Year 1 Organization-Wide Implementation Day 1: Key Contact … · 2020. 12. 21. · • Identify...
Transcript of Year 1 Organization-Wide Implementation Day 1: Key Contact … · 2020. 12. 21. · • Identify...
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Year1Organization-WideImplementationDay1:KeyContactTraining
MinnesotaDepartmentofHumanServicesResearchandTrainingCenteronCommunityLiving
InstituteonCommunityIntegration
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Purpose
• ImportanceofKeyContacts• ReviewrolesandactivitiesofKeyContacts• Teamtrainingactivitiesoccurringtomorrow• Collectinginformationforteams
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Introductions
• Pleaseintroduceyourselfandshare– Yourroleinyourorganization– Whattypesofsupportsyouprovide– Describewhatareaswithinyourorganizationyouaretargeting
– Whatdoyoulikethemostaboutwhereyouwork?
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WhatisaKeyContact?
KeyContact’sRoleinImplementingPerson-centeredPracticesandPositiveBehaviorSupport
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WhyisaKeyContactImportant
• Improvecommunicationacrosstheorganization/county
• Createapointofcontactintheorganization• Linktotheregionalnetwork• KeyContactsrefertoasetofresponsibilities,actions,&activities….notaperson
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KeyContacts(Why?)• Teamstart-upsupport• Teamsustainability/accountability
– Problemsolvingrelatedtotraining– Positivereinforcement– Prompts(“PositiveNags”)
• Publicrelations/communications• Supportnetworkacrossorganizations• Communicationhubbetweencoaches,trainers&teams
• Localfacilitation• Maintaindataandprogress
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KeyFeaturesofKeyContactStartUp
• KeyContactsarelinkedwiththeorganization-wideteam
• KeyContactsaredirectlylinkedtoteamtraining• NewareaswithinorganizationimplementingPersonCenteredPracticesandPBSareaddedovertime
• Administratorsactiveinvolvementisinplace• KeyContactsmaybeCoaches…orpartofLeadershipTeam
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Organization-WideRelatedTrainingDays
• 5DaysForAgencyTeams• 6TrainingDaysForCoaches• 2DaysForKeyContacts+3ConferenceCalls
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RoleoftheTeam
• CreateaPilotforPersonCenteredPracticesandPBS– Startwithpartoftheorganization– IdentifywhocoachesandKeyContactsinteractwith– Shareplanwithstaffandconfirminterest
• Conductaself-assessmentofstrengthsandneeds• Developanannualplanand3-Yearvision• Shareresponsibilitiesandtasks• Establisheffectiveteamprocess
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TeamMembers
• CoreTeamRepresentation(PlanningandCoordination)
• Administration• Management• Coaches• KeyContact• DirectSupport
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FullTeamRepresentationFullTeamMeeting2-3TimesAYear• Peoplereceivingservices• FamilyMembers• Guardians• CaseManagement• Community• Administration• Management• Coaches• KeyContact• DirectSupport
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Organization-WideTeamMembers
• Gatherinformationtosharewithcommunity• Encourageconsensus-baseddecisionmaking• EnsurepositiveandPersonCenteredPracticesareimplemented
• Evaluateactionplanning• Troubleshootandmakechanges• Shareprogressandcelebrate!
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CoachesandKeyContacts
• Aren’texpectedtohavealltheanswers• ShouldbeabletodescribebasicsofpositivePersonCenteredPractices
• Maybethesameperson!• TroubleshootswithothercoachesandKeyContacts
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RolesNotPeople
KeyContacts• Makesureteamsareprogressing,
• Meetingsareset,and• Dataarecollected• Facilitatebreakoutsessionsduringteamtrainings
• “PositiveNag”
Coaches• PracticeusingPersonCenteredTools
• SharetoolsandideasWithOthers
• EncourageTeam-basedPerson-centeredThinking
• CollaborateWithKeyContact
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GoalforTeam
• BylaterintheyearyoushouldbeabletoreportfortheOnsiteEvaluationthe:
• TotalnumberofactiveCoaches• NumberofKeyContacts• NumberofpeoplesupportedwhoaredirectlyimpactedBytraining– PilotAreasinvolvedinactivePBSprocess– ActiveuseofPersonCenteredSkills
• Peopleparticipatingintrainings
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OverviewofOrganization-WidePractices
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Successful Key Contacts Start by “Knowing the
Basics”
Redundancy & Practice Build Fluency!
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Coaches are often asked to describe why an organization is implementing Person-Centered Practices and PBS
(This is something you might say to a family member, a new
administrator, or a team member)
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OverviewofPerson-CenteredPlanningandPositiveBehavior
Support
SharingtheBasicsWithOthers
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PositiveSupportsDefinedReferstoallPracticesthatIncludetheFollowingCharacteristics:1) Person-CenteredStrategiesthatDemonstrateCultural
CompetenceandRespectforHumanDignity,2) Evidence-BasedandPromisingPractices3) IncludeStrategiesforOngoingAssessmentandMonitoring
atIndividualandOrganizationalLevels4) AreOftenImplementedinCombinationwithMoreThanOne
Practice
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ExamplesofPositiveSupports• AppliedBehaviorAnalysisPractices• AssertiveCommunityTreatment• CognitiveBehaviorTherapy• PositiveBehaviorSupportPractices• SystemsofCare/WraparoundPlanning• Trauma-InformedPractices• School-linkedMentalHealthPractices
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PersonCenteredPractices&Planning
OrganizationalWorkforceDevelopment
PersonCenteredPractices&Planning
PositiveBehaviorSupport
TertiaryStage• InDepthPersonCenteredPlans• IntegratedPlans(PCP,PBS,Trauma-informedTherapy)
• TeamsMonitorPlanProgress
UniversalStage• UniversalPersonCenteredStrategies:PersonCenteredThinking
• EncourageSelfExpression• Self-DeterminationandChoiceMaking• MeaningfulParticipationintheCommunity
SecondaryStage• MonitorPCTActionPlans• AdditionalQualityofLifeStrategies• IncreaseStrategiesforSupportingIndependenceandCommunityInvolvement
• MentalHealthandWellnessInterventions
ImplementingMulti-TieredSystemsofSupport
PositiveBehaviorSupport
OrganizationalWorkforce
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ExamplesofPositiveSupportsPerson-centeredThinkingandPlanning• PositiveBehaviorSupport• AppliedBehaviorAnalysis• CognitiveBehaviorTherapy• DialecticalBehaviorTherapy• SystemsofCare• WraparoundPlanning• TraumaInformedPractices• Multi-systemicTherapy• ResponsetoIntervention
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All People
Some People
Few
ImplementingMoreThanOnePositiveSupportPracticeWithinanOrganization
Person-CenteredPractices&Planning
PositiveBehaviorSupport
UniversalStage• TeachandEncourageCommunication• EncourageandReinforceSocialSkills• Consensus-BasedandTeamFocus• EmphasisOnUsingDatafor
Decisions• IntegratedWithOtherPositive
SupportPractices(PBS,Trauma-InformedCare,Etc.)
UniversalStage• Person-CenteredThinking• EncourageSelfExpression• Self-DeterminationandChoice
Making• PredictableandProactiveSettings• MeaningfulParticipationinthe
Community
SecondaryStage• UseDatatoIdentifyIndividualsAtRisk• AdditionalSupportsforKeySocialSkills• GroupandIndividualInterventions• Function-BasedDecisions• SimpleInterventionsIntegratedWith
OtherPositiveSupports• MentalHealthandWellnessInterventions
TertiaryStage• IndividualizedPBSPlans• IntegratedWithOtherPositiveSupports(PCP,
Trauma-InformedCare,CBT,Etc.)• PlansAreEvaluatedtoEnsurePlansAre
ImplementedWithFidelity• OutcomeMeasures• TeamsMonitorProgressofEachPerson
SecondaryStage• MoreIntensiveSupportstoImproveQOL• SimpleInterventionsIntegratedWith
OtherPositiveSupports• IndependenceandCommunity
InvolvementEncouraged• MentalHealthandWellnessInterventions
TertiaryStage• IntegratedPlans(PCP,PBS,Trauma-informedTherapy)• Person-CenteredPlans• IndividualizedWithPositiveSupports• TeamsMonitorProgress
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All People
Some People
Few
Multi-tierSystemsofSupport
Person-CenteredPractices&Planning
PositiveBehaviorSupport
UniversalStage• TeachAndEncourage
Communication• EncourageAndReinforceSocialSkills• Consensus-BasedAndTeamFocus• EmphasisOnUsingDataFor
Decisions• IntegratedWithOtherPositive
SupportPractices(PBS,Trauma-informedCare,Etc.)
UniversalStage• Person-CenteredThinking• EncourageSelfExpression• Self-DeterminationAndChoice
Making• PredictableAndProactiveSettings• MeaningfulParticipationInThe
Community
SecondaryStage• UseDataToIdentifyIndividualsAtRisk• AdditionalSupportsForKeySocialSkills• GroupAndIndividualInterventions• Function-BasedDecisions• SimpleInterventionsIntegratedWith
OtherPositiveSupports• MentalHealthAndWellnessInterventions
TertiaryStage• IndividualizedPBSPlans• IntegratedWithOtherPositiveSupports(PCP,
Trauma-InformedCare,DBT,Etc.)• PlansAreEvaluatedToEnsurePlansAre
ImplementedWithFidelity• OutcomeMeasures• TeamsMonitorProgressOfEachPerson
SecondaryStage• MoreIntensiveSupportsToImproveQOL• SimpleInterventionsIntegratedWith
OtherPositiveSupports• IndependenceAndCommunity
InvolvementEncouraged• MentalHealthAndWellnessInterventions
TertiaryStage• IntegratedPlans(PCP,PBS,Trauma-informedTherapy)• Person-CenteredPlanning• IndividualizedWithPositiveSupports• TeamsMonitorProgress
Year1
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PRACTICES
SupportingStaff Behavior
SupportingAll People
OUTCOMES
Improving Quality of Life
SupportingDecisionMaking
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Organization-Wide Planning
Person-Centered Practices and Positive Supports Are Implemented in:• Residential Supports• Employment• Children and Family Services• Mental Health: Center-wide Positive Behavior
Support• Nursing Homes/Elder Care• Facility-wide Positive Behavior Support• School and Districts• Early Childhood
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Organization’sMainActivities• Formanorganization-wideteamthatrepresentsallstakeholders
• Assessreadinessandbuyin• Completeaself-assessment• CreateanActionPlan• Usedatafordecisionmaking• Makechangestoimproveoutcomes
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Organization/ County Teams
BuildingEffectiveSupport Network
StateTeam
ICIandRegionalTrainers
Team
KeyContact Coaches
SUPPORT NETWORK AND DATA COLLECTION
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StatewideTeamCohort3
RegionalTrainer
Organization1KeyContact
Organization2KeyContact
Organization3KeyContact
Organization4KeyContact
Organization5KeyContact
Organization6KeyContact
MinnesotaTrainingInfrastructureCommunicationPathway
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Leadership Team
Visibility
Training Mentoring Evaluation
Active Coordination
Start Small and Build on Success
Organization and County Planning
Interagency & Natural Supports
PCT, PBS (Other PS) Expertise
FundingPoliticalSupport&Policy
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OrganizationTeam
Example 1Considering a Plan That Works
Larger Organizations -- One Geographic Area
10 Coaches
ResidentialPilotArea
Employment FamilySupports
Coaches Coaches
KeyContact KeyContact KeyContact
PlanforYear1FirstPilotArea
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OrganizationTeam
Example 2 Considering a Plan That Works
Larger Organizations --One Geographic Area
5Coaches
PilotArea1Residential
PilotArea2Residential
5Coaches
KeyContact KeyContact
Year1Plan• Align/EmbedPerson-centered
PracticesandPBSAcrossOrganization
• IntegratePositiveSupportTraining• EstablishConsensus-basedPlanning
inPilotAreaUsingToolsAndStrategies
• BuildTrainerCapacity• UseInformationtoWorkSmarter
NotHarder
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CountyTeam
Example 1County Planning
Considering a Plan That Works
Coaches
KeyContact
FirstPointofContactFor
Services
Year1Plan• StrategiesforIncreasingPerson-
CenteredStrategiesDuringFirstPointofContact&OtherUnits(FosterCare,MentalHealth)
• EmbedPerson-CenteredPracticesIntoPoliciesAcrossKeyUnits
• RecruitPCTTrainersforCounty• RecruitPoL PlanFacilitators• RecruitPBSFacilitators
TrainingforFosterCare MentalHealth Other
Units/Areas
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CountyTeam
Example 2County Planning
Considering a Plan That Works
Coaches
OrganizationTeam1
OrganizationTeam2
OrganizationTeam3
Coaches Coaches
KeyContact KeyContact KeyContact
Year1Plan• IntroduceKeyFeaturesof
Organization-widePlanningtoOrganizations
• IdentifyCountyRegionalTrainer• IdentifyPCTTrainers• IdentifyPBSFacilitator• RecruitAnOrganizationtoPilot• Co-traininYear2
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TeamActivitiesTomorrow
AlloftheActivitiesHereareintheTeamActivityNotebook
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ListofTeamActivities
1. Buildingateam2. CoachesConnect3. AssessingReadinessandInterest4. Self-Assessment5. ActionPlanning6. PlanningforDays2and3
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KeyContactRoleinActivity1
• Haveanawarenessofthedifferentroleswithintheteam
• Facilitateanydiscussionwithinteamaboutthedifferentrolesandhowyouwillworktogether
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Activity2:GettingStarted
• FormanOrganization-WideTeamThatRepresentsAllStakeholders
• AssessReadinessandBuyin• CompleteaSelf-Assessment• CreateanActionPlan• UseDataforDecisionMaking• MakeChangestoImproveOutcomes
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RoleoftheTeam• CreateaPilot
– StartWithPartoftheOrganization– IdentifyWhoCoachesandKeyContactsInteractWith
– SharePlanWithStaffandConfirmInterest• ConductaSelf-AssessmentofStrengthsandNeeds
• DevelopanAnnualPlanand3-YearVision
• ShareResponsibilitiesandTasks• EstablishEffectiveTeamProcess
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TeamMembersCoreTeamRepresentation(PlanningandCoordination)• Administration• Management• Coaches• KeyContact• DirectSupport
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FullTeamMeeting2-3TimesAYear• PeopleReceivingServices• FamilyMembers• Guardians• CaseManagement• Community• Administration• Management• Coaches• KeyContact• DirectSupport
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RoleofTeamMembers• GatherInformationtoShareWithCommunity
• EncourageConsensus-basedDecisionMaking
• EnsurePositiveandPerson-centeredPracticesareImplemented
• EvaluateActionPlanning• TroubleshootandMakeChanges• ShareProgressandCelebrate!
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ImplementingtheVision
“Whenthereisagenuinevision(asopposedtotheall-too-familiar‘visionstatement’),peopleexcelandlearn,notbecausetheyaretoldto,butbecausetheywantto…”-PeterSenge
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“Faceit,wearethehumanraceandwedon’tlikebeingtoldwhattodo.”
-GaryKing(SimonPegg)fromWorld’sEnd
EncounteringResistancetoChangehttps://www.youtube.com/watch?v=4VC1XWtiPUo
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Youcan’tchangeanyoneelsebutpeopledochangeinrelationshiptoyourchange.Allrelationshipsare
asystem,andwhenanyonepartofasystemchanges,itaffectstheotherpart
-JackCanfield
“Peopledon'tresistchange.Theyresistbeingchanged.”-PeterSenge
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BuildingConsensus
• IdentifyAreatoStartConsensusBuilding• ReadinessandStaffCommitment
– Share– Vote
• InvolvingPeopleinDecisionMakingIncreasesLikelihoodofRealChange
• CreativityofOurPeopleisImpressive
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IdentifyWaystoCommunicate• TeamMeetings• StaffMeetings• Trainings• CoachMeetings• OtherEvents• Newsletters• Website
*BuildIntoExistingCommunicationWheneverPossible
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CreateaPlanforGettingStarted
• DrawaMapofYourOrganization– TypesofServices– GeographicAreas
• DocumentWhereYourCoachesWork• DocumentWhereYourKeyContactWorks• WriteDownHowManyStaffCoachesandKeyContactsArein
DirectCommunicationWith• NumberofPeopleReceivingServicesFromTheCoaches,Key
ContactsandStaff• KeyContacts,PleaseTurninFinalMapforEvaluationPurposes
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ListofTeamActivities
1. Introductions,Roles,andGroundRules2. CoachesConnect3. AssessingReadinessandInterest4. Self-Assessment5. ActionPlanning6. PlanningforDays2and3
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KeyContactRoleinActivity2
• WewillnotdoaformalcoachesconnectonDay1aswehavenotdevelopedcoachesorotherspecializedroleswithintheteam
• Opportunityforallteammemberstocometogetherandsharetheirlearning/victories
• Brainstormingsessiontofeedlateractionplanningactivity
• KeyContacts– encourageconsensusandsharingbyALLteammembers
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ListofTeamActivities
1. Introductions,Roles,andGroundRules2. CoachesConnect3. AssessingReadinessandInterest4. Self-Assessment5. ActionPlanning6. PlanningforDays2and3
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KeyContactRoleinActivity3• Facilitatethediscussion(ordelegate!)• Askforassistancefromtrainersifthereisconfusion
• Enterindatatorecordresults
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ShowMeYourData!
ReasonsWhytheTeamChecklistisImportant
• ProvidesEvidenceYourTeamisImplementing• UseasaProblem-SolvingTool• HelpsGuideMeetings• AllowsforCelebratingHardWork• GivesYourTeamBraggingRightsStatewide
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Person-Centered Organizational Development Tool
ReviewPerson-CenteredOrganizationalDevelopmentTool
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ListofTeamActivities
1. Introductions,roles,andgroundrules2. CoachesConnect3. AssessingReadinessandInterest4. Self-Assessment5. ActionPlanning
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KeyContactRoleinActivity4
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Activity4ForDay1
• MNTeamChecklist• PleaseCompleteItems6-10• ConsiderHowYouWill:
– InvolveAllStakeholdersinMeetingProcesses– DiscusstheTypesofStrategiesThatMightWorktoHelpYourTeamCommunicateWithStaff
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ReviewofMinnesotaTeamChecklist
Freeman, R, Amado, A., O’Nell, S., Reichle, J. & Julien, H. M. (2015). Minnesota Organization self-assessment and action planning tool for positive supports. Minneapolis, MN: Institute on Community Integration. University of Minnesota.
1
Minnesota Team Implementation Checklist: Planning Tool for Integrating Person-centered and Positive Support Practices
Organization: ______________________________________ Date: ____________________________
Region: _______________________________________ County: __________________________
INSTRUCTIONS: The organization-wide team should complete checklists quarterly to monitor activities for implementation of positive supports selected by the organization. Please complete as a team and submit quarterly to: _________________________________________
Team Members: ______________________________________________________________________
Person(s) Completing Report: __________________________________________________________
Checklist #1: Start Up Activity
Put an “X” in the column that fits where the team is in the planning process for each numbered item on the checklist.
Not Started (0 points)
In Progress (1 point)
Achieved (2 points)
Team 1. Team established (administration, management, direct support staff, county staff, etc.).
2. Team has regular meeting schedule. 3. Plan is completed for including feedback in planning process from people living and/or working in setting, and families, guardians, case managers, etc.
3. Team has clear purpose and vision that aligns with the person-centered values identified.
4. Team has an effective meeting process. 5. Team has Key Contact.
6. Administrator’s support & active involvement (attendance in meetings, support for systems change, etc.).
Staff Commitment
7. Staff members are aware that the organization is implementing person-centered and positive support practice(s).
8. Team assesses readiness of people to participate in each person-centered and positive support practice(s).
9. Staff members are directly involved in organization-wide planning.
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Scoring the MN Team Checklist• Implementation Points
– Achieved = 2 – In progress = 1 – Not Started = 0
• Percentage of Items Implemented – Total
ü Number of items scored as “Achieved” divided by Total # of items
– Subscale scoresü Number of items in each subscale area scored as “Achieved” divided by the number of items in that subscale area
• Percentage of Points Implemented– Total
ü Total number of points achieved divided by total possible– Subscale scores
ü Total number of points in each subscale divided by total number of items multiplied by 2
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PersonCenteredPracticesFidelityData
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Agency1 Agency2 Agency3 Agency4 Agency5 Agency6 Agency7 Agency8 Agency9 Agency10 Agency11 Agency12 Agency13 Agency14
Cohorts1and2
Baseline 5Months
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TeamSelf-AssessmentPreparingforTeamTrainingDays2
and3
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TeamTrainingDays2&3
• FormanOrganization-WideTeamThatRepresentsAllStakeholders
• AssessReadinessandBuyin• CompleteaSelf-Assessment• CreateanActionPlan• UseDataforDecisionMaking• MakeChangestoImproveOutcomes
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KeyElementsofSelf-Assessment• PositiveSupportsUsedinOrganization
– Person-CenteredPractices– PositiveBehaviorSupport– Trauma-InformedPractices
• AlignmentofOrganizationalPolicies• StaffDevelopmentandPerformanceManagement
• OrganizationalData– QualityofLifeEvaluation– BehaviorInterventionReportForm– Attrition,SickDays,etc.
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Self-Assessment:Person-CenteredPractices
• HowManyStaffMembersHaveParticipatedinPerson-centeredThinkingTraining?
• AreStaffMembersAvailabletoGuidePerson-CenteredPlans?
• HowArePerson-CenteredPracticesIntroducedtoNewStaff?
• WhatTypesofOngoingStaffDevelopmentAreAvailable?
• HowManyPCTTrainersAreNeededforYourOrganization?
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Self-Assessment:PositiveBehaviorSupport
• PositiveEnvironmentAssessmentofPilotAreasinOrganization
• SocialClimateandValuesinAction• StrategiesforReinforcement• WhatTypesofOngoingStaffDevelopmentAreUsedtoIntroducePBS?
• HowManyIndividualsWouldBenefitfromaPBSPlan?
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ListofTeamActivities
1. Introductions,roles,andgroundrules2. CoachesConnect3. AssessingReadinessandInterest4. Self-Assessment5. ActionPlanning6. ImportantinformationtoBringtoDay2and
3
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Annual Action Plan
Activity Person(s) Responsible
Date Completed
1. Policy and Procedure Assessment Meetings Set With Review of Action Plan
Admin Coach
September
2. Dedicate 15 Minutes to PBS in Staff Meeting Establish Agenda Prior to Each Meeting
Key Contact Coach
October
3. Work With Pilot Group to Identify Person-centered Values and Social Behaviors
Team November
4. Create Plan for Pilot Group to Celebrate Success Together at Weekly Roommate Meetings
Team September -October
5. Expand team membership and Set Larger Community Meeting Twice a Year - Recruit Family Member and Guardians - Invite Self-advocates - Identify Community Members
Team Members & Staff Delegated to Work on Task
December
6. Share Information About Progress on Agency Website Team November
7. Develop and pilot acknowledgement system for Staff Team November
8. Review use of PCT Tools in Coaches Meeting and Assess Progress
Coaches
January
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PlanningforDay2
• Thinkaboutyourvisionforyourorganization’sfuture
• CoacheswillstartCoachesTrainings
• Rememberyouractionplanitem
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StarttoThinkAbout/Collect…
• Mission/VisionStatements• Informationrelatedtoorientationandin-servicetraining
• Organizationalsurveys• Informationaboutotherpositivesupportsusedinorganization
• Evaluationdatayoualreadycollect
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GatheringOrganizationalInformation
CollectingInformationforTeams
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WhatisOrganizationDesign?
• AlookatallProcessesandPracticesWithinanOrganizationfor:– AlignmentwithMission/Vision/Values– AlignmentwithEfficientandEffectiveUseofResources(Creativity,Technology,Streamlined,etc.)andOngoingViability(Surplus,etc.)
– AlignmentwithGrowthandDevelopment(Visioning,BuildingTowardtheFuturewhileAttendingtoToday,StrategicRisk)
– IntheContextAvailable(Laws,Regulations,Demographics,ResourceCostandAvailability,etc.)
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WhatisWorkforceDevelopment?• StrategiesandApproachesthat:
– IncreaseVisibilityandDesirabilityofNecessaryPositions– IncreaseViablePoolofCandidatestoSelectFrom– ImproveIndividualEmployee,Team,orOrganizationalPerformance
– ImproveSatisfactionandMoraleofEmployees/PeopleSupported
– ImprovePositiveRetention(GoodPeopleStayandareSatisfied)
– SupportPositiveTurnoverPractices(Promotion/SuccessionofDesirableEmployees;SeparationofPoororDissatisfiedPerformers)
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WORKFORCEDEVELOPMENTAPPROACHESALWAYSWORKBESTWHENEMBEDDEDINANOVERALL
ORGANIZATIONDESIGNPLAN(ALIGNEDWITHMISSION/VISION/VALUES,
PURPOSE,RESOURCES)
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WhyData?
• CriticalPartofDiscoveringtheTypeandScopeofWorkforceIssues
• HelpsTeamIdentifyBestOutofManyPotentialInterventions
• HelpsYouTrackWhatYouhaveDone• HelpsYouUnderstandifYouareMakingProgress
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Whatis“Turnover”?
• DependsonHowYouDefineIt• CrudeSeparationRate:AllPeopleLeavingaDefinedPosition
• OrItcanbeBrokenDowntoInclude:– Terminations(firing/layoffs)– VoluntarySeparation(Resignations)– Promotions,Demotions,LateralMoves
• PositioncanbeDefinedbyRole(DSP,FLS,RN,etc.),Location,Hours(FT/PT,Shift,etc.)
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WhatisVacancy?
• Vacancy=Open(Unfilled)Positions.• ThingstoConsider:
– WhichPositionsareOpen?• TypeofPosition(Role- DSP,FLS,etc.)• Region• WorkplaceEnvironment(MHvs.IDDvs.Aging;All“Experienced”Workers;ChallengingPersonorFamilytoWorkWith,etc.)
– HowLongarePositionsOpen?– HowOfteninaYearisThatPositionOpen?
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Whatis“Tenure”
• HowLongPositionsareHeldbyaSinglePerson• YouMayWanttoConsider:
– TheTenureofPeopleWhoLeft• KeyTimePeriods:1-Day,1-Week;<3-Months;>10-Years,etc.
– TheTenureofPeopleWhoareCurrentlyinPositions– HowandWhyareTheyLeaving?(Terminations-Why?,Promotions,forCompetitor,PersonalReasons-Non-Competitive-LikeMoving;etc.)
– Definingisit“Good”(PoorPerformers)or“Bad”Turnover(BestPerformers)?
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ReviewAssessingRetentionOutcomes
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TricksandTipsforTurnover,Vacancy,Tenure
• WhatDataareYouAlreadyKeeping?IsitAccurate?IsitUseful?
• Gather“JustEnough”Data(NotTooLittle;NottooMuch)
• StartSomewhereandAdaptasNeededOnceYouKnowMore
• UseTechnologyandStandardPracticeasMuchasPossibletoStreamlineGatheringandBasicAnalysis
• ConsideraPilotBeforeFullAdoption
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WhatOtherDataMightbeImportant?
• EmployeeSatisfaction• ExitInterviews• PerformanceMeasures(JobReviews,WorkObservations)
• OutcomesforPeopleSupported• SatisfactionofPeopleSupportedandFamily• IncidentReports(Identify:Training,Resources,etc.)
• RecordsofEffortstoSolveProblems(SoYouKnowWhatYouTried)
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TricksandTipsWithOtherDataSources
• NotallDatahastobe“Numbers”(YouCanUse“Qualitative”Data– GatherinformationinConversationswithaPersonSupportedorTheirFamily
– DocumentStoriesThatShowProgress• ConsiderPeople’sTrustRegardingSharingInformation&EnsureTransparency– HowWillitbeUsed?– IsConfidentialityMaintained?
• ConsiderScopeandApplicability• 1VeryDissatisfiedEmployeeOutof100;• 10SurveysReturnedOutof500TotalSent
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GeneralDataCollectionTipsandTricks
• MakeSureYouHaveStakeholderBuy-In(WhyShouldWeDoThis?) andUnderstanding(HowDoWeDoThis?)BeforeImplementing
• DesignateaPersontobeResponsibleforCompletionandAccuracy(keeper)ofData&MakeSureTheyHave:– ProperAuthority– Resource– Support
• UseTechnologyandStandardPracticeasMuchasPossibletoStreamlineGatheringandBasicAnalysis
• ConsideraPilotBeforeFullAdoption• SharetheOutcomesoftheEffortinWaysthatEncourage
– Accountability,– Interest– Cooperation
• UseyourDatainaSensibleWay.DonotCollectMeaninglessDataorDataYouCannotUse
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TeamSelf-Assessment
TeamTool• MNTeachChecklist• PCOSurvey
StaffandPeopleSupported• PolicyAssessmentandAnalysis• PBS:QualityofSocialandPhysicalEnvironmentAssessmentTool
KeyContactswithOthers(RegionalTrainers,OtherTeamMembers)• OrganizationRetentionPatterns/TenureData• MNOnsiteSystemsEvaluationTool
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• Best Day/Worst Day • Communication Chart • Positive Rituals
Survey • Relationship Map • Like & Admire • Reframing Reputations • 2 Minute Drill
may decide to use the tools that fit best for each person living/working in an area. Please Note: Support Development Associates: http://sdaus.com/toolkit
Assessed Annually by Team
Key
Con
tact
Too
ls
Direct Observation Tool to Assess
• Person-centered Thinking
• Positive Social Interactions & Engagement Levels
• Positive Reinforcement
• Behavior
The Key Contact (or a Coach) will use this tool to observe whether any changes are occurring within the pilot area based on the consensus-based decisions that occurred by the people in that area. This tool collects data related to both staff and people living or working in a setting.
At Least 3 Times A Year (Including During the Onsite Evaluation)
Organizational Outcomes • Staff Retention/Tenure • Organizational
Analysis • Staff Climate
The Key Contact (or a Coach) may work with administration to assess the kinds of organizational data that are already being collected or that is needed for the self-assessment process. For instance, a table for assessing staff retention and tenure may be needed. Or the organization may already have method for this assessment. The goal for Key Contacts or Coaches is to gather this information from the appropriate staff within the organization for the team self-assessment.
Annually Spring (Starting Next Year)
Minnesota Onsite Evaluation Tool
Key Contacts or Coaches are involved in the onsite evaluation process using this tool. In the first years, the tool is completed by a trainer in collaboration with a Key Contact or Coach. Over time, Key Contacts or Coaches may collaborate with other organizations. Key Contacts/Coaches complete the tool for a neighboring organization and vice versa. This provides a more objective assessment for teams.
Annually Spring (Starting Next Year)
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“Ashipintheharborissafe,butthatisnotwhatshipsarebuiltfor.”—WilliamShedo
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CalendarReminders
ReviewofCalendarTableforRegion
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Organization-WideChangeWillHaveItsUpsandDowns…
https://www.youtube.com/watch?v=TIlryvmrxEY
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GoalsforThisYearSelf-AssessmentThisYear• SummaryofRetentionTenureData• ObservationProcess(MoreInformationinKeyContractDay2)
• SurveyUsedWhereYourTeamBeginsImplementation
PlanningforNextYear• OnsiteEvaluationLaterintheYear• MoreInformationAboutData-BasedDecisionMakinginDay4!
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Proverb"Acamelisahorsedesignedbyacommittee"
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“Wecan'timposeourwillonasystem.Wecanlistentowhatthesystemtellsus,anddiscoverhowitspropertiesandourvaluescanworktogethertobringforthsomethingmuchbetterthancouldeverbeproducedbyourwillalone.”
-Donella H.Meadows,ThinkinginSystems:APrimer
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CatsandCowboyshttps://www.youtube.com/watch?v=Pk7yqlTMvp8
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ThreePost-itNotes
• WhatdidyouLIKEabouttoday?
• WhatdidyouLEARNtoday?
• WhatwouldyouCHANGEabouttoday?
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Preparationofthis[presentation/report]wassupported,inpart,bycooperativeagreementJPK%50470fromtheMinnesotaDepartmentofHumanServices.TheUniversityofMinnesotaundertakingprojectsundergovernmentsponsorshipareencouragedtoexpressfreelytheirfindingsandconclusions. Pointsofvieworopinionsdonot,thereforenecessarilyrepresentofficialMNDHSpolicy.