New Technical Competencies and the Systems Approach Workbook
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Transcript of New Technical Competencies and the Systems Approach Workbook
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New Technical Competencies and the Systems Approach Workbook
Addictions and Mental Health Ontario 2013Rod Olfert, CCSA
May 28, 2013
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Agenda
• Welcome and Introductions
• New Technical Competencies
• Systems Approach Workbook
• A Change Management Approach to Systems Improvement
• Interactive Discussion
• CCSA Support
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About CCSA
Vision All Canadians should live in a healthy society, free of alcohol and drugs-related harm
Mission Provide national leadership and advance solutions to address alcohol and other drug-related harm
• National non-profit organization
• Pan-Canadian and international role
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CCSA’s National Priorities
Canada’s National
Framework for Action
Children & Youth
Mental Health &
Substance Abuse
Canada’s North & First
Nations, Inuit, Métis
Workforce Development
National Treatment Strategy
Impaired Driving
National Alcohol Strategy
Prescription Drug Misuse
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Workforce and Systems Development
www.nts-snt.cawww.cnsaap.ca
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What Are Competencies?
Specific and measureable skills, knowledge, attitudes and values required to effectively perform work functions.
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Types of Competencies
• Technical Specific to a given job Example: Screening and Assessment
• Behavioural Key personal and interpersonal attributes Example: Teamwork and Cooperation
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Why Are Competencies Important?
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New Technical Competencies (2013)
• Understanding the Continuum of Substance Use
• Understanding Concurrent Disorders
• Case Management • Client Referral• Community Development• Counselling• Crisis Intervention• Family and Social Support • Group Facilitation • Outreach
• Medications• Prevention and Health
Promotion/Awareness • Program Development,
Implementation and Evaluation• Record Keeping and
Documentation• Screening and Assessment • Trauma-Specific Care • Treatment Planning• Understanding Gambling• Understanding Tobacco
Cessation
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Behavioural Competencies (2010)• Adaptability and Flexibility• Analytical Thinking and Decision
Making • Client-centred Change• Client Service Orientation• Collaboration and Network
Building• Continuous Learning• Creativity and Innovation• Developing Others• Diversity and Cultural
Responsiveness
• Effective Communication• Ethical Conduct and
Professionalism• Interpersonal Rapport and
Savvy• Leadership• Planning and Organizing• Self Care• Self Management• Self Motivation and Drive• Teamwork and Cooperation
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Competency Proficiency Levels
• Four Proficiency Levels
• Behavioural and performance indicators at each level
• Level determined by what is needed to do the job
Introductory
Developing
Intermediate
Advanced
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Competency-based Interview and Performance Management Guides and Tools
• Administrative Support
• Counselling
• Health Promotion
• Senior Management
• Supervision
• Support and Outreach
• Withdrawal Management
Make a chair and
take a seat
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Competency-based Interview Questions
• The Situation or Task in which the candidate is involved;
• The Action the candidate took to complete the task or address the situation; and
• The Result of the candidate’s action.
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Interview Question: Trauma-Specific Care
Question: Describe a situation where you needed to adjust your approach because you recognized that a client was dealing with significant trauma.
Probing Questions:• How did you identify that the client was affected by
trauma?• What changes did you make to your approach?• How did this change impact your client?
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Systems Approach Workbookwww.nts-snt.ca
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Systems Approach Workbook
Modules and Topics
Change Management
Working with Teams
Systems Thinking and Complexity
Integrating Substance Use and Mental Health
Tools and Templates
Context Analysis
Implementation Plan
Communications Strategy
Powerpoint, Key Messages, Systems Approach Briefing Note
Available Now
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Systems Approach WorkbookComing Soon:
Quality Improvement
Evaluation
Collaboration
Effective Leadership
Social Determinants of Health
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Systems Approach Guiding Concepts
• No wrong door
• Availability and accessibility
• Matching
• Choice and eligibility
• Flexibility
• Responsiveness
• Collaboration
• Co-ordination
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Change Management Stages
• Background: Develop a rationale for change
• Preparation: Prepare an implementation plan
• Implementation: Make the change
• Sustainability: Evaluate & evolve
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Background Stage: Developing a Rationale for Change
Small Group Exercise
Question
Why is it important to change systems or services at this time?
For example, what needs are you looking to meet?
Consideration
Reasons can be at the broad system level or specific to the change being considered.
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Background Stage: Developing a Rationale for Change
Small Group Exercise
Question
What change(s) are you planning?
Consideration
Having a simple, focused explanation is invaluable to getting your point across.
For example: “We are introducing a standardized screening tool.”
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Background Stage: Developing a Rationale for Change
Small Group Exercise
Question
What aspects of the Systems Approach will be useful in supporting the change process?
Consideration
The Systems Approach provides a framework that can be used to guide change.
Determine which components you’d like to start with, one step at a time.
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Competencies and Systems Development
What Competencies do your people need to implement systems improvement?
• To prepare…
• To plan…
• To lead…
• To communicate…
• To collaborate…
• To implement…
• To measure…
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Opportunities for Collaboration• Supporting your work with evidence-informed resources
• Bringing your practical, on-the-ground knowledge and expertise to what we know and what we do
• Adoption and adaptation of evidence and tools, and feedback for their improvement
• Knowledge Broker assistance
• Other? What can we do for you?
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Thank You
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Contact Information
Rod OlfertKnowledge [email protected] ext. 250
Competencies: www.cnsaap.ca (under the tab, “Developing the Workforce”)
Systems Approach Workbook: www.nts-snt.ca