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The Able Trust: The CARD Center has worked on the Florida Outcome Improvement Project for the last several years. How did the issue of providers needing strategic guidance come to your attention?
Florida Outcome Improvement Project (FOIP): Through a network of providers that was originally established by the Organizational Change Project through the University of Tennessee. Those providers who were and continue to be committed to community-based employment were struggling with continuing to provide the supports within an ever changing system. In addition to this, these providers were also interested in rethinking their current structures and resource allocation to various services and restructuring to best support employment outcomes. As providers began to work with the project, other provider agencies became aware of the training and technical assistance available and began requesting.
AT: You have worked with agencies providing employment services across the state of Florida in both rural and urban settings. Do you find a great difference in the strategic needs of organizations, dependent on where they are in the state or are the needs more alike regardless of where they are in the state?
FOIP: The organizational needs seem to vary more based on the unique individual organization needs as opposed to whether they are in an urban or rural area of the state. An overriding issue for both urban and rural areas is transportation, with those in urban areas having more options.
AT: Over the time of implementing the Improvement Project are there certain services that community based organizations request more assistance in developing? Person centered planning, Self Determination, Job Coaching is there one or two of these that have gained in popularity/momentum?
FOIP: Person-Centered planning has been identified as a need for most organizations, as well as training for employment specialists. The Florida Outcome Improvement Project has linked the two in order to show the relevance of person-centered planning in the job development, natural support development, etc. process.
AT: Most of the agencies that you have worked with have goals such as strengthening collaborative working relationships. What, in your experience in assisting agencies to address such a goal, is the foundation of a solid collaborative partnerships?
FOIP: One of the first steps for a participating organization is to develop a guidance team. The guidance team is composed of representation from throughout the organization and external stakeholders (VR, APD, Support Coordinators, Employers, etc.). The guidance team is responsible for planning and oversight of the improvement project. Those organizations with active and committed guidance teams seem to have the greatest success with making change. Follow-up surveys and interviews have overwhelmingly indicated that the guidance team has provided an avenue for strengthening collaboration, both internal and external.
AT: Addressing the employment needs of individuals with disabilities in the state of Florida is accomplished by state agencies and community based organizations, which are really different organizational structures. In general are these two structures working with a common vision or are there gaps in understanding the needs of the two?
FOIP: Both have a common vision, but it is the experience of the project that the common vision is often clouded by issues focused on funding, contracting, competition, etc. It has, at times, been very difficult to break down the us vs. them mentality and focus on that common vision.
AT: Which do you think is easier for community based organizations identifying and developing programs at their organization or running and supporting the structure of their organization? In other words do agencies tend to spend more time dreaming up programs without addressing the support it takes to keep the programs running?
FOIP: The majority of the organizations involved with the FOIP have a good balance between the two. One of the components of the project is strategic planning, which requires adequate planning in both areas.
AT: You have had much experience at different organizations the last few years. In your opinion what are the common denominators of how a Board of Directors can make a difference in the functionality and success of an organization?
FOIP: With any organization, the support of the Board of Directors in any change process is critical. In order to fully understand what the organization is embarking on, the Board needs to be involved in the planning process, receive frequent updates on the strategic plan, and have their questions/concerns addressed in a prompt manner. In a nutshell three words sum up the common denominators: involvement, input and support.
AT: What are some successful common traits of an Executive Director in leading staff through these strategic changes?
FOIP: Visionary, Creative, Respected, Flexible
AT: How important is it for staff to participate in the strategic planning and how is it best for staff to communicate what they see as the needs to be addressed?
FOIP: The FOIP strives to involve staff at all levels of the organization. We have found that involvement on the guidance team is an effective way to gain involvement and input. Once staff becomes comfortable with their role on the guidance team (as an equal) they become a conduit between their peers and the guidance team. This comfort level takes time and is really dependent on their perception of the break down of traditional hierarchical lines and follow-through (by the team) on issues brought before the team. In our experience, the staff becomes active, contributing members of the guidance team and has no problem discussing the needs that should be addressed.
AT: Are there common ongoing training needs of the staff at community rehabilitation agencies and how are the agencies addressing these needs?
FOIP: Supported employment pre-service training, annual supported employment in-service hours, and collaboration and teaming. Organizations tend to gravitate to those training opportunities that have little to no cost involved. The majority of organizations participating with FOIP reported having limited resources.
AT: Have you noticed any common mistakes agencies have made in developing their strategic plans can you give us some common pitfalls to avoid?
FOIP: One of the most common pitfalls (in the beginning) is setting unattainable goals within specified timeframes. Planning sessions can create excitement and big dreaming. Though it is important to dream, it is important to set realistic goals with realistic timeframes. A strategic plan with a high percentage of unmet goals is discouraging to the staff, leadership, board, and other external stakeholders.
AT: If agencies have additional questions about how to strategize or want to hire your services as a facilitator, how can they contact you?
FOIP: They can contact me via telephone at 813-974-3738 or by e-mail at guido@fmhi.usf.edu
AT: Thank you for sharing your expertise!
FOIP: It has been a pleasure!
