MeasuringTransformationalChangeatan

OrganizationalLevelPresenters:

DebiArmstrong,M.S.,LCPCdarmstrong@thebabyfold.org

VicePresidentofQualityImprovementLaraRaper,M.S.

lraper@thebabyfold.orgQualityCoordinator

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

“Thesecretofchangeistofocusallofyourenergy,notonfightingtheold,buton

buildingthenew.”-Socrates

* 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

StrategyMap

*  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

ProjectDashboard

ProjectDashboard

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

Questions

*  DrivingForceGoal:Adoptanorganizationalidentitythatunderstandsthattobestprovideforthepermanencyandwell-beingofchildrenandyouth,weneedtoworkequallyashardtostrengthenfamiliesandcommunities.

GroupExercise–Option1

*  DrivingForceGoal:Fosteradaptiveleadershipthatsetsaclearvisionthatinspiresandencouragesourworkforceandmaintainshighintegrity.Theadaptiveleaderensuresthecreationofstrategies,systems,andmethodsforperformanceexcellencewhileencouragingotherstoembracepossibilitiesandbreakthroughbarrierstodelivercreativesolutions.

GroupExercise–Option2

* Determineanoverallsuccessmeasure/outcome* Determineatleastthreeactivitiesthatwillleadtowardssuccess* Determinewhatleadingindicators(inputsoroutputs)willbeusedfortheactivities* Determinewhatlaggingindicatorswillbeusedforthesuccessmeasure/outcome* Whatisoneindicatoryouwouldputonadashboard?

GroupExerciseInstructions