Pennsylvania Children and Youth Administrators Leadership Academy Organizational Effectiveness Phil Basso APHSA October 13, 2004

Pennsylvania Children and Youth Administrators Leadership Academy

Organizational Effectiveness

Phil BassoAPHSAOctober 13, 2004

Today’s Agenda

Introduction and Objectives Frameworks for Organizational

Effectiveness (OE) Introduction to a Pilot Process

and Tool Kit Concepts for Executing Strategy

and Leading Change

Public Scrutiny

PoliticsAt Top

BudgetCrisis

The Work of OE

` Content

Copyright © 2004 APHSA

Strategic Architecture for ROI

Strategic Customer AnalysisOutcomes

Strategic Initiatives

Output

Performance Capacity

Vision,Values and

Mission


*ROI: Return on Investment

Systems View

InputsPeople

MaterialsFinances

Technology

OutputsServicesProducts

Partnerships

ThroughputsStrategyStructureCultureProcessMethodPolicy

Development

Environment

V i s i o n, V a l u e s a n d M i s s i o n

Momentum

HR Capacity Building

Communication

Staffing

Rewards

Structure & Culture

OrganizationalDevelopment (OD)

PerformanceManagement

Vision,Values and

Mission

EmployeeRelations

Leadership


OD Process

Reassessment

(re)Framing

Assessment

Contracting

Trustbuilding

Training

Vision,Values & Mission

Consulting

Internalizing

Rewarding


Training Content

Relationship*Training content should be versioned based on the context and characteristics of the audience.

“To Be”

Task

“Is”

Case Management

Community Development

Teamwork

Task Forces &Work Groups

UsingData

StrategicPlanning

SupervisorySkills

LeadingChange


ProcessImprovement

ServicesIntegration

AnchoringValues

Discussion

1. How does the OE approach compare with what you have been experiencing and doing?

2. Is this something you can embrace? Will your employees, stakeholders, and colleagues embrace it?

3. What do you need from CBT to apply OE?

Applying OE

Strategic Readiness Review

OD Delivery Plans

Systems Needs Assessment

HR Capacity Assessment

The Pennsylvania Child Welfare Planning Process

Strategic ReadinessQuestions to identify level of awareness anduse of strategic thinking and planning:

Who are we? Mission, vision and values What is our value? Strategic Framework What are our priorities? Key Initiatives What do we need? Performance Capacity How are we doing? Outputs and Outcomes

Systems Needs Assessment

Identifies current state, desired state, gaps and

priorities for addressing: Inputs Throughputs Outputs Environmental Response

Strong Change Plans Begin with a baseline assessment. Phase in over a significant timeframe. Exploit quick wins and resolve non-negotiables. Generate enhanced data requirements and

analytics. Invest heavily in communication and

stakeholder support, and strategic partnerships.

Leverage working teams and taskforces. Build leadership, management, and supervision

capacity.

HR Capacity AssessmentIdentifies current state, desired state, gaps

and priorities for addressing:

Leadership Structure and Culture Staffing Communication Employee Relations Performance Management Organizational Development Rewards

OD Delivery PlansEstablishes highly targeted work plans

for: Consulting Training Technical Assistance Research

*Plans should be directly linked to outputs and outcomes.

Discussion

1. Is this process and set of tools responsive to your needs?

2. What further input, ideas, and suggestions do you have?

Now What? Tools for “Making it Happen”Macro Work

Setting Boundaries Execute from Your Strategic Intentions

Mezzo Work The Executive Charter

Micro Work Effective Time Management Performance Management

Universal Work Network Mapping Operating with Trust

Culture Assessment Exploitati

ve Autocrati

c

Benevolent

AutocraticConsultati

veParticipa

tiveLaissez Faire

Communication

Down onlyMostly down

Up and down

Up, down and

sidewaysMixed

Goals Set Top down Top down

At top, with

consultation

Group participati

onMixed

Teamwork None Little Some Much Mixed

Employee Motivation

Security, money

StatusGrowth,

recognition

Identity, achieveme

nt, influence

Higher level

Employee Attitudes

HostileMixed

(toward negative)

Mixed (toward positive)

Favorable Mixed

Output MediocreFair to good

Good to excellent

ExcellentMixed

(poor to good)

Fig. 4

Adapted from Rensis Likert’sstyles of leadership


HP

Set DirectionSet Direction

SetSetBoundariesBoundaries

CreateCreateAlignmentAlignment

Leadership

•Strategic customer analysis•Environmental scan•Develop clear vision & mission•Determine goals•Identify performance indicators•Develop tactical operation plans

•Establish leadership philosophy•Establish boundaries for behavior, operations, decision-making, etc.

•Create Stewardship•Establish effective communications strategy•Establish strategic support functions•Establish continuous improvement mechanisms

Elements of Effective Charters Parameters of Work

In/Out of Scope Organization of the Project

Structure and Backfills Conditions of Satisfaction

Beacons and Measurables Commitments to the Taskforce

Resources, Obstacles, Time

Effective Time Management

•Some meetings, some calls•Proximate, pressing matters•Some reports, mail

•Trivia, busy work•Some phone calls•Time wasters

Not

Im

port

ant

3rd 2nd

Urgent Not Urgent

1st 4th

•Crises•Deadline driven projects•Pressing problems

•Prevention•Capacity Building•Relationship Building

Impo

rtan

t

QI QII

QIII QIV In High Performance, work is concentrated in

Quadrants I and II.

Performance Management

No ResultsNo Values

No ResultsHonoring

Values

ResultsNo Values

ResultsHonoring

Values

TypicalHigh

PerformanceSituation

Fig. 6

Strategic Partnerships

Space

Money

Public Support

Political Influence

Leadership Capacity

Expertise

Human Capital

Information

Services

Potential Areas for Exchange

Operating with Trust

Five Elements of Trust Benevolence Intentions Openness Reliability Competence

© 2004 Tschannen-Moran, Megan. Trust Matters: Leadership for Successful Schools

Budget CrisisPolitics at TopPublic Scrutiny

Leadership/VisionCulture Progress

DataOutcome

ImprovementsBaseline

UnderstandingCommunity Coalitions

Advocacy from Clients

Business CasesOpenness/Trust

Public Scrutiny

PoliticsAt Top

BudgetCrisis

Documents

Pennsylvania Children and Youth Administrators Leadership Academy Organizational Effectiveness Phil Basso APHSA October 13, 2004