NCWWI MeetingDecember 7-8, 2015
Changing . . .
Leading . . .
Learning . . .
Change Initiative Integration
San Francisco Case Example
NCWWI MeetingDecember 7-8, 2015
Data SourcesCI Template
Action Plan
Interview
Survey SAR
LADD ✓ ✓ ✓
LAMM ✓ ✓ ✓ ✓
LAS ✓ ✓ ✓
UP ✓ ✓ ✓
OI ✓
NCWWI MeetingDecember 7-8, 2015
Jurisdictional Change Initiative
To build a climate and culture that promotes
innovation partnership and performance.
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015NCWWI MeetingDecember 7-8, 2015
Success Indicators for SFHSA
Improved:• Job Satisfaction• Leadership• Learning culture• Professional sharing/support• Readiness for change• Shared vision• Partnership• Service delivery
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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.
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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.
NCWWI MeetingDecember 7-8, 2015
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.
NCWWI MeetingDecember 7-8, 2015
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.
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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.
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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.
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
LAS Case Study #1Skills gained from LAS:• Learning how to use PowerPoint• Learning how to develop a logic
model• Presentation skills
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
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
NCWWI MeetingDecember 7-8, 2015
• 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.
NCWWI MeetingDecember 7-8, 2015NCWWI MeetingDecember 7-8, 2015
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?
NCWWI MeetingDecember 7-8, 2015
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?
Top Related