Making Outcomes a Priority Developed & Delivered by: Melinda Lis & Karen Agrait Updated 9/07

Making Outcomes a Making Outcomes a PriorityPriority

Developed & Delivered by:Developed & Delivered by:

Melinda Lis & Karen AgraitMelinda Lis & Karen Agrait

Updated 9/07

IntroductionsIntroductions

NameName Agency/RoleAgency/Role One thing you want to learn One thing you want to learn

from the training today.from the training today. One time management tip that One time management tip that

works for you.works for you.

Out of all of my names…..titles, labels, identities…….foster child… hurt the most – it was my biggest secret….my biggest shame. It

meant that I was unwanted. I was a foster child. I was money for someone, their power bill, and or a portion of their mortgage. But me, myself,

was NOTHING, nothing but an outcast of an already oppressed group of people. No other

stereotype brought as much pain to me as this name, this identity….foster child.

Excerpt from Kim Brown-Riley story, “And Nothing Else and Nothing More”, Foster Youth Seen and Heard Program at the Children and Family Research Center, School of Social Work, University of Illinois at Urbana Champaign.

AgendaAgenda Overview Case Management with a Capital M. New Child Welfare Environment BREAK Essence of Time Management Time Management Matrix LUNCH Cont. Time Management Matrix Becoming a Quadrant II Manager BREAK Time Management for Our Clients Closing

Training ObjectivesTraining Objectives

1. Identify the managerial aspects of casework.

2. Become familiar with the new outcome based practice in the child welfare environment.

3. Identify the different levels of time management associated with the caseworker role.

4. Utilize the time management matrix to become a more proficient manager.

5. Demonstrate how time management skills produce outcomes for our clients.

Case Case Management Management with a with a Capital……..Capital……..

MM

I was kind of lucky because I got a responsible case worker. She always

keeps me informed on everything that is going on with our case, but every once

in a while she will forget to tell me something, but that is okay because I

know that she tries her hardest.

Youth from Fosterclub: Luis age 20, Nebraska

www.fosterclub.com

What do you see as the primary What do you see as the primary roles of a case manager in child roles of a case manager in child welfare?welfare?

What do you see as the primary What do you see as the primary roles of a manager at Starbucks roles of a manager at Starbucks or a similar organizational?or a similar organizational?

Case Management Versus Case Management Versus Case WorkCase Work

Difference between the terms

in regards to functions:

1. Management

2. Time coordination

Assist clients with goal achievement.

10 Managerial Roles10 Managerial Roles

Interpersonal Roles: Figurehead: duties that are

ceremonial in nature. Leader: motivate people to reach

the goal. Liaison: create contacts with

people inside and outside formal organization structure for the purpose of goal attainment.

Taken from “The Managerial Nature of Case Management;” Wolk, James, Sullivan, William, Hartmann, David, 1994


Informational Roles:

1. Monitor: Acquire information.

2. Disseminator: Pass information to others.

3. Spokesperson: Provides information to people outside the direct unit.


Decision Making Roles:1. Entrepreneur: Improve/enhance unit

through the development of new resources, programs etc.

2. Disturbance handler: Respond to disturbances, disruptions, and crises brought on by the client.

3. Resource Allocator: Deciding what resources will be available and in what quantity.

4. Negotiator: Working with groups to get consensus.

Recognition of the Recognition of the Management RoleManagement Role

Allows people to have a better perspective of their responsibilities.

Helps sorts out priorities Need to be cognizant of the scope

and nature of the work while also being sensitive to your own interpersonal skills. .

The New Child The New Child Welfare Welfare EnvironmentEnvironment

In 1994 the federal government instituted the Child and Family Services Review (CFSR). This review targets outcomes for children and families served by the child welfare system as well as the systemic factors that directly effect the State’s capacity to deliver services.

CFSRCFSR

What are the outcomes.What are the outcomes. What does the CFSR entail.What does the CFSR entail. How did Florida do on the How did Florida do on the

CFSR.CFSR. Why is this important to your Why is this important to your

job?job?

Systematic ChangeSystematic Change

Child welfare has moved from a compliance driven system to an outcome based system.

All programs are now held accountable for meeting specified outcomes which requires the field to learn new and better ways to track data and manage toward positive outcomes for children and families.

Systematic ChangeSystematic Change

The movement to an outcome based system means that child welfare professionals must find ways to incorporate their good clinical skills with an outcomes management approach.

To succeed in this new environment, case managers must have good tools that help them manage their caseload in an effort to achieve positive outcomes for children and families.

Time Management is one of the essential tools that case managers need to excel.

Strengths Associated with Strengths Associated with Outcome Based PracticeOutcome Based Practice

1. Provides a road map for case managers that clearly states the priorities for practice.

2. Helps case managers stay focused on the most important components of serving children and families on their caseload.

3. Helps case managers track their own as well as their clients progress toward measurable goals.

4. Helps case managers prioritize numerous demands.

5. Provides information that helps with case planning.

One Minute ExerciseOne Minute Exercise

Time from a Child’s PerspectiveTime from a Child’s Perspective

The Essence of The Essence of Time Time ManagementManagement

On my first day of foster care, I was exhausted. I had been up the whole night before with the abuse from my mom. I sat at DHR what seemed like an eternity. I was hungry and unsure of what was happening. All I knew was that I was safe for now. I was so happy about that, but I was also nervous, especially of court and my future--my friends---my school. They finally found me a placement around dusk. They were beginning to think I would need to stay at a homeless shelter and they didn't want to scare me the first day I think .

Youth from Fosterclub: Sunshine age 21, Alabama www.fosterclub.com

The Essence of Time The Essence of Time ManagementManagement

Exercise: Think of a time where you planned a major event. For example, a birthday party or wedding. Write down answers to the questions below:

1) What steps did you take to ensure the event was a success?

2) What time management skills did you utilize?

3) How did you prioritize your tasks to ensure timeliness?

Two Levels of Time Two Levels of Time ManagementManagement

1. Time Management of our Workload

2. Time Management of our Cases

“Organize and Execute around Priorities”

Small Group Exercise: Write down the primary functions you perform in your job and share ideas with your group of the most effective and efficient ways to meet these functions. Plan to share one idea with the larger group.

Four Generations of Time Four Generations of Time Management Management

In Time management each generation builds on the one before it…

In the beginning (first generation) there were NOTES and CHECKLISTS. This gave inclusiveness and a form of recognition to the multiple demands placed on our time and energy.

Taken from Stephen Covey’s book, The 7 Habits of Highly Effective People, 1989

Four Generations of Time Four Generations of Time ManagementManagement

The Second Generation was characterized by Calendars and Appointment Books. This was an attempt to plan ahead and schedule events and activities for the future.


The Third Generation is a reflection of the current time management field. It added the idea of prioritization, clarifying values, and comparing the relative worth of activities.

Focuses on: Goal setting; specific long-,

intermediate- and short-term targets to align with our values and the amount of time and energy needed.

Daily planning and a specific plan to accomplish those goals and activities deemed to be of greatest worth.

SMARTSMART

SpecificSpecificMeasurable Measurable Attainable Attainable Relevant Relevant Time LimitedTime Limited


The emerging fourth generation focuses on preserving and enhancing relationships and on accomplishing results/ outcomes instead of focusing on things and time.

“The challenge is not to manage time, but to manage ourselves.” (The 7 Habits of Highly Effective People, Covey, Stephen, 1989)

Finding Your MotivationFinding Your Motivation

What does it take for personal/professional change?

What have you seen to be the primary source(s) of success for positive change in families?

What is your motivator? Why do you do what you do?

Why Change your Ways?Why Change your Ways?

Motive to change= benefits you will enjoy…MORE TIME!!! You can gain two extra hours a

day Improve your productivity and

performance Increase your sense of control Have more time with your family…

YES HAVE A LIFE!

Barriers of Time ManagementBarriers of Time Management

MYTH: If you are too well organized, you become cold, unfeeling and not spontaneous.

Negative mental programming; influential people in your life growing up implanted negative belief system…i.e. You are a messy person; you never finish what you start…becomes part of your sub consciousness.

Self-Limiting Beliefs- “I don’t have the ability to be good at time management.”

There is no genetic deficiency in personal organization.

“If you believe something to be true, it becomes true for you,” Brian Tracy

Six Steps to Change Process

Thought- “if you think it, you can live it” Belief- Believe you can become different;

believe in the directions chosen and ability to make the journey.

Expectation- Triggers physical reaction “expect the best”.

Attitude- Positive attitude and facing every circumstance head on and pushing through with dignity, character and integrity.

Behavior- Outward refection of inward thoughts, beliefs and expectations.

Performance- Provides measuring stick of personal growth and is the easiest to improve.

Adapted from How to make Personal Change by John Maxwell

The Time The Time Management Management MatrixMatrix

The material in this section is taken from The 7 Habits of Highly Effective People, Covey, Stephen: 1989

Time Management MatrixTime Management Matrix

This matrix shows how the activities we partake in throughout the day can be divided into four quadrants.

Understanding these quadrants and being aware of which quadrant you spend most of your day is the first step to effectively managing your time.

URGENT

I

Activities:

Crises

Pressing problems

Deadline-driven reports

NOT URGENT

II

Activities:

Prevention

Relationship building

Recognizing new opportunities

Planning

III

Activities

Interruptions, some calls

Some mail, some reports

Some meetings

Proximate, pressing matters

IV

Activities:

Trivia, busy work

Some mail

Some phone calls

Time wasters

IMP

OR

TA

NT

NO

T I

MP

OR

TA

NT

Trivia GameTrivia Game

How do you spend your day?How do you spend your day?

Quadrant IQuadrant I

This quadrant consists of crisis or problems. It is impossible to get rid of all time spent in this quadrant but it can be managed by spending more time in upfront planning.

If not managed, this quadrant will grow and end up consuming most of your time.

Quadrant IIQuadrant II

This is the quadrant you want to spend most of your time. Although these activities are not urgent, they are high leverage capacity building activities.

Spending more time here would decrease the amount of time spent on crises and increase your overall effectiveness.

Initially get time to spend in this quadrant by taking time out of quadrant III and IV activities.

Quadrant IIIQuadrant III

This quadrant includes activities that feel like Quadrant I activities; however, they are not because they are not ‘important’.

In this quadrant you are reacting more to other people’s goals or sense of urgency.

Quadrant IVQuadrant IV

This quadrant consists of a lot of not important, not urgent activities. Tends to be a time waster and is usually the quadrant people spend time in after dealing with quadrant I activities.

It is easy to start spending a lot of your time on these activities.

Which quadrant do you Which quadrant do you spend most of your time?spend most of your time?

Directions:Using the blank matrix, identify the primary tasks that you completed yesterday and put them in the appropriate box. Then try to estimate what percentage of your time you spend in each quadrant.

Becoming A Becoming A Quadrant II Quadrant II ManagerManager

“If children’s advocates and policymakers don’t know what to do for children, I do:

provide them with connectedness, continuity, dignity and opportunity. These four powerful

factors can nurture children and youth by giving them meaningful and caring

relationships with adults, a positive legacy, respect and the possibility for a life filled with

potential.”

Foster youth quote from the Conditions of Children in or at Risk of Foster Care in Illinois, Children and Family Research Center at the School of Social Work , University of Illinois Urbana Champaign.

Exercise:Exercise:

Write down one thing you could do in your work life and in your personal life that would make a tremendous difference if you did it on a regular basis.

Keep this focused on outcomes- something you break into goals and ultimately track.


Quadrant II activities are the heart of effective management. They maintain a balance between increasing our production and increasing our production capacity.


Quadrant II managers organize Quadrant II managers organize and execute every week of their and execute every week of their life around their deepest life around their deepest priorities. priorities.

All work is tied back to outcomes All work is tied back to outcomes you want to achieve. you want to achieve.


Quadrant II organizing involves Quadrant II organizing involves

four key activities:four key activities:

1.1. Identifying RolesIdentifying Roles

2.2. Selecting GoalsSelecting Goals

3.3. SchedulingScheduling

4.4. Daily AdaptingDaily Adapting

Scenario- Blown PlacementScenario- Blown Placement

Peter Piper, age 3 years, resides with his maternalgreat grandmother, Sally Seashore, age 70. Ms.Seashore has high blood pressure, diabetes and glaucoma. Ms. Seashore states that her medical issues are taking their toll. She is having difficulty attending her medical appointments and keeping up with the rising health care costs and the expense of raising Peter. She has stated that she loves Peter and is fearful she can no longer care for him.

1. What can be done to salvage this placement?2. If the placement can’t be salvaged, what can you do to

make the move the least traumatic on Peter?

Small Group ExerciseSmall Group Exercise

In small groups:In small groups: Identify one time when you acted Identify one time when you acted

in Quadrant II where you were in Quadrant II where you were able to avoid a crisis.able to avoid a crisis.

Identify one time where there was Identify one time where there was a crisis and in hindsight you think a crisis and in hindsight you think it could have been avoided/de-it could have been avoided/de-escalated if you had acted more in escalated if you had acted more in Quadrant II.Quadrant II.

“One main difference between highly effective people and people who seem to produce very little is that top performers always focus on outputs or results. Average performers focus on inputs. Top performers focus on accomplishments; medium or low performers focus on activities.” Time Power, Tracy, Brian, 2007.

Time Time Management Management Tools to Assist in Tools to Assist in Becoming A Becoming A Quadrant II Quadrant II ManagerManager

EFFECTIVE TIME

MANAGEMENT

Setting Priorities

and Goals

Organizing Work Space

Planning

Handling Paperwork

Crisis Anticipation

Action Lists Versus To Do Lists

Setting Priorities and GoalsSetting Priorities and Goals

1. Why am I on the payroll?2. What are my highest value activities?3. What are my key result areas?4. What can I, and only I, do that if done

well will make a real difference?5. What is the most valuable use of my

time?

Ask yourself these questions to ensure you are working on your top priorities:

Setting Priorities and Goals Setting Priorities and Goals

Think thoroughly before setting goals and determine what you really want to accomplish.

Make a list of goals and write them in the present tense, as if they have already been accomplished.

Review the list and ask “what one goal, if I achieved it, would have the most positive impact on my work, right now.”

Break goal into individual parts and then organize it into step by step actions that must take place. Each action should have a deadline that tie back into the deadline for the overall goal.

Organize your goals by deciding which is most important and must be done first before something else can be done.

Determine specific obstacles to overcome and the people whose help you will need.

Take action on your most important goals and resolve to do something every day and Never Give UP.

Setting Priorities and Goals Setting Priorities and Goals

“When you break down even the biggest goal into its individual parts, and then organize those parts into a step-by-step series of specific actions, the task seem much more manageable and under your control.”

Time Power, Tracy, Brian, 2007.

Organizing Your WorkspaceOrganizing Your Workspace

1. Clear your desk regularly. Plan to spend 10 minutes at the end of your day clearing the space and getting things organized for the next day.

2. File away the non pressing items and only have out the materials you are going to work on during the week.

3. Find an organizational system that works for you. For example color coded folders that designate different items. It is estimated that 30% of working time today is spent looking for misplaced items.

Handling PaperworkHandling Paperwork

1. Throw it away (does not include case files ).

2. Delegate it to someone else.3. Take personal actions.4. File it for future reference.

Develop a system for handling each piece of paperwork that comes across your desk. Goal is to handle each paper only once. Each piece of paper would fall into one of these categories:

PlanningPlanning Each minute spent on planning saves ten

minutes in execution. Plans are not static. They should

constantly be changed and updated. Use a time planner; on paper or

electronic. Make a daily, weekly and monthly plan. Daily and weekly plan will need to be flexible. Try to keep your monthly plan more general.

Organize your list by priority on a daily and weekly basis.

Create a detailed plan of action that is organized by sequence and priority. Always put your most important task on top.

Crisis AnticipationCrisis Anticipation

Murphy’s Laws: Everything takes longer than expected. What can go wrong will go wrong.

The key is to think through, in advance, the possible delays and setbacks that can knock the goal off schedule.

Address problems before they occur and take steps against them in advance.

Have a plan B- concurrent planning. Always allow some time and flexibility in

your daily and weekly planning for the crises that are likely to happen.

Crisis AnticipationCrisis Anticipation

Strategies to handle crisis:

1. Think before acting

2. Delegate responsibility

3. Write it down

4. Get the facts

5. Develop a policy

Action List Versus To do ListAction List Versus To do List

Action list and action plans are better organized and designed to be executed in order of priority.

Action lists are time specific and geared toward the outcome you want to achieve. They ultimately answer the question, ‘what am I trying to do’.

Steps to Making an Action Steps to Making an Action PlanPlan

Before developing your action plan stop and take time to think.

What needs to be done? Who should do it? When is the deadline? How will it be done?

Time Time Management for Management for Our ClientsOur Clients

Time management is just one of the tools that help us achieve our ultimate goal:

Safety and permanency of youth in the child welfare system.

“It’s about my entire life, it’s not just about my childhood. I want to know that I’m going

to have a place to come home to during Christmas breaks. I want to know that I’m going to have a dad to walk me down the

aisle. That I’m going to have grandparents for my children.”

Mary Lee, foster youth, Tennessee. Taken from her comments at the community forums conducted throughout 2005 and 2006, by the North American Council of Adoptable Children.

•All children have the right to be in a permanent living arrangement.

•Providing permanency for children on your caseload requires you to stand back and look at the larger picture to determine the permanency or long term goal for the child.

•Once you have established the permanency goal, develop a road map for meeting this goal. The road map must include:

Objectives

Action steps

Timeframes

PRINCIPLES OF OUTCOME BASED PRACTICE

DEFINITIONSDEFINITIONS

OUTCOME: The final result you are trying to achieve (or that was achieved)

Example: Finalized Adoption

OBJECTIVE: A required or recommended interim goal toward the achievement of the desired outcome.

Example: Termination of parental rights

ACTION STEP: Plans, conversations, reports, court appearances and decisions that are undertaken to achieve objectives.

Example: Diligent search for parents

Caseload Service PlanCaseload Service Plan

Breaks out the goal into achievable Breaks out the goal into achievable steps.steps.

Provides a road map for the case so Provides a road map for the case so that focus is always on the ultimate that focus is always on the ultimate goal.goal.

Provides information in a format that Provides information in a format that can be used as a teaching tool can be used as a teaching tool and/or during supervision.and/or during supervision.

Helps to eliminate case lag when a Helps to eliminate case lag when a new worker is assigned to the case.new worker is assigned to the case.

Utilizing the Caseload Utilizing the Caseload Service PlanService Plan

Large Group Exercise Using the Service Plan.

Leaf ExerciseLeaf Exercise

Documents

Making Outcomes a Priority Developed & Delivered by: Melinda Lis & Karen Agrait Updated 9/07