Introduction: day 2 Alfonso Lara Montero Chief Executive European - PowerPoint PPT Presentation

Introduction: day 2 Alfonso Lara Montero Chief Executive European Social Network

HEADING. DON’T EXCEED LENGTH. JOIN. SHARE. LEARN. Subtitle. Lower case. Don’t exceed the length of this.  Demographic ageing care in Nordic countries  New concepts of quality in care  Social services management quality  Session with Care Inspectorates  Workshops/discussions on:  AI  Outreach/case management REGISTER www.essc-eu.org  Home vs residential care  Health & social integration  Social planning  Co-production

Panel discussion Supporting social services’ workforce Sue Johnson Philip Basso UK coordinator, Skills for Care and Deputy Executive Director Development United Kingdom APHSA United Stated

Hu Human man Service ices s Workf rkforce orce Well ll- ESN N Work rking ing Group Bein ing g an and He d Heal alth th Paris, Pa ris, France nce May 10, 2019 Ameri rican an Public lic Huma man Servic ices es Associa ociati tion on Phil il Basso so www.APHSA.org | Washington, D.C @APHSA1

Our Our Mis Missi sion on American Public Human Services Association advances the well-being of all people by influencing modern approaches to sound policy, building the capacity of public agencies to enable healthy families and communities, and connecting leaders to accelerate learning and generate practical solutions together. … Because we build well -bei eing ng from rom the e gro roun und d up. www.APHSA.org | Washington, D.C. @APHSA1

Rea eali lizing ing the e DESIRE IRED OU OUTCOME COMES Our line of sight to the desired future state … Pot otentia ential l grounded in where we all live, learn, work, play, • Gainful employment and of All ll and age and focused on enabling social and economic well-being Peo eople ple in in economic mobility • Child and family well-being All ll Pla laces es • Overall population health and well-being 1 www.APHSA.org | Washington, D.C. @APHSA1

The Value ue Curve Serve ves Generat erativ ive e – BIGGE GGER R THA HAN FAMI MILY Integr egrat ativ ive e – ROO OOT T CAUSES USES as a Share red d Collabor aborat ativ ive e – SERVICE TO CUSTOMER OMER Mode del of Regulati ulative e – INTEGRI EGRITY Interpretation pretation The Value Curve Lens is Highly ly Adaptive: • At system level and at individual level • By sector, function, program, and role • The stages are holistic and form a learning cycle 2 www.APHSA.org | Washington, D.C. @APHSA1

Defining Defining A Healthi lthier Pro roducti ductive e Ecosys system em Natio ional nal Narrat ative Success uccess by y 20 2022 22 6 1 Equity Moving ing Towar ard d a Agil ile H/HS HS Moder ern Family y & 5 2 Generativ erative e Sta State Community Work rkforce rce H/HS HS Policy licy Equity 4 3 Data a Optimizati tion on Evid idence ence-Inf Inform ormed ed at all ll Leve vels Inve In vest stmen ents ts www.APHSA.org | Washington, D.C. @APHSA1

H/HS In 2017, we asked CEOs, deputies, Landscape administrators and other top level Survey leaders of state and local H/HS agencies about the impact of a number of trends – both internal and external - on their organization. The role of the H/HS Workforce dominated the responses.

Internal Trends Gap between organizational needs and current workforce capacity

• Seeing and engaging the human services workforce as helping “unlock and ignite human potential” • Both energizing and honoring our workforce, creating an important mindset shift about their role in partnership with families and communities • Establishing an authentic sense of connectedness between the workforce and the community so that we can solve problems together Shifting Mindsets

Igniting niting th the Potential ntial Work rkfor orce e Well-Being Being and Health: alth: Moving ng from m Intent ntion ion to Action on www.APHSA.org | Washington, D.C. @APHSA1

• A planning team was formed a year ago between APHSA, UC Davis, Beth Cohen, The Situation and Connecticut’s child welfare agency, with ongoing endorsement from the National Staff Development and Training Association • We noted many studies and publications focused on workforce capacity in the human resources, management and development literature • These studies sometimes contain “indicators of workforce well -being and health,” especially in industries where workers face traumatic conditions every day

• But no one had ever constructed a The Situation holistic organizing framework and theory of impact to serve as the basis for systematic and systemic improvement • We identified well-being as the overarching frame, adopting the Full Frame Initiative’s five well -being factors • We linked workforce well-being and health, consistent with a social determinants, resilience, or equity lens

Well ll-Being Being Factors ctors Well ll-Being Being Indic icators tors (23) Hea ealt lth Factors ctors Hea ealt lth Indic icators tors (23) Methods For Evaluation or Data Collection ss • • Socia cial l Connectedne ectedness Trauma-Informed Recruitment, Selection, and Illness Stress-Related Illnesses • Human Resources Family Medical Leave Data • Onboarding Resulting Time Off and Disability (FMLA) • • Well-being and Resilience Building Activities, Work Unit Isolation or Stigmatization • Stay Interviews/ Trauma Informed Employee • including Teaming with Peer Supports Enterprise-Wide Stigmatization Supervision and Coaching • • Flex Hours and Telecommuting Exit Interviews/ Employee Engagement Surveys • Community Connections Cultivated • Time and Attendance Reports • Focus Groups • Grievance and Complaint Data • Self Identified Specific Time Allotments to Discuss Personal Concerns • • Safety ety Equity Principles and Standards Injury Work Accidents and Near Misses • FMLA Reports • Physical Safety Program Quality • Chronic Fatigue and Discomfort • Time and Attendance Reports • • Trust-Building Activities Non-Workplace Accidents • Work Comp Reports • • • Ergonomic and Space Design Resulting Time off and Disability Employee Wellness Survey • Employee Leave Reports • • Stabi bility ity Quality of Supervision Mental Health EAP Program Use • EAP Employee Usage Report- Third Party • • Reward and Recognition: Internal and External Employee Relations Charges Reporting • • Succession Planning Workplace Violence • Upward Evaluations, 360 Feedback ,Exit • • HR Functional Effectiveness Non-Constructive Staff Resistance interviews • • Organizational Change Expertise Media and Stakeholder Support • Employee/ Organizational Climate Survey • Customer Service Surveys • Town Hall Meetings • • Mastery stery Use of a Strategic Framework Productivity and Unit and Staff Alignment to Strategy • Program Outcome Reports • Adaptability • Data/Outcome-Driven Decision-Making and Individual Performance • Employee Performance Evaluation • Continuous Improvement Staff Learning and Knowledge-Sharing • Team Meetings • • Training and Development Investment Staff Resilience Metrics • Organizational Training Reports • • Mentorship and Coaching Unit and Enterprise-Wide Performance • Organizational Resilience Survey • Challenging Work with Clear Roles • Organizational and Program Performance Reports • • Acces cess to Reso sources rces Compensation Equity Sustained General Retention Rates • Organizational Employee Turnover Report • • Healthcare and Retirement Benefits Commitment and Attraction and Retention of Top Talent Employee Stay Interviews/ Net Promoter Score • • • Tools/Technology to Do the Job Desired Growth Pace of Innovation • Employee and Customer Innovation Survey • • Workload Plans and Capacity Management Employee Climate Surveys • Employee Salary Costs Compared to • • Family Care and Transportation to Work Compelling ROI and Increased Investment Organizational Outcomes

Answer & Act: Applying and Testing ➢ Who do we involve within the agency and at the community level? ➢ For the well-being indicators, what does our desired state “look like?” ➢ Where are we currently strong and where do we have things to improve upon? ➢ For the health indicators, where do we have our most significant challenges today?

Answer & Act: Applying and Testing ➢ What will we do to further leverage our strengths and close our gaps related to workforce well-being? ➢ How will we study the impact of improved workforce well-being improvements on workforce health? ➢ How will we also study the impact on service experience, practice innovation, partnership quality, and overall community well-being and health?

• Capture the baseline research related Zooming Out: to what we already know about trauma, stress, resilience and equity What’s Next • Understand what we can already surmise about the theory of impact, including from other industries • Roll out the application and testing in California, two other states, and a tribal setting • Form a national advisory group including NSDTA, CWDA, and local agency leaders • Secure broader funding for nation-wide evaluation and knowledge mobilization