P.A.C.E. Leadership Guide

P.A.C.E. LEADERSHIP GUIDE Division of Planning Innovation

Roland Lamb

Deputy Commissioner

Jill Bowen, Ph.D. Commissioner

Laura York

Implementation Lead Strategy Implementation Manager

Implementations Team

Katrina Pratt-Roebuck, Co-manager Pamela Sigman, Co-manager David Poyser, Implementation Support Jeffrey Sensenig, Implementation Support March 2021

Laura York

Implementation Lead Strategy Implementation Manager

Implementations Team

Katrina Pratt-Roebuck, Co-manager Pamela Sigman, Co-manager David Poyser, Implementation Support Jeffrey Sensenig, Implementation Support March 2021

CONTENTS 06 07 08 09 10 10 11 12 13 14 15

Key Performance Indicators Creating a project The 3 Lenses Mapping out the work Developing metrics SMART goals Worksheet Next Steps Submitting data Developing a plan FAQ

Who is this guide for?

This guide is intended for DBHIDS staff who are responsible for creating, managing, or identifying projects.

OVERVIEW & DIRECTION Leadership in each division of DBHIDS identifies priorities for each fiscal year. When developing these priority areas and the initiatives that respond to each priority area, it is important to consider how they relate to and/or fit into the P.A.C.E. Strategic Plan. This ensures that all 7 divisions are aligning, integrating, and coordinating to drive improvement.

This leadership guide is meant to serve as a supplemental document to the P.A.C.E.Strategic Plan. It is recommended that you first review the Strategic Plan, and reference it as needed as you work through this Leadership Guide.

When entering into your fiscal year, it’s important to strategize your projects. Each division should have goals and a strategy to get us there. We typically use projects to help get us to our goals. When determining the projects within the division, each project should consider it’s alignment to the overall Departmental Strategic Plan (P.A.C.E.). This guide is aimed at helping each division to align their work with the DBHIDS P.A.C.E. Strategic Framework to ensure that all of our work is connected and moving in the right direction.

CONTENTS 06 07 08 09 10 10 11 12 13 14 15

Key Performance Indicators Creating a project The 3 Lenses Mapping out the work Developing metrics SMART goals Worksheet Next Steps Submitting data Developing a plan FAQ

Who is this guide for?

This guide is intended for DBHIDS staff who are responsible for creating, managing, or identifying projects.

OVERVIEW & DIRECTION Leadership in each division of DBHIDS identifies priorities for each fiscal year. When developing these priority areas and the initiatives that respond to each priority area, it is important to consider how they relate to and/or fit into the P.A.C.E. Strategic Plan. This ensures that all 7 divisions are aligning, integrating, and coordinating to drive improvement.

This leadership guide is meant to serve as a supplemental document to the P.A.C.E.Strategic Plan. It is recommended that you first review the Strategic Plan, and reference it as needed as you work through this Leadership Guide.

When entering into your fiscal year, it’s important to strategize your projects. Each division should have goals and a strategy to get us there. We typically use projects to help get us to our goals. When determining the projects within the division, each project should consider it’s alignment to the overall Departmental Strategic Plan (P.A.C.E.). This guide is aimed at helping each division to align their work with the DBHIDS P.A.C.E. Strategic Framework to ensure that all of our work is connected and moving in the right direction.

2021 Leadership Guide

| 7

PRIORITY AREAS KPIs

KEY PERFORMANCE INDICATORS (KPI) A set of quantifiable measurements used to gauge an organization’s overall long-term performance.

P.A.C.E. KPIs allow us to show that we’re all working toward the same goals as an organization.

5

5

PRIORITY AREAS

KEY PERFORMANCE INDICATORS

Prevention and Early Intervention Treatment and Services

Increase the number of community engagement activities by 20% Increase community access to assessment and treatment by 10% through community-based and mobile entry points

Health Economics

Increase the number of initiatives with improved outcomes by 20%

Infrastructure and Intelligence

Increase the number of new requests for reports and dashboards by 20%

Innovation

Increase the number of programs that have transitioned from model building to sustainment by 25%

CREATING A P.A.C.E. PROJECT A good method for identifying a P.A.C.E. project within your division, unit, or team, is to map out all of the work you’re already doing, and the work you plan to do. Once you have a good sense of the work your division, unit, or team is doing and plans to do, you can see which projects align well with P.A.C.E., and which projects have outputs that align well with P.A.C.E. KPIs. Besides the work you’re aware of, it may be helpful to brainstorm with your division, unit, or team about the work that would help contribute to P.A.C.E. that you may not have considered.

2021 Leadership Guide

| 7

PRIORITY AREAS KPIs

KEY PERFORMANCE INDICATORS (KPI) A set of quantifiable measurements used to gauge an organization’s overall long-term performance.

P.A.C.E. KPIs allow us to show that we’re all working toward the same goals as an organization.

5

5

PRIORITY AREAS

KEY PERFORMANCE INDICATORS

Prevention and Early Intervention Treatment and Services

Increase the number of community engagement activities by 20% Increase community access to assessment and treatment by 10% through community-based and mobile entry points

Health Economics

Increase the number of initiatives with improved outcomes by 20%

Infrastructure and Intelligence

Increase the number of new requests for reports and dashboards by 20%

Innovation

Increase the number of programs that have transitioned from model building to sustainment by 25%

CREATING A P.A.C.E. PROJECT A good method for identifying a P.A.C.E. project within your division, unit, or team, is to map out all of the work you’re already doing, and the work you plan to do. Once you have a good sense of the work your division, unit, or team is doing and plans to do, you can see which projects align well with P.A.C.E., and which projects have outputs that align well with P.A.C.E. KPIs. Besides the work you’re aware of, it may be helpful to brainstorm with your division, unit, or team about the work that would help contribute to P.A.C.E. that you may not have considered.

2021 Leadership Guide

Prioritizing to Address Our Changing Environment

MAPPING OUT THE WORK

To ensure that our projects address the entire challenge, consider these 3 lenses:

Take some time to list all of the projects and initiatives that your unit is already working on, as well as the projects you would like your unit to work on in the future. Think about which priority area and/or KPI each project aligns with.

LENS #1 TEC (Trauma, Equity, and Community) Engaging Community: Shift services to be increasingly community-based.

Sustainment through integrating initiatives more fully into communities and neighborhoods.

How does your P.A.C.E. Project consider TEC?

LENS #2 SOCIAL DETERMINANTS OF HEALTH (SDOH) SDOH are the economic and social positions that influence the health of people and communities. Which of the following SDOH does your P.A.C.E. Project address?

Food Insecurity Childcare Access & Affordability Clothing Employment

Transportation Utilities Financial Strain Housing Instability & Homelessness

LENS #3 QUALITY MANAGEMENT (QM) Consider the QM Principles listed here when thinking about your P.A.C.E. Project: Relationship Management Evidence-based Decision Making Engagement of People Leadership

Customer Focus Improvement Process Approach

Achieving Equity: Transformsystems to reduce behavioral health disparities and promote racial equity amongst Black, Indigenous and People of Color (BIPOC).

THE WORK WE PLAN TO DO

Addressing Trauma: Transform operations to be trauma-informed and traumamitigating.

THE WORK WE'RE ALREADY DOING

How does your P.A.C.E. Project consider TEC?

| 9

2021 Leadership Guide

Prioritizing to Address Our Changing Environment

MAPPING OUT THE WORK

To ensure that our projects address the entire challenge, consider these 3 lenses:

Take some time to list all of the projects and initiatives that your unit is already working on, as well as the projects you would like your unit to work on in the future. Think about which priority area and/or KPI each project aligns with.

LENS #1 TEC (Trauma, Equity, and Community) Engaging Community: Shift services to be increasingly community-based.

Sustainment through integrating initiatives more fully into communities and neighborhoods.

How does your P.A.C.E. Project consider TEC?

LENS #2 SOCIAL DETERMINANTS OF HEALTH (SDOH) SDOH are the economic and social positions that influence the health of people and communities. Which of the following SDOH does your P.A.C.E. Project address?

Food Insecurity Childcare Access & Affordability Clothing Employment

Transportation Utilities Financial Strain Housing Instability & Homelessness

LENS #3 QUALITY MANAGEMENT (QM) Consider the QM Principles listed here when thinking about your P.A.C.E. Project: Relationship Management Evidence-based Decision Making Engagement of People Leadership

Customer Focus Improvement Process Approach

Achieving Equity: Transformsystems to reduce behavioral health disparities and promote racial equity amongst Black, Indigenous and People of Color (BIPOC).

THE WORK WE PLAN TO DO

Addressing Trauma: Transform operations to be trauma-informed and traumamitigating.

THE WORK WE'RE ALREADY DOING

How does your P.A.C.E. Project consider TEC?

| 9

2021 Leadership Guide

Prioritizing to Address Our Changing Environment

| 11

DEVELOPING METRICS

CREATING A P.A.C.E. PROJECT

Once you’ve identified your projects, the next step is to have metrics associated with each project. Metrics help us understand how we're progressing with our projects. Your division may have it’s own KPIs, however you want to consider the P.A.C.E. KPIs when developing your metrics as well. Each project should have Outputs, Outcome(s), Target, and a Baseline. Milestones can be crucial as well, and often are helpful when the project is first ramping up and may not yet have clear outputs to report.

DBHIDS Mission: To educate, strengthen, and serve individuals and communities so that all Philadelphians can thrive

Unit Mission: Priority Area: (circle all that apply)

At minimum, every project should have these:

Treatment and Services

Output actions or items that contribute to achieving an outcome

Address Trauma

events, occurrences, or changes in conditions, behavior, or attitudes that indicate progress toward a project's goal

Target a quantifiable estimate of an output or outcome

Innovation

Primary Goal:

Achieve Equity

Engage Community

Remember to make it SMART

Project Name: Project Lead:

Baseline a fixed point of reference that is used for comparison purposes

Outputs:

MAKING STRONG GOALS

M

Infrastructure and Intelligence

Trauma, Equity, Community: (circle all that apply)

Outcome

S

Health Economics

A

R

T

Specific

Measurable

Attainable

Realistic

Time-bound

set real numbers and real deadlines

make your goal trackable

it can be challenging, but it should be possible

can the workforce handle it?

set a specific date to complete

For more information about creating SMART goals, please visit indeed.com/career-advice/career-development/how-to-write-a-smart-goal

Remember to make these measurable.

They should lead to the outcome(s)

Outcome(s): Baseline: Target: Milestones:

Each should have a deadline

2021 Leadership Guide

Prioritizing to Address Our Changing Environment

| 11

DEVELOPING METRICS

CREATING A P.A.C.E. PROJECT

Once you’ve identified your projects, the next step is to have metrics associated with each project. Metrics help us understand how we're progressing with our projects. Your division may have it’s own KPIs, however you want to consider the P.A.C.E. KPIs when developing your metrics as well. Each project should have Outputs, Outcome(s), Target, and a Baseline. Milestones can be crucial as well, and often are helpful when the project is first ramping up and may not yet have clear outputs to report.

DBHIDS Mission: To educate, strengthen, and serve individuals and communities so that all Philadelphians can thrive

Unit Mission: Priority Area: (circle all that apply)

At minimum, every project should have these:

Treatment and Services

Output actions or items that contribute to achieving an outcome

Address Trauma

events, occurrences, or changes in conditions, behavior, or attitudes that indicate progress toward a project's goal

Target a quantifiable estimate of an output or outcome

Innovation

Primary Goal:

Achieve Equity

Engage Community

Remember to make it SMART

Project Name: Project Lead:

Baseline a fixed point of reference that is used for comparison purposes

Outputs:

MAKING STRONG GOALS

M

Infrastructure and Intelligence

Trauma, Equity, Community: (circle all that apply)

Outcome

S

Health Economics

A

R

T

Specific

Measurable

Attainable

Realistic

Time-bound

set real numbers and real deadlines

make your goal trackable

it can be challenging, but it should be possible

can the workforce handle it?

set a specific date to complete

For more information about creating SMART goals, please visit indeed.com/career-advice/career-development/how-to-write-a-smart-goal

Remember to make these measurable.

They should lead to the outcome(s)

Outcome(s): Baseline: Target: Milestones:

Each should have a deadline

2021 Leadership Guide

Prioritizing to Address Our Changing Environment

| 13

WE HAVE OUR GOALS 1. Meet with your P.A.C.E. Divisional Champion and review your project and metrics

NEXT STEPS Now that you've identified your goals, it's important to follow the steps listed to the right.

In the meantime, it's important to start collecting data on your identified metrics. You'll have a chance to submit any backlogged data once your project is loaded into the Qualtrics and Wrike systems.

2. The P.A.C.E. Divisional Champion will present the project(s) and metrics for approval 3. On a quarterly basis, the P.A.C.E. Implementation Team will add metrics into Qualtrics so project leads can begin to submit data

SUBMITTING THE DATA DBHIDS' Quality Management Team has worked hard to set up a data submission process that helps us to house the most up-to-date data for each P.A.C.E. project:

DATA SUBMISSION PROCESS FLOW DBHIDS' Quality Management Team has worked hard to set up a data submission process that helps us to house the most up-to-date data for each P.A.C.E. project:

2021 Leadership Guide

Prioritizing to Address Our Changing Environment

| 13

WE HAVE OUR GOALS 1. Meet with your P.A.C.E. Divisional Champion and review your project and metrics

NEXT STEPS Now that you've identified your goals, it's important to follow the steps listed to the right.

In the meantime, it's important to start collecting data on your identified metrics. You'll have a chance to submit any backlogged data once your project is loaded into the Qualtrics and Wrike systems.

2. The P.A.C.E. Divisional Champion will present the project(s) and metrics for approval 3. On a quarterly basis, the P.A.C.E. Implementation Team will add metrics into Qualtrics so project leads can begin to submit data

SUBMITTING THE DATA DBHIDS' Quality Management Team has worked hard to set up a data submission process that helps us to house the most up-to-date data for each P.A.C.E. project:

DATA SUBMISSION PROCESS FLOW DBHIDS' Quality Management Team has worked hard to set up a data submission process that helps us to house the most up-to-date data for each P.A.C.E. project:

Prioritizing to Address Our Changing Environment

DEVELOPING AN ONGOING PLAN Having a project identified and collecting metrics on that project are great! The next step is thinking through how to best communicate this data to others within the organization.

FREQUENTLY ASKED QUESTIONS

It's helpful to think about what information should be shared, the frequency of the sharing, who it should be shared with, and how it should be communicated.

OUTPUTS OUTCOMES MILESTONES OTHER METRICS OTHER INFO

WEEKLY MONTHLY QUARTERLY BI-ANNUALLY ANNUALLY

TEAM DIVISION DEPARTMENT EXTERNAL STAKEHOLDERS

E-MAIL NEWSLETTER MEETING

Q: My project's outputs don't seem to line up withthe overarching DBHIDS KPIs; is this still considered a P.A.C.E. project?

A: If your project's outputs and outcome(s) supports the KPI, but doesn't translate exactly, that's OK! Your project and progress toward your goal is valuable.

Projects that support the overarching KPI are important and how we get the needle to move!

THINK ABOUT EACH QUADRANT TO HELP

Q: I'm in the planning stages with my project and I'm not sure what my outputs will look like yet. Do I have to have outputs?

A: Yes. While during the planning stages of a project, the project lead can use Milestones to identify progress toward the goal, one of the Milestones should be to identify Outputs. Outputs are the quantifiable data that helps us to understand how the project is progressing.

Do you have a question about P.A.C.E.? Please email your question to: DBHIDS.PACE@Phila.gov

Prioritizing to Address Our Changing Environment

DEVELOPING AN ONGOING PLAN Having a project identified and collecting metrics on that project are great! The next step is thinking through how to best communicate this data to others within the organization.

FREQUENTLY ASKED QUESTIONS

It's helpful to think about what information should be shared, the frequency of the sharing, who it should be shared with, and how it should be communicated.

OUTPUTS OUTCOMES MILESTONES OTHER METRICS OTHER INFO

WEEKLY MONTHLY QUARTERLY BI-ANNUALLY ANNUALLY

TEAM DIVISION DEPARTMENT EXTERNAL STAKEHOLDERS

E-MAIL NEWSLETTER MEETING

Q: My project's outputs don't seem to line up withthe overarching DBHIDS KPIs; is this still considered a P.A.C.E. project?

A: If your project's outputs and outcome(s) supports the KPI, but doesn't translate exactly, that's OK! Your project and progress toward your goal is valuable.

Projects that support the overarching KPI are important and how we get the needle to move!

THINK ABOUT EACH QUADRANT TO HELP

Q: I'm in the planning stages with my project and I'm not sure what my outputs will look like yet. Do I have to have outputs?

A: Yes. While during the planning stages of a project, the project lead can use Milestones to identify progress toward the goal, one of the Milestones should be to identify Outputs. Outputs are the quantifiable data that helps us to understand how the project is progressing.

Do you have a question about P.A.C.E.? Please email your question to: DBHIDS.PACE@Phila.gov

Jefferson Tower 1101 Market St. Philadelphia, PA 19107 215-685-5400 DBHIDS.org

Photo credit: Steve Weinik