NADDP Participant Guide Module 4: Organizational Development

Module 4: Organizational Development (includes Change & Project Management & Statewide Meetings

This module is intended to develop and promote the understanding of assessing an adult services agencies’ culture and climate. Learning is centered on how organizational culture and climate can support change and improvement over time. This module provides an opportunity for the learner to develop change strategies that improve short term outputs and long-term outcomes for adults and families in the adult services system.

Learning Objectives:

Knowledge: Understand the basics of assessment and diagnosis of agency culture and climate.
Skill: Perform informal and formal assessment of agency and external partnerships.
Skill: Facilitate Project and Change Management within the division.
Attitude: Promote and practice continuous quality improvement.

Reading and Activities: 5 hours

Coaching: 3 - 4 hours

Segment #1: Organizational assessment for culture and climate Time: 5 hours
Segment 1 Learning Objective	Director will understand the importance of conducting internal and external, formal and informal organizational assessments to gain an understanding of the culture and climate of the organization.
Reference Materials	The Organizational Effectiveness Handbook, American Public Human Services Association (*Print warning* - this document is 310 pages) https://aphsa.org/wp-content/uploads/2024/08/2024_APHSA-OE- Handbook.pdf Building and Managing Effective APS Teams (Document provided) Readiness Reflection Tool (Document Provided) Article: What is Organizational Development? A Complete Guide by Erik van Vulpen https://www.aihr.com/blog/organizational-development/
Activities & Assignments	OE Handbook, preface iii-xviii, Chapter 1 Review resources and identify if an organizational culture and climate assessment is necessary and if so, identify a resource for this. Review & develop an Organizational Assessment Create a Strategic Playbook Roadmap for Change Review remaining reference items in their entirety Review Content below
Content	Organizational culture and climate consist of shared values, norms, attitudes and perceptions that influence how people in an organization behave. An agency’s priorities, leadership commitments, and staff motivations reflect its culture and climate. For new programs and practices, an agency’s culture and climate may affect how people accept and support change. Organizational culture refers to the shared behavioral expectations and norms in a work environment. This is the collective view of “the way work is done.” Organizational climate represents staff perceptions of the impact of the work environment on the individual. This is the view of “how it feels” to work at the agency (i.e., supportive, stressful, punitive, innovative). An agency’s culture and climate influence how adult services staff at all levels do their work and how they feel about their work. Staff with the right skills and knowledge may not achieve an agency’s objectives if the culture discourages their appropriate use. For example, case workers may receive training on family engagement skills, but they may not apply those skills unless the agency culture also emphasizes, supports and rewards working in partnership with parents in meaningful ways. Further, if the climate causes staff to feel overwhelmed and unmotivated, they may not be ready for new initiatives and may resist changing responsibilities. Finally, organizational culture and climate can influence staff morale. Low morale can result in staff turnover, which in turn, can have a negative impact on agency functioning and service delivery to families. The potential impact of organizational culture and climate on staff performance and retention, agency functioning, and ultimately, outcomes for families underscores the importance of leadership attention to this area. Agencies interested in promoting innovation and change may need to look at how their organization culture and climate support a learning organization, participatory decision-making, flexibility, and continuous improvement.
Preparation for segment 2	See Reference Material section for Segment 2

Segment #2: Understanding and using organizational data for organizational change Time: 3 – 4 hours Coaching 2 - 3 hours
Learning Objective	Director will understand the importance of using organizational data to assess current organizational status. Director will understand how this information can be used to improve organizational effectiveness.
Reference Material	Organizational Effectiveness Quick Guide for Teams (2009), American Public Human Services Association (document provided) The Organizational Effectiveness Handbook, American Public Human Services Association (*Print warning* - this document is 310 pages) https://aphsa.org/wp-content/uploads/2024/08/2024_APHSA-OE- Handbook.pdf Setting the Stage for Organizational Health https://drive.google.com/open?id=1UnUdXb6iuRYcVvUDjbFkgBbohBqoHWJf_MYRiE7H4R0 Ten Drivers of Sustainable Implementation handout APHSA, Phil Basso, 7,7,11) https://drive.google.com/open?id=1P4l7-9EAEx04T_cqwQYAXEgWGIuUvDrW
Activities	Read chapter 2 from the OE Handbook Read OE Quick Guide Complete an assessment of what types of tools and/or templates are currently used in the organization’s structure and processes. Do worksheet 3 scenarios on “Setting the stage for Organizational Health-My Role In Creating Organizational Culture and Climate for Change Read remaining Reference Material above, as well as Content below
Content	Organizational effectiveness is a systemic approach to continuously improving an organization’s performance, capacity to change and client outcomes. “Systemic” refers to considering an entire system or an entire organization; “systematic” refers to taking a step-by-step approach. In simple terms, organizational effectiveness is a step-by-step approach to continuously improving an entire organization. APHSA has found that to improve organizational effectiveness, you must Define the priority improvements in operational terms; Assess observable, measurable strengths and gaps; Plan quick wins, mid-term, and longer-term improvements; Implement action plans while managing communication and capacity; and Monitor progress, impact, and lessons learned, impact for accountability and ongoing adjustments. This is referred to as the DAPIM model: Define, Assess, Plan, Implement and Monitor. Organizations experienced in DAPIM use it to continuously improve everything they do. No matter how big or small. At any given time an organization may be engaged in a multi-year “big DAPIM” to make fundamental improvements to practice while simultaneously running multiple “little DAPIM’s” to eliminate inefficient processes, respond to unexpected shifts in the environment, overcome obstacles, etc. To understand the current state of the organization, the areas in which performance is good, where efficiencies are in place and working well, where performance is not good and where improvements in practice and process are needed the director must collect, review and discuss the organizational data on a regular basis. Understanding the organizational data around policies, protocols, and practice is key to knowing how effective an organization is in improving outcomes. ASPHA has developed the Organizational Effectiveness Quick Guide for Teams which contains user friendly tools and templates to help teams plan for and drive continuous improvement. The tools and templates used most frequently by work teams include: Continuous Improvement Plan Template Tracking Quick Wins Tool Chartering Teams Template Communication Plan Template Capacity Building Guide Team Activities to Address Areas of Particular Challenge Logic Models (2009 American Public Human Services Association).
Preparation for next segment	See Segment 3 Reference Material section

Segment #3: Change & Project Management Time: 4 - 5 hours Coaching: 2 - 4
Learning Objective	Director will learn about change management and project management through exposure to various tools. Director will understand the importance of an implementation team to guide change management efforts. Director will learn to use mapping exercises to assist in integrating the work of the organization.
Reference material	Organizational Effectiveness Quick Guide for Teams (2009), American Public Human Services Association (document provided in Segment 2) The Organizational Effectiveness Handbook, American Public Human Services Association (*Print warning* - this document is 310 pages) https://aphsa.org/wp-content/uploads/2024/08/2024_APHSA-OE- Handbook.pdf Project Management for Government: Strategies for Success https://teamhub.com/blog/project-management-for-government-strategies-for-success/
Assignment	Re-read/review chapter 2 from the OE Handbook Re-read/review OE Quickguide Review remaining Reference Material and Content
Activities	Director will conduct a mapping exercise with their management/leadership team. Director will identify an existing project or a new project/initiative to begin applying the models/tools/templates to for implementation. Director will assess current organizational teams and meetings that operate within the organization that can serve as an implementation team for all agency efforts.
Content	Much of the work that needs to be done in Adult Services requires knowledge of change management and the need to use a process that allows for the following: an assessment of the current environment or issue, a description of the desired change, an assessment of the current resources and what additional resources are necessary, an organized process for moving the change forward and a process for monitoring and measuring the change with an allowance for retooling if necessary. It is important when beginning a new job as an Adult Services director or beginning to implement a new initiative/project that one begins with an exercise that looks at what work is currently being done within the organization, assessing what is being achieved and where improvement is needed. If a new project starts, assess whether the new work is aligned with and can be integrated into the current work being done. To accomplish this, a leader can consider working with their leadership team to complete a mapping exercise. The mapping exercise will provide a picture of what the organization is currently doing and assist in determining whether activities are aligned and/or if they are duplicative. See mapping activity Once a mapping exercise is completed it can serve to inform the leadership team about which current structures exist that may best serve as an implementation team for all future implementation efforts. As the organization moves various initiatives forward, the implementation team serves as the main vehicle for identifying issues that need troubleshooting or additional resources. The implementation team should consist of leadership that is able to address the issues identified. The implementation team can provide the oversight necessary to each of the separate efforts while also having a mechanism to share information across all efforts in the organization. 8 strategies for Project Management in government - excerpt from https://www.highgear.com/blog/government-project-management/ 1. Establish clear project goals Defining clear (and achievable) project goals is essential for avoiding bottlenecks. You should also ensure that all of your team members understand the objectives and their specific roles within the project. Clear goals help to: Align everyone’s efforts Identify and organize priority tasks Manage expectations Eliminate confusion and delays 2. Have regular status meetings Conducting regular status meetings can help you monitor your project’s progress. Not only that, but they may help ensure everyone is on the same page and identify risks or issues early on. That way, they can be dealt with as soon as they arise so they don’t slow down the rest of the project pipeline. Additionally, these meetings provide a platform for your team members to discuss challenges, share progress updates, and solve problems in a collaborative environment. 3. Prioritize tasks To manage your tasks more efficiently and prevent bottlenecks in high-priority areas, you’ll need to implement a priority system. This means sorting tasks based on their urgency and importance and completing critical activities first. 4. Allocate your resources wisely One of the biggest hurdles for a project management professional to overcome to reduce bottlenecks is poor resource management. To address this challenge, you should distribute your resources wisely and leave some flexibility for adjustments where necessary. 5. Streamline your approval processes To prevent delays, it’s important to simplify and speed up the approval process. For example, implementing electronic approval systems can majorly speed up the decision-making process and reduce bottlenecks caused by slow or manual approval procedures. It’s equally important to ensure that all your stakeholders are aware of – and adhere to – the approval processes. 6. Improve collaboration Creating a collaborative environment helps to address issues quickly and efficiently. You should always encourage open communication, teamwork, and information sharing among your employees. Additionally, collaboration tools and platforms can facilitate real-time interactions among project teams and improve their overall coordination with one another. 7. Use data-driven insights You can leverage data and analytics to gain deeper insights into your project’s performance to more easily identify where and why bottlenecks happen. Furthermore, analyzing data can help you better understand trends, predict potential issues, and prevent bottlenecks. 8. Automate repetitive processes Automating repetitive yet necessary processes, like data entry or reporting, can reduce the risk of manual errors and majorly speed up your workflow. For this reason, workflow automation tools are fantastic ‘helpers’ and can manage routine functions effectively to allow your team members to focus on more strategic tasks.
Preparation for next module	Review your professional development plan and prepare to review with your coach.

Segment #4: Statewide Meetings and Regional Work

This module provides an overview of statewide and regional meetings to assist the director in understanding their relevance to the Director’s role in developing partnerships that help the Director meet agency needs and supports the overall success of Adult services.

Learning Objectives:

Knowledge: Identify regional and statewide meetings and key partnerships.
Skill: Establish linkages with statewide and regional meetings and key partnerships within agency structures and key local community entities to meet agency needs.
Attitude: Promote collaborative interactions at statewide and regional meetings and key partnerships to meet agency needs.

Reading and Activities: 1 to 2 hours

Coaching: 1 hour

Resources	CWDA Website: https://www.cwda.org/Bay Area Academy: http://bayareaacademy.org/Central California Training Academy: https://www.fresnostate.edu/chhs/ccta/ ASTA (to be confirmed). Northern Training Academy: https://humanservices.ucdavis.edu/programs/northern-california-training-academy Meeting Landscape Tool: Provided.
Learning Objective	Be aware and knowledgeable of, and establish linkages with, statewide and regional meetings.
Content	Statewide meetings California Welfare Directors Association (CWDA) CWDA is a nonprofit association representing the human service directors from each of California’s 58 counties. The mission is to promote a human services system that encourages self-sufficiency of families and communities and protects vulnerable children and adults from abuse and neglect. CWDA functions: Advocates for policies that will further the mission of the organization. Educates state and federal policymakers and the public regarding the significance of human services policies on individuals, communities, and county human services operations. Collaborates with county human service agencies, state and federal governmental entities, community-based organizations and advocacy organizations to ensure efficient and effective service delivery and the exchange of best and promising practices. The Sub-Committees convened by CWDA are pre-approved and sanctioned by Agency Directors. These committees are more specific in focus and can be “attended” in person or by phone. Participants include designated staff from counties and are responsible for analyzing proposed legislative changes, identifying trends and concerns, sharing program implementation, goals, and outcomes, and making recommendations to the Operations Committee as part of the standing agenda items for that meeting. These recommendations are discussed, and a decision is made about what is taken to the Adults Committee in the way of concerns and recommendations. CWDA Adults Services Committee Meets 2^nd Thursday, 12pm – 3pm (No meeting July, October, December), virtual or in person – see CWDA website) This committee is chaired by County Agency Directors and is attended by the Adult Services Directors of each California County. The purpose is to provide updates about Adult programs to the directors and to bring issues and concerns in Adult Services that need to be addressed at the Adult Services director level. It is an opportunity to have direct contact with state adult leaders and to meet adult services directors from other counties. CWDA Long Term Care Ops (LTCOPS) Meets 1^st Wednesday, 9am – 1pm (No meeting July, October, December, virtual or in person – calendar provided by chairperson) This meeting is chaired by two IHSS directors, managers or supervisors (?) who serve a two-year term and is attended by Adult Services Directors or their designee. The purpose is to give Adult directors an opportunity to jointly collaborate with the state on the development and implementation of IHSS policy. At the Monthly LTCOPS Committee, State representatives attend this meeting with the goal of sharing knowledge and understanding for program implementation required because of legislative changes or needed program clarifications based on current mandates and outcomes. Issues and/or concerns are identified, and recommendations are brought forward to the Adults Committee the following week as there is a report out opportunity for each sub-committee as part of the standing agenda items. CWDA Protective Services Operating Committee (PSOC) Meets 1^st Thursday 9:30am – 12:30pm (No meeting July, October, December, virtual or in person – calendar provided by chairperson) This meeting is chaired by two APS directors, managers or supervisors (?) who serve a two-year term and is attended by Adult Services Directors or their designee. The purpose is to give Adult directors an opportunity to jointly collaborate with the state on the development and implementation of IHSS policy. At the Monthly PSOC Committee, State representatives attend this meeting with the goal of sharing knowledge and understanding for program implementation required because of legislative changes or needed program clarifications based on current mandates and outcomes. Issues and/or concerns are identified, and recommendations are brought forward to the Adults Committee the following week as there is a report out opportunity for each sub-committee as part of the standing agenda items. Regional Meetings Regional Adults Committees Each regional area has a regional Adults committee that meets regularly to debrief issues, concerns and policies discussed at the state meeting and to discuss the implications for regional implementation. Bay Area: Central Region: Central Region: Valley Mountain Regional Los Angeles: Northern Region: Southern Region: Regional Training Academy Advisory Bodies In California there are four regional training academies and a university consortium in Los Angeles and each one serves specific counties. Each training academy has an advisory group that includes representatives of the counties they serve. Bay Area: Training Advisory Board (TAB) TAB is coordinated by the Bay Area Academy. To insure a strong connection with the Bay Area Social Services Consortium (the Bay Area’s agency-university-foundation partnership), the Vice-Chair of BASSC serves as the Chair of TAB. TAB’s purpose is to advise Academy staff on planning and implementing the annual regional training plan. This board is comprised of two representatives from each county (the child welfare services administrator and staff development director), and invited CalSWEC representatives. BASSC Directors are responsible for designating two TAB members, one as Chair of the TAB. Central Region: Central Region: Los Angeles: Northern Region: Southern Region: County meetings In addition to statewide and regional meetings, each county will have specific standing meetings related to adult services and inter agency meetings that the director may or may not participate in.
Activities	Talk with your Agency Director about CWDA, especially Adults and Ops meetings. Find out what the practice has been in your county about who attends. Ask about what role your county usually plays in CWDA meetings, e.g., is your county usually considered a leader at CWDA? Does your director want your county to have a strong presence and voice at CWDA meetings? Does your director want you to be a leader at regional meetings? Is there anybody that your Director especially wants you to meet? How does you Director see the balance between participating at CWDA meetings as a representative of your county and the needs of the region or state as a whole? Conduct a landscape exercise of county, regional and statewide meetings. Meet with your Director (or a designee) to identify what meetings take place in your county that you should attend or be aware of. Ask your secretary what meetings the previous Director attended. Find out from your Director and your staff: What is the purpose of the meeting? How important is your or your staff’s attendance at those meetings considered to be? Do these meetings influence your county board of supervisors or any other governing body? Who attends from your agency? What is the appropriate level of staff to attend?
Preparation for next module	Module complete, discuss next Module with Coach

NADDP Participant Guide Module 4: Organizational Development

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