PCCYFS 2012 Annual Spring Conference Strategic Change, Part 2: Strategic Marketing and Futures Forecasting Presented By: Tom Woll

PCCYFS 2012 Annual Spring Conference

Strategic Change, Part 2: Strategic Change, Part 2: Strategic Marketing and Strategic Marketing and

Futures ForecastingFutures Forecasting

Presented By:Tom Woll

PCCYFS 2012 Annual Spring

Conference

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The Challenge Of Developing A Vision For The Future Of Service Delivery:

1. Your mission: your staff and board. 2. Public policy: changing very rapidly. 3. Entitlement reform: reduced federal

funding. 4. Clinical and community support providers. 5. Child welfare plans: family-focus. 6. Mental health plans: consumer choice. 7. Juvenile justice plans: cost effectiveness. 8. Developmental disabilities: changing

models. 9. Physical health: reform initiative designs. 10. Education: Medicaid reforms.


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The Central Issues Presented By 250 Public Sector Interviews: 1. In the future we’ll only want to purchase

“what works”: we have to figure out how to achieve durable outcomes.

2. What we have developed is an elaborate service procurement system, not a workable service delivery system.

3. We tend to purchase services one at a time in response to a crisis without any comprehensive “end in mind” goal for the families.

4. Services are far too fragmented and as a result family needs aren’t being met.

5. There is an inadequate focus on permanency and family stability.


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The Central Issues Presented By 250 Public Sector Interviews:

6. We need to balance “child-centered” with “family-focused.”

7. None of us are sufficiently “community-aware”: many believe that should be the third goal.

8. When we really get into this we’ll either “cut back to minimal levels” or “completely redesign.”

9. Wrap-around seems to be an important philosophy that could hold it all together.

10. If we don’t effectively manage this transition, we could lose it all.


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TOP 10 LIST – 4th QUARTER 2011 1. Revisit your mission. 2. Make sure you have a strong, cohesive and

cooperative leadership team. 3. Diversify your funding streams and broaden your

service offerings. 4. Become the best at the ability to develop new

services. 5. Become the best at the ability to produce positive

outcomes. 6. Become the best at offering customer and

consumer service. 7. Learn to bridge the gap between clinical and

community supports. 8. Learn to integrate your services. 9. Rethink your patterns of management and

administration and supervision. 10. Learn to help families meet all levels of family

need.


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A 2015 Vision For The Future Of Service Delivery:

1. Regionally-supported. 2. Service-integrated. 3. Comprehensive-planning. 4. Child-centered. 5. Family-focused. 6. Community-aware. 7. Internally-cooperating. 8. Outcomes-directed. 9. Partnership-oriented. 10. Mission-driven multi-service organization.


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Core “What” Issues:

1. National perspective: “buy only what works.”

2. Family-focus: look to the “end-result” of family stability and permanency.

3. Community-aware: community resources and natural support networks.

4. Durable outcomes: look to what is still working six months after we’ve concluded our formal support.

5. Ten levels of family need: help families to meet their basic needs and teach families how to get future needs met in communities.


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Core “What” Issues:

6. Comprehensive family support plans: a specified, integrated, measurable role for every service or support offered.

7. Service integration: one philosophy, one coordinator and one set of skills to teach to families.

8. New service development: the most in-demand service of 2015 isn’t currently being offered by anyone yet.

9. Strategic marketing: learn to listen and respond to customers and consumers.

10. User-friendly: prepare for fewer providers and consumer choice.


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Core “How” Issues:

1. Flexible. 2. Creative. 3. Nimble. 4. Cooperative. 5. Decision-making.6. Communications. 7. Partnerships. 8. Management and administration. 9. Strategic thought:

--Engage, Analyze, Prioritize, Select and Change

10. 3-3-3: 3 What, 3 How, 3 Years.


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Some Critical Building Blocks 1. Times of relative calm vs. times of great

change. 2. Organizational culture and job descriptions. 3. Hierarchical vs. persuasive skills. 4. The 20/80 communications rule. 5. Customer, consumer and provider services. 6. Competitive advantage. 7. Family engagement. 8. Cultural and experiential competency. 9. Becoming a partnership organization. 10. Community engagement: the 5 pheasant

rule.


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Lessons From 2 Years On The Road

1. In these Times of Great Change we have to change our jobs.

2. Leaders have to learn how to work together.

3. Leaders can’t be too far removed from direct service delivery.

4. We have to become proficient in the art of risk-management.

5. We have to limit our strategic change initiatives to those few we need to do.


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Lessons From 2 Years On The Road

6. We should select those initiatives that best prepare us for the future.

7. Leaders have to define the initiatives but all staff have to help us on “how.”

8. It’s about serving our community, not about selling services to our community.

9. We have to build bridges between clinical and community supports.

10. We have to teach families how to get their needs met after we’re gone.


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A Compendium of Ideas ©

Strategic Change Initiative, LLC

Tom Woll, Facilitator ♦ All Rights Reserved

Strategic Change Initiative LLC 3804 Clay Mountain Dr. Medina, Ohio 44256 (330) 725-3908 [email protected]

Information from this presentation may only be reprinted with permission.

Documents

PCCYFS 2012 Annual Spring Conference Strategic Change, Part 2: Strategic Marketing and Futures Forecasting Presented By: Tom Woll