T-TAP
Pat Rogan

Organizational Change Triangle  



Organizational Restructuring 

•Staff roles & staffing patterns

•Job descriptions/classifications

•Authority lines/hierarchies

•Role of management



Organizational Structure

Common Themes:

•Organize around people instead of programs
•Flatten the structure
•Be flexible; use generalists” 
•Use teams



Traditional Structures
(Organizational Chart)



Changing an Organization’s  Structure

Traditional
–Slice up consumers
–Organize around programs & depts.
–Use specialists models

New
-Provide holistic supports
-Organize around people
-Use generalist model & team approach



Changing an Organization’s Structure

Traditional
•Assign caseload by disability level
•Ratios  XX:1 staff
•Management by traditional hierarchy
•Lots of middle management & desk jobs; admin uninvolved with people

New
•Caseload by consumer choice, consumer/staff match,  geographic
•Ratio  XX: team
•Day-to-day mgt. by self- directed teams
•Fewer managers. Team leaders. Everyone works with people.



Phase One - Deprogramming
(Organizational Chart)


Phase Two – Deprogramming
(Organizational Chart)


Lessons Learned

•Evaluate what is/is not working well:
-ACCESS?
-REPONSIVENESS?
-EFFICIENCY?
-COST?
-CUSTOMER SERVICE?
-SAFETY NET?

•Decide HOW (and by whom) decisions will be made before starting process. 
 
•Be clear about the “givens” (vision, outcomes, productivity, etc.)

•Involve staff with the HOWs..(Not “if’s”)


• Who to include?
-Workshop/industry?

-Group homes?

-Non-supported employment ventures?

-Case management/service coordination?


•How high do we go? (Management changes)

•There will be fall-out.  Plan for it!


•Is the issue “GENERALISTS” vs. “SPECIALISTS”  OR

•Is it a question of TEAMWORK? Formal? Informal? Leadership of teams?


•The key is to reorganize and restructure to meet the needs of persons receiving services.



Real Issues that Must Be Addressed

•Coordination with funders/referral sources

•Coordination with community employers & services

•Staff training, skills, & stress level  



Remember - HR Practices must change too!

•Job descriptions

•Recruitment & hiring

•Staff orientation & development

•Feedback systems

•Pay & compensation



Recruitment & Hiring

•Rewrite job descriptions
 
•Hire for the future

•Pay staff more

•Use non-traditional sources

•Re-deploy good staff



Orientation & Training

•Reinforce mission & values

•Conduct staff skills inventory

•Invest heavily in ongoing, cross-functional training 

•Provide job shadowing & mentors

•Develop a learning culture

•Use internal & external expertise


Feedback Systems

•Provide regular, ongoing feedback

•“360” evaluation: Feedback from customers

•Self-evaluation

•Career plans

•Team evaluation


Rewards & Compensation

•Raises based on performance, skill acquisition, responsibilities, & market rate
•Rewards: 
–Increased responsibility
–Recognition
–career advancement
–flexibility/time off


Radical Breakthrough vs. Incremental Changes?