ReorganizingStaffforTransformativeChange

WorkforceFocus

DaleVerstegen&RickMcAllisterEFSLMPNationalSubjectMatterExperts

EFSLMPPROVIDER TRANSFORMATIONWEBINARSER IES

AUGUST 2 , 2017

Objectives§ Shiftfromcaretosupportservices

§ OrganizationalChangeProcess

§ Harmonizingstaffdevelopmentandteamdevelopment

§ Staffdevelopmentstrategiesforsustainability

§ Componentsofstaffdevelopment

§ Competencybasedtrainingandnationalcertification

§ StaffRecruitmentandRetention

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Slide 3

HistoryofCommunityEmployment(Shift in Services)

SERVICE

ENVIRONMENT

ROLE

MODEL

CHARACTER

1960

institution care

Isolated

resident

medical

custody, deprive

1970

sheltered employment

segregated

client

developmental

get ready, slots

1980

supported employment

integrated

citizen

community

advocacy, civil rights

1990person

centered employment

inclusive

consumer

supports

informed choice

2010professional employment

services

universal access

job seekercollaboration

self directed employment first

self advocacy/ natural supports

2000

self-directed employment

supportive

individual

person-directed

self-determination

CareVersusSupport

CareADULTSMAYBEPLACEDINADULTFACILITIESBECAUSEOFADISABILITY,OFTENAMENTALDISABILITYSUCHAS DOWNSYNDROME OR AUTISM,WHICHMAKESTHEMUNABLETOCAREFORTHEIRDAILYNEEDS.

SupportSOCIALSUPPORTCANBEMEASUREDASTHEPERCEPTIONTHATONEHASASSISTANCEAVAILABLE,THEACTUALRECEIVEDASSISTANCE,ORTHEDEGREETOWHICHAPERSONISINTEGRATEDINASOCIALNETWORK.SUPPORTCANCOMEFROMMANYSOURCES,SUCHASFAMILY,FRIENDS,PETS,NEIGHBORS,COWORKERS,ORGANIZATIONS,ETC.

CareVersusSupportCARE:

MEASUREDINHOURSOFSERVICE

SUPPORT:MEASUREDINGOALSACHIEVED

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OrganizationalChangeProcess•Prepare for change•Conduct organizational assessment & analyze feedback•Set vision for future organization•Develop strategic plan•Redesign organizational structure•Realign budget & set outcome measures•Continuously evaluate & improve systems

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OutcomesofChangeoverProcessImprovedhumanresourcepractices

◦Managementstyle◦Organizationalstructure◦Fundingpatterns◦Utilizationofcommunityresources

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OrganizationalVisionforChange

Shiftfromfacility-basedtocommunity-basedservices

Welcomediversityofpeople

Developleadershipthatcross-sectionspersonnel

Deliverperson-centeredservicesandsupport

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OutcomesofChangeoverProcess…verypositiveintermsofdeliveringbetterservices”

ClearergoalsandbettercommunicationbetweenstaffIncreasedcommunityparticipationbyindividualsandstaffImprovedemploymentoutcomesMorecostefficientservicesMorecontrolforindividualsovertheirlives

HarmonizingStaffDevelopmentandTeamDevelopmentCompetenciesandskillsetsdefinethestaffrole

Staffinteractionsdefinetheorganizationalstructure

Successfullysupportingthetransitionfromacareorganizationtoasupportorganizationrequirestheestablishmentofeffectiveteams

“EffectiveTeam”Ateamistwoormorepeoplewhoworkcollaborativelytoaccomplishanobjectiveorgoal

Aneffectiveteamisonewherethecollaborationorsynergyoftheteamyieldsmorethanthesumofindividualcontributors

Thewellbuiltteam,maximizesthatsynergy

ElementsofanEffectiveTeamOpenandclearcommunication

Sharedgoalswhichareclearlyunderstood

Welldefinedrolesandperformanceexpectations

Anenvironmentoftrustandhonesty

Commitmenttoconstructiveresolutionofconflict

Establishedteamprocess(e.g.meetingsandproceduralstructureincludingtoolsandSOP’s)

Significantandrespectedinputintoproblemsolvinganddecisionmaking

Ahighlevelofinter-teamcooperation

PollQuestion#1

Doesyourorganizationformallyuseateamstructure?

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BuildinganEffectiveTeamIdentifytheteamAsateamdefinethesharedgoalsandobjectivesEstablishteamvaluesSetgroundrulesforcommunicationDefineteamprocessesDefineteammetricsforsuccessEstablishapracticeforconflictresolutionClearlydefineteamrolesDefineandcommittoteammemberskillsandcompetenciesEstablishalearningprocessforteammembersandtheteamasagroup

OrganizationalTransformationFocusAreas

Programassessmentandevaluationmetrics

Servicesalignmentwithstrategicaimsanddirectionoftheorganization

Continuousprocessimprovement

Competitiveteammemberdevelopmentstrategies

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HighPerformanceALEARNINGORGANIZATION?

Inarapidlychangingenvironment,anorganizationthatgainsknowledgeandappliesitquicklytosurviveandthrive.Suchentities:

(1) buildacultureencouragingandsupportingcontinuousemployeetraining,useofcriticalthinking,andrisktakingwithnewideas;

(2) allowmistakes,andvalueemployeecontributions;(3) improvewithexperienceandexperiment;and(4) spreadnewknowledgeovertheorganizationforuseindaily

operations.(Black'sLawDictionary)

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LearningOrganization

AccordingtoPeterSengelearningorganizationsare:“…organizationswherepeoplecontinuallyexpandtheircapacitytocreatetheresultstheytrulydesire,wherenewandexpansivepatternsofthinkingarenurtured,wherecollectiveaspirationissetfree,andwherepeoplearecontinuallylearningtoseethewholetogether.”

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KeystoSuccess

Buildandsustainacultureofconsistentbestpracticeandcontinuousprocessimprovementacrosstheorganization

Commonlyoverlooked,frequentlyundervaluedandoftenneglectedinthefieldofhumanservicesistheneedfordevelopingleadership,managementandcoachingcompetenciesinmid-leveldirectorsandmanagers

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ManagerDevelopmentFocusAreas

SupervisionandLeadership

Performancemanagement/coaching

Employmentservicesoperationsmanagement

Recruitment&Retention

Masteryofemploymentservicesbestpractices

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FocusingonMid-levelManagers:AStrategyforSustainability

Mentoringandcoachingofmid-levelmanagershasatrickle-downeffectonthesupportanddevelopmentthesemanagersprovidetothestafftheysuperviseandtothequalityandconsistencyoftheservicesdeliveredManagersareacriticalresourceinanorganizationastheynotonlyprovidestabilityandcontinuity;theyareintheuniquepositiontoaffectallphasesofservicedeliveryTheeffectivetraininganddevelopmentofmiddle-leveldirectorsandmanagersisnotaone-timetrainingprogramoreffortTobuildahighperformingandsustainableemploymentprogramthecombinationofbestpracticeapproachesandtoolsmustbecombinedwithasystematicmentoringandcoachingprocessformid-leveldirectorsandmanagers

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CoachingandMentoringtheMid-levelManagers

Growyourtalent

Connectthemtoexternalsourcesofdevelopmentandvalue

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ToolsandEssentials

EmploymentServicesCoreCompetenciesandEstablishedStrategies

DevelopingandImplementingStandardOperatingProcedures

TrainingCurricula/Trainer’sGuides

ConsistentToolsforEmploymentTeamMembers

TargetedJobDescriptions&Announcements

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TeamMember:FocusAreas

Consistenttrainingonbestpracticesforemploymentservicesi.e.CareerPlanning/Discovery,JobDevelopment,EmployerDevelopment,OntheJobSupports,Follow-along/Advancement

Consistentsupervisionrelativetoimplementationofbestpractices

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BuildingtheTeam

StrategyandDirectionRecruitment

ManagerTeamMembers

Competencies- TrainingandDevelopmentManagerTeamMembers

ToolsandPracticesMetricsContinuousProcessImprovementCoachingandMentoring

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Twowaystoinfluenceimprovementofthejob

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Questions

§Whathaveyoufoundareskillsorcompetenciesthatyourstaffneedtoeffectivelyengageincommunitybasedemploymentwork?

§Howdotheseskillsorcompetenciesdifferfromthoserequiredforfacilitybasedservices?

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StaffDevelopment§ Jobdescriptionsbasedonrequiredcompetencies

§ Inhousecompetencybasedtrainingbasedonnationalcertification

§ Supervisionandmentoring

§ PerformanceManagementSystemtotrackstaffperformance

§ PerformanceEvaluationsbasedonskillacquisitionandperformanceoutcomes

§ Incentivesbasedonskillacquisitionandperformanceoutcomes

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Fivestepsinaskilltrainingprogram

PESOS

Prepare the learner to learn

Explain

Show

Observe

Supervise

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Fouressentialrequirementsforself-improvement

KASH

- Knowledge - Attitude - Skills - Habits

Sea of Uncertainty Other people

Environment

Self-Improvement

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AdvocacyThroughEducation:ASharedACREMissionImprovequalityofemploymentservicesforpeoplewithdisabilitiesbytrainingproviderstaff

Usingcompetency-basedtraining,ACREpromotescontinuingeducationforprofessionalsinordertoraisethestandardofemploymentservicesnationally.

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CertificateOptionsACREhasthefollowingoptionsforCertificatesofAchievement-BasicLevelEmploymentServices(40hrs.oftraining)Personmusthave0-12monthsexperience-ProfessionalLevelEmploymentServices (40morehrs.oftraining)Personmusthave12-24monthsexperience

Over6,856certificates awardedsince2005

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NationalIssuesRelatedtoACRESeveralstatesrequiringthatproviderstaffhaveanACRECertificate.

Severalstatesexploring&requiringtrainingbasedonACREcompetencies.

SeveralstatesareincentivizingproviderswhosestaffearnACREcertificates(higherratesofpay).

ACREpositionedtosupport&promoteEmploymentFirstInitiatives

ACRECompetenciesModuleOne:ApplicationofCoreValuesandPrinciplesofPractice

Ex:BestPracticesincommunityemploymentservices

ModuleTwo:IndividualizedAssessmentandCareerPlanning

Ex:Situationalassessments,paidworktrials,volunteerworkandjobshadows

ModuleThree:CommunityResearchandJobDevelopment

Ex:Developingrelationshipswithbusinesses

ModuleFour:WorkplaceandRelatedSupports

Ex:Strategiesfordevelopingworkplacesupports

PollQuestion#2

Doesyourorganizationactivelyseekcertificationforstaff?

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OrganizationalClimateAMissionwithVisionandClarityValuesEthicsReputationandCustomerResponsivenessClear,ConsistentandFairPolicesandProcedures

WhatInfluencesRecruitmentandRetention?

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q Accomplishment - Takes great satisfaction in accomplishing tasks. Achieves difficult goals and brings tasks to completion on time.

q Adaptability - Seems willing and able to adapt to different people and situations. Is coach-able and changes work methods when starting a new job.

q Commitment - Demonstrates personal commitment to the organization's accomplishments and identifies with its goals and priorities. Willingly makes personal recognition sacrifices for the organization, if necessary.

q Confidence - Takes initiative in interpersonal situations and is self-confident and capable of influencing others.

q Energy - Starts work quickly and moves energetically. Stays busy and displays a high level of energy and stamina.

Ifyou'reinthemarketforahigher-performingstaff,includethefollowingattributesonyourshoppinglist:

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q Goal Setting/Drive - Wants to achieve results and master tasks beyond expectations. Strives for excellence in all things and never settles for second best. Seeks increasing responsibility on the job.

q Influence and Persuasion - Enjoys persuading and convincing others (individually or in groups) to adopt attitudes, opinions, or courses of action. Gains support and commitment from others.

q Initiative - Takes immediate and independent action when needed. Suggests improvements and recommends solutions to problems. Does what's necessary without having to be prompted or reminded.

q Plan-fullness - Uses plans to organize work. Works efficiently in a planned manner. Keeps track of details.

q Tolerance for Pressure - Works well and remains productive under pressure. Is willing to accept supervision and close monitoring of performance.

Continued:

StepstoImplement

Assesscurrentstrengthsandweaknessestobuildtheteam

Establishtargetedteamandmanagementcompetencies

Conducttargetedtrainingformid-levelmanagers

Facilitatemid-levelmanagersconductingteamtraining

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StepstoImplement(2)ManagerfacilitatesteamdevelopingSOPsandconsistenttools

Establishaconsistentteammemberdevelopmentandperformancefeedbackprocess

Establishongoing mentoringformid-levelmanagers

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TakingtheNextSteps-- GettingStartedwithStaffDevelopment

PostWebinar:

• Conductacomprehensiveanalysisofexistingstafftoidentifyskillsandcompetenciesneededtosupportyourtransformationplan.

• Identifyresourcesandtrainingtosupportaprofessionaldevelopmentprogram.

• Developandimplementanorganization-widetraining&professionaldevelopmentprogramtocorrespondwiththestrengtheningofcorrespondingstaffcompetenciesvitaltotransformationgoals

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Questions?§Whatisyouragency’sprocessforsustainablestaffdevelopment?

§Whatmetricsdoesyouragencymaintainrelativetostaffdevelopment?

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Contact

Dale Verstegendverstegen@transcen.org

Rick McAllistermcallinc@aol.com

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Webinar#5SurveyRemindersPre:https://www.surveymonkey.com/r/ZFWZW8F

Post:https://www.surveymonkey.com/r/ZFG3QX2

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FinalWebinar:August30,2017,1-2:30ETWebinar#6:HowAreWeDoing?(MeasuringResults)&BeyondTransformationFacilitators:KarenLee;PatRogan

ReadingAssignment:“Module7:HowAreWeDoing?”;“Module8:BeyondTransformation”

Topics:Module7– MeasuringResults:

• MeasuringtheChangeProcessandOutcomes• OrganizationalAssessmentProcess• CollectingDataandTrackingOutcomes• MonitoringStakeholderSatisfaction• MaintainingSenseofUrgency

Module8– BeyondTransformation• ContemplatingExpansiontoMeetBroaderNeeds• ServingasaMentortoOtherOrganizations• CommunitiesofPractice• ConsortiumsandCollaborations• Hosting“LearningJourneys”• TrainingandTAProvider• ConferencePresentations• Conclusion

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August30,2017Webinar#6DiscussionQuestions(cont’d)1.AsaCRPyouarealreadycollectingsomuchdatathatyoumaynotrealizeitcouldbeusedinmonitoringyoursuccess.Pleaseindicatewhichofthefollowingtypesofdatayouarecurrentlycollecting:

• Satisfactionaboutsupportsandservices?

• Achievementofindividualoutcomesofpeoplesupported?

• Howmanystaffhoursarespentonspecificactivities?

• Employmentnumbers– e.g.,Numberofpeoplethatneedorwanttomoveintoemployment?Numberofpeopleinjobdevelopmentphase?Numberofpeopleworking?

• Howmuchtimeisspentinisolatedsettingandhowmuchinintegratedsettings(e.g.,usingindividualschedulesofpeoplesupported)?

• Other?

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August30,2017Webinar#6DiscussionQuestions(cont’d)2.Whatsystem(s)doyouhaveinplacetocollectandusedata?

• AnelectronicCaseManagementSystem

• Astafftimekeepingsystem

• Statedatareportingandbillingsystems

• OnlinesurveytoolslikeSurveyMonkeyorGoogleDocs

• AnexternalQualityAssuranceSystem

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August30,2017Webinar#6DiscussionQuestions3.Largeorganizationalchangesemanateviaachangeprocess,butsuccessfultransformationstartsonepersonatatime.AsaCRP,youneedtocelebratethelittlesuccessesastheyarecombinedandmoveintolargersuccesses.Whatinformationwouldbehelpfulforyoutoidentifyifyourplanisprogressing?Writedownafewideasformeasuringsuccessforeachoftheseconstituencies:

• TheBoardofDirectors

• Theadministrative/managementteam

• Theindividualunitsordepartments

• Theindividualstaff

• Thepeoplebeingsupported

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