Organizational assessment


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  • Need to put in Fresno County logo
  • Welcome and Intro Barry and team Objectives – Barry Why an organizational Assessment – Barry Engaged Organizatonal Assessments – Lisa Guiding Principles – Lisa Components – Lisa Applying the Organizational Assessment – Andrea Applying the Organizational assessment – Stacie Discussion – small group activity – Stacie Discussion and Questions - Everyone
  • There are multiple initiates occurring to further Child Welfare Reform in CA. Each initiativee is looking at data, trends and trying to evaluate the initiative, there are two major areas that…..
  • In some child welfare agencies if you asked social workers why Administration chose a “new initiative” they would respond that it was some “flavor of the month” of the Director and to wait it out as soon it too will pass like so many others. The sad reality is that in some cases the initiative does pass and is never fully embraced in to practice. What we do know is that there are theories and tools available to help child welfare agencies embrace staff and stakeholders to implement organizational change.
  • Before we look at a construct to complete an organizational assessment, let’s take some time to discuss why the assessment and planning should not be conducted at the “Administrative level” and how this in itself impacts the children, youth and families that we serve.
  • As an organization how do you currently build “engaged climates” ?
  • All staff and administrative actions and decisions must contribute to the well-being of families Staff and program performance are measured by improvements in the well-being of families Staff and administrators continually seek to be more effective Staff and administrators focus on consumer and stakeholder relationships Include line-level staff and community stakeholders in key program decisions
  • Recap - Holistic approach to organizational assessment including: Power Point – to help market and to ensure understanding and importance of initiatives at all levels of organization Focus Groups – gathering information from all stakeholders and resist the temptation to outline plan in isolation (just management from the outset. Self-Assessment document – Initially gathering information for baseline performance on continuum and then subsequently to chart progress on the continuum and toward better outcomes. Summary Report – Describes assessment process and helps to delineate next steps Strategic Plan Guide – Clearly outlines next steps derived from assessment process
  • Engagement of staff and stakeholders to create and share the Mission is paramount. We spend considerable time cleaning up the messes we make when we impose new “rules” on social workers without explaining why and how they help the children, youth and families we work with. I am sure everyone could think of at least one instance of this (E.g ICWA and how we still haven’t resolved this)
  • This is interesting as it takes us to staff and program performance are measured by improvements in the well-being of the children, youth and families we serve. This is mirrors the California Child Welfare Accounts and Accountability system, but in some agencies is still a stretch. We often dwell on the processes used to get somewhere and congratulate ourselves on a flawless process, but sometime come short with the evaluation component.
  • This is a difficult principle as in many of our agencies staff are suffering from “change fatigue”, That is why it is very important to really assess the benefits of implementing the strategy, doing a through assessment and planning process, which includes the resources needed to implement and then sustain the project.
  • As social workers we know that including people at the table, even the people that are known to be resistant and a drain improves the process, implementation and sustainability. Who better to point out all the problems associated with implementation prior to implementation? I always find it tempting to write plans in isolation , but then who reads and implements them? Time spent up front leads to a better (if often slower) process.
  • Refer back to engaged climate and how inclusion aides in improving outcomes for families.
  • Experience with two other projects and adapting the templates. Use with County agencies accustomed to completing detail reports, as well as lay persons. The layout makes it easily adapted and stretches thinking around a specific topic area with different domains. Example of “non-traditional data” when looking assessing respite care and how that started the dialogue around peak usage and how to track and make allowance for those times.
  • Focus the participants on the excerpt of the Birth to Six assessment rating tool. Solicit an initiative or project a county or organization would like to practice this system of tools. Walk participants through at least adapting the first section of the rating tool. Discuss important questions to note and ask constituent groups. Solicit ideas about what material would be improtant to include in the power point and exec summary based on the information gathered today in session. Hearing Fresno’s experience which type of interview focus or one-on-one.
  • Thoughts to walk away from session
  • Organizational assessment

    1. 1. Using An Organizational Assessment : A framework to Help Agencies Build on Strengths, Recognize Challenges, and Develop a Comprehensive Work Plan, CWDA 2008 Stacie Buchanan, Barrett Johnson, Lisa Molinar and Andrea Sobrado.
    2. 2. Agenda <ul><li>Welcome & Introductions </li></ul><ul><li>Objectives of this Session </li></ul><ul><li>Why an Organizational Assessment? </li></ul><ul><li>Engaged Organizational Climates </li></ul><ul><li>Guiding Principles </li></ul><ul><li>Components of an Organizational Assessment </li></ul><ul><li>Applying the Organizational Assessment </li></ul><ul><li>Discussion & Questions </li></ul>
    3. 3. Objective for this session <ul><li>Why is an organizational assessment important? </li></ul><ul><li>Participants will  explore guiding principles of organizational development when embarking on a new project or initiative </li></ul><ul><li>Will be given concrete assessment tools that will fulfill the guiding principles </li></ul><ul><li>Hear case examples and outcomes when conducting an assessment </li></ul><ul><li>Explore ways to apply the learning in their own organization. </li></ul>
    4. 4. Why the Need for an Assessment <ul><li>Multiple Initiatives throughout CA </li></ul><ul><li>The California Outcomes and Accountability System (PQCR, CSA, SIP) </li></ul><ul><li>The Data/Outcomes Revolution </li></ul><ul><li>Trend to turn to training first and not completing a systems analysis </li></ul>
    5. 5. Initiatives & Change: What we know <ul><li>Most EB Interventions are not implemented </li></ul><ul><li>We have only begun to look at creating an atmosphere in the workplace for Evidence-Based Practice </li></ul><ul><li>The organizational Culture and Climate influence both of these things </li></ul>
    6. 6. Initiatives & Change : Some Definitions <ul><li>Organizational Culture </li></ul><ul><li>“ the way things are done around here” </li></ul><ul><li>The shared norms, beliefs and behavioral expectations that drive behavior and communicate what is valued in an organization </li></ul><ul><li>Summary of definitions from: </li></ul><ul><li>Hemelgarn, Glisson and James. (2006) Organizational culture and climate: implications for services and interventions research. Clinical Psychology: Science and Practice. 13(1). </li></ul>
    7. 7. Initiatives & Change : Some Definitions <ul><li>Organizational Climate </li></ul><ul><li>“ How it feels to work here” </li></ul><ul><li>The agreed upon (i.e. not just individual) perception of the psychological impact of the work environment </li></ul><ul><li>Summary of definitions from: </li></ul><ul><li>Hemelgarn, Glisson and James. (2006) Organizational culture and climate: implications for services and interventions research. Clinical Psychology: Science and Practice. 13(1). </li></ul>
    8. 8. Change for the sake of change? <ul><li>What does some of the research say? </li></ul>
    9. 9. Why does it matter what the social workers think of the organization? <ul><li>“ Caseworkers in agencies with more engaged climates reported significantly greater job satisfaction, and caseworkers in agencies with more stressful climates reported significantly less job satisfaction.” </li></ul><ul><li>“ Children served by agencies with more engaged climates had significantly better outcomes” </li></ul><ul><li>Glisson Research on Social Work Practice, Vol. 17 No. 6, November 2007. Sage Publications </li></ul>
    10. 10. Engaged Climates <ul><li>“ caseworkers who provide services within agency work environments that have more engaged climates (i.e. high in personal accomplishment and low in depersonalization) are more likely to accomplish these objectives” </li></ul><ul><ul><li>Individualized casework </li></ul></ul><ul><ul><li>Personalized relationships </li></ul></ul><ul><ul><li>Focus on achieving best results for each child </li></ul></ul>
    11. 11. Guiding Principles <ul><li>Mission driven vs. rule driven </li></ul><ul><li>Results oriented vs. process oriented </li></ul><ul><li>Improvement directed vs. status quo oriented </li></ul><ul><li>Relationship centered vs. individual centered </li></ul><ul><li>Participation based vs. authority based </li></ul><ul><li>Glisson Research on Social Work Practice, Vol. 17 No. 6, November 2007. Sage Publications </li></ul>
    12. 12. Assessment Tool Kit Components <ul><li>Power Point Presentation </li></ul><ul><li>Focus Groups </li></ul><ul><li>Self-Assessment Rating Document </li></ul><ul><li>Strategic Planning Guide </li></ul><ul><li>Template for Summary Report </li></ul>
    13. 13. Mission Driven vs. Rule Driven <ul><li>From the Organizational Assessment Tool Kit </li></ul><ul><ul><li>A Power point presentation and speaking points for the County to share with their staff and other stakeholders regarding the information obtained from other tools and the importance of embarking on this process. </li></ul></ul><ul><ul><li>A one page executive summary is prepared to share with staff and other stakeholders. </li></ul></ul><ul><ul><li>A clear Vision and mission are established. </li></ul></ul>
    14. 14. Results oriented vs. Process oriented <ul><li>From the Organizational Assessment Tool Kit </li></ul><ul><ul><li>A self assessment rating document is completed on an ongoing basis by the agency and other stakeholders to assess baseline performance and thoroughly review their system, focusing on progression within the continuum. The domains assessed include: </li></ul></ul><ul><ul><ul><li>Collection and use of data </li></ul></ul></ul><ul><ul><ul><li>Shared Value and Common Language </li></ul></ul></ul><ul><ul><ul><li>Training and Engagement of Staff </li></ul></ul></ul><ul><ul><ul><li>Training and Engagement of Partners </li></ul></ul></ul><ul><ul><ul><li>Parent, youth and child Engagement </li></ul></ul></ul><ul><ul><ul><li>Agency Policy and Practice </li></ul></ul></ul>
    15. 15. Improvement directed vs. Status Quo oriented <ul><li>From the Organizational Assessment Tool Kit </li></ul><ul><ul><li>A template for a summary report and strategic plan </li></ul></ul><ul><ul><li>Ongoing use of the self assessment document </li></ul></ul>
    16. 16. Relationship centered vs. Individual centered <ul><li>From the Organizational Assessment Tool Kit </li></ul><ul><ul><li>Focus groups , tools include </li></ul></ul><ul><ul><ul><li>Focus group scripts </li></ul></ul></ul><ul><ul><ul><li>Suggested questions </li></ul></ul></ul><ul><ul><ul><li>Planning for the focus groups document </li></ul></ul></ul><ul><ul><li>Surveys, interviews and feedback forms that can be conducted with stakeholders </li></ul></ul>
    17. 17. Participation based vs. Authority based <ul><li>From the Organizational Assessment Tool Kit </li></ul><ul><ul><li>In every level of the organizational assessment, a comprehensive group of child welfare staff at all levels, families, youth, foster parents, community members, services providers and cross – system partners are collaborated with. </li></ul></ul><ul><ul><li>We know that for an initiative to be sustained a collaboration is essential. </li></ul></ul>
    18. 18. Application of Assessment FRESNO COUNTY <ul><li>Birth– Six Initiative </li></ul><ul><li>Assessment Process </li></ul><ul><ul><li>Focus Groups </li></ul></ul><ul><ul><li>Self-Assessment Document </li></ul></ul><ul><ul><li>“ Scouting the Terrain” </li></ul></ul><ul><li>Results of Fresno Assessment/Experience </li></ul>
    19. 19. Other Applications <ul><li>Respite Care Continuum </li></ul><ul><li>Kin Services Assessment </li></ul>
    20. 20. Group Activity ‘Pick-a-Project’ <ul><li>Adapting the Assessment Rating Tool </li></ul><ul><ul><li>Data </li></ul></ul><ul><ul><li>Shared Values & Common Language </li></ul></ul><ul><li>Marketing the Project </li></ul><ul><ul><li>Power Point presentation </li></ul></ul><ul><ul><li>Executive Summary </li></ul></ul><ul><li>Focus Groups vs. One-on-one </li></ul>
    21. 21. Final Thoughts & Next Steps