This document discusses the importance of conducting an organizational assessment before implementing new initiatives or projects. It provides a framework for assessments that includes guiding principles like being mission-driven, results-oriented, and relationship-centered. The document outlines some key components of an organizational assessment toolkit, such as focus groups, a self-assessment rating document, and a strategic planning guide. It also provides examples of how California counties have applied organizational assessments to initiatives in areas like early childhood development and respite care services.
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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.
Welcome and Intro Barry and team Objectives – Barry Why an organizational Assessment – Barry Engaged Organizatonal Assessments – Lisa Guiding Principles – Lisa Components – Lisa Applying the Organizational Assessment – Andrea Applying the Organizational assessment – Stacie Discussion – small group activity – Stacie Discussion and Questions - Everyone
There are multiple initiates occurring to further Child Welfare Reform in CA. Each initiativee is looking at data, trends and trying to evaluate the initiative, there are two major areas that…..
In some child welfare agencies if you asked social workers why Administration chose a “new initiative” they would respond that it was some “flavor of the month” of the Director and to wait it out as soon it too will pass like so many others. The sad reality is that in some cases the initiative does pass and is never fully embraced in to practice. What we do know is that there are theories and tools available to help child welfare agencies embrace staff and stakeholders to implement organizational change.
Before we look at a construct to complete an organizational assessment, let’s take some time to discuss why the assessment and planning should not be conducted at the “Administrative level” and how this in itself impacts the children, youth and families that we serve.
As an organization how do you currently build “engaged climates” ?
All staff and administrative actions and decisions must contribute to the well-being of families Staff and program performance are measured by improvements in the well-being of families Staff and administrators continually seek to be more effective Staff and administrators focus on consumer and stakeholder relationships Include line-level staff and community stakeholders in key program decisions
Recap - Holistic approach to organizational assessment including: Power Point – to help market and to ensure understanding and importance of initiatives at all levels of organization Focus Groups – gathering information from all stakeholders and resist the temptation to outline plan in isolation (just management from the outset. Self-Assessment document – Initially gathering information for baseline performance on continuum and then subsequently to chart progress on the continuum and toward better outcomes. Summary Report – Describes assessment process and helps to delineate next steps Strategic Plan Guide – Clearly outlines next steps derived from assessment process
Engagement of staff and stakeholders to create and share the Mission is paramount. We spend considerable time cleaning up the messes we make when we impose new “rules” on social workers without explaining why and how they help the children, youth and families we work with. I am sure everyone could think of at least one instance of this (E.g ICWA and how we still haven’t resolved this)
This is interesting as it takes us to staff and program performance are measured by improvements in the well-being of the children, youth and families we serve. This is mirrors the California Child Welfare Accounts and Accountability system, but in some agencies is still a stretch. We often dwell on the processes used to get somewhere and congratulate ourselves on a flawless process, but sometime come short with the evaluation component.
This is a difficult principle as in many of our agencies staff are suffering from “change fatigue”, That is why it is very important to really assess the benefits of implementing the strategy, doing a through assessment and planning process, which includes the resources needed to implement and then sustain the project.
As social workers we know that including people at the table, even the people that are known to be resistant and a drain improves the process, implementation and sustainability. Who better to point out all the problems associated with implementation prior to implementation? I always find it tempting to write plans in isolation , but then who reads and implements them? Time spent up front leads to a better (if often slower) process.
Refer back to engaged climate and how inclusion aides in improving outcomes for families.
Experience with two other projects and adapting the templates. Use with County agencies accustomed to completing detail reports, as well as lay persons. The layout makes it easily adapted and stretches thinking around a specific topic area with different domains. Example of “non-traditional data” when looking assessing respite care and how that started the dialogue around peak usage and how to track and make allowance for those times.
Focus the participants on the excerpt of the Birth to Six assessment rating tool. Solicit an initiative or project a county or organization would like to practice this system of tools. Walk participants through at least adapting the first section of the rating tool. Discuss important questions to note and ask constituent groups. Solicit ideas about what material would be improtant to include in the power point and exec summary based on the information gathered today in session. Hearing Fresno’s experience which type of interview focus or one-on-one.
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