56
Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports

Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Embed Size (px)

Citation preview

Page 1: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Good to Great:Good to Great:Person-Centered Thinking Cultures

And

Innovative Alternatives toTraditional Services and Supports

Person-Centered Thinking CulturesAnd

Innovative Alternatives toTraditional Services and Supports

Page 2: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

PresentersPresenters

Omar Noorzad, PhDExecutive Director, Tri-Counties Regional Center

Melanie Cleveland Board Member and Parent, Tri-Counties Regional Center

Patricia Forgey, MA, MBA

Director, Community & Organizational DevelopmentTri-Counties Regional Center

Julia Barnes, MS, MAExecutive Director, Area Board IX for Developmental Disabilities

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 3: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Introduction: “Good to Great”Introduction: “Good to Great”

“Good is the enemy of great.”

— Jim CollinsAuthor of “Good to

Great”

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 4: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Introduction: Why “Greatness”? Introduction: Why “Greatness”?

Indeed, the real question is not ‘why greatness?’ but ‘what work makes you feel compelled to try to create greatness?’ If you have to ask the question, ‘Why should we try to make it great? Isn’t success enough?’ then you’re probably engaged in the wrong line of work.”

— Jim CollinsAuthor of “Good to

Great”

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 5: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Introduction: Why “Greatness”? Introduction: Why “Greatness”?

Persons we serve are finding their voice

Families we serve are finding their voice

Shift from “consumer” mentality to an “informed citizen” mentality

And

People want meaningful change and results!

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 6: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Introduction: Where Do We Begin to Create “Greatness”?Introduction: Where Do We Begin to Create “Greatness”? 3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 7: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Omar Noorzad, PhD

Good to Great

Person-Centered Thinking Organizational Change

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 8: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Basic Assurances: A “Good” OrganizationBasic Assurances: A “Good” Organization

Health Safety Human Security Clear Requirements Expected and Not Negotiable

The Council on Quality and Leadership

Basic Assurances

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 9: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Person-Centered Thinking: A “Great” Organization Person-Centered Thinking: A “Great” Organization

Thinking

Basic Assurances

Per

son

Centered

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 10: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Getting Started: A Awareness

Making It Happen: I Implement

Getting Enduring Results: M Measure & Align

The A I M Model: “Good to Great” Change

The A I M Model: “Good to Great” Change 3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 11: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Getting Started: AwarenessGetting Started: Awareness

Clear Mission and Values

Clear Vision

Clear Organizational Culture

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 12: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Making It Happen: ImplementMaking It Happen: Implement

“First Who. . . then What”

Start Anywhere. . .

Cover Everything . . .

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 13: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Measure Separate outputs from inputs Hold yourself accountable for

progress in outputs

Align Preserve core Change anything and everything

as often as necessary

Getting Results: Measure & AlignGetting Results: Measure & Align 3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 14: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Good to Great:  ConclusionGood to Great:  Conclusion

“Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.” — Jim Collins

Author of “Good to Great”

Page 15: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Good to Great:Good to Great:Person-Centered Thinking Cultures

And Innovative Alternatives toTraditional Services and Supports

Person-Centered Thinking CulturesAnd Innovative Alternatives to

Traditional Services and Supports

Page 16: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Melanie Cleveland

A Parent’s PerspectiveMaking Change Happen

Through Personal Initiative

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 17: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 18: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 19: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Development of a PlanDevelopment of a Plan

YMCA as Partner All day camps were opened to children with

special needs UCP guaranteed support TCRC paid for the support 26 children registered

Camp Hope was born!

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 20: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 21: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Impact of ChangeImpact of Change3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 22: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Camp Hope becomes the YMCA!Camp Hope becomes the YMCA!

Organizational change occurred YMCA hired support staff for children with

special needs The organizational culture adjusted to inclusion

of all children These services became part of the mission

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 23: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Think positive & change can happen Think community & inclusion will happen

The best way to predict the future

is to create it

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 24: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Good to Great:Good to Great:Person-Centered Thinking Cultures

And Innovative Alternatives toTraditional Services and Supports

Person-Centered Thinking CulturesAnd Innovative Alternatives to

Traditional Services and Supports

Page 25: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Patricia Forgey, MA, MBA

Ideas in Action

Implementing Change at the Local Level

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 26: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Change at the Local LevelChange at the Local Level

Innovation linked with the influences of: Person-centered culture: existence and growth Parent driven grass roots efforts: Voice of persons served and their advocates Board support for change

The need for infrastructure promoting change and new perspectives for services and supports

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 27: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Process for ChangeProcess for Change

Development of the Infrastructure:

Stakeholder Input

Amendment TCRC Strategic & Performance Plan Advisory CommitteeLocal Demonstration Projects

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 28: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Process for ChangeProcess for Change

Stakeholders in the community told us: Inclusive recreational alternatives No segregated settings Trained staff

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 29: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Process for ChangeProcess for Change

TCRC 2004-2006 Strategic and Performance Plan amended with the Focus Area:

Alternatives to Traditional Day Services and Supports Advisory Committee of Stakeholders was formed Demonstration Project:

Request for Letter of Intent to be developed

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 30: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Getting Started – The VisionGetting Started – The Vision

Stakeholders Advisory Committee gathered Area IX Board Department of Rehabilitation Public Schools SELPA TCRC Service Providers DDS TCRC Team

Resource Developers, CPP, Peer Advocates

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 31: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Getting Started – The VisionGetting Started – The Vision

Stakeholders Goal:Develop meaningful and purposeful activities for individuals with varying abilities, who determine and control the activities. Trained support staff will embrace the concepts of self-advocacy, choice and personal control.

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 32: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Getting Started – The VisionGetting Started – The Vision

Criteria for the Demonstration Projects: Creativity and Innovation Flexibility and Choice Inclusion within the Community Personal Control Individual Support

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 33: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Getting Started – The VisionGetting Started – The Vision

Request for Letter of Intent

Utilize these criteria as a guideline for these projects

Transition-Age Young Adults Services without Employment Micro-Enterprise

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 34: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

The ChallengesThe Challenges

Service Providers responded, reflecting: Traditional ways of services Traditional methods of reimbursement Traditional ways – of thinking!

The Advisory Committee – struggled!

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 35: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

ProgressProgress

Micro-enterprise projects created

Facility-based community activity programs created

Other innovative projects in the region

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 36: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Results – more process neededResults – more process needed

BrainstormingWhat did the criteria mean?What was the outcome sought for persons

served?

The Adaptor Model was created!improves the likelihood of choicenurtures natural support

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 37: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Results: ResponsibilitiesResults: Responsibilities

Agent Develops community resources Educates about benefits of inclusion Cultivates relationships Uses and enriches current network Creates new relationships

Adaptor Searches for new opportunities Ensures stable relationships Accesses resources to match IPP Supports Person-Centered IPP

Associate Facilitates educational process Develops educational support process Makes person served their priority Brings knowledge of the community

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 38: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Results: Key ActivitiesResults: Key Activities

Agent Recruits adaptor staff Puts resources in place Opens doors in the community Connects with natural resources

Adaptor Monitors IPP Problem Solves IPP Periodic check-in with network Identifies additional resources

Associate Starts services as 1:1 as needed Blends supports with existing resources Transfers supports thru relationship building Decreases support as resources are in place

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 39: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Results reflect grass roots effortsResults reflect grass roots efforts Parent as Agent: Initiator and Barrier Breaker

and Resource Developer

UCP as Adaptor Trained UCP and YMCA staff about special needs children Collected biographical data to create person-centered approach

UCP staff as Associates Supported integration of play and activities, field trips lent their expertise and training became the entity to hire support

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 40: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

ResultsResults

Three Projects: Micro-Enterprise Facility-Based Community Activity Adaptor Model

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 41: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

SummarySummary

Organizational change & person-centered thinking Voice of persons served & their families Implementation of innovative services & supports

The need for system change

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 42: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Good to Great:Good to Great:Person-Centered Thinking Cultures

And Innovative Alternatives toTraditional Services and Supports

Person-Centered Thinking CulturesAnd Innovative Alternatives to

Traditional Services and Supports

Page 43: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Julia Barnes, MS, MA

Legislating Social Change

SB 1270Alternatives to Day Services

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 44: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

ReflectionsReflections

From Institutions to … Choice

Living, Working,

Learning, Recreating in the Community

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 45: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Getting to ChoicesGetting to Choices

to

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

From Institutions to Less Restrictive Environments

Congregate Care and Day Programs Six Packs and a Day Program “ Three Hots and a Cot ”

Supported LivingVision: A home of your own and a key to the front door

Choice of where and with whom

to

Page 46: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Getting to ChoicesGetting to Choices

Self Determination Pilot Projects TCRC & Area IX Board East LA & Area X Board Redwood Coast & Area I

Additional Participants Kern & Area VIII Board San Diego & Area XIII Board

Alternatives to Day Services (Senate Bill 1270)TCRC, Area IX Board and other stakeholders

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 47: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Achieving AlternativesAchieving Alternatives

Grass Roots Efforts Collaboration Area Board IX Informal Needs Assessment

Results: desire to volunteer, minimum wage jobs, recreation, micro-businesses, choice of living situation

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 48: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

CollaborationCollaboration

First Phase:Tri Counties Regional Center & Area IX Board

Second Phase: new partners: Far Northern & Area II Board Redwood Coast & Area I Board, State Council on Developmental Disabilities

Third Phase: Legislation SB 1270 was drafted! Peggy Collins, aide to Senator Chesbro, Chair, Senate Sub-Committee on Developmental Disabilities and Mental Health

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 49: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Senate Bill 1270Senate Bill 1270

The intent of the legislation:Improve options and choices of persons with developmental disabilities in determining their daily activities

Explore mechanisms for developing and expanding the methods of providing the services and supports

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 50: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

SB 1270SB 1270

DDS to provide to RCs and make available on the Internet, information related to employment options and assess, in consultation with regional centers the need and develop a plan for training of regional center staff about employment issues

Regional Centers, as part of the IPP, to provide information to individuals with developmental disabilities about choices for employment

Parental Fees (PDF fund) provide resources to start new programs, expand or convert existing programs. All program Development funds to promote services and supports that promote self-determination and independence.

State Council on Developmental Disabilities to convene a workgroup to develop alternative and expanded options for nonresidential services and supports.

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 51: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Stakeholder Work GroupStakeholder Work Group

State Council on Developmental Disabilities along with the support of the State Department of Developmental Services responsible for convening a stakeholder work group.

The work group to include persons with developmental disabilities, family members and service providers.

These stakeholders to develop recommendations.

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 52: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Directive to the Stakeholder Work GroupDirective to the Stakeholder Work Group Stakeholder work group to develop recommendations on how to best achieve:

Development of community-based work activities Development of community-based models Expansion of work opportunities Increased utilization of existing models Strategies to duplicate success Identification of strategies to eliminate barriers to change

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 53: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Intended Outcome of the LegislationIntended Outcome of the Legislation

Recommendations from the work group to be submitted by State Council, May 1, 2007

Recipients of the recommendations: Governor of California Certain committees of the legislature

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 54: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Final CommentsFinal Comments

Change is possible

Take a leadership role

Start anywhere

3. Community

4. Innovation

5. System

2. Organization

C H A N G E

1. Introduction

Page 55: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

At first people refuse to believe that a strange new thing can be

done,then they begin to hope it can be

done,then they see that it can be done, — then it is done and all the world

wonders why it was not done centuries before.— Francis Hodgson Burnett

1849 –1924 English Born U.S. Writer

Page 56: Good to Great: Person-Centered Thinking Cultures And Innovative Alternatives to Traditional Services and Supports Person-Centered Thinking Cultures And

Good to Great:Good to Great:Person-Centered Thinking Cultures

And Innovative Alternatives toTraditional Services and Supports

Person-Centered Thinking CulturesAnd Innovative Alternatives to

Traditional Services and Supports