1. Work Support Strategy County Leadership Call and Webinar April 8, 2014 www.pcghumanservices.com

2. Agenda Updates Leadership Summit Discussion WSS Year 3 Planning Discussion: Supervisor Needs Food for Thought: The 8 Wastes Questions/Concerns 2

3. Updates: Meetings 3 Regional Meetings Western: N/A Central: May 8-9, Pinehurst Eastern: May 29-30, Atlantic Beach Please let us know you are coming (email Judy, Erin, or Shannon) What would you like to see as the next topic for discussion at the regional director’s meeting? Social Services Institute October 22-25, 2014; Hickory What special sessions would you like to see at the SSI? (ie, bring back Idaho!)

4. Updates: NC FAST 4 “When eating an elephant take one bite at a time” - Creighton Abrams

5. Updates: Professional Development Read Articles and Books TedEx Talk: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html APHSA: http://www.aphsa.org/content/APHSA/en/pathways/NWI.html Network with Each Other Regional Directors’ Meetings Twitters! @CenterOnBudget @urbaninstitute @Clasp_DC @Gatespoverty @HHSGov @APHSA1 @Work_Supports 5

6. Leadership Summit What was the best part What was a disappointment What did you take home and do immediately? For those who weren’t able to join us, have you heard anything? What should we definitely do again? What shouldn’t we do? Materials have all been uploaded! 6 95 counties 370 Attendees 95 counties 370 Attendees

7. Leadership Summit: Evaluation https://www.surveymonkey.com/s/WSSLeadershipSummit2013 7

8. L’Summit: It’s Time to Network 8 FailedSuccessful  All-In Universal  Internal OSS (state)  ePASS  State Training (love to have training like CPS)  Pair FNS with Family and Children’s Medicaid to do intake and process  County too small to have separate intake and process workers/unit  Separating Interviewer from Processing  Handling staff morale  Constantly balancing caseloads  Didn’t put the right people where they needed to be (skills: dedicated, fast, knows policy, interview skills) had to restructure  Triage/Customer Care at Front Desk or on phones (Universal)  Internal OSS (Trainers)  Blending staff even if not universal  Specialize for case maintenance  Buddy groups  Engagement of staff by letting them “choose” their process (ongoing case management/Intake/Changes)  All workers do FNS plus one other program.  Upgrade clerical to IMC (if you can) to provide more up front help  Pre-planning of org. structure  Application team/Case management team  Put strongest interviewers on Intake  Improved attitudes—going to happen—worked on less complaining.  Honest, empathetic approach—on the same team.  Better communication between programs  Frequent communication (daily, weekly, at least)  One point of contact for trouble shooting

9. WSS Year 3 Action Planning 9 What We’re Proud Of: In counties, communication across divisions, common visions, work toward common business processes Understanding and embracing of the concept of “universal” Staff tenacity and stepping up to the plate when work has needed to spill over into evenings, weekends The relationships we have fostered across “silos” Integration, alignment, little to no ego / turf-based barriers Lessons Learned: We need to shift thinking/language from WSS as a “project” to a way of life and the way business is done

10. Year 3: Action Planning 1.Build a Culture of Staff Development 1.At the State and in the counties for frontline workers, supervisors, and senior leaders 2.Build a Culture of Data-Driven Decision-making and CQI 1.Need to develop tools/reports and train key staff in how and why to use them 2.Need to build staff capacity to analyze data and use data for decision making, CQI, and to guide the business day-to-day 3.County Support 1.OST – technical assistance providers in policy/system + organizational/operational effectiveness 1.Trained, skilled, tooled up, with defined roles and clear missions 4.Continue to Strengthen WSS Infrastructure (tools) Integrated policy Change management / CQI toolkit Data/IT tools Staff development tools/curriculum 10

11. Year 3 Planning: Discussion 11 What do Supervisors Need?

12. Food for Thought: The 8 Wastes 1.Overproduction 2.Waiting 3.Transportation 4.Non Value-Add Processing 12 What are things we have in our every-day processes that contribute to overproduction? How much time do we lose by waiting on a customer response? How much time do we spend pushing paper? What can be eliminated? Where do we still duplicate? Why?

13. Where are your “extra” touches? Quantity? 13

14. Contact Sheet Judy Lawrence DHHS Project Manager Judy.lawrence@dhhs.nc.gov (336) 227-2063 Erin Henderlight PCG Project Manager ehenderlight@pcgus.com (828) 214-3614 14

15. 15 Public Consulting Group, Inc. 148 State Street, Tenth Floor, Boston, Massachusetts 02109 (617) 426-2026, www.publicconsultinggroup.comwww.publicconsultinggroup.com