Embarking on A New Path Bill P. Martone President WPM Consulting The Community Technical Assistance Center of New York
T o obtain Continuing Education Unit credits, please 1. Please log into the webinar system via your computer, and view the entire presentation 2. Go to http://socialwork.nyu.edu/alumni/continuing- education/OnlinePortal.html 3. Create a profile 4. Select today’s webinar 5. Pay the $15 processing fee 6. T ake the Knowledge T est* *The Knowledge Test will be made available to you within the week. You will receive an email with this information within 24 hours of this webinar. The Community Technical Assistance Center of New York
January 15 th 11am-12pm Culture- Driven Leadership There is growing recognition of the need for organizations to infuse a performance management culture not only in residential treatment, but in all levels of the organization. A critical component in all employees understanding and embracing a performance based culture is defining, teaching, assessing, and monitoring the essential competencies of those who deliver behavioral health services. This webinar will outline critical skill sets and identify strategies aimed at strengthening and supporting the workforce. The Community Technical Assistance Center of New York
What is your role in your agency? A. Director/Administrator B. Supervisor C. Clinician D. Administrative Support E. Other The Community Technical Assistance Center of New York
Agenda For Session 1 1. Goals for The Series 2. Bill’s Background and Experiences 3. Emerging Trends - Top 40 Trends in Our Field 4. Reinventing the Organization 5. Assessing Where Your Organization is At 6. Q&A William P. Martone 12/18/15
Goals For The Series • Support you in identifying the strengths of your organization specific to achieving sustained positive outcomes for youth and families. • Support you in increasing your understanding about your organizational capacity for developing or expanding community based services • Hopefully increase your enthusiasm and understanding regarding specific strategies you can go back and utilize to improve services in your own programs William P. Martone 12/18/15
Bill’s Background and Experiences Agencies Peer Faculty BBI Work Employed At Agencies
Freddy
So Why Consider Offering More Services in Communities
Lets Look at Some Emerging Trends
* to Expect in the next 3-5 years Top 40 Trends 1. Expecting less money from local, state and federal governments. 2. A strong emphasis by service purchasers on reducing their costs. 3. Many are saying they only want to buy evidence-based practices. 4. Most are saying they want to buy results instead of buying services. 5. Emphasis on durable results that can be sustained for 6-12 months. 6. Movement from child-centered to family-focused service delivery. 7. Faster moves toward permanency for children not returning home. 8. Engagement is seen as the means and stability is seen as the end. 9. Re-emergence of a focus on Maslow’s hierarchy of needs for families. 10. Promoting “safe, secure, calm and well” as the results of our efforts. *From Tom Woll’s 40 Trends Report - to be released January 2016 – For the Alliance Residential Transformation Project and The Strategic Change Initiative William P. Martone 12/18/15
Top 40 Trends to Expect in the next 3-5 years 11. Preparing for success with a stable family is the new test to teach for. 12. Emphasis on making community connections to existing resources. 13. Emphasis on helping the working poor to get better paying jobs. 14. Emphasis on helping to build natural support networks for families. 15. Care coordination and aftercare are seen as essential for durability. 16. Movement away from “one size fits all” and toward individualization. 17. Push to re-design all existing services to ensure more durable results. 18. Emphasis on learning how to teach normal developmental processes. 19. Emphasis on using wraparound designs to help meet family needs. 20. Emphasis on identifying and addressing the impact of trauma. William P. Martone 12/18/15
Top 40 Trends to Expect in the next 3-5 years 21. Emphasis on developing guidance for staff behaviors in their work. 22. Emphasis on shorter durations of service whenever possible. 23. Emphasis on continuing to reduce the use of out-of-home care. 24. Emphasis on using out-of-home care primarily for crisis stabilization. 25. Emphasis on developing an integrated, collaborative system of care. 26. Emphasis on change leadership as the method to adapt organizations. 27. Using strategic data analysis to inform responsive decision-making. 28. Significant efforts to begin to integrate physical and behavioral health. 29. Call for collaborative relationships with primary healthcare providers. 30. Efforts to strengthen and enforce performance-based contracts. William P. Martone 12/18/15
Top 40 Trends to Expect in the next 3-5 years 31. Continued movement toward more risk-sharing and managed care. 32. Emphasis on developing improved training and support for line staff. 33. Emphasis on finding ways to adjust organizational identity and culture. 34. Emphasis on community-based over campus-based service delivery. 35. Need for new business plans and more sophisticated financial systems. 36. Changing public sector role, moving away from direct service delivery. 37. Public sector to focus more on defining community priorities. 38. Public sector to focus more on developing and enforcing contracts. 39. Public sector to look for solution-finding partners for systems of care. 40. Flexible, responsive, capable and collaborative are key trend words. William P. Martone 12/18/15
Reinventing the Organization Case Example From Hathaway-Sycamores Mission Of Hathaway-Sycamores Child and Family Services Cultivating hope and resilience to enrich the well-being of children, adults, families and communities
Key Highlights In 1994 Nic he 60 Be d Re side ntial Pro g ram – DCF S/ PRO BAT IO N/ EDUCAT IO N Pla c e me nts amily Wo rk – Pic nic s/ Ca mp us Visits/ Ho me Visits So me Be g inning F Co nc e rns abo ut w hat Manag e d Care Mig ht Me an Be g an Building an Array o f Co mmunity Base d Se rv ic e s In 2000 Be c ame a Wraparo und Ag e nc y Hire d Pare nt Partne r (Pe e r to Pe e r Suppo rt) Be g an Utilizing Wraparo und Philo so phy T hro ug h Out All Our Pro g rams/ Se rv ic e s Built Pare nt Partne r Pro g ram Intro duc e d Pare nt Partne r Into Re side ntial Milie u – Ke y Ste p in T r a nsfo r ming Va lue s & Be lie fs In 2004 Intro duc e d Re sWrap In 2005 Me rg e r 187 Re side ntial Be ds Adde d a fo rme r Pare nt Co nsume r to Bo ard o f Dire c to rs In 2010 34 Re side ntial Be ds Be g an Re side ntially Base d Se rv ic e s - (De mo nstratio n Pro je c t)
Changing the Metaphor of Placement The Transformation of a Residential Program Key Issues in Change E nvir onme nta l c ha ng e s Lack of fiscal resources Lawsuits Rate Reform Growth in community based services Na tiona l Ac c r e dita tion – JCAHO Changed our organization Data driven decision making Performance Improvement focus 2010 began Performance Excellence Project – quest for state/national quality award Ag e nc y- wide imple me nta tion of Wr a pa r ound Philosophy Wrap started in 2000 Strength based Families as partners Development of Child and Family Team No difference from kids in residential – getting better outcomes in community Building Br idg e s Initia tive Values and Principles continued to drive change Adapted by state Association Adapted into RBS in Los Angeles
Changing the Metaphor of Placement (continued) The Transformation of a Residential Program Key Issues in Change Intr oduc tion of Pa r e nt Pa r tne r s From 1 to 40 Re s/ Wr a p – Home wa r d Bound Pilot Combining a RTF with Wraparound Philosophy – importance of Child and Family Team Implemented Res/Wrap in LA County in 2004 Four agency pilot Each model varied slightly in approach, but contained core elements Funded through agency wraparound reserves Achieved LOS of 9 months F a mily Se a r c h a nd E ng a g e me nt Detective to identified staff Dir e c tive Supe r vision Focus on precision of intervention Cr e a te d a Cor e Pr a c tic e Mode l (will re vie w la te r) Eventually a County and Statewide Model Created Today County is discussing Underlying Needs RBS De monstr a tion Pr oje c t (se e a ppe ndix fo r a dditio na l de ta ils) 4 Counties in CA - 3 Providers in Los Angeles 17 Bed Pilot started in 2010
R BS Value s (Se e Appe ndix for De tails on RBS) • Childre n Be lo ng a t Ho me in T he ir Co mmunity • F a milie s a re E xpe rts o n T he mse lve s a nd T he ir Childre n • F a mily Culture is Ac kno wle dg e d a nd Ho no re d • Pla nning a nd T re a tme nt a re I ndividua lize d a nd Stre ng ths-b a se d • F a mily I nvo lve me nt a nd Co nne c tio ns a re E sse ntia l • Stro ng Co mmunitie s Ma ke Stro ng F a milie s • Wha te ve r I t T a ke s 19
isc al Bre ak Down In Dollars F 1994 - T he Syc a mo r e s – b ud ge t o f $5,848,000 Development NPS Residential Residential Mental health NPS Development
isc al Bre ak Down in Pe rc e ntage s F 1994 - T he Syc a mo r e s – b ud ge t o f $5,848,000 Development NPS Residential Residential Mental health NPS Development
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