Policy & Practice February 2018

need for systemic change. As we have captured in our Human Services Value Curve Toolkit (see the Resources page at www.aphsa.org ): Leaders must anticipate and respond to resistance to the changes that are a part of [any] transformation, both enlisting the support of constructive resisters and marginalizing those who resist for non- constructive reasons. The development of a sound communication plan helps leaders message the changes in a clear and concise way. These messages should include the rationale for the changes and address the benefits to the organization, staff, and stakeholders. Painting a clear picture of the expected outcome of the transformation effort is essential. As the transformation progresses, leaders must authorize the organization to bring an end to the “old ways” and exchange them with new policies, processes, and prac- tices that will support the new way of doing business. To expect our workforce to innovate and help solve problems, we have to set them up for success. To do so, leaders must first hire for adapt- ability and agility to work within and across the complex human-serving systems. We must also create a zone of safety and support, where there is shared ownership to take risks through a “learn-by-doing” approach. Supporting the workforce also requires that leaders create the time and space for managers to reflect on whether they are focusing the workforce on the “right” tasks and interventions; we must be willing to intentionally “unpack” what it is we do to determine its true value and impact. A great example of this wholesale shift in culture and climate is Jefferson County, CO, where the turnover rate has been reduced frommore than 30 percent to 11 percent in a just a few short years. Inspired by the Olympic coaches who train athletes in their backyard, Jefferson County leadership asked a simple question, “How do we get gold for each family in our community?” Through the lens of the Value Curve and in true partnership with families, the agency created a different mindset by positioning its workforce as goal setters and problem solvers, not “case

In our 2017 member survey, concerns about the agency workforce topped the list of what keeps H/HS leaders up at night: the ability to recruit and retain staff with the right talents and capabilities; how best to develop and train the workforce in a fast-paced, ever-changing world; how to equip them with the right tools; how to ensure the on-going well-being of front-line staff and managers. Building on the field’s shared learning through the Human Services Value Curve and using APHSA’s strategic plat- forms, including our three Collaborative Centers, affinity groups, Organizational Effectiveness practice, educational events, and communication vehicles— our aim in 2018 is to further support the field in developing a modern workforce that is healthy and well. The workforce sits at the core of how human services agencies deliver on their missions. Absent a talented, well-equipped workforce, it’s nearly impossible to drive the outcomes we desire for communities. We must align internal agency practices with modern policies through a systems-level lens if we are to ensure the success of the workforce and, ultimately, realize the full potential of people and places. When we see and engage the human services workforce as helping “unlock and ignite human potential,” we both energize and honor our workforce and we create an important mindset shift about their role in partnership with families and communities. When we can create an authentic sense of con- nectedness between the workforce and the community, we can solve problems together. We know, however, that human services agencies have deeply embedded cultures that too often run counter to the highly agile and adaptive nature of today’s world. Agency climates can be subject to pendulum swings based on leadership changes, budget constraints, negative media coverage, and ever-changing laws and regulations, among other variables. We also know that the solu- tions of the past are rarely the answers to today’s challenges. Hence, tackling cultural change requires that agency leaders act inten- tionally, repeatedly emphasizing the

Igniting the Potential will be a recurring theme for 2018. In each article, we will introduce our readers to various efforts underway in the H/HS workforce. If your organization has a compel- ling story to share about how you are supporting and advancing the H/HS workforce, we would love to hear from you. Contact Jessica Garon at jgaron@aphsa.org. Igniting the Potential

TracyWareing Evans is the President and CEO of the American Public Human Services Association.

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Policy&Practice February 2018