Transcript Using An Organizational Assessment:

Using An Organizational
Assessment:
A framework to Help Agencies Build on Strengths,
Recognize Challenges, and Develop a
Comprehensive Work Plan, CWDA 2008
Stacie Buchanan, Barrett Johnson, Lisa Molinar and
Andrea Sobrado.
Agenda
Welcome & Introductions
Objectives of this Session
Why an Organizational Assessment?
Engaged Organizational Climates
Guiding Principles
Components of an Organizational
Assessment
 Applying the Organizational Assessment
 Discussion & Questions
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Objective for this session
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Why is an organizational assessment important?
Participants will explore guiding principles of
organizational development when embarking on
a new project or initiative
Will be given concrete assessment tools that will
fulfill the guiding principles
Hear case examples and outcomes when
conducting an assessment
Explore ways to apply the learning in their own
organization.
Why the Need for an Assessment
Multiple Initiatives throughout CA
 The California Outcomes and
Accountability System (PQCR, CSA, SIP)
 The Data/Outcomes Revolution
 Trend to turn to training first and not
completing a systems analysis
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Initiatives & Change:
What we know
Most EB Interventions are not
implemented
 We have only begun to look at creating an
atmosphere in the workplace for
Evidence-Based Practice
 The organizational Culture and Climate
influence both of these things
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Initiatives & Change :
Some Definitions
Organizational Culture
 “the way things are done around here”
 The shared norms, beliefs and behavioral
expectations that drive behavior and
communicate what is valued in an
organization
Summary of definitions from:
Hemelgarn, Glisson and James. (2006) Organizational culture and climate:
implications for services and interventions research. Clinical Psychology:
Science and Practice. 13(1).
Initiatives & Change :
Some Definitions
Organizational Climate
 “How it feels to work here”
 The agreed upon (i.e. not just individual)
perception of the psychological impact of
the work environment
Summary of definitions from:
Hemelgarn, Glisson and James. (2006) Organizational culture and climate:
implications for services and interventions research. Clinical Psychology:
Science and Practice. 13(1).
Change for the sake of change?
What does some of the research say?
Why does it matter what the social
workers think of the organization?
“Caseworkers in agencies with more engaged
climates reported significantly greater job
satisfaction, and caseworkers in agencies
with more stressful climates reported
significantly less job satisfaction.”
“ Children served by agencies with more
engaged climates had significantly better
outcomes”
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Glisson Research on Social Work Practice, Vol. 17 No. 6,
November 2007. Sage Publications
Engaged Climates
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“caseworkers who provide services within
agency work environments that have
more engaged climates (i.e. high in
personal accomplishment and low in
depersonalization) are more likely to
accomplish these objectives”
– Individualized casework
– Personalized relationships
– Focus on achieving best results for each child
Guiding Principles
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Mission driven vs. rule driven
Results oriented vs. process oriented
Improvement directed vs. status quo
oriented
Relationship centered vs. individual centered
Participation based vs. authority based
Glisson Research on Social Work Practice,
Vol. 17 No. 6, November 2007. Sage
Publications
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Power Point
Presentation
Focus Groups
Self-Assessment
Rating Document
Strategic Planning
Guide
Template for
Summary Report
Assessment Tool Kit Components
Mission Driven vs. Rule Driven
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From the Organizational Assessment Tool Kit
– A Power point presentation and speaking points
for the County to share with their staff and
other stakeholders regarding the information
obtained from other tools and the importance
of embarking on this process.
– A one page executive summary is prepared to
share with staff and other stakeholders.
– A clear Vision and mission are established.
Results oriented vs.
Process oriented
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From the Organizational Assessment Tool Kit
– A self assessment rating document is completed on
an ongoing basis by the agency and other
stakeholders to assess baseline performance and
thoroughly review their system, focusing on
progression within the continuum. The domains
assessed include:
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Collection and use of data
Shared Value and Common Language
Training and Engagement of Staff
Training and Engagement of Partners
Parent, youth and child Engagement
Agency Policy and Practice
Improvement directed vs.
Status Quo oriented
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From the Organizational Assessment Tool Kit
◦ A template for a summary report and strategic
plan
◦ Ongoing use of the self assessment document
Relationship centered vs.
Individual centered
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From the Organizational Assessment Tool Kit
◦ Focus groups , tools include
 Focus group scripts
 Suggested questions
 Planning for the focus groups document
◦ Surveys, interviews and feedback forms that
can be conducted with stakeholders
Participation based vs.
Authority based
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From the Organizational Assessment Tool Kit
◦ In every level of the organizational
assessment, a comprehensive group of child
welfare staff at all levels, families, youth, foster
parents, community members, services
providers and cross – system partners are
collaborated with.
◦ We know that for an initiative to be sustained a
collaboration is essential.
Application of Assessment
FRESNO COUNTY
Birth– Six Initiative
 Assessment Process
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◦ Focus Groups
◦ Self-Assessment Document
◦ “Scouting the Terrain”
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Results of Fresno Assessment/Experience
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Respite Care
Continuum
Kin Services
Assessment
Other Applications
Group Activity
‘Pick-a-Project’
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Adapting the Assessment Rating Tool
◦ Data
◦ Shared Values & Common Language
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Marketing the Project
◦ Power Point presentation
◦ Executive Summary
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Focus Groups vs. One-on-one
Final Thoughts & Next Steps