Rachel Pollock & Dale Verstegen EFSLMP National SMEs

2.0 PROVIDER TRANSFORMATION SERIES

MAY 13, 2019

Redesigning Your

Organization Structure, Process & People

Today’s Objectives

Provide an overview of the new environment that we need to design for.

Understand the administrative tools and strategies that will be useful in redesign for community based services

Think about the redesign required to support community based work

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Mission

Goals

Corporate Paradigm

Current: Corporate Paradigm

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Current supports paradigm began around 1960’s Funding is based on process Staff supervision is line of site Organizational communications

is conducted at the water cooler or in the meeting room

Staff Development is done in crisis mode when there is a problem

Assumptions for Future

The Settings Rule will be fully implemented

WIOA is implemented as stated

Medicaid funds are not limitless

Individuals want real jobs and real lives

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Goals For the Future

People supported use their skills and contributions at their job

People supported to live with who they want, where they want

People supported have friends and loved ones in their lives

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Corporate Structure For The Future

Diversified Funding Sources

Offices for corporate use only

Decentralized Management

High use of Technology

Strong Workforce Development

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How do we move from Current to Future

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Creating Future Organizational Structure

Overall Administrative Structure

Finance

Marketing/PR/Communications

IT

Human Resources

Knowledge management/Quality Enhancement

Research and Development

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Do Leaders and Administrators Have the Skills they Need?

Promote skills in strategic planning and team problem solving for everyone

Identify key specific technological and administrative skills staff need

Support staff in acquiring that training

Recruit new staff who can provide those skills

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Keep in mind these ways to create economic efficiency

Expanding services to reach economies of scale

Capacity building grants

Use consultants for time limited projects

Evaluation of administrative processes

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Ways to Enhance Efficiency

Affiliations with other providers to share administrative capability

Outsourcing or purchase of services

Management Agreements

Mergers with like minded service providers

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Promising Practices: Finances

Accounting staff partnering with program staff

Monthly reporting

Routine board oversight

Partnership in understanding the opportunities and challenges in the

regulatory scheme.

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Marketing/PR/Communication Strategies

Share Core values, Vision & Mission

Define Comparative Advantage

Create an Elevator Speech

Create an Internal and External Messages

Defining all market populations

Story

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Communication Strategies

Use social media to promote successes, impart information

Recognize the different ways people prefer to communicate

Create an annual plan for timed releases of information

Use multiple types of media, e.g., online ads, radio, local newspaper

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Communication Strategies

Use images and stories to promote your message

Create an elevator speech and train everyone to use it

Make the Employment First and community engagement mission highly visible

Use the language and communication modes of the target audience

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Marketing Strategies

Review your website and other materials to ensure it sends the message you want portrayed

Make sure your name and logo are consistent with your mission

Use free or low-cost online tools to share your message e.g., Conva, Piktochart or Word clouds

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Marketing Strategies (II)

Identify different markets for different purposes

Create a library of pictures of people you support who are actively engaged in CIE and community activities

Keep inventory of pictures and stories updated with current releases and new examples

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Story: Promoting Ability Using Images to Tell Your Story

Develop a Strategic Plan for Technology Development

Review all functions including fiscal, HR, communications, payroll, program services, quality assurance, compliance, fundraising

What devices, software, and staff skills can you build on

What technology and staff skills do you need

Determine priorities and delineate steps

Identify resources to follow through

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Technology Strategy

Use Technology to create efficiency

Technology as a resource with a workforce Crisis

Technology is critical when modernizing the culture

Technology is for corporate and individual use

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Using Technology

Supports:

Staff

Efficiency

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Human Resources Strategy

Understand Trends to Change Practices: Tracking Staff Turnover Data

Referral Source

Early Leavers

Exit Interviews

Workforce Development and Training

On-line recruitment tools to create the right match

◦ Team

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Promising Practices: Human Resources

Credentialing for Staff

Support competency based training with on-line tools

Staff training in business practices: emails, phone, minutes, scheduling

Shared drives for policies, procedures and employee manual

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Knowledge Management Strategy

Data Collection targeted to evaluating specific outcomes

Analysis

Strategic Planning based on analysis

Build from what you already have

◦ HR Data

◦ State Employment Data

◦ State required reporting

◦ Funding Data

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Research and Development Strategy

Keeping up on Best Practices Disability Supports

Legislation and Policy

Business Acumen

Marketing

Financial Analysis

Compliance and Documentation

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Business Operations is An Essential Part of Strategic Planning

Review and evaluate needs

Review current agency policies, procedures, programs, and job descriptions

Develop a business plan

Explore specific available strategies, vendors and tools

Retool agency policies and procedures

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Strategic Business Planning and Evaluation

Create ongoing specific plans for each area: administration, finance, communications, technology, human resources, knowledge management

Evaluate progress and revise plans

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Final Tidbits of Advice

Don’t just rename the old business: Embrace creating a new business

Don’t just do what you know: To start create a learning environment

Don’t focus on saving what you have: Focus on where you are going

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Final Tidbits of Advice (II)

Develop new leadership and talent

Don’t try to change everyone immediately: take it one step at a

Keep responsibility and authority at the same place: Clarify everyone’s role

Don’t let challenges stop you: Educate, follow or lead & advocate, advocate, advocate……..

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Discussion Questions

Pinpoint the areas in which your agency needs to redesign or enhance operations to better support competitive integrated employment and community based services?

What are steps you have already taken to respond to these needs?

What are some first steps your agency or agencies can take to obtain the expertise or technology you need?

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Your Presenters

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RACHEL POLLOCK

EFSLMP SME

Rpollock@jobpathnyc.

org

DALE VERSTEGEN

EFSLMP SME

dverstegen@transcen

.org