Responding to Children and Youth in Crisis - PowerPoint PPT Presentation

Loading...

PPT – Responding to Children and Youth in Crisis PowerPoint presentation | free to download - id: 1ed758-ZDc1Z



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Responding to Children and Youth in Crisis

Description:

Sharon S. Cohen, LCSW-R. Supervisor. Parson's Child & Adolescent Mobile Team ... Parsons Child and Family Center. Child and Adolescent Mobile Team (CAMT) ... – PowerPoint PPT presentation

Number of Views:78
Avg rating:3.0/5.0
Slides: 47
Provided by: tede6
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Responding to Children and Youth in Crisis


1
Responding to Children and Youth in Crisis
  • Shared Community Leadership,
  • Collaboration, and Commitment
  • A Cross-Systems Child and Adolescent Mobile
    Crisis Team (CAMT)

2
Presenters
  • Richard P. Johnson, LCSW-R, ACSW
  • Project Director
  • Parsons Child Adolescent Mobile Team
  • johnsor_at_parsonscenter.org
  • (518) 429-2493
  • Sharon S. Cohen, LCSW-R
  • Supervisor
  • Parsons Child Adolescent Mobile Team
  • cohens_at_parsonscenter.org
  • (518) 429-2391

3
  • This presentation will include
  • Part I A conceptual framework regarding
    community organizational silos and the ability
    of their leaders to achieve desired community
    outcomes (aspirations) if they work outside of
    the confines of their individual organizational
    structures
  • Part II An example of one instance in which a
    community dissolved its organizational silos to
    better meet a critical service need… children and
    youth in crisis

4
Part I From Silos To A Single Service System
Thank You Joseph A. Jay Connor The
Collaboratory jcrubicon_at_gmail.com
www.comnet.org/collaboratorycs
5
Organizational Silos to a Community Service
  • Problems with Silos
  • Shifting from Organizational Leadership to
    Community Leadership
  • Work Differently
  • Connor, J. J. (2007). Working Differently From
    Silos to Systems PowerPoint Slides. Web site
    http//www.uwfv.bc.ca/conferences/Conference2007/W
    orkingDifferently.ppt256

6
Organizational Silos to a Community Service
cont.
  • Desired Community Outcomes
  • The Community Support Organization
  • Four Key Considerations for Achieving Targeted
    Community Outcome (s)
  • Connor, J. J. (2007). Working Differently From
    Silos to Systems PowerPoint Slides. Web site
    http//www.uwfv.bc.ca/conferences/Conference2007/W
    orkingDifferently.ppt256

7
The Problem with Silos
  • Fracture Funding
  • Fractured Responses
  • Fractured Outcomes
  • Connor, J. J. (2007). Working Differently From
    Silos to Systems PowerPoint Slides. Web site
    http//www.uwfv.bc.ca/conferences/Conference2007/W
    orkingDifferently.ppt256

8
Transform Organizational Leadership to Community
Leadership
  • Programs, agencies, collaborations and indeed
    buildings, are the building blocks of solutions
    not ends in themselves
  • A communitys highest aspirations for itself and
    its residents are revealed and sustained through
    its systematic and strategic efforts to get to
    these solutions
  • Connor, J. J. (2007). Working Differently From
    Silos to Systems PowerPoint Slides. Web site
    http//www.uwfv.bc.ca/conferences/Conference2007/W
    orkingDifferently.ppt256

9
Transform Organizational Leadership to Community
Leadership cont.
  • Organizational
  • Hierarchical
  • Taking Charge
  • Right Answer
  • Follower Efforts
  • Responsibility for Strategy and Tasks
  • Community
  • Inter-organizational
  • Providing Catalyst
  • Right Question
  • Coordinated Action
  • Responsibility for Community Outcomes

Connor, J. J. (2007). Working Differently From
Silos to Systems PowerPoint Slides. Web site
http//www.uwfv.bc.ca/conferences/Conference2007/
WorkingDifferently.ppt256
10
Challenge Work Differently
  • Insanity doing the same thing over and over
    again and expect different results.
  • Albert Einstein

11
Working Differently
  • In order to break from the silos, we need to be
    very intentional about our collaborations
  • Collaboration should be to create connections
    which give us breadth to aspire to solutions
  • Collaboration should be to achieve those desired
    outcomes for our communities!
  • Collaboration should be designed from the
    prospective of the outcome, not the silos!
  • Connor, J. J. (2007). Working Differently From
    Silos to Systems PowerPoint Slides. Web site
    http//www.uwfv.bc.ca/conferences/Conference2007/W
    orkingDifferently.ppt256

12
The Desired Outcome is the Enterprise
  • Intentional Collaboration
  • Who throughout the community needs
  • to be involved to get to the solution?
  • VS.
  • The silo/usual suspects/coalition partners
  • Connor, J. J. (2007). Working Differently From
    Silos to Systems PowerPoint Slides. Web site
    http//www.uwfv.bc.ca/conferences/Conference2007/W
    orkingDifferently.ppt256

13
Intentionality about…
  • The Focus Alignment on Outcomes
  • The Reach Who Participates Who is Served
  • The Action Creating Coordinated Organizationa
    l Action
  • Connor, J. J. (2007). Working Differently From
    Silos to Systems PowerPoint Slides. Web site
    http//www.uwfv.bc.ca/conferences/Conference2007/W
    orkingDifferently.ppt256

14
Desired Outcomes Are Everything!
  • Desired outcomes frame and define the system
  • Desired outcomes attract and sustain community
    engagement and enthusiasm
  • Desired outcomes give a community permission to
    reveal its highest aspirations
  • Desired outcomes align action
  • Our work should be assessed only as to how it
    gets our community to its desired outcomes
  • Connor, J. J. (2007). Working Differently From
    Silos to Systems PowerPoint Slides. Web site
    http//www.uwfv.bc.ca/conferences/Conference2007/W
    orkingDifferently.ppt256

15
The Community Support Organization Is
  • Servant to the local community
  • Networked with other communities
  • Neutral relationship to sectors, organizations
    and strategies
  • Advocate of solutions
  • Assembles and leverages resources
  • Connor, J. J. (2007). Working Differently From
    Silos to Systems PowerPoint Slides. Web site
    http//www.uwfv.bc.ca/conferences/Conference2007/W
    orkingDifferently.ppt256

16
Organizational Silos to a Community Service
  • Four Key Considerations for Achieving Targeted
    Community Outcomes
  • How will the community will
  • Provide Resources
  • Foster Collaborative Decision Making
  • Ensure Accountability/Data
  • Achieve and Sustain Community Engagement
  • … for
    the Outcome?

Connor, J. J. (2007). Working Differently From
Silos to Systems PowerPoint Slides. Web site
http//www.uwfv.bc.ca/conferences/Conference2007/
WorkingDifferently.ppt256
17
Organizational Silos to a Community Service e.g.
Child Adolescent Mobile Team (CAMT)
  • Problems with Silos
  • 10 Silos Previously
  • Shifting from Organizational Leadership to
    Community Leadership
  • Multi-Agency/Family Steering Committee
  • Work Differently
  • Service delivered through one NFP funded by
    multiple sources and directed by a collaborative
    committee consisting of families and entities
    from three counties
  • Connor, J. J. (2007). Working Differently From
    Silos to Systems PowerPoint Slides. Web site
    http//www.uwfv.bc.ca/conferences/Conference2007/W
    orkingDifferently.ppt256

18
Organizational Silos to a Community Service e.g.
CAMT
  • Desired Community Outcomes
  • Diversion from higher levels of care
  • The Community Support Organization
  • CAMT--a servant of the Community
  • Connor, J. J. (2007). Working Differently From
    Silos to Systems PowerPoint Slides. Web
    site http//www.uwfv.bc.ca/conferences/Conference
    2007/WorkingDifferently.ppt256

19
Parsons Child and Adolescent Mobile Team
20
Four Key Considerations for Achieving Targeted
Community Outcomes How will the Community
Provide… e.g. CAMT A Community Service
  • Resources
  • CAMT Resourced by 2 State Agencies, 3 Counties,
    2 NFP Agencies, 2 Family Organizations, United
    Way of GCR, and Private Donors
  • Decision Making
  • CAMT is governed by a Community Steering
    Committee made up of 10 different community based
    organizational entities and families from the 3
    counties The Steering Committee meets monthly.

21
Four Key Considerations for Achieving Targeted
Community Outcomes How will the Community
Provide… e.g. CAMT A Community Service
  • Accountability/Data
  • CAMT Organizational Structure
  • CAMT has developed an information system which
    provides data in the categories of consumer
    profiles, service delivery including outcomes,
    fiscal information and trends

22
Four Key Considerations for Achieving Targeted
Community Outcomes How will the Community
Provide… e.g. CAMT A Community Service
  • Community Engagement
  • The CAMT Steering Committee continues to widen
    its circle of influence through expanded
    community based membership
  • CAMT staff makes regular and routine
    presentations to various organizations concerned
    with the care, treatment, and education of
    children and youth in 3 counties. CAMT
    consistently seeks out media opportunities to
    tell its story.

23
Parsons Child and Family Center Child and
Adolescent Mobile Team (CAMT)
  • An Innovative Cross-Systems,
  • Tri-County Collaboration for the Stabilization
    of Emotional and Behavioral Crises within a
    Continuum of Community Supports
  • Part II

24
Growing Good Corn or Anything Else
25
Perseverance
  • In the conflict between the river and the
    rock, the river always wins. Not because of its
    strength but because of its perseverance.
  • -Unknown author-

26
Historical Perspective State Agency
Collaboration
  • Persons with co-occurring MH-DD disorders
    underserved by OMRDD,OMH OCFS Systems, crisis
    management.
  • Philosophical approaches to care and treatment
    differed by system.
  • Resources exclusive to each system rarely are
    projects jointly supported, pilots or otherwise.
  • Intersystem collaboration and communication
    minimal, if at all.
  • Service providers trained for one system or the
    other, not both.

27
Historical Perspective Existing crisis
services challenged because they were not
  • Child-centered and family-focused
  • Cross-systems responsive and funded
  • Easily accessible
  • Developed within a system of care continuum
  • Flexible and creative using natural and
    cross-county supports

28
Aspiration Develop a response to children and
youth in crisis which is
  • Grass roots need-generated and created
  • Vision directed
  • Strength-based and centered on each child/youths
    family/caretaking system
  • Accessible regardless of diagnosis
    developmental or emotional symptoms
  • Structured to use the least restrictive
    intervention and/ or level of care that is
    appropriate

29
Aspiration Develop a response to children and
youth in crisis which is
  • Integrated within each communitys system of
    care
  • Based on a shared willingness to risk and step
    outside of traditional organizational structures
    and funding methodologies
  • Focused on marketing to select stakeholders

30
CAMT Principles
  • Providing services that are child and
    family-focused
  • Providing services that are efficient,
    cost-effective and least intrusive
  • Utilizing creative, blended funds obtained from
    public, not-for-profit and private donor sources

31
CAMT Principles Cross-System Responsive
  • The Child and Adolescent Mobile Team responds
    to any youth regardless of diagnosis or service
    system involvement.

32
Who We Are
  • Part-Time Project Director
  • Team Supervisor-Master Level Social Worker
  • Two Master-Level Social Workers
  • Community Mental Health Nurse
  • Behavior Specialist
  • Case Manager
  • Part-Time Bi-Lingual Social Worker
  • Part-Time Family Advocate

33
CAMT Services
  • Consultation and Information
  • Crisis Assessment, Intervention and Stabilization
  • Facilitation of Alternate Levels of Care

34
Developed within a System of Care
  • Crisis and emergency responses
  • Can serve children who experience situational
    crises as well as those with longer-term, more
    serious problems
  • Can link children and families to other community
    services, within a continuum of restrictiveness,
    to ensure continued support in the community

35
Child-Centered and Family-Focused
  • Services are appropriate for each individual
    child, with consideration of the youths family
    and community contexts
  • Clinicians who are trained in crisis intervention
    approaches with children and families
  • Families play a vital role in problem-solving and
    crisis resolution-they should be involved as much
    as possible

36
Flexible and Creative
  • Use of informal or natural resources
  • Support groups
  • Brief crisis respite
  • Services focused on preventing the crisis
  • Developing formal agreements with a variety of
    other community resources

37
Community-Based Crisis Service Advantages
  • Provides an effective gatekeeper to inappropriate
    use of higher, more restrictive levels of care
  • Cost effective alternative to hospitalization
  • Enable youth to remain with family and in the
    community
  • Outreach and timely response can prevent
    escalation of a crisis and/or the need for
    out-of-home placements
  • Provides support to local and rural law
    enforcement, community mental health centers, and
    hospital emergency rooms
  • Positioned to identify gaps in community
    resources

38
Calls by County 2/26/07- 6/30/09 Total 895
592 mobile visits 303 telephone responses
39
Places of On-site Mobile Visits 2/26/07-
6/30/09 Total of 592 out of a total of 895 calls
40
Diagnosis at Contact 2/26/07- 6/30/09 Total 895
41
Cost of Services
  • Ambulance 300
  • Hospital-based 325
  • Crisis Evaluation
  • Inpatient Admission
  • 2007 750/day x 7 days 5250
  • 2008 860/day x 10 days 8600
  • Crisis Respite
  • 2007 189.50 x 2 days 379
  • 2008 220/day x 2 days 440
  • avg. LOS/year

42
Projected Cost Savings From 2/26/07-6/30/09 Total
681,317 Total Calls 895
43
Families Comments
  • They are excellent at what they do and
    facilitate a resolution that allows us to move
    forward in dealing with our daughters mental
    health illness and family issues.
  • I was very grateful for all the team did for us.
    Made me feel there was hope for my family.
  • I was genuinely impressed with the RAPID
    response of the mobile crisis team and found them
    extremely helpful.
  • The team couldnt have been anymore supportive
    and effective. Their follow-up was exceptional.

44
Providers Comments
  • It was very helpful to have someone who
    understood the needs of dually diagnosed children
    and could provide updated resources and
    suggestions.
  • Service was rendered with sensitivity in an
    extremely volatile situation. Great follow
    through after the fact, as well.
  • CAMT members are great at collaborating with
    other agencies/providers to get a full picture.
  • Seemed much more fluid, more responsive and more
    collaborative than other community entities and
    more sensitive to family dynamics.
  • They team was very professional, gentle and
    caring in their evaluation. We were grateful for
    their assistance.

45
What Is The Next Phase ?
  • Priority One
  • To increase staffing to support 16 hours of
    operation, Monday through Friday
  • Priority Two
  • To secure funds for crisis respite for youth who
    are not connected with a system or with a
    pre-existing funding stream/resource
  • Priority Three
  • To secure funds for psychiatric consultation to
    the team

46
Questions Answers and Discussion
About PowerShow.com