MeasuringTransformationalChangeatan
OrganizationalLevelPresenters:
DebiArmstrong,M.S.,[email protected]
VicePresidentofQualityImprovementLaraRaper,M.S.
TheBabyFold,Normal,IL
* Foundedin1902* 3campusesinNormal,satelliteofficeinSpringfield* 200employees* 14millionbudget* Residentialtreatmentages5-13,14beds* HMR/Traditional/Specializedfostercare* HealthyStarthomevisitingprogram* AdoptionPreservationprogram* ElementaryandJunior-SeniorHighschoolprogram* Autismprogram–6classrooms* CommunitySchools,CountyOutreach,andIntact
TheBabyFold
* Understandtheconceptofusinga“transformationalblueprint”asanagency-widechangestrategy* Howtodevelopoutcomesandindicatorstomeasureagency-widechange* Howtodevelopandusetoolstotrackprogresstowardschange
LearningObjectives
* ChangeManagement* Setofbasictoolsorstructures* Keepschangeeffortundercontrol* Minimizedistractionsandimpactsofchange
* ChangeLeadership* Drivingforces,visionary,leadprocessesthatpushlarge-scale
transformationalchange* Senseofurgencyandempoweringlargegroupsofpeople* Biggerleapsassociatedwithfasterwindowsofopportunity
* 70%ofallmajorchangeinitiativesfail
AdaptingtoChange
* BeganstrategicplanningprocessinSpring2015* Identifiedthreestrategicdirections:* Buildingtalentfortodayandleadershipfortomorrow* Buildingservicecapacityandreputationasexperts* Buildingvisibilityandpartnershipsfordeliveryonmission* Identifiedprojectteams:* Creatingnewlinesofbusiness* Improvingfundraisinganddevelopmentmethods* Traumainformedpracticesandtraining* Leadershipdevelopment* Spaceandfacilitiesplanning* Communicationanddevelopingexternalpartnerships
ProcessofOrganizationalChange
* Teamsdevelopedobjectives,actionsandtimelinesforeachstrategicproject* NewdevelopingandmarketingstrategydevelopedinFY16* SpacePlanningprojectdeferredduetocost* ContinuingstrategicplanprojectsinFY17:* Trauma-informedtreatmentinitiative* Leadershipdevelopment* Newlinesofbusiness–familycentered/community
based* Internal/externalcommunication
ProjectTeams
* Foundedin2010byTomWoll* Purposewastohelporganizationsadapttorapidlychangingenvironment* Basedonextensiveinterviewresearch* 2300interviewswithprivateandpublicsectorexecutives,familiesandyouthreceivingservices,andelectedpublicofficials* Askedaboutcurrentandfuturestatesofthefield
andfutureskillsneededtobesuccessful
AllianceStrategicChangeInitiative-Whatisit?
* Moststrategicplansarebasedoncurrentenvironment* Needa“futurepicture”ofyourfieldthreeyearsfromnow* Forecasttheorganizationalchangeneededandskillstobedeveloped* “TransformationBlueprint”isamethodofplanningbasedonfutureforecasting
StrategicPlanningbasedonfutureforecasting
* Financialresourcesonlyforservicesthat“work”* Adaptableleadershipthatcanbothmanageandleadchange* Servicedeliverymovesfromchildfocustofamilyfocus* Improvedmethodsoffamilyengagementandcomprehensiveassessmentoffamilyneeds* Changesinresidentialtreatmentservices* Movefromcampusbasedservicestocommunitybasedservices* Furtherintegrateandblendservices* Formpartnershipsforcollaborationandservicecontinuum* Becometrauma-informedexperts
FutureForecastingTrends
* JoinedtheAllianceTransformationCohortinJanuary2016withTomWoll,consultant* Consultationandtrainingfor15agenciesacrosstheU.S.* Threeyearchangeprocessbasedonfutureforecastingtrends* Assistorganizationsintransformingintonewbusinessmodelsduetochangingenvironment* CEOpartnerswithmentoragencyCEO* TransformationalBlueprintworkwouldbegininJuly2016
FromStrategicPlantoTransformationalBlueprint
* Methodofrespondingtoandadaptingtochangingenvironmentandfutureforecasting* Providesaroadmaptoguideorganizationalchange* Clearlyprioritizeschangesneeded* Definesdirectionofchangetointernalandexternalstakeholders* Drivestheagencyculturalshift
PurposeofTransformationBlueprint
ContinuousImprovementCycle
PLANCreatetheTransformation
Blueprintandidentifydesiredresults
DOConducttheactivitiesfor
eachquarterandfiscalyear
STUDYMeasureandanalyzedesiredoutputsand
outcomesforprogresstowardschange
ACTMakedecisionstocontinue,modifyor
discontinuechangesthatsupportdesiredoutputsandoutcomes
* BlueprintfinalizedMay1,2016* Identified“themes”oftrauma-informed,familyfocused,communitybased,andadaptiveleadership* IntroducedthemesofBlueprintatallagencystaffmeetingsandBoardofDirectorsretreatinMay2016* IncorporatedthemesandexpensestiedtoBlueprintinBoardbudgetpresentationinJune2016* .5FTEfordevelopmentofnewservices;1FTEtraining;$$* Useofmiddlemanagementasprojectleads* Drafteda“strategicmap”forinternalcommunication
InitiatingtheBlueprint
* Threeyearplanfororganizationchange* Identifiesthree“drivingforce”goals* Specifiessuccessmeasures(outcomes)foreach“drivingforce”goal* Describesquarterlyactivitiesthatwilloperationalizethegoals* Identifiesleadstafftodrivetheactivity* Reportsprogressofactivities* Identifiesandmeasuresoutputsofactivities
ComponentsofTransformationBlueprint
* IdentificationofDrivingForcegoals* Reviewed10statementsofwhatfuturesuccesslookslike* Leadershipprioritizedthreestatements* Alignmentwithcurrentstrategicplan* Inputfromagency-widecross-departmentalteams* Includedkeyleaders,allsupervisors,anddirectservicestaffrepresentatives
DevelopingtheTransformationBlueprint–DrivingForceGoals
* Adoptanorganizationalidentitythatunderstandsthattobestprovideforthepermanencyandwell-beingofchildrenandyouth,weneedtoworkequallyashardtostrengthenfamiliesandcommunities.* Addresschildandfamilytraumathroughthefullorganizationadoptionandintegrationoftrauma-informedworkthatensurethatwedonotre-traumatizeorexacerbatethesymptomsoftrauma.* Fosteradaptiveleadershipthatsetsaclearvisionthatinspiresandencouragesourworkforceandmaintainshighintegrity.Theadaptiveleaderensuresthecreationofstrategiessystems,andmethodsforperformanceexcellencewhileencouragingotherstoembracepossibilitiesandbreakthroughbarrierstodelivercreativesolutions.
DrivingForceGoals
* Whatdoweprovidetodaythatwemaynotinthefuture?Howwillthatimpactus?* Whatdowenotprovidetodaythatwemustinthefuture?Why?* Howwillourbusinessmodelneedtochangetogettheresultsthatwewant?* Howwillourbehaviorchangeinprovidingservices?* Whatinternalpolicies,practicesandproceduresneedtoshifttogettheresultsthatwewant?* Howwillweensurethatwearecontinuingtoevolveandtransformourorganizationinthefuture?
KeyquestionstorefiningaTransformationalBlueprint
Drivingforcegoal:Addresschildandfamilytraumathroughthefullorganizationadoptionandintegrationoftraumainformedworkthatensureswedonotre-traumatizeorexacerbatethesymptomsoftrauma.* FY17* 100%ofstaffgainknowledgeinbeginninglevelTRANSITprinciples* Reducethedegreeofcompassionfatigue/secondarytraumafordirectservicestaff
DevelopAnnualSuccessMeasures
* Quarterlyactivitiesshouldmoveyouinastepbystepmethodtowardsyourdefinedsuccessmeasure
* Providesasystem&processforsettingprioritiesandensuringthateveryoneisworkingtowardcommongoals* Providesstrategicperformancefeedbacktodecisionmaking* Enablestheplantoevolveandgrowasrequirementsandothercircumstanceschange
DevelopingtheTransformationBlueprint–QuarterlyActivities
* IdentificationofQuarterlyActivities* Mid-levelmanagersidentifiedasprojectleads* LeadershipTeammemberasprojectcoach* Teamsformedfromstaffatalllevels* Brainstormedactivitiesleadingtochangedesired
DevelopingtheTransformationBlueprint–QuarterlyActivities
* Pacing:howfastwemovethroughthechangeactivities* Spacing:breakingchangeintomanageablesteps* Mistakesinpacingandspacingcancauseinitiativestolosemomentum* Quarterlyactivitiesaredesignedtohelpusmanagepacingandspacing.* Ifthepacingistooquickwecanslowitdown.Ifthespacingisn’tworkingrightwecanretoolourdesign* Plancanbechangedandadjusted
PacingandSpacing
* Indicator:providesspecificinformationonthestateorconditionofhowwellwearedoinginmovingtowardsoursuccessmeasure
DevelopingtheTransformationBlueprint–MeasuringResults
Leading
Inputs
Outputs
Lagging
Process
Outcomes
DrivePerformanceSignalsafutureactivity
ResultsOrientedFollowsanactivity
* LaggingindicatorswithoutLeadingindicatorstellyounothingabouthowtheoutcomeswillbeachieved* Noearlywarningofbeingontracktoachievestrategicgoals* LeadingindicatorswithoutLaggingindicatorsmayenableyoutofocusonshort-termperformance,butyouwillnotbeabletoconfirmthatbroaderagencyoutcomeshavebeenachieved* Leadingindicatorsshouldenableyoutotakepre-emptiveactionstoimproveyourchancesofachievingstrategicgoals* Leadingindicatorsoftencapturedatindividualprocesslevel* Laggingindicatorsareoftentheresultofchangesinseveralleadingindicators
LeadingandLaggingIndicators
* Inputs:Measuresresources,bothhumanandfinancialdevotedtoaparticularintervention,activityorstrategy* e.g.numberhoursspentintraining,amountoftrainingdollars
* Outputs:Measuresquantityofgoodsorservicesproduced&efficiencyofproductionorservices* e.g.numberofstafftrained
LeadingIndicators:The“What”
* Process:measureswaysinwhichactivitiesorprogramservicesareprovided* e.g.participationintrainingmeasuredbyattendance
* Outcomes:Measuresbroaderresultsachievedthroughwhatgotdone;changesinbehaviors,experiencesandattitudes* e.g.increaseinstaffknowledge
LaggingIndicators:the“How”
* Drivingforcegoal:Addresschildandfamilytraumathroughthefullorganizationadoptionofintegrationoftraumainformedworkthatensurewedonotre-traumatizeorexacerbatethesymptomsoftrauma.
BuildingaStrategicDashboard
Organizationinvestsincapacitytotrainstaffintrauma
Dollarsallocatedtotraining#ofhrs.oftraining
#oftrainingsessions
%ofstafftrained
Increaseinstaffknowledge
StaffsatisfactionwithtrainingIncreaseinthenumberofstaff
trained
LeadingIndicators(PerformanceDrivers)
LaggingIndicators(PerformanceResults)
QuarterlyActivities:Developtrauma
curriculumConducttraining
Organizationinvestsincapacitytotrainstaffin
trauma
Youthwillreceiveahigherqualityoftraumainformed
services
Reductioninseclusionsand
restraintsShorterlengthof
stayClientsatisfaction
#ofseclusionsandrestraintsAverageLOSDegreeof
engagementinservices
Clientsexperiencegreatersafety,permanencyand
well-being
#oflessrestrictiveplacements/permanencyoutcomes
#enrolledinschool
Dollarsallocatedtotraining#ofhrs.oftraining
#oftrainingsessions
#ofstafftrained
Increaseinstaffknowledge
StaffsatisfactionwithtrainingIncreaseinthenumberofstaff
trained
ImprovedfunctioningMaintain
permanency
Goal:Addresschildandfamilytraumathroughthefullorganiza7onadop7onofintegra7onoftraumainformedworkthatensurewedonotre-trauma7zeorexacerbatethesymptomsoftrauma.
LeadingIndicators
LaggingIndicators
SuccessMeasure
StrategicDashboard
LeadingIndicators Target Q1 Q2 Q3 Q4 YTDProgress1.%ofstafftrainedinTRANSIT 100%2.%ofdirectservicestafftrainedincompassionfatigue 100%
3.#ofseclusion/restraints10%
reductionLaggingIndicators Target Q1 Q2 Q3 Q4 YTDProgress1.Staffknowledge(increaseinscore) 95%2.Compassionfatigue(decreaseinscore) 90%
3.YouthsatisfactionratingMean
rating4.0
StrategicDashboardFY17
* DrivingForceGoal:Adoptanorganizationalidentitythatunderstandsthattobestprovideforthepermanencyandwell-beingofchildrenandyouth,weneedtoworkequallyashardtostrengthenfamiliesandcommunities.
GroupExercise–Option1
* DrivingForceGoal:Fosteradaptiveleadershipthatsetsaclearvisionthatinspiresandencouragesourworkforceandmaintainshighintegrity.Theadaptiveleaderensuresthecreationofstrategies,systems,andmethodsforperformanceexcellencewhileencouragingotherstoembracepossibilitiesandbreakthroughbarrierstodelivercreativesolutions.
GroupExercise–Option2
* Determineanoverallsuccessmeasure/outcome* Determineatleastthreeactivitiesthatwillleadtowardssuccess* Determinewhatleadingindicators(inputsoroutputs)willbeusedfortheactivities* Determinewhatlaggingindicatorswillbeusedforthesuccessmeasure/outcome* Whatisoneindicatoryouwouldputonadashboard?
GroupExerciseInstructions