NCWWI Meeting December 7-8, 2015 Changing... Leading... Learning... Change Initiative Integration...

NCWWI MeetingDecember 7-8, 2015

Changing . . .

Leading . . .

Learning . . .

Change Initiative Integration

San Francisco Case Example


Data SourcesCI Template

Action Plan

Interview

Survey SAR

LADD ✓ ✓ ✓

LAMM ✓ ✓ ✓ ✓

LAS ✓ ✓ ✓

UP ✓ ✓ ✓

OI ✓


Jurisdictional Change Initiative

To build a climate and culture that promotes

innovation partnership and performance.


More Details…• SFHSA utilizes a number of EIPs: Differential

response, TDM, Safe Care, Wraparound, SOPo Key initiatives: Title IV-E, IASC/Katie A, CFSR

• Looking to connect these under a unifying practice model AND

• Build and sustain a workforce that operates under a CQI framework: understands and uses data to improve service delivery

NCWWI MeetingDecember 7-8, 2015NCWWI MeetingDecember 7-8, 2015

Theory of Change• If we change the culture of the

agency to be more data-driven, performance-oriented and team-focused, then our services will become more responsive to families and children’s needs, our staff at all levels will improve services and outcomes will improve


Success Indicators for SFHSA

Improved:• Job Satisfaction• Leadership• Learning culture• Professional sharing/support• Readiness for change• Shared vision• Partnership• Service delivery


University Partnership CI• Same CI as SFHSA (co-developed)• Role of Cal Berkeley:

o Support the development of a CQI unit at the agency, with student participation

o Support for LAMM and LAS participants in developing Logic models and eval plans

o Connect students with research projects that support supervisor’s CI’s


LAMM Change Initiatives

Leadership of supervisors Build CQI

culture

Progressive visitation program

Care and retention of

resource families

Measuring practice

improvements for units

Team development to support CI

Implementing CQI


LAMM evaluation

Pre-training (N = 15)

Post-training(N = 15)

M SD M SD

I will be able to communicate the JCI vision, strategy, and implementation plan to diverse stakeholders.

2.93 0.83 3.50 1.09

The JCI will result in positive change for my organization. 3.53 0.52 4.00 0.68

The JCI will have a positive impact on the work I do. 3.53 0.74 3.93 0.92

JCI Initiative doesn’t seem relevant to what I do. 2.40 0.74 2.33 1.23

My individual change effort has clear connections with the jurisdiction Change Initiative.

3.58 0.79 4.15 0.90


LAMM evaluation

Post-training (N =15)

M SD

I have the supports that I need to implement my ICI 3.27 0.80My supervisor is available to talk through challenges 4.07 0.88It has been useful to bounce ideas off of other people at work 4.13 0.64

I’m too busy at work to focus on implementing my ICI. 3.13 0.64I don’t know how to move forward with implementing my ICI. 2.27 0.70

There was adequate time to plan the details of my change effort. 3.13 0.83

I will be able to successfully implement my ICI 3.53 0.52

I am confident that I will be able to deal with obstacles 3.73 0.59


Implementation Concerns

• Time• Staff buy-in• Lack of

management and supervisor support

• HR support• Staff retention• Stamina, follow

through

Not having enough support to work it through, Not having the ideal staff to implement, Not being able to bring the staff along


Anticipated TransferI will convene my management staff and map our leadership strengths, and discuss how we can support each other as a team. I will use the worksheet with the NIRN IS Drivers to help me get a good sense of where to focus my energies for my change initiative

I will use the logic model and action plan to begin to guide implementation of my change initiative when I return to the office.

I will apply the three gaps: Vision Gap, Fidelity Gap and Knowledge to Practice Gap through knowing if I have the right people on my team to carry out my change initiative and the vision.

The theory and exercises helped me break down my change initiative into smaller manageable actions steps. Change appears overwhelming and daunting task.


LAS Change Initiatives

Implementation of SOP

tools

Improving identification

of AI/AN families

Behaviorally-based case

plans

Creating an effective teaming

framework

Building communication to support

JCI

Improving wellness of

the Southeast office

Creating a mentorship

program

Mindful engagement and teaming with families


LAS evaluation

Pre-training (N = 15)

Post-training(N = 15)

M SD M SD

I will be able to communicate the JCI vision, strategy, and implementation plan to diverse stakeholders.

3.64 0.93 4.25 .97

The JCI will result in positive change for my organization. 3.71 0.91 4.50 0.67

The JCI will have a positive impact on the work I do. 3.80 0.94 4.42 0.67

My individual change effort has clear connections with the jurisdiction Change Initiative.

-- --- 4.42 0.67


LAS evaluation

Post-training (N =15)

M SD

I have the supports that I need to implement my ICI 4.00 0.60My supervisor is available to talk through challenges 4.08 0.88It has been useful to bounce ideas off of other people at work 3.92 0.51

I’m too busy at work to focus on implementing my ICI. 2.83 1.34I don’t know how to move forward with implementing my ICI. 2.67 1.15

There was adequate time to plan the details of my change effort. 3.00 0.85

I will be able to successfully implement my ICI 3.75 0.75

I am confident that I will be able to deal with obstacles 3.58 0.79


Implementation Concerns

No time has been spent with my direct supervisor to gather direction or insight. Some participants received more one-on-one time to prepare their change initiative so I feel behind

Having sufficient time to meaningful process and discuss with my staff about my individual change initiative is a continual challenge.

My main concern is trying to implement my change initiative but still supervising my unit and participating in other workgroups in our agency.


Anticipated TransferOverall, it helped to pull together information for me in a coherent way and that change and leadership do not occur in a vacuum. The modules also showed me how various stakeholders fitted in. Lastly, it showed me that in order to be a change agent, I must be purposeful and have well thought out action plans so things won't stay stagnant

The things that I already knew and did well; building collaborations, working in partnerships, supporting my staff while holding them accountable, use of data to bring meaning to our work, were positive reinforcement and supportive. The things that I learned to improve and build stronger leadership skills; adaptive change process, agency's vision, fully grounding myself in what my role is, how to better address secondary trauma, were very valuable and rewarding. I plan to use everything that I learned in my everyday work.


LAMM Case Study #1• CI: Progressive visitation program

o Good current model with spotty implementationo Need for staff to “enjoin” with the model

• Developmental stage:o Draft implementation plan

The big thing I have thought about is how to get the workers to buy in; how to get people to understand it and not just have knowledge of it.


LAMM Case Study #1Supports:

o The coaching sessions have been helpful• Both with CI implementation and managing

agency transitionso Strengths-finder and 360o COHA informing local implementation

teamo Gets support from Manager when she

needs it, rarely asks


LAMM Case Study #1o Unable to recall jurisdictional CI, or

verbally connect the two

There’s just so much, it feels so big; everybody has their different initiatives that they’re working on for the COHA and the LAMM, and trying to integrate all of that is mind boggling. So many wheels in motion. That’s where it’s very hard to hold onto everything mentally.


LAMM Case Study #1• Integration of CI’s through

Implementation Team & supervisor manager meeting

• Supervising a supervisor who went to LAS and is on a site team

• Uses MYNCWWIo Issues with login and accessing her

materials• Would like reminders to set up

coaching calls


LAMM Case Study #2Change Initiative:• Building a sustainable internal staff

development unit that can respond rigorously and spontaneously to all the different practice changes that are taking place within our agency


LAMM Case Study #2Integration of CI• I tried to align the change initiative with

the changes that we are instituting here around training and staff development. The focus of the change initiative is on building a sustainable internal staff development unit that can respond rigorously and spontaneously to all the different practice changes that are taking place within our agency.


LAMM Case Study #2Integration Efforts• We spent two hours in May just

talking about our change initiatives and where we all were and running our theories of change by Sylvia; providing her with our logic models. I think that was kind of the beginning of greater integration


LAMM Case Study # 2 Coaching

I was getting frustrated that I wasn’t able to see movement and momentum around CI because I was caught up in the day-to-day starting to make it happen. She suggested that I take a day off and work at home. I was like, “wow”. It’s been really helpful because we’re mobile. We’re a mobile workforce and we are moving towards that. So I have my laptop and I can work at home and its quiet. It’s helped me to be reflective and to look at some strategic planning and this is what I recommended to my boss: to take some time out to do this. We are actually having another retreat with the bay area academy, our coaches, our training coordinator to do strategic planning


LAS Case Study #1Change Initiative:• Improving identification of American

Indian/Alaska Native children and ensuring ICWA eligibility

• Better investigation and data tracking

• Partnerships with tribes and Indian organizations


I think figuring out what my change initiative is and how it is going to get into connecting to the larger change initiative too with the leadership skill I developed. I had to do a PDSA with my change initiative to measure my data and pull data, how to work with the data, and how to present the data –those were all part of skills that I built in this process


LAS Case Study #1Skills gained from LAS:• Learning how to use PowerPoint• Learning how to develop a logic

model• Presentation skills


LAS Case Study #1Agency Supports:• Support from Sylvia about defining CI• Supports from other supervisors and

unit • Learning how to develop a logic

model• Presentation skills


LAS Case Study #1Progress:I’ve been able to pilot a case where I actually got eligibility for funding for a child who was pending, get them fully enrolled. We are still working out the financial piece


University Partnerships• No placement of students at HSA in

Year-1, Seneca only• Focus on research skills• Support for JCI through help building

CQI unit• Matching students with supervisors

to help them research their ICI


Site Teams• Most agreed that their work supports the

JCI: Mean score =3.88• Informed by COHA: 4.11• Accomplishments:

o Mock interview panel piloto Mentorship programo Focus on improving climate through

Appreciation boards, massage, newsletters and social events


• Doing the logic model for our site change initiative and feeling like I know what we are really doing. Also, having the staff at our site contribute and feel like their opinions matter and are taken seriously.


Site Team Connection?• COHA identified low job satisfaction, morale

and perceptions of leadership support• HSA site teams efforts so far focused on

building positive agency climate• How will site teams more directly support

CI?o Change culture to be more evidence-driven,

performance-oriented and team focused?o Support implementation of the practice model?


Questions to Consider• How much alignment of CI’s are we

expecting at each level?o Between UP and LADD?o Between JCI and ICI for LAMM? For LAS?o Between JCI and Design Teams?

NCWWI Meeting December 7-8, 2015 Changing... Leading... Learning... Change Initiative Integration...

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