Enhancing the Service Array in Child Welfare: (1) Assessing the Capacity of a Jurisdiction/State to Meet the Individualized Needs of Children and Families AND (2) Creating and Implementing a Resource and Capacity Development Plan - PowerPoint PPT Presentation

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Enhancing the Service Array in Child Welfare: (1) Assessing the Capacity of a Jurisdiction/State to Meet the Individualized Needs of Children and Families AND (2) Creating and Implementing a Resource and Capacity Development Plan

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Title: Enhancing the Service Array in Child Welfare: (1) Assessing the Capacity of a Jurisdiction/State to Meet the Individualized Needs of Children and Families AND (2) Creating and Implementing a Resource and Capacity Development Plan


1
Enhancing the Service Array in Child
Welfare(1) Assessing the Capacity of a
Jurisdiction/Stateto Meet the Individualized
Needs of Children and FamiliesAND(2) Creating
and Implementing a Resource and Capacity
Development Plan
  • National Child Welfare Resource Center for
    Organizational Improvement (NRCOI)
  • National Resource Center for Child Welfare Data
    and Technology (NRCCWDT)
  • A Service of the Childrens Bureau/Training and
    Technical Assistance Network
  • Administration for Children and Families
  • U. S. Department of Health and Human Services
  • April 28, 2008

2
Two Main Goalsof This Service Array Process
  • To assess a jurisdictions service array Does
    the jurisdictions service array have the
    capacity to achieve positive outcomes for
    children and families?
  • Four elements of the jurisdictions service
    array capacity are assessed
  • Child welfare practice.
  • Child welfare leadership and culture.
  • Current services.
  • Needed new services.
  • 2. To create and implement a Resource and
    Capacity Development Plan to enhance the
    jurisdictions capacity to serve children and
    families through an appropriate and flexible
    child and family service array that will achieve
    positive outcomes.

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This Service Array ProcessIs DESIGNED to
  • Engage the states leaders as active stakeholders
    in the development and provision of
    outcomes-based services for children and families
    in the child welfare system (state leaders
    include agency leadership, community leadership,
    funding resources, providers, multiple
    stakeholders).
  • Enhance relationships across the various child-
    and family-serving systems.
  • Clarify for leaders (state leadership, community
    leadership, funding sources, providers, and other
    supports for families) the importance of their
    participation in improving the child welfare
    system which will also benefit them and their
    work.
  • Enhance working relationships across the various
    child- and family-serving systems.

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This Service Array Process Is DESIGNED to
(continued)
  • Assist internal and external community
    stakeholders in formulating the core values and
    principles that need to guide the work of the
    child welfare system.
  • Address practice at both the casework and system
    levels.
  • Provide a mechanism through which a jurisdiction
    at the local level can continually assess and
    enhance its capacity to address the
    individualized needs of children, youth, and
    families.
  • Build the states/tribes/stakeholders capacity
    at the system level to assess and enhance the
    service array on an on-going basis.
  • Incorporate information from already existing
    needs assessments previously conducted and build
    on existing planning processes.

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The REQUIREMENTS for this Service Array Process
are
  • Built on the fact that jurisdictions must meet
    the individualized needs of children, youth, and
    families in the child welfare system.
  • Predicated on the establishment of a child
    welfare practice model that is based on the
    practice principles of the Child and Family
    Services Review (CFSR) family-centered,
    community-based, individualized services, and
    enhanced parental capacity.

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The REQUIREMENTS for this Service Array Process
are (continued)
  • Data driven so that jurisdictions and states can
    assess and improve performance utilizing outcome
    measurements in the CFSR.
  • Collaborative in nature and necessitates the
    building, strengthening, and maintaining of a
    Stakeholder Collaborative in the jurisdiction as
    well as community partnerships in the delivery of
    services.
  • Built on the recognition that state, tribal, and
    community stakeholders, along with the state
    and/or local child welfare program, hold
    ownership of the outcomes for children and
    families and consequently share responsibility
    for ensuring that services and resources are
    available for families when they are needed.

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The CFSR and the Service Array
  • Item 35 The State has in place an array of
    services that assess the strengths and needs of
    children and families and determine other service
    needs, address the needs of families in addition
    to individual children in order to create a safe
    home environment, enable children to remain safe
    with their parents when reasonable, and help
    children in foster and adoptive placement achieve
    permanency.
  • Item 36 The services in item 35 are accessible
    to families and children in all political
    jurisdictions covered in the States Child and
    Family Services Plan.
  • Item 37 The services in item 35 can be
    individualized to meet the unique needs of
    children and families served by the agency.

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A Seven-Step Process
  1. Creation of the State Service Array Steering
    Committee.
  2. Creation of the Community Service Array Steering
    Committee AND the Community Stakeholder
    Collaborative.
  3. The Assessment Process (Four Assessments) and
    Writing the Consolidated Assessment Report.
  4. Creation of the Resource and Capacity Development
    Plan.
  5. Consolidation of the Resource and Capacity
    Development Plan.
  6. Adoption of the Resource and Capacity Development
    Plan.
  7. Implementation of the Plan and Monitoring
    Progress.

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Step 1 Creation of the State Service Array
Steering Committee
  • Initial Membership
  • Child Welfare Leadership Team
  • Child Welfare Program Staff
  • Contract Management Staff
  • Financial Staff
  • Data and Technology Staff
  • QA/CQI Staff

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Step 1 Creation of the State Steering Committee
(continued)
  • Develop a work plan and timeline to implement the
    service array process in the state, including
  • The selection/recruitment of a pilot jurisdiction
    to begin the process.
  • Technical assistance for pilot jurisdiction.
  • Train the trainer for rest of the state.
  • Create a Child and Family Snapshot template for
    utilization by jurisdictions with assistance from
    NRCCWDT.

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Child and Family Snapshot
  • Template for incorporating data and information
    available about each jurisdiction involved.
  • Portray children and families entering the child
    welfare system and their overall well-being.
  • Inform processes of assessing capacities and
    developing Resource and Capacity Development Plan.

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Child and Family Snapshot (continued)
  • Utilize data and information available from child
    welfare agency (e.g., data system, QA/CQI data,
    etc.) and other sources.
  • Each jurisdiction can then add to that
    information provided in the template.
  • Utility available from NRCCWDT to extract
    core data from NCANDS and AFCARS submissions
    and auto-populate an Excel workbook.

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Step 1 Creation of the State Steering Committee
(continued)
  • Expand Steering Committee to incorporate key
    leaders from other areas, such as the courts, the
    tribes, child abuse prevention, family support
    and early childhood services, as well as the
    juvenile justice, education, domestic violence,
    health, mental health, and substance abuse
    systems at the state level, representatives of
    the business, faith, and labor communities and,
    importantly, birth parents, family caregivers,
    and youth.
  • Reach consensus on state-wide philosophy, values,
    and principles of child welfare system through
    facilitation and training provided by NRCOI (see
    handout on Training Modules).

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Step 2 CREATION OF THE COMMUNITY STEERING
COMMITTEE and the Community Stakeholder
Collaborative
  • Creation of Community-Level Steering Committee in
    the pilot jurisdiction
  • Multidisciplinary Membership.
  • Appointment of Point Person/Coordinator.
  • Completion of a Work Plan in conjunction with the
    State-Level Steering Committee that will lead the
    jurisdiction through the service array process.

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Step 2 CREATION OF THE COMMUNITY STEERING
COMMITTEE and the Community Stakeholder
Collaborative (continued)
  • Work Plan Entails
  • Reviewing state-wide philosophy, values, and
    principles of the child welfare system
  • Tailored training (see Training Modules).
  • Reviewing existing needs assessments conducted in
    the jurisdiction.
  • Preparing the Child and Family Snapshot.
  • Recruiting and retaining a wide range of
    traditional and non-traditional stakeholders for
    the Community Stakeholder Collaborative.
  • Planning on how to involve birth parents, family
    caregivers, and youth.

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Step 2 Creation of the Community Steering
Committee and THE COMMUNITY STAKEHOLDER
COLLABORATIVE (continued)
  • Rationale for the Community Stakeholder
    Collaborative
  • No one individual knows all the services and
    supports in a jurisdiction collective pooling of
    knowledge.
  • No one agency by itself can ensure child safety,
    permanency, and well-being.
  • Creating a constituency for child welfare.
  • Creating more effective community partnerships so
    services can be coordinated and integrated.

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Step 2 Creation of the Community Steering
Committee and THE COMMUNITY STAKEHOLDER
COLLABORATIVE (continued)
  • Types of stakeholders needed
  • Public and private sector providers of child
    welfare services.
  • Birth parents, family caregivers (resource,
    foster, kinship care, and adoptive families), and
    youth, who have experience with the child welfare
    system.
  • Court, legal, and law enforcement officials,
    including staff of the Administrative Office of
    the Court (AOC) and the Court Improvement Program
    (CIP), and CASA volunteers.

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Step 2 Creation of the Community Steering
Committee and THE COMMUNITY STAKEHOLDER
COLLABORATIVE (continued)
  • Types of stakeholders needed (continued)
  • Tribal representatives.
  • Mental health, substance abuse, and domestic
    violence services providers.
  • Educators, health care providers, home visiting
    program staff.
  • Child abuse prevention advocates and staff.
  • Other key providers (e.g., housing, food
    resources, transportation, recreation.).

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Step 2 Creation of the Community Steering
Committee and THE COMMUNITY STAKEHOLDER
COLLABORATIVE (continued)
  • Types of stakeholders needed (continued)
  • Elected officials and administrators, including
    legislators and legislative staff.
  • Representatives of the business, faith, labor,
    and media communities.
  • Other public sector employees, community-based
    organizations, and representatives of entities
    such as the United Way and local foundations.

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Step 2 Creation of the Community Steering
Committee and THE COMMUNITY STAKEHOLDER
COLLABORATIVE (continued)
  • Work Plan includes
  • Scheduling Meetings of the Community Stakeholder
    Collaborative
  • 1st MeetingFull Day
  • Engagement, training, and beginning
  • 2nd MeetingFull Day
  • Reporting out strength and weaknesses in
    capacities
  • 3rd MeetingFull Day
  • Finalization of Capacity and Resource Development
    Plan
  • Quarterly Meetings After 3rd Meeting
  • Monitoring Implementation

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Step 3 The Assessment Process (1st Meeting)
  • Training, Education, and Information
  • Establish Work Groups
  • Work Group 1 Assess the capacity of the
    jurisdiction on Safety Outcomes 1 and 2.
  • Work Group 2 Assess the capacity of the
    jurisdiction on Permanency Outcome 1.
  • Work Group 3 Assess the capacity of the
    jurisdiction on Permanency Outcome 2.
  • Work Group 4 Assess the capacity of the
    jurisdiction on Well-Being Outcome 1.
  • Work Group 5 Assess the capacity of the
    jurisdiction on Well-Being Outcomes 2 and 3.

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Step 3 The Assessment ProcessCapacities/Outcome
s
  • Work Group 1
  • Does this jurisdiction currently have the
    capacity to flexibly meet the needs of children
    and families by individualizing services to
  • Make certain that children are, first and
    foremost, protected from abuse and neglect?
    (Safety Outcome 1)
  • Provide that children are safely maintained in
    their homes whenever possible and appropriate?
    (Safety Outcome 2)

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Step 3 The Assessment ProcessCapacities/Outcome
s (continued)
  • Work Group 2
  • Does this jurisdiction currently have the
    capacity to flexibly meet the needs of children
    and families by individualizing services to
  • Make sure that children have permanency and
    stability in their living situations? (Permanency
    Outcome 1)

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Step 3 The Assessment ProcessCapacities/Outcome
s (continued)
  • Work Group 3
  • Does this jurisdiction currently have the
    capacity to flexibly meet the needs of children
    and families by individualizing services to
  • Provide that continuity of family relationships
    and connections is preserved for children?
    (Permanency Outcome 2)

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Step 3 The Assessment ProcessCapacities/Outcome
s (continued)
  • Work Group 4
  • Does this jurisdiction currently have the
    capacity to flexibly meet the needs of children
    and families by individualizing services to
  • Make sure that families have enhanced capacity to
    provide for their childrens needs? (Well-Being
    Outcome 1)

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Step 3 The Assessment ProcessCapacities/Outcome
s (continued)
  • Work Group 5
  • Does this jurisdiction currently have the
    capacity to flexibly meet the needs of children
    and families by individualizing services to
  • Provide that children receive appropriate
    services to meet their educational needs?
    (Well-Being Outcome 2)
  • Make sure that children receive adequate services
    to meet their physical and mental health needs?
    (Well-Being Outcome 3)

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Step 3 The Assessment ProcessWork Group Roles
  • Roles in the Work Groups
  • Chair/Co-Chair of Work Groups
  • Facilitating the meetings
  • - Recorders in Work Groups
  • Provide notes of Work Group Meetings
  • Assist in producing typed documents

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Step 3 The Assessment ProcessFour Assessments
  • Four Assessments
  • First Assessment Assessment of Current Practices
    in the Jurisdiction as They Relate to the
    Capacity Being Assessed.
  • Second Assessment Assessment of Current
    Leadership and Systemic Culture in the
    Jurisdiction as They Relate to the Capacity Being
    Assessed .
  • Third Assessment Assessment of Current Services
    in the Jurisdiction as They Relate to the
    Capacity Being Assessed.
  • Fourth Assessment Assessment of Any Needed
    Non-Existing Services in the Jurisdictions as
    They Relate to the Capacity Being Assessed.

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Step 3 The Assessment ProcessProducing Reports
on Assessments, Consolidation into One Assessment
Report
  • The work groups will produce four (4) reports for
    each capacity being assessed for the Stakeholder
    Collaborative and the Community Steering
    Committee
  • Assessment of Practice.
  • Assessment of Leadership and Culture.
  • Assessment of Current Services.
  • Assessment of Needed New Services.
  • Four reports are consolidated into one Assessment
    Report.
  • See Tool Kit for suggested formats/templates.

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Step 4 Creation of the Resource and Capacity
Development Plan (2nd Meeting)
  • 2nd Meeting held 2 months after 1st Meeting.
  • Work groups present assessment of respective
    capacities
  • Discussion, feedback, and recommendations.
  • Opportunity for entire Stakeholder Collaborative
    to provide input to the work groups.

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Step 4 Creation of the Resource and Capacity
Development Plan (continued)
  • The composite Resource and Capacity Development
    Plan entails
  • Reforming current practices to enhance the
    capacities.
  • Improving systemic culture to enhance the
    capacities.
  • Enhancing current services that are important to
    building the jurisdictions capacities.
  • Establishing utilization estimates for new
    services that have been identified as needed to
    enhance the capacities.
  • Incorporating a continuous quality improvement
    process which evaluates the effects of changes on
    outcomes for children and families.

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Step 4 Creation of the Resource and Capacity
Development Plan Between 2nd and 3rd Meetings
  • Five (5) work groups meet to complete the
    development of their strategies for the Resource
    and Capacity Development Plan
  • Goals of the Strategy.
  • Action Steps of the Strategy.
  • Tasks to Complete in the Strategy.
  • Timeframes for the Completion of the Strategy.
  • Intended Effects (specifically focusing on data)
    of the Strategy.
  • Continuous Quality Improvement Process Utilizing
    Data for the Strategy.
  • Persons/Groups Responsible for the Strategy.
  • Prepare to present strategies to the Stakeholder
    Collaborative at the 3rd Meeting.

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Step 5 Consolidation of the Resource and
Capacity Development Plan (3rd Meeting)
  • 3rd Meeting held approximately 2 months after 2nd
    Meeting.
  • Each work group presents strategies for enhancing
    the groups respective capacities.
  • Discrepancies are resolved and needed
    integrations are finalized in the Resource and
    Capacity Development Plan.

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Step 6 Adoption of the Resource and Capacity
Development Plan
  • The Resource and Capacity Development Plan is
    reviewed by the State Steering Committee and the
    Community Steering Committee.
  • An implementation plan of selected priorities is
    created and agreed to by the two steering
    committees.

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Step 6 Adoption of the Resource and Capacity
Development Plan (continued)
  • For recommendations and priorities regarding
    services, changes required to implement the plan
    (for example, utilization estimates, costs,
    financing strategies, contracting methodologies,
    policies, procedures, etc.) are identified and
    pursued.
  • At the first quarterly implementation meeting
    (within 3 months of 3rd Meeting) the priorities
    and implementation plans are presented and the
    support and participation of the Community
    Stakeholder Members are enlisted.

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Step 7 Implementation of the Plan and Monitoring
Progress
  • Continual monitoring and evaluation of the
    priorities and the implementation plan and its
    effects on child welfare outcomes.
  • Continual evaluation of funding strategies to
    support the priorities and implementation plan.
  • Implementation work groups can be used to assist
    in prioritized initiatives.
  • Barriers are addressed and successes are
    celebrated.

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Typical Timeline for the Full Process
  • State contacts CB Regional Office, NRC, forms
    State Steering Committee, recruits Local Steering
    Committee, completes work plan.
  • Creation of the Local Steering Committee AND
    creation of the Community Stakeholder
    Collaborative in the pilot jurisdiction, Steering
    Committee develops work plan.
  • First meeting of the Community Stakeholder
    Collaborative.
  • Second Meeting of the Community Stakeholder
    Collaborative.
  • Months 1 and 2.
  • Months 2 and 3.
  • Beginning of Month 4.
  • Beginning of Month 6.

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Typical Timeline for the Full Process (continued)
  • Third Meeting of the Community Stakeholder
    Collaborative.
  • First Quarterly Meeting of the Collaborative.
  • Second Quarterly Meeting of the Collaborative.
  • Third Quarterly Meeting of the Collaborative.
  • Fourth Quarterly Meeting of the Collaborative.
  • Beginning of Month 8.
  • Beginning of Month 11.
  • Beginning of Month 14.
  • Beginning of Month 17.
  • Beginning of Month 20.

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Creating Regional and State Assessments and
Resource and Capacity Development Plans from
County/Jurisdictional Assessments and Plans
  • Some States are beginning to experiment in
    developing regional and state assessments and
    plans after completion of county/jurisdictional
    assessments and plans.
  • For example, in Maryland, the Eastern Shore
    counties have all completed the assessments and
    plans and are now looking at region-wide trends
    and needs, with the goal of working with the
    regions legislators (local and state) to
    increase resources.
  • Maryland is also planning on the completion of
    the process in all 24 jurisdictions and then
    looking at state-wide trends and needs.

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Adaptation of the Process
  • There may be jurisdictions that do not want or
    need to assess all the child welfare capacities
    listed in the accompanying document.
  • For example, a jurisdiction that has undergone
    the CFSR can decide to adapt this service array
    process as part of its Program Improvement Plan
    (PIP) to assess only those non-conforming
    outcomes/capacities and to create and implement a
    Resource and Capacity Development Plan to improve
    capacities in those areas.
  • For example, a jurisdiction that has identified
    the need to build capacities to support its
    efforts to impact portions of its system, such as
    reducing children in residential care, can choose
    to assess select capacities.

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Contact Information
  • Steven Preister, Associate Director, National
    Child Welfare Resource Center for Organizational
    Improvement
  • DC Office
  • 6824 Fifth Street, NW
  • Washington, DC 20012-1906, telephone/voice
    202.723.0320
  • fax (same, call first).
  • spreister_at_usm.maine.edu
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