Transcript Maine Videoconference Series Organizational Change to

Organizational Change
From Facility-Based to CommunityBased Employment Services
Pat Rogan
September 13, 2012
Why Change from Sheltered to
Integrated Employment?
People receiving services dissatisfied
Poor quality sheltered services &
outcomes
Knowledge of best practices
Push from external entities
How are we Doing?
Integrated employment declined to 20.1%
in FY2011 (Butterworth, 2008)
Increased segregation + non-work
community activities.
625,000 in sheltered facilities earning
subminimum wages.
The rate of movement from sheltered to
integrated work: a mere 1-5%.
How are we Doing?
Medicaid spends 4X more money on
segregated adult day programs than
supported employment.
No preference for integrated
employment within the Medicaid
program.
Many (if not most) in sheltered day
programs prefer to work in a real job
in the community.
(Migliore et al, 2007)
Looking Back…
1990s: Systems change grants & initiatives
supporting organizational change, e.g.,:
Albin, Rhodes, & Mank, 1994
Murphy & Rogan, 1995
Rogan, Held & Rinne, 1998
Butterworth & Fesko, 1998, 1999
Petty, Brickey, Verstegen & Rutherford, 1999
Critical Features of States with Highest
Employment Outcomes
 Philosophy, policies & funding support
integrated employment.
 Statewide capacity building & advocacy
efforts; systems change initiatives.
 Strong, consistent leadership.
 Data based decisions.
Major Barriers to Change
Negative attitudes & resistance
(e.g., staff, families, Board)
Funding (Inflexible, insufficient)
Lack of expertise (re: organizational transformation)
Lack of leadership
Other: Transportation, safety net
NOT: Resistance from people with disabilities or
community.
Understanding What to Change
Strategy: What you do
The
Organization
Structure: Who does it
Systems: How you do it
.
Organizational Change Strategies
Create a Vision for the Future (Strategic Plan)
Mobilize Commitment (Stakeholder Buy-in)
Develop Strong Leadership (Change Management Team)
Align Services, Org Structures, & HR
Practices
SERVICES: CE Competency Model
Effective Employment Strategies
Traditional Services
Focus on readiness
Move through
continuum
Deficit-based voc.
evaluation
Positive Community
Services
No need to “get
ready” - Teach in
community.
Person-centered &
directed planning –
Capacity search.
HR: Develop Entrepreneurial
Leaders
Teach skill sets (Discovery, Job Development,
etc.) alongside leadership abilities.
Widen agency vision to include front-line
staff as community builders.
Focus on staff development through active
mentoring from supervisor (community-based
staff positions cannot be supervised by a
building-based manager).
In the past a leader was a boss.
Today’s leaders must be partners with
their people…they no longer can lead
solely based on positional power
Ken Blanchard
What Maintains a
Structure
Hierarchy
Expertise
Specialization
Misunderstanding of mission
Traditions
Fear…it is the hardest change of all!
Structure: Think about it…
If You Add Specialists:
It’s not my job
You have to talk to my
boss
How are we going to pay
for it?
The result: Incremental
change.
To Change Your Structure:
It’s everyone’s role
Build rapport and
permission will come
Know your stuff
Do the right thing and the
money will come.
The result: Real change.
Tips from Those Who Have Been There
Involve all levels in discussion of vision &
values.
Invest heavily in training.
Use the vision & inherent values to
evaluate processes/outcomes.
Use individual planning for all.
Communicate, communicate,
Communicate!
If you don’t like change,
you’re going to like
irrelevance a lot less.
Tom Feltenstein
It is not the strongest of the
species that survive, nor the
most intelligent, but the one
most responsive to change
Author unknown
Partnerships – Critical to
Success!
It’s all about Relationships!
People served
Families
Staff
Board
Community; Employers
Funders
FUNDING
Economic Development & Diversity
Relationships with Funding Sources
Diversify—pros and cons
Business Approach
Sustainability
Coalitions start at home. Align leadership
with visionary outcomes.
Staff need more than a financial reason
to believe in the work. Managers and
agency leadership have to be vested
through actions.
New skill sets can be taught if they are
illustrated rather than only benchmarked.
Recommendations…National Level
Develop a national agenda for change
National OC Forums
Employment First Initiatives
Comprehensive Transition Services
Shift funding from sheltered
Support for leaders to learn how to
change
Recommendations….State Level
State Level Leadership!
Employment First Initiatives
Post-secondary Ed Initiatives
Funding controlled by people with
disabilities and families
“Training Arm(s)” in each State
Recommendations….Local Level
Share Success Stories
Provide Staff Training and Support
Partner with Self-Advocates
Learn from Success
We are far too patient with the passage
of time for people with disabilities…time
is as precious for a person with a
disability as it is for all of us!
Gary Provencal
Resources
Rogan, P. & Rinne, S. (2011). National call for
organizational change from sheltered to integrated
employment. Intellectual and Developmental
Disabilities, 49 (4), 248-260.
Butterworth, J. et al (2011). StateData: The national
report on employment services and outcomes. ICI –
U-Mass, Boston.
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