"Riding The Tides of Change"
Richard Wanne - Director of Eligibility Operations for the County of San Diego Health and Human Services Agency
welcome to San Diego. The only thing that is constant is change.
Been doing social assistance programs in SanDiego since 1903 and changes have occurred throughout this time span. Presently faced with implementation of most major changes in the last 50 years.
Along with program changes, they are implementing new business models also. Change strategy in San Diego includes: communication, focus on mission and purpose, creation of multi-level Tiger Teams, constant reinforcement of who the team is, strategize with community partners, focus on data, and a focus on strengths.
Used data to drive performance management or staffing levels, workload productivity levels, corrective action strategies, risk management, and recognitions
Implemented strength based Leadership which involves knowing your strengths and investing in others, get people with the right strengths on your tam, understand and have representation of the 4 strengths throughout the organization. Question: Do you have an opportunity to use your strengths at work every day? Less than 12% do currently.
Using strengths everyday drives productivity. First Break All the Rules (by Marcus Buckingham & Curt Coffman) provides information on highly productive organizations. Determine what you can do to promote productivity. Identify weaknesses and don't try to change them. Rather put resources in their best effort and work around them - work with them.
Strength based leadership offers a management
Fred Wulczyn, PhD, Director for State Child Welfare Data - "Using Data Analytics to Drive Client Outcomes"
Uses cumulative foster care data to predict service needs, gain funding, monitor performance and predict agency outcomes.
Has been asked to speak on how to develop outcome measures, the use of data to target resources, what lessons have been learned, and measuring performance across sectors
Application Model Steps:
plan - define the problems and outcome - develop change design intervention
do - implement information
study - measure outcomes, monitor implementation, provide feedback
act - adjust intervention as needed
Steps for developing outcome measures - define the process - what is an outcome measure (the role of change) - domains (mission critical) - numerators and denominators (what risk are you attempting to measure - the quality of the mirror you hold up) - sampling (who are you talking about)
For every hour spend on developing outcomes, you will spend 10 fold amounts of time developing measures
It is easy to create an illusion of change based upon what measures are implemented. Be careful to hold the mirror which accurately reflects a situation.
Use data to target resources - variation and outliers - understand the needs of each measure - use results to guide you to policy and practice decisions
Lessons learned - deliberate use of research evidence - outcomes versus process, quality and capacity - the role of hypothesis (observations, explanations, intervention, benefit) - the importance of finance and incentives
Be clear about definition of outcomes developed - can measure the process, quality and/or capacity and totally miss the intent of what you are trying to accomplish
Write down the specific measures - limit "cherished notions" assumptions as they will distort your frame of reference
It's a fact that you will do what gets measured. Measure what is important.
Working across service sectors - old ideas with new opportunities (human problems are inter-connected, service silos are inefficient) example: one stop shops - the concept has been around since the 70's but is continually presented as a "new" idea.
Foster care and health care (how does/is behavioral health influenced by placement - how does placement influence health)
Data can help to create a more effective and efficient way to do your work.
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