individual counseling. • Program provides a comfortable waiting area for clients.
Staffing	Enough counselors to meet client needs. • A larger support staff is needed to help meet program needs. • Frequent staff turnover is a problem for this program. • Counselors here are able to spend enough time with clients. • Support staff here have the skills they need to do their jobs. • Clinical staff here are well-trained.
Training	• Staff training and continuing education are priorities at this program. • You learned new skills/techniques at a professional conference in the past year. • The budget allows staff to attend professional conferences each year. • This program holds regular inservice training.
Equipment	• Client assessments here are usually conducted using a computer. • Computer problems are usually repaired promptly at this program. • Most client records here are computerized. • You have a personal computer to use. Computer equipment is mostly old and outdated. • Staff here feel comfortable using computers. • More computers are needed in this program for staff to use.
Internet	• You used the internet (World Wide Web) to communicate with other treatment professionals in the past month. • You have easy access for using the internet at work. • You used the internet (World Wide Web) to access drug treatment information in the past month. • You have convenient access to e-mail at work.
Staff attributes
Growth	• This program encourages and supports professional growth. • You read about new techniques and treatment information each month. • You have enough opportunities to keep your (counseling/management) skills up-to-date. • You regularly read professional journal articles or books on drug abuse treatment. • You do a good job of regularly updating and improving your skills.
Efficacy	• You have the skills:     ○ Needed to conduct effective group counseling.     ○ To conduct effective staff meetings. • You consistently plan ahead and carry out your plans. • You usually accomplish whatever you set your mind on. • You are effective and confident in doing your job. • You:     ○ Have the skills needed to conduct effective individual counseling.     ○ Are highly effective in working with community leaders and Board members.
Influence	• You frequently share your knowledge of new counseling ideas with other staff. • Staff generally regard you as a valuable source of information. • Other staff often ask your advice about program procedures. • Other staff often ask for your opinions about counseling and treatment issues. • You often influence the decisions of other staff here. • You are viewed as a leader by other staff here.	• You frequently discuss new counseling ideas with staff. • Staff generally regard you as a valuable source of information. • Staff readily implement your ideas for changing program procedures. • Staff seek your opinions about counseling and treatment issues. • Your staff readily follows your leadership. • You are viewed as a strong leader by the staff here.
Adaptability	• You are willing to try new ideas even if some staff members are reluctant. • Learning and using new procedures are easy for you. • You are sometimes too cautious or slow to make changes. • You are able to adapt quickly when you have to shift focus.
Organizational climate
Mission	• Some staff get confused about the main goals for this program. • Program staff understand how this program fits as part of the treatment system in your community. • Your duties are clearly related to the goals of this program. • This program operates with clear goals and objectives. • Management here has a clear plan for this program.
Cohesion	• Staff here all get along very well. • There is too much friction among staff members. • The staff here always work together as a team. • Staff here are always quick to help one another when needed. • Mutual trust and cooperation among staff in this program are strong. • Some staff here do not do their fair share of work.
Autonomy	• Treatment planning decisions for clients here often have to be revised by a counselor supervisor. • Trust: ○ You fully trust the professional judgment of staff who work with clients here.     ○ Management here fully trust the professional judgment. • (Counselors) here are given broad authority in treating their own clients. • Counselors here often try out different techniques to improve their effectiveness. • Staff members think (they have/are given) too many rules here.
Communication	• You always listen to ideas and suggestions from staff. • The formal and informal communication channels here work very well. • Program staff are always kept well informed. • More open discussions about program issues are needed here. • Staff members always feel free to ask questions and express concerns in this program
Stress	• You are under too many pressures to do your job effectively. • Staff members often show signs of stress and strain. • The heavy workload here reduces program effectiveness. • Staff (frustrations is/are) common here.
Change	• Novel treatment ideas by staff are discouraged. • (You can/It is easy to) change procedures here (quickly) to meet new conditions. • You frequently hear good staff ideas for improving treatment. • The general attitude here is to use new and changing technology. • You encourage counselors/are encouraged here to try new and different techniques.
Training exposure and utilization (staff only)
Training satisfaction	• You were satisfied with the training offered at workshops available to you last year. • You were satisfied with the training opportunities available to you last year.
Training exposure	• In the last year, how often did you attend training workshops held within 50 miles of your agency? • In the last year, how often did you attend training workshops held more than 50 miles from your agency? • How many workshops do you expect to attend in the next 12 months? • In the last year, how many times did outside trainers come to your agency to give workshops? • In the last year, how many times did your agency offer special, in-house training?
Training utilization (individual level)	• When you attend workshops, how often do you try out the new interventions or techniques learned? • Are your clients interested or responsive to new ideas or counseling materials when you try them? • In recent years, how often have you adopted (for regular use) new counseling interventions or techniques from a workshop? • When you have adopted new ideas into your counseling, how often have you encouraged other staff to try using them?
Training utilization (program level)	• How often do new interventions or techniques that the staff from your program learn at workshops get adopted for general use? • How often do new ideas learned from workshops get discussed or presented at your staff meetings? • How often does the management at your program recommend or support new ideas or techniques for use by all counselors?

^aThis summary has been created by the authors of this article (Lundgren, Krull, Zerden, and McCarthy). This summary was not created by the creators of the TCU-ORC scales (Lehman et al., 2002).