Work Support Strategy County LeadershipCall and Webinar April 8, 2014
www.pcghumanservices.com
Agenda• Updates• Leadership Summit Discussion• WSS Year 3 Planning• Discussion: Supervisor Needs• Food for Thought: The 8 Wastes• Questions/Concerns
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Updates: Meetings
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Regional Meetings• Western: N/A• Central: May 8-9, Pinehurst• Eastern: May 29-30, Atlantic Beach• Please let us know you are coming (email Judy, Erin, or Shannon)
What would you like to see as the next topic for discussion at the regional director’s meeting?
Social Services Institute• October 22-25, 2014; Hickory
What special sessions would you like to see at the SSI? (ie, bring back Idaho!)
Updates: NC FAST
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“When eating an elephant take one bite at a time”- Creighton Abrams
Updates: Professional DevelopmentRead Articles and Books• TedEx Talk: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html• APHSA: http://www.aphsa.org/content/APHSA/en/pathways/NWI.html
Network with Each Other• Regional Directors’ Meetings
Twitters! • @CenterOnBudget• @urbaninstitute• @Clasp_DC• @Gatespoverty• @HHSGov• @APHSA1• @Work_Supports
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Leadership Summit• What was the best part• What was a disappointment• What did you take home and do immediately?• For those who weren’t able to join us, have you heard anything?• What should we definitely do again?• What shouldn’t we do?
Materials have all been uploaded!
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95 counties370 Attendees
Leadership Summit: Evaluation
https://www.surveymonkey.com/s/WSSLeadershipSummit2013
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L’Summit: It’s Time to Network
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Failed Successful
All-In Universal Internal OSS (state) ePASS State Training (love to have training like
CPS) Pair FNS with Family and Children’s
Medicaid to do intake and process County too small to have separate intake
and process workers/unit Separating Interviewer from Processing Handling staff morale Constantly balancing caseloads Didn’t put the right people where they
needed to be (skills: dedicated, fast, knows policy, interview skills) had to restructure
Triage/Customer Care at Front Desk or on phones (Universal)
Internal OSS (Trainers) Blending staff even if not universal Specialize for case maintenance Buddy groups Engagement of staff by letting them “choose”
their process (ongoing case management/Intake/Changes)
All workers do FNS plus one other program. Upgrade clerical to IMC (if you can) to provide
more up front help Pre-planning of org. structure Application team/Case management team Put strongest interviewers on Intake Improved attitudes—going to happen—worked on
less complaining. Honest, empathetic approach—on the same team. Better communication between programs Frequent communication (daily, weekly, at least) One point of contact for trouble shooting
WSS Year 3 Action Planning
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What We’re Proud Of: • In counties,
• communication across divisions, • common visions, • work toward common business processes• Understanding and embracing of the concept of “universal”• Staff tenacity and stepping up to the plate when work has needed to spill over
into evenings, weekends• The relationships we have fostered across “silos”
• Integration, alignment, little to no ego / turf-based barriers
Lessons Learned:• We need to shift thinking/language from WSS as a “project” to a way of life
and the way business is done
Year 3: Action Planning1. Build a Culture of Staff Development
1. At the State and in the counties for frontline workers, supervisors, and senior leaders
2. Build a Culture of Data-Driven Decision-making and CQI1. Need to develop tools/reports and train key staff in how and why to use them2. Need to build staff capacity to analyze data and use data for decision making, CQI,
and to guide the business day-to-day3. County Support
1. OST – technical assistance providers in policy/system + organizational/operational effectiveness
1. Trained, skilled, tooled up, with defined roles and clear missions
4. Continue to Strengthen WSS Infrastructure (tools)• Integrated policy• Change management / CQI toolkit• Data/IT tools• Staff development tools/curriculum
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Year 3 Planning: Discussion
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What do Supervisors Need?
Food for Thought: The 8 Wastes
1. Overproduction2. Waiting3. Transportation4. Non Value-Add Processing
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What are things we have in our every-day processes that contribute to overproduction?
How much time do we lose by waiting on a customer response?
How much time do we spend pushing paper? What can be eliminated?
Where do we still duplicate? Why?
Where are your “extra” touches? Quantity?
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Contact Sheet
Judy LawrenceDHHS Project [email protected] (336) 227-2063
Erin HenderlightPCG Project [email protected] (828) 214-3614
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Public Consulting Group, Inc.148 State Street, Tenth Floor, Boston, Massachusetts 02109
(617) 426-2026, www.publicconsultinggroup.com
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