TheBuildingBridgesIni/a/ve(BBI):AdvancingPartnerships.ImprovingLives.

Strategies for Successful Business Transformation and Building Outcomes Cultures October 5, 2017 Presentedby:WilliamP.Martone: FormerCEOHathaway-SycamoresChildandFamilyServices

CurrentPresidentofWPMConsul/ng,Inc.

Presenta/onOverview•  AnAgency’sBusinessTransforma/onalStrategy

•  Cri/calBusinessStrategiesLeadingtoPosi/veOutcomes

•  LessonsLearnedfromAECF/AllianceResiden/alCohorts

•  AppendixMaterialsforAddi/onalReference

In1994•  60BedResiden/alProgram–DCFS/PROBATION/EDUCATIONPlacements

•  SomeBeginningFamilyWork–Picnics/CampusVisits/HomeVisits

•  BeganBuildinganArrayofCommunityBasedServicesIn2000•  BecameaWraparoundAgency•  HiredParentPartner(PeertoPeerSupport)•  BeganU/lizingWraparoundPhilosophyThroughOutAllOurPrograms/Services•  BuiltParentPartnerProgram•  IntroducedParentPartnerIntoResiden/alMilieu–KeyStepinTransformingValues&Beliefs

In2004•  IntroducedResWrap

MyCaliforniaExperience

In2005•  Merger•  187Residen/alBeds•  AddedaformerParentConsumertoBoardofDirectors

In2010•  34Residen/alBeds•  BeganResiden/allyBasedServices(RBS)–CADemonstra/onProject•  BeganJourneyforaCaliforniaAwardforPerformanceExcellence

(MalcolmBaldrigeNa/onalAwardCriteria)

MyCaliforniaExperiencecon/nued

Changing the Metaphor of Placement The Transformation of a Residential Program

Key Issues in Change

Environmental changes

•  Lack of fiscal resources •  Lawsuits •  Rate Reform •  Growth in community based services

National Accreditation –

JCAHO

•  Changed our organization •  Data driven decision making •  Performance Improvement focus •  2010 began Performance Excellence Project – quest for state/

national quality award

Agency-wide implementation of Wraparound Philosophy

•  Wrap started in 2000 •  Strength based •  Families as partners •  Development of Child and Family Team •  No difference from kids in residential – getting better outcomes

in community

Building Bridges Initiative

•  Values and Principles continued to drive change •  Adapted by State Association •  Adapted into RBS in Los Angeles

Changing the Metaphor of Placement The Transformation of a Residential Program

Key Issues in Change

Introduction of Parent Partners

Went from 1 Parent Partner to 40 Parent Partners

Res/Wrap

Homeward Bound Pilot

RBS Demonstration Program (See Appendix for Los Angles Model)

•  Combining a RTF with Wraparound Philosophy – importance of Child and Family Team

•  Implemented Res/Wrap in LA County in 2004 •  Four agency pilot •  Each model varied slightly in approach, but contained core elements •  Funded through agency wraparound reserves •  Achieved LOS of 9 months •  Incorporated Res/Wrap into RBS Model

Family Search and Engagement

•  From hiring private detectives to identified staff

Directive Supervision

•  Focus on precision of intervention

Created a Core Practice Model (See Appendix for Los Angles Model)

•  Eventually a County and Statewide Model Created

Cri/calBusinessStrategiesLeadingtoPosi/veOutcomes

1.  StrategicPlanning

2.  UseofDataToDriveDecisionMaking

3.  DiversifyFunding

4.  Innova/on

5.  Partnerships/Collabora/ons–(Resource-DavidLaPiana)

6.  Mergers

7.  WhatDoesTheFutureHold

Cri/calBusinessStrategiesLeadingtoPosi/veOutcomes

Strategic Planning

•  Tools Used •  Planning Process •  Goal Setting

Use of Data To Drive Decision Making

•  Meaningful Data/Measures •  Data Dictionaries •  Bench Marking – Making Data Public •  Dash Boards •  BBI Outcomes Measures Project •  RBS Measures

Diversify Funding

•  Funding Strategies •  Spreading Administrative Costs/Overhead Across

Multiple Cost Centers •  Identify Direct Costs versus Indirect Costs

Innovation

•  New Program Development •  Parent Partners (1-40)/Directive Supervision •  Strategy Counts Project – CAPE •  Tools Built/Utilized •  RBS (see appendix for more detail)

•  Core Practice Model (see appendix for more detail)

Cri/calBusinessStrategiesLeadingtoPosi/veOutcomes

Partnerships and

Collaborations (Resource - David La Piana)

•  Collaboration •  Alliances •  Strategic Restructuring

Mergers

•  Understand Needs/Desires •  Merger Process

What Does The Future Hold

•  Trends Report

LessonsLearnedfromthe

AnnieE.CaseyFounda/onSponsored

Residen3alTransforma3onCohorts

LedbytheAllianceForStrongFamiliesandCommuni/es

TheTenDomainsoftheTransforma3onalChangeProcess

Adopt an organizational identity… that understands that to best provide for the permanency and wellbeing of children and youth that we need to work equally as hard to strengthen families and communities.

Employ evidence-based screening, assessment and treatment models… that ensure durable results, are individualized and can grow and change with the needs of children, youth and their families.

Construct an environment… in which the core work we do with children, youth and families is in their homes and community.

Engage families and support them on a pathway to permanency and wellbeing… by ensuring that they are involved, that their needs are well understood, and that they are respected and encouraged to jointly own solutions.

Develop and maintain a supportive organizational culture and climate that is “change-ready” …through the promotion of autonomy, trust, recognition, fairness, mutual support and innovation.

Integrate services… into a continuum of care that wraps support around children, youth and their families including the work of the organization across departments and business units as well as partnerships.

Foster adaptive leadership… that sets a clear vision that inspires and encourages our workforce and maintains high integrity.

Address child and family trauma… through the full organization adoption and integration of trauma informed work that ensures that we do not re-traumatize or exacerbate the symptoms of trauma.

Train, develop, and support the workforce… in evidence-based models through an effective and efficient infrastructure that embeds a strong sense of self-care and commitment to work and to families.

Work in and with communities… to achieve concrete gains in supports for children, youth and their families; reconnect youth and families to resources in the community and natural support networks.

LessonsLearnedFromtheCohorts

Most of the cohort members changed policies and practices, adjusted their organizational structure and redesigned many leadership job descriptions.

Almost all cohort members began to change their focus from working with children in residential care to preparing youths for successful reintegration.

Almost all cohort members changed the ways they support and train their staff. The focus on trauma informed care increased greatly across the board.

Many have implemented or are developing plans to work with families in their communities to help to prevent the need for out of home care.

Almost all cohort members dramatically increased their levels of family focus. Most went from talking with families to working with families.

Many have begun to develop plans to focus primarily on a more regional approach to their work so they can better serve the families of youths in care.

Appendix1.  StrategicPlanning

2.  UseofDataToDriveDecisionMaking

3.  DiversifyFunding

4.  Innova/on

5.  Partnerships/Collabora/ons–(Resource-DavidLaPiana)

6.  Mergers

7.  WhatDoesTheFutureHold

8.  Addi/onalLessonsLearnedFromResiden/alTransforma/onCohortsandOthers9.  ContactInforma/on

RealTimeStrategicPlanning

October/NovemberIndividualPerformanceDevelopmentPlanDataisGathered

EnvironmentalScanCompletedbyELT

December/JanuaryReviewEnvironmentalScanInforma/onand

Data*withLT

FebruaryLTMembersPresentDataandConductaS.W.O.T.withEachAgencyDepartment

ThenLTReviewS.W.O.T.DataandChoosesTop18

inEachCategory

March/AprilLTandBusiness

PerformanceBeginWorkforcePlanningand

Budge/ngELTSelectsOrganiza/onalGoalsandStrategiesand

ShareswithLT

May/JuneBudgetisReviewedwith

BoardofDirectorsDepartmentsSelectTheirAnnualGoalsAligned

withOrganiza/onalGoals

JulyBudgetand

Organiza/onalGoalsApprovedbyBoardof

Directors

SeptemberOrganiza/onalGoalsandBudgetCommunicatedThroughoutOrganiza/on

StrategicPlanningCycle

StrategicPlanningProcessExample

GoalSegng

•  Know the Vital Few areas the organization must pay attention too

•  Identify key areas around which to establish goals

•  Keep number of goals reasonable and achievable

•  Look out no more than three years •  Many goals can’t be completed in 1 year

•  Establish quarterly tasks and assign responsibility

•  Report quarterly on progress

•  Each completed year rolls off and a new one added

USE OF

FocusonData•  DataCollec/on

•  WhattoMeasure•  Opera/onalDefini/ons•  DataSources•  Collec/onMethods•  Frequency•  DataDic/onary•  ClientData•  DataDisplay-Dashboards

Data-drivendecisionmaking

MeaningfulDataandMeasures

Sa/sfac/onSurvey

TrainingPre-PostTests

ConsumerFocus

Sa/sfac/onSurveys

SafetyData

FinancialResults

ITSystems

TurnoverandLeaves

Audit&ComplianceResults

DrillDowntoCustomerFocus

YouthandFamily

Engagement

StaffDeploymentofPrinciples

FidelitytoCorePrac/cePrinciples

YouthandFamily

Sa/sfac/on

FocusGroups

Sa/sfac/onSurveys

U/liza/onData

PhoneCallsw/Families

Complaints&Grievances

Follow-UpStudies

MEASUREMENTDOMAINS DATASOURCES

BBIOUTCOMEMEASURESPROJECT

Rela3onshipStability

1.   Adultsupport(e.g.,someonetocounton)o  Someonetocountonwhenhelpisneededo  Whothesupportpersonis(family,friends)

2.   Stabilityofsupportrela3onship(e.g.,howlong)o  Howlonghasrela3onshiphasbeeninplace

3.   Typeofsupport(e.g.,emo3onal,prac3cal,financial,spiritual)o  Selectallthatapplyformatonsurveyo  Prac3cal=basicneeds(housing,food,etc.)

StableHousing/Home

1.  Typeoflivingenvironment(e.g.,ROLES,family-like,lock-up,treatment)o  Familyorrela/vehomeo  Independentliving/withfriendso  Fosterhomeo  Ins/tu/onalsegngo  Unstablelivingarrangements/homeless

2.  Homelessness(e.g.,nightsonstreetorshelter)o  Consecu/venightsofhomelessnesso  Totalnightsofhomelessnesspast30days

3.  Numberofphysicalmoves(e.g.,formalplacements,placeslived

BBIOUTCOMEMEASURESPROJECT

Community Engagement

1.   Educa3on/school(e.g.,aYendingschoolregularly/graduated,passinggrades)o  CurrentaYendanceo  ReasonsfornotaYendingschool(gradua3on,working,etc.)

2.   EmploymentifApplicable(e.g.,workingifnotgoingtoschool/graduated)o  Currentemployment(ifnotaYendingschool)o  Reasonsforunemployment

3.   CommunityConnectedness(e.g.,extra-curricularorcommunityclubs)o  School-relatedac3vi3eso  Church-relatedac3vi3eso  Community-relatedac3vi3es

§  Sports,music,volunteerism(checkboxesforcodingpurposes)

Access/Utilization

of Services

1.  Know how to seek services (e.g., find help paying for meds, food/housing assistance) 2.  Use services when needed (e.g., see a doctor when injured, aftercare services)

o  Healthcare o  Counseling o  Employment support o  Housing support

3.  Barriers to accessing/using services (e.g., financial, legal, transportation) o  Money o  Time o  Transportation o  Legal status o  Other (cultural, etc.)

BBIOUTCOMEMEASURESPROJECT

Recidivism/Readmission

1.   Placement(e.g.,hospital,residen3al,shelters,fostercare)o  Substanceabusetreatmento  Returntotreatment

2.   Recidivism(e.g.,arrest,deten3on/jail,proba3on,felony)

Risky Behavior/Safety

1.  Maltreatment(e.g.,physical/sexualabuse,neglect)o  CommercialSexualExploita/onofChildren(e.g.,

pros/tu/on)2.  Substanceuse(e.g.,frequency,type)3.  Peerrela/onships(e.g.,havefriends,posi/veinfluence,

ganginvolvement)4.  Pregnantorfatheredachild(e.g.,teenageparent)

Diversify Funding

DiversifyFunding

•  DiscussWithYourCustomer(s)WhatTheyWant/NeedFromYourOrganiza/on▫  OrWhatTheyWantYouToDoDifferently

•  SeekNewOpportuni/esforNewFundingThruRFP’setc..▫  Residen/al>CommunityGH’s>CommunitySchool>FosterCare/Adop/on>Wraparound>MH▫  RBS–RiskBasedModelwithSharedSavings

•  DiversifiedExis/ngFundingStreams▫  DevelopedNewMHPrograms/Servicese.g.

•  SchoolBasedServices•  IncorporatedEBP’s•  OutPa/entServices•  IntensiveMHIn-HomeServices•  Telepsychiatry

•  LookforOpportuni/estoDevelopNewServiceLines(AddressChangingCommunityNeeds)

▫  HealthCarePartnerships–HealthHomes▫  HeadStartPrograms▫  FQHC’s(FederallyQualifiedHealthCenter)

Direct Versus Shared Costs (Methodologies)

DIRECT COSTS Client Related Costs: Transportation, Clothing, Food, Activities, Medical Supplies, Personal & Incidental, etc. Flex Funds provided by the county for client related costs: Housing, Legal, Safety, Education, etc.

SHARED COSTS & ALLOCATION METHODOLOGY Facilities & Maintenance Square Footage Executive Support Salaries & Wages Program Support General & Administrative Benefits Salaries & Wages Vehicles Client Census Food Services Laundry Technology Computer Count Communications Salaries & Wages

Innovation

Innovation is On-going (what you do new today some else will be doing tomorrow)

•  On-going New Program Development

•  Built Out Parent Partner Program (1-40)

•  Utilized Directive Supervision

•  Strategy Counts Project (with Alliance for Strong Families & Communities) •  CAPE California Award for Performance Excellence (Malcolm Baldrige National Award Criteria) •  Tools Built/Utilized

•  Maintaining the Gains/Evergreening (CEO/ED/Leadership - Attention to Results) •  Debriefing – Using Data to Hold the Gains

•  Core Practice Model

ToolsBuiltand/orU3lized

Mee/ngMinutesFormat

FishBones

Charters

FiveStepModel

Storyboard

HoldingtheGainsFour

Panel

RootCausePriori/za/on

Matrix

ProjectLifeCycle

Mee/ngAgendaFormat

ProjectOutBriefing

TemplatesKaizen

Ac/onItemList

ImprovementPlanFormat

Mee/ngEvalua/onForm&GraphingTool

ProjectEvalua/onWorksheet

SIPOC

Residen/allyBasedServicesReforminCalifornia

Information on the California RBS Reform Coalition project and other County models can be found at: www.rbsreform.org

WhatisRBSReform•  California's Residentially-based Services Reform initiative seeks to transform the

state's group homes, currently providing long-term congregate care and treatment, to programs combining short-term residential stabilization and treatment with follow-along community-based services to quickly reconnect youth to their families, schools and communities.

•  In 2007, with the passage of AB 1453 (Soto), support of the California Department of Social Services (CDSS), financial support from Casey Family Programs, and the creation of the RBS Reform Coalition, reform of the State's system for care and treatment of youth with challenging needs came to fruition.

•  The legislation authorized selection of four counties or consortia of counties that, with private partners, will implement alternative program and funding models consistent with the framework document that defines and describes RBS. The lessons learned from these projects informed planning for statewide implementation of RBS reform presented to the Legislature in 2011.

LosAngelesModel•  LosAngelesselectedbyStatetopar/cipateinRBS

•  ParalleltoStatereformLosAngelesalsoworkingonGroupHomeReformsince2005

•  TheResWrap*modelHathaway-SycamoresChildandFamilyServicesdevelopedwiththreeotherprovidersinLosAngelesin2004,andpresentedatpreviousAllianceConferences,becamethebasisforthedevelopmentoftheLosAngelesRBSreformmodel

*ResWrapcombinesResiden/alandWraparoundapproaches

KeyComponentsofModel•  TargetPopula3on▫  ChildreninoratriskofRCL–12/14placement(high-endplacements)▫  52beddemonstra/on▫  Approximately160childrentobeservedin2years

•  TheRBSCollabora3vePartners▫  DCFS▫  DMH▫  FiveAcres- (Boysonly-Ages6-14-18beds-2open)▫  Hillsides- (Co-ed-Ages6-17-18beds-2open)▫  Hathaway-Sycamores- (Boysonly-Ages6-17-16beds-1open)

•  Innova3ons▫  Treatmentwithoutwalls▫  Familysearch,engagement,prepara/onandsupportfromDay1▫  Flexiblefundingtosupportinnova/on▫  WaivingRCLrequirements

KeyComponentscon/nued•  KeyFeatures▫  OneChildandFamilyTeamacrossallenvironments▫  Oneplanofcare▫  Crisisstabiliza/onwithoutreplacement▫  Respiteinthecommunity

•  Outcomes(seeresourcesfordetails)▫  Safety,PermanencyandWellBeing;▫  Decreasedlength-of-staysinresiden/alplacements;▫  Reducedre-entry▫  Increaseduseofinformalor“natural”communitysupports

•  PerformanceMeasures▫  CAFAS SchoolReportCard▫  CANS WFI-4▫  YSS ClientDemographics▫  YSS-F ChangesofPlacement

What’sHappenedSinceRBSBegan

•  Creation of Continuum of Care Reform ▫  In September 2012, the California Department of Social Services (CDSS) in partnership with the County Welfare

Directors Association of California (CWDA) launched the Continuum of Care Reform (CCR) effort. Authorized through Senate Bill (SB) 1013 (Statutes of 2012), the CCR will develop recommended revisions to the state’s current rate setting system, services and programs serving children and families in the continuum of Aid to Families with Dependent Children – Foster Care (AFDC-FC) eligible placement settings.

▫  Through the CCR efforts, a detailed action plan will be developed and provided to the California Legislature by October 1, 2014. This action plan will include information on current reform improvements made administratively and recommended revisions to improve the Continuum of Care through legislative action.

•  AB 403 Legislation ▫  AB 403 is a comprehensive reform effort to make sure that youth in foster care have their day-to-day physical, mental,

and emotional needs met; that they have the greatest chance to grow up in permanent and supportive homes; and that they have the opportunity to grow into self-sufficient, successful adults.

▫  AB 403 addresses these issues by giving families who provide foster care, now known as resource families, with targeted training and support so that they are better prepared to care for youth living with them. The bill also advances California’s long-standing goal to move away from the use of long-term group home care by increasing youth placement in family settings and by transforming existing group home care into places where youth who are not ready to live with families can receive short term, intensive treatment. The measure creates a timeline to implement this shift in placement options and related performance measures.

RBS

Outcome Measures

Outcome Measures

Data Sources/ Data Collection

Frequency of data collection

Data Providers

Outcomes for Children and Families

1. Achievement of permanency: Children at RBS exit with legal permanency (adoption, guardianship and reunification), and any type of placement episode termination

CWS/CMS

Annual

BIS

2. Average lengths of stay (in group care and entire RBS period)

CWS/CMS Annual BIS

3. Rates of re-entry into group care and foster care of children enrolled in the RBS program

CWS/CMS Annual BIS

4. Analyses of the involvement of children or youth and their families in services planning and treatment (Do children and families have a sense of “voice and choice” in their treatment experience?

CANS, YSS, YSS-F

Semi-annual

RUM/Provider

5. Client satisfaction YSS, YSS-F Semi-annual Provider

6. Child safety: Substantiated maltreatment while at home or in group care during RBS period

CWS/CMS Annual

7. Child well-being: Positive placement changes and # of placement moves

CWS/CMS Annual

8. Child educational progress Child’s case file Annual Provider

9. Child and family voice and choice Child’s case file Annual Provider

10. The existence of a connection with a caring adult Child’s case file Annual Provider

Outcome Measures

Data Sources/ Data Collection

Frequency of data collection

Data Providers

Systems Operation

11. Use of the program by the County On-going process County

12. The operation of the program by the private nonprofit

On-going process Provider

Fiscal Outcomes

13. Payments made to the private nonprofit agency by the County

Fiscal Workgroup

14. Actual costs incurred by the nonprofit agency for the operation of the program

Fiscal Workgroup

15. The impact of the program on State and County AFDC-FC program costs

Fiscal Workgroup

16. The impact of the program on State and County Early Periodic Screening, Diagnosis, and Treatment (EPSDT) Program costs

DMH

17. The impact of the program on State and County Mental Health Services Act (MHSA-Proposition 63)

DMH

Outcome Measures

Data Sources/ Data Collection

Frequency of data collection

Data Providers

Safety S1. 99.6% of the children/youth who are enrolled in RBS do not have any new substantiated allegations as specified in California Health & Safety Code, Section 1522(b) while receiving services under this contract

CWS/CMS

Quarterly

BIS

S2. 100% of Corrective Action Plans (CAPs) are submitted on time and successfully implemented, including facility and safety deficiencies

Corrective Action Plans/Auditor Controller

Reports

Annual

Provider

S3. 98% of children/youth are free from child-to-child injuries while in the residential site.

Child’s Case File/Facility Review Reports/

SIR/I-Track

Annual

Provider & Wrap Admin

S4. 94% of the children/youth who are enrolled in RBS do not have any new substantiated allegations within one (1) year after graduating from RBS

CWS/CMS

Annual

BIS

Permanency P1. 75% of youth that graduate from RBS will not have a subsequent out-of-home placement after six (6) months

CWS/CMS Semi-annual BIS

P2. 85% of families whose children/youth graduating from the RBS Demonstration Project continue using community based services and supports six (6) months after graduation

Follow-up Reports/

POC

Bi-annually

(Dec & June)

Provider

P3. CONTRACTOR will maintain an overall average length of stay of ten (10) months or less (in Residential)

CWS/CMS Child’s Case File

BIS Provider

P4. 80% of children/youth enrolled will have at least five (5) adult family members and fictive kin (non-relative) identified within ten (10) months of enrollment

POC Child’s Case File

Provider

P5. CONTRACTOR will facilitate 100% contact of approved connections

POC Child’s Case File

Provider

Outcome Measures

Data Sources/ Data Collection

Frequency of data collection

Data Providers

Well Being

WB1. 70% rating of family and youth satisfaction with services

YSS/YSS-F WFI-4/CAFAS

Semi-annual

Provider

WB2. 70% of youth demonstrate improvement on the behavioral/well-being measures

CAFAS

Semi-annual

Provider

WB3. At least 51% of CFT is comprised of informal supports

POC Child’s Case File

Semi-annual

Provider

WB4. 75% of children/youth maintain at least an 80% school attendance rate or improved attendance rate from previous quarter.

Child’s Case File

School Report Card

Quarterly

Provider

Shared Core Practice Model: Framework and Vision The Los Angeles Departments of Children and Family Services, Mental Health andProba/on developed a shared model of prac/ce to berer integrate services andsupports for children, youth, families and communi/es. Our purpose is to provideresponsive,efficient,andhigh-qualityservicesthatpromotesafety,permanence,well-beingandself-sufficiency.Ourapproachandcommitmentaregroundedinthecrucialelements of community partnership, teamwork, cultural competence, respect,accountability,con/nuousqualityimprovementandbestprac/ce.

ThePrac3ceWheel:OurSharedCorePrac3ceModelinAc3on-Ourvaluesandguidingprinciplesareappliedthroughasetofprac/ceac/vi/es,bestdepictedbythePrac/ceWheel.

Collabora/onandPartnershipsDavidLaPianaModel

Collabora/onandPartnershipsDavidLaPianaModel

Start with the End in Mind “There are many different terms used to describe partnerships between and among nonprofits, and between nonprofits and for-profits, government entities, and unincorporated groups. The terms shown on the Collaborative Map are among the most common, but not everyone uses these (or other) terms in exactly the same way….....” (David La Piana)

Mergers/Acquisi/ons

Understandyourneeds/desiresforanacquisi/on/merger▫  WhatwillaM/Adoforyourorganiza/on▫  Areyouwillingtobeacquired/doyouwanttobeacquired▫  Determineupfronttheservicearrayyouwanttokeep▫  Determinewhattodissolve–doitquickly

Poten/allyTimeConsumingProcess▫  Knowgoinginifitisanacquisi/onoramerger(ourmisstep)▫  Timerequireddependsonsizeofmerger▫  Duediligence▫  Legalcosts

WhatDoestheFutureHold

TrendsReport*

TheFieldisTrendingToward…..

•  Everyoneexpec3nglessmoneyfromlocal,stateandfederalgovernments.

•  Thepublicsectorsayingtheywanttobuyresultsinsteadofbuyingservices.

•  Mostfunderspreferringtobuyevidence-basedorevidencepromisingservices.

•  Emphasisonproducingdurableresultsthatcanbesustainedover3me.

•  Decisionstodevelopsystemsofcareovermoretradi3onalservicedelivery.

*FromTomWoll&BillMartone’s-40TrendsReport,January2017

TrendsCon/nued•  Movementfromchild-centeredtowardfamily-driven,youthguidedperspec3ves.

•  Re-emergenceofafocusonMaslow’shierarchyofneedsforallfamilywork.

•  Engagementbeingseenasthemeansandfamilystabilitybeingseenastheend.

•  Permanencyforallchildrenandsuccesswithastablefamilybeingthegoal.

•  Promo3ng“safe,secure,calmandwell”astheexpectedresultsofourefforts.

TrendsCon/nued•  Focusingonassuringthatallfamilieshaveastrongnaturalsupportnetwork.

•  Focusingonmakingsolidfamilyconnec3onstoexis3ngcommunityresources.

•  FocusingonhelpingworkingpoorparentstofindbeYerpayingjobs.

•  Emphasisonusingwraparounddesignstohelpmeetfamilyneeds.

•  Effortstoredesignallexis3ngservicestoensuremoredurableresults.

TrendsCon/nued•  Movementawayfrom“onesizefitsall”andtowardsmoreindividualiza3on.

•  Increasedeffortstoteach“normaldevelopmentalprocesses”toallstaff.

•  Theuseof“guidance”forstaffbehaviorstopromotetrauma-informedcare.

•  Effortstoaddresstheimpactoftraumainallaspectsofchildandfamilywork.

•  Emphasisonreduc3onofseclusion/restraintandpointsandlevelsystems.

TrendsCon/nued•  Developmentof“familyengagementplans”forallfamiliesbeingserved.

•  Con3nuedeffortstoreducetheuseoflong-termoutofhomecare.

•  Usingoutofhomecareforbriefstabiliza3onasafamilysupportservice.

•  Safechildren,stablefamilies,strongcommuni3esandreducedpoverty.

•  Emphasisonchangeleadershipasthemethodstoadaptorganiza3ons.

TrendsCon/nued•  Developingcross-func3onalteamstohelptomanagetheconstantchange.

•  Significanteffortstobegintointegratephysicalandbehavioralhealth.

•  Callingforcollabora3verela3onshipswithprimaryhealthcareproviders.

•  Usingstrategicdataanalysistoinformchange-readydecisionmaking.

•  Con3nuedmovementtowardmorerisk-sharingandmanagedcare.

TrendsCon/nued•  Emphasisondevelopingeffec3vetrainingandsupportforlinestaff.

•  Emphasisonfindingwaystoadjustorganiza3onaliden3tyandculture.

•  Community-basedfamilysupportspreferredovercampus-basedsupports.

•  Emphasisonprovidingcoordinatedakercaresupportstoensuredurability.

•  Greatercoordina3onwitheduca3onalandsubstanceusedisorderpartners.

TrendsCon/nued•  Thepublicsectorrolemovingawayfromdirectservicedelivery.

•  Thepublicsectorfocusingmoreondefiningcommunitypriori3es.

•  Thepublicsectorfocusingmoreondevelopingandenforcingcontracts.

•  Thepublicsectorlookingforsolu3on-findingpartnersforsystemsofcare.

•  Flexible,responsive,capableandcollabora3vearekeytrendcapaci3es.

Additional Lessons Learned From Residential Transformational Cohorts and Others

Additional Lessons Learned From Residential Transformational Cohorts and Others*

Understand what it takes to lead through change. What it takes to lead our organizations through change is very different from what it takes to maintain the status quo: it's a different job altogether with different skill sets. Motivate others. Leaders who haven't learned how to work with and motivate others to change and how to share and gain trust with others are going to be in big trouble. Get closer to service delivery. Leaders who have moved so far from service delivery that they don't know how to get durable results from the services they offer will have to get closer to service delivery soon. Learn the art of risk management. We all have to become very proficient in the art of risk‐management: every strategic decision we make these days carries considerable risk and also offers considerable reward. Exercise Restraint. We have to learn to exercise restraint and only select those few strategic change initiatives that we will be able to successfully implement and that will prepare us for the future. *Material from “Lessons from Two Years on the Road 2012” Strategic Change initiative, LLC – Tom Woll Facilitator

Additional Lessons Learned From Residential Transformational Cohorts and Others*con/nued

Prepare for the future. We should select only those strategic change initiatives that best prepare us for the future. Involve staff in “how” to change. Leaders have to select and define the strategic change initiatives for their organizations but our staff have to help us figure out "how" they can be successfully implemented. Serve Communities. It's all about serving our communities; it's not about selling services to our communities. Build bridges. We have to learn to build the bridges between clinical supports and community supports if we hope to be able to produce durable results. Teach families. We have to teach families how to get their needs met after we're gone. *Material from “Lessons from Two Years on the Road 2012” Strategic Change initiative, LLC – Tom Woll Facilitator

Additional Lessons Learned From Residential Transformational Cohorts and Others*con/nued

Prepare your staff to lead. We have to prepare for the future viability and strength of our organizations. Consider doubling the size of your Leadership Teams to allow you to invite those emerging leaders within your organization that you'll most need for to‐ morrow's success but have trouble promoting today. Review the viability of all staff. We are all increasing the levels of risk that we are asked to manage. Remember that the future of your organization may well rest in the hands of your least trained or least motivated staff member. Review all the staff members that you have been "carrying" for a few years because of services offered in years past. Keep your strategic agenda front and center. Develop five vital communications points to send to your staff each month: you want to define the discussion agenda. Keep your strategic agenda in front of your staff at all times. Know the complexities of the jobs your staff do for you every day. Consider shadowing at least two of your staff members each month and let them teach you the complexities of actually doing their job: learn to separate their complaints from their legitimate "calls for action". Redesign leadership jobs so they can all be done in 50 hours. You can't hold any leader accountable for job responsibilities that cannot be executed in 50 hours. Make sure that all leadership jobs are doable and then hold all leaders accountable for their performance in support of your mission. *Material from “Lessons from Two Years on the Road 2012” Strategic Change initiative, LLC – Tom Woll Facilitator

Additional Lessons Learned From Residential Transformational Cohorts and Others*con/nued

Shift to family‐focused services. Identify the elements of your organizational culture that exclusively support and promote child‐ centered perspectives and begin to replace each of those child‐ centered elements with family‐focused cultural elements. Train all your leaders to be job coaches. Train all your leaders to do much of their training and supporting on the floor or in the field, not in an office. Help them to develop "coaching agendas" to use with their staff members. Ideally these coaching agendas will synch with your monthly strategic communications points. Define the key elements and weave them into everything you do. Define the key elements of your desired future competitive advantage and weave those elements into everything you do. Decide what you want others to define as being your "key strengths" three years from now and then weave those elements into everything you do each day. You can transform your present into your future this way: define the test and teach for it every day. Decide where you need to be perceived as strong and then make that happen. Increase your contact with your Board members. Call every member of your Board at least once a quarter and fill them in on everything that's been happening and what challenges you've been confronting. These phone calls will bond you with your Board members in ways that will prove to be very important. Board members have a right and a responsibility to know what's happening. Determine the relative attractiveness of your current services. Review every service you offer and rate their relative attractiveness to the public sector. Plan to redesign, downsize or eliminate any service that you find yourself always having to "sell or subsidize". Consider whether you should expand those services that are "inherently attractive and that you don't need to sell or subsidize".

*Material from “Lessons from Two Years on the Road 2012” Strategic Change initiative, LLC – Tom Woll Facilitator

ContactInforma/on

William P. Martone President WPM Consulting, Inc. 1516 Beech Street South Pasadena, CA 91030 Office: 626-799-2275 Cell Phone: 626-831-6850 E-Mail: martonewilliam@gmail.com