1. Leadership Academy for Middle Managers
Curriculum Day 3

2. NCWWI Leadership Model: Leading for Results

3. Unit 10: Leadership Role in Creating an Organizational Culture of Results
Training Competency 10: Able to apply concepts of a results-oriented culture and infrastructure supports in leading for sustainable systems change.
Objectives
10a. Applies key implementation drivers: decision support systems, facilitative administration and infrastructure supports to Individual Change Initiatives.
10b. Reviews personal strengths in Executing and applies to Leading for Results quadrant of Leadership Model and to the implementation process.

4. Organizational Culture of Results
Today we will…
Identify outcomes we want to achieve
Develop a plan of action
Identify data sources and data staff to support your efforts

5. Results Oriented Management Training (ROM)
Focus on
Leader role in building data capacity and a results oriented culture
How you might use performance measures to track progress
Development of a logic model

6. NIRN Adaptive Technical Integrated & Compensatory Competency Drivers
Organization Drivers
Leadership
Systems
Intervention
Facilitative Administration
Data Driven
(Fixsen & Blase, 2008)
Graphics by Steve Goodman, 2009
Adaptive
Technical 6 6

7. Organizational Supports
Manager Skills and Knowledge
Interpreting
Data
Taking
Action
Performance
Reports
Organizational
Culture
Results Oriented Management in Child Welfare, University of Kansas, School of Social Work, (

8. Manager Skills & Knowledge
Read and understand performance measures
Interpret performance data to inform management action
Set measurable goals; monitor progress
Reward performance
Involve others in achieving results
Create an organizational culture of achievement, learning, and innovation

9. Performance Reports Focus on only a few measures
Emphasize outcome achievement using well- constructed measures
Summarize measures; monitor changes over time
Help to inform and target action for improving outcomes for children and families

10. Assessing Performance Reports
Take a moment to assess your current reporting system based on the handout.
Take a few minutes to reflect on your reports in light of these standards. You may wish to take some notes on your reflection, as you’ll be discussing these with a group later in this section.
Once you have completed Handout 3:1, please take another few minutes to review and complete the assessment checklist included on Handout 3:2 Management Reports Assessment Checklist.

11. Group Discussion Questions
How did you assess your performance reporting system?
How has your agency’s use of data changed as a result of the Changes to the CFSR?
How do you review and address performance of the Indian Child Welfare Act? How do you monitor and address state laws, legislative requirements, or settlement agreements?
What reports does your management team use regularly?
How do you personally use reports? What reports do you rely on most?
What reports do you wish you had but don’t?

12. Organizational Culture
Performance data are used and discussed
Good performance is rewarded
Everyone takes responsibility for performance
Teams and individuals set and achieve performance measures
Everyone learns from each other; adapts and innovates
Results orientation is reinforced at all levels

13. Handout 3:4 Organizational Culture of Results
#1: rate how your agency is doing in building a results-oriented culture.
#2: rate how you are doing as a leader.

14. Discussion Questions—Results Orientation
What are some methods in your jurisdiction uses to reinforce the importance of a “results orientation” at all levels of the organization?
What are some methods you use to contribute to a results-oriented culture?
How will your personal strengths in Executing help you operate as a “results-oriented” manager? If Executing is not your area of strength, how will you develop this capacity on your team?

15. Unit 11: Performance Measurement and Your Change Initiative
Training Competency 11: Able to apply processes and resources to achieve accountability and measure results.
Objectives
11a. Demonstrates how performance data can inform management action using case examples and scenarios.
11b. Differentiates between decision alternatives based on the interpretation of data.
11c. Develops benchmarks to monitor the progress and outcomes of a Change Initiative over time.

16. Performance Improvement Cycle
Define a Desired Future
Develop an Action Plan
Define Measures
Implement Plan
Mission Accomplished Celebrate!
Monitor Performance
Data Interpretation: How are We Performing?
Results Oriented Management in Child Welfare, University of Kansas, School of Social Work, 2002 (

17. Logic Model Inputs Actions Outputs Outcomes Results
Resources needed to operate your program
If you have those resources, then you can accomplish your activities
If you accomplish your planned activities, then you will deliver the services you intended
If you deliver your planned services then your participants will benefit in predictable ways
If these benefits are achieved, then certain changes in communities, organizations or systems can be expected to occur.
(Adapted from W.K. Kellogg Foundation, Logic Model Development Guide, 2004)

18. Inputs…
Inputs
What are the resources that your agency has invested and will continue to invest?
How have Community Partners been engaged in gathering input?
What do community partners have to invest?
What staff resources can you use?

19. …Actions… Actions Inputs What we need to do and who we need to reach.
Do new positions need to be established?
Do you need to develop key contacts in the community or other divisions?
Is there training that will be necessary?
What measures need to be developed and data collected?
Inputs
What are the resources that your agency has invested and will continue to invest?
How have Community Partners been engaged in gathering input?
What do community partners have to invest?
What staff resources can you use?

20. …Outputs… Actions Inputs Outputs New positions established
What we need to do and who we need to reach.
Do new positions need to be established?
Do you need to develop key contacts in the community or other divisions?
Is there training that will be necessary?
What measures need to be developed and data collected?
Inputs
What are the resources that your agency has invested and will continue to invest?
How have Community Partners been engaged in gathering input?
What do community partners have to invest?
What staff resources can you use?
Outputs
New positions established
Key contacts identified
Training completed
Data collected

21. …Initial Outcomes… Actions Inputs Outputs Initial Outcomes
What we need to do and who we need to reach.
Do new positions need to be established?
Do you need to develop key contacts in the community or other divisions?
Is there training that will be necessary?
What measures need to be developed and data collected?
Inputs
What are the resources that your agency has invested and will continue to invest?
How have Community Partners been engaged in gathering input?
What do community partners have to invest?
What staff resources can you use?
Outputs
New positions established
Key contacts identified
Training completed
Data collected
Initial Outcomes
What benchmarks tell you your moving in the right direction?
Key contacts mutually engaged.
Staff demonstrating increased confidence and satisfaction.
Positive community feedback.

22. …Intermediate Outcomes…
Actions
What we need to do and who we need to reach.
Do new positions need to be established?
Do you need to develop key contacts in the community or other divisions?
Is there training that will be necessary?
What measures need to be developed and data collected?
Inputs
What are the resources that your agency has invested and will continue to invest?
How have Community Partners been engaged in gathering input?
What do community partners have to invest?
What staff resources can you use?
Outputs
New positions established
Key contacts identified
Training completed
Data collected
Intermediate Outcomes
Workforce development strategies imbedded in system
Mutual families feel supported
Mutual stakeholders feel supported
Increased staff retention
Initial Outcomes
What benchmarks tell you your moving in the right direction?
Key contacts mutually engaged.
Staff demonstrating increased confidence and satisfaction.
Positive community feedback.

23. Intermediate Outcomes
…Results…
Actions
What we need to do and who we need to reach.
Do new positions need to be established?
Do you need to develop key contacts in the community or other divisions?
Is there training that will be necessary?
What measures need to be developed and data collected?
Inputs
What are the resources that your agency has invested and will continue to invest?
How have Community Partners been engaged in gathering input?
What do community partners have to invest?
What staff resources can you use?
Outputs
New positions established
Key contacts identified
Training completed
Data collected
Intermediate Outcomes
Workforce development strategies imbedded in system
Mutual families feel supported
Mutual stakeholders feel supported
Increased staff retention
Results
Children experience safety, permanency, and well- being.
Initial Outcomes
What benchmarks tell you your moving in the right direction?
Key contacts mutually engaged.
Staff demonstrating increased confidence and satisfaction.
Positive community feedback.

24. Change Initiative Measurement
Identify measures for each of the key components of your plan
Measure WHAT(process) and HOW (outcomes)
Focus on the priorities—what do you need to know to gauge success
Identify data sources—be creative

25. Module V: Leading People
DRAFT – not yet approved by the Children’s Bureau
Module V: Leading People
LAMM Slides, July 15, 2009

26. Leading People Quadrant

27. Unit 12: Workforce Development and Implementing Systems Change
Training Competency 12: Able to describe the role of the middle manager in workforce development and how a comprehensive approach to workforce development relates to implementation of systems change.
Objectives:
12a. Understands why a focus on the child welfare workforce is a critical issue for middle managers.
12b. Describes the process steps and components of a comprehensive approach to workforce development.
12c. Applies NCWWI’s Workforce Development Framework and workforce development concepts, to your agency as well as own agency’s change initiative.

30. Workforce Development Framework
To Support Staff and Advance Improved Outcomes for Children, Youth & Families
TIME: START SLIDE AT 1:14
DESCRIPTION OF THE WDF
As you see, our goal was to pull together the multiple moving parts in a way that made sense.
This visual graphic reflects the overall integrated elements of Workforce Development– there’s the “planning” and the “doing”.
Today we’re going to focus on the Framework as a whole however, you will find resources and strategies on the MyNCWWI website, which we’ll show in a moment, for each component, and we’ll also focus on these components in subsequent webinars.

31. The Workforce Development Planning Process
The dynamic nature of the work and of the child welfare workforce
Central theme of continuous quality improvement
Intervene based on good information and evaluate the impact
Proactive, not reactive
Left side depicts the assessment cycle and the steps in a workforce planning process, centered around a continuous quality improvement approach.
Based on the understanding that the nature of the work, and the nature of the workforce, changes over time.
Consequently, it’s a proactive, rather than reactive process, based on good information.
Identify Need: Through an organizational assessment of current and anticipated direction
Gather Data: Using comprehensive and reliable information Budget conditions, funding, demographic forecasts, and legislative changes are examples of the kinds of information that inform this step
Analyzing supply and demand – informed by the organizational and environment assessment.
Identify workforce gaps: What are the gaps in “human capital”?
THEN
Closing the Gaps: Implement workforce development components:
Finally:
Monitor and Evaluate Progress and Impact
Our inclination can be to just jump into interventions– but without the thoughtful assessment and planning process it may be the wrong intervention.

32. Process Steps Identify need Gather data Analyze supply and demand
Identify gaps
Close the gaps
Monitor and evaluate progress and impact

33. The Workforce Development Components
Components are common across public and private sectors & multiple professions
Adapted to capture factors impacting child welfare workforce
Systemic, integrated and may be compensatory
Centered around agency’s vision, mission and values, and influenced by leadership at all levels
TIME: APPROXIMATELY 1:18
The Framework illustrates the balance and importance of the assessment and planning process and the subsequent selection of specific gap-closing strategies, the right side of the visual graphic.
These components, tailored for public child welfare organizations, consistently appear across multiple professions, and in the public and private sector.
Although distinct, the components are integrated and may be compensatory. For example, we know that strong, supportive supervision and well functioning teams may mediate what may be challenges in other areas.
Looking at the “whole” allows an agency to more strategically consider, prioritize and select gap –closing strategies.

34. Vision, Mission, & Values
Heart of effective practice with children, youth, and families.
Reflected in agency’s concern for its most important asset–staff.
With own leadership, shape the future direction of the agency and expectations of staff.

35. Job Analysis & Position Requirements
Right person in the job at the right time.
Ensuring that good fit between the candidate and the job.
Job analysis determines the qualifications, accurate job descriptions, and classification of positions within your agency’s career system.
Analysis should align with the organization’s vision, mission, and values.

36. Education & Professional Preparation
Recruiting a diverse workforce begins with recruitment of a diverse student body.
Partnerships between agency and local universities support efforts to recruit students that reflect our diverse communities.
Agency/University partnerships can promote innovation and collaboration that support evidence-informed workforce development.

37. Recruitment, Screening & Selection
Finding the right person for the right job at the right time

38. Incentives & Work Conditions
Promotes a climate of supportive growth.
Provides a safe and stable work environment for both physical and emotional needs.

39. Professional Development & Training
An environment where continuous learning is modeled by you and leaders.
Component where a strong university-agency partnership can support those in-service and ongoing opportunities for knowledge and skill development.

40. Organizational Environment
Can directly impact service delivery and, ultimately, the achievement of your mission.

41. Community Context
Staff who feel valued and supported with a collaborative community network are more likely to express intent to stay with agency.
Strong formal and informal partnerships support your efforts to more effectively recruit candidates and retain staff.

42. Supervision & Performance Management
Quality supervision contributes to employee satisfaction and a desire to stay on the job.
Supervisors offer emotional and social support, provide coaching and feedback, and are the first line in ongoing performance management.
Performance management is on ongoing process, not just the perfunctory “annual review.”

46. Activity
You will have two minutes to brainstorm a list of potential interventions for each component
After two minutes rotate to the next component
Once at new component, quickly review the list from the last group and then brainstorm additional ideas

47. Workforce Analysis Worksheet
Individually answer question #1: an example of the kind of information you’d want to know about your workforce, along with other information such as budget trends, pending legislation, etc.
With a partner [or in a small group] answer question #2 and make notes about where you would find the information.
Once you have completed Q#1 and Q#2, work together on Q#3 by discussing each of the gap-closing components of the WDF and the implications of those components to your agency (flag any that are especially important to consider for the success of your change initiative.

48. Small Group Discussion
Discuss in your small group:
At least one area of the workforce development planning and assessment process and;
One area related to the gap-closing strategies where you want to take action to advance the workforce in your agency or that is specific to your change initiative.

49. Unit 13: Continuous Learning and Leader Resilience
Training Competency 13: Able to demonstrate commitment to continuous learning as a leader and address systems change issues.
Objectives:
13a. Reviews Change Initiative and Develops Change Action Plan.
13b. Creates Personal and Professional Development Plan in light of whole learning experience.
13c. Describes strategies for sustaining self and other champions in Change Initiative.

50. Action Plan
Select at least three concrete actions that you will take on your change initiative when you return to work.
Create a desired outcome for each of these three actions. Write those in “Outcome 1, Outcome 2, and Outcome 3” on your Action Plan work sheet.
Develop the steps you will need to take in order to produce those outcomes in your Action Plan. The NCWWI format calls those steps “objectives”. So you’ll have objectives 1, 2, and 3 for each outcome.
Then specify the very specific tasks, along with identifying who will complete that task, and the date of completion.

51. The Four Quartets
We shall not cease from exploration And the end of all our exploring Will be to arrive where we started And know the place for the first time. ~T.S. Eliot

52. Activity
Take a minute to write down three things you do now that help you be resilient and renewed.
Then write down your personal resilience pitfalls.

53. Heifitz Recommendations for Resilience
Grow your personal support network
Create a personal holding environment
Renew yourself

54. Grow your Personal Support Network
Find and talk regularly with confidants
Satisfy your hungers outside of work
Anchor yourself in multiple communities

55. Create Personal Holding Environment
Mind your physical well-being
Create sanctuaries

56. Renew Yourself Have a balanced portfolio
Find satisfaction daily and locally
Be coolly realistic and unwaveringly optimistic

57. Personal and Professional Development Plan
Take out your Personal and Professional Development Plan (found in resources)
Take notes on some of your plans
When ready, find a partner and share your plans; Which plans are just interesting, and which are you committed to as new or ongoing practices?

58. Online Evaluation

59. Follow-up Webinar
[ Insert Date and Time ]

60. Get Connected Facebook: facebook.com/workforceinstitute
Facebook: facebook.com/workforceinstitute
LinkedIn: 
MyNCWWI: myncwwi.org

61. MyNCWWI: myncwwi.org

62. Thank You!
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