Transcript CHANGE - Portland State University

2003 National Head Start
Conference for New Directors
Welcome to
Directors with
Previous
Experience
Managing Your Head Start
Organization
Presenter:
Johnnie Cain
Region X HSQIC
Early Childhood Training Center
Portland State University
Managing Your Head Start
Organization
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•
Change
Management Systems (Samples/Aides)
National Training Guides
Team Assessment Tools Utilized
Leadership Philosophies
4 Cs
• Communication
• Change
• Conflict
• Consistency
What’s What or Who’s Who?
• We hope to provide you a map and
be a guide through your
experience!
• We hope to be clear and applicable.
• So who’s on First??!
Who’s on First?
(Thanks to Mr. Abbott and Mr. Costello)
Why
Because
How
Center Field
Left Field
Right Field
I Don’t Give a Darn
Short Stop
I Don’t Know
Third Base
What
Second Base
Tomorrow
Who
Pitcher
First Base
Today
Catcher
Director?
• What did you want to be
when you grew up?
CHANGE
“There is a certain relief in Change,
Even though it be from bad to worse,
As I have found traveling in a Stagecoach,
That it is often a comfort to SHIFT one’s
position,
And be BRUISED in a new place!
Change:
• Think about how hard it is to change yourself
•
•
and…..
•
• You’ll understand what chances you have of
changing others.
•
• Anonymous
Change:
• * Self – Interest
•
- People/Organizations fear that change will cause them
to lose something they once had
•
• * Misunderstanding
•
•
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- Change starts as a vision in the minds of the sponsor.
- If people misunderstand and/or don’t trust the
individual/group, they will suspect that there is a
hidden agenda and harmful motives for proposing
change.
Change
• * Different Assessment
•
- When people or organization view different causes and cures
for it. Therefore, they may see a change as tackling the wrong
cause and proposing a fruitless solution.
•
• * Low Tolerance
•
•
•
- They fear they will be unable to handle the new condition
properly and competently.
- They may also resist breaking up comfortable social
relations with co-workers.
Collaboration
Cooperation: Working harmoniously
Cooperative: Sharing the work
Collective: Working together
Laboratory: A place for discovery
Labor: The work and people
Oration: Group Communication
Ration: Distribution of the work
Rational: Logical Path
Rationale: Logical reasoning
The Committee
This is the story of four people:
Everybody, Somebody, Anybody,
and Nobody.
The Story starts…..Once upon a
time…...
The Committee
• There was a task to be done, and everybody was
sure that somebody would do it.
• Anybody could have done it, but nobody did it.
• Somebody got angry, because it was everybody’s
job.
• Everybody thought that somebody would do it.
• But nobody asked anybody….
• It ended up that the job wasn’t done, and
everybody blamed somebody, when actually
nobody asked anybody.
The PRISM
Program Review Instrument for Systems Monitoring
(Now being used everywhere)
Objective of Management Systems
• “Effective
management systems
and procedures must
be in place to support
the implementation of
quality services.”
•
NPRM
p.17768
Changes focuses on:
• “Big Picture”
• Supporting the integration
of services
• Management Systems
• Relationship between
Services &
Systems
• Consensus Building
Required Management Systems and Procedures
(To Flow Through Services)
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Program Governance
Planning
Communication
Record-keeping and
Reporting
Ongoing Monitoring
Self-Assessment
Human Resources and
Fiscal Management
System
• Explicit in the Head Start’s New Performance
Standards is the beginning of a theme for a
systematic design for the operation of Head Starts.
A model that “tell us exactly how well you are
operating in measurable and qualitative
terms!” An effective "Monitoring System",
therefore, ensures that there will be a system in
place for the ongoing monitoring of program
operations to ensure that these operations
effectively implement Federal regulations?
Systems Matrix
The World We See
Johari’s Window
What I Know
What I Think I Know
What I Don’t Know
What I Don’t Know
That I Don’t Know
Managing Your Organization
• We have been
given new tools
to bring systems
to our
organizations
Managing Your Organization
sys•tem n.
1. a set of facts, principles, rules, etc.
classified or arranged in a regular,
orderly form so as to show a logical
plan linking the various parts
2. a method or plan of classification or
arrangement
3. a) an established way of doing
something; method; procedure
b) orderliness or methodical planning
in one's way of proceeding
Dates for Action
Dates for Action
GABI
Grant Application Budget Instrument
Fiscal Assistant
Ultimate Employer (Now Software)
For organizations up to 150 employees from Padgett-Thompson, Source
Com, 1-800-433-3635 (Cost $349 Package) Description Now $179/Performance Now - $119People Manager - $119/Policies Now - $119
Descriptions Now
Demonstration
Ultimate Employer (Now Software)
For organizations up to 150 employees from PadgettThompson, Source Com, 1-800-433-3635 (Cost $349
Package) Description Now - $179/Performance Now $119People Manager - $119/Policies Now - $119
flow•chart n.
a diagram, often using
geometric symbols,
showing steps in a
sequence of operations.
It’s Not a Puzzle!
• Flow-Charting is
as easy as
making toast!
Earthguide Interactive Systems, Inc.
(415) 247-1500
Earthguide Interactive Systems, Inc.
(415) 247-1500
(505) 232-3200 - ($35)
Health and Welfare
Agency Contract
Health/Welfare Refer
Parent to Head Start
Head Start
HS Dir
Director
Informs
Informs
Policy
Policy Council
Council
Policy Council
Monthly Update
Administrative Office
Volunteer File
Enrollment of TAFI Volunteers
Interviews at Center
Placement
and Other
Actions
Center Staff will
Route Application
Terminatio
n
Personnel Files
Maintained and Updated
Time Sheets and
Performance Evaluations
Microsoft Visio Professional
$198
Flowchart For Problem Resolution
NO
YES
Is It Working?
Don’t Mess With It!
YES
YOU MESSED UP
BIG-TIME!
Anyone Else
Know?
NO
Hide It
You’ll Have To
Live With It!
YES
NO
Can You Blame
Someone Else?
Yes
NO PROBLEM!
Did You Mess
With It?
NO
YES
Will it Blow Up
In Your Hands?
NO
Look The Other Way
HSFIS Overview

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100% PIR Generation
New Staff Development Component
Data Transfer with different Agencies
Enterprise / Lite Editions
70+ New System Crystal Report
Duplicate SSN Feature
More Compatibility with Terminal Servers
Windows 2000 and ME Compatible
95% of reports meet Performance Standard
Requirements
7/21/2015
Staff Education History
Staff Employment Demographics
Outcome Reports
7/21/2015
Outcome Report
HSFIS Enterprise Edition

Central System: Coordination and consolidation
point for family data

Sub-Central System: Sub-consolidation point.
Recommended for large agencies

Remote System: Data Entry point for any family
information
HSFIS Lite Edition

Low maintenance version of HSFIS

Quick installation and data entry in minutes

Requires/allows minimal customization

Recommended for small to medium sized agencies
that may not maintain an in-house technical support
staff
Measuring Outcomes
Intent of Congress
• Accountability
• Look at program through self-assessment
• Augment PRISM monitoring to examine
quality and outcomes
• Use as tool for CI
(continuous improvement)
• Track progress systematically
Why Measure Outcomes?
• To help programs
improve services
• Outcome measurement
provides a learning
loop that feeds
information back into
programs on how well
they are doing.
• To see if programs
really make a
difference in the lives
of people.
United Way of America Manual - 1996
Measuring Program Outcomes: A Practical Approach
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Step 1: Get Ready
Step 2: Choose the Outcomes you want to measure
Step 3: Specific Indicators for your outcomes
Step 4: Prepare to Collect Data on your indicators
Step 5: Try out your measurement system
Step 6: Analyze and report your findings
Step 7: Improve your Outcome Measurement
System
• Step 8: Use your findings
Logic Model
• The conceptual chain demonstrates the “If-Then”
sequence of changes that the program intends to
set in motion through its inputs, activities, and
outputs. This represents the program’s theory or
logic, and can be graphically portrayed in a logic
model.
• “We use these resources (inputs) to produce
these activities and outputs, in support of
these children and families, so they can
change in these ways.”
Summary of Program
Outcome Model
INPUTS
ACTIVITIES
OUTPUTS
Resources
dedicated
to or
consumed
by the
program
What the
program
does with
the inputs
to fulfill its
mission
The direct
products of
program
activities
OUTCOMES
Benefits for
participants
during and
after
program
activities
The Logic of Outcome Measurement/Performance Measurement
(Program Logic or Theory)
HOW We Conduct the
Performance Measurement Process
These
resources
are used…
For these
activities…
E.g.,
-Funding
-Staff
-Staff time
-Facilities
-Equipment

E.g.,
-Developmentally
appropriate
curriculum
-Comprehensive
services
-Parent training
WHY We Conduct the
Performance Measurement Process
To produce
these
outputs
E.g.,
-number of
children
served
-number of
full day slots
–number of


health
referrals
made
-number of
parent
trainings
offered
Note: Performance measurement can occur across any one of these phases.
In support of
children and families,
and for
internal and external
audiences
So they can change
in these ways
(short term
outcomes)
Which leads
to these
outcomes/
results
E.g.,
-Children make
progress across
developmental
domains

-Parents increase
involvement in athome literacy
activities
Children’s
social
competence /
school
readiness

Adapted from:
Performance Measurement, Gretchen Jordan & John McLaughlin,
Long-term outcome:
School Readiness / Social Competence
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
Child outcome measures:
Head Start children demonstrate improved:
- emergent literacy, numeracy, and
language skills
- general cognitive skills
- gross and fine motor skills
- positive attitudes toward learning
- social behavior and emotional well-being
- physical health
Family outcome measures:
Head Start Parents
- demonstrate improved parenting skills
- improve their self-concept and
emotional well-being
- make progress toward their educational,
literacy, and employment goals


Outputs of activities/process measures
related to children
-
Outputs of activities/process measures
related to families:
-

Activities/process measures
related to children:
Head Start programs/staff
- provide developmentally appropriate
educational environments
- interact with children in a skilled and
sensitive manner
- support and respect children's
cultures
- assure children receive needed health
services
- provide nutritional meals and snacks
- provide individualized services for
children with disabilities


Outputs of activities/process measures
related to program management
-

Activities/process measures
related to program management:
Head Start programs
- are well managed
- involve parents actively in decisions about
programming
- employ qualified staff
- support staff development and training
- comply with Head Start regulations

Inputs
-

Activities/process measures
related to families:
Head Start programs link parents with
- social service agencies
- educational agencies
- health care services
- child care services
-

Inputs
-

Inputs
-
Notes: Logic model components are imbedded in program context, values, beliefs, and assumptions.
Process measures can be evaluated on bases other than outputs (e.g., professional standards such as NAEYC, “best” practices/promising practices)
Head Start Matrix and Index
For National Training Guides
National Training Guides
• Management
(Training Guides for
Head Start Learning
Community)
• Leading Head Start
into the Future
• Cultivating
Successful
Management Teams
3 Modules per Guide
Understanding Leadership
Module 1- Key Concepts
• Leadership Starts from
within.
• Leaders are value
driven.
• Leaders develop
insight and awareness
Influencing Organizational Culture
Module 2 - Key Concepts
• Leaders shape their
programs.
• Leaders recognize that
conflict is a natural
part of HS culture.
• Leaders know that
learning is a
continuous process.
Positioning Head Start for the Future
Module 3 - Key Concepts
• Leaders have a unique
vision.
• Leaders know how to
communicate the
vision.
• Leaders are change
agents.
Recognizing Our Diverse and Dynamic
Nature
Module 1- Key Concepts
• What makes an
Effective Team?
• What is Team
Management to us.
• Understanding Team
Stages
• How do we function
as a Team?
Strengthening Our Cooperative Relationships
Module 2 - Key Concepts
• Designing a Code of
Conduct
• Appreciating Differences in Team Work
Styles * Baseline
• Working
Cooperatively
Team Assessment Tools Utilized
• Myers-Briggs: MBTI Briggs is utilized to understand
preferences (Licensed and copyrighted by Consulting Psychologist
Press)
• Kiersey Instument: looks specifically at Temperament
(David Kiersey) – “Please Understand Me!”
• Dimensions of Behavior: The DISC (Dimensions of
Behavior) is an instant map that will lead you to a better
understanding of yourself and your behavior. This
understanding will increase your effectiveness in a range of
people situations and provide insights into the behavior of
others. (Carlson, Inc)
• Thomas-Kilman Conflict Mode Instrument:
Designed to assess an individual’s behavior in conflict
situations.
Implementing the Team Approach
Module 3 - Key Concepts
• Taking responsibility
for Team Success
• Solving problems
together as a
Management Team
• Problem Solving:
What would you do?
Where Do We Go From Here!
tra•di•tion•al adj.
1 of, handed down by, or
conforming to tradition;
conventional:
Maslow’s Hierarchy of Needs
SelfActualization
Esteem Needs
Belonging Needs
Safety Needs
Physiological Needs
Maslow’s Hierarchy of Needs
SelfActualization
WIIF Service to Organization
Esteem Needs
Belonging Needs
Safety Needs
Physiological Needs
Robert Kusher: Performance Zones
WIIF Us/Org
WIIF Me
WIIF No one
Change
• It is not the strongest of the
species that survives, nor the
most intelligent, but it is the
most responsive of the
species to change that survives
Leadership Philosophies
Past
vs
Future
Situational
• Institutional
Leadership
• Questioning/Asking
Why?
• Authority
• Participation
•
•
•
•
•
•
•
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Social Order
Formality
Stability
Work for Worksake
Equality/Acceptance
Informality
Change
Work is a small part
of Life
The Future Brings Leadership
* We must LEAD by Modeling
Integrity
Honesty
Trust and
Empowerment
Components of Empowerment
• Control - The degree to
which you feel confident
in pushing DecisionMaking down to the next
level.
• Influence - The degree
to which others follow
your lead, rely on your
judgment, and seek you
out for advice.
• Resources - Access to
information, and the
ability to purchase what
you need in your work.
Components of Empowerment
• Autonomy - How free
you are on the job?
• Centrality- How critical
is your work to the
organization.
• Involvement - The
degree to which you
participate in the
organizational process.
The Future Brings Leadership
We must INSPIRE
Hope
Service and
Dedication
The Future Brings Leadership
We must REQUIRE
Consistency
Self -Acceptance and
Honesty
It is not a Destination, but a
Journey!
• It is easy to fool
yourself
• It is possible to fool
those you work for
• It is difficult to fool
those you work with
• It is impossible to
fool those who work
for you
Abilene Paradox
I-99 the Road from
OSPRI to PRISM
Characteristics of going to Abilene
• 1. Action Anxiety: When a sensible idea comes up, there
is a refusal to act on it at all.
• 2. Elaborate Negative Fantasies: Bizarre justifications for
not taking the risk.
• 3. Search For A Scape-Goat: Focusing on conflict versus
dealing with the reality.
• 4. All Conspire And Collude With One Another: Unless
someone has the courage to break the conspiracy.
Change
• It is not the strongest of the
species that survives, nor the
most intelligent, but it is the
most responsive of the
grantee to change that survives
ATTITUDE
• Charles Swindoll
• “We cannot change
our past.”
• ‘I am convinced that
life is 10% what
happens to me, and
90% how I react to it.
And so it is with you!”
Harmony
The Future? …….ABILENE?
• Emma Lee Cain
• “It’s your little
red wagon, and
you’re going to
have to pull it!”
Good Luck!
[email protected]
[email protected]