Reorganizing Staff for Transformative Change. Workforce Focus. Dale Verstegen & Rick McAllister EFSLMP National Subject Matter Experts

Transcription

1 Reorganizing Staff for Transformative Change Workforce Focus Dale Verstegen & Rick McAllister EFSLMP National Subject Matter Experts EFSLMP PROVIDER TRANSFORMATION WEBINAR SERIES AUGUST 2, 2017

2 Objectives Shift from care to support services Organizational Change Process Harmonizing staff development and team development Staff development strategies for sustainability Components of staff development Competency based training and national certification Staff Recruitment and Retention 2

3 History of Community Employment (Shift in Services) SERVICE institution care sheltered employment supported employment person centered employment self-directed employment professional employment services ENVIRONMENT Isolated segregated integrated inclusive supportive universal access ROLE resident client citizen consumer individual job seeker collaboration MODEL medical developmental community supports persondirected self directed employment first CHARACTER custody, deprive get ready, slots advocacy, civil rights informed choice selfdetermination self advocacy/ natural supports Slide 3

4 Care Versus Support

5 Care ADULTS MAY BE PLACED IN ADULT FACILITIES BECAUSE OF A DISABILITY, OFTEN A MENTAL DISABILITY SUCH AS DOWN SYNDROME OR AUTISM, WHICH MAKES THEM UNABLE TO CARE FOR THEIR DAILY NEEDS.

6 Support SOCIAL SUPPORT CAN BE MEASURED AS THE PERCEPTION THAT ONE HAS ASSISTANCE AVAILABLE, THE ACTUAL RECEIVED ASSISTANCE, OR THE DEGREE TO WHICH A PERSON IS INTEGRATED IN A SOCIAL NETWORK. SUPPORT CAN COME FROM MANY SOURCES, SUCH AS FAMILY, FRIENDS, PETS, NEIGHBORS, COWORKERS, ORGANIZATIONS, ETC.

7 Care Versus Support CARE: MEASURED IN HOURS OF SERVICE SUPPORT: MEASURED IN GOALS ACHIEVED

8 Organizational Change Process 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 8

9 Outcomes of Changeover Process Improved human resource practices Management style Organizational structure Funding patterns Utilization of community resources 9

10 Organizational Vision for Change Shift from facility-based to community-based services Welcome diversity of people Develop leadership that crosssections personnel Deliver person-centered services and support 10

11 Outcomes of Changeover Process very positive in terms of delivering better services Clearer goals and better communication between staff Increased community participation by individuals and staff Improved employment outcomes More cost efficient services More control for individuals over their lives 11

12 Harmonizing Staff Development and Team Development Competencies and skill sets define the staff role Staff interactions define the organizational structure Successfully supporting the transition from a care organization to a support organization requires the establishment of effective teams

13 Effective Team A team is two or more people who work collaboratively to accomplish an objective or goal An effective team is one where the collaboration or synergy of the team yields more than the sum of individual contributors The well built team, maximizes that synergy

14 Elements of an Effective Team Open and clear communication Shared goals which are clearly understood Well defined roles and performance expectations An environment of trust and honesty Commitment to constructive resolution of conflict Established team process (e.g. meetings and procedural structure including tools and SOP s) Significant and respected input into problem solving and decision making A high level of inter-team cooperation

15 Poll Question #1 Does your organization formally use a team structure? 15

16 Building an Effective Team Identify the team As a team define the shared goals and objectives Establish team values Set ground rules for communication Define team processes Define team metrics for success Establish a practice for conflict resolution Clearly define team roles Define and commit to team member skills and competencies Establish a learning process for team members and the team as a group

17 Organizational Transformation Focus Areas Program assessment and evaluation metrics Services alignment with strategic aims and direction of the organization Continuous process improvement Competitive team member development strategies 17

18 High Performance A LEARNING ORGANIZATION? In a rapidly changing environment, an organization that gains knowledge and applies it quickly to survive and thrive. Such entities: (1) build a culture encouraging and supporting continuous employee training, use of critical thinking, and risk taking with new ideas; (2) allow mistakes, and value employee contributions; (3) improve with experience and experiment; and (4) spread new knowledge over the organization for use in daily operations. (Black's Law Dictionary) 18

19 Learning Organization According to Peter Senge learning organizations are: organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. 19

20 Keys to Success Build and sustain a culture of consistent best practice and continuous process improvement across the organization Commonly overlooked, frequently undervalued and often neglected in the field of human services is the need for developing leadership, management and coaching competencies in midlevel directors and managers 20

21 Manager Development Focus Areas Supervision and Leadership Performance management/coaching Employment services operations management Recruitment & Retention Mastery of employment services best practices 21

22 Focusing on Mid-level Managers: A Strategy for Sustainability Mentoring and coaching of mid-level managers has a trickle-down effect on the support and development these managers provide to the staff they supervise and to the quality and consistency of the services delivered Managers are a critical resource in an organization as they not only provide stability and continuity; they are in the unique position to affect all phases of service delivery The effective training and development of middle-level directors and managers is not a one-time training program or effort To build a high performing and sustainable employment program the combination of best practice approaches and tools must be combined with a systematic mentoring and coaching process for mid-level directors and managers 22

23 Coaching and Mentoring the Mid-level Managers Grow your talent Connect them to external sources of development and value 23

24 Tools and Essentials Employment Services Core Competencies and Established Strategies Developing and Implementing Standard Operating Procedures Training Curricula/Trainer s Guides Consistent Tools for Employment Team Members Targeted Job Descriptions & Announcements 24

25 Team Member: Focus Areas Consistent training on best practices for employment services i.e. Career Planning/Discovery, Job Development, Employer Development, On the Job Supports, Followalong/Advancement Consistent supervision relative to implementation of best practices 25

26 Building the Team Strategy and Direction Recruitment Manager Team Members Competencies - Training and Development Manager Team Members Tools and Practices Metrics Continuous Process Improvement Coaching and Mentoring 26

27 Two ways to influence improvement of the job 27

28 Questions What have you found are skills or competencies that your staff need to effectively engage in community based employment work? How do these skills or competencies differ from those required for facility based services? 28

29 Staff Development Job descriptions based on required competencies In house competency based training based on national certification Supervision and mentoring Performance Management System to track staff performance Performance Evaluations based on skill acquisition and performance outcomes Incentives based on skill acquisition and performance outcomes 29

30 Five steps in a skill training program P E S O S Prepare the learner to learn Explain Show Observe Supervise 30

31 Four essential requirements for self-improvement K A S H - Knowledge - Attitude - Skills - Habits Sea of Uncertainty Other people Environment Self-Improvement 31

32 Advocacy Through Education: A Shared ACRE Mission Improve quality of employment services for people with disabilities by training provider staff Using competency-based training, ACRE promotes continuing education for professionals in order to raise the standard of employment services nationally. 32

33 Certificate Options ACRE has the following options for Certificates of Achievement -Basic Level Employment Services (40 hrs. of training) Person must have 0-12 months experience -Professional Level Employment Services (40 more hrs. of training) Person must have months experience Over 6,856 certificates awarded since

34 National Issues Related to ACRE Several states requiring that provider staff have an ACRE Certificate. Several states exploring & requiring training based on ACRE competencies. Several states are incentivizing providers whose staff earn ACRE certificates (higher rates of pay). ACRE positioned to support & promote Employment First Initiatives

35 ACRE Competencies Module One: Application of Core Values and Principles of Practice Ex: Best Practices in community employment services Module Two: Individualized Assessment and Career Planning Ex: Situational assessments, paid work trials, volunteer work and job shadows Module Three: Community Research and Job Development Ex: Developing relationships with businesses Module Four: Workplace and Related Supports Ex: Strategies for developing workplace supports

36 Poll Question #2 Does your organization actively seek certification for staff? 36

37 What Influences Recruitment and Retention? Organizational Climate A Mission with Vision and Clarity Values Ethics Reputation and Customer Responsiveness Clear, Consistent and Fair Polices and Procedures 37

38 If you're in the market for a higher-performing staff, include the following attributes on your shopping list: 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. 38

39 Continued: 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. 39

40 Steps to Implement Assess current strengths and weaknesses to build the team Establish targeted team and management competencies Conduct targeted training for mid-level managers Facilitate mid-level managers conducting team training 40

41 Steps to Implement (2) Manager facilitates team developing SOPs and consistent tools Establish a consistent team member development and performance feedback process Establish ongoing mentoring for mid-level managers 41

42 Taking the Next Steps-- Getting Started with Staff Development Post Webinar: Conduct a comprehensive analysis of existing staff to identify skills and competencies needed to support your transformation plan. Identify resources and training to support a professional development program. Develop and implement an organization-wide training & professional development program to correspond with the strengthening of corresponding staff competencies vital to transformation goals 42

43 Questions? What is your agency s process for sustainable staff development? What metrics does your agency maintain relative to staff development? 43

44 Contact Dale Verstegen Rick McAllister 44

45 Webinar #5 Survey Reminders Pre: Post: 45

46 Final Webinar: August 30, 2017, 1-2:30 ET Webinar #6: How Are We Doing? (Measuring Results) & Beyond Transformation Facilitators: Karen Lee; Pat Rogan Reading Assignment: Module 7: How Are We Doing? ; Module 8: Beyond Transformation Topics: Module 7 Measuring Results: Measuring the Change Process and Outcomes Organizational Assessment Process Collecting Data and Tracking Outcomes Monitoring Stakeholder Satisfaction Maintaining Sense of Urgency Module 8 Beyond Transformation Contemplating Expansion to Meet Broader Needs Serving as a Mentor to Other Organizations Communities of Practice Consortiums and Collaborations Hosting Learning Journeys Training and TA Provider Conference Presentations Conclusion 46

47 August 30, 2017 Webinar #6 Discussion Questions (cont d) 1. As a CRP you are already collecting so much data that you may not realize it could be used in monitoring your success. Please indicate which of the following types of data you are currently collecting: Satisfaction about supports and services? Achievement of individual outcomes of people supported? How many staff hours are spent on specific activities? Employment numbers e.g., Number of people that need or want to move into employment? Number of people in job development phase? Number of people working? How much time is spent in isolated setting and how much in integrated settings (e.g., using individual schedules of people supported)? Other? 47

48 August 30, 2017 Webinar #6 Discussion Questions (cont d) 2. What system(s) do you have in place to collect and use data? An electronic Case Management System A staff timekeeping system State data reporting and billing systems Online survey tools like Survey Monkey or Google Docs An external Quality Assurance System 48

49 August 30, 2017 Webinar #6 Discussion Questions 3. Large organizational changes emanate via a change process, but successful transformation starts one person at a time. As a CRP, you need to celebrate the little successes as they are combined and move into larger successes. What information would be helpful for you to identify if your plan is progressing? Write down a few ideas for measuring success for each of these constituencies: The Board of Directors The administrative/management team The individual units or departments The individual staff The people being supported 49