Shifting to a Two-Generation Approach, Icebergs and Organizational Change

July 11, 2019

Two-Generation Learning Community

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Shifting to a Two-Generation Approach, Icebergs and Organizational Change

Your 2Gen Support Team!

Jeannie ChaffinTwo-Generation Subject

Matter ExpertChaffin.Jeannie@gmail.com

Marlesia Neloms, MSWDirector of Children, Youth &

Family StrategiesCatholic Charities USA

mneloms@catholiccharitiesusa.org

Shared 2Gen Understanding

A 2Gen ApproachMeets the Needs of Children and

Parents Together.

The Need

Fragmented policies and programs that address the needs of children and parents separately leave either the child or parent behind and dim each family’s chance at success.

The Solution

Policies and programs that address the needs of children and their parents together can harness the family’s full potential and put the entire family on a path to permanent economic security.

Ascend at the Aspen Institute • March 2018 7

Why 2Gen Now?

Source: Ascend, Guiding Principles

Ascend 2Gen Guiding Principles

1. Measure and account for outcomes for both children and their parents.

2. Engage and listen to the voices of families

3. Ensure equity.

4. Foster Innovation and evidence together.

5. Align and link systems and funding streams

2Gen Overview

Two-generation approaches provide opportunities for and meet the needs of children and their parents together.

Ascend at the Aspen Institute • http://ascend.aspeninstitute.org

Ascend 2Gen Theory of Change

FROM MAKING TOMORROW BETTTER TOGETHER

Source: Ascend at the Aspen Institute, Two-Generation Playbook

2Gen Approach Frameworks

2Gen Overview

What Have We Learned From 2Gen 1.0?

• Intentional service integration is critical.

• Quality matters.

• Intensity is important.

• Who is targeted matters.

• How you work with families matters.

Ascend at the Aspen Institute • March 2018 13

• The concept of coordinating access to multiple types of services in order to empower economic stability and resiliency for customers.

Service Integration Defined

Service Integration and 2Gen

Service Integration

2Gen

Prisoner Reentry

The Path to 2Gen

Parent and/or Child

High Quality Services

Parent and/or Child

Integrated ServicesParent and Child

2Gen Approach/Strategy/

Organization

A

The Challenge of institutional “milieu” to cross-systems integration, Focus Vol. 24. No. 1, Fall 2005, Institute for Research on Poverty, University of Wisconsin-Madison

Organizational Systems

A Group

The Challenge of institutional “milieu” to cross-systems integration, Focus Vol. 24. No. 1, Fall 2005, Institute for Research on Poverty, University of Wisconsin-Madison

Organizational Systems

Organizational Systems

What We See

• Improved Outcomes

• Policies

• Practices

• Administration (Resource Flows)

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Increase your odds by paying attention to what is under the water line and

proven tactics.70% of Change efforts fail.

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Systems Change

We need to pay more attention to:

• Leadership

• Organization Culture • Power Dynamics• Relationships and Connections

• Organization Systems

• Environmental Factors (What is in the water?)• Federal, State, and Local Conditions/Mandates/Priorities• Demographic and Social Trends• Political Landscape

• Mental Models

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“Leadership is accepting responsibility for enabling others to achieve shared purpose in the face of

uncertainty.”

• A Practice, not a position• Authority is earned, not

bestowed• Focus is on developing

others, not just yourself

• Grounded in values, interests, and assets

• Built through relationships

Leadership

Leaders Motivate Action

• Accelerating change requires leaders who

• help their staff, board members, and stakeholders commit to a shared agency vision,

• understand how to harness the wisdom, gifts, and skills of their team to solve complex challenges, and

• promote learning, outcomes, and continual improvement.

Leaders Motivate Action

Leaders Motivate Action

• Establish a Guiding Coalition• Volunteers from up, down, and across the

organization• Customers/families• Allows for engaging more hearts, hands,

and minds which will increase chances for success

•Organizations often have great clarity on what they do and much less clarity understanding why they do it (it’s an epidemic).

•When you define the organization’s shared vision you’re able to get very clear on what’s important in terms of the work.

Shared Vision

• To achieve true impact for our customers we must be committed to a shared vision and pulling in the same direction.

• Our guiding light must be a shared vision – a deep and common understanding of what success looks like.

• Managed properly strategic planning processes provide a great opportunity to create a shared vision across the organization.

Shared Vision

Shared Vision Communication

• Communicating shared vision

• Executive Director and guiding coalition provide regular and frequent communication

• Strategic communication with partners and customers

• Team structure to support communication• Brighton Center: cross-agency teams, leadership

Human Capital

• Staffing structures

• Training and development• Service integration, coaching, trauma

informed care, brain research • Supervision structured to support change• Systems and Structures

Organizational Culture

• “Artifacts”-What is visible• Structure, processes, and behaviors we can observe

• “Espoused beliefs and values”• Organization’s ideals, goals, and ideologies (may not be

aligned with artifacts)

• “Basic underlying assumptions”• Subconscious beliefs and values that are taken for

granted

Culture

Changing an organization’s culture is a large-scale undertaking.

Consider the following:

• Traditions

• Relationships

• Power Dynamics

• Communication

Mental Models

• Mental models are the assumptions, beliefs, and values people hold about the organization, systems, leadership, families, poverty, etc.…

• Mental models influence our actions and behaviors. They are tied up with how we see and understand the world and can be somewhat unconscious to us.

• These beliefs may keep the system(s), policies, or practices in place and prevent change.

Data and Continuous Improvement

• Data driven decision making

• Culture of learning and continuous improvement

• Capacity for data analysis

• Data management

Whole Family Approach Building Blocks

Securing Funding and

Other Resources

Building and Using

LeadershipAttending to

Organizational Culture and

Systems

Engaging Family Voices

Aligning High Quality,

Intentional, Intensive

Services to Parents & Children Parent and

Child Service Integration

Understanding System, and

Policy Change That Supports Parents and

Children Designing and Implementing

with an Equity Lens

Internal & External Aspects

Successful Systems Change

• Organizational Change for 2Gen Takes Time

• Assess where you are • Customer Voice?• Racial Equity Lens?• High quality parent Interventions (Comprehensive)?• High quality child Interventions (Comprehensive)?• Service Integration?• Parent and child interventions equally intensive?• Putting it all together and continually improving?

• Anne E. Casey Foundation, Engaging Parents and Developing Leaders, A Self-Assessment and Planning Tool

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Garrett County Community Action

Garrett County Community Action 2Gen Transition Timeline

Garrett County Community Action

Garrett County Community Action

2Gen Approach Resource Highlights

Aspen Ascend

• Making Tomorrow Better Together

• 2Gen Outcomes Bank

• 2Gen Toolbox

• 101 Trying on a 2Gen Approach

• 201 2Gen Action Plan

• 301 Community Guide to 2Gen Approaches

2Gen Approach Resources

Administration for Children and Families,

Office of Planning, Research & Evaluation

• Conceptual Frameworks for Intentional Approaches to Improving Economic Security and Child Well-being

• Features of Programs Designed to Help Families Achieve Economic Security and Promote Child Well-being

• Using Research and Evaluation to Support Programs that Promote Parents’ Economic Security and Children’s Well-being

2Gen Approach Resources

A Two-Generation Human Capital Approach to Anti-Poverty Policy, The Russell Sage Foundation, Journal of the Social Sciences, Volume 4, Issue 3, February 2018.

“We propose a two-generation anti-poverty strategy to improve the economic fortunes of children in the United States. Our policy

bridges two traditionally siloed interventions to boost their impacts: Head Start for children and career pathway training

offered through community colleges for adults. We expect that an integrated two-generation human capital intervention will

produce greater gains than either Head Start or community college alone…”

2Gen Approach Resources

Investing in Innovation

The Annie E. Casey Foundation, May 2018.

2Gen Approach Resources

QUESTIONS?