ORGANIZING FOR PERFORMANCE:A Systematic Approach for Ensuring Breakthrough Performance for Vocational Rehabilitation Agencies
Steven W. Collins, Ph.D.Darlene A.G. Groomes, Ph.D., CRC, LPCMichael T. Shoemaker, M.A., CRC, LVRC
Council of State Administrators of Vocational RehabilitationSpring 2013Bethesda, Maryland
Purpose and Agenda• Purpose
• To describe a common-sense approach to translating goals into strategic projects so that senior leadership teams can ensure that key projects are completed and fully implemented.
• Agenda • Introduction• Definition of terms• Connection between organizing for performance excellence
and a learning organization• Identify consequences when not following a learning
approach• Review examples of common-sense tools for organizing for
performance• Conduct interaction activity and prioritize outcomes
Definition of Terms• Performance Excellence
• Breakthrough Improvement
• Gaps in Performance
• Strategic Project Management
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Performance Excellence: The Characteristics of High-Performing Organizations
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• Visionary leadership with a focus on the future and societal responsibility
• Customer-driven excellence
• Organizational and personal learning
• Valuing employees and partners
• Managing for innovation and agility
• Management by facts
• Focus on results and creating value
• Systems perspective
Repercussions of not Demonstrating High Performance
• Loss of state and federal funding
• Increased employee turnover
• Reduced customer satisfaction
• Missing opportunities for strategic improvement
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Performance Excellence Framework
1Leadership
2Strategic Planning
3 Customer
Focus
6 Operations
Focus
5 Workforce
Focus
4Measurement, Analysis, and Knowledge Management
Organizational Profile:Environment, Relationships, & Strategic Situation
7Results
Leadership Components• Senior leaders
• Vision, values, mission• Promote & model legal and ethical behavior• Create a sustainable organization• Communication and organizational performance
• Governance and Societal Responsibilities• Governance system• Performance evaluation• Legal and regulatory processes, measures, goals• Promote and ensure ethical behavior• Societal Well-being• Community support
Strategic Planning Components
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• Strategy development• Strategy development process• Strategic objectives, goals, timetables
• Strategy implementation• Action plan development and implementation• Resource allocation• Workforce plans• Performance measures• Plan modification• Performance projections for short and long-term planning
time horizons
FSH Strategic Planning Process Figure 2.1-1: How Strategy is Developed and Deployed
Agg
rega
te In
put F
rom
Sta
keho
lder
Nee
ds/G
oals
(SW
OT
)
Strategy Development
FSH Vision MissionValues
Confirm/ModifyVision/Mission
Develop FSH StrategicPlan
Strategic PlanningWorkgroup Retreat
Review FSH PastPerformance
Identify, Prioritize &Select Opportunities
(Gaps BetweenPerformance & Needs)
January February-April May-June July-June
Involve Employees At All Levels To Ensure Fact-Based Plans and Linkage to Goals And Objectives
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Units/Depts. Identify, Review/Propose Activities to AddressGoals & Objectives AgainstCurrent Resources/Budget
Select Projects and Assign Staff toSelected Activities
Finalize FSH Strategic Plan
Communicate Plan To AllEmployees
Implement Plan-Evaluate &Improve The Planning Process
Execute CurrentFiscal Year Plan
Strategy Implementation
3
2
10
7
8
9
Align Goals/Objectives withHospital/Agency Vision/Goals/
Objectives
6
Other Support Process
HR Plan Figure 2.2-2
5
Formulate StrategicGoals/Objectives
4
Strategy Deployment
ConductMonthlyManagementReviewsOf Plan AtAll Levels(Ongoing)
AggregateInformationFor StrategicModule
1999 SWOT Data Summary
Florida State Hospital Strategic Objective Selection Matrix
Need To Improve
Importance Total ScoreStrategic Objective
4 5 201.1 Reduce Resident Symptoms
4 5 201.2 Improve Resident Behaviors and Functional Skills
4 5 202.1 Improve Resident Satisfaction
1 4 42.2 Improve Community Partners Satisfaction
3 5 153.1 Improve Resident Safety
3 5 153.2 Improve Employee Safety
5 5 254.1 Improve Employee Satisfaction
5 5 254.2 Improve Employee Skills
3 5 105.1 Increase Number of Residents Discharged
4 5 205.2 Improve Quality Delivery System
2 5 105.3 Reduce Days To Restore Competency
Note: The Strategic Planning Workgroup used a cutoff score of 20 to Select Strategic Objectives for the Strategic Planning Cycle.
STRATEGIC OBJECTIVES PROJECT SELECTION MATRIX (FY 1999-2000)Florida State Hospital Strategic Planning Workgroup
November 15, 1999
Target
TBD
95%TBD95%15%95%
TBD
90%90%80%
StrategicObjectives
1.1M2ReduceResidentSymptoms
1.2M10ImproveResidentBehaviorandFunctionalSkills
2.1M1ImproveResidentSatisfaction
4.1M9ImproveEmployeeSatisfaction
Indicator
1) % Diagnostic Congruence2) % Not Imp. W/O Med Changes3) % Med Refusals4) % Svc. Plans Addressing PANSS
1) % ID Staff Trained In MCAS (Civil)2) % ID Staff Trained In MCAS(Forensic)3) % MCAS Completed Timely4) % Of MCAS Requiring Rework5) % Srvc.Plans Addressing MCAS
1) % Satisfied With Food2) % Satisfied W/Complaint Handling3) % Satisfied With "How Treated"
1)% Identified Process Owners Trained2)% Of Reviews completed OnSchedule3)% ID EMP. Satisfied W/ReviewProcess
FE x F
4444
5454
554
5555
5555
555
555
341344
Project
1) Process Mgt Team For Reviewing & Improving Diagnostic Congruence2) Process Mgt Team For Reviewing & Reducing Number Of Residents Not Improving In PANSS And Without Med Changes3) Process Mgt Team For Reviewing And Reducing Med Refusals4) Process Mgt Team For Tracking And Improving Use Of PANSS Results In Service Planning
1) Process Management Team For Capturing & Analysis Of MCAS Data (Timliness & Rework)2) Process Management Team For Tracking And Improving The Use Of MCAS In Service Planning3) Training Teams To Provide MCAS Training For Civil Staff4) Process Mgt Team To Identify Forenisc Drivers For TrackingResident Behaviors And Functional Skills
1) Action Plan Team To Improve Resident Satisfaction With Food2) QIC Story Team To Improve Complaint Handling3) Process Management Team For Tracking and Improving Employee Interactions With Residents
1) Training Team To Train Identified Process Owners2) Action Plan Team to Schedule And Implement Process Reviews3) Satisfaction Design Team To Develop Process Owner SatisfactionInstrument For Process Reviews
Effectivenessand Feasibility1 = Low3 = Midway5 = Very High
Total
C:\visio\drawing\spw1199.vsd| SWC/ejd | 11/24/99
1) M Tucker2) D Green3) E Resch4) Bohn/Annis
Team Leader
1) E Resch2) B Whittenburg3) P Ross4) D Green
1) S Harrell2) M Thompson3) M Thompson
1) E Resch2) S Collins3) D Coley
25202520
TBD
5.2Q106ImproveQualityDeliverySystem
1) % Satisfied With Pay
2) % Chance To Move Up
3) % Satisfied With Recognition Recd
344155
1) Driver Team To Determine Drivers For Improving Employee Skills
1a) Design Team to Assess Position Responsibilities1b) Benchmark Team To Benchmark Employee Pay In Gov't Agencies2a) Training Design Team To ID Training Needs Within Job Classes2b) Workstation Design Team For Computerized Training2c) Training Team To Train Employees In Resume Development Techniques3) Action Plan Team To Increase Supervisors' Use Of Recognition Techniques
916432020
1a) W Cook1b) W Cook2a) D Coley2b)S Thompson2c) D Coley3) D Gelabert
252520
20202020
454
202520
= Project Adopted By Strategic Planning Workgroup
TBDTBD
4.2M9ImproveEmployee Skills
E x F TBD D Coley
Tracking Plan EffectivenessPercent of Indicators with “Good News” or “OK for Now”
TQM Services Indicator Q104% of QDS Indicators with "Good News" or "OK for Now"
35.9
48.5
54.1
41.3
64.7
79.6
83.785.7
83.7
69.4
85.7 85.5
74.6
81.7 82.380.3
88.585.5
88.1
92.891.3
9087.7
84.9
68.5
68.6
64.7
34.4
35.534.4
32.8
39.4
0
10
20
30
40
50
60
70
80
90
100
Ja
n-9
8
Fe
b-9
8
Ma
r-9
8
Ap
r-9
8
Ma
y-9
8
Ju
n-9
8
Ju
l-9
8
Au
g-9
8
Se
p-9
8
Oc
t-9
8
No
v-9
8
De
c-9
8
Ja
n-9
9
Fe
b-9
9
Ma
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9
Ap
r-9
9
Ma
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Ju
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Se
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Oc
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9
Ja
n-0
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Included 'OKfor Now" andDeleted some
drivers
Reviseddefinition of
"Good News"performance
to includetrend data
Strategicplanningprocess
added newdrivers
Target = 80%
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Measures
Actual Performance
(Target) Key StrategiesLead Person or
Workgroup
3.1 Improve the assessment of
customer satisfaction.Percentage of Customers Indicating Overall Satisfaction
76% February 2012(80%)
1. Design and implement an integrated approach for analyzing factors contributing to customer satisfaction, customer dissatisfaction, and program effectiveness.
Planning and Performance (P&P) / Ombudsman
3.2 Increase the rehabilitation
rate. Rehabilitation Rate
46.6% March 2012(55.8%)
1. Analyze reasons for unsuccessful closures throughout the life of the case and across multiple factors.2. Implement customer contact process and standards statewide.
1-2. Field Services / P&P3.
3
Increase the percentage of employment outcomes for identified customer groups: - Psychosocial / Mental Health disabilities - Cognitive and Developmental disabilities - self-employment - transition aged
1. Percentage of individuals with Psychosocial/Mental Health disabilities who are receiving services under an IPE2. Percentage of employment outcomes for individuals with Psychosocial/Mental Health disabilities who have received services under an IPE3. Percentage of individuals with Cognitive / Developmental disabilities who are receiving services under an IPE4. Percentage of employment outcomes for individuals with Cognitive / Developmental disabilities who have received services under an IPE5. Percentage of individuals with self-employment as a goal receiving services under an IPE6. Percentage of employment outcomes for individuals with self-employment as a goal who have received services under an IPE7. Percentage of individuals receiving services under an IPE who are transition-aged8. Percentage of employment outcomes for individuals who have received services under an IPE who are transition-aged
1. 38.8% (FED QTR 2) (38%)2. 42.5% (FED QTR 2) (55.8%)3. 25.0% (FED QTR 2) (26%)4. 48.2% (FED QTR 2) (55.8%)5. 0.71% (FED QTR 2) (1.50%)6. .75% (FED QTR 2) (1.0%)7. 38.8% (FED QTR 2) (33%)8. 27.6% (FED QTR 2) (55.8%)
1. Design and implement training about identified customer groups to help VR staff effectively deliver services.2. Implement Recovery and Trauma Informed Care model and provide training to VR staff.3. Engage and recruit speciality vendors to assist with the delivery of employment services (e.g., communnity mental health centers, CILS, ARCs, etc.).4. Assess the effectiveness of the Discovery and Customized Employment Pilots and implement statewide as warranted.5. Engage APD to ensure the availability of Phase 2 Supported Employment funds.6. Complete speciality staff training for working with self-employment and CBTACs.7. Design and deliver a series of training webinars for transition staff and partners. 8. Conduct targeted outreach to Foster Care and Juvenile Justice systems.
1-2. Field Services / P&P3. Field Services / P&P / Vendor and Contract Services4. Field Services / P&P5. Field Services / Senior Leadership6-7. Field Services8. Field Services / IL
3.4
Increase the number of individuals served who are self-supporting at closure compared to at application.
Percentage of individuals served that are self supporting at closure compared to at application (RSA Indicator 1.6).
49.4% (FED QTR 2) (53%)
1. Increase the number of appropriate referrals to One-Stop Centers by offering staff training.2. Design and deploy a worksheet to assist counselors in determining primary source of support and accurate RIMS coding.
1-2. Field Services / P&P
FLORIDA DIVISION OF VOCATIONAL REHABILITATION 3-YEAR STRATEGIC PLAN AT A GLANCEDEPLOYMENT OF VISION, MISSION, GOALS, OBJECTIVES, MEASURES, PERFORMANCE, AND STRATEGIES
Strategic ObjectivesLong Term
Goal
VISION:To become the first place people with disabilities turn when seeking
employment and a top resource for
employers in need of qualified employees.
MISSION:To help people with disabilities find and
maintain employment, and
enhance their independence.
Goal
3 Improve
Customer Success and Satisfaction
Nudge Your Neighbor (KEEP NOTES)
• Talk with the person on your right about the most meaningful points made so far in the presentation.
• How are these points applicable to your work.
• How will you apply the information when you get back into your work setting.
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Strategic Objectives Measures
Actual
Performance
(Target in Parens) Key Strategies
1.1
1.2
FLORIDA DIVISION OF VOCATIONAL REHABILITATION 3-YEAR STRATEGIC PLAN AT A GLANCE
MISSION:
To help people with
disabilities find and
maintain
employment, and
enhance their
independence.
VISION:
To become the first
place people with
disabilities turn
when seeking
employment and a
top resource for
employers in need
of qualified
Long Term
Goal
Goa
l 1
Strengthen
Leadership and
Collaboration
Plan-At-A-Glance Template
Right click on the plan and you can open up the Excel file to edit for your own purposes!
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Division of Vocational Rehabilitation
Strategic Project Management Office (SPMO) Quarterly Calls
Meeting Agenda / Summary
A. MEETING INFORMATION
Date: November 6, 2012 Time: 9:30 a.m. – 12:00 p.m.
Meeting Room Name: 214 Conference code:
Facilitator: Steve & Armando Recorder: Josh
Purpose: VR Planning and Projects Progress Review Meeting
Invited Attendees Invited Attendees
VR HQ Senior Leadership VR Continuous Improvement
VR Area Directors VR Area Performance Improvement Consultants
OES VR Human Resource Development
B. AGENDA TOPICS
Subject Duration
Lead / Facilitator
1 Welcome Housekeeping Items Brief overview of BPP’s recent re-organization
o Quarterly Conference Call Goals and Expectations Strategic Plan Updates (e.g. suggestions from CILs) Project Review Updates
30min Steve
2 Strategic Project Management Office (SPMO):
SPMO Background & Purpose Strategic Planning Process Project Management Process & Functions Benefits Next Steps
45min Armando & Libby
3 BREAK (10min)
4 Strategic Project Review - Active Projects:
Discovery Project CBTACs RTAC Learning Management System
55min Sarah
Steve Elaine
5 Scheduling Future Quarterly Calls, Next Steps re: Action Items
August, November, February, & May
5min Steve
Microsoft Word Document
Nudge Your Neighbor-----Idea Sharing
• Summarize with the person on your right about the meaningful points you discussed with one another.
• Together, prioritize these meaningful points on a note card based on how you plan to apply the information when you return to work.
• Share your number one priority with the larger group. We will record these and email them to you within two weeks of the conference.
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For More InformationSteven Collins, Ph.D.
[email protected](850) 245-3429
Darlene Groomes, Ph.D., CRC, [email protected]
248-370-4237
Michael Shoemaker, M.A., CRC, [email protected]
(801) 538-7746
• Summit Group and Rehabilitation Program Evaluation Network website: www.vocational-rehab.com
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