1. Positive Behavior Supports 201 Developing a Vision

2. What is PBS? “Staff have helped me mature a lot, to find the right tools for me.” “ They give me support, listen to what I say.” “They are really easy to talk to. They are always trying to make my life better.” –PBS service recipient “ I used to be really angry; yelling at people and stuff. My staff have taught me other ways to react when I am pissed off. I no longer yell at people or treat them badly just because I am feeling bad. I have more friends now and a better relationship with my family.” –PBS service recipient “ PBS provides me with a framework to ensure that I am responding instead of reacting. It helps be better understand the individual in relation to their development, environment, and their choices and behaviors.” -PBS support staff “I can utilize PBS philosophy and tools to teach others more about themselves, their mental health, their behaviors and choices. I can help them gain more insight and control over their environment and themselves, allowing them to be the expert instead of me.” – PBS support staff

3. PBS is…….. Philosophy Universal Enhancements Strength Based Approach A way to view and guide behavior to improve a person’s quality of life. Consequences, not punishment. Understanding that all behaviors serve as a function for the person Adaptive skills training Tools Fuctional Assessment Behavioral Analysis Behavior Support Plans Environmental Assessment Medication Assessment WRAP Crisis Planning

4. Universal Enhancements

5. So where do you go from here?

6. Develop a Guiding Coalition Strong Guiding Coalition members: – Personal Leaders – Respected by peers – Multiple perspectives – Understand why PBS is important – Passionate – Appreciate the Urgency to change Agency coalition/ Program coalitions

7. Build a Vision Work with your Guiding Coalition to develop a vision for your agency or program. – What does PBS look like for you? – What tools will you use? – How will PBS enhance your culture, strengths, and unique services. Develops Ownership among Guiding Coalition

8. Exercise 1.Who will lead? 2.Where is the vision and who has it? 3.At what pace will we go? 4.What should not get lost?

9. Transformational Change Transformational Leadership facilitates a redefinition of mission and vision, a renewal of commitment and the restructuring of systems for goal accomplishment Transformational Leaders engage followers; raise consciousness about the significance of specific outcomes; develop new ways in which those outcomes might be achieved. Transformational Leaders generate awareness and acceptance of the purposes and mission of the group, and help people move beyond self interest to focus on the greater good.

10. Case for Change Develop a Sense of Urgency. Understanding of where you are now. Communicate the Preferred Future: Paint a picture of what it looks like when you are there. What needs to happen for you to get to your preferred future. Consistency: all decisions and actions link back to this vision.

11. CBAM Concerned Based Adoption Model: 1)Explain what it is 2)Personal Piece (how it will effect you) 3)Management (how the change will occur) 4)Consequences/ Benefits -include what happens if we fail 5)Collaboration (how we will work together) 6)Reframe and Refocus

12. Exercise 1.What is your Urgency? 2.What are the consequences if you don’t change? 3.What is your preferred future/What does it look like when you are done? 4.Where is your organization at right now? What is going right? What needs to change?

13. Team Building Don’t lose your culture Build trust and accountability Find ways to have fun Don’t forget to work on team building Assess your people Build Ownership

14. Include your guiding coalition in the development of the vision. Explain the “why” behind changes Make sure they understand the consequences of not changing. Give them input whenever possible Listen

15. Assess your people Positional Competency Focus on the right people – 20/50/30 : 20% like change/ 50% just want to do their job/30% dislike the change – Focus on the top 70% instead of the people who are vocally against the transformation

16. Implementation Language – Check your language. Verbal and Written. Stories – Don’t miss your own success stories. – Share them as often as possible Timelines – Develop implementation timeline with teams – Build in Short term wins

17. Short Term Wins Breaks Implementation into manageable goals Builds morale and motivation Develops a feedback loop Guards against common pitfalls – Declaring victory too early – Loss of momentum/ Goal perceived as unachievable

18. Plan for Resistance Resistance is communication Talk about what is working and what is not working? Planned chaos Old home to new home

19. How do we know when we get there? PBS is a journey. PBS is like a relationship. You will need to always work on it to keep it healthy and growing. Use Data to set new goals

20. Outcomes PBS Network Outcomes – Decrease staff turnover – Decrease critical incidents – Decrease in work comp due to behaviors Agency Outcomes – Work with Guiding Coalition to set specific to your agency. – Examples: Increase QOL, elimination of restraints and restrictions Personal Outcomes – Choice, friends, family, preferred activities, community, decrease in interfering behaviors.

21. Exercise Where are you at in the process? What is your next step? Set two goals with timelines for yourself: 1. 2. Who will help you get there?