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ROGAN #4

Let me take a few minutes to talk about a framework for organizational change.  What are some 
of those critical elements that must be addressed as I mentioned? Innovative financing is one 
where we know that many states in our country continue to have a fiscal disincentive for people 
to provide community based services.  In fact, in a recent study that we did out of the Indiana 
Institute on Disability and Community, we found that nearly 50% of our state vocational 
rehabilitation organizations reported fiscal disincentives for community based services.  We 
know that we need to continue to move and shake around, creatively tapping multiple sources of 
funding, better tapping those that we've had laying around for many years, such as PASS plans 
and IRWE’s, and figuring out how best to use developmental disability, vocational rehabilitation, 
Work One, One Stop funding, and so on. 

I like to think of the organizational change components focusing on a change triangle with each 
of the points being a key element.  Think about the top point of a triangle being the services that 
you're driving towards, those individualized community based services.  Think of another point 
being human resource practices. How you hire? How you orient? How you train your staff?  
Think about the third corner or the third piece of it focusing on the organizational structure piece. 
How your staff is aligned? What your hierarchy looks like in your organization, and that triangle 
enveloped within all of the external influences, the funding streams, business community, 
families, and community constituents, and so on?  

Let's take each of those one at a time.  We talked earlier about stakeholder involvement, 
stakeholder buy-in, and the importance of getting key people together from the get go.  One way 
that you can get a handle on where people are coming from and how best to pull them in the 
change process, is to undertake what we call a stakeholder analysis, which is answering the 
following questions. Who are your primary constituents? What influence do they have in the 
change process?  It's important as you do this to think about day service providers broadly, not 
only day service providers, but residential services providers, case managers, and people who are 
in other support roles with the individual.  Ask, think about, interact with people, and start 
learning what they think about the current services that are being delivered.  What do they think 
about this shift towards community services?  What information might they need to better 
understand the vision, the direction, and the challenges. How might we help them to feel this 
sense of dissonance between what we're doing now and what we hope to do or be?  That tension 
is often the critical piece to help people begin to shift.