Beverly Buckles, DSW & Mariann Ruffolo, MBA

National Network for Social Work Management Institute

April 2012

Developing Tomorrow’s Leaders Today

Today’s Objectives

• Gain a basic understanding of the Leadership Development Program• Understand why focus groups and research are important in the

development of a similar program• Understand & Identify the leadership competencies utilized in this

program• Gain knowledge about the outcomes and challenges of the program• Increase their knowledge about how to create a similar program in their

organization

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A little about the county…The County of San Bernardino is the largest geographic county in California covering 20,160 square miles. The County is composed of 31 cities with a very diverse population of approximately 2.1 million people:

• Latino 50.3% • Caucasian 29.9%• African American 11.7%• Asian American 6.6%• Other Ethnicity 2.2% • Native American 0.7%

FY 09-10 DBH Mental Health services served approximately 50,000 unduplicated clients through 31 county operated facilities and 60 contract providers. About 55% of services are delivered through contracts, rather than county operations.

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Why did we develop this program?

• Mental Health Services Act Workforce Education and Training Plan– Needs Assessment

• Lots of staff retired in 2003• Newer, less experienced staff

• Fiscal Crisis– Managers were ill prepared– Administrative skills are as important as clinical knowledge

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How did we develop this program?

• Focus Groups– What do you think are the most important traits/characteristics of good leaders?– Are there general areas of knowledge that you think anyone in leadership in public mental health services

should be expected to know?– What are specialized areas of knowledge that you think that anyone in leadership in public mental health

should know?– What skills that you think leaders in public mental health services should be expected to demonstrate?”– What behaviors do you feel that good leaders should demonstrate?”– What would you want to see in a leadership training program, structure, time, content, etc?– Please provide examples of what these would look like

• Research– Evidence Based Leadership Principles

• Executive Team Input– Added fiscal emphasis

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What competencies are developed?

Competency Type Competency Areas

Attitudes and Behaviors

Accountability Continual learning/self improvement Continuous quality improvement Customer oriented

Flexibility/adaptability Governance and societal responsibilities Integrity/honesty Interpersonal engagement and demeanor

Knowledge and Perspectives

Mental health services, including historical perspective

Financial management Human resource management/supervision Leadership perspectives Policy-making Political awareness

Program coordination/project management Program development/implementation Program evaluation/organizational assessment Organizational systems Strategic visioning and planning Technology management

Advanced Skills Communication Decision making Influencing/negotiating

Judgment Networking and partnering (internal and

external) Team building

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How does the program work?

The Leadership Development Program operates for one year and is formatted to include multiple teaching styles as follows:

• Six face-to-face all day (8:30-4:30) training sessions (combination lecture/didactic). Generally these are monthly.– Reflective essays

• Monthly mentor/student meetings• Supplemental training or activities as needed (ex. 2-day Project

Management training, or participation in department wide meetings)• Supplemental reading is assigned applicable to current DBH priorities or

initiatives• Six month long group project to demonstrate skills

– The project is presented to the Leadership Team upon completion.7

How is staff selected?An application process is completed that includes:• Staff from both DBH and contract agencies who demonstrate some basic

competencies of a leader. • Due to the time commitment needed for the program, the participant’s

supervisor must be able to allow participation for all aspects of the program including class time, monthly mentor meetings, other assigned training courses and time to complete the group project.

The Executive team reviews the applications and ranks the participants to make the final selections.

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How does the mentor component work?

• The mentor component is a very valuable part of the Leadership Development Program. Mentors are identified as current leaders in the county and contract agencies.– Mentors provide feedback and advice different from the participant’s

supervisor. – Mentors are from a program different than the participant’s program

in which they work. – Mentors are at a Program Manager II level or higher from either DBH

or a contract agency. • The mentor relationship can last longer than the program, providing

support and mentoring for future endeavors, not just for this program.

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More about mentors…• The Director serves as a mentor for all students by participating in job

shadowing opportunities at the Board of Supervisor meetings.• Individual mentor matches are done based on the following categories:

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What do you learn in the classroom?

• DBH System of Care – system structures, finance, quality strategy, self-evaluation, management oversight, and advocacy.

• Stakeholder Collaboration – understanding stakeholder development and engagement, identification and support for roles of stakeholders in the implementation of recovery oriented mental health services strategies.

• Team Effectiveness – internal functioning, productivity, and organizational performance.• Climate – establishing a climate that effects motivation; linked to effective communication

patterns, understanding of intentions of administration, clear vision, understanding the political and financial atmosphere.

• Organizational Performance – clear benchmarks, comprehensive but clear performance criteria, emphasis on continuous quality improvement.

• Cultural Diversity Practices – knowledge and recognition of the organization’s diversity issues and needs, commitment to cultural competency and reducing disparities.

• Strategic Human Resource Systems – recruitment, retention, training, mentoring, reward and recognition.

– Note: This is covered in the County’s Management Leadership Academy 11

2011 Program• Pilot year • Twenty nine applicants• Began with 12 participants, 11 completed the program• Five face to face classes• Mentors selected randomly

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Curriculum 2011

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Topics included:•History of mental health•How the county fits into the

healthcare structure• Budget• Working with stakeholders•Team building• Interviewing skills• Quality management• Use of technology• Self evaluation/self care• Politics• Program presentations• Mentor debriefing

Sample Class Schedule

What kind of projects were done?

• Electronic Health Records Communication Plan• Developing a Curriculum (DACUM) for Executive Team• Upland Community Counseling Doctor Scheduling• Decision Tree• Mental Health Services Act Funding Categories

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Program Strengths 2011Overall the participants really liked the program. Some of the strengths included:• Small number of people• Diverse participants/viewpoints in the class• “Buy-in” from higher-ups• The speakers / the content of the classes• Getting the big picture of DBH• “Face-time” with Execs• Diverse speakers – getting leadership from different facets• Mentoring / Job Shadowing• Interactive presentations• Open-ended mentor relationships• Different perspectives• Good structure• Goal sheet was a good idea (after the first class)

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Program Opportunities 2011The group had a few areas that were identified that needed improvement

including:• Would like activities to do on our own (through sharepoint)• Reading a leadership book and each present a chapter to the class• Provide training to mentors prior to start of LDP classes• More panel discussion – discuss the issues from their perspective – review/discuss more

issues dealing with conflict• Not having “buy-in” from middle-management• Reflective essay shouldn’t be at the end of the day, but rather a week later and include what

participant has incorporated from their learning• HR portion was too basic – suggest to use managers in a panel discussion • Program Manager discuss communication – the challenges involved with how they relate

admin info to employees and vice versa• There is too much crammed in to one day – it’s a lot of info• Would like the consumer perspective 16

Program Suggestions 2011• Get “leadership philosophy” from each member of the executive team• Either plan a “field trip” for the class to attend a meeting, or require

participants to attend at least 2 meetings they have never attended before• Have quarterly meetings of LDP alumni• Mentor orientation/expectation meeting rather than “training”• Resource list of leadership related books• Add more classes, at least one more as a closure or follow up at the end

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2012 Program• Forty three applications received• Sixteen participants

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Changes in 2012• Added one more class• Every Executive team member is presenting on background and personal

leadership philosophy• Adding the consumer perspective• Involving more managers as panelists• Adding ethics• Reorganizing mentor component to allow for job shadowing and one on

one meetings

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Program Challenges• Completion of the program does not guarantee a promotion• Time for staff to complete the projects• What happens now with the projects?• First year staff selection process• Recruitment of contract agency participants• How to handle missed classes/medical issues• Data collection• Identifying projects the first year

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Evaluation Methodology• Data Triangulation• Reflective essays• Self evaluations (pre and post)• Supervisor evaluations (pre and post)• Program presentations

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Program and Data Outcomes

• Five participants were accepted into the County’s Management Leadership Academy

• One participant has been promoted• Data review underway

– Rubric to evaluate presentation skills– NVIVO software to review self assessments– Comparison of pre and post supervisor assessments

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Data Challenges• Participants did not always click “save”• Supervisors did not follow up on post assessments• Participants missed classes, causing incomplete data sets• One participant dropped out halfway through the program

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Next Steps• Creation of an Executive Development Program• Identifying and Coordinating “Alumni” activities

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Team Building Activity• Let’s practice one of the activities!

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Questions?

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Mariann RuffoloCounty of San Bernardino Department of Behavioral Health(909) 252-4041mruffolo@dbh.sbcounty.gov

Bev Buckles, DSWLoma Linda University(909) 558-4528bbuckles@llu.edu