collaboration counts: working together to strengthen america’s families putting performance data...
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Collaboration Counts: Working Together to Strengthen America’s Families
Collaboration Counts: Working Together to Strengthen America’s Families
Putting Performance Data to Work
to Improve Programs and
Outcomes for Children and Families
March 13, 2001
Terry Moore, MSW University of Kansas School of Social Welfare
Mary Ann Hartnett, Ph.D. Illinois Department of Children and Family Services
Conceptual Framework for the Use of OutcomeData By Managers
Report Package
Manager skills &knowledge
OrganizationalCulture
Interpretation Action Steps
Function of ReportsFunction of Reports Focuses attention
“What gets measured gets done” Communicates the priorities of the agency
OutcomesBudgetCompliance
Provides feedback How are we doing Points to good and inadequate performanceProvides clues on what to do
E-Report Models Demonstration E-Report Models Demonstration
Effective Reports Effective Reports Relevant
Easy
Stress Outcomes
Utility
Lean
Trustworthy
Standards
Manager Skill: Reading and Understanding the Reports Manager Skill: Reading and Understanding the Reports
Understanding the measures How they are definedWhy these measuresStandards for performance
Reading the graphs and tables Components of the electronic report Drilling down into the data: sorting case information
computer skills
Manager Skill: Interpretation of Data
Data Analysis vs. Clinical Process
Manager Skill: Interpretation of Data
Data Analysis vs. Clinical Process
Initial identification
Developing and testing hypotheses and drawing conclusions
Taking action
Monitoring Performance and modify actions taking
Identification of presenting problem
Client assessment
Case Planning and providing services/resources
Monitor progress and make mid-course corrections
Using Data Hard and Fast RuleUsing Data Hard and Fast Rule
No one should ever make an important case decision that is contrary to the best interest of a child in order to obtain a positive outcome score.
Code of Ethics (service to others above self interest)Performance goals not compliance – Continuous improvement for children and families
Organizational Culture: Results vs. Non-
Performance
Organizational Culture: Results vs. Non-
Performance Uses management reports to
guide actions and decisions Reinforces success and good
performance Takes responsibility for
performance - everyone Adapts and innovates to
achieve outcomes Sets and achieves
performance goals Maintains a healthy
disrespect for the impossible Promotes free flow of ideas
Uses anecdotal information in decisions
Reacts only to performance problems
Blames others for performance
Maintains status quo, innovation not rewarded
Performance goals not set or discussed
Accepts status quo and gives in to constraints
Defensive (CYA) mode
Results-Oriented Management (ROM)
Results-Oriented Management (ROM)
Using outcome data is not just an add-on skill but rather is a provides focus and purpose for all management activities
Personnel managementClinical consultation Acquiring and allocating resourcesProgram designPolicy developmentProblem solvingCommunity collaboration
Management skill: Taking ActionManagement skill: Taking Action Involvement of others in program improvement efforts Goal setting (providing focus) Policy or procedure change Training Individual supervision Obtain needed resources Influence with key stakeholders
If You Build it They Might Use ItIf You Build it They Might Use It
Leadership Upper and mid level managersOngoing (easy to go back to old ways)Modeling (goal setting, meetings)
TrainingMultiple Applied WORKshop
Support Technical (quality assurance staff)Supervision
Results-Oriented Management Web-Based
Training
Results-Oriented Management Web-Based
Training
www.rom.ku.edu
Results-Oriented Management Web-Based
Training
Results-Oriented Management Web-Based
Training
www.rom.ku.edu