Children’s Therapy InitiativeChildren’s Therapy InitiativeSharing & Learning SessionSharing & Learning Session

Northeastman Northeastman RegionRegion

Who is involved;Current reality;Changing contextDeveloping & building capacityOrganizational learningSustaining change

Stakeholders Stakeholders . . .. . . • 1st P.L.A.C.E. Pre-school

Speech Language Program• NEHA Audiology• Bright Beginnings

(Whiteshell)• NEHA Occupational and

Physiotherapy• Children’s Special Services• NEHA Public Health• Children’s Therapy

Services• North Eastman Parent Child

Coalition• Families First• Provincial Outreach

Therapy for Children • Family / Child in North

Eastman• Rehabilitation Centre for

Children

•Frontier School Division•Road 2 Success (Beausejour)•Grassroots (Pinawa)•NE Regional Intersectoral Committee•Lord Selkirk School Division•Society for Manitobans with Disabilities•Manitoba Family Services and Housing•Specialty Clinics – Winnipeg•MB First Nations Education Resource Centre•Springfield Wellness Coalition•MECY Deaf/Hard of Hearing Program•Sunrise School Division•Whiteshell School District•Mrs. Lucci’s Resource Centre (Lac du Bonnet)•Wings of Power (Pine Falls/Powerview)

Partnering for ExcellencePartnering for Excellence

In Children’s Therapy Services

Northeastman Health Association, School District of Whiteshell, Frontier School Division, Sunrise School Division, Family Services, Society for Manitobans with Disabilities, Manitoba First Nations

Education Resource Center, Provincial Outreach Therapy for Children, Northeastman Parent Child Coalition

Chronology of the Chronology of the NortheastmanNortheastmanChildren’s Therapy Children’s Therapy InitiativeInitiative•Phase One: Demonstration Project

2004-05•Phase Two: Getting Started 2005-06•Phase Three: Developing Capacity 2006-07•Phase Four: Building Capacity 2007-08Future – Organizational Learning & Change

The Blameless Truth

“…the “systems” are very distinct in terms of their structures, functions and environments. While this phenomena is often perceived by planning participants as ‘working in silos’, this is the context through which collaboration has to filter in order for it to occur…”

•The challenge consists of a gap between aspiration and reality and demands a response outside our current repertoire

Our Current Our Current Reality . . .Reality . . .

•Commitment to Commitment to Changing ContextChanging Context

• In order to elicit change, the whole In order to elicit change, the whole system must often be radically system must often be radically equipped to adapt more effectivelyequipped to adapt more effectively

• If we want behavior to change then If we want behavior to change then we need to create a community where we need to create a community where new beliefs can be practical, new beliefs can be practical, expressed and nurturedexpressed and nurtured(Gladwell, 2000)(Gladwell, 2000)

•New structures will be sterile without New structures will be sterile without the corresponding capacity building the corresponding capacity building for those inhabiting the new rolesfor those inhabiting the new roles

((Fullan, 2005)Fullan, 2005)

Organizational Intelligence

• “How smart an organization or community is reflects the kinds of conversations that people have with one another, taking conversations in a broad sense to include all sorts of interactions.”

(Perkins, 2003)• “Working together requires extensive learning in

context through daily interactions, observation, examination of results and facilitation of changes based on new knowledge gained.”

(Fullan, 2005)

• Developing & Building Capacity– People learn best from peers (fellow

travelers who are further down the road)

– If there is sufficient opportunity for ongoing, purposeful exchange

– If the system is designed to foster, develop and disseminate innovative practices that work

(A. Hargreaves, 2003)- True professional learning community with

ongoing collaboration and consultation through email

- Opportunities to network with those involved in other CTI regions, compare processes and share ideas

•

Intelligent Accountability & Vertical Relationships– Solutions rely, at least in part, on the members of the

systems themselves and their capacity to take shared responsibility for positive outcomes

– However, positive outcomes arise from a combination of personal effort and wider social resources (Bentley & Wilsdon, 2003)

– What is the dialogue at the ministerial level regarding the nature of collaboration necessary at the senior administration or managerial level?

– We cannot make assumptions that collaboration “just occur” given everyone’s best intentions

•Commitment to Short & Long Term Results– The new reality is to show progress in relation to The new reality is to show progress in relation to

social and structural priorities while not losing social and structural priorities while not losing sight of long term goals and visionssight of long term goals and visions

– Long term strategy requires short term results Long term strategy requires short term results

(Barber & Fullan, 2004)(Barber & Fullan, 2004)

– ResultsResultsIncreased service delivery to childrenIncreased service delivery to childrenReduced wait listsReduced wait listsDesignated Resource Person to Coordinate Service Designated Resource Person to Coordinate Service DeliveryDeliveryOrganization /inventory of resources and purchasesOrganization /inventory of resources and purchases

•Cyclical EnergizingCyclical Energizing•Sustainability is cyclical•It has to do with energy and other with periodic plateaus where additional time and ingenuity are required for the next adaptive breakthrough (Schwartz, 2003)

•We have realized the importance of “assessment for learning” – What have we learned? Will we change or practices as a result? What will we do differently next time?

Sustaining Sustaining ChangeChange

• The Northeastman Region already had many community and regional structures that enabled the CTI philosophy and practice to flourish

• The Children’s Therapy Initiative is empowering the region to consult and collaborate in order to refine individual, organizational visions into a consultative, collaborative and cohesive plan for the future

OutcomesOutcomes• The opportunity to identify and network the

local resources• Identification of individuals within the

existing systems, providing a face-to-a-name; opportunity for personal contact

• Increased networking opportunity with all stakeholders

• Great people with great ideas and commitment!

• Opportunity to question and plan for program improvements.

OutcomesOutcomes• Securing time and commitment from all

stakeholders considering all their agency specific priorities

• Relationships take time and process to build

• Lack of data does not reflect the desire of service providers to partner or review current service delivery practices but rather reflects the lack of system supports.

•Deep Learning– “You must learn to fail intelligently

(forgive & remember). Failing is one of the greatest arts in the world. One fails towards success.” (T. Edison)

– Avoiding the “knowing/doing gap” – when fear prevents acting on knowledge (Pfeffer & Sutton)

What have we learned?

– What have we learned ?•Formally document procedures

(minutes, motions etc.)•Anticipate challenges and work to

break through challenges•Plan and prioritize•Be creative•Develop trust

Key to all of the above Key to all of the above recommendations is the planning recommendations is the planning and provision for opportunities to and provision for opportunities to allow the individuals involved to allow the individuals involved to

continue to develop and continue to develop and strengthen this relationship.strengthen this relationship. This This

can only come through formal can only come through formal and informal and informal reflection and reflection and

evaluation of our professional evaluation of our professional values, the agency values and values, the agency values and

building a sense of trustbuilding a sense of trust amongst amongst service providers. service providers.

The significant problems we face

cannot be solved at the same

level of thinking we were at

when we created them.”