DHS NEWS May 2016
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“It’s managing to improve performance. It’s ‘I know what I need to do to help you do your job.’ It’s also, ‘We can help each other.’ “
Lisa Ford, Manager of Business Operations in the Office of Children, Youth and Families (CYF), on DHS’s roll out of the Predictive Index.®
DHS utilizing Predictive Index® to improve workforce, job satisfaction The Department of Human Services (DHS) is incorporating behavior assessments into its workforce management as additional tools to assist in achieving a range of development goals. Following a competitive bidding process, DHS selected Predictive Synergistic Systems of Cranberry to provide a tool that analyzes potential work behavior and one that surveys what behaviors are desired for specific jobs. Utilizing the tools is part of the department’s effort to improve organization performance, development and employee job satisfaction. Specifically, DHS is beginning to use the company’s Predictive Index® survey, which gathers information on both an individual’s inherent behavior and short-term job behavior, and its Performance Requirement Options (PRO) – a survey to determine behaviors required of specific jobs.
Above: A visualization shows the workplace spheres with which the Predictive Index® assessment can be used. It also shows how the assessment fits into broader organizational goals.
DHS personnel who are managing use of the surveys, as well as Predictive Synergistic Executive Consultant Colleen Readshaw, emphasize that the Predictive Index® is neither an I.Q. test nor the ultimate determinant for any job placement or hiring. Rather, the results are to be used to ensure that a job is a good fit for a candidate; that a manager and/or employee understand more about each other and their needs to make work satisfying and productive; and that there is a plan for succession.
“The Predictive Index® is just one part of the process,” said Lisa Ford, Manager of Business Operations in the Office of Children, Youth and Families (CYF). “Sixty percent of a job is whether an employee or candidate has the skills, experience and knowledge to do the job. Forty percent is, will they?” Currently, Lisa and Stacey Tunie, Performance Improvement Analyst in the Office of Administrative and Information Management Services (AIMS), are working to implement the index and PRO in DHS offices with both contracted personnel and county employees. Many managers and supervisors, including all in
AIMS, have taken the Predictive Index®, and Colleen recently conducted a workshop in the Human Services Building (HSB) to explain the index, its results and the PRO to those who had taken the index. Training and certification of DHS personnel as analysts of Predictive Index® results is ongoing. The analysts will help those who take the assessments to interpret the results. Colleen said the Predictive Index® is based in math and science and has its roots in the military during World War II, when military personnel were trying to determine the characteristics of an accurate bomber pilot. After the war the index moved to the business world. “It identifies behavioral drives and motivating needs beyond experience and skills,” she said. The report generated by the assessment includes a graphic representation of inherent behaviors, behavior over the last 90-120 days and where the two intersect. The report also gives a narrative discussing strongest behaviors and how the person will manage and influence. For example, one report stated that the individual taking the index “is a confident, independent selfstarter” with a “distinctively faster-than-average” work pace. “She learns and takes action quickly. On the other hand, she will become impatient and restless working repetitively with routine details or structured work.” To manage this person successfully, she needs independence, flexibility and opportunities to learn, advance and take action on her own ideas. She also needs variety and challenge in her responsibilities, the assessment report said. “A manager should look at results such as these and say, ‘This is why she is frustrated. How can I manage her so that she is successful?” Stacey said. “It’s managing to improve performance,” Lisa added. “It’s ‘I know what I need to do to help you do your job.’ It’s also, ‘We can help each other.’ “
Project Prom 5K unleashes runners, walkers and more for a good cause Run, Walk, Roll or Stroll, is the theme of third annual Project Prom 5K, to be held on June 4 at Hartwood Acres Park. And if you want to do any of it in a tutu or tuxedo, all the better. The Project Prom 5K, which has increased in popularity each year since its start in 2014, raises money for Project Prom, a group of events that allow eligible Allegheny County teens to attend their prom in style at no cost. Without year-round donations of goods and money however, Project Prom would not be possible. All registration fees for the Project Prom 5K are entirely used toward continued operation of the Project Prom Shop, where teens select gowns and accessories for free or reduced cost, and to Project Prom for Gentlemen and Project Prom Primping, catered Run in a dress or a tux events where teens in the Project Prom 5K. learn tips about putting You must wear tennis their best foot forward on shoes, however. a very special night. All are overseen by the Department of Human Services (DHS) Event and Donations Team, part of the Office of Community Relations (OCR). And while Project Prom is a charitable effort recognized routinely by generous individuals and companies, the Project Prom 5K gives everyone a chance to let loose in the spirit of popular color runs, mud runs or running in the gear of your favorite sports team. Participants in the 5K run or one-mile walk are encouraged to navigate the gently rolling hills of Hartwood in prom attire – or any special occasion gear. In past races, runners and walkers have worn formal prom dresses, tiaras, boas and tuxedos. Some have sported tutus over their running duds. Mothers have dressed their babies up and pushed them along in strollers. Other than wearing tennis shoes – no heels allowed -- the style of dress and means of ambulating are up to the individual and the results are generally hilarious. “It’s a fun and active way to help make prom dreams come true,” said Ondréa Burton, OCR Event and Donations Manager.
Other highlights of the Project Prom 5K are pre-race dance party, (a DJ plays before, during and after the race), free water and Gatorade; a free T-shirt to the first 100 registrants; and category prizes. Sponsorships are also available, or you may spread the word about the 5K with downloadable fliers and social media images available on the DHS web page for Project Prom.
Project Prom 5K details When: June 4, 2016 -- Packet pickup and race day registration will be from 7:30-9:15 a.m. The race starts at 9:30 a.m. and the walk at 9:35 a.m. Where: Hartwood Acres Park. Fees: $25 for individuals who are running; $20 per individual in teams of five or more; $15 per individual to walk, or $10 each to walk in teams of five or more. Awards: Winners in various categories will be announced at 10:30 a.m., and an event King and Queen will be “crowned� and awarded overnight stays in a local hotel. The distinction goes to participants who run in full prom regalia.
Register here or go to www.active.com and search for the Project Prom 5K.
Collaborative links immigrants and refugees to human service supports A collaborative that sprang from work done by the Department of Human Services (DHS) to help Allegheny County’s immigrants and refugees better access the human services system is demonstrating positive impact. Those involved in the work of the collaborative, called Immigrant Services and Connections (ISAC), are encouraging any provider or eligible county resident in need of ISAC’s help to contact the service. ISAC came about after a needs assessment completed by DHS in the spring of 2013 revealed that service coordination and help in navigating the complex human service system were among the top needs of the county’s growing refugee and immigrant populations. While some agencies did help some groups, DHS found gaps that needed to be addressed. The department issued a competitive request for proposals, with eight submitted. Jewish Family & Children’s Service (JF&CS) of Squirrel Hill, with decades of serving the county’s refugee population, was selected as lead agency to provide service coordination and navigation under a $1 million yearly contract. Other partners are the Greater Pittsburgh Literacy Council (GPLC), South Hills Interfaith Movement (SHIM), Northern Area Multi-Service Center (NAMSC), the Latino Family Center of the Allegheny Intermediate Unit (AIU), and Casa San Jose of the Sisters of St. Joseph of Baden. ISAC began operating on Jan. 1, 2014
HOW TO REACH ISAC Phone: 412-742-4200 Email: isac@jfcspgh.org
In a report issued in January 2016, following a year and a half of operation, ISAC showed that its partner agencies had served about 1,700 people with navigation – short-term solutions in the form of information, assistance and referrals (IARs) – or service coordination – support for people in need of resources to address complex or long-term issues that require development of a service plan. Data showed that service coordination significantly improved the lives of those who sought it. Client needs are ranked on a 5-point scale with ratings labeled “in crisis (1)”; “fragile (2)”; “vulnerable (3)”; “safe (4)” and “stable (5).” Assessments showed that clients moved an average of 2.2 points on the scale, meaning their circumstances improved, as an example, from “In crisis” to “safe” or “fragile” to “stable.” Domains in which most improvement occurred were family and community, financial and legal. Barbara Murock, Immigrants and Internationals Initiative Manager, said a particular strength of the collaborative is its use of a shared information system. ISAC uses software that helps prevent duplication of services.
Barb also noted that ISAC utilizes staff who are bilingual. ISAC, however, is not able to offer interpretation services for other providers, such as during appointments with medical personnel, to whom immigrants are connected.
ISAC facts
ISAC also conducts community education and, with a grant from Staunton Farm Foundation, conducted trainings for service providers who desired more information on how to serve the behavioral health needs of immigrants and refugees.
It also has extended its reach by offering office hours in five county neighborhoods, serving eight language groups with bilingual navigators at churches, community centers or housing plans. “ISAC is a resource in the community for both immigrants who need help and service providers,” Barb said.
In its first full year of operation, ISAC served about 1,700 clients A total of 55 languages were represented among clients Of those, 38 percent were Bhutanese and spoke Nepali 28 percent came from Spanish-speaking countries 25 percent of clients were under age 25 and 5 percent were over age 65
“We want people to think ISAC when it comes to immigrants needing assistance in the county,” added Leslie Aizenman, Director of Refugee and Immigrant Services at Jewish Family & Children’s Service. She noted that ISAC’s services are strengthsbased, assisting clients in developing and tapping natural supports so that they can eventually navigate human service systems on their own or with the help of family or friends. Brenda Green, ISAC Program Manager, said a notable accomplishment of ISAC is that it is able to keep issues from escalating in the lives of immigrants and refugees. She used, as an example, a landlord who called to say that a tenant was behind on rent but she didn’t want to evict the person. “The money was there. The person needed help with writing checks so a bilingual navigator assisted. Because we were able to assist them, this didn’t get to a crisis situation,” Brenda said. ISAC has helped ameliorate cultural misunderstandings as well. For example, ISAC has referred clients to parenting classes to help them understand how people in the United States are expected to care for children. A person coming from a culture where child care is communal may not understand that leaving a child alone with the expectation a neighbor will help if needed is not an accepted common American practice. Brenda emphasized that there are no language requirements for ISAC services and that there is no problem too small or too large for ISAC to address: Small problems left unaddressed can escalate into large ones. “Our system is a voicemail system and we say that we will get back to you in 48 hours. But the reality is we often get to you the same day. There is not a waiting list,” she said.
Kudos: Jean Fagan Jean Fagan, Medical Access Transportation Supervisor in the Office of Community Services, received praise for her work from Karen Hoesch, executive director of ACCESS Transportation, the shared-ride service operated by the Allegheny County Port Authority. Jean, who has worked for MATP for 28 years, took a call from Karen to help a consumer who needed a ride scheduled at the last minute. “Jean never uses bureaucracy as a reason to deny a request and challenges other systems to do more,” Karen wrote in an email to Robert Rebholz, Administrator of the Bureau of Family and Community Services, where MATP is housed. “It is a pleasure to work with her in a world that is increasingly difficult for the vulnerable folks we work with. She is a great asset to your organization and a real model for others.”