Devereux Strategic Plan
Devereux’s Organizational Structure and Strategic Plan
Abstract
The Organizational Structure and Strategic Plan on which the research is to be conducted is the Devereux Florida Foster Care Program in Brevard County. Devereux Foster Care Program is one of many community based Mental Health programs in Brevard County. Devereux’s goal is to strategically plan to keep its program unique, allowing it to continue to grow and be successful. The purpose of this paper is to explore Devereux’s Organizational Structure and Strategic Plan of the Devereux Florida Foster Care, it’s effectiveness, and identify the structure and strategy Devereux uses to maintain its status and position in providing the best Foster Care Programs in Brevard …show more content…
County. Over the years Devereux has demonstrated it’s ability to do a fantastic job managing and implementing the proper procedures it takes to take on the responsibility of handling the largest foster care program in Florida. Devereux has worked with key people and departments internally from all regions to assess and evaluate the merger of four foster care placement agencies into one in Brevard County. Devereux spends a large percentage of time addressing the “how’s” and documenting ideas which then allow them to reflect and implement best strategies. Devereux is continuously looking as if it is passing the three tests of winning strategy: a good fit, competitive advantage, and strong performance as has been discussed throughout this paper. In doing this they allow themselves to look objectively at what changes need to take place in order for the success to continue. This movement allows for productivity and employee satisfaction, as they are able to utilize their strengths in a multitude of programs at times.
Introduction
Helena Devereux founded Devereux in 1912. She revolutionized the treatment of children with emotional and behavioral problems that has expanded into a wide variety of community base programs. Her philosophy still guides our thinking today. Devereux is a leading nonprofit behavioral health organization that supports many of the most under-served and vulnerable members of our communities (2006-2013, The Devereux Foundation http://www.devereux.org/site). Being the leading nonprofit behavioral health provider, Devereux is continuously working on maintaining their status and position in the area of Foster Care over all other providers and continuing to make the organization distinct and stand out from competitors. To do so, Devereux is always internally looking at all programs and pulls from all regions to assess and evaluate what makes the programs run successfully. Devereux also looks for what areas are struggling, identifies programs that other companies are operating and how the companies are doing it successfully.
Organizational Structure
The organizational structure of Devereux Florida begins with the Executive Director who oversees the Administration, Operations, and every department that is located in the Southern Region. The Executive Director is responsible for the implementation of various community-based programs throughout the state of Florida. Through the director numerous executive staff members are given the responsibility of overseeing various programs. The Assistant Executive Director of Administration oversees Human Resources, Finance, Medical Records, Risk Management, Compliance and Quality Management. The effectiveness of these departments is crucial to meeting the overall mission of Devereux. The Assistant Executive Director of Operations oversees various community-based programs such as: Counseling, Foster Care, Residential, and other vital programs that help those who are most reliable in delivering these services. The program directors reinforce the goal of Devereux by going out into the community and directly interacting with Government Agencies, Schools, as well as other private and community organizations that refer clients. Ultimately it is the job of the Psychiatrist and Therapist to diagnose the specific problem areas of the client and also to implement the proper treatment plan based on their evaluation and the needs of that specific client. It is very important for all of these departments to be in sync with one another for Devereux to be successful. To do this, Devereux turns to key players in each program, such as Program Managers, Coordinators, Supervisors, and those who have successfully worked in a multitude of the programs. Having these members at the meeting along with Regional Administrators gives Devereux more leverage. Devereux is able to utilize and listen to hands on experienced staff of different challenges each area has and how they maintain success and productivity at the highest level of care. In doing so, decisions can be made as to how to continue to operate at a level of success. During brainstorm meetings it is critical to also identify what strategies and procedures are not working and look deeper as to why they are not working (is it demographic, funding, internal resources, training, retention etc….) as a result the company can plan ahead and be prepared for future obstacles and how to work through them without a loss in productivity or financial gain. Devereux also has many key players who are in close contact with the competitive agencies, attending meetings in the community with them in which they are able to learn about the other agencies, what their goals are, how they are running their programs etc… From this, Devereux is able to strategically plan how to keep their programs unique allowing them to continue to have growth and success. When making decisions, Devereux takes many factors into account (such as the number of clinical staff it will take to successfully operate the program, the level of clinical skill needed, the number of support staff needed, hours needed to spend with each client, training needed, requirements of the funding source, material needs etc…) a unique team is put together to review programs before they are submitted and implemented. This team again is from all over the state, utilizing different regions is a strong benefit to the process in that it allows for objective eyes to evaluate the program. After consideration is taken from all members, the final product is placed into motion from the region seeking the program. In 2011 the Devereux Foster Care Program submitted a proposal to take on a very challenging position in the community. Brevard Family Partnership (lead agency that is under the Department of Children and Families that has custody of children removed form their parents, relatives, and non-relatives that come into the foster care system) had a vision. Their vision was to consolidate the four Foster Care Child Placement Agencies in Brevard County to one Child Placement Agency. This would allow consistency for all foster homes in Brevard, help control and maintain homes, all home assessments would be standardized, foster families would have a single point of contact and all services would be provided under one agency. With four Child Placement Agencies the structural set up and policy and procedures were very different. There was not one best practice enforced, many disqualifying charges were overseen by some agencies allowing homes to be licensed that did not qualify which lead to possible endangered children. Devereux submitted a proposal to be granted the contract to take on, implement and fulfill the vision. Devereux obtained the contract to merge the foster care placement agency functions. Structurally, Devereux hired additional staff to accommodate the requirements of the contract expanding from Child Placement Agency size of 35 homes and 70 foster children to 120 homes and 220 foster children. Devereux assigned staff to certain duties outside of job requirements where strengths lie. Technically Devereux’s Licensing Specialists received iphones to have access to our e-mails, text messages and calls to the office for important matters.
Which helped the Licensing Specialist do their job more effectively and efficiently, including placements, movements, due dates, and communication with other partners outside of Devereux. Devereux’s mobile network allows the team to meet the Florida Administrative Code requirements in a timely manner. Behaviorally Devereux continually works on team motivation, building skills and opening mindset to think outside the box. After one year of working the meet the requirements of the contract Devereux’s Regional Director had to renegotiate the contract and came up with a plan for the Licensing department to benefit from. Devereux planned that after two years of implementing the change and bringing it to be successful the new contract would result in the Licensing department receiving $50,000 dollars when meeting the new goal for …show more content…
recruitment. Devereux’s Regional Manager added an incentive to keep up the moral and encourage the employees to make an effort to continue to work hard and be rewarded for the awesome job that they’ve done. He requested that during the 2nd year, if the licensing staff licensed 20 more foster homes the licensing department would receive half of the $50,000 as reward in the form of bonuses. These interventions were aimed to improve poor morale, productivity, communication problems and organization culture.
Strategic Plan During this process Devereux takes the time to look for ways to stand out from all the other competitors. One area of strength is Devereux has a full continuum of care and able to provide to clients ranging from least restrictive (case management, in home services, to outpatient services) to most restrictive (foster care and residential programs). Having this ability allows for the most success to clients at the least cost in that internal resources are available, consultations are available at no additional cost to the client, insurance, state or family. Devereux looks to make sure they are clear to all involved, from the clinicians and employees operating the program, to the families, as well as to the community and lead agencies (funding sources). It is important that all understand that not the same method of treatment is to be used and focus needs to be placed on specific individual needs. Therefore, styles of approach need to be unique to the trauma that is being treated. With this it is also expected from all clinicians and employees that they are able to place aside their belief as to what should be for the client and in setting objectives. Devereux looks at each program to be unique even if it appears to some as a minor difference, understanding in the world of child welfare and mental health counseling, moderate differences are unique and what makes a program distinct. For example, Devereux prides itself in that they work so closely with biological families as well as in the homes of families. Many other programs will not “teach” biological families how to be better rather they work distinctively with the foster family helping the child. Devereux continues to take it a step further to say, they we will educate you, mentor you, as long as you are willing and desire this help. Devereux also recognizes that motivation needs to start and maintain with internal leads.
If the clinicians and employees are not motivated then the productivity will decrease and positive end results will not continue. In recognizing this, the Program level employees are faced at all times with coming up with creative ways to provide the positive reinforcement as well as incentives to all. In this the same philosophy is used as with the clients, addressed individually with each employee. To know what means the most to that person, what motivates and drives them. Are they an individual that is looking for public recognition? If so a certificate with a lunch may be appropriate when they are publicly recognized for their work. In knowing each employee individually continued growth occurs because value is placed on them which in turn motivates them to want to continue to produce only higher level of work. As a non-for profit agency, Devereux places a balance on financial achievement and program achievement with a higher emphasis on the program achievement.
In large meetings held with Regional Administrators and lead Management, Devereux allows for a loss with many programs knowing that it will not make a profit and in fact takes a loss in profit, yet the program is essential and needed for the community. By recognizing this, Devereux then pulls from other programs that are more financially solvent and makes it a priority to stay aware of the growths in that program, challenging it at all times to reach higher productivity goals. Devereux recognizes that the need to focus on the “how’s” is critical and on going which is why they hold so many management level meetings pulling management from all over the state to come together and share ideas and process through what is and is not working in each region. Having this allows for documentation and tracking of success and also allows for preparation in each region when a new obstacle arises. Devereux not only looks at how to better help the children and families in need, but how to provide more to them, how to have more resources, how to obtain higher level of training, how to stay ahead of competitive agencies who are also providing services. They look to see how to distinguish a problem when it occurs in a quick time frame as not to allow for residual
effects. Conclusion Devereux spends a large percentage of time addressing the “how’s” and documenting ideas which then allow them to reflect and implement best strategies. Devereux is continuously looking as if it is passing the three tests of winning strategy: a good fit, competitive advantage, and strong performance as has been discussed throughout this paper. In doing this they allow themselves to look objectively at what changes need to take place in order for the success to continue. They look to assess strengths and match them with better programs if needed. This movement allows for success, productivity and employee satisfaction, as they are able to utilize their strengths in a multitude of programs at times.
References
http://www.devereux.org/site
Abstract
The Organizational Structure and Strategic Plan on which the research is to be conducted is the Devereux Florida Foster Care Program in Brevard County. Devereux Foster Care Program is one of many community based Mental Health programs in Brevard County. Devereux’s goal is to strategically plan to keep its program unique, allowing it to continue to grow and be successful. The purpose of this paper is to explore Devereux’s Organizational Structure and Strategic Plan of the Devereux Florida Foster Care, it’s effectiveness, and identify the structure and strategy Devereux uses to maintain its status and position in providing the best Foster Care Programs in Brevard …show more content…
County. Over the years Devereux has demonstrated it’s ability to do a fantastic job managing and implementing the proper procedures it takes to take on the responsibility of handling the largest foster care program in Florida. Devereux has worked with key people and departments internally from all regions to assess and evaluate the merger of four foster care placement agencies into one in Brevard County. Devereux spends a large percentage of time addressing the “how’s” and documenting ideas which then allow them to reflect and implement best strategies. Devereux is continuously looking as if it is passing the three tests of winning strategy: a good fit, competitive advantage, and strong performance as has been discussed throughout this paper. In doing this they allow themselves to look objectively at what changes need to take place in order for the success to continue. This movement allows for productivity and employee satisfaction, as they are able to utilize their strengths in a multitude of programs at times.
Introduction
Helena Devereux founded Devereux in 1912. She revolutionized the treatment of children with emotional and behavioral problems that has expanded into a wide variety of community base programs. Her philosophy still guides our thinking today. Devereux is a leading nonprofit behavioral health organization that supports many of the most under-served and vulnerable members of our communities (2006-2013, The Devereux Foundation http://www.devereux.org/site). Being the leading nonprofit behavioral health provider, Devereux is continuously working on maintaining their status and position in the area of Foster Care over all other providers and continuing to make the organization distinct and stand out from competitors. To do so, Devereux is always internally looking at all programs and pulls from all regions to assess and evaluate what makes the programs run successfully. Devereux also looks for what areas are struggling, identifies programs that other companies are operating and how the companies are doing it successfully.
Organizational Structure
The organizational structure of Devereux Florida begins with the Executive Director who oversees the Administration, Operations, and every department that is located in the Southern Region. The Executive Director is responsible for the implementation of various community-based programs throughout the state of Florida. Through the director numerous executive staff members are given the responsibility of overseeing various programs. The Assistant Executive Director of Administration oversees Human Resources, Finance, Medical Records, Risk Management, Compliance and Quality Management. The effectiveness of these departments is crucial to meeting the overall mission of Devereux. The Assistant Executive Director of Operations oversees various community-based programs such as: Counseling, Foster Care, Residential, and other vital programs that help those who are most reliable in delivering these services. The program directors reinforce the goal of Devereux by going out into the community and directly interacting with Government Agencies, Schools, as well as other private and community organizations that refer clients. Ultimately it is the job of the Psychiatrist and Therapist to diagnose the specific problem areas of the client and also to implement the proper treatment plan based on their evaluation and the needs of that specific client. It is very important for all of these departments to be in sync with one another for Devereux to be successful. To do this, Devereux turns to key players in each program, such as Program Managers, Coordinators, Supervisors, and those who have successfully worked in a multitude of the programs. Having these members at the meeting along with Regional Administrators gives Devereux more leverage. Devereux is able to utilize and listen to hands on experienced staff of different challenges each area has and how they maintain success and productivity at the highest level of care. In doing so, decisions can be made as to how to continue to operate at a level of success. During brainstorm meetings it is critical to also identify what strategies and procedures are not working and look deeper as to why they are not working (is it demographic, funding, internal resources, training, retention etc….) as a result the company can plan ahead and be prepared for future obstacles and how to work through them without a loss in productivity or financial gain. Devereux also has many key players who are in close contact with the competitive agencies, attending meetings in the community with them in which they are able to learn about the other agencies, what their goals are, how they are running their programs etc… From this, Devereux is able to strategically plan how to keep their programs unique allowing them to continue to have growth and success. When making decisions, Devereux takes many factors into account (such as the number of clinical staff it will take to successfully operate the program, the level of clinical skill needed, the number of support staff needed, hours needed to spend with each client, training needed, requirements of the funding source, material needs etc…) a unique team is put together to review programs before they are submitted and implemented. This team again is from all over the state, utilizing different regions is a strong benefit to the process in that it allows for objective eyes to evaluate the program. After consideration is taken from all members, the final product is placed into motion from the region seeking the program. In 2011 the Devereux Foster Care Program submitted a proposal to take on a very challenging position in the community. Brevard Family Partnership (lead agency that is under the Department of Children and Families that has custody of children removed form their parents, relatives, and non-relatives that come into the foster care system) had a vision. Their vision was to consolidate the four Foster Care Child Placement Agencies in Brevard County to one Child Placement Agency. This would allow consistency for all foster homes in Brevard, help control and maintain homes, all home assessments would be standardized, foster families would have a single point of contact and all services would be provided under one agency. With four Child Placement Agencies the structural set up and policy and procedures were very different. There was not one best practice enforced, many disqualifying charges were overseen by some agencies allowing homes to be licensed that did not qualify which lead to possible endangered children. Devereux submitted a proposal to be granted the contract to take on, implement and fulfill the vision. Devereux obtained the contract to merge the foster care placement agency functions. Structurally, Devereux hired additional staff to accommodate the requirements of the contract expanding from Child Placement Agency size of 35 homes and 70 foster children to 120 homes and 220 foster children. Devereux assigned staff to certain duties outside of job requirements where strengths lie. Technically Devereux’s Licensing Specialists received iphones to have access to our e-mails, text messages and calls to the office for important matters.
Which helped the Licensing Specialist do their job more effectively and efficiently, including placements, movements, due dates, and communication with other partners outside of Devereux. Devereux’s mobile network allows the team to meet the Florida Administrative Code requirements in a timely manner. Behaviorally Devereux continually works on team motivation, building skills and opening mindset to think outside the box. After one year of working the meet the requirements of the contract Devereux’s Regional Director had to renegotiate the contract and came up with a plan for the Licensing department to benefit from. Devereux planned that after two years of implementing the change and bringing it to be successful the new contract would result in the Licensing department receiving $50,000 dollars when meeting the new goal for …show more content…
recruitment. Devereux’s Regional Manager added an incentive to keep up the moral and encourage the employees to make an effort to continue to work hard and be rewarded for the awesome job that they’ve done. He requested that during the 2nd year, if the licensing staff licensed 20 more foster homes the licensing department would receive half of the $50,000 as reward in the form of bonuses. These interventions were aimed to improve poor morale, productivity, communication problems and organization culture.
Strategic Plan During this process Devereux takes the time to look for ways to stand out from all the other competitors. One area of strength is Devereux has a full continuum of care and able to provide to clients ranging from least restrictive (case management, in home services, to outpatient services) to most restrictive (foster care and residential programs). Having this ability allows for the most success to clients at the least cost in that internal resources are available, consultations are available at no additional cost to the client, insurance, state or family. Devereux looks to make sure they are clear to all involved, from the clinicians and employees operating the program, to the families, as well as to the community and lead agencies (funding sources). It is important that all understand that not the same method of treatment is to be used and focus needs to be placed on specific individual needs. Therefore, styles of approach need to be unique to the trauma that is being treated. With this it is also expected from all clinicians and employees that they are able to place aside their belief as to what should be for the client and in setting objectives. Devereux looks at each program to be unique even if it appears to some as a minor difference, understanding in the world of child welfare and mental health counseling, moderate differences are unique and what makes a program distinct. For example, Devereux prides itself in that they work so closely with biological families as well as in the homes of families. Many other programs will not “teach” biological families how to be better rather they work distinctively with the foster family helping the child. Devereux continues to take it a step further to say, they we will educate you, mentor you, as long as you are willing and desire this help. Devereux also recognizes that motivation needs to start and maintain with internal leads.
If the clinicians and employees are not motivated then the productivity will decrease and positive end results will not continue. In recognizing this, the Program level employees are faced at all times with coming up with creative ways to provide the positive reinforcement as well as incentives to all. In this the same philosophy is used as with the clients, addressed individually with each employee. To know what means the most to that person, what motivates and drives them. Are they an individual that is looking for public recognition? If so a certificate with a lunch may be appropriate when they are publicly recognized for their work. In knowing each employee individually continued growth occurs because value is placed on them which in turn motivates them to want to continue to produce only higher level of work. As a non-for profit agency, Devereux places a balance on financial achievement and program achievement with a higher emphasis on the program achievement.
In large meetings held with Regional Administrators and lead Management, Devereux allows for a loss with many programs knowing that it will not make a profit and in fact takes a loss in profit, yet the program is essential and needed for the community. By recognizing this, Devereux then pulls from other programs that are more financially solvent and makes it a priority to stay aware of the growths in that program, challenging it at all times to reach higher productivity goals. Devereux recognizes that the need to focus on the “how’s” is critical and on going which is why they hold so many management level meetings pulling management from all over the state to come together and share ideas and process through what is and is not working in each region. Having this allows for documentation and tracking of success and also allows for preparation in each region when a new obstacle arises. Devereux not only looks at how to better help the children and families in need, but how to provide more to them, how to have more resources, how to obtain higher level of training, how to stay ahead of competitive agencies who are also providing services. They look to see how to distinguish a problem when it occurs in a quick time frame as not to allow for residual
effects. Conclusion Devereux spends a large percentage of time addressing the “how’s” and documenting ideas which then allow them to reflect and implement best strategies. Devereux is continuously looking as if it is passing the three tests of winning strategy: a good fit, competitive advantage, and strong performance as has been discussed throughout this paper. In doing this they allow themselves to look objectively at what changes need to take place in order for the success to continue. They look to assess strengths and match them with better programs if needed. This movement allows for success, productivity and employee satisfaction, as they are able to utilize their strengths in a multitude of programs at times.
References
http://www.devereux.org/site