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Foreign Policy Analysis
Coaching for Success Webinar: Integrating Coaching Strategies Beyond the TANF Program

Coaching for Success Webinar: Integrating Coaching Strategies Beyond the TANF Program


– [Ruthie Liberman] If you don’t
have your TANF coaching up and running, or if you haven’t
begun to have thought about how to spread the word about TANF coaching beyond the TANF program,
that’s perfectly fine. But we hope that by having
a couple of your peers share their experiences in their state, it will open up some ideas to you. When we get to the conversation time, we really want this to be a give and take. It’s not just question and answer. But any of you who have thought
about expanding coaching beyond your TANF program or
you’ve already taken steps, please share what you’re doing. That’s what this call is about today. So, without further ado, I would like to welcome and
thank our two presenters. So, Tina, you can move to the next slide, or whoever is moving the slides for us. The first up presenter
that we’re going to have is Wendy LeClair, and
Wendy is the New Hampshire Employment Program Field Support Manager. I had the great pleasure
of working very closely with Wendy in New Hampshire, and she can share with you
how she and the leadership in her agency have been talking about coaching
beyond the TANF program. And the second colleague
that’s going to be presenting is Kim Evans. She’s the
Deputy Director from the Family Support
Division in Missouri Department of Social Services. I was just out in Missouri
last week working with Kim and her entire team, and I
can tell you that the concept of integration beyond the TANF program is very well-established in Missouri. There was a great
cross-section of state agencies represented at our meetings, and Kim will be telling you about that. So, again, don’t be shy in terms
of sharing your experiences or asking questions. And at this time, I’m going to
turn it over to my friend Wendy. And Tina, you can advance the slide again. – [Megan Yarber] It looks like
we’re having just a slight technical difficulty getting
Wendy’s audio to work, so if you’ll give us just a moment here. Ruthie, I don’t know if you
have any remarks on this slide that you’d like to go
ahead and talk about? – [Ruthie] About the purpose slide? Yep, I actually went over that already. But while we’re waiting for
the technical difficulty, I wanted to share that we are going to have another Affinity call in a couple weeks, on August 16th, I believe it is. The topic is going to be on coaching in a TANF context, overlaid with the two-generation context. And we’re going to have
some presenters from EMPath, as well as from the
Washington, D.C. TANF program. So, if you haven’t already
responded and reserved your spot on that webinar, it’s
going to be the same format. August 16th, it will be
at 2 p.m. Eastern time. The format will be: we’ll
have a few people share their experiences and then have an
opportunity for a conversation, for states to share what
they’re thinking about in terms of Two-Gen, what’s already going on in their state, and to ask each other questions
and to share resources. So, are we all set with Wendy yet? – [Tina] We’re actually
getting her on now. It’ll be just a moment. – [Ruthie] Alright. – [Tina] Hi Kim, if you want to go ahead, we can actually start with your
portion of the presentation. Is that okay? – [Kim Evans] That’s fine. – [Tina] Okay, great. Thank you, Kim. – [Kim] Good afternoon! My name is Kim Evans, and I
am the Deputy Director for our income maintenance programs
in the state of Missouri. I oversee our program and
policy and our field operations, and also our new work initiatives that we are developing in Missouri. In Missouri, we are a little bit different in that we have moved to
a state-wide case load, so we have offices who do
specialized processing. So when I talk about specialized, we have offices who do
the Food Stamps processing, offices who do the processing for
MAGI [Modified Adjusted Gross Income], and then for the adult Medicaid, and then our Temporary
Assistance in Child Care is processed in one office. In each county, we have 114
counties across the state of Missouri, and then we also
have the city of St. Louis, which is very large, and
we maintain seven different resources centers in St. Louis City, along with a resource center
in all of the 114 counties. In our resource centers, this
is a place where individuals can walk in and they can ask questions, we can help them with accessing computers that we have for public access, where they can apply for
our assistance online. They can go in and look up
information, if they can. If they have a portal through
their work employment, they can go on there and
get their pay stubs for us and print them off, and you know, provide
the information that way. If they need to provide us
with banking information and they have… they can sign
on to their account online, they can get the
information to us that way. And then also, we have a group that does nothing but phone interviews. Missouri has a waiver for an
on-demand, and basically it’s… instead of a setting of appointments, the individuals can call in
between the first and the 15th for the re-certifications, and we will do the phone
interview for them. This just allows for those who are working to be able to call when
it’s convenient for them. We open it at 7:30 and
we run from 7:30 to 6:30, Monday through Friday, and
then we also have a piece on this called a predictive dialer. So, as soon as a re-certification or an initial application
is loaded into our system, what we will do the next day is this predictive dialer
will cue up these calls, and we have staff who are on the phones, that we try to reach individuals
to do their interviews, and so they will do the phone interviews without having to come to the offices. If they should present at
one of the resource centers, then we have a bank of phones
in each resource center that allows us to get them on with a customer service rep
in the call center, who will do the interview for them there. So for individuals who
may have limited minutes on their phones or have
no access to a phone, this allows them a way to be able to complete that interview. Now, I will say, our processing
centers also… we do not see, we do not see the public
in our processing centers. Those staff are just strictly processors. In the resource center,
it gives them a place, also, that individuals can come in and they can drop off
their verification to us, and we have electronic content management that is shared across the state. So, if I am working in the St. Louis area and someone in Jefferson City
scans in their information, as a worker I will
get a task and I can pick that up and work that no
matter where I am in the state. And then also, the administrative hearings for when they disagree with any decision that we may
have made on eligibility, then they can come to the
resource center and we will have a private place for them to
come in and do their hearing. We also run a merit-based call center. It has been three years
now that we’ve switched. We did have a contracted call center, but now we are manning a
merit-based call center. This allows us to be able
to make changes on cases and actually do some case work on the phone with the individual and complete all of those
Food Stamp interviews that we need to complete. We also have a contracted call center that works with nothing
but our MAGI population. Through CMS [Content Management System]
they have allowed us to– they take phone applications, they take phone annual renewals, they do changes of circumstance,
they do address changes. The only thing they cannot do, is they cannot make a final
determination on a case. So they basically–
someone comes in, calls in, the contracted call center
will do all of the work, and then they will hand off
that last piece of authorization off to a merit worker. And
then we will review the work and then make sure that the
eligibility is correct, and then we will go forward with the action that we need to take. And then we have our new
Work Engagement Unit. This is something that basically has come from our meetings that started, the meetings that we
had in February in D.C., about work and around, you know, the Coaching for Success. What we realized in Missouri, is when we’re working with a
TA [Temporary Assistance] participant, the majority of the time you’re going to be working with
them in Food Stamps, also. Missouri has not– we are not
a Medicaid expansion state, and we have not applied yet for any Medicaid work requirements. However, these are still the same families that were working together
when we worked with these programs that have a work requirement. So, it just made sense to us to develop a Work Engagement Unit. We have been able to secure the funding to bring on 11 Work
Engagement Specialists, who we will be placing in the
11 regions across the state to work with our providers
who, or our vendors, who provide our case management. Their main focus is going to be just that liaison between the participants and the contracted vendor. We’re also building into this piece, and I’ll get into this a little bit more, but a monitoring piece,
making sure that our vendors are meeting the requirements
for the work participation. But it’s also reaching out
to the individual each month and saying, “Hey,” you
know, “How are things going?” If there happens to be an issue between the vendor and the participant, then this Work Engagement Specialist
is going to be the one that’s going to be trying to work through and making sure everybody’s
staying on that path to help this person become
successfully employed, or go through their training– whatever program that we have
made, or developed for them, that everyone is meeting
their expectations. It’s just sort of, “We’re
going to take them by hand and walk them down that path.” So, each one of the Work
Engagement Specialists will basically carry a case load of people that they will need to manage,
along with the vendors. Okay, you can go to the next slide. So, promoting success.
You know, as Ruthie said, we had agencies come in
last week, and vendors, and it was really
exciting to see the buy-in and the communication–
open communication that started. It just makes sense to everybody that if we’re working with them
constantly in the programs, if a vendor in the field should be working with them just like FSD
[Family Support Division] would, it lessens the confusion
for our participants. It helps us to make clear
expectations for them. Because Family Support
Division is saying the same thing to them that
the vendors are saying to them in the field, when we’re
encouraging them and coaching them along the way of the
path to self-sufficiency. So it just made sense to
get everybody in the room, and let’s start training
this all together. Some of the departments
that we had with us was the Department of
Workforce Development; we brought in our
community action agencies, community colleges, our
Missouri Works Association that works with the TA program. We had Services for the Blind, our newly developed Work
Unit, and Department of Labor, along with my pals and the
Assistant Deputy Director to our Division Director– our Department Director, I’m sorry
Howard Hendrick. He has been very supportive
of this, and we are promoting the success because we believe in this. We believe that it’s
going to take FSD working with our vendors to
support the individuals as they go forward in this program. So, we have already planned
some additional training that we will be doing with
the Family Support staff, along with our vendor staff, and this also spreads
to our resource centers. Since they are the ones– the individuals sitting
in the resource centers are the ones who will see people
who walk in off the street– it only makes sense to us
to go ahead and train them so that they are saying, also saying, the same thing to them,
as being said to them if they’re working with an agency. Okay, (knocking on door) you can go to the next page. So, as I talked earlier, we’re
establishing a state-wide Work Unit to work with the vendors, and also to monitor the vendors. What we have found out
in some recent audits is that we need to be, we need to be paying a
little bit closer attention, we need to be making sure that the monies are being spent where they should be, and that they are spending
money on individuals. It’s not just have they
spent it incorrectly, but making sure that they’re
giving the services and not, you know, that people need and not just holding onto the money. We have found that in
certain circumstances, also. But it’s also making sure that they’re engaging people
in the right components, making sure they’re
recording that correctly so that we get good numbers. We are also training all of
our Family Support Division staff in the Coaching for Success. We have rolled out right
now to our works units, but we’re taking this
to our resource centers, to our processing centers
and to our call centers. And you know, as I said before, it just makes sense
that we are working with participants all in the same way. We are actually rolling
out another program, and Ruthie, I’m not sure if we talked to you about this or not, but we are actually starting next week a division-wide training
called Heart of Coaching, and we will be taking that
out to all of our staff, too. So, whether we’re working
with our own staff, or we’re working with participants
who receive our benefits, there is always a coaching
piece that we can find to help people better themselves. And so we’re rolling that piece out, also. And then, as we said, there’s always, there’s going to be ongoing
training sessions. Our vendors really wanted this. They wanted us to come in and
talk to them about policy, and about how… different ways that we can interact with participants. And then one thing that we’ve just been encouraging everybody:
think outside the box. It’s really exciting that we are allowed to really think outside
of the box in Missouri, and they encourage us to think about how… the different ways that
we can reach individuals, and really there’s not a crazy idea. It’s, you know, how
are we going to reach them and draw them into this program to make them want to do
something for themselves. This is all about the participants, and it’s helping them and their families become self-sufficient. Okay, you can go to the next slide. And so, as I said, it was a
very exciting time in that room. You could feel the electricity,
everybody was on board, people were throwing ideas and, you know, expressing how
appreciative they were that everyone was coming together. Because, I think, this was
something that everybody wanted; they just didn’t know how
to pull us all together. The communication has– the open communication has been amazing, because we’re doing a
lot of work as an agency to get out there with
our community partners and thinking about ways
that we can do outreach and different… just different
things that we can do. Okay, you can go to the next screen. So, when we were in Washington, D.C., I know that Ruthie had a hard time, when we were sitting there
trying to talk about TA, of keeping me just really
focused on Temporary Assistance. Because I knew we had all of
these work programs coming up, and in my mind I kept thinking, “Why do I have to limit
this to pre-assistance?” So, I brought this back to
our staff and they’re like, “Oh no, let’s provide this “to all of our participants
who have work requirements.” And that’s where our work unit, our Work Engagement Unit came from, in that we want to bring this in and we want to be
consistent across the state, so that when they’re
working with these programs, it also helps us become more
consistent with our vendors. We have started having
more collaborative meetings between the agency and the vendors, and including them in some
of our processes and development of how we will do referrals, helping them see the importance of the reporting that they do. Sometimes they didn’t
realize how important it was for them to keep really,
really good records, and so we had to remind them and show them that actually
some of the, you know, how the funding affected them, and they have become more engaged with us since we have been doing this. I mentioned earlier we’re
doing Heart of Coaching; it has been very successful
in our Children’s Division and we’re now bringing it over
to Family Support Division, and where we will be taking
that out to our vendors, also. We are developing more
robust reporting methods. We are wanting to show we’re
setting our benchmarks and we’re now looking at going forward, that we have a price match initiative that was established by the governor, and work requirements and
increasing the numbers were part of our Family
Support Division’s initiative, and so we’re working to get better results. The other thing that has come up is that, when we’ve been in our meetings, is talking about the fiscal
cliff effect and, you know, our individuals who
are receiving benefits, it scares them to go to work because what’s going to happen to me? And their fear is they’re going to lose all of their benefits. So what we’re working on
is developing materials right now, to address
this and do a better, job of educating individuals
of the services they still may be eligible
for, and making sure that they know about the wraparound
services that can support them as they go to work,
and just looking at different things that we do as an agency and our processes to help people, to help individuals understand and also to educate the community so that they know exactly what is going on as we push out these efforts on the work requirements. Basically, the way we look at
this is the sky’s the limit. This is something huge
and big, and we can just… we’re right now given the
latitude to move forward and do what we need to do
and think outside the box. So for us, we’re really excited
about getting this going, and I really appreciate all
the efforts that have been given to us, and assisted
this along the way. – [Ruthie] Thank you so
much, Kim. That was great. I learned something, and I
thought I knew all that, so thank you so much. And you all will have a
chance to chat with Kim a little bit later, share
what’s similar in your state, what might be different. Right now, we’re hoping
that Wendy’s all set up to share their experience
in New Hampshire. – [Wendy LeClair] Yes, can you hear me? – [Ruthie] Yes, you sound
great, Wendy. Thank you. – [Tina] Wendy, you can
continue with the presentation. We have your New Hampshire slide
available for you to start. – [Wendy] Can you hear me now? – [Tina] Yes, ma’am. – [Wendy] Okay, thank you. Had a few technical difficulties today, so thank you very much for
walking us through those. Appreciate the time to talk about what we’re doing in New Hampshire. It’s been a very exciting
time for us as well. It was really great to hear you, Kim, and everything that’s
going on in your state. It’s very helpful to have these
types of peer interactions to really gain knowledge and tips from other folks that
are going through this, or have already started the
process and are ahead of us. So, I really appreciate
that. Thank you, Kim. From the beginning, about
a year ago we did attend that Enhancing Economic Security
conference in Washington, and we were so intrigued by
the Mobility Mentoring model and the concepts surrounding coaching and the mentoring practices. So, we were very excited
to put a plan into place, a very comprehensive plan,
two to three year look-out, to do this some of this and
incorporate it into our existing Motivational Interviewing (MI)
case management practices. So, we had presented a
plan to our director, around November of 2017, about implementing coaching
in conjunction with MI, and we did receive full
support to proceed. We wanted to really follow a
model of complete immersion into coaching, top to bottom. So, full ownership in
a systemic culture shift, because we really felt
that this was a real change and an addition to the
type of case management we’d been doing before. It was something we had
been looking for as well– I heard Kim mention that,
that it fills a need that we were seeing
expressed by our staff, clients, and our administration,
so it was a good step. So we, in the meantime,
started experiencing a reorganizational structure, and the timing has been
incredibly fortunate because the new administration is really all about
holistic family approach, and integration of our
agencies and departments, that we all work with the same people. That they should have one
entry that they can come in, be asked relevant
questions, and be assisted to the services that they need,
and streamline the process. That really went along well with what was presented in Washington. So we’re very excited to say
that we wanted to get started. First thing we did was we invited our Employee Assistance Program
(EAP) team to come with us and learn and be
co-facilitators for trainings, for administration and supervisory staff. Because EAP had helped us in the past when we got Motivational
Interviewing off the ground, and they were extremely
helpful with change management. They had some really professional
staff that had a lot of experience with the kinds of
obstacles that people can face. You know, we know that if we see push-back or resistance in our own
staff, we’re going to see the same types of things across
the board, you know. So dealing with those
things and learning how to try to get buy-ins and excitement
about why this is so vital for the changes that we
needed to make was key. So, we kept that in mind
all the way along, so far. The fact there’s going to be person-centered, strengths-based approach
fit so well for EAP too, so I do believe that
they are going to utilize some of this training. They work all through the
state with other agencies and so forth, so they’re
very excited to be on board, and we’re glad to have them. We attended more additional
trainings in February in Texas, we had some EAP staff go, and
we had some of our own staff go, again, back to
Washington for the kickoff for Coaching for Success. We included a supervisor from our Assessment and Intervention
unit to that team, which was dynamic because
they deal with clients with mental heath,
behavioral health issues, domestic violence, substance use. So having that type of interaction with our team was dynamic. So, we talked to our bureau
chief and we had incredible support from our bureau chief as well. We dedicated some resources
from our administrative group, that was meeting on a weekly basis, about best practices and program design. We renamed them the
TANF approaching model. We were able to meet on a weekly basis and create our training
and implementation plan, and revise front-end processes. We saw this as being a
two- to three-year process. We also incorporated all
our middle management and our supervisory and
our quality assurance staff that do reviews and edits,
and had everyone involved in pieces of this along the way. Again, that’s immersion that
we felt needed to happen, to get buy-in from everyone involved. Another team in play is
our technological business systems analysts and our programmers, who we’re working with so we can integrate streamlined software changes,
and include our coaching tools and assessments, so
that’s another dynamic. Finally, and not last, a
training unit who works to assist us with creating all these
training plans and events. Very comprehensive
projects moving forward. One of the first things we decided, was that we really needed to
have an informational session for our administration and
other contracted partners, and other bureau staff
and agency directors. So that we could get their interest and invite them along
with our own supervisors, so that they could learn about
what we’re talking about. So we did a piece in May, we did an informational
training session for the day, and we have a flyer included
in here that talks about it. We sent that out to
everyone that was invited, with some homework to do ahead of time, so that they were looking at
pieces of executive function, some good materials about this, so that they were well-informed
when they came in for the day about where this was going. It was very well-received, and we had some excellent
feedback from our evaluation. We used all that feedback
to think about and, when we were starting to put
together a training package, to do the same thing with our
own staff, our field staff. We were able to utilize that information from the first training
to then move forward to that second training. So we held our staff statewide in July, and we included our contract
department that we work with, and other bureau and
division staff came as well. We did an introduction
to executive function skills analysis and a
teaser about coaching. The next piece we’ll
do is around November, where we’ll do an MI refresher and an introduction to coaching. So, we feel that this is being good, because it’s well-received to have it sort of in a layered fashion, and really get the ideas and
the information out there, so people can mull them over and understand what we’re talking about. So it’s not a one and done
type of a training atmosphere, but this is really ground-changing, culture-shifting, all the way through. It did work out well to
have that, so we did, again, some extensive feedback
from our field staff and it was primarily quite positive, and we provided a summation
to everyone who attended about how they feel. We were always gauging change readiness, just be aware of where
we were with our people. The result of this, this
integrated approach, thus far, has been exactly what we we’re hoping for: interest and engagement and buy-in. We’re working on some projects with other bureaus and divisions that work
with the same clients as us to have a streamlined
process for assessments, so that they can request assistance and get appropriate
referrals and contacts. This is just the beginning
of this integration model that we’re starting to see here,
and it’s very exciting that everyone seems to be on the same page. You will always have some
folks that feel change is a little threatening,
that they kind of, you know, continue to like to do case management the same way that they had always done it, but those are few and far between. What was exciting for us, was this last round of the statewide, we did have some of those experienced, seasoned counselors who’ve said, you know, “I think this is great. I think I would love to
use this with our clients.” That’s exactly what we were hoping to see, some real culture-shift about how we treat our clients, and how we go about assisting them with all the services that we have. So, I’m grateful, and our
whole team is grateful, for the assistance and
help we’ve had thus far, and continued to get from
Public Stategies and EMPath. It has been phenomenal to see the growth that we’ve had already. And we’re very interested in seeing this right through to the end, for these changes to be implemented. Thank you. – [Ruthie] Wendy and
Kim, thank you so much. I loved your presentations, and I’m sure that the group
on here loved them as well. We have an opportunity now for you all on the call to
share what you’re doing. Are you helping to spread
the coaching model, the coaching idea to other
state agencies and partners? How is it going? Tina, can you remind people
how they can raise their hand so that they can speak? – [Tina] Yes, if you guys
notice in the right corner, if you raise your hand,
just say your name and who you’re with, and click the icon. That way we’ll know who
actually raised their hand. Once we unmute you, just say
your name and who you’re with, and resume with your question. – [Ruthie] Great, and I’m
going to take the liberty of asking the first question,
because I have a lot to ask. But Kim and Wendy, I’m
curious to know if you had any unanticipated results that came out of these efforts to spread coaching? Anything that you didn’t expect. Hmm. And it could be positive or not positive. – [Kim] Well, I think from–
This is Kim– I think from Missouri, you
know, we’re just really getting everyone on board and
going forward with this. But I think we had to remind ourselves to be very deliberate
and make sure, you know, who are we… who are the
immediate players that we needed? And making sure that the message came across in the right manner. And working with our staff, also, to understand the benefits. It’s a little bit hard– sometimes it feels like we’re
pushing people off benefits when we’re trying to
engage them to go to work. So, just fostering that mindset that this is helping some families
become self-sufficient, it’s helping them better
themselves, and it’s not just a push-off of the program, was probably one of the things that I was little
surprised with our staff when saying that. But
just bridging that gap between the vendor world
of working, you know, with the individual,
versus the policy world. – [Ruthie] Mm-hm, yeah, thanks. So, I’m not able to see
the hands on my screen. Tina, do we have anybody
who’d like to talk? – [Tina] No, at this time I don’t see anyone raising their hand. – [Ruthie] Okay. – [Tina] Miss Ruthie, we actually have one. – [Ruthie] Okay, great. – [Tina] Sanje? – [Sanje] Hi, this is Sanje
from Region Three TANF. How is everyone? – [Ruthie] Great. Thanks for joining us! – [Sanje] Okay. Yeah, I’ve
been involved pretty much for the last year with the development of
the coaching strategies going out throughout the states. I work with West Virginia;
it’s one of my states that is adopting this. One of the common themes that
I hear over and over again is that resistance to change by staff, and that’s a normal reaction. What I’m curious to know is how do states sustain the change? Once you start implementing the change, how do you build this into
your culture as an agency? And are there any kind of
policy things that you do, specifically that help sustain
these types of changes? – [Ruthie] That’s a great question. I know, Kim and Wendy, that
you’re just starting off, but in both of your states
you have other initiatives that you started a while ago. Like New Hampshire with the
Motivational Interviewing, so if you want to talk
about that as an example, that would be fine. – [Wendy] Sure, I could speak
to that from New Hampshire. The real key is to have
this sustainable and repeatable, and to keep immersion consistent through the whole program. So we have expectations set in for performance measures
that include these pieces. That’s what we did with MI
to start making sure that these expectations were being met. That part of their
review, we had continual refresher trainings along the way. We hope to do the same sort
of thing with coaching, where we would sustain that, to have some monthly tip
sheets we’d send out, or just really keep that interest high, we would make sure that
that’s incorporated all the way through. So, you are so right. People can, you know, even
be excited and be on board, who can get halfway through and start feeling like
you’re losing some steam. So you do have to have some
ideas in place ahead of time, like putting this into your… these coaching techniques
into your strategic plan. Things so that people know that
this is a permanent change, and that this is something
that we really are shifting to. It’s not a passing interest;
it’s something that we really want incorporated
in a permanent way. – [Ruthie] Yeah, and I have to add, when I came up for a site
visit in New Hampshire, it was kind of funny,
because I asked the staff when they had first rolled out the Motivational Interviewing. They were surprised at how long ago it was because it still seems, kind
of, so new and fresh to them. So clearly New Hampshire does something to keep it in the forefront
and to keep training. It wasn’t something like…
sometimes you raise an initiative from the past and people
can barely remember it, but this was like it
happened yesterday. So that was pretty telling of the kind of
on-going reinforcement that you guys do there. Kim, do you have anything
that you wanted to add? – [Kim] I do. You know, we have been through a
lot of changes since 2014, with reorganizing the way we do work. What we have found is staff involvement, and getting out there
early and letting them know what the changes are and
including them in the changes, has really helped open
the communication lines. We’re seeing this is the same way with the vendors that we use. You know, we went out early saying, “Hey we’re going to do
this” and “Expect this,” and they’ve just been
real receptive to that. We just find, like you know, really getting out there saying, “Hey, the changes are
coming,” involving them with, some of the decision making
and the process planning, and how well our trainings go, has been very helpful with
everyone receiving the change and accepting it, and
actually giving input. – [Ruthie] Great.
– [Wendy] That’s so true– – [Ruthie] Do we have any other hands raised, Tina? – [Tina] No, ma’am. I don’t see
any more hands at this time. – [Ruthie] Okay. Anyone on
the call thinking about this: Have you, in any of your
introductory meetings… I actually believe, in West Virginia, when you had some kickoff meetings, you had some other state agency partners. Have any of you had meetings
where you’ve invited state agency partners, and
can you tell us about it? How did you set it up? What was their reaction? Did they want to come? Did they see this as extra work? Quiet out there. Alright, well, that question’s
going to stay out there, but I do want to ask Wendy and Kim: if you could share with us who some of your biggest
champions have been n terms of bringing in
these other state partners? – [Kim] For Missouri, it
really has started at the very, very top with our governor and
the initiatives that he has, you know, that he started
with our agencies. This is department-wide
or it’s state-wide, because in every department
they have challenged us to breakdown our silos and, you know, work with the different departments. For us it’s working with
Department of Corrections, working with Department of Education, working with Department of Labor. We have seen a change,
where more and more people are coming to the table and
working together to come up with a solution and ideas where
we can help Missourians. So I would have to say,
you know, Dr. Corsi, our Director, has been very vital. He’s very supportive; he pushes us to think outside the box. Howard Hendrick, who is his assistant, Designated Principal Assistant– he is always challenging
me to think of new ways and thinking about things that we can do to encourage individuals. And then, the Division
Director, Patrick Luebbering– I would just have to say
that all the way at the top we are getting support, and it reaches across
the state of Missouri. So I don’t think we could
ask for any better support. – [Ruthie] And I just
want to add my comment there, and then I have another hand raised, but that both Kim and Howard Hendrick attended a good chunk of the convening that we had last week. That, to me, was such a strong indication of the leadership’s enthusiasm and support. Because a lot of times you
go to something like this, and the top folks show
up and welcome everybody, and then they’re off. Understandably, they’re very busy, but Kim and Howard spent a lot of time and interacted and talked to people, and really showed how
important this initiative was. So I see that Karen Skinner from Alabama wants to make a comment. So,
Karen, why don’t you chime in? – [Tina] Karen, are you there? – [Ruthie] Can someone unmute Karen? It looks like she’s still muted. – [Tina] Karen, are you
there? You’re unmuted. – [Megan] Karen, it looks like you have
your phone possibly muted at the time, at this time. Can you hear us? – [Ruthie] Okay. Well, Karen, just jump in when you get that technology fixed. Wendy, I’m wondering did
you have any comments on who were your biggest
champions in New Hampshire? – [Wendy] Yeah, I think that
we have are just so fortunate that we have some very
talented people in our teams, in our administration,
in our middle management, in our field staff. You know, the enthusiasm has come from many different places. You said,
you know, were you surprised? And it is surprising, because sometimes you’re not quite sure. You know, I can get very excited about something, but knowing that someone
else is as excited as I am is very, you know, enlightening. So, that doesn’t always occur right away, but in this case we had that, and we did have that support from above, but we also have interest, keen interest, from our field staff who
work with clients who say, “We need a better way to help them with their goal achievement, to build small successes one at a time, to make the case
management that we provide feel that it is in their hands, that they are in control
and they have the ability to change and grow, and to be the change in their own life.” And so that was very enlightening for me,
to see all the feedback that came from our staff. I
was so pleased and so proud to see the talent that we
have, and the people out there, and the strength that they’re
willing to put into this. Because it’s a great
program, but to have it work, it’s got to be believable
and it’s got to be genuine. So, I think we have those pieces in place, and I think we’re very
fortunate in our state. – [Ruthie] Thanks. So I have one more question, but I don’t know if anybody
else has a question? You can type it in the
Q and A box if you want, or you can raise your hand. I don’t want to monopolize
the whole conversation, but I will go ahead and ask my question and if we see any responses,
we’ll be happy to interrupt. So my last question is: If you could do something differently with the roll-out of coaching, either within your own program, or across the various departments, what would it be? Like, if you had… if it was easier to do something, or if you had a different
set of resources possibly? Do you have enough time for this? Those are the kinds of
things I’m wondering about. Kind of a wish– what do you wish you had? Wendy, Kim, are you still there? – [Wendy] Sure, I’ll go. – [Ruthie] Okay. – [Wendy] If we had been given
all the resources, you know, in the world, it would be
great to just to be able to design our own system that would completely incorporate all of these pieces
and just have everything at our fingertips when we’d
like, but that’s not reality. (laughter) – [Ruthie] Right. – [Wendy] We have a lot of
competing resources for time, and you know, sometimes we
just have to make the best of the situation that we have and do the best we can with what we have. Many states find themselves
in those situations, I am sure. So, you know, wishing that you
had more than you have is probably a common feeling, but knowing that a lot of
this can be incorporated without having to have more, as far as resources implemented. I think some of the myths that we saw– people thought that
trying to use the coaching in the case management is
just going to take a lot of time. It’s going to take longer. And
I don’t feel that that’s true now. I don’t feel that… there’s no myths out there anymore, that I think people understand, “Oh, well in asking these
questions in a different way, these things can be achieved in about the same time
frame that we had.” So, our resources, you know,
it’s doable with what we have. But it’s always great to think
about if we had everything right at our fingertips it
would be just, you know, (laughter) so much easier. But we have
to work with what we’ve got. – [Ruthie] Yeah, and I
know with both Missouri and New Hampshire, you’ve
taken a lot of– you’ve taken advantage
of various opportunities that have been given to
you to be on projects. But it has sometimes
led you to have to work with different folks and to
kind of change mid-stream in order to get that support. So, I kind of hear what you’re saying. It’s hard to… when you’re trying to build a
unified system from your end, and you’re getting your support from all, wherever you can get it, it
can get complicated, right? – [Wendy] Definitely. (laughter) Yeah. – [Ruthie] Kim, do you
have any closing thoughts on that question or anything else? – [Kim] I just have to
agree with Wendy. If I were, someone would say, you know, all your wishes would be granted, the wonderful technology and the time to have everything just perfect, and the resources to be able
to just do everything, that would be wonderful.
But like Wendy said, we don’t have that, and
sometimes you just have to do what you have to do. But it will get done
and it is very doable. You just have to put a little
bit of thought into it, and it actually starts falling into place. – [Ruthie] Great. Well, we are going to conclude this call. I thank both Kim and Wendy so much for preparing for this call,
doing such a great job. We had a big crowd on today, and I really appreciate your time. I hope that many of you will
join us at our next call. Go back to your e-mails
and look for an invite. Probably another invite
will be sent again. If you have any suggestions about topics that you’d like to have covered, please share them with the
folks that you’re working with in your state, from the
Coaching for Success team. So, thank you and have a
great afternoon, everyone. Take care. – [Kim] Thank you! – [Wendy] Thank you! – [Ruthie] Bye! – [Tina] Thank you all for
joining today’s webinar. We appreciate your time and attention. Just as a reminder, this
webinar has been recorded and will be available soon on FastTRAC. If you have any questions
related to the presentation, please submit them to your TTA provider. Thank you again, and have a great day.

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