Using An Organizational Assessment :

1. 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.

2. 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 Agenda

3. 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. Objective for this session

4. 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 Why the Need for an Assessment

5. 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 Initiatives & Change: What we know

6. 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

7. 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). Initiatives & Change : Some Definitions

8. What does some of the research say? Change for the sake of change?

9. “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” Glisson Research on Social Work Practice, Vol. 17 No. 6, November 2007. Sage Publications Why does it matter what the social workers think of the organization?

10. “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 Engaged Climates

11. 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 Guiding Principles

12. Power Point Presentation • Focus Groups • Self-Assessment Rating Document • Strategic Planning Guide • Template for Summary Report Assessment Tool Kit Components

13. 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. Mission Driven vs. Rule Driven

14. 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: • 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 Results oriented vs. Process oriented

15. From the Organizational Assessment Tool Kit • A template for a summary report and strategic plan • Ongoing use of the self assessment document Improvement directed vs. Status Quo oriented

16. 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 Relationship centered vs. Individual centered

17. 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. Participation based vs. Authority based

18. Birth– Six Initiative • Assessment Process • Focus Groups • Self-Assessment Document • “Scouting the Terrain” • Results of Fresno Assessment/Experience Application of AssessmentFRESNO COUNTY

19. Respite Care Continuum • Kin Services Assessment Other Applications

20. Adapting the Assessment Rating Tool • Data • Shared Values & Common Language • Marketing the Project • Power Point presentation • Executive Summary • Focus Groups vs. One-on-one Group Activity‘Pick-a-Project’

21. Final Thoughts & Next Steps