PIÑON PERSPECTIVES - CYFD
Transcript of PIÑON PERSPECTIVES - CYFD
PIÑON PERSPECTIVES JULY 2013
PIÑON
PERSPECTIVES NEW MEXICO CYFD PROTECTIVE SERVICES E-MAGAZINE : JULY 2013
PIÑON PERSPECTIVES JULY 2013
YOUR PERSPECTIVES I found Piñon Perspectives very interesting and
helpful. It is a different, fun way to see what’s go-
ing on. I particularly love the photography.
Jordyn Barela,
Student Intern
CYFD, Protective Services
I really enjoy the Q&A section of each newslet-
ter. It’s nice to read about other viewpoints from
around our Protective Services Division. Thanks
for the great job.
Emily Martin
CYFD
Community Services Bureau
Very nice and informative.
Rachel O'Connor
Director
Santa Fe County
Health and Human Services Division
WELCOME We greatly appreciate hearing from our CYFD
workforce, our external community partners, and
those working in the Child Welfare arena in other
states. Our goal is to provide you with a way to
communicate with the PS workforce and share
lessons learned nationally. Please consider shar-
ing your news, perspectives, ideas for new arti-
cles, insights, interviewees, and photography. All
the best– The Piñon Perspectives Team
Contact us at: [email protected].
THE ART OF PIÑON
About the Photography: New Mexico’s rich history
and vibrant landscapes inspire photographer
Armando de Aguero. In this issue we share de
Aguero’s distinctive images from his series Santa
Fe’s Canyon Road: Textures, Shapes & Shadows.
©Armando de Aguero. You may view his portfolio
here: www.yomando.zenfolio.com
PIÑON PERSPECTIVES JULY 2013
Q&A:
Linda Cravens-
Rodriguez Statewide Central Intake
(SCI) Manager
What do you like most about your job?
Every day brings a new challenge. My job
is interesting because not only do you learn
something new on a daily basis, but you
are continually multitasking so many
different things, and at times, I do get
overwhelmed with all that we do.
The reports coming in are becoming more
complex due to the blending of families,
children are being placed in dangerous
situations more often it seems, and as a
Manager I have to always be focused on
the immediate safety of the child/children
involved in any report. Receiving reports
statewide is not a simple matter. So, I love
my job because it is so different and it is
not monotonous.
Continues on next page
PIÑON PERSPECTIVES JULY 2013
PS is a very complex area where people special-
ize---and those of us working in it often experi-
ence a small part of the overall system---How
have you learned about the PS “big picture”?
I’ve learned about Protective Services big picture
by staying around, networking with my peers in
other parts of the State, visiting their offices and
generally asking questions about their individual
work. I
don’t know all there is to know about every de-
partment, but certainly believe I have a good
overview of each. Being at SCI so many years
has provided this opportunity for me. So if you
want to get into Who’s Who, you’d better first
learn what’s what.
What innovation would like to bring to PS in NM?
Speaking very selfishly here, I would like to bring
in a state-of-the-art phone system for SCI. SCI’s
work is not easy and it is the “hub” of the agency.
It would be nice to have recorded calls, it would
be great to be able to track phone numbers for
additional questions if needed.
It would be nice to have a tracking system to help
us locate family addresses.
What are success stories you hear out in the field
or other states?
Several States have called SCI to inquire about
our Centralized System for Intake. Indiana was
most impressed with our structure and as far as I
know intends to model their centralized system
after NM’s.
Other success stories from the field is knowing
that families who have come into the system do
not return, that the youth in our system manage
to graduate from high school or college when all
the odds have been against them, those are the
true success stories.
How can Central Office and County Office staff
foster courageous conversations……addressing
work problems and conflict.
Continues on next page
What is a typical week for you?
A typical week for me is running from meeting to
meeting, talking to dissatisfied citizens about their
reports and why we are not removing the kids from
“that” home, conducting presentations, being avail-
able to CYFD staff statewide and to SCI staff on a
24-hour/day basis, trying to handle personnel is-
sues, taking reports of abuse/neglect when we
have calls waiting, helping the supervisors process
reports when we are short staffed, making deci-
sions on a daily basis that impact families either in
a positive or negative way, always with the safety of
the children in mind.
What are the biggest challenges you face in your
job?
Time, space, equipment, financial resources just
like everyone else. I have a wish list that has
grown to three pages in length. However, the big-
gest challenge for me is the difference in work eth-
ics between generations.
My generation does not question authority, nor do
you place yourself in a position of demanding
something without having worked hard for it, these
type of issues. In having to work in an environment
where the work ethic is so different can be very
challenging.
How have you found ways to enhance your work
experience?
I’ve enhanced my work experience by coming to
understand that families and human beings are
complex, and trying hard to deter from being judg-
mental about anything or anyone, being fair and
being appropriate at all times. I know that anything
I say or do is a reflection of the entire department,
so I keep this in mind always.
I have also made it a point that my work experi-
ence at SCI is very customer focused and express
to staff constantly that the person at the end of
that phone line is helping to pay your wages, so we
need to be helpful, respectful, and friendly at all
times. Taking pride in the work we do as a team
because, to quote John Ruskin, “When a man is
wrapped up in only himself, he makes a pretty
small package.”
PIÑON PERSPECTIVES JULY 2013
I think the only way to have these types of conver-
sations is to lay the problem out on the table, ask
questions, keep tempers under control and reach
a mutual agreement on the remedy. If an apology
is warranted, then apologize.
How can Information Technology improve the PS
process----with laptops, tablets and cellphones of-
fering access to the net?
New, faster computers would be wonderful, but I
understand the budget constraints. SCI got large
screen monitors about 3 years ago and we are so
grateful for this. A newer data system would be
nice too….but it all comes down to money, and I
wish PS had more of it to make these improve-
ments.
What type of professional development opportuni-
ties would you like to see offered?
What CYFD offers now for professional develop-
ment is very appropriate….but there is so much
going on at one time, that things get meshed to-
gether. The joining of forces with NM Highlands
and NMSU is wonderful regarding the social work
program. I think I would like to see more special-
ized training.
Even though it’s important to have “the big pic-
ture” about CYFD, I think that each department
(SCI, Permanency, Investigations, IHS, etc.) should
be stand alone trainings for staff that are coming
in to each of these divisions. Then, after a certain
amount of time on the job, maybe a year or so,
cross train these staff members.
How does our collection of data inform practice?
You can’t go out and buy a car if you don’t have
any idea how much money you have. Likewise, on
the job, how can you implement change, or im-
prove on the old without numbers that let you
know how, when and why the change will help
you. Social work practice and child welfare has
certainly seen many changes
Thank you for your time and insights, Linda.
Quotable Quotes
Together we can
do what
we can never
do alone.
PIÑON PERSPECTIVES JULY 2013
Piñon’s Big
Picture:
What are
Office Hours? The Piñon Project focuses on the entire
workforce, with the goal of empowering staff
in order to improve all Protective Services.
One aspect of the empowerment comes in
the form of “Office Hours.”
Continues on next page
PIÑON PERSPECTIVES JULY 2013
Office Hours Process:
Project Team Presentation 15 minutes
Project Team provides an update on progress to-
date and presents the Adaptive Challenge to
moving forward.
What is the Adaptive Challenge?
What assumptions are being tested or gaps
being narrowed?
Who are the major players? What are their
conflicting perspectives and interests?
What actions have you taken or are thinking
about taking in reference to the challenge?
How do you plan to measure progress?
What are your real stakes and interests?
What have you learned about “the system” so
far?
Data Gathering Questions 15 minutes
Executive Sponsor and CLA Team pose diagnos-
tic questions to the Project Team.
What are the formal relationships among the
major players? Informal alliances?
Where is the senior authority on the issue?
What other competing commitments are evi-
dent? What would success look like to the
team?
Brainstorming Discussion (Executive Sponsor
and CLA Team) 20 minutes
Executive Sponsor and CLA Team interpret and
discuss on what they heard.
What are the Team’s stakes?
What challenges face the Team related to
loss, competence or loyalty?
What issues or values does the Team repre-
sent in the challenge?
What has the Team done so far to work the
problem? What has the Team decided not to
do?
What are the underlying or hidden issues?
What are the value choices the Team has to
make? How does the situation look to the
other players? What is the story they are tell-
ing themselves? What options are off the ta-
ble for the Team and why?
What has the Team contributed to the prob-
lem? What is their piece of the mess?
What possible interpretations has the Team
been understandably unwilling to consider?
Continues on next page
An Ongoing Process
What Office Hours can Achieve
Office Hours is a structured approach designed to
accelerate change efforts across organizations.
They can impact change within our system by de-
veloping promising practices that can be scaled
out to the entire state. Project Teams meet
monthly in 90 minute Office Hours sessions to fo-
cus on priority business imperatives selected in
partnership with Cambridge Leadership Associates
(CLA). This approach provides a safe environment
for teams to challenge established norms, compet-
ing commitments and legacy behaviors that tradi-
tionally impede progress and stall change. In the
process, teams will apply the skills and tools of
Adaptive Leadership to the change initiative under
CLA's guidance. The following overview identifies
the various roles and format for Office Hours.
Executive Sponsor: One executive Sponsor is as-
signed to each Project Team. The Executive Spon-
sor is responsible for supporting the team, mar-
shalling resources, advising the Team Leader, and
providing the necessary high profile authorization
needed to make progress. The Executive Sponsor
also holds the Project Team accountable. During
Office Hours the Executive Sponsor, in conjunction
with the CLA consultant(s), questions and gener-
ates interpretations and interventions for the team
to consider in their work. The Executive Sponsor
reports directly to the head of the organization for
this assignment.
Team Leader: The Team Leader heads up the team
by convening, scheduling and running the project
team meetings. The Team Leader is accountable
for the outputs and results generated by the Pro-
ject Team and reports directly to the Executive
Sponsor for this assignment. The Team Leader also
produces the 48-Hour Report following each Office
Hours Session. The 48-Hour Report will be shared
with the leadership team to measure progress.
Project Team: The Project team consists of people
who have a direct stake and accountability in mak-
ing progress on the Adaptive Challenge, as well as
those who have a valuable, peripheral view or un-
derstanding of the work. Other members may be
added at the discretion of the Team Leader in con-
sultation with the Executive Sponsor.
PIÑON PERSPECTIVES JULY 2013
Intervention Brainstorming (Executive Sponsor and
CLA Team) 5 minutes
Executive Sponsor and CLA Team brainstorm
around possible interventions.
What possible initiatives should be under-
taken?
What are low risk tests of some of the ideas
discussed?
What courageous conversations need to take
place?
What new partnerships or relationship shifts
need to happen?
What are specific and possible goals over the
next month to achieve?
What would success look like to the players
other than the Team?
Project Team Reflection (Project Team) 5 minutes
Project Team discusses what they heard; comment
on what has been heard. The idea is that the Team
will “rent” the ideas, trying them out rather than
“buying” them or defending against them.
Priority Next Steps (Full Group) 30 minutes
Full group discussion to design future experiments
and next steps.
Identify potential action step(s) you may undertake
in the next four-six weeks. (The Team is expected
to submit a 48-Hour Report which will detail the
actions they will take between now and the next
Office Hours Session.) The 48-Hour Report is de-
signed to capture reflections and action items fol-
lowing the Office Hours consultation. The Team
Leader is responsible for producing and submitting
the report to the leadership team.
A Work in Progress
The CYFD Piñon Project is a work in progress and
continues to evolve, with participation from every
level of Protective Services. To keep up to date on
the Piñon Project, including Office Hours, visit:
www.cyfd.org/pinonproject
If there are particular questions you have about
the Piñon Project and your role in it, please contact
us. [email protected].
FACTS & FIGURES
PS is a very complex system with a workforce in
every county of the state.
Can you guess how many dedicated people it
takes to make our system work? Here are a few
numbers that begin to paint a picture of PS.
Number of PSD Positions: 845.8
Number of Investigators: 148
Number of Permanency workers: 133
Number of Attorneys: 34
Number of SCI workers: 32
Number of In-home workers: 44
Number of Placement workers: 75
Number of Client Service Agents: 57
Number of CPS/I-HS supervisors: 102
Number of regions: 5
Number of county offices: 33
NEWS & UPDATES
On June 20 Bernalillo County Protective Services
threw the 2nd Annual Foster and Adoptive Parent
Awards Dinner. It was held at the Le Dera Golf
Club and was attended by close to 100 people. All
parents received certificates of appreciation and
there were many door prizes given away. There
were four categories of award from the dinner.
The Foster Parent of the Year Award was given to
Martin and Erica Alvarado. The Adoptive Parent of
the Year was awarded to Peter McKenna and
Janet Patterson. The Rookie of the Year was
awarded to Sandra and Curtis Chang. The Lifetime
Achievement Award was presented to Davidia
Medley. Given the appreciative response, we hope
to make this a great event every year. Much
thanks is given to all who made the event a suc-
cess.
If there are particular news or updates you wish to
share, please email us your information in a word
document by the 20th of the month to be pub-
lished on the first of the month. We look forward
to hearing from you. [email protected].
PIÑON PERSPECTIVES JULY 2013
COURAGEOUS CONVERSATIONS
Courageous Conversations are a tool to assist us in more actively communicating with each other and our
partners. When an individual has a Courageous Conversation you are challenging current practices and
fostering improvements and growth. This is done through communication/conversations, listening & act-
ing on feedback and providing feedback that leads to improvements. For us to make improvements in our
system we have to build relational trust and establish a culture where Courageous Conversations and
feedback are required.
In Adaptive Leadership, Cambridge Leadership Associates (CLA) defines Courageous Conversations as
orchestrating conflict and maintaining the relationship. These are done in multiple sessions. There are
four parts to every conversation:
Polite – Start to establish who is involved in the conversation and who is speaking.
Debate – This is the position each individual presents. Many conversations get stuck at this point.
Reflective Inquiry – Ask questions to find out about the other individual’s feelings, indicate you have
heard what they said and are interested in hearing more. “Why” questions are not helpful because they
lead to individuals feeling defensive.
Courageous Conversation – Actual conversation with the individual related to the issue.
Individuals flow between the four parts of the conversation, especially if something was missed in one of
the earlier parts. Individuals bring the “heat” up in the debate part and lower the “heat” in the polite and
reflective parts.
We hope to hear and share on-going examples of courageous conversation in the workplace. Please send
yours, anonymously if you wish, in 150 words or less to Piñon Editor at Piñ[email protected]