good to great: person-centered thinking cultures and innovative alternatives to traditional services...
TRANSCRIPT
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Good to Great:Good to Great:Person-Centered Thinking Cultures
And
Innovative Alternatives toTraditional Services and Supports
Person-Centered Thinking CulturesAnd
Innovative Alternatives toTraditional Services and Supports
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PresentersPresenters
Omar Noorzad, PhDExecutive Director, Tri-Counties Regional Center
Melanie Cleveland Board Member and Parent, Tri-Counties Regional Center
Patricia Forgey, MA, MBA
Director, Community & Organizational DevelopmentTri-Counties Regional Center
Julia Barnes, MS, MAExecutive Director, Area Board IX for Developmental Disabilities
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Introduction: “Good to Great”Introduction: “Good to Great”
“Good is the enemy of great.”
— Jim CollinsAuthor of “Good to
Great”
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Introduction: Why “Greatness”? Introduction: Why “Greatness”?
Indeed, the real question is not ‘why greatness?’ but ‘what work makes you feel compelled to try to create greatness?’ If you have to ask the question, ‘Why should we try to make it great? Isn’t success enough?’ then you’re probably engaged in the wrong line of work.”
— Jim CollinsAuthor of “Good to
Great”
“
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Introduction: Why “Greatness”? Introduction: Why “Greatness”?
Persons we serve are finding their voice
Families we serve are finding their voice
Shift from “consumer” mentality to an “informed citizen” mentality
And
People want meaningful change and results!
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Introduction: Where Do We Begin to Create “Greatness”?Introduction: Where Do We Begin to Create “Greatness”? 3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Omar Noorzad, PhD
Good to Great
Person-Centered Thinking Organizational Change
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Basic Assurances: A “Good” OrganizationBasic Assurances: A “Good” Organization
Health Safety Human Security Clear Requirements Expected and Not Negotiable
The Council on Quality and Leadership
Basic Assurances
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Person-Centered Thinking: A “Great” Organization Person-Centered Thinking: A “Great” Organization
Thinking
Basic Assurances
Per
son
Centered
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Getting Started: A Awareness
Making It Happen: I Implement
Getting Enduring Results: M Measure & Align
The A I M Model: “Good to Great” Change
The A I M Model: “Good to Great” Change 3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Getting Started: AwarenessGetting Started: Awareness
Clear Mission and Values
Clear Vision
Clear Organizational Culture
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Making It Happen: ImplementMaking It Happen: Implement
“First Who. . . then What”
Start Anywhere. . .
Cover Everything . . .
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Measure Separate outputs from inputs Hold yourself accountable for
progress in outputs
Align Preserve core Change anything and everything
as often as necessary
Getting Results: Measure & AlignGetting Results: Measure & Align 3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Good to Great: ConclusionGood to Great: Conclusion
“Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.” — Jim Collins
Author of “Good to Great”
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Good to Great:Good to Great:Person-Centered Thinking Cultures
And Innovative Alternatives toTraditional Services and Supports
Person-Centered Thinking CulturesAnd Innovative Alternatives to
Traditional Services and Supports
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Melanie Cleveland
A Parent’s PerspectiveMaking Change Happen
Through Personal Initiative
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Development of a PlanDevelopment of a Plan
YMCA as Partner All day camps were opened to children with
special needs UCP guaranteed support TCRC paid for the support 26 children registered
Camp Hope was born!
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Impact of ChangeImpact of Change3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Camp Hope becomes the YMCA!Camp Hope becomes the YMCA!
Organizational change occurred YMCA hired support staff for children with
special needs The organizational culture adjusted to inclusion
of all children These services became part of the mission
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Think positive & change can happen Think community & inclusion will happen
The best way to predict the future
is to create it
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Good to Great:Good to Great:Person-Centered Thinking Cultures
And Innovative Alternatives toTraditional Services and Supports
Person-Centered Thinking CulturesAnd Innovative Alternatives to
Traditional Services and Supports
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Patricia Forgey, MA, MBA
Ideas in Action
Implementing Change at the Local Level
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Change at the Local LevelChange at the Local Level
Innovation linked with the influences of: Person-centered culture: existence and growth Parent driven grass roots efforts: Voice of persons served and their advocates Board support for change
The need for infrastructure promoting change and new perspectives for services and supports
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Process for ChangeProcess for Change
Development of the Infrastructure:
Stakeholder Input
Amendment TCRC Strategic & Performance Plan Advisory CommitteeLocal Demonstration Projects
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Process for ChangeProcess for Change
Stakeholders in the community told us: Inclusive recreational alternatives No segregated settings Trained staff
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Process for ChangeProcess for Change
TCRC 2004-2006 Strategic and Performance Plan amended with the Focus Area:
Alternatives to Traditional Day Services and Supports Advisory Committee of Stakeholders was formed Demonstration Project:
Request for Letter of Intent to be developed
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Getting Started – The VisionGetting Started – The Vision
Stakeholders Advisory Committee gathered Area IX Board Department of Rehabilitation Public Schools SELPA TCRC Service Providers DDS TCRC Team
Resource Developers, CPP, Peer Advocates
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Getting Started – The VisionGetting Started – The Vision
Stakeholders Goal:Develop meaningful and purposeful activities for individuals with varying abilities, who determine and control the activities. Trained support staff will embrace the concepts of self-advocacy, choice and personal control.
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Getting Started – The VisionGetting Started – The Vision
Criteria for the Demonstration Projects: Creativity and Innovation Flexibility and Choice Inclusion within the Community Personal Control Individual Support
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Getting Started – The VisionGetting Started – The Vision
Request for Letter of Intent
Utilize these criteria as a guideline for these projects
Transition-Age Young Adults Services without Employment Micro-Enterprise
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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The ChallengesThe Challenges
Service Providers responded, reflecting: Traditional ways of services Traditional methods of reimbursement Traditional ways – of thinking!
The Advisory Committee – struggled!
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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ProgressProgress
Micro-enterprise projects created
Facility-based community activity programs created
Other innovative projects in the region
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Results – more process neededResults – more process needed
BrainstormingWhat did the criteria mean?What was the outcome sought for persons
served?
The Adaptor Model was created!improves the likelihood of choicenurtures natural support
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Results: ResponsibilitiesResults: Responsibilities
Agent Develops community resources Educates about benefits of inclusion Cultivates relationships Uses and enriches current network Creates new relationships
Adaptor Searches for new opportunities Ensures stable relationships Accesses resources to match IPP Supports Person-Centered IPP
Associate Facilitates educational process Develops educational support process Makes person served their priority Brings knowledge of the community
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Results: Key ActivitiesResults: Key Activities
Agent Recruits adaptor staff Puts resources in place Opens doors in the community Connects with natural resources
Adaptor Monitors IPP Problem Solves IPP Periodic check-in with network Identifies additional resources
Associate Starts services as 1:1 as needed Blends supports with existing resources Transfers supports thru relationship building Decreases support as resources are in place
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Results reflect grass roots effortsResults reflect grass roots efforts Parent as Agent: Initiator and Barrier Breaker
and Resource Developer
UCP as Adaptor Trained UCP and YMCA staff about special needs children Collected biographical data to create person-centered approach
UCP staff as Associates Supported integration of play and activities, field trips lent their expertise and training became the entity to hire support
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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ResultsResults
Three Projects: Micro-Enterprise Facility-Based Community Activity Adaptor Model
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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SummarySummary
Organizational change & person-centered thinking Voice of persons served & their families Implementation of innovative services & supports
The need for system change
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Good to Great:Good to Great:Person-Centered Thinking Cultures
And Innovative Alternatives toTraditional Services and Supports
Person-Centered Thinking CulturesAnd Innovative Alternatives to
Traditional Services and Supports
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Julia Barnes, MS, MA
Legislating Social Change
SB 1270Alternatives to Day Services
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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ReflectionsReflections
From Institutions to … Choice
Living, Working,
Learning, Recreating in the Community
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Getting to ChoicesGetting to Choices
to
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
From Institutions to Less Restrictive Environments
Congregate Care and Day Programs Six Packs and a Day Program “ Three Hots and a Cot ”
Supported LivingVision: A home of your own and a key to the front door
Choice of where and with whom
to
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Getting to ChoicesGetting to Choices
Self Determination Pilot Projects TCRC & Area IX Board East LA & Area X Board Redwood Coast & Area I
Additional Participants Kern & Area VIII Board San Diego & Area XIII Board
Alternatives to Day Services (Senate Bill 1270)TCRC, Area IX Board and other stakeholders
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Achieving AlternativesAchieving Alternatives
Grass Roots Efforts Collaboration Area Board IX Informal Needs Assessment
Results: desire to volunteer, minimum wage jobs, recreation, micro-businesses, choice of living situation
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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CollaborationCollaboration
First Phase:Tri Counties Regional Center & Area IX Board
Second Phase: new partners: Far Northern & Area II Board Redwood Coast & Area I Board, State Council on Developmental Disabilities
Third Phase: Legislation SB 1270 was drafted! Peggy Collins, aide to Senator Chesbro, Chair, Senate Sub-Committee on Developmental Disabilities and Mental Health
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Senate Bill 1270Senate Bill 1270
The intent of the legislation:Improve options and choices of persons with developmental disabilities in determining their daily activities
Explore mechanisms for developing and expanding the methods of providing the services and supports
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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SB 1270SB 1270
DDS to provide to RCs and make available on the Internet, information related to employment options and assess, in consultation with regional centers the need and develop a plan for training of regional center staff about employment issues
Regional Centers, as part of the IPP, to provide information to individuals with developmental disabilities about choices for employment
Parental Fees (PDF fund) provide resources to start new programs, expand or convert existing programs. All program Development funds to promote services and supports that promote self-determination and independence.
State Council on Developmental Disabilities to convene a workgroup to develop alternative and expanded options for nonresidential services and supports.
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Stakeholder Work GroupStakeholder Work Group
State Council on Developmental Disabilities along with the support of the State Department of Developmental Services responsible for convening a stakeholder work group.
The work group to include persons with developmental disabilities, family members and service providers.
These stakeholders to develop recommendations.
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Directive to the Stakeholder Work GroupDirective to the Stakeholder Work Group Stakeholder work group to develop recommendations on how to best achieve:
Development of community-based work activities Development of community-based models Expansion of work opportunities Increased utilization of existing models Strategies to duplicate success Identification of strategies to eliminate barriers to change
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Intended Outcome of the LegislationIntended Outcome of the Legislation
Recommendations from the work group to be submitted by State Council, May 1, 2007
Recipients of the recommendations: Governor of California Certain committees of the legislature
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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Final CommentsFinal Comments
Change is possible
Take a leadership role
Start anywhere
3. Community
4. Innovation
5. System
2. Organization
C H A N G E
1. Introduction
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At first people refuse to believe that a strange new thing can be
done,then they begin to hope it can be
done,then they see that it can be done, — then it is done and all the world
wonders why it was not done centuries before.— Francis Hodgson Burnett
1849 –1924 English Born U.S. Writer
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Good to Great:Good to Great:Person-Centered Thinking Cultures
And Innovative Alternatives toTraditional Services and Supports
Person-Centered Thinking CulturesAnd Innovative Alternatives to
Traditional Services and Supports