Managers: Keep track of and acknowledge barriers and challenges impacting the division and be transparent with staff about what can be accomplished and what cannot. Managers: Explore with supervisors and directors barriers and solutions to implementing and sustaining the model. Directors: Keep track of and acknowledge barriers and challenges impacting the organization and be transparent with staff and partners about what can be accomplished and what cannot. Seek out and invite in input from staff in the organization: Supervisors: Hold regular supervision meetings with staff to review casework for fidelity to the CPM and to actively seek input and develop solutions for issues that impact the social worker’s ability to work effectively with children, youth and families. Managers: Hold regular supervision meetings with supervisors to review their unit’s work and to actively seek input and develop solutions for issues that impact the ability of their unit to work effectively within the Division and with children, youth, and families. Directors: Hold regular supervision meetings with managers to review the work of their division and to actively seek input and develop solutions for issues that impact the ability of their division to effectively deliver services to children, youth and families consistent with the CPM. Advocacy Behaviors for Leadership Promote advocacy Provide frequent and regular opportunities for Tribes, agency partners, staff, youth, families, and caregivers to share their voice. Advocate for resources Advocate for the resources needed to support and develop staff: Supervisors: Provide information to management about gaps in staffing and necessary resources needed to implement CPM. Managers: Provide information to executive leadership regarding staffing gaps to support requests for additional resources to fill the gaps. Directors: Become a champion for the CPM by advocating for resources to support CPM practices and working to establish policies and practices that eliminate barriers for staff. Directors: In partnership with the implementation team, review planning goals and timeframes for training, coaching, policy, and practice change so that expectations for staff are clear and realistic. Advocate for the resources needed to provide effective, relevant, culturally responsive services for families: Supervisors: Provide information about gaps in services and resources needed to implement CPM. Managers: Actively seek information about gaps in services for families and advocate to executive leadership for resources. Directors: Ensure that all contracts are supportive of CPM practices and aligned with the CPM.
Managers: Keep track of and acknowledge barriers and challenges impacting the division and be transparent with staff about what can be accomplished and what cannot. Managers: Explore with supervisors and directors barriers and solutions to implementing and sustaining the model. Directors: Keep track of and acknowledge barriers and challenges impacting the organization and be transparent with staff and partners about what can be accomplished and what cannot. Seek out and invite in input from staff in the organization: Supervisors: Hold regular supervision meetings with staff to review casework for fidelity to the CPM and to actively seek input and develop solutions for issues that impact the social worker’s ability to work effectively with children, youth and families. Managers: Hold regular supervision meetings with supervisors to review their unit’s work and to actively seek input and develop solutions for issues that impact the ability of their unit to work effectively within the Division and with children, youth, and families. Directors: Hold regular supervision meetings with managers to review the work of their division and to actively seek input and develop solutions for issues that impact the ability of their division to effectively deliver services to children, youth and families consistent with the CPM. Advocacy Behaviors for Leadership Promote advocacy Provide frequent and regular opportunities for Tribes, agency partners, staff, youth, families, and caregivers to share their voice. Advocate for resources Advocate for the resources needed to support and develop staff: Supervisors: Provide information to management about gaps in staffing and necessary resources needed to implement CPM. Managers: Provide information to executive leadership regarding staffing gaps to support requests for additional resources to fill the gaps. Directors: Become a champion for the CPM by advocating for resources to support CPM practices and working to establish policies and practices that eliminate barriers for staff. Directors: In partnership with the implementation team, review planning goals and timeframes for training, coaching, policy, and practice change so that expectations for staff are clear and realistic. Advocate for the resources needed to provide effective, relevant, culturally responsive services for families: Supervisors: Provide information about gaps in services and resources needed to implement CPM. Managers: Actively seek information about gaps in services for families and advocate to executive leadership for resources. Directors: Ensure that all contracts are supportive of CPM practices and aligned with the CPM.
pxm_behaviors_for_leadership_061816.docx