year 1 organization-wide implementation day 1: key contact … · 2020. 12. 21. · • identify...

Year1Organization-WideImplementationDay1:KeyContactTraining

MinnesotaDepartmentofHumanServicesResearchandTrainingCenteronCommunityLiving

InstituteonCommunityIntegration

Purpose

• ImportanceofKeyContacts• ReviewrolesandactivitiesofKeyContacts• Teamtrainingactivitiesoccurringtomorrow• Collectinginformationforteams

Introductions

• Pleaseintroduceyourselfandshare– Yourroleinyourorganization– Whattypesofsupportsyouprovide– Describewhatareaswithinyourorganizationyouaretargeting

– Whatdoyoulikethemostaboutwhereyouwork?

WhatisaKeyContact?

KeyContact’sRoleinImplementingPerson-centeredPracticesandPositiveBehaviorSupport

WhyisaKeyContactImportant

• Improvecommunicationacrosstheorganization/county

• Createapointofcontactintheorganization• Linktotheregionalnetwork• KeyContactsrefertoasetofresponsibilities,actions,&activities….notaperson

KeyContacts(Why?)• Teamstart-upsupport• Teamsustainability/accountability

– Problemsolvingrelatedtotraining– Positivereinforcement– Prompts(“PositiveNags”)

• Publicrelations/communications• Supportnetworkacrossorganizations• Communicationhubbetweencoaches,trainers&teams

• Localfacilitation• Maintaindataandprogress

KeyFeaturesofKeyContactStartUp

• KeyContactsarelinkedwiththeorganization-wideteam

• KeyContactsaredirectlylinkedtoteamtraining• NewareaswithinorganizationimplementingPersonCenteredPracticesandPBSareaddedovertime

• Administratorsactiveinvolvementisinplace• KeyContactsmaybeCoaches…orpartofLeadershipTeam

Organization-WideRelatedTrainingDays

• 5DaysForAgencyTeams• 6TrainingDaysForCoaches• 2DaysForKeyContacts+3ConferenceCalls

RoleoftheTeam

• CreateaPilotforPersonCenteredPracticesandPBS– Startwithpartoftheorganization– IdentifywhocoachesandKeyContactsinteractwith– Shareplanwithstaffandconfirminterest

• Conductaself-assessmentofstrengthsandneeds• Developanannualplanand3-Yearvision• Shareresponsibilitiesandtasks• Establisheffectiveteamprocess

TeamMembers

• CoreTeamRepresentation(PlanningandCoordination)

• Administration• Management• Coaches• KeyContact• DirectSupport

FullTeamRepresentationFullTeamMeeting2-3TimesAYear• Peoplereceivingservices• FamilyMembers• Guardians• CaseManagement• Community• Administration• Management• Coaches• KeyContact• DirectSupport

Organization-WideTeamMembers

• Gatherinformationtosharewithcommunity• Encourageconsensus-baseddecisionmaking• EnsurepositiveandPersonCenteredPracticesareimplemented

• Evaluateactionplanning• Troubleshootandmakechanges• Shareprogressandcelebrate!

CoachesandKeyContacts

• Aren’texpectedtohavealltheanswers• ShouldbeabletodescribebasicsofpositivePersonCenteredPractices

• Maybethesameperson!• TroubleshootswithothercoachesandKeyContacts

RolesNotPeople

KeyContacts• Makesureteamsareprogressing,

• Meetingsareset,and• Dataarecollected• Facilitatebreakoutsessionsduringteamtrainings

• “PositiveNag”

Coaches• PracticeusingPersonCenteredTools

• SharetoolsandideasWithOthers

• EncourageTeam-basedPerson-centeredThinking

• CollaborateWithKeyContact

GoalforTeam

• BylaterintheyearyoushouldbeabletoreportfortheOnsiteEvaluationthe:

• TotalnumberofactiveCoaches• NumberofKeyContacts• NumberofpeoplesupportedwhoaredirectlyimpactedBytraining– PilotAreasinvolvedinactivePBSprocess– ActiveuseofPersonCenteredSkills

• Peopleparticipatingintrainings

OverviewofOrganization-WidePractices

Successful Key Contacts Start by “Knowing the

Basics”

Redundancy & Practice Build Fluency!

Coaches are often asked to describe why an organization is implementing Person-Centered Practices and PBS

(This is something you might say to a family member, a new

administrator, or a team member)

OverviewofPerson-CenteredPlanningandPositiveBehavior

Support

SharingtheBasicsWithOthers

PositiveSupportsDefinedReferstoallPracticesthatIncludetheFollowingCharacteristics:1) Person-CenteredStrategiesthatDemonstrateCultural

CompetenceandRespectforHumanDignity,2) Evidence-BasedandPromisingPractices3) IncludeStrategiesforOngoingAssessmentandMonitoring

atIndividualandOrganizationalLevels4) AreOftenImplementedinCombinationwithMoreThanOne

Practice

ExamplesofPositiveSupports• AppliedBehaviorAnalysisPractices• AssertiveCommunityTreatment• CognitiveBehaviorTherapy• PositiveBehaviorSupportPractices• SystemsofCare/WraparoundPlanning• Trauma-InformedPractices• School-linkedMentalHealthPractices

PersonCenteredPractices&Planning

OrganizationalWorkforceDevelopment

PersonCenteredPractices&Planning

PositiveBehaviorSupport

TertiaryStage• InDepthPersonCenteredPlans• IntegratedPlans(PCP,PBS,Trauma-informedTherapy)

• TeamsMonitorPlanProgress

UniversalStage• UniversalPersonCenteredStrategies:PersonCenteredThinking

• EncourageSelfExpression• Self-DeterminationandChoiceMaking• MeaningfulParticipationintheCommunity

SecondaryStage• MonitorPCTActionPlans• AdditionalQualityofLifeStrategies• IncreaseStrategiesforSupportingIndependenceandCommunityInvolvement

• MentalHealthandWellnessInterventions

ImplementingMulti-TieredSystemsofSupport

PositiveBehaviorSupport

OrganizationalWorkforce

ExamplesofPositiveSupportsPerson-centeredThinkingandPlanning• PositiveBehaviorSupport• AppliedBehaviorAnalysis• CognitiveBehaviorTherapy• DialecticalBehaviorTherapy• SystemsofCare• WraparoundPlanning• TraumaInformedPractices• Multi-systemicTherapy• ResponsetoIntervention

All People

Some People

Few

ImplementingMoreThanOnePositiveSupportPracticeWithinanOrganization

Person-CenteredPractices&Planning

PositiveBehaviorSupport

UniversalStage• TeachandEncourageCommunication• EncourageandReinforceSocialSkills• Consensus-BasedandTeamFocus• EmphasisOnUsingDatafor

Decisions• IntegratedWithOtherPositive

SupportPractices(PBS,Trauma-InformedCare,Etc.)

UniversalStage• Person-CenteredThinking• EncourageSelfExpression• Self-DeterminationandChoice

Making• PredictableandProactiveSettings• MeaningfulParticipationinthe

Community

SecondaryStage• UseDatatoIdentifyIndividualsAtRisk• AdditionalSupportsforKeySocialSkills• GroupandIndividualInterventions• Function-BasedDecisions• SimpleInterventionsIntegratedWith

OtherPositiveSupports• MentalHealthandWellnessInterventions

TertiaryStage• IndividualizedPBSPlans• IntegratedWithOtherPositiveSupports(PCP,

Trauma-InformedCare,CBT,Etc.)• PlansAreEvaluatedtoEnsurePlansAre

ImplementedWithFidelity• OutcomeMeasures• TeamsMonitorProgressofEachPerson

SecondaryStage• MoreIntensiveSupportstoImproveQOL• SimpleInterventionsIntegratedWith

OtherPositiveSupports• IndependenceandCommunity

InvolvementEncouraged• MentalHealthandWellnessInterventions

TertiaryStage• IntegratedPlans(PCP,PBS,Trauma-informedTherapy)• Person-CenteredPlans• IndividualizedWithPositiveSupports• TeamsMonitorProgress

All People

Some People

Few

Multi-tierSystemsofSupport

Person-CenteredPractices&Planning

PositiveBehaviorSupport

UniversalStage• TeachAndEncourage

Communication• EncourageAndReinforceSocialSkills• Consensus-BasedAndTeamFocus• EmphasisOnUsingDataFor

Decisions• IntegratedWithOtherPositive

SupportPractices(PBS,Trauma-informedCare,Etc.)

UniversalStage• Person-CenteredThinking• EncourageSelfExpression• Self-DeterminationAndChoice

Making• PredictableAndProactiveSettings• MeaningfulParticipationInThe

Community

SecondaryStage• UseDataToIdentifyIndividualsAtRisk• AdditionalSupportsForKeySocialSkills• GroupAndIndividualInterventions• Function-BasedDecisions• SimpleInterventionsIntegratedWith

OtherPositiveSupports• MentalHealthAndWellnessInterventions

TertiaryStage• IndividualizedPBSPlans• IntegratedWithOtherPositiveSupports(PCP,

Trauma-InformedCare,DBT,Etc.)• PlansAreEvaluatedToEnsurePlansAre

ImplementedWithFidelity• OutcomeMeasures• TeamsMonitorProgressOfEachPerson

SecondaryStage• MoreIntensiveSupportsToImproveQOL• SimpleInterventionsIntegratedWith

OtherPositiveSupports• IndependenceAndCommunity

InvolvementEncouraged• MentalHealthAndWellnessInterventions

TertiaryStage• IntegratedPlans(PCP,PBS,Trauma-informedTherapy)• Person-CenteredPlanning• IndividualizedWithPositiveSupports• TeamsMonitorProgress

Year1

PRACTICES

SupportingStaff Behavior

SupportingAll People

OUTCOMES

Improving Quality of Life

SupportingDecisionMaking

26

Organization-Wide Planning

Person-Centered Practices and Positive Supports Are Implemented in:• Residential Supports• Employment• Children and Family Services• Mental Health: Center-wide Positive Behavior

Support• Nursing Homes/Elder Care• Facility-wide Positive Behavior Support• School and Districts• Early Childhood

27

Organization’sMainActivities• Formanorganization-wideteamthatrepresentsallstakeholders

• Assessreadinessandbuyin• Completeaself-assessment• CreateanActionPlan• Usedatafordecisionmaking• Makechangestoimproveoutcomes

Organization/ County Teams

BuildingEffectiveSupport Network

StateTeam

ICIandRegionalTrainers

Team

KeyContact Coaches

SUPPORT NETWORK AND DATA COLLECTION

StatewideTeamCohort3

RegionalTrainer

Organization1KeyContact

Organization2KeyContact

Organization3KeyContact

Organization4KeyContact

Organization5KeyContact

Organization6KeyContact

MinnesotaTrainingInfrastructureCommunicationPathway

Leadership Team

Visibility

Training Mentoring Evaluation

Active Coordination

Start Small and Build on Success

Organization and County Planning

Interagency & Natural Supports

PCT, PBS (Other PS) Expertise

FundingPoliticalSupport&Policy

OrganizationTeam

Example 1Considering a Plan That Works

Larger Organizations -- One Geographic Area

10 Coaches

ResidentialPilotArea

Employment FamilySupports

Coaches Coaches

KeyContact KeyContact KeyContact

PlanforYear1FirstPilotArea

OrganizationTeam

Example 2 Considering a Plan That Works

Larger Organizations --One Geographic Area

5Coaches

PilotArea1Residential

PilotArea2Residential

5Coaches

KeyContact KeyContact

Year1Plan• Align/EmbedPerson-centered

PracticesandPBSAcrossOrganization

• IntegratePositiveSupportTraining• EstablishConsensus-basedPlanning

inPilotAreaUsingToolsAndStrategies

• BuildTrainerCapacity• UseInformationtoWorkSmarter

NotHarder

CountyTeam

Example 1County Planning

Considering a Plan That Works

Coaches

KeyContact

FirstPointofContactFor

Services

Year1Plan• StrategiesforIncreasingPerson-

CenteredStrategiesDuringFirstPointofContact&OtherUnits(FosterCare,MentalHealth)

• EmbedPerson-CenteredPracticesIntoPoliciesAcrossKeyUnits

• RecruitPCTTrainersforCounty• RecruitPoL PlanFacilitators• RecruitPBSFacilitators

TrainingforFosterCare MentalHealth Other

Units/Areas

CountyTeam

Example 2County Planning

Considering a Plan That Works

Coaches

OrganizationTeam1

OrganizationTeam2

OrganizationTeam3

Coaches Coaches

KeyContact KeyContact KeyContact

Year1Plan• IntroduceKeyFeaturesof

Organization-widePlanningtoOrganizations

• IdentifyCountyRegionalTrainer• IdentifyPCTTrainers• IdentifyPBSFacilitator• RecruitAnOrganizationtoPilot• Co-traininYear2

TeamActivitiesTomorrow

AlloftheActivitiesHereareintheTeamActivityNotebook

ListofTeamActivities

1. Buildingateam2. CoachesConnect3. AssessingReadinessandInterest4. Self-Assessment5. ActionPlanning6. PlanningforDays2and3

KeyContactRoleinActivity1

• Haveanawarenessofthedifferentroleswithintheteam

• Facilitateanydiscussionwithinteamaboutthedifferentrolesandhowyouwillworktogether

Activity2:GettingStarted

• FormanOrganization-WideTeamThatRepresentsAllStakeholders

• AssessReadinessandBuyin• CompleteaSelf-Assessment• CreateanActionPlan• UseDataforDecisionMaking• MakeChangestoImproveOutcomes

RoleoftheTeam• CreateaPilot

– StartWithPartoftheOrganization– IdentifyWhoCoachesandKeyContactsInteractWith

– SharePlanWithStaffandConfirmInterest• ConductaSelf-AssessmentofStrengthsandNeeds

• DevelopanAnnualPlanand3-YearVision

• ShareResponsibilitiesandTasks• EstablishEffectiveTeamProcess

TeamMembersCoreTeamRepresentation(PlanningandCoordination)• Administration• Management• Coaches• KeyContact• DirectSupport

FullTeamMeeting2-3TimesAYear• PeopleReceivingServices• FamilyMembers• Guardians• CaseManagement• Community• Administration• Management• Coaches• KeyContact• DirectSupport

RoleofTeamMembers• GatherInformationtoShareWithCommunity

• EncourageConsensus-basedDecisionMaking

• EnsurePositiveandPerson-centeredPracticesareImplemented

• EvaluateActionPlanning• TroubleshootandMakeChanges• ShareProgressandCelebrate!

ImplementingtheVision

“Whenthereisagenuinevision(asopposedtotheall-too-familiar‘visionstatement’),peopleexcelandlearn,notbecausetheyaretoldto,butbecausetheywantto…”-PeterSenge

“Faceit,wearethehumanraceandwedon’tlikebeingtoldwhattodo.”

-GaryKing(SimonPegg)fromWorld’sEnd

EncounteringResistancetoChangehttps://www.youtube.com/watch?v=4VC1XWtiPUo

Youcan’tchangeanyoneelsebutpeopledochangeinrelationshiptoyourchange.Allrelationshipsare

asystem,andwhenanyonepartofasystemchanges,itaffectstheotherpart

-JackCanfield

“Peopledon'tresistchange.Theyresistbeingchanged.”-PeterSenge

BuildingConsensus

• IdentifyAreatoStartConsensusBuilding• ReadinessandStaffCommitment

– Share– Vote

• InvolvingPeopleinDecisionMakingIncreasesLikelihoodofRealChange

• CreativityofOurPeopleisImpressive

IdentifyWaystoCommunicate• TeamMeetings• StaffMeetings• Trainings• CoachMeetings• OtherEvents• Newsletters• Website

*BuildIntoExistingCommunicationWheneverPossible

CreateaPlanforGettingStarted

• DrawaMapofYourOrganization– TypesofServices– GeographicAreas

• DocumentWhereYourCoachesWork• DocumentWhereYourKeyContactWorks• WriteDownHowManyStaffCoachesandKeyContactsArein

DirectCommunicationWith• NumberofPeopleReceivingServicesFromTheCoaches,Key

ContactsandStaff• KeyContacts,PleaseTurninFinalMapforEvaluationPurposes

ListofTeamActivities

1. Introductions,Roles,andGroundRules2. CoachesConnect3. AssessingReadinessandInterest4. Self-Assessment5. ActionPlanning6. PlanningforDays2and3

KeyContactRoleinActivity2

• WewillnotdoaformalcoachesconnectonDay1aswehavenotdevelopedcoachesorotherspecializedroleswithintheteam

• Opportunityforallteammemberstocometogetherandsharetheirlearning/victories

• Brainstormingsessiontofeedlateractionplanningactivity

• KeyContacts– encourageconsensusandsharingbyALLteammembers

ListofTeamActivities

1. Introductions,Roles,andGroundRules2. CoachesConnect3. AssessingReadinessandInterest4. Self-Assessment5. ActionPlanning6. PlanningforDays2and3

KeyContactRoleinActivity3• Facilitatethediscussion(ordelegate!)• Askforassistancefromtrainersifthereisconfusion

• Enterindatatorecordresults

ShowMeYourData!

ReasonsWhytheTeamChecklistisImportant

• ProvidesEvidenceYourTeamisImplementing• UseasaProblem-SolvingTool• HelpsGuideMeetings• AllowsforCelebratingHardWork• GivesYourTeamBraggingRightsStatewide

Person-Centered Organizational Development Tool

ReviewPerson-CenteredOrganizationalDevelopmentTool

ListofTeamActivities

1. Introductions,roles,andgroundrules2. CoachesConnect3. AssessingReadinessandInterest4. Self-Assessment5. ActionPlanning

KeyContactRoleinActivity4

Activity4ForDay1

• MNTeamChecklist• PleaseCompleteItems6-10• ConsiderHowYouWill:

– InvolveAllStakeholdersinMeetingProcesses– DiscusstheTypesofStrategiesThatMightWorktoHelpYourTeamCommunicateWithStaff

ReviewofMinnesotaTeamChecklist

Freeman, R, Amado, A., O’Nell, S., Reichle, J. & Julien, H. M. (2015). Minnesota Organization self-assessment and action planning tool for positive supports. Minneapolis, MN: Institute on Community Integration. University of Minnesota.

1

Minnesota Team Implementation Checklist: Planning Tool for Integrating Person-centered and Positive Support Practices

Organization: ______________________________________ Date: ____________________________

Region: _______________________________________ County: __________________________

INSTRUCTIONS: The organization-wide team should complete checklists quarterly to monitor activities for implementation of positive supports selected by the organization. Please complete as a team and submit quarterly to: _________________________________________

Team Members: ______________________________________________________________________

Person(s) Completing Report: __________________________________________________________

Checklist #1: Start Up Activity

Put an “X” in the column that fits where the team is in the planning process for each numbered item on the checklist.

Not Started (0 points)

In Progress (1 point)

Achieved (2 points)

Team 1. Team established (administration, management, direct support staff, county staff, etc.).

2. Team has regular meeting schedule. 3. Plan is completed for including feedback in planning process from people living and/or working in setting, and families, guardians, case managers, etc.

3. Team has clear purpose and vision that aligns with the person-centered values identified.

4. Team has an effective meeting process. 5. Team has Key Contact.

6. Administrator’s support & active involvement (attendance in meetings, support for systems change, etc.).

Staff Commitment

7. Staff members are aware that the organization is implementing person-centered and positive support practice(s).

8. Team assesses readiness of people to participate in each person-centered and positive support practice(s).

9. Staff members are directly involved in organization-wide planning.

Scoring the MN Team Checklist• Implementation Points

– Achieved = 2 – In progress = 1 – Not Started = 0

• Percentage of Items Implemented – Total

ü Number of items scored as “Achieved” divided by Total # of items

– Subscale scoresü Number of items in each subscale area scored as “Achieved” divided by the number of items in that subscale area

• Percentage of Points Implemented– Total

ü Total number of points achieved divided by total possible– Subscale scores

ü Total number of points in each subscale divided by total number of items multiplied by 2

PersonCenteredPracticesFidelityData

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Agency1 Agency2 Agency3 Agency4 Agency5 Agency6 Agency7 Agency8 Agency9 Agency10 Agency11 Agency12 Agency13 Agency14

Cohorts1and2

Baseline 5Months

TeamSelf-AssessmentPreparingforTeamTrainingDays2

and3

TeamTrainingDays2&3

• FormanOrganization-WideTeamThatRepresentsAllStakeholders

• AssessReadinessandBuyin• CompleteaSelf-Assessment• CreateanActionPlan• UseDataforDecisionMaking• MakeChangestoImproveOutcomes

KeyElementsofSelf-Assessment• PositiveSupportsUsedinOrganization

– Person-CenteredPractices– PositiveBehaviorSupport– Trauma-InformedPractices

• AlignmentofOrganizationalPolicies• StaffDevelopmentandPerformanceManagement

• OrganizationalData– QualityofLifeEvaluation– BehaviorInterventionReportForm– Attrition,SickDays,etc.

Self-Assessment:Person-CenteredPractices

• HowManyStaffMembersHaveParticipatedinPerson-centeredThinkingTraining?

• AreStaffMembersAvailabletoGuidePerson-CenteredPlans?

• HowArePerson-CenteredPracticesIntroducedtoNewStaff?

• WhatTypesofOngoingStaffDevelopmentAreAvailable?

• HowManyPCTTrainersAreNeededforYourOrganization?

Self-Assessment:PositiveBehaviorSupport

• PositiveEnvironmentAssessmentofPilotAreasinOrganization

• SocialClimateandValuesinAction• StrategiesforReinforcement• WhatTypesofOngoingStaffDevelopmentAreUsedtoIntroducePBS?

• HowManyIndividualsWouldBenefitfromaPBSPlan?

ListofTeamActivities

1. Introductions,roles,andgroundrules2. CoachesConnect3. AssessingReadinessandInterest4. Self-Assessment5. ActionPlanning6. ImportantinformationtoBringtoDay2and

3

Annual Action Plan

Activity Person(s) Responsible

Date Completed

1. Policy and Procedure Assessment Meetings Set With Review of Action Plan

Admin Coach

September

2. Dedicate 15 Minutes to PBS in Staff Meeting Establish Agenda Prior to Each Meeting

Key Contact Coach

October

3. Work With Pilot Group to Identify Person-centered Values and Social Behaviors

Team November

4. Create Plan for Pilot Group to Celebrate Success Together at Weekly Roommate Meetings

Team September -October

5. Expand team membership and Set Larger Community Meeting Twice a Year - Recruit Family Member and Guardians - Invite Self-advocates - Identify Community Members

Team Members & Staff Delegated to Work on Task

December

6. Share Information About Progress on Agency Website Team November

7. Develop and pilot acknowledgement system for Staff Team November

8. Review use of PCT Tools in Coaches Meeting and Assess Progress

Coaches

January

PlanningforDay2

• Thinkaboutyourvisionforyourorganization’sfuture

• CoacheswillstartCoachesTrainings

• Rememberyouractionplanitem

StarttoThinkAbout/Collect…

• Mission/VisionStatements• Informationrelatedtoorientationandin-servicetraining

• Organizationalsurveys• Informationaboutotherpositivesupportsusedinorganization

• Evaluationdatayoualreadycollect

GatheringOrganizationalInformation

CollectingInformationforTeams

WhatisOrganizationDesign?

• AlookatallProcessesandPracticesWithinanOrganizationfor:– AlignmentwithMission/Vision/Values– AlignmentwithEfficientandEffectiveUseofResources(Creativity,Technology,Streamlined,etc.)andOngoingViability(Surplus,etc.)

– AlignmentwithGrowthandDevelopment(Visioning,BuildingTowardtheFuturewhileAttendingtoToday,StrategicRisk)

– IntheContextAvailable(Laws,Regulations,Demographics,ResourceCostandAvailability,etc.)

WhatisWorkforceDevelopment?• StrategiesandApproachesthat:

– IncreaseVisibilityandDesirabilityofNecessaryPositions– IncreaseViablePoolofCandidatestoSelectFrom– ImproveIndividualEmployee,Team,orOrganizationalPerformance

– ImproveSatisfactionandMoraleofEmployees/PeopleSupported

– ImprovePositiveRetention(GoodPeopleStayandareSatisfied)

– SupportPositiveTurnoverPractices(Promotion/SuccessionofDesirableEmployees;SeparationofPoororDissatisfiedPerformers)

WORKFORCEDEVELOPMENTAPPROACHESALWAYSWORKBESTWHENEMBEDDEDINANOVERALL

ORGANIZATIONDESIGNPLAN(ALIGNEDWITHMISSION/VISION/VALUES,

PURPOSE,RESOURCES)

WhyData?

• CriticalPartofDiscoveringtheTypeandScopeofWorkforceIssues

• HelpsTeamIdentifyBestOutofManyPotentialInterventions

• HelpsYouTrackWhatYouhaveDone• HelpsYouUnderstandifYouareMakingProgress

Whatis“Turnover”?

• DependsonHowYouDefineIt• CrudeSeparationRate:AllPeopleLeavingaDefinedPosition

• OrItcanbeBrokenDowntoInclude:– Terminations(firing/layoffs)– VoluntarySeparation(Resignations)– Promotions,Demotions,LateralMoves

• PositioncanbeDefinedbyRole(DSP,FLS,RN,etc.),Location,Hours(FT/PT,Shift,etc.)

WhatisVacancy?

• Vacancy=Open(Unfilled)Positions.• ThingstoConsider:

– WhichPositionsareOpen?• TypeofPosition(Role- DSP,FLS,etc.)• Region• WorkplaceEnvironment(MHvs.IDDvs.Aging;All“Experienced”Workers;ChallengingPersonorFamilytoWorkWith,etc.)

– HowLongarePositionsOpen?– HowOfteninaYearisThatPositionOpen?

Whatis“Tenure”

• HowLongPositionsareHeldbyaSinglePerson• YouMayWanttoConsider:

– TheTenureofPeopleWhoLeft• KeyTimePeriods:1-Day,1-Week;<3-Months;>10-Years,etc.

– TheTenureofPeopleWhoareCurrentlyinPositions– HowandWhyareTheyLeaving?(Terminations-Why?,Promotions,forCompetitor,PersonalReasons-Non-Competitive-LikeMoving;etc.)

– Definingisit“Good”(PoorPerformers)or“Bad”Turnover(BestPerformers)?

ReviewAssessingRetentionOutcomes

TricksandTipsforTurnover,Vacancy,Tenure

• WhatDataareYouAlreadyKeeping?IsitAccurate?IsitUseful?

• Gather“JustEnough”Data(NotTooLittle;NottooMuch)

• StartSomewhereandAdaptasNeededOnceYouKnowMore

• UseTechnologyandStandardPracticeasMuchasPossibletoStreamlineGatheringandBasicAnalysis

• ConsideraPilotBeforeFullAdoption

WhatOtherDataMightbeImportant?

• EmployeeSatisfaction• ExitInterviews• PerformanceMeasures(JobReviews,WorkObservations)

• OutcomesforPeopleSupported• SatisfactionofPeopleSupportedandFamily• IncidentReports(Identify:Training,Resources,etc.)

• RecordsofEffortstoSolveProblems(SoYouKnowWhatYouTried)

TricksandTipsWithOtherDataSources

• NotallDatahastobe“Numbers”(YouCanUse“Qualitative”Data– GatherinformationinConversationswithaPersonSupportedorTheirFamily

– DocumentStoriesThatShowProgress• ConsiderPeople’sTrustRegardingSharingInformation&EnsureTransparency– HowWillitbeUsed?– IsConfidentialityMaintained?

• ConsiderScopeandApplicability• 1VeryDissatisfiedEmployeeOutof100;• 10SurveysReturnedOutof500TotalSent

GeneralDataCollectionTipsandTricks

• MakeSureYouHaveStakeholderBuy-In(WhyShouldWeDoThis?) andUnderstanding(HowDoWeDoThis?)BeforeImplementing

• DesignateaPersontobeResponsibleforCompletionandAccuracy(keeper)ofData&MakeSureTheyHave:– ProperAuthority– Resource– Support

• UseTechnologyandStandardPracticeasMuchasPossibletoStreamlineGatheringandBasicAnalysis

• ConsideraPilotBeforeFullAdoption• SharetheOutcomesoftheEffortinWaysthatEncourage

– Accountability,– Interest– Cooperation

• UseyourDatainaSensibleWay.DonotCollectMeaninglessDataorDataYouCannotUse

TeamSelf-Assessment

TeamTool• MNTeachChecklist• PCOSurvey

StaffandPeopleSupported• PolicyAssessmentandAnalysis• PBS:QualityofSocialandPhysicalEnvironmentAssessmentTool

KeyContactswithOthers(RegionalTrainers,OtherTeamMembers)• OrganizationRetentionPatterns/TenureData• MNOnsiteSystemsEvaluationTool

• Best Day/Worst Day • Communication Chart • Positive Rituals

Survey • Relationship Map • Like & Admire • Reframing Reputations • 2 Minute Drill

may decide to use the tools that fit best for each person living/working in an area. Please Note: Support Development Associates: http://sdaus.com/toolkit

Assessed Annually by Team

Key

Con

tact

Too

ls

Direct Observation Tool to Assess

• Person-centered Thinking

• Positive Social Interactions & Engagement Levels

• Positive Reinforcement

• Behavior

The Key Contact (or a Coach) will use this tool to observe whether any changes are occurring within the pilot area based on the consensus-based decisions that occurred by the people in that area. This tool collects data related to both staff and people living or working in a setting.

At Least 3 Times A Year (Including During the Onsite Evaluation)

Organizational Outcomes • Staff Retention/Tenure • Organizational

Analysis • Staff Climate

The Key Contact (or a Coach) may work with administration to assess the kinds of organizational data that are already being collected or that is needed for the self-assessment process. For instance, a table for assessing staff retention and tenure may be needed. Or the organization may already have method for this assessment. The goal for Key Contacts or Coaches is to gather this information from the appropriate staff within the organization for the team self-assessment.

Annually Spring (Starting Next Year)

Minnesota Onsite Evaluation Tool

Key Contacts or Coaches are involved in the onsite evaluation process using this tool. In the first years, the tool is completed by a trainer in collaboration with a Key Contact or Coach. Over time, Key Contacts or Coaches may collaborate with other organizations. Key Contacts/Coaches complete the tool for a neighboring organization and vice versa. This provides a more objective assessment for teams.

Annually Spring (Starting Next Year)

“Ashipintheharborissafe,butthatisnotwhatshipsarebuiltfor.”—WilliamShedo

CalendarReminders

ReviewofCalendarTableforRegion

Organization-WideChangeWillHaveItsUpsandDowns…

https://www.youtube.com/watch?v=TIlryvmrxEY

GoalsforThisYearSelf-AssessmentThisYear• SummaryofRetentionTenureData• ObservationProcess(MoreInformationinKeyContractDay2)

• SurveyUsedWhereYourTeamBeginsImplementation

PlanningforNextYear• OnsiteEvaluationLaterintheYear• MoreInformationAboutData-BasedDecisionMakinginDay4!

Proverb"Acamelisahorsedesignedbyacommittee"

“Wecan'timposeourwillonasystem.Wecanlistentowhatthesystemtellsus,anddiscoverhowitspropertiesandourvaluescanworktogethertobringforthsomethingmuchbetterthancouldeverbeproducedbyourwillalone.”

-Donella H.Meadows,ThinkinginSystems:APrimer

CatsandCowboyshttps://www.youtube.com/watch?v=Pk7yqlTMvp8

ThreePost-itNotes

• WhatdidyouLIKEabouttoday?

• WhatdidyouLEARNtoday?

• WhatwouldyouCHANGEabouttoday?

Preparationofthis[presentation/report]wassupported,inpart,bycooperativeagreementJPK%50470fromtheMinnesotaDepartmentofHumanServices.TheUniversityofMinnesotaundertakingprojectsundergovernmentsponsorshipareencouragedtoexpressfreelytheirfindingsandconclusions. Pointsofvieworopinionsdonot,thereforenecessarilyrepresentofficialMNDHSpolicy.