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

3. 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

4. Public Scrutiny Politics At Top Budget Crisis

5. The Work of OE ` Content Copyright © 2004 APHSA

6. Strategic Architecture for ROI Strategic Customer Analysis Outcomes Strategic Initiatives Output Performance Capacity Vision, Values and Mission Copyright © 2004 APHSA *ROI: Return on Investment

7. Systems View Inputs People Materials Finances Technology Outputs Services Products Partnerships Throughputs Strategy Structure Culture Process Method Policy 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

8. HR Capacity Building Communication Staffing Rewards Structure & Culture Organizational Development (OD) Performance Management Vision, Values and Mission Employee Relations Leadership Copyright © 2004 APHSA

9. OD Process Reassessment (re)Framing Assessment Contracting Trustbuilding Training Vision, Values & Mission Consulting Internalizing Rewarding Copyright © 2004 APHSA

10. 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 Using Data Strategic Planning Supervisory Skills Leading Change Copyright © 2004 APHSA Process Improvement Services Integration Anchoring Values

11. 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?

12. Applying OE Strategic Readiness Review OD Delivery Plans Systems Needs Assessment HR Capacity Assessment The Pennsylvania Child Welfare Planning Process

13. Strategic Readiness Questions to identify level of awareness and use 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

14. Systems Needs Assessment Identifies current state, desired state, gaps and priorities for addressing:  Inputs  Throughputs  Outputs  Environmental Response

15. 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.

16. HR Capacity Assessment Identifies current state, desired state, gaps and priorities for addressing:  Leadership  Structure and Culture  Staffing  Communication  Employee Relations  Performance Management  Organizational Development  Rewards

17. OD Delivery Plans Establishes highly targeted work plans for:  Consulting  Training  Technical Assistance  Research *Plans should be directly linked to outputs and outcomes.

18. Discussion 1.Is this process and set of tools responsive to your needs? 2.What further input, ideas, and suggestions do you have?

19. 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

20. Culture Assessment Exploitative Autocratic Benevolent AutocraticConsultativeParticipative Laissez Faire CommunicationDown onlyMostly downUp and down Up, down and sideways Mixed Goals SetTop down At top, with consultation Group participation Mixed TeamworkNoneLittleSomeMuchMixed Employee Motivation Security, money Status Growth, recognition Identity, achievement, influence Higher level Employee Attitudes Hostile Mixed (toward negative) Mixed (toward positive) FavorableMixed OutputMediocreFair to good Good to excellent Excellent Mixed (poor to good) Fig. 4 Adapted from Rensis Likert’s styles of leadership

21. Copyright © 2001 APHSA HP Set Direction SetBoundaries CreateAlignment 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

22. 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

23. Effective Time Management Some meetings, some calls Proximate, pressing matters Some reports, mail Trivia, busy work Some phone calls Time wasters Not Important 3 rd 2 nd UrgentNot Urgent 1 st 4 th Crises Deadline driven projects Pressing problems Prevention Capacity Building Relationship Building Important QIQII QIIIQIV In High Performance, work is concentrated in Quadrants I and II.

24. Performance Management No Results No Values No Results Honoring Values Results No Values Results Honoring Values Typical High Performance Situation Fig. 6

25. Strategic Partnerships  Space  Money  Public Support  Political Influence  Leadership Capacity  Expertise  Human Capital  Information  Services Potential Areas for Exchange

26. Operating with Trust  Five Elements of Trust  Benevolence  Intentions  Openness  Reliability  Competence © 2004 Tschannen-Moran, Megan. Trust Matters: Leadership for Successful Schools

27. Budget Crisis Politics at Top Public Scrutiny Leadership/Vision Culture Progress Data Outcome Improvements Baseline Understanding Community Coalitions Advocacy from Clients Business Cases Openness/Trust Public Scrutiny Politics At Top Budget Crisis