700: foundations of leadership. the pennsylvania child welfare resource center agenda day one...

700: Foundations of Leadership

700: Foundations of LeadershipThe Pennsylvania Child Welfare Resource Center

Agenda

Day One

Welcome and Introductions

The Characteristics of Effective Leadership

Confidence in Leadership: A Perspective from Americans

Strengths Based Leadership

The Leader: Role Model of Social Work Values and Practice

The Open Systems Model

2


Agenda (continued)

Day Two

Applying the Organizational Effectiveness Framework: General Guidelines for Promoting Change

Opportunities for Change and Improvement

Applying the Organizational Effectiveness Framework: Using the Assessment Tools and Templates

Summary and Evaluations

3


Learning ObjectivesParticipants will be able to:

Identify the characteristics of effective leadership;

Apply a strengths based approach to a leadership role;

Apply the Organizational Effectiveness Framework;

Identify Social Work Values and Practice Skills in leading organizations; and

Apply the steps of DAPIM™.

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5


Managing and LeadingManagers Leaders

Managers typically obtain influence based on status and power

Leaders obtain influence based on follower choice

Managers set goals that accomplish a practical purpose and are generally quantifiable

Leaders set goals that inspire the commitment of others

Managers rely on rules and procedures

Leaders rely on people

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Managing and Leading (continued)Managers Leaders

Managers hold others accountable

Leaders hold themselves accountable

Managers focus on short-term results

Leaders focus on long-term results

Managers create order and stability

Leaders create “learning environments”

Managers work within organizational boundaries

Leaders cross organizational boundaries

7


What Americans Want Most from Their Leaders is…

Honesty and Integrity.

U.S. News & World Report &Center for Public Leadership, John F. Kennedy School of Government, Harvard University (October 2005)

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Communication

Ninety-three percent (93%) of those surveyed regard ability to communicate as being extremely (47%) or very (45%) important in being a good leader.


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• Leaders’ honesty, integrity, and ethics in their professional lives;

• Leaders’ honesty, integrity, and ethics in their personal lives;

• Leaders’ knowledge, skills, and abilities; and

• Leaders’ ability to inspire followers’ loyalty and enthusiasm.


Which Factor Below is the Most Important to You in Having Confidence in Your Leaders?


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44% of Americans thought that a leader’s honesty, integrity, and ethics in his/her professional life was the most important factor to inspire confidence in a leader

vs:26% who cite honesty, integrity and ethics in a leader’s personal life as most important.


Factors Influencing Confidence in Leaders


Americans Feel the Country Would Be Better Off with More Women in Leadership…

64% percent of respondents agreed to the following statement: The country would be better off if there were more women in leadership positions (36% disagreed).


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Men and Women Tend to Think Differently on the Issue

• While both genders see more female leadership as a positive, men feel this way more than women.

• Men believe the country will be better off with more women as leaders by a 69% to 31% margin, while women believe this to be the case by a 61% to 39% margin.


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Why Do People Follow the Leader?

The leader provides for four basic needs:

• Trust

• Compassion

• Stability

• Hope

(Rath and Conchie, 2009)

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How Can I Better Meet My Followers’ Needs?A leader can meet their followers’ needs by deliberately using

• The strengths of others; and/or

• His/her own strengths to enhance skills they lack.

15


Others’ Strengths

• Who are the individuals in your agency that exhibit strengths that you lack?

• Might these individuals be untapped resources?

• Can you team with them utilize these individuals’ strengths?

• How would I do that?

16


Using My Strengths to Meet Others’ Needs

My Strengths

1.

2.

3.

4.

Staff’s Needs

• Trust

• Compassion

• Stability

• Hope

17


An Important Question

If your staff were here today and we asked them how you (the leaders)

expected them to engage their clients, what do you think they

would say?

18


The Parallel Process

• “…there are parallels between the dynamics of supervision and any other helping relationship. Therefore, the skills that are important in direct practices with clients or patients are also important to the supervisory relationship.” (Shulman, 2010).

• “It is …very clear that client issues cannot be resolved by helping systems that repeat the same problems” (Mehr, 1995).

• Our systems frequently recapitulate the very experiences that have proven to be so toxic for the people we are supposed to treat. (Bloom, 2006).

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The Parallel Process in Child Welfare

Administrators and Managers

Supervisors

Caseworkers

Children, Youth, and Families

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Vision, Mission, and Values

• Vision: a statement that describes how the future will look when an organization’s desires and aspirations are realized.

• Mission: a statement of what the agency does to help contribute to making the vision come true.

• Values: ethical ideals that drive the scope, shape, and approach to working with children, youth and families.

© 2011 American Public Human Services Association

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Organizations are systems when they structure their cooperative efforts to

achieve consistently high quality results.

YOUR JOB as managers and leaders is to see that it happens!

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Eight Essential Components

1. Strategy

2. Outcomes

3. Outputs

4. Performance Actions

5. Performance Capacities

6. Inputs

7. Internal Feedback

8. External Feedback

(American Public Human Services Association, 2011)

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Outcomes

• What results do you hope to achieve?

• The difference it makes in the lives of children, youth, and families.

25


Outputs

• Benchmarks or indicators intended to measure an outcome.

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Performance Actions

Policies, processes, services, tasks, meetings, communication plans, and the activities accomplished by individuals that ensure that the desired results are met.

27


Performance Capacity

An agency’s capacity to convert inputs (people, equipment, finances) into performance that results in the desired outputs and outcomes.


28


Performance Capacity (continued)

Some examples are:

• Workforce capacity- Combined knowledge, skills, and abilities

• Functional capacity- Use of training, fiscal, human resources, information technology, office management, quality assurance, and policy development

• Trust

29


Inputs

• Resources such as people, finances, equipment, supplies, attitudes, perspectives, and values needed to do the things that need done in order to get the results.

What is it that you need in order to do the activities that get the results?

30


Internal Feedback/Measures of Success

• Members of the organization assess progress against stated success measures

• This is a key role for unit supervisors and managers . . .

What is it that members of the organization should measure?

How do supervisors report their findings?

31


External Feedback/Measures of Success

Measuring progress against accountability measures established by the external community.

If you fail to set realistic expectations, the external community might form their own impression of what should be accomplished.

Who are the external stakeholders?

What are their expectations?

How will you be accountable?32


Your Job….

• Assess the presence and level of each component of the Open System

• Establish what needs to change in order for that component to operate at the optimal level

• Make the changes part of your strategic plan. 33


In Closing For Today And To Prepare For Day 2

• What is one problem you would like to solve in your agency that is a barrier to success?

34


Welcome to Day 2!

Application

35


Agenda

Day One

Welcome and Introductions

The Characteristics of Effective Leadership

Confidence in Leadership: A Perspective from Americans

Strengths Based Leadership

The Leader: Role Model of Social Work Values and Practice

The Open Systems Model

36


Agenda (continued)

Day Two

Applying the Organizational Effectiveness Framework: General Guidelines for Promoting Change

Opportunities for Change and Improvement

Applying the Organizational Effectiveness Framework: Using the Assessment Tools and Templates

Summary and Evaluations

37


Assessing Agency Climate

•What might be happening within the organization if you assess confusion among your staff, key stakeholders, and community?

38


If the Agency Climate is One of Confusion

Your change plan might be lacking a

clear Vision.

39



•What might be happening within the organization if you assess anxiety among your staff, key stakeholders, and community?

40


If the Agency Climate is One of Anxiety

Your change plan might be lacking

clarity on how new knowledge and Skills will be developed in

your staff .

41



•What might be happening within the organization if you assess slow or gradual change among your staff, key stakeholders, and community?

42


If the Agency Climate is One of Slow/Gradual Change

Your change plan might be lacking:

Incentives for the staff, stakeholders,

and community

43



•What might be happening within the organization if you assess frustration among your staff, key stakeholders, and community?

44


If The Agency Climate Is One Of Frustration

Your change plan might be

lacking clarity on how

resources will be obtained.

45



•What might be happening within the organization if you assess false starts among your staff, key stakeholders, and community?

46


If the Agency Experiences False Starts

Your change plan might be lacking a:

clear Action Plan.

47


Managing Complex Change

Lack of… Leads to…

Vision Confusion

Skill Anxiety

Incentives Gradual Change

Resources Frustration

Action Planning False Starts

48


The Goals of this Section

To expose leaders and managers to the tools used by the Administration of Children, Youth and Families to measure progress in child welfare.

To expose leaders and managers to Pennsylvania’s proposed model for continuous quality improvement.

To help you think about how to gather information and use it to inform planning within your organization.

49


An Opportunity for Improvement

The Child and Family Services Review (CFSR)

• Authorized through amendments to Social Security Act in 1994; further shaped by Adoptions and Safe Families Act of 1997

• Periodic reviews of state child welfare systems, to achieve 3 goals:• Ensure conformity with federal child welfare

requirements;• Determine what is actually happening to children and

families as they are engaged in child welfare services; and

• Assist states in helping children and families achieve positive outcomes.

(http://www.acf.hhs.gov/programs/cb/monitoring/child-family-services-reviews)

• Emphasis on quality vs. compliance

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CFSR Process

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Statewide Self Assessment

Onsite Review

Program Improvement Plan

Implementation and Monitoring

Improved Outcomes


The CFSR Measures:• Safety

• Permanency

• Well-being

• Systemic factors that impact outcomes

52


PA’s Approach to Improvement

Via the Program Improvement PlanShared processFocus on outcomesMaking connections

53


Continuous Quality Improvement: A Framework for Leading and Sustaining Change

Building Blocks

54


Continuous Quality Improvement (CQI)

The ongoing process by which an agency makes decisions and evaluates its progress.

The National Resource Center for Organizational Improvement and Casey Family Programs

55


The Purpose of CQI is to:

Consistently gather information from a variety of sources that can help to

• Evaluate the quality of services delivered;

• Inform decision making related to program and agency improvements; and

• Assist in the development of a plan for improvement.

56


Quality Service Review (QSR) : One Piece of the Puzzle

The Pennsylvania specific review tool developed by those working in the field of child welfare to reflect core values. The QSR

Serves as practice standards;

Establishes benchmarks;

Defines quality;

Provides feedback on current state; and

Provides a vehicle for ongoing monitoring.

57


Organizational Effectiveness (OE): The Vehicle to CQI

OE is a systemic

and systematic approach to continuously

improving an organization’s performance,

performance capacity, and client outcomes.


58


Systematic and Systemic Approaches

SYSTEMIC SYSTEMATICTakes into account

the entire organization

A Step-by-Step approach

59


Define what that thing is in operational terms…

Assess its current and desired state…

Plan both rapid and long-term improvements…

Implement those plans in detail, and…

Monitor plan progress and impact for accountability and ongoing adjustment.


What Does DAPIM™ Mean?

60


Define

What will success look like?

How will you, staff, clients, and other stakeholders know you are successful?

61


Assess

Involves group input, brainstorming and dialogue to determine:

Findings: Strengths and Gaps.

62


Building the Bridges to Planning

Bridging assessment and planning work involves group input, brainstorming and dialogue to determine:

Priority Needs Root Causes; and General Remedies.

63


3 Types of Improvement

Recommendation

s

Commitments

Team Activities

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Planning

Capacity Planning

Communication

Planning

Written CQI Plan

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Implementation

• Work teams begin their work; and

• Action plans are used regularly.

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Based on Monitoring…

Is the Desired Future State still applicable or should it change?

….and the cycle begins again!

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Application of DAPIM™

69

DEFINE

ASSESS

PLANIMPLEMENT

MONITOR


Define

Using the problem you identified at the end of Day 1….If the problem were solved, what would you see in your agency?

How would you define success?

Desired Future State70


Assess

• What are the strengths in your organization that will help you reach your Desired Future State?

• What are the gaps/barriers that keep you from reaching your goal?

71


Bridge to Planning: Prioritizing

• What are the three biggest barriers to success from your list?

72


Bridge to Planning: Root Cause Analysis

Look at the gaps you have identified. Gaps are symptoms to underlying issues….• Why do the gaps exist?• What is happening in the

organization?

73


Bridge to Planning: Remedy Identification

• What commitments can you make?

• Are there recommendations that you identified?

• Are there team activities that may be helpful in your organization?

74


How Long will it Take?

• Quick wins (30 days);

• Mid-term improvements (6 months); and

• Long-term improvements (6-24 months).

75


Planning: Documenting the CQI Plan

• Identify the goal (using language stated in terms of the opposite of the root cause).

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Planning: Communication Planning

• Who needs to know about the CQI Plan?

• What is it that each person/group needs to know?

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Implementation

• Action Plans

Who?What?When?How will it be measured?Communication management

• Charters

• Team Activities

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Monitoring: How Can the Success of Your Plan Be Measured?

Implementation Reviews Measure accomplishments vs. plan milestones

and commitments.

Lessons Learned Reviews Critical conversations that address new and

emerging questions and findings; drive further innovations.

Impact Reviews Measure actual vs. expected impact on

organizational capacity and client outcomes.

79


Thoughts about Next Steps?

80


For Technical Assistance, Contact

Your Practice Improvement

Specialist.

81

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