Leadership Academy for Middle Managers Curriculum Day 3

NCWWI Leadership Model: Leading for Results

Unit 10: Leadership Role in Creating an Organizational Culture of Results Training Competency 10: Able to apply concepts of a results-oriented culture and infrastructure supports in leading for sustainable systems change. Objectives 10a. Applies key implementation drivers: decision support systems, facilitative administration and infrastructure supports to Change Initiatives. 10b. Reviews personal strengths in Executing and applies to Leading for Results quadrant of Leadership Model and to the implementation process.

Organizational Culture of Results Today we will… Identify outcomes we want to achieve Develop a plan of action Identify data sources and data staff to support your efforts

Results Oriented Management Training (ROM) Focus on Leader role in building data capacity and a results oriented culture How you might use performance measures to track progress Development of a logic model

Implementation Drivers Integrated & Compensatory Competency Drivers Organization Drivers Leadership Systems Intervention Facilitative Administration Data Driven (Fixsen & Blase, 2008) Graphics by Steve Goodman, 2009 Adaptive Technical 6 6

Organizational Supports Manager Skills and Knowledge Interpreting Data Taking Action Performance Reports Organizational Culture Results Oriented Management in Child Welfare, University of Kansas, School of Social Work, 2002 (www.rom.ku.edu)

Manager Skills & Knowledge Read and understand performance measures Interpret performance data to inform management action Set measurable goals; monitor progress Reward performance Involve others in achieving results Create an organizational culture of achievement, learning, and innovation

Performance Reports Focuses on only a few measures Emphasizes outcome achievement using well- constructed measures Summarizes measures; monitor changes over time Helps to inform and target action for improving outcomes for children and families

Assessing Performance Reports Assess your current reporting system based on the Handout 3:1. Reflect on your reports in light of these standards. You may wish to take some notes on your reflection, as you’ll be discussing these with a group later in this section. Once you have completed Handout 3:1, please take another 5 minutes to review and complete the assessment checklist included on Handout 3:2 Management Reports Assessment Checklist.

Group Discussion Questions How did you assess your performance reporting system? How has your agency’s use of data changed as a result of federal, state or tribal monitoring requirements and processes? How do you review and address performance of the Indian Child Welfare Act? How do you monitor and address tribal laws, state or federal laws, legislative requirements, or settlement agreements? What reports does your management team use regularly? How do you personally use reports? What reports do you rely on most? What reports do you wish you had but don’t?

Organizational Culture Performance data are used and discussed Good performance is rewarded Everyone takes responsibility for performance Teams and individuals set and achieve performance measures Everyone learns from each other; adapts and innovates Results orientation is reinforced at all levels

Handout 3:4 Organizational Culture of Results #1: rate how your agency is doing in building a results-oriented culture. #2: rate how you are doing as a leader.

Discussion Questions—Results Orientation What are some methods in your jurisdiction uses to reinforce the importance of a “results orientation” at all levels of the organization? What are some methods you use to contribute to a results-oriented culture? How will your personal strengths in Executing help you operate as a “results-oriented” manager? If Executing is not your area of strength, how will you develop this capacity on your team?

Unit 11: Performance Measurement and Your Change Initiative Training Competency 11: Able to apply processes and resources to achieve accountability and measure results. Objectives 11a. Demonstrates how performance data can inform management action using case examples and scenarios. 11b. Differentiates between decision alternatives based on the interpretation of data. 11c. Develops benchmarks to monitor the progress and outcomes of a Change Initiative over time.

Performance Improvement Cycle Define a Desired Future Develop an Action Plan Define Measures Implement Plan Mission Accomplished Celebrate! Monitor Performance Data Interpretation: How are We Performing? Results Oriented Management in Child Welfare, University of Kansas, School of Social Work, 2002 (www.rom.ku.edu)

Logic Model Inputs Actions Outputs Outcomes Results Resources needed to operate your program If you have those resources, then you can accomplish your activities If you accomplish your planned activities, then you will deliver the services you intended If you deliver your planned services then your participants will benefit in predictable ways If these benefits are achieved, then certain changes in communities, organizations or systems can be expected to occur. (Adapted from W.K. Kellogg Foundation, Logic Model Development Guide, 2004)

Inputs… Inputs What are the resources that your agency has invested and will continue to invest? How have Community Partners been engaged in gathering input? What do community partners have to invest? What staff resources can you use?

…Actions… Actions Inputs What we need to do and who we need to reach. Do new positions need to be established? Do you need to develop key contacts in the community or other divisions? Is there training that will be necessary? What measures need to be developed and data collected? Inputs What are the resources that your agency has invested and will continue to invest? How have Community Partners been engaged in gathering input? What do community partners have to invest? What staff resources can you use?

…Outputs… Actions Inputs Outputs New positions established What we need to do and who we need to reach. Do new positions need to be established? Do you need to develop key contacts in the community or other divisions? Is there training that will be necessary? What measures need to be developed and data collected? Inputs What are the resources that your agency has invested and will continue to invest? How have Community Partners been engaged in gathering input? What do community partners have to invest? What staff resources can you use? Outputs New positions established Key contacts identified Training completed Data collected

…Initial Outcomes… Actions Inputs Outputs Initial Outcomes What we need to do and who we need to reach. Do new positions need to be established? Do you need to develop key contacts in the community or other divisions? Is there training that will be necessary? What measures need to be developed and data collected? Inputs What are the resources that your agency has invested and will continue to invest? How have Community Partners been engaged in gathering input? What do community partners have to invest? What staff resources can you use? Outputs New positions established Key contacts identified Training completed Data collected Initial Outcomes What benchmarks tell you your moving in the right direction? Key contacts mutually engaged. Staff demonstrating increased confidence and satisfaction. Positive community feedback.

…Intermediate Outcomes… Actions What we need to do and who we need to reach. Do new positions need to be established? Do you need to develop key contacts in the community or other divisions? Is there training that will be necessary? What measures need to be developed and data collected? Inputs What are the resources that your agency has invested and will continue to invest? How have Community Partners been engaged in gathering input? What do community partners have to invest? What staff resources can you use? Outputs New positions established Key contacts identified Training completed Data collected Intermediate Outcomes Workforce development strategies imbedded in system Mutual families feel supported Mutual stakeholders feel supported Increased staff retention Initial Outcomes What benchmarks tell you your moving in the right direction? Key contacts mutually engaged. Staff demonstrating increased confidence and satisfaction. Positive community feedback.

Intermediate Outcomes …Results… Actions What we need to do and who we need to reach. Do new positions need to be established? Do you need to develop key contacts in the community or other divisions? Is there training that will be necessary? What measures need to be developed and data collected? Inputs What are the resources that your agency has invested and will continue to invest? How have Community Partners been engaged in gathering input? What do community partners have to invest? What staff resources can you use? Outputs New positions established Key contacts identified Training completed Data collected Intermediate Outcomes Workforce development strategies imbedded in system Mutual families feel supported Mutual stakeholders feel supported Increased staff retention Results Children experience safety, permanency, and well- being. Initial Outcomes What benchmarks tell you your moving in the right direction? Key contacts mutually engaged. Staff demonstrating increased confidence and satisfaction. Positive community feedback.

Change Initiative Measurement Identify measures for each of the key components of your plan Measure WHAT(process) and HOW (outcomes) Focus on the priorities—what do you need to know to gauge success Identify data sources—be creative

Module V: Leading People DRAFT – not yet approved by the Children’s Bureau Module V: Leading People LAMM Slides, July 15, 2009

Leading People Quadrant

Unit 12: Workforce Development and Implementing Systems Change Training Competency 12: Able to describe the role of the middle manager in workforce development and how a comprehensive approach to workforce development relates to implementation of systems change. Objectives: 12a. Understands why a focus on the child welfare workforce is a critical issue for middle managers. 12b. Describes the process steps and components of a comprehensive approach to workforce development. 12c. Applies NCWWI’s Workforce Development Framework and workforce development concepts, to your agency as well as own agency’s change initiative.  

Instructions for polling Text LAMM to 37607 to join then A, B, or C 37607 LAMM

Poll Question #1   The average annual turnover of child welfare workforce nationally is: Less than 20% (text A) 20- 40% (text B) More than 40% (text C)

Poll Question #2 What do you think the annual cost was to the State of Texas in fiscal year 2013? 20-30 Million (text A) 31 to 50 Million (text B) 51 to 70 Million (text C) More than 70 Million (text D)

Workforce Development Framework To Support Staff and Advance Improved Outcomes for Children, Youth & Families http://ncwwi.org/index.php/special-collections/workforce-development-framework

The Workforce Development Planning Process The dynamic nature of the work and of the child welfare workforce Central theme of continuous quality improvement Intervene based on good information and evaluate the impact Proactive, not reactive http://ncwwi.org/index.php/special-collections/workforce-development-framework

Poll Question #3 Which aspect of the Workforce Development Framework will be most challenging to address? a. Implementing the workforce planning and assessment process (text A) b. Gathering reliable information and data about our workforce (text B) c. Staying focused on a Continuous Quality Improvement Cycle (text C) d. Maintaining a focus on the integrated approach, by looking at all of the components before designing an intervention (text D) e. Focusing on the specific components of the WDF (Job Analysis, Education, Incentives & Work Conditions, etc.) (text E)

Poll Question #4 Which of these components do you feel you are purposefully addressing in your agency? Job analysis & position requirements (text A) Education & professional preparation (text B) Recruitment, screening, & selection (text C) Incentives & work conditions (text D) Professional development & training (text E) Organizational environment (text F) Community context (text G) Supervision & performance management (text H)

Poll Question #5 What do you anticipate as being a barrier for your agency to implement the WDF? Time/high caseloads (text A) Conflicting demands (text B) Lack of buy-in from staff (text C) Lack of leadership support (text D)

Activity You will have one minute to brainstorm a list of potential interventions for each component. After one minute rotate to the next component. Once at new component, quickly review the list from the last group and then brainstorm additional ideas.

Small Group Discussion Discuss in your small group: One area related to the gap-closing strategies where you want to take action to advance the workforce in your agency or that is specific to your change initiative.

Unit 13: Continuous Learning and Leader Resilience Training Competency 13: Able to demonstrate commitment to continuous learning as a leader and address systems change issues. Objectives: 13a. Reviews Change Initiative and Develops Change Action Plan. 13b. Creates Professional Development Plan in light of whole learning experience. 13c. Describes strategies for sustaining self and other champions in Change Initiative.

Action Plan Select one of the "outcomes" from your Logic Model and use this as the "outcome (initial/interim)" on your Action Plan.  Identify the 'actions' from your Logic Model which you will work on first (prioritize) and use this as the "activities" on the Action Plan.  Then identify the specific tasks necessary to achieve the activity - to bring the detail of the "actions/activities" to the Action Plan that aren't spelled out in the Logic Model,  

The Four Quartets We shall not cease from exploration And the end of all our exploring Will be to arrive where we started And know the place for the first time. ~T.S. Eliot

Heifetz Recommendations for Resilience Grow your personal support network Create a personal holding environment Renew yourself

Grow your Personal Support Network Find and talk regularly with confidants Satisfy your hungers outside of work Anchor yourself in multiple communities

Create Personal Holding Environment Mind your physical well-being Create sanctuaries

Renew Yourself Have a balanced portfolio Find satisfaction daily and locally Be coolly realistic and unwaveringly optimistic

Professional Development Plan Take out your Professional Development Plan (found in resources) Take notes on some of your plans When ready, find a partner and share your plans; Which plans are just interesting, and which are you committed to as new or ongoing practices?

https://tinyurl.com/OHLAMM2017 Online Evaluation https://tinyurl.com/OHLAMM2017

Wednesday, May at 31st @12:00 noon EST; 11:00 a.m. CT Follow-up Webinar   Wednesday, May at 31st @12:00 noon EST; 11:00 a.m. CT

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