T-TAP
Pat Rogan


National Trends in Community Services
 
•Inclusive education driving integrated transition outcomes 

•Federal legislation promoting inclusion, access, choice, employment outcome 

•State policies and practices shifting toward community services 

•Deinstitutionalization continuing 

•Olmstead’s “most integrated setting” 

•Self-advocacy/Self-determination movement is growing

•Results-based funding, personal budgets, waivers offer more options for integrated outcomes 

•Conversion examples nationwide 

•National APSE, TASH, etc. provide strong advocacy voice



National Conversion Study Highlights

•Studied 41 organizations in 25 states 

•12 converted; others in the process 

•Survey = demographic data & info about change process 

•Internal catalyst for change 

•Barriers to Organizational Change:
–Negative attitudes (70.7%)
–Funding (56.1%)
–Regulations (51.2%)
–Lack of expertise (41.5%)
–Lack of leadership (34.1%)
–Other  

•Strategies to Address Barriers:
–Clear philosophy & values 
–Strong leadership 
–Stakeholder involvement 
–Ongoing staff education & training
–Flattened organizational structure 
–Person-centered planning 
–Team work

•Outcomes of Change Process:
–People with disabilities were happier (90.5%)
–Better quality services (83.3%)
–Better community & employer relations(69%)
–Staff satisfaction (64.3%)
–More cost-efficient (33.3%)

•Staff Reaction to Changeover:
–71.8% staff largely embraced change 
–64.1% left 
–28.1% some were let go  
–23.1% some mobilized against the effort


Values Underlying Community Services

•Individualization 

•Choice 

•Respect 

•Active participation

•Competence

•Social Connections

•Natural Supports



Quality Indicators

•Zero rejection 

•Individualized planning & schedules 

•Job match with fair wages & benefits 

•Meaningful community connections

•Appropriate supports; natural supports 

•Organizational responsiveness 

•Cost-effectiveness


Conversion Means Changing Everything
•Stakeholder attitudes 

•Staff skills 

•Organizational image

•Business relationships 

•The nature of services & supports 

•Funding structures


Organizational Change Components

•Innovative Financing 

•Modified Organizational Structure 

•Aligned HR Practices  

•Quality Services 

•Collaboration with External Entities


Stakeholder Buy-In

•Who are your primary constituents? 

•What influence do they have on change? 

•What are their attitudes? 

•What info do they need?


Phases of Change
•Create a compelling need for change  

•Create a vision 

•Build commitment 

•Evaluate progress


Key to Change

•New Experiences: 
–See-feel-change (vs. analyze-think-change) 

•Process for Leaders:
–Help people see new possibilities
–Seeing something new hits the emotions
–Emotionally charged ideas change behavior or reinforce changed behavior, Kotter & Cohen, 2002



Shaping a Vision

(Now - People to include actions to take -- Guiding Values = the vision)


Mobilizing Commitment

•Get the right people 

•Form change leadership team 

•Invest in learning and culture

•Demonstrate success 

•Celebrate!



Evaluation
•Develop measures of success
–(reference mission/vision/values) 

•Hold people accountable 

•Solicit stakeholder feedback



It’s About Leadership

•Personal humility & professional will

•First WHO, then WHAT

•Confront the brutal facts, yet believe that you CAN and WILL prevail

•The Hedgehog Concept - Simplicity Within the 3 Circles:

–What you are passionate about 
–What you can be best at 
–What drives your economic engine

•The Culture of Discipline 

•Technology Accelerators,Michael Fullan (2003)