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Creating Effective Child Welfare & Child
Behavioral Health Outcomes:
Leadership, Teamwork and
Followership
Elizabeth Croney, MSW, LCSW
President
Gina Klyachkin, MSW, LCSW
Vice President
Megan Moore, MSW, CSW
Director of Training,
Development & Compliance
Core Objectives
• Review key elements of an effective leadership team
• Discuss tools for developing effective leadership models within Behavioral Health and Child Welfare Organizations
• Provide proven strategies for developing a successful team
• Provide strategies for fostering teams for ongoing growth
AT A GLANCE: KVC Kentucky A private, nonprofit leader in providing innovative, effective and compassionate care.
WHO: 205 employees including a Psychiatrist, Masters Level Clinicians, Case
Managers, Family Preservation Specialists, Administrators and more
WHERE: 8 locations
IMPACT: 12,000 people served annually
QUALITY: Experienced leadership, highly skilled professional staff, quality training in
evidence-based practices, innovative and outcome driven
SOCIAL SERVICES
Foster Care CM
Adoption
Child Placing
Supervised Visitation
EDUCATION
Training
Consultation
Research
Advocacy
INTEGRATED HEALTHCARE
Community-Based Therapy
Community-Based Psychiatry
Family Preservation and Reunification Services
School-Based Therapy
Community Based Substance Abuse Treatment
Services
Croney & Clark Inc.• Started by Elizabeth Croney, LCSW, and James J. Clark, PhD, LCSW, in Kentucky in 1999
• Initially started as a two-person practice that provided outpatient psychotherapy and substance abuse
treatment services to clients in Bourbon and Fayette Counties.
• October 1, 2009, the agency known throughout 16 Kentucky counties as Croney & Clark Inc. became
KVC/Croney and Clark, later known as KVC Kentucky.
• Elizabeth Croney serves as the President of KVC Kentucky.
• Merger of these two child centered/family-focused agencies brought about a greater capacity for service
and commitment to Kentucky’s children who are in out-of-home care that continues to this day.
• Philosophy of service has evolved and is guided by our professional team’s collective years of mental
health services and clinical experience, as well as state-of-the-art research findings and “best practice”
standards.
Our TeamElizabeth Croney, MSW, LCSW
President
Gina Klyachkin, MSW, LCSW
Vice President of Operations
Taylor Breeding, MSW, LCSW
Clinical Director
Megan Moore, MSW, CSW
Director of Training, Development & Compliance
Jarrod Dungan, BA
Director of Business Development & Technology
Our Team
Why We Exist
Key Elements of our Leadership Team
• Mission Driven
• Outcome Focused
• Committed to Accountability
• Belief in the Collective IQ
• Focus on Continuous Quality Improvement
• Invest in Ongoing Learning/Development
• Decision making informed by Data
• Value Creativity and Innovation
• Humor and Shared Love of Food
Our Mission
To enrich and enhance the lives of children
and families through medical and behavioral
healthcare, social services and education.
Mission Driven
• Focus on the Mission
• Lead with Success Stories
• Core Values
• Leave a Better System
Our People and Culture
We are family. We work because it matters.
We celebrate.
Values in Action Priorities• Put people first
• Do the right thing
• Inspire hope
• Partner with purpose
• Use data in decision-making
• Never be satisfied
• Be accountable
• Serve those with the greatest need
• Set the standard for the work we do
• Act with urgency – children can’t wait
The Michigan Model of Leadership
(DeRue, Spreitzer, Flanagan & Allen, 2013)
OUTCOME FOCUSED
• Strategic Plans for Areas of Programming and New Initiatives with
Measurable Goals
• Meaningful Action Steps with specific task assignment
• “Group Think” Avoided through outcome focus and accountability
Goals That Drive Us
1Collaboratively partner in ways
that accelerate outcomes for
children and families
2Assure system-wide strength
and responsible growth by
achieving program and fiscal
diversity
3Accelerate the advancement
of best practice initiatives and
clinical pathways within the
behavioral health and child
welfare systems 4Leverage KVC’s unique
expertise to influence current
and future care models and
payment mechanisms focused
on population health
Commitment to Accountability
• Both internal and external accountability
• Day to day work designed with accountability in mind
Accountability Methods• Reports to state agency partners
• Reports to grant funding agencies
• Annual Report and Annual Celebration
• Joint Commission accreditation
• Annual Program and Contract Audits
• External financial audit
• Internal reporting through
weekly management team
meetings
• Quality management and
performance improvement
reporting through EMR
• Consumer, Stakeholder and staff
surveys
Belief in the “Collective IQ”● Two Heads are Better than One
○ Rigorous conversation/consultation/collaboration
■ Office Space layout
■ Consistent Team Meetings
■ Regular Communication from Leadership
■ Modeled throughout all levels of staff and built into EMR
○ Creating psychological safety within teams through:
■ Hiring in Top Talent
■ Hiring in Cohorts
■ Every employee on a “team”
Learning from Google “Project Aristotle”● Effort to understand what made a team successful
○ Study of one hundred google teams for more than one year
○ Found that understanding “group norms” may be the key factor in improving team's
success rather than creating teams with similar characteristics (such as intelligence or
personality traits)
○ Found that the “good teams” had group norms that included equality in distribution of
conversational turn-taking and high “average social sensitivity” (referring to their skill at
intuiting how others felt based on non-verbal cues such as tone of voice and facial
expressions)
○ These traits refer to “Psychological safety-A shared belief held by members of a team that
the team is safe for interpersonal risk-taking” (Harvard Business school professor Amy
Edmondson, 1999)
○ Psychological safety emerged as the key factor in making a team successful
■ Conversational turn-taking and empathy (Duhigg, 2016)
Focus on Continuous Quality Improvement
● “Food For Feedback” with employees
● Audit ready at all times
● Regular communication and feedback loop with staff and
community partners
● Stakeholder and Consumer Feedback Surveys
● Utilizing “Lessons Learned”
Value on Continuous Learning and Development
● Prioritize leadership development through:
○ Financial Investment in Leader Development
○ Ensure fiscal resources available through budgeting process
○ Leadership Programming through Leader development tracks
○ Self-identification of potential leaders
○ Semi-Annual Leadership Development Retreats (including up and
coming leaders)
○ Quarterly Workshops
Decision Making through Data•Lead meetings with data
•Focus on key outcomes
•Development of reporting mechanisms in EMR
Value on Creativity and Innovation
• Willingness to take risks
• Willingness to make mistakes in order to grow
Thriving Organizations
“A group, unit, or organization is thought to thrive when the collective is both learning and energized. Thriving collectives are not afraid to try new things, take risks, and learn from mistakes. They build capabilities (i.e. sets of routines) and new competencies from their learning. This collective capability can be used to respond to the demands of an unpredictable world.”
(Spreitzer & Sutcliffe, 2006)
Humor …
Shared Love of Food
Humor and Food…
Diversity/Differences Among Team
• Leadership Styles
• Diverse Strengths
• Distinct and Complementary Abilities and
Contributions
• Distinct Roles on team with versatility to take on
additional tasks
• Differing Perspectives
• Designated Champions for specific outcomes
Myers Briggs Type Indicator (MBTI)
Liz: INTJ (Introvert, Intuitive, Thinking, Judging)
Gina: ENTJ (Extrovert, Intuitive, Thinking, Judging)
Taylor: ESFP (Extrovert, Sensing, Feeling, Perceiving)
Megan: ESTJ (Extrovert, Sensing, Thinking, Judging)
Jarrod: ENTJ (Extrovert, Intuitive, Thinking, Judging)
Our Teams Leadership Strengths/Styles
Liz Relationship-focused- naturally focus on relationships
Gina Results-oriented – naturally organize work, take charge
Taylor Pragmatic- practical, prudent, emotionally stable, level headed
Megan Process/Rule follower- pay attention to details, processes, and rules, organized, reliable, conscientious
Jarrod Innovative and Disruptive thinker- focus on innovation, anticipate problems, imaginative, curious
(Winsborough & Chamorro-Premuzic, 2017)
Examples of our Team at Work• Initiatives
• Outcomes
• Innovations
• Lessons Learned
Successful Initiatives● Implementation of large-scale growth
● Transition to Behavioral Health Services
● Additional of Substance Abuse Programming
● Focus on Employee Retention
○ Competitive Benefits
○ Tools for working more efficiently (iPads, iPhones, EMR, internet
hotspots)
○ Attractive work spaces
○ Focus on employee well-being (monitor burnout and offer new
opportunities)
Successful Initiatives• Successful agency wide roll out and dissemination of Evidence
Based Practices
• Grant Proposals
• Local and Statewide participation/leadership in advancing child
welfare and behavioral health initiatives
• Statewide Annual Holiday Activities for children and families served
Outcomes and ImpactKVC is driven to improve outcomes for children, families and communities. Our goal is
short-term safety and permanency for children and families to ensure long-term, lasting
wellbeing.
Outcomes as a result of our contributions include:
• Setting a standard for reduced reliance on congregate and Out of Home Care
• Revolutionizing residential treatment
• Creating trauma-focused service delivery throughout an entire continuum
• Impacting the System of Care for adolescents and families through evidence-based
substance use disorder treatment
• Elevating the child welfare industry by leveraging our knowledge and expertise
through collaboration and consultation
Scope of KVC Kentucky’s Annual Impact
• 9,778 Children and adults received Family Preservation services
• 2867 Families served in Family Preservation Programs
• 97% of Children and Families remained safely together in home
one year post discharge
• 1, 412 Children and adults received critical behavioral healthcare
support
• 180 Adolescents (12-21) received treatment for substance abuse
• 25 Children cared for in foster families
Outcomes and Impact● 91.2% Annual Employee Retention (National turnover rates between 20-40% in Child Welfare)
● http://isiarticles.com/bundles/Article/pre/pdf/42494.pdf
● Over 175 Hours of training offered in-house to direct service staff
● Independent State Audit Results
○ 18 cases from each of 8 regions reviewed--12 items from each case, totaling 1,728
documents
○ 16 items from employee training documentation--totaling 768 documents reviewed
○ Fiscal side review of 80 items
○ Resulted in 8 findings out of 2,576 documents reviewed
● 2016 Joint Commission Accreditation site visit resulted in 1 finding
Customer Satisfaction Survey
FY 2015-2016
KVC Kentucky Innovations• RUS Technology Grant
• Regulation changes to SW supervision to include supervision by
secure video conferencing
• Development of robust and fluid EMR tailored to unique
programming with built-in reporting mechanisms for
Management and Supervisors
• Technology built from scratch with continuous quality
improvement
Lessons Learned
● Re-purposing of staff into new programming (FPRS) de-
stabilized our primary program
● Delayed implementation of adolescent substance abuse
treatment services
○ Rollout of funding
○ Lack of previous continuum of care
Fostering the Team for Ongoing Growth
• INVESTMENT IN INTERNAL LEADERSHIP DEVELOPMENT
• INVESTMENT IN EXTERNAL LEADERSHIP DEVELOPMENT
Leadership Development
Investment in Internal Leadership Development
• Semi-annual leadership retreats
• Ongoing leadership workshops
• Utilizing tools such as Myers-Briggs Type Indicators
• “Deepening the Bench” by building a pipeline of leaders
through identifying and including in leader development
opportunities
Investment in External Development
• LEADERSHIP LEXINGTON
• PARTICIPATION IN KEY STATEWIDE INITIATIVES
• COLLABORATION WITH NATIONAL CHILD WELFARE,
BEHAVIORAL HEALTH AND SUBSTANCE ABUSE
TREATMENT EXPERTS
Leadership Development
Non-Profit Leaders of TomorrowJean Crawford’s “Manager-Leader Model” for Nonprofit leadership delineates 15 must-
have attributes:
Competencies (7)
● Strategic thinker
● Relationship builder
● Collaborative decision-
maker
● Entrepreneurial achiever
● Effective communicator
● Change Leader
● Inspiring motivator
Personality Traits (5)
● High Integrity
● Adaptable/Agile
● Perseverant/
Patient
● Interpersonal
Sensitivity
● Passionate
about the
mission
Knowledge/Expertise (3)
● Financial acumen
● Deep sector-specific
knowledge
● Understanding & valuing
diversity
(Crawford, 2010)
Collaboration and Influence• Child Welfare Performance and Accountability Partnership
Steering Committee, Practice Subcommittee and Fiscal
Subcommittee
• Fatality Review Panel
• Kentucky Children’s Alliance
• University of Kentucky College of Social Work Advisory Board
• Fayette County Public School Mental Health Work Group
• Many Others (Wrap + MAP initiative, Local FAIR teams, etc.)
Collaborative Spirit
SAFE & CONNECTED
FRAMEWORK
Question
&
Answer
Contact Info
Elizabeth L. Croney, MSW, LCSW
President
(859) 229-8473
Gina Klyachkin, MSW, LCSW
Vice President
(859) 559-2088
Megan Moore, MSW, CSW
Director of Training, Development & Compliance
(859) 608-9417
References:
DeRue, D.S., Spreitzer, G., Flanagan, B. &, Allen, B. (2013). Developing Adaptive Leaders for Turbulent Times:
The Michigan Model of Leadership. The European Business Review.
Duhigg, C. (2016). What google learned from its quest to build the perfect team. The New York Times.
https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html
Spreitzer, G., Sutcliffe, K. (2007). Thriving in Organizations. Positive Organizational Behavior, 74-85.
http://webuser.bus.umich.edu/spreitze/Pdfs/ThriveinOrg.pdf
Winsborough, D., Chamorro-Premuzic, T. (2017). Great teams are about personalities, not just skills. Harvard
Business Review. https://hbr.org/2017/01/great-teams-are-about-personalities-not-just-skills
Crawford, J. (2010). Profiling the nonprofit leader of tomorrow. Ivey Business Journal.
http://iveybusinessjournal.com/publication/profiling-the-non-profit-leader-of-tomorrow/
Bazigos, M., Gagnon, C., Schaninger, B. (2016). Leadership in context.
McKinsey.http://www.mckinsey.com/business-functions/organization/our-insights/leadership-in-context
Thank You.
