Using Wraparound Principles in Supervision. Michigan Wraparound Conference Shanty Creek 2016

Transcription

1 Using Wraparound Principles in Supervision Michigan Wraparound Conference Shanty Creek 2016

2 Assumptions Wraparound is built around the operationalization of key principles Supervisors can support staff to be more effective through enhancing a capacity to utilize these principles throughout the process The more supervisors demonstrate, reflect, and utilize the principles the greater the opportunities to impact staff performance 2

3 Pathways for Supervision Individual Supervision One on one Group Supervision Not just staff meetings Live Observation and Support Out in the field As Needed Crisis Support and Intervention Wherever, Whenever 3

4 Supervision content Strengths Inventory Adding and refining Quality monitoring and support Practice implementation Environmental challenges Performance issues Skill development Refining the Why and How Administrative functions Agency expectations and tasks Personal Support Identifying and addressing professional needs 4

5 Wraparound Principles From NWI Family Voice and Choice Team Based Natural Supports Collaboration Community Based Culturally Competent Individualized Strengths Based Unconditional Outcome Based 5

6 The Challenge with Values They lead us to believe we do them when we talk about them Employing and using values is different than having or holding them dear They tend to be broadly described leaving room for varied interpretation and implementation There is an ever changing range of possible implementation related to value words and actions 6

7 Levels of Implementation Clarifying practice expectations Defining great practice Expanding the range Teaching and supporting skill development Connecting the how and the why Managing the organizational setting Addressing the rubs that an make it hard to operate as requested 7

8 Clarifying Practice Expectations There are ranges of practice associated with each of the WA principles They get implemented by degrees dependent on the setting and the program Best Practice continues to evolve as the field learns and adapts There needs to be a logic chain between the broad principle and the preferred practice Supervisors are responsible for assuring the quality of the linkage 8

9 Activity Form small groups Each group will be assigned one of the WA key principles to work with Your group task is to define parts of the range of practice for the principle you are assigned Define examples of practices that are best, acceptable, and unacceptable related to the assigned principle Discuss and prepare to share one or two observations with the rest of the group 9

10 Supporting Skill Development Preparing staff to make the next decision rather than providing an answer is a key supervisory function Assuring that staff know why rather than simply how supports staff to make the best next decision Why is often rooted in the implementation of a key principle 10

11 Too often we move right to how How without what or why sets up the next round of reliance on an external source I did that now what should I do How without what or why can lead to an inability to adapt I tried that, it did not go the way I wanted, what should I do now How without what or why results seeking the right way rather than analysis and adaptation 11

12 Articulating the Why Why we do what we do is important on several levels Practice model alignment Aids in keeping us on the right track Worker efficacy We change/improve our practice when it benefits us to do so If we know why, we can re-strategize if the first how does not work 12

13 Activity Pick one of your best practices from the first activity Discuss and document the why it is what it is Pay attention to both model adherence and worker efficacy If you have time pick another best and repeat the task 13

14 Managing the Organizational Setting Premise: When organizational context aligns wit the practice model staff are more able to implement values driven practice Implication: There are subtle and not so subtle mis-alignments in most organizations Conclusion: Supervisors get to manage this discord because often no one else does 14

15 Managing Mis-alignment Options include: Defining the rub Articulate the feature of the organization and how it does not align with key principles Proposing changed policy or procedure Offer revised policy or procedure Be prepared to describe how alignment with principle is improved Prepare a fallback position Articulate what next best position would be Prepare your campaign Consider allies, resources, and roadblocks Go on, take it on 15

16 Activity Identify a rub or mis-alignment in your organization Define it Develop proposed change Identify acceptable fallback List allies and resources 16

17 Recap Improving values driven implementation requires consistent supervisory focus on utilizing values in daily interaction So we reach beyond believing and get to doing In the WA field there keeps changing Support staff to learn and expand the boundaries in implementation 17