The Childrens Villa’ geevent.capconcorp.com/wp/hpog/wp-content/uploads/... · 1 i ,.-•. I . ;:...
Transcript of The Childrens Villa’ geevent.capconcorp.com/wp/hpog/wp-content/uploads/... · 1 i ,.-•. I . ;:...
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The Children’s Village
Keeping children safe and families together
Jeremy Christopher Kohomban, Phd. President and CEO
The Children’sVillage and Harlem Dowling [email protected]
@jeremycv (twitter)
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• We invest in families and communities to keepchildren and youth safe, connected to personswho love and can guide them rather than tax-payer funded out-of-home systems.
• When out-of-home care is required, ourinterventions are intensive, targeted, expedient and measurable.
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•Founded in 1851
•Serve 11,000 children and families annually
•Programs include alternatives to incarceration, foster care, community centers, shelters, family support
•Leader in evidence-based programming
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- ...!£~ JI 1!; ,<:~~
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fHOMESWANTElf! l FOR CHIL,DREN J ~ ·~·····~···········································~·- f ; A Company of Orphan Children of Different f J Ages Will Arrive In. Mapleton. ·(owe.. f
!Thursday, June 16} t The D1itrtb~tton. w1u·· take ple..ce ;,
t a.t Opera House at 10:30 a.. rn. t f ··;:.:·.::j·~:::~-·t::·::.::.~;::·.:.:::~.;l::::~:·::·:::·.~:.:::~: i
',·A your ,nidRt. l!~pt:ciallv :unong f;trrttcrs. where the ,· nH'.1\' c n j<..1V ;, . ~ ~ hapj::,y and ,~ h o Jc&on•~ hunily life. wh\!'rc kind care: a.:-ooa e x a mph.• <'·
., and -moral training will fit the1n for" life·ot S¢J f-6upp,>rt and 11 ~~- f ~~ ,f~Jnt:•8- They con1c un<t<:r the auspice~ of the .N.:w Y'or!< Chdc1- c f1 ren·~ .-\id ~ Q..:.ic ty. ba ,·dl<un the y have been t<;~ted and found to ' I .be ,vcll n1e;lnin,: u.n """•itlinJ.( hoyl!f und )!ii11!i-.. f I Th<: condltionw "re t.hat. tl1cy ~hall be propcrl.f c !othc,,;od ii Ud ; '> tr1;!ated aS ,11e1nbcr11 of th'-! I.unity. sent to ~choo1 ;,-:.:;ordin~ t:., tl h : € t RCbOol la,v o( tht: &tat~. aod retnain in t.he family until th~x ;1 re ~
'.'..~ f~'i:~t;::; f.~::~-~:i1~1~~·1nl!~~~~~;:,:~~;~~~t~n"?.;~~~t,~itl:~\!Jt:c:it~~ ;,; ) ·· • re1naii:, .jn tllc fiunU )" lnd~finitely. Th~ _sQcic:!t.y i.:taiUl!l the f'i !;'h t ~
.,.:;t _. to retno,~e a .child at 11.ny t.unc: for juS&t" .:!a.usu:. nnd 11J,?rCe il ti") r e- ~ _. ,:,rlove any ioun,d ,uu.:\tisha,:tory a f t-er beiog_ a~otified. c
i::( ,_ .i_ppiictltion~ ,riay b~ ,nade to ii.ou;~-i-~.r t.hJ·, tOilowing well kn,,(,.·1i ~ t citi-xena ·who lut.,·d •11,rret."d .- t.o act ai;. local c<un1nitt<:e tc> a id tht": t"'
's ;:;: ~;;;;;~~:I! ;.~~~p;~OTT, H. F, NOURSE, L. H, FEHJIE. J. R. I a WELCH, T. B. LUTZ, F. GRIFPllf, H S. GILLESPIE. c
I•••••••••••••••••••••••••••••; ••• ~.~-•~••••••;•••••••• ' i If the ChtJdren a.re not e..11 te.ken e..t 10,30 a . m. f ·t : · e.ri a.4Journed meetin,i will be h.eld a.t l:'30 p. rn. _ ~
~ ··········~···········································' f,, R~MEM~E_R THE Tit,,~ .AND PLACE j J '"' . Co~e O.ut e..nd a,.._., the A_ddress. _1 I i ,.-•. ~ ....................... .; •.. .,.-.;._ ..•... ·~~·········-·-·'..· .. ; . . ;: -~ _:~_:9~:iF~<_; ... -- ,,_ 0 ;; ;~::;~;~;~;•~!;j1~
"A,· -~t,;, •• .:\~-t .... ~?~~"4-, -~ l ... ..-;;._,;~,:,-ii~-~~~~,.e~~i;
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“In order to restrict and ultimately to put an end to the production of defective delinquents, it is necessary to restrict the propagation of the feeble-minded variety of the human race.”
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“feeble-minded is a grave social menace. To it can be attributed a very definite proportion of the vice, crime, and delinquency that tend to destroy the peace and prosperity of or communal life. Not only is it a fundamental cause of misery, but it possesses the quality of hereditary transmission, thus insuring the continuation of misery through the generations to come”
-State Commission Report to the New York Legislature 1915 David Schneider and Albert Deutsch pg. 241 (Chicago, 1941)
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Boarder Baby
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Throw-Away Kid
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Sexually Trafficked
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Toxic Stressed
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Attachment Disordered
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Disconnected Youth
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Oppositional Defiant
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Strong organizations do five things well Clear vision and priorities Cohesive leadership team
• Clear roles and behaviors
• Aligned organization structure
Right talent for success
Effective development of talent
• Effective program processes
• Effective support processes
5. Culture
5
1
2
3
4
• •
•
•
•
• Source : Framework developed by Bain & Company and adapted by Bridgespan
‘High performance’ behaviors
Willingness and ability to change
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Culture Is a Result - It is important to remember that culture is a result, not a lever. Nonprofit leaders cannot simply define new values and goals and share them in the hope that everyone will get on board with a new strategy. Instead, leadership must commit to a new vision for the organization’s culture, decision-making must support that desired culture, managers must give staff incentives that align with the desired goals, and processes and systems must be engineered to drive the desired behavior.
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Exhibit 2: To align culture to strategy, determine how to use other parts of the wheel
5. Culture
2. Decision making
and structure
• Engineer processes and systems to drive desired behavior, e.g. collaboration, quality, loyalty, innovation, etc.
• Ensure the right people are on, and remove obstacles as necessary
• Help people understand the “WHY” • Align measures and incentives to the
desired goals and strategies
• Start with leadership: Nothing changes unless leadership commits to a new vision for culture and changes their own behavior as appropriate
• Design decision-making processes to support desired culture, not undermine it
• Build structure to fit with culture and strategy
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LEADERSHIP • Vision for the organization • Personal example – cannot be
delegated, consistency and drive required
• Creates Team
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DECISION MAKING & STRUCTURE
• Clear roles and behaviors • Who does what (basics are most
important. Spell it out (PBIS lesson) • Aligned organizational structure
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PEOPLE
• Unionized work force @ CV • Right talent (MST example) • Effective development of talent
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• Characteristics of the MST Therapist Who Fits
• Engaged in/wants to do MST **
• Effort and Accountability
• Conceptualization and Thinking - Good analytical and logical thinking ability **
• Strength-Focus and Engagement
• Skills, Knowledge, and Experience • ** Denotes top priority characteristics
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• Characteristics of the MST Therapist Who Does Not Fit • Evening/weekend - on call schedule would be difficult
due to life circumstances or perceived as problematic** • Desire to have a different job/conscripted to MST** • Years of practice as an autonomous professional** • Wedded to non-empirically based theories** • No accountability in past settings • Focus of training / experience / work preference is on
individual work with children • Not open to peer supervision or feedback
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PROCESS & SYSTEM
• Effective program process • Effective support process
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CULTURE • High performance behaviors • Willingness and ability to change • Culture produces a desired result
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GRANTEES SPEAK
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Ashley McGuffie
Director P: 203.930.1636
F: 203.610.8470
www.workplace.org
Work?/ace
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Creating a Culture of Possibility • Spirit of the Grant: Staff and Client Motivation
• From the Top - Down • Flexibility & Adaptability: Year to Year Opportunities from
Lessons Learned (NCC) • Culture of Problem Solving and Creative Solutions: Needs
of Today and Tomorrow • Leveraging Community & Internal Resources
• Staff and Client Talent for Problem Solving • Importance of PD involvement with clients
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Allied Health Career Pipeline Program Trainings: Certified Nursing Assistant, Certified Medical Assistant, Patient Care Technician, Health Information Technology, Community Health Worker, Home
Health Aide
Services: Case management, Weekly Metro Cards during training, Uniforms, Text books, State/National Exams Fees for Licensing, Childcare assistance,
College Pathways. Employment Services: Business Advisory Council (Employer Partners), Career Readiness Workshops, Resume Writing, Mock
interviews, Internships, “Meet and Greet” with employers, & Job placement assistance
Dana J. Lennon, Esq. - Director 718-664-2532
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Challenge: Motivate Staff
Increase Productivity
How: Data Driven Environment
Accountability Team Building
Confidence
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Exhibit 2: To align culture to strategy, determine how to use other parts of the wheel
5. Culture
2. Decision making
and structure
• Engineer processes and systems to drive desired behavior, e.g. collaboration, quality, loyalty, innovation, etc.
• Ensure the right people are on, and remove obstacles as necessary
• Align measures and incentives to the desired goals and strategies
• Start with leadership: Nothing changes unless leadership commits to a new vision for culture and changes their own behavior as appropriate
• Design decision-making processes to support desired culture, not undermine it
• Build structure to fit with culture and strategy
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CULTURE @ THE CHILDREN’S VILLAGE
Belonging is the non-negotiable foundation on which success is achieved.
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included
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treated as important
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supported
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encouraged
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celebrated ...
•
• •• -•• •
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wrapped in
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Unconditional belonging
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