Workload Assessment Model. You can questions to anytime during the presentation.

Transcription

1 Workload Assessment Model 1 You can questions to Donna.Bell@gov.ab.ca anytime during the presentation.

2 Workload Management in Human Services 2015: Revision of CI Resource Forecast and Benchmarks 2013: OPT Resource Forecasting Model 2010: Resource Forecasting Model for FC, Adoption, CC and FSCD 2011: Workload Benchmarks for CI, FC, Adoption, CC and FSCD 1999: Workload Standards Development Project Report 2003: Foster Care Workload Study 2008: Resource Forecasting Model for CI 1991: Workload Study-101 Standards Note: 1. Year indicates calendar year of project completion. 2. This list of milestones may not be comprehensive. 2

3 Evolu7on of Child Interven7on Prac7ce 2014: Signs of Safety implemented Practice Strategies implemented 2013: Prevention & Early Intervention Framework begins 2012: Work on Child Intervention Practice Framework begins 2013: Front End & Practice Strategies Piloted 1998: CFSAs created 2004: Child and Family Enhancement Act 2005: Alberta Response Model / Differential Response 2009: ISIS Implementation begins 2010: OBSD is Implemented in Central, North Central, Northwest, South 2009: Outcome Based Service Delivery Implementation in Calgary & Edmonton Note: 1. Year indicates calendar year of project completion. 2. This list of milestones may not be comprehensive. 3

4 What is the Workload Assessment Model? o The model represents a holis0c approach to managing workload using a number of complimentary strategies for a variety of roles. Strategies Case Intensity Ra0ng Work Breakdown Structure Ac0vity Time Es0mates Resource Forecas0ng Model Role Based Workload Benchmarks Roles CI Intake Worker CI Assessor CI Case Manager CI Generalist CI Permanency Worker

5 Project Design o Key features of methodology: Case complexity considera0ons Quan0ta0ve and qualita0ve analysis Workload considera0ons (non- case work) o Stakeholder Engagement and Collabora0on: FiOeen Work Group members represen0ng all regions, CI roles, program policy, HR and Sub 006 Eight workshops Discussions on founda0onal topics Staff involvement through provincial survey of 120 staff par0cipants Regular Communica0on with key stakeholders

6 Benchmarks 2011 Benchmarks Notes: 1. These benchmarks are based on activity time estimate data collected between Jan-Mar An active case for Intake and Assessment relates to a family in the process; active case for Case Management relates to a child in the process. 3. The Reference Period is the turnaround days for the phase/work as in current policy. * Assessor and Permanency roles require further minor validation.

7 Change Approach 1. Collabora0on - Consulta0on CommiXee comprising of representa0ves from key stakeholder groups. 2. Consulta0ve: Workshops and discussions within the commixee and with stakeholders at large. 3. Purposeful: Conduct assessment of impact on stakeholders Develop recommenda0ons on implementa0on, address stakeholder concerns and interests. Rollout of new benchmarks, training, workload alloca0on process, workload balancing approach, non- formal issue escala0on process. Communica0on and change management Assess implica0ons or impacts w.r.t. CCISD and other HS programs 4. Build consensus and get approvals. 5. Incremental approach to roll- out and implementa0on.

8 Cri7cal Success Factors 1. Execu0ve support for the change. 2. Collabora0ve approach that includes all affected stakeholders as partners. 3. Enterprise approach, resolve it like a collec0ve problem and opportunity. 4. Transparency and clarity of intent and purpose. 5. Communica0ons and messaging to emphasize: - What s in it for me for each stakeholder group - Uses and excep0ons for workload benchmarks 6. Training and educa0on to workers and supervisors. 7. Focus on workload balancing as a con0nuous opera0onal process, not an event triggered by appeals or grievance. 8. A prac0cal rollout and implementa0on approach e.g. pilot sites, allow a stabiliza0on period etc.

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11 11 Thank You!