1. Managing Organizational Change A Framework to Implement and Sustain Initiatives in a Public Agency Lisa Molinar M.A.

2. Why isn’t that enough? Because: It just makes sense!!

3. Agenda Welcome & Introductions Objectives of this Session Organizational Culture Organizational Climate Guiding Principles Managing Change Discussion & Questions

4. Objective for this session Participants will explore guiding principles of organizational development when embarking on a project or initiative Explore ways to apply the learning in their own organization.

5. Translating Evidence: Some Definitions Organizational Culture “the way things are done around here” The shared norms, beliefs and behavioral expectations that drive behavior and communicate what is valued in an organization Summary of definitions from: Hemelgarn, Glisson and James. (2006) Organizational culture and climate: implications for services and interventions research. Clinical Psychology: Science and Practice. 13(1).

6. Translating Evidence: Some Definitions Organizational Climate “How it feels to work here” The agreed upon (i.e. not just individual) perception of the psychological impact of the work environment Summary of definitions from: Hemelgarn, Glisson and James. (2006) Organizational culture and climate: implications for services and interventions research. Clinical Psychology: Science and Practice. 13(1).

7. Change for the sake of change? What does some of the research say?

8. Why does it matter what the case workers think of the organization? “Caseworkers in agencies with more engaged climates reported significantly greater job satisfaction, and caseworkers in agencies with more stressful climates reported significantly less job satisfaction.” “ Children served by agencies with more engaged climates had significantly better outcomes” Glisson Research on Social Work Practice, Vol. 17 No. 6, November 2007. Sage Publications

9. Engaged Climates “caseworkers who provide services within agency work environments that have more engaged climates (i.e. high in personal accomplishment and low in depersonalization) are more likely to accomplish these objectives” – Individualized casework – Personalized relationships – Focus on achieving best results for each child

10. Guiding Principles Mission driven vs. rule driven Results oriented vs. process oriented Improvement directed vs. status quo oriented Relationship centered vs. individual centered Participation based vs. authority based Glisson Research on Social Work Practice, Vol. 17 No. 6, November 2007. Sage Publications

11. Mission Driven vs. Rule Driven Mission Driven vs. Rule Driven – A Power point presentation and speaking points for the County to share with their staff and other stakeholders regarding the information obtained from other tools and the importance of embarking on this process. – A one page executive summary is prepared to share with staff and other stakeholders. – A clear Vision and mission are established.

12. Results oriented vs. Process oriented A self assessment document is completed on an ongoing basis by the agency and other stakeholders to assess their baseline and thoroughly review their system, focusing on progression within the continuum. The domains assessed include: Collection and use of data Shared Value and Common Language Training and Engagement of Staff Training and Engagement of Partners Parent, youth and child Engagement Agency Policy and Practice

13. Improvement directed vs. Status Quo oriented ◦A template for a summary report and strategic plan ◦Ongoing use of the self assessment document

14. Relationship centered vs. Individual centered Focus groups, tools include  Focus group scripts  Suggested questions  Planning for the focus groups document ◦Surveys, interviews and feedback forms that can be conducted with stakeholders

15. Participation based vs. Authority based ◦In every level of the organizational assessment, a comprehensive group of child welfare staff at all levels, families, youth, foster parents, community members, services providers and cross – system partners are collaborated with. ◦We know that for an initiative to be sustained a collaboration is essential.

16. What are the strengths of your organization? What is missing?

17. Discussion and Next Steps