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Evaluating Support Systems based on Data from Multiple Viewing Points

Learning Template for Translating the Social Work Belief Systems into Organizing Efforts. Beliefs.

tashya-stokes
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Evaluating Support Systems based on Data from Multiple Viewing Points

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  1. Learning Template for Translating the Social Work Belief Systems into Organizing Efforts Beliefs "The mission of the social work profession is rooted in a set of core values. These core values, embraced by social workers throughout the profession's history, are the foundation of social work's unique purpose and perspective: service, social justice, dignity and worth of the person, importance of human relationships, integrity and competence. This constellation of core values reflects what is unique to the social work profession. Core values, and the principles that flow from them, must be balanced within the context and complexity of the human experience." National Association of Social Workers Outcomes Intentions Designing Organizational Support Systems (communication, recognition, decision-making, training, etc.) that Reflect Social Work Values Evaluating Support Systems based on Data from Multiple Viewing Points Actions Implementing Support Systems with Adequate Resources

  2. Linking Contracting to The Learning Template Key Inquiries for the Potential Client Beliefs Begin Here What are your strongest beliefs about how to achieve the desired future state? What are your assumptions & data? [Consultant also shares beliefs, assumptions and data In considering beliefs, keep in mind The Four Step Path (from the client’s perspective, Who are they? Where are they? Where might they look for lessons learned?) Also listen for intentions and interest in learning] Outcomes Intentions What is your current reality? What is your desired future state? How will you measure success? What would you tell the group about why they are gathered? What are your commitments for next steps and how results will be used? Outcomes Client & Consultant Evaluate Results & Continue around the Learning Template Actions Consultant offers design guidelines and potential design choices and requests Client feedback Design is co-created between Client and Consultant

  3. Learning Template for Katrina After Action Review Start Here When Katrina hit, what were our beliefs about responding? What assumptions did we make? On the basis of what data? Beliefs Based on the outcomes, what do we now believe about our response? What might we learn from this? How might it be applied to responding to Kansans? Consider New Intentions, Actions and Desired Outcomes Outcomes Intentions What intentions did we hold? What outcomes did we desire to create? What were the outcomes for staff? For hurricane victims? For Kansas clients? (consider unintended as well as intended consequences) Actions What actions did we take?

  4. Learning Template for a Chartered Work Team Begin here! Beliefs Background/Description of the Situation Project Scope Available Resources (including Strengths from Past Efforts) Constraints Intentions Outcomes Mission Timelines Team Membership Team Sponsor Ground Rules What are the Expected Outcomes? How will results be evaluated (i.e. feedback loops)? How will learnings be captured and applied? What will be the system (roles and responsibilities) for on-going process improvement? Actions To be Determined by the Work Team

  5. Learning Template for a Life-Giving Force Begin here! Beliefs What are your strongest beliefs about what will create the successful outcomes? [Explore Assumptions and Data underneath Beliefs = Ladder of Inference] Outcomes Provocative Proposition for The Life-Giving Force = Desired Behaviors How will results be evaluated? = Success Measures Intentions What is the most ‘leveraged’ Support System that can be provided to create The Life-Giving Force? Actions What actions will be taken? By Whom? When? What resources will be required?

  6. Prevention Learning Template Beliefs What are your strongest beliefs about what made the successful collaboration possible? How can the reasons for success in the past be applied to create success in the future? Overall, where are you on the Collaboration Ladder now? Start Here Intentions Where do you want to be on the Collaboration Ladder? Outcomes Outcomes Tell a story of when all stakeholders collaborated well on a project . . . How will you know you’re successful? In other words, how will you measure the success of your performance? Actions What attitudes and actions will be required to make the shift?

  7. Crosswalking The Learning Template with the Social Development Strategy Beliefs Healthy Beliefs & Clear Standards Outcomes Intentions Healthy Behaviors Bonding (Attachment & Commitment) The Initiative focuses on two levels of outcomes: Prevention is an integral part of Programs, Policies, Practices and Planning Children thrive; Families and individuals achieve maximum self sufficiency; Families and individuals live in safe, stable and supportive environments; Customers are satisfied with services; and Employees are engaged Actions Opportunities Skills Recognition Nurturing Individual Characteristics

  8. Learning Template for Prevention Assessment Begin here! Beliefs 1) The Assessment is an opportunity to both gather information as well as to educate the organization on Prevention (it can involve interactive communication) 2) The Assessment needs to tap into the Collective Wisdom across SRS (horizontally and vertically) 3) It’s essential to Identify both needs and strengths when Assessing ‘Current Reality’ Outcomes Intentions 1) Clear understanding of how the SRS Goals: • Children thrive • Families and individuals achieve maximum self-sufficiency • Families and individuals live in safe, stable and supportive environments • Customers are satisfied with services • Are supported by a Prevention Lens within Programs, Policies, Practices & Planning • 2) Profile of Existing Data: • *Return on Investment *Success Measures *Comparison of Public Spending vs. Evidence-Based Practice Data • 3) Leveraged Recommendations re: Programs, Policies, Practices, Planning and an Infrastructure to support Prevention 1) Inventory Current Prevention Services 2) Assess the Effectiveness of Services and Support Systems 3) Make informed recommendations for Enhanced Prevention Infusion Actions 1) Survey Content 2) Survey Delivery 3) Audience 4) Logistics 5) Feedback

  9. Beginhere! Learning Template for the Assessment Report for Each Work Team *Note: Each Work Team will have a primary focus of programs, policies, practices or planning Beliefs Outcomes Given Current Outcomes, what beliefs do team members have about what currently creates the most successful prevention efforts? How could these efforts be further enhanced? How could this success be transferred to other areas? How are programs, practices, policies and planning inter-related? [Explore Assumptions and Data underneath Beliefs = Ladder of Inference] • Increased Ability to Achieve SRS Goals • Children thrive • Families and individuals achieve maximum self-sufficiency • Families and individuals live in safe, stable and supportive environments • Customers are satisfied with services • through an assessment that 1) identifies the prevention focus of current programs, policies, practices and planning efforts* 2) assesses their effectiveness and 3) informs strategies for enhancing performance. • What does the Inventory indicate? • Strengths? • Opportunities for improvement? • How success is being measured? • Existing data to show a Return on Investment? • The application of Evidence-Based Practice? • How might success be measured? • What are a few Success Stories? Intentions What are recommendations for enhancing prevention efforts within practices, programs, policies and planning*? What would be the most ‘leveraged’ Support Systems for supporting the the infusion of prevention agency-wide? How might continuous learning be supported? Actions What actions does the team recommend? Who would be doing what and by when? What resources would be required?

  10. Linking Strategic Planning to The Learning Template Beliefs The Four Step Path Intentions Outcomes Goals for Key Leverage Points Evaluating Results Actions Strategies & Tactics

  11. The Four Step Path Be Who You Are (Unique Contribution) Be Where You Are (Critical Success Factors) Decide and Do (Scenario Readiness) Look Around (Best Practices & Forces Driving Change)

  12. The Four Step Path: Outcomes Strategic Intentenlivened by Past Successes Leverage Reflecting on “How You Learn” Success Measuresdefined by Current Reality Robust Strategiesfor Multiple Futures Fluid Alignmentof Resources Change Metricsinformed by Foresight

  13. Millennium Quest High School Four Step Path, March 2003 Manual’s Millennium Quest High Schoolis building a community that is: Professional, Communicative, Emphasizes learning, Responsible, Positive and has Fun! Be Who You Are (Unique Contribution) Decide and Do (Scenario Readiness) Be Where You Are (Critical Success Factors) • Curriculum • Expectations • Climate/Identity We will achieve this by: Looking for solutions not problems; Respecting each other; Being consistent with school policies and discipline; Looking to ourselves as professional resources; Learning what your colleagues are doing in their classes; Recognizing and celebrating accomplishments; Individualizing - seize this opportunity; Smiling and saying good-morning!; Empowering ourselves through CFG’s and refocusing on small schools; COMMUNICATE, COMMUNICATE, COMMUNICATE!!! Look Around (Best Practices & Forces Driving Change) • Expeditionary Learning • Small Schools Initiative • DPS Teaching & Learning Plan

  14. Millennium Quest High School Four Step Path - June, 2003 Be Who You Are (Unique Contribution) Our students have a clear sense of community, belonging, and their own ability to succeed. Decide and Do (Scenario Readiness) Be Where You Are (Critical Success Factors) • Round Tables • In-Services • Celebration • Natural Consequences • Policy Mechanics including Advisement • Identification of Special Needs • In the classroom • Orientation to Policy • MQHS Life Strategies • MQHS Contract (Staff, Student and Parent Commitments) • MQHS Rules that Carry Consequences Look Around (Best Practices & Forces Driving Change) • Love and Logic • Energy to Teach Colorado Partnership for Vital Communities

  15. Linking The Appreciative Leader’s Role to The Learning Template Beliefs FOCUS Outcomes Intentions SUCCESS MEASURES SUPPORT SYSTEMS Actions Feedback Loops for Continuous Learning

  16. The Role of the Appreciative Leader FOCUS A Prevention Lens within Plans, Policies, Programs and Daily Practices SUCCESS MEASURES SUPPORT SYSTEMS The Logic Model short and long-term outcomes The 8 Recommendations Feedback Loops for continuous learning The Learning Council

  17. The Role of the Appreciative Leader FOCUS Implementation Feedback Loops for continuous learning SUCCESS MEASURES SUPPORT SYSTEMS Quarterly Milestones for Teams Project Management Software Conversations that Engage and Invite Commitment

  18. Learning Template Team Lead Interviews May, 2007 Beliefs Intentions Outcomes Today’s Blue Wall Quarterly Milestones by Team Actions

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