We tried that before it didnt work Creating and nurturing cultural change that lead to organisationa

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We tried that before it didnt work!Creating
and nurturing cultural change that lead to
organisational growth
Our Experiences. Langford Support Services Inc.
Paul Mayne CEOKate Gillham Operations Manager
Presentation for National Accommodation and
Community Support Conference Melbourne, March 31s
t 2005
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Langford Support Services

• Long Established not for profit organisation in
  Hobart.
  
• Charity Model
• Was operating under a historical CSTDA agreement
• Continually in deficit

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The Original Team of Staff

• 126 Staff to client ratio cook, cleaner and
  manager
  
• Focus on cleaning
• Some acknowledgement of standards.
• Working to a welfare/nursing model of support
• No Award

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The Residents

• 26 Residents sharing 10 x 2 Bedroom Units.
• 21-79 years
• Varied life experience, abilities and
  limitations.
  
• No access to advocates
• Case management not encouraged
• Family relationships strained.

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Review

• Government Agencies conducted a review.
• Media and Union launched a campaign to address
  the low funding.
  
• Staff and all key players involved in the
  campaign.
  

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Change Starts

• A consultant is employed to identify and
  implement change.
  
• A hands on Manager is Employed.

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The Team

• Recognized need for change
• Did not understand how or what to change
• We tried that before it didnt work
• Open to Professional Development.

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The Board of Management

• A you now best approach
• Allowed manger to implement change as identified
• Sought additional members for the Disability
  Sector to assist in decision making
  

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Funding Agencies

• Wanted the Organisation to Fold
• Gave one year to improve
• Asked for Proposal to change service delivery
  model

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Families

• Kept up to date on issues
• Met with Manager Quarterly
• Cautious of Service Direction
• Needed reassurance that siblings were not losing
  tenancy
  

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Residents

• Aware of some emerging changes
• Having input into the direction of the service
  and changing model of support.

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First Steps

• Opening long closed lines of communication
• Gathering feedback
• Gathering the Team
• A PLAN

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Review

• Service changes presented to the funding bodies
• Funding Doubled
• In road had been made
• Continued meeting with all stakeholders
• Staff Training underway.

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The Team

• Need to iron out negative tones
• Planning Day
• KPIs
• Time frames developed
• Maintain the momentum
• Achievements of staff recognised

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The Team

• Some Board Members resigned
• New Members Joined
• Staff entering into traineeships and accredited
  training
  
• Staff input into policy development
• Residents accessing new experiences

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Three Years Later

• Direction of the Service now defined
• Successful tender for Funded Shared House.
• Enormous load on Team
• Some excited some daunted
• Need to refocus

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Strategic Plan 2002-2005

• Langford Support Services will develop a profile
  as a highly respected, professional organisation,
  that consistently delivers high quality service

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Understanding our Teams

• Change Triggered Enormous Growth
• Its all happening to Fast
• Staff feeling daunted
• Essentially no new expectations just new
  environments.
  
• Generalisation of skills

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Back To Basics

• It all starts with the team.
• The Board of Management
• The Management Team
• The Support Staff
• Individuals we are supporting
• Families
• All Key Players

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Staffing

• Training
• Contracts of Employment mutual obligation
• Responding to requests
• Involvement at all levels
• Individual responsibilities that achieve results
  and reward
  
• Flexible workforce

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Challenges of the New Service

• New Service
• New Team members
• New Expectations of old team
• New Training opportunities
• Putting Change into practice

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The new and The Old

• The New Respite Service
• John Langford Founder
• A new found Pride for the Team

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Langford Support Services

• Its so good to hear Langford Support Services,
  not Langford House
  
• Staff have an ongoing opportunity for change,
  challenge and pride

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Further Challenge

• New Unit Complex
• Prison Release Program
• Recognized Training Organisation

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Recruitment

• Start as we mean to go on
• NO history or baggage
• Needs analysis
• Induction
• Further training
• Service User Input

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Were are we Now?
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Were are we now?

• Value of Older Staff
• Clear Communication
• Decision Making
• Client Focus

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Were to from Here?

• Continue to Change
• Continue to Grow
• Continue to address and meet client need
• CONTINUE TO DEVELOP A TEAM THAT CAN DRIVE THIS
  PROCESS WITHIN A SOUND POLICY AND CLEAR DIRECTION