Policy & Practice February 2018

The Human Services Value Curve

Ef ciency in Achieving Outcomes

Finally, in partnership with Dr. Beth Cohen, a licensed clinical and organi- zational psychologist who has devoted much of her career to supporting public-sector agencies, we will explore what it takes to ensure the health and well-being of the workforce, and how to measure it. Informed by empirical data in the field, our goal is to design a blueprint of a comprehensive organiza- tional model focused on individual and organizational workforce health and well-being. In much the same way, we have begun to better understand how to more authentically and effectively engage with families. We must consider how to tap the strengths of our work- force and understand what motivates and drives them as well as what causes unproductive stress. Consider this: Do we ever ask our own staff what their dreams are? How about what impact they aspire to leave on the world or for their own families? Do we know what overwhelms them or do we simply make assumptions about their stresses without understanding themmore Regulative Business Model: The focus is on serving constituents who are eligible for particular services while complying with categorical policy and program regulations. Collaborative Business Model: The focus is on supporting constituents in receiving all services for which they’re eligible by working across agency and programmatic borders. Integrative Business Model: The focus is on addressing the root causes of client needs and problems by coordinating and integrating services at an optimum level. Generative Business Model: The focus is on generating healthy communities by co-creating solutions for multi-dimensional family and socioeconomic challenges and opportunities.

Generative Business Model

Integrative Business Model

Collaborative Business Model

Outcome Frontiers

Regulative Business Model

Effectiveness in Achieving Outcomes

© The Human Services Value Curve by Antonio M. Oftelie & Leadership for a Networked World is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. Based on a work at lnwprogram.org/hsvc. Permissions beyond the scope of this license may be available at lnwprogram.org.

managers.” They began to “hire for the heart and train for the brain.” And, by requiring all staff to read books like JimCollins’s Good to Great, they have developed a shared language and strong peer community—not only energized by each other to solve problems together— but also help check each other’s thinking when a teammember is not operating within their “passion circle.” This is just one example of agency leadership making it possible for an entire workforce to think innovatively by tapping their internal motivations, con- necting hearts andminds, moving from program-focused practices to cause- driven services, and enabling leadership at all levels. Over the course of the next year, we will showcase many more examples of such efforts, including: � Leadership academies that develop champions across the agency � Innovative approaches in performance management and moti- vational coaching � Applied learning from neuro- and behavioral science in developing the capacity of the workforce � Mindfulness and other meditation activities to support wellness

� Collective impact efforts from the ground up that are demonstrating how to meet families where they are and connect As part of the Igniting the Potential initiative, we will also highlight how data-driven and evidence-informed practices present new opportunities for leaders to increase their agency’s impact while reducing inefficiency. As leaders shift resources to data- driven approaches, they must ensure that the workforce is a critical part of that shift, avoiding the temptation to act in a top-down manner. Leaders must ensure that the workforce first sees data as an enterprise asset, and then has the tools to use the data to drive both individual-level and community-wide decisions. The work of our National Collaborative for the Integration of Health and Human Services already has a number of tools to support data integration and use (see the National Collaborative page at www.aphsa.org ); and we will continue to develop guidance to support effective use of data by the workforce.

See Igniting the Potential on page 33

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February 2018 Policy&Practice