# data[].attributes.body
The role of a program supervisor is to provide support to case planners and case aides. Staff need to feel supported in order to do their job correctly.

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Many times in leadership regardless, if we know it or not we are ego driven.  It takes a certain level of confidence in yourself to lead and ensure that people will follow, yet not everyone may be recetive to your individual leadership style.  Being fair, being compassionate and empathethic are key, but its a tough balancing act where not everyone will receive the same version of you.

# data[].attributes.subject
Many times in leadership regardless, if we know it or not we are ego driven.  It takes a certain level of confidence in yourself to lead and ensure that people will follow, yet not everyone may be recetive to your individual leadership style.  Being fair, being compassionate and empathethic are key, but its a tough balancing act where not everyone will receive the same version of you.

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Based on my job description one thing that stood out was "Ensure services are provided at a high quality level." While there are other components of my JD that would make staff feedback important such as maintaining a positive work culture and supporting all staff. High quality services are yielded more often when staff enjoy the work that they do and work feels meaningful. Analyzing feedback helps to support an environment that can foster high quality level work.

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Survey feedback is one data source that I can use to ensure the program and the systems are working the way they should be (accordingly to ACS as well as REM Center's values). It's important information to utilize when it comes to quality improvement recommendations and gives me a good idea of how these recommendations should be implemented. They will also give me insights on what trainings and workshops the team needs. These feedbacks will also be utilized for any reports that the organization needs to prepare for any internal and/or ACS based audits, grants, fundraising etc.

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Delivers presentations of data and quality improvement outcomes at external and internal meetings;

Develops, leads and maintains a quarterly quality improvement cycle involving data collection, data analysis and recommended next steps;

Leads the implementation of quality improvement recommendations and ensures recommendations are implemented;

continually monitors program components that are key to the program model;

Sets clear quality improvement expectations for program leaders;

Communicates feedback and next steps positively and constructively;

Conducts regularly scheduled analyses of program operations and systems to identify areas of need and recommended next steps;

Takes initiative in developing and implementing new systems and procedures aimed at improving program quality or efficiency;

Creates and facilitates workshops and trainings for program leaders and staff to introduce new systems or improve current systems;

Engages in data tracking and analysis, and compiling written reports for external stakeholders;

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The Associate Vice President for Community Programs oversees the general management of all community based programs, with a focus on supervisor coaching and support, culture, and program implementation and quality. The AVP for Community Programs will contribute to the overall strategy of the organization, represent the organization at external meetings, develop a deep understanding of programs, cultivate program leadership, and ensure workplace culture is positive.

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The Associate Vice President for Community Programs oversees the general management of all community based programs, with a focus on supervisor coaching and support, culture, and program implementation and quality. The AVP for Community Programs will contribute to the overall strategy of the organization, represent the organization at external meetings, develop a deep understanding of programs, cultivate program leadership, and ensure workplace culture is positive.

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Program supervisors guides and coaches Case Planners and Case Aides in order to best support our families and children. Program Supervisors also oversee the provision of school based services and ensures that case goals and objectives are met.

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Builds and maintains a collaborative partnership with school leaders; district leaders and community leaders;

(This is done by exemplifying great work within the schools)

Coaches and develops program supervisors and program support staff; (In order for me to support and develop staff, I need to understand their values and how I can build on their already existing great qualities.)

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Not everyone needs to be privy to what your job description is.  As long as you're doing your job to the best of your ability and also following policy that will naturally help the issues presented from the surveys.  The more people know, the more they will complain, sometimes the key to security is secrecy and not everyone needs to be socialized with outside of professional responsibilities. 

# data[].attributes.subject
Not everyone needs to be privy to what your job description is.  As long as you're doing your job to the best of your ability and also following policy that will naturally help the issues presented from the surveys.  The more people know, the more they will complain, sometimes the key to security is secrecy and not everyone needs to be socialized with outside of professional responsibilities. 

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I began allowing staff the floor to air out their grievances/issues as a collective in a manner where people are able to freely express without it being held against anyone. This started in January. We created our own community guidelines. So far staff have been receptive, I will continue this.

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Start thinking about ways to improve the survey form and feedback collection so that recommendations for improvement can be given with solid data backing up. Also, consider how to clean data and visualize it to build a narrative that will help the organization advance, especially when using data to communicate with external stakeholders.

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I plan to continue to support Case Planners and Case Aides by providing group supervision more often besides individual couching/supervision. I plan to review the skills that they already have and also go over other skills that they can put into place, so that they can continue doing their work more effectively.

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Staff do not agree with the PBIS model.

Have expressed during supervision that support is agreeing to everything that they say. (One person said this)

Staff do not agree with getting paid 2x a month and instead wish they got paid biweekly.

Staff do not feel that their medican insurance is good enough

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I believe there’s a combination of things; shared feelings or emotions of others, perception, minimal work place fulfillment, misdirection and guidance (being told different things from different people), seeing staff they’ve built close bonds with leave, feelings as though there’s minimal communication, feelings of inappropriate staff relationships, gossip, overhearing leadership speaking.

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The leadership team has tried/made attempts to improve by adding more remote days, initiating conversations during the all-staff meetings, and trying to incorporate the Sunshine Committee to enhance staff culture. I think the frustration and low morale has to do with 1) the SBES work not "officially" starting yet because of no access to CONNECTIONS/PROMIS etc and thus feeling like they have nothing to do, 2) getting unclear directions/job expectations from leadership, and 3) reactions they get from leadership when staff tries to discuss with them on any issues they have with work and the program. I do think leadership has made good effort to make expectations and job responsibilities/systems clearer. I just think there's more work to do regards to communication, but I have hope we can get to the place we want to!

UPDATE: I think they feel this way because of leadership not being good models regarding professionalism, and their concerns or feedback are not heard, but rather they are getting emotional reactions or a "no" as an answer without a proper and thorough explanation of why they're receiving a "no". Regarding budget, I don't think leadership didn't purchase stuff for case planners/case aids. I think leadership tried to consider case planners' needs. However, 1) what was purchased might've been specific to some case planners' needs and not all case planners/case aids, and 2) when the materials came, the distribution of the items weren't done (they just stayed in the closet) or the distribution was not done fairly.

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They are not satisfied with the organization and have received negative remarks or comparison to other organizations from previous leaders.

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Leadership has influence but constant communication with leaders that are no longer here also have a big influence.