What is an SMO and Why Do I Want to be One?

Why are we doing this?

• Things are changing fast

• Moving to a more change-ready organization

• Managing the financial risk

• Visioning what we need to be as an organization

in the future

• Gaining the benefits of better services, improved

reputation, etc.

Workshop #1: Elements of A Sustainably Effective Organization –1.5 days (April)

Map for 2013 - 2014 Workshop #2: Envisioning A Sustainably Effective Organization – 1.5 days (July)

• The purpose of this workshop is to clarify Spindletop’sidentity/purpose and to utilize futuring tools (i.e. scenario planning) to collectively envision strategies for sustainable effectiveness.

Workshop # 3: Action Planning for A Sustainably Effective Organization –1.5 days (October)

• The purpose of the workshop is to use Vision and Strategic Intent to develop long-term strategies, and short-term goals for building sustainable management practices at Spindletop.

Workshop # 4: Leadership:

Building Momentum for the

SMO Journey – 1.5 days (March)

To develop leadership capability

to better lead Center teams

along the journey toward a

sustainable management

organization

The First Management Reset: The Command & Control Organization

© 2010 University of Southern California

Environmental Change:

• Population growth –

emergence of middle class

– differentiated demand

Strategy and Design:

• Control and stability through

scale and leverage

• Hierarchical, top down

• Labor as a factor of

production

Technology Change:

• Specialized machinery/mass

production

• Enormous

financial

growth

• Creation of

great wealth

The Second Management Reset: The High Involvement Organization

© 2010 University of Southern California

Environmental Change:

• Rising education and

expectations of the

workforce

Strategy and Design:

• Involvement and

commitment

• Shared decision making

• Variable-based pay

Technology Change:

• Socio-Technical work design

and technologies of

empowerment

• Increased

profitability

• Increased

engagement

• Creation of

great wealth

The Third Management Reset: The Sustainable Organization

© 2010 University of Southern California

Environmental Change:

• The Drivers of Agility

• The Drivers of Responsibility

Strategy and Design:

• The Way Value is Created

• The Way Work is Organized

• The Way Talent is Treated

• The Way Behavior is Guided

Technology Change:

• Social media / participation

• Biomimetic innovation

Economic Development

Social Integrity

Ecological Health

Sustainable

Effectiveness

Evolution of the Bottom Line

Traditional

Bottom Line

Triple

Bottom Line

Economic Economic

Social

Environmental

Value-Added Focus of the Organization:

CCO

HIO

SMO

FYI: When combined into

one balance sheet and

income statement, may

be referred to as

“Integrated Bottom Line”

Q: Why Triple Bottom Line? A: Observation of Facts.

1. The Economy exists

within Society which

exists within the

Environment. If the

Environment and Society

do not do well, the

Economy cannot possibly

do well for any length of

time.

2. Sustainably managed

organizations do better

over the long haul than

organizations not

sustainably managed.

ENVIRONMENT

Society

Economy

Triple Bottom LineEasy Way to Remember – 3 P’s

eople

lanet

rofit

Social Values

Ecological

Health

Economic

Value

Profit / Creating Economic Value

What is it?

• It differs from traditional

accounting definitions of profit.

• It is the economic value created

by the organization after

deducting the cost of all inputs,

including the cost of the capital

tied up.

• It is the real economic benefit

enjoyed by the host society. It is

the real economic impact the

organization has on its

economic environment.

People/ Creating Social Value

What is it?

• Fair and beneficial

business practices toward

employees, the community

and region in which a

company conducts its

business.

• The well-being of

organization, employees

and other stakeholder

interests are

interdependent.

Planet / Creating Ecological Health

What is it?

• Benefitting the natural order

as much as possible or at the

least “do no harm” and

minimize environmental

impact.

• Reducing its ecological

footprint by carefully managing

its consumption of energy and

non-renewables and reducing

waste as well as rendering

waste less toxic.

Multiple Stakeholders“ An organization cannot be sustainably effective unless it produces outcomes of value to all its significant stakeholder. In today’s connected world, even small stakeholders can directly or indirectly harm the organization if they feel betrayed. In the case of social and ecological stakeholders, these are not “new” forces…However, they have rarely been viewed as important and certainly not relevant enough to be prioritized over economic forces.”

– Management Reset, pg. 16

Key Practices of Sustainable Management

• The Way Value is Created

• The Way Work is Organized

• The Way People are Treated

• The Way Behavior is Guided

The Way Value Is Created

Sustainable Management Approach

Identity • Consistent answers to “Even in turbulent

times, what won’t change about our

organization?”

Purpose • Clarity about having both a long-term strategy

and a short-term way of winning.

• A focus on prosperity rather than growth.

• Balanced focus on the triple bottom line:

People, Planet, and Profit

The Way Work Is Organized

Sustainable Management Approach

Structure • High Surface Area: Most employees have

few if any degrees of separation from the

external environment.

• People collaborate, form networks

Budgets • Focused on accountabilities

• Short-term and long-term issues kept in

balance

Work • Controlled by employees and customers

• Customer and employee input into some

decisions

Business

Information

• Internal – transparent, widely shared, no

surprises

• External – opaque with respect to key

strategies, transparent with respect to triple

bottom line

The Way People Are Treated

Sustainable Management Approach

Performance

Management

• Establish a balanced scorecard

• Rate outcomes and performance

Rewards • Base on individual and team performance

• Create rewarding work assignments

• Rapid reward cycle

• Individualize rewards

• Reward critical talent

Talent • Set talent development objectives

• Make commitment to talent development

strategic

Treatment of

Individuals

• Flexible, many choices for individuals

The Way Behavior is Guided

Sustainable Management Approach

Leading • Shared

Governing • Multiple Stakeholder Boards

Transforming • Learning organization

Envisioning Spindletop as a Sustainable Management Organization

• Imagine in 3-5 years,

Spindletop is a SMO focused on

generating social, economic

and environmental value.

What will be in place at Spindletop

that signifies this identity and

purpose?

Moving from Vision to Reality

• Moved from “Do we want to?” to

“We will.”

• Looked at future challenges

• Created a framework to help us to

progress

FUTURE SCENARIOS

What are the implications of

these possible future scenarios

on Spindletop?

1. Provider vs. Authority

2. Private Provider Competition

3. Growing Need and Increasing

Coverage

4. Uncertain Funding Infusion

5. Industry Changes

6. Pause of Medicaid Expansion

Vision Elements

Proven and cutting edge services

Aesthetically inviting and efficient environment

Empowered, involved consumers

Positive image

Talented and valued staff

Balanced, flexible structure

What do we want to see in place 3-5 years from now that signifies Spindletop is a

sustainably effective organization that generates social, environmental and

economic value?

KEY ACTION DOMAINS

Decision

Principles

Sustainable

Individual &

Collective

Agility

Sustainable

Wellbeing of

People We

Serve

Sustainable

Financial

Position

What areas do we have to focus on in order to meet our vision?

DECISION PRINCIPLES

Does it enhance the health of

people/planet/profit?

Does it increase our responsiveness to

individuals we serve and our adaptability to

external changes?

Does it foster trust, personal responsibility,

transparency and collaboration among

ourselves and our stakeholders?

How do we select projects, services, activities, programs, etc. that will

move us toward becoming a SMO?

What will guide our behavior and decisions?

© 1996-2009

ROADMAP TO A SUSTAINABLY EFFECTIVE SPINDLETOP CENTER

VISION – Promoting

healthy living in our community

FUTURE SCENARIOS

I. II. III.

Our mission is to help people

help themselves by providing

resources and supports.• Does it enhance the health of people/planet/profit?

• Does it increase our responsiveness to individuals we serve and adaptability to external changes?

• Does it foster trust, personal responsibility, transparency and collaboration among ourselves and our stakeholders?

MISSION DECISION PRINCIPLES

• Provider vs. Authority

• Private Provider Competition

• Growing Need and Increasing Coverage

• Uncertain Funding Infusion

• Industry Changes

• Pause of Medicaid Expansion

• E-Signage

• SpindletopTalent Bank

• Proven & Cutting Edge Services

• Aesthetically Inviting & Efficient Environment

• Positive Image

• Empowered, Involved Consumers

• Talented & Valued Staff

• Happy=Healthy

• Moments that Matter

• Compensation Redesign

• Waste Not, Want Not

• Balanced & Flexible Structure

WHERE ARE WE NOW?

1. SMO Project team developed 38 projects

2. Six projects chosen and teams created

3. Revised Vision, Mission, Values

Vision – Promoting healthy living in our

community

Mission – Our mission is to help people help

themselves by providing resources

and supports.

WHERE ARE WE NOW?Values

• We value all persons and treat them with respect and

dignity

• We develop services responsive to the needs, values

and desires of our community

• We value and respect families for the important role

they play in the effective treatment and delivery of

services.• We embrace self-advocacy and recovery as a means of

independence

• We measure our success by the outcomes of each person

and our impact on the community

• We educate, motivate and empower staff to

accomplish their work with confidence and pride by

valuing and respecting them

WHERE ARE WE NOW?

• We recognize and celebrate best practices

• We educate people to help our community

• We utilize resources in the most efficient manner to

minimize our impact on the environment

• We accommodate and encourage our staff’s

community involvement

(Approved by Spindletop Board of Trustees –

January 27, 2014.)

QUESTION?

What excites you/challenges

you the most about this

presentation?

SMO Project Teams

• E-Signage- Equipment identified and purchasing started

- Pilot sites up by June

- Can be accessed on computers and Smart Phones

as well as TV’s

- System can do override for emergency alerts

• Waste Not, Want Not- Recycling of toner cartridges

- App for cell phones to track mileage and create

electronic mileage reports for staff

- Increase in Private Pay Income options

- Looking at options to better utilize Center vehicles

SMO Project Teams Cont’d

• Health and Wellness- IDD - routine health testing for 75 consumers, exercise

programs started on several units, hiring a part-time pt,

grant received to purchase equipment

- MH – 35 participants in In-Shape Program, access to

fitness center in community, doctor at fitness center

providing classes, working on nutrition and exercise

• Talent Management- Tips, Tools and Tricks handout about changes in Center’s

electronic systems

- Creating a database to collect information about staff

talent

- Creation of personal development plans

SMO Project Teams Cont’d

• Moments that Matter

- Monthly training topics sent out to staff via email

- Developing modules specific to particular groups of staff

- Training program for new staff and direct care staff on

customer service issues to be completed by September

• Compensation Redesign- Created video to introduce Pay It Forward

- Two part token printed and delivered to SMO project teams

- Token to be expanded to entire Center after 2 months

VIDEO