Managing for Effective Implementation Direct Service Delivery

Transcription

1 Managing for Effective Implementation Direct Service Delivery Carl Chadband INNOVATIVE SOLUTIONS EXCHANGE Kendy Cox PUBLIC STRATEGIES

2 Overview Discuss unique aspects of managing service delivery as a direct provider Review the role of management in key areas of program delivery Discuss five priorities for managing well Discuss CQI tools for effective management of direct service delivery Share other tools you use to manage aspects of implementation

3 What is Unique About Direct Service Delivery? Direct oversight of staff and processes Determine who to hire Set performance expectations Manage and monitor performance In control of the environment and culture Can arrange the physical environment to be more welcoming Control recruitment and intake scheduling, flow, and content Control the fidelity of your content delivered Touch, feel and drive change Direct access to participants to document your program s story Are responsible for brand management and community reputation

4 How does your management style impact your ability to lead your program?

5 All management styles.are On The Hook To understand and communicate the mission of the organization, the objective of the HMRF services, and how the HMRF program fits within your organizational mission Define programmatic objectives & performance goals for the year/quarter/month/week and communicate them to staff (often) Ensure the success of staff at all levels Monitor both processes and performance regularly to ensure fidelity, efficiency and effectiveness

6 How do I do it all? FIVE CRITICAL PRIORITIES

7 Managing Effective Teams Setting standards that are fair and attainable, but also ambitious No wavering Remove barriers Manage personal and professional constraints Expect turnover Balancing accountability, expectations, and morale Recognize success (both large and small) Manage through change communication is key

8 Managing Effective Partnerships Just because you don t have SERVICE DELIVERY partners doesn t mean partnerships aren t vital You may have other partners who are delivering non- HMRF content Finding clients who are the right fit for your program, reciprocal referrals, community presence, etc. Takes dedicate resources and ongoing management Feedback is important

9 Managing Effective Communication COMMUNITY Leaders are brand ambassadors message what s important and set your team up for success INTERNAL TO ORGANIZATION Communicate clear expectations Communicate regularly and proactively Be specific with positive and negative feedback Lead your team in practicing your program message to various audiences.and practice again!

10 Managing Effective Culture Review your organizational practices for alignment with the skills you teach participants Evaluate processes and ensure you are operating with a participant focus Participant drivers discussion from Learning Lab Tool to monitor attention to participant drivers Invite participants into the process of defining culturerelated practices, changes, etc.

11 Managing Effective CQI Be proud, but always see potential to get better Review data regularly, discuss implications with your team; Ask Why? Walk your building and look at things/processes from a participant s point of view Use team meetings with staff to delve into program challenges and develop short and long-term goals Make mid-course corrections

12 RESOURCES AND TOOLS

13 SAMPLE Participant Path Intake 1 st Case Management Office Visit Employment work readiness class 2 weeks Unemployed or underemployed 10 Groups HMRF 6 case management office visits Exit Survey Community referrals

14 Reports to Improve Program Performance If you set a policy or benchmark, monitor it through data Examples: Intakes that take longer than X minutes Gap report (85% goal): How many intakes completed and how many of those have started a workshop Monitor case management contacts against benchmarks Tracking no-show intakes by worker; by referral source; by recruitment activity Weekly/monthly intake goals and progress toward goals; adjusts based on actual so all staff know where we are at all times

15 Intake Duration Report

16 Intake to Service Gaps Report

17 Successful check-in meetings Use established monthly performance benchmarks; break down by week/day Scheduled regularly with staff Review which benchmarks were hit? Should they be revised upward? Review where under performing? What s the nature of problem? Revise for following month, and repeat process

18 Sample Workshop Observation Form

19 USING MANAGEMENT TOOLS What other tools do you use? To guide monthly/biweekly staff meetings? To manage your staff s performance/goals? To ensure you allocate enough time to personnel, ensuring the quality of services and processes, and strategic planning?

20 Presenter Contact Info Carl Chadband Innovative Solutions Exchange Kendy Cox Public Strategies