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

4

• 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

1

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

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Formulate StrategicGoals/Objectives

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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

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100

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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.

steven.collins@vr.fldoe.org(850) 245-3429

Darlene Groomes, Ph.D., CRC, LPCgroomes@oakland.edu

248-370-4237

Michael Shoemaker, M.A., CRC, LVRCmtshoemaker@utah.gov

(801) 538-7746

• Summit Group and Rehabilitation Program Evaluation Network website: www.vocational-rehab.com

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