Shifting to a Two-Generation Approach, Icebergs and Organizational Change
July 11, 2019
Two-Generation Learning Community
Glad to have you here!
This photo by unknown available as free wallpaper from IZOOM.ME
QUICK HOUSEKEEPING:
The webinar is being recorded
Please use the Chatbox feature to send your
questions or use the “raise hand” feature to let us
know to open the line for you to speak.
Please make sure you have connected to the audio, using your computer or telephone: (914) 614-3221
Attendee access code: 570-216-373
Shifting to a Two-Generation Approach, Icebergs and Organizational Change
Your 2Gen Support Team!
Jeannie ChaffinTwo-Generation Subject
Matter [email protected]
Marlesia Neloms, MSWDirector of Children, Youth &
Family StrategiesCatholic Charities USA
Shared 2Gen Understanding
A 2Gen ApproachMeets the Needs of Children and
Parents Together.
The Need
Fragmented policies and programs that address the needs of children and parents separately leave either the child or parent behind and dim each family’s chance at success.
The Solution
Policies and programs that address the needs of children and their parents together can harness the family’s full potential and put the entire family on a path to permanent economic security.
Ascend at the Aspen Institute • March 2018 7
Why 2Gen Now?
Source: Ascend, Guiding Principles
Ascend 2Gen Guiding Principles
1. Measure and account for outcomes for both children and their parents.
2. Engage and listen to the voices of families
3. Ensure equity.
4. Foster Innovation and evidence together.
5. Align and link systems and funding streams
2Gen Overview
Two-generation approaches provide opportunities for and meet the needs of children and their parents together.
Ascend at the Aspen Institute • http://ascend.aspeninstitute.org
Ascend 2Gen Theory of Change
FROM MAKING TOMORROW BETTTER TOGETHER
Source: Ascend at the Aspen Institute, Two-Generation Playbook
2Gen Approach Frameworks
2Gen Overview
What Have We Learned From 2Gen 1.0?
• Intentional service integration is critical.
• Quality matters.
• Intensity is important.
• Who is targeted matters.
• How you work with families matters.
Ascend at the Aspen Institute • March 2018 13
• The concept of coordinating access to multiple types of services in order to empower economic stability and resiliency for customers.
Service Integration Defined
Service Integration and 2Gen
Service Integration
2Gen
Prisoner Reentry
The Path to 2Gen
Parent and/or Child
High Quality Services
Parent and/or Child
Integrated ServicesParent and Child
2Gen Approach/Strategy/
Organization
A
The Challenge of institutional “milieu” to cross-systems integration, Focus Vol. 24. No. 1, Fall 2005, Institute for Research on Poverty, University of Wisconsin-Madison
Organizational Systems
A Group
The Challenge of institutional “milieu” to cross-systems integration, Focus Vol. 24. No. 1, Fall 2005, Institute for Research on Poverty, University of Wisconsin-Madison
Organizational Systems
Organizational Systems
What We See
• Improved Outcomes
• Policies
• Practices
• Administration (Resource Flows)
This Photo by Unknown Author is licensed under CC BY-SA-NC
Increase your odds by paying attention to what is under the water line and
proven tactics.70% of Change efforts fail.
This Photo by Unknown Author is licensed under CC BY-NC-ND
Systems Change
We need to pay more attention to:
• Leadership
• Organization Culture • Power Dynamics• Relationships and Connections
• Organization Systems
• Environmental Factors (What is in the water?)• Federal, State, and Local Conditions/Mandates/Priorities• Demographic and Social Trends• Political Landscape
• Mental Models
This Photo by Unknown Author is licensed under CC BY-NC-ND
“Leadership is accepting responsibility for enabling others to achieve shared purpose in the face of
uncertainty.”
• A Practice, not a position• Authority is earned, not
bestowed• Focus is on developing
others, not just yourself
• Grounded in values, interests, and assets
• Built through relationships
Leadership
Leaders Motivate Action
• Accelerating change requires leaders who
• help their staff, board members, and stakeholders commit to a shared agency vision,
• understand how to harness the wisdom, gifts, and skills of their team to solve complex challenges, and
• promote learning, outcomes, and continual improvement.
Leaders Motivate Action
Leaders Motivate Action
• Establish a Guiding Coalition• Volunteers from up, down, and across the
organization• Customers/families• Allows for engaging more hearts, hands,
and minds which will increase chances for success
•Organizations often have great clarity on what they do and much less clarity understanding why they do it (it’s an epidemic).
•When you define the organization’s shared vision you’re able to get very clear on what’s important in terms of the work.
Shared Vision
• To achieve true impact for our customers we must be committed to a shared vision and pulling in the same direction.
• Our guiding light must be a shared vision – a deep and common understanding of what success looks like.
• Managed properly strategic planning processes provide a great opportunity to create a shared vision across the organization.
Shared Vision
Shared Vision Communication
• Communicating shared vision
• Executive Director and guiding coalition provide regular and frequent communication
• Strategic communication with partners and customers
• Team structure to support communication• Brighton Center: cross-agency teams, leadership
Human Capital
• Staffing structures
• Training and development• Service integration, coaching, trauma
informed care, brain research • Supervision structured to support change• Systems and Structures
Organizational Culture
• “Artifacts”-What is visible• Structure, processes, and behaviors we can observe
• “Espoused beliefs and values”• Organization’s ideals, goals, and ideologies (may not be
aligned with artifacts)
• “Basic underlying assumptions”• Subconscious beliefs and values that are taken for
granted
Culture
Changing an organization’s culture is a large-scale undertaking.
Consider the following:
• Traditions
• Relationships
• Power Dynamics
• Communication
Mental Models
• Mental models are the assumptions, beliefs, and values people hold about the organization, systems, leadership, families, poverty, etc.…
• Mental models influence our actions and behaviors. They are tied up with how we see and understand the world and can be somewhat unconscious to us.
• These beliefs may keep the system(s), policies, or practices in place and prevent change.
Data and Continuous Improvement
• Data driven decision making
• Culture of learning and continuous improvement
• Capacity for data analysis
• Data management
Whole Family Approach Building Blocks
Securing Funding and
Other Resources
Building and Using
LeadershipAttending to
Organizational Culture and
Systems
Engaging Family Voices
Aligning High Quality,
Intentional, Intensive
Services to Parents & Children Parent and
Child Service Integration
Understanding System, and
Policy Change That Supports Parents and
Children Designing and Implementing
with an Equity Lens
Internal & External Aspects
Successful Systems Change
• Organizational Change for 2Gen Takes Time
• Assess where you are • Customer Voice?• Racial Equity Lens?• High quality parent Interventions (Comprehensive)?• High quality child Interventions (Comprehensive)?• Service Integration?• Parent and child interventions equally intensive?• Putting it all together and continually improving?
• Anne E. Casey Foundation, Engaging Parents and Developing Leaders, A Self-Assessment and Planning Tool
This Photo by Unknown Author is licensed under CC BY
Garrett County Community Action
Garrett County Community Action 2Gen Transition Timeline
Garrett County Community Action
Garrett County Community Action
2Gen Approach Resource Highlights
Aspen Ascend
• Making Tomorrow Better Together
• 2Gen Outcomes Bank
• 2Gen Toolbox
• 101 Trying on a 2Gen Approach
• 201 2Gen Action Plan
• 301 Community Guide to 2Gen Approaches
2Gen Approach Resources
Administration for Children and Families,
Office of Planning, Research & Evaluation
• Conceptual Frameworks for Intentional Approaches to Improving Economic Security and Child Well-being
• Features of Programs Designed to Help Families Achieve Economic Security and Promote Child Well-being
• Using Research and Evaluation to Support Programs that Promote Parents’ Economic Security and Children’s Well-being
2Gen Approach Resources
A Two-Generation Human Capital Approach to Anti-Poverty Policy, The Russell Sage Foundation, Journal of the Social Sciences, Volume 4, Issue 3, February 2018.
“We propose a two-generation anti-poverty strategy to improve the economic fortunes of children in the United States. Our policy
bridges two traditionally siloed interventions to boost their impacts: Head Start for children and career pathway training
offered through community colleges for adults. We expect that an integrated two-generation human capital intervention will
produce greater gains than either Head Start or community college alone…”
2Gen Approach Resources
Investing in Innovation
The Annie E. Casey Foundation, May 2018.
2Gen Approach Resources
QUESTIONS?