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State of Montana When a Field of Dreams Meets a Perfect Storm

Explore the challenges facing the state of Montana and how it is adapting to economic recession, decreased funding, and increasing demand for social services. Discover strategies for business planning, building networks, and creating opportunity in this changing landscape.

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State of Montana When a Field of Dreams Meets a Perfect Storm

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  1. State of MontanaWhen a Field of Dreams Meets a Perfect Storm Davis Deshaies LLC

  2. I LIKE you I like to HIRE you I like to WORK for you Can I BUY you a beer?

  3. Win As Much As You Can FORMULA: CHOICES 4 Y’s = $1.00 each 1Y / 3X = Y loses $3.00 / X gains $1.00 2Y / 2X = Y loses $2.00 / X gains $2.00 3Y / 1X = Y loses $1.00 / X gains $3.00 4 X’s = X loses $4.00

  4. Win As Much As You Can FORMULA: 4Y’s = Y wins $1.00 each 1Y / 3X = Y loses $3.00 / X gains $1.00 2Y / 2X = Y loses $2.00 / X gains $2.00 3Y / 1X = Y loses $1.00 / X gains $3.00 4X’s = X loses $4.00 ROUNDS: RULES SCORE Round #1 No discussion _________ Round #2 2 minute discussion _________ Round #3 2 minute verbal contract _________ Round #4 2 minute signed contract ___2x____

  5. Win As Much As You Can Easy to Say All the Time / Tough to Do Most of the Time: JKLCommon Understanding, Vision, & Values JKLCommunication JKLTrust JKLCommitment to the Cause JKLPersonal Values & Needs

  6. The Art of Networking:Where to put Crab Pots in a Hurricane

  7. What is a Network COMPONENTS: PEOPLE YOU KNOW Who have INFORMATION, CONTACTS, &/or INFLUENCE Who share a COMMITMENT To Do WHAT YOU WANT THEM TO DO And will DO IT

  8. Building & Nurturing a Network INVENTORY & ORGANIZE CONTACTS ASSESS TIMING & QUALITY OF CONTACT MIX PEOPLE & CATEGORIES IDENTIFY FOCUS CREATE OPPORTUNITY EXPAND

  9. Inventory & OrganizeContacts • Business • Friends • Relatives • Education • Public Figures • Web-based Research

  10. Assess Timing & Quality of Contacts

  11. Creating the Opportunity

  12. Build YOUR Network

  13. Three-Way Contracts

  14. How Organizations are Supposed to Work:Quicksand, Quagmires, & Quality Assurance

  15. Summary STATES ARE BROKE STATES ARE GETTING OUT OF THE BUSINESS • Cost Shifting to local government & consumers • Outsourcing the Uncomfortable stuff • Merging DD Services with Medicaid / Long Term Care; Insurers rather than Providers • Rationing: Self-directed Service by any other name

  16. Transparency:Naked Organizations EMPLOYEES:Bad News Face – to – Face Lead by Example, Good News in Writing CONSUMERS: Shift Criticism to Competence BUSINESS PARTNERS: Clear & shared risk COMMUNITIES: Connect to local agenda SHAREHOLDERS: Avoid Spin City If you go naked, you better be BUFF…

  17. Provider Structures BEARERS OF RISK • Risk Corridors, Reserves, and Standard Rates • Just say Goodbye • Federal Whipping Folk • Negotiators COMMUNITY & CONSUMER NETWORKS • Community Inclusion • Quality Assurance / Contract Compliance • Eligibility • Consumer Account Executives

  18. Key Strategies • StructureConnect accountability with the Regions & State Program Office • Systems Implement procurement, rates, utilization controls • Culture Empower people & families; recognize limits of public funding • Individual Retrain Case Managers,Behavior Providers, & Region staff

  19. Change Strategies • Reorganization • Workgroup / task forces • New Job Descriptions • Strategic Planning • MIS re-engineering • Contract/purchasing • Hiring practices • Rate systems • Staff training • CQI • “Community review” • Compensation incentives • Terminate & replace Structure Operations Culture Individual Behavior Low stress High Stress

  20. CHAOS THEORY IF MORE THAN 10% OF THE PEOPLE IN AN ORGANIZATION HAVE THEIR TASKS, TIME, OR COLLEAGUES SIGNIFICANTLY CHANGED, THE ORGANIZATION WILL EXPERIENCE CHAOS….

  21. CHAOS THEORY Creativity / Chaos Stability / Stagnation

  22. MontanaChange Strategies Structure Operations Culture Individual Behavior Low stress Fill In the Blanks High Stress

  23. State of Montana:Mother Theresa meets Robin Hood

  24. Social Entrepenurialship:How Can Business be More Like Government

  25. BUSINESS GOAL • Pay attention to Market Trends without losing sight of underlying mission • Programs work better for more people • Increase organizational self-sufficiency

  26. PRESSURES ON SOCIAL SERVICE AGENCIES • Economic Recession • Continued Federal & State reductions in spending • Decreased Corporate & Individual giving • Increased People needing support • Increased Competition • Wavering Public Trust

  27. Key Business Planning Factors • Environmental factors • Organizational Success factors • Competitors • People - how many & how critical • Size & Direction of Market • how many dollars • source of funding • Potential Profitability

  28. ENVIRONMENTAL FORCES • DEMOGRAPHIC • SOCIOLOGICAL / “PSYCHOGRAPHIC” • TECHNOLOGICAL • POLITICAL / REGULATORY • WHO ARE YOUR SCRUTINIZERS

  29. ORGANIZATIONAL SUCCESS FACTORS Definable Program Niche Retain Key Personnel Visible Preserve/Expand Revenue Sources Aggressive Marketing

  30. QUANTIFY PEOPLE ISSUES What Services support the greatest Number of People with the Greatest Need

  31. PEOPLE V. NEEDRating Scale • Critical Need5 points • Substantial Need4 points • Needed3 points • Some Need2 points • Little/No Need1 point

  32. SERVICE AREA INFANTS PRE-TEEN TEEN ADULT ELDERLY • Respite • Rehabilitation • Family Educ. • Day Care • Case Mgt. • In-home care • Assessment • Pre-voc. • Voc. Training • Shelter Empl. • Support Empl. • Group Home • Tenant Suppt. • Indep. Lvg. PEOPLE V. NEEDRate Level of Need ( Rate each Service Area using the Rating Scale )

  33. PEOPLE V. NEEDHow does your Business Rate? • Critical Need More than 20 % • Substantial Need No more than 80 % • Needed No more than 60% • Some Need No more than 40% • Little/No Need Less than 20% Percentage of Business Efforts

  34. “80 / 20” RULE 80% of your energy should be focused on the 20% critical need

  35. QUANTIFY MARKET multiplied by 1)Total Number of Available Consumers of Services 2) Financial Reimbursement Rate per Consumer 3) TOTAL REVENUE Available in the Market 4) Your Earned Income from your enrolled Consumers receiving your service at your reimbursement rate provides equals Compared to MARKET SHARE

  36. Managing Profit • 1) Determine Profitability for Each Service • Operating Cost minus Earned Income equals Margin • Margin divided by Earned Income equals Profit Margin • High Profit = 5% gain or greater • Medium Profit = 2% to 5% gain • On the Margin = 2% loss to 2% gain • Medium Loss = 2% to 5% loss • High Loss = 5% loss or greater • 2) Determine Market Share • 3) Predict Market Direction over Time

  37. MISSION V. MARGIN Greater than 5 % profit Between 2 % & 5 % profit Between 2 % & 5 % loss Greater than 5 % loss Covers Cost GO GO Ponder Ponder Ponder Critical GO GO Ponder STOP STOP Substantial GO STOP STOP Ponder Ponder Needed STOP STOP STOP Ponder Ponder Limited STOP STOP Not Needed STOP Ponder Ponder

  38. Yogi Berra Predicts the Future: All Over Again

  39. Age Demographics • 2/3’s of ALL people who ever lived to 65 are ALIVE TODAY • The average LIFE EXPECTANCY age has almost DOUBLED in the past 100 years • The MEDIAN age is 35; by 2020 it will be 42 • AGE WAVE begins in 2011 when BB’s turn 65 • GENERATION GAPS: • Baby Boomers = 76 million • Gen X (1964-79) = 17 million • Gen Y (1979-94) = 60 million

  40. Diversity Demographics • Foreign-born members of US = 10.4%; up from 7.9% in 1990 • 50% were born in LATIN AMERICA • 25% were born in ASIA • 54% are living in NINE METRO areas (5+ mil.) • Living primarily in SOUTH & WEST

  41. Revival of Suburban Living • Since 1990, people are LEAVING Northeast, West & South are GROWING, and Mid West is STABLE • Move from CENTRAL CITIES and RURAL / REMOTE to SUBURBAN & EXURBAN • NEXT TREND: IN 20 YEARS, GROWTH OF “24/7” CITIES WHICH COMBINE WORK AND LEISURE

  42. Population Growth • Current US Population WILL NOT DOUBLE; will most likely PEAK in 2050 / possibly 2025 • Same for WORLD POPULATION • Birth Rates are FALLING; 2.1 children/woman to maintain population • Current Birth Rates: • US Birth Rate = 2.08 • Canada Birth Rate = 1.52 • Mexico Birth Rate = 2.9 (from 7.0)

  43. IMPLICATIONS • Countries are opening immigration laws to greater movement of global workforce • Human Service Agencies are having to balance longevity with declining birth rates • Businesses are challenged to maintain a growing global economy with fewer buyers • Culturally, there are MORE OLD people and FEWER YOUNG people • Retirement is REINVENTED • All the good jobs are taken… and retaken

  44. IMPLICATIONS • SO… IF YOU ARE GOING TO WORK UNTIL YOU ARE 75: • Do You Intend to Keep Doing What You Are Doing TODAY • How do You Intend to BE SMARTER at 75 than You Are Today

  45. Creating Portfolio Careers for When You Grow Up

  46. Portfolio Careers • MULTIPLE INTERESTS • MULTIPLE INCOME STREAM • MULTIPLE RISK • MULTIPLE IDENTITIES • MANAGED TIME ORGANIZATION

  47. DESIGNING YOURCAREER THREE JOB COMPONENTS: • What You Do • With Whom You Work • How Much You Get Paid EXERCISE: (income, emerging markets, fun) • Identify 3 fantasy jobs that you could HOLD for 1 YEAR • What would those JOBS look like in 3 YEARS

  48. Tools BRAINSTORMING Straight On Upside Down Inside Out 20,000 feet In your face At an angle From the Outside looking In

  49. Tools SELF-TALK I LIKE and RESPECT Myself I continuously find Myself making CORRECT DECISIONS I control my SELF-TALK I make my DREAMS come TRUE

  50. Building THE PLAN:Putting it all together

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