1. Leadership Academy for Middle Managers
Curriculum Day 3

2. NCWWI Leadership Model: Leading for Results

3. 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.

4. 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

5. 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

6. 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

7. 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, (

8. 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

9. 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

10. 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.

11. 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?

12. 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

13. 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.

14. 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?

15. 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.

16. 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 (

17. 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)

18. 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?

19. …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?

20. …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

21. …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.

22. …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.

23. 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.

24. 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

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

26. Leading People Quadrant

27. 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.

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

29. 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)

30. 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)

31. Workforce Development Framework
To Support Staff and Advance Improved Outcomes for Children, Youth & Families

32. 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

33. 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)

34. 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)

35. 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)

36. 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.

37. 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.

38. 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.

39. 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,  

40. 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

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

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

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

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

45. 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?

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

47. 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

48. Get Connected Facebook: facebook.com/workforceinstitute
Facebook: facebook.com/workforceinstitute
LinkedIn: 
MyNCWWI: myncwwi.org

49. MyNCWWI: myncwwi.org

50. My biggest take away of this week was…
Final thoughts…
My biggest take away of this week was…

51. Thank You!
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