Section 6: The Formative Elements of the Model
On July 17, 1998, the ILF reached
final agreement on the wording of the vision, strategies and goals and measures
for Case Load analysis. While there is some risk in presenting this type of
global language at this stage of the report, it is important to understand that
this initiative have been characterized from the very beginning by a
fundamentally sound, systematic project planning process. These early
foundational elements assured that as the ILF progressed, we would not lose
sight of the original purpose of our work. This final product represented
initial input from the Cherry Valley retreat, subsequent development by a
subgroup of the ILF, and finally, fine tuning by the whole ILF.
The Vision
We
in Child Welfare Services will build, support and continuously measure and
improve systems, which promote safety, protection, well being and permanence for
children and families who are at risk for child abuse and neglect.
Caseload
Analysis drives the right intervention, at the right time, in the right amounts,
to the right families, for the right duration of time.
The Strategies
A.
To
integrate culturally responsive, strength based, family-centered practice into
all aspects of risk assessment, safety planning, interventions and permanency
decisions.
B.
To develop
partnerships with families, neighborhoods, and other community resources to
enhance outcomes for children and families.
C.
To create
and manage a structure that balances workload demand and capacity for prompt,
results-oriented interventions with children and families.
D.
To guide
direction of interventions based on family needs and strengths using Screening
and Risk Assessment
E. To
project anticipated duration, intensity, and frequency of time with the family
to reduce risk and achieve permanency.
With
a clear vision and set of strategies, the ILF identified 2 specific goals, and
activities that could be taken by agencies in support of accomplishing each
goal.
The Goals
I.
Increase the ability of each PCSA to utilize existing capacity
and increase the capability of staff to provide effective, intensive assessments
and intervention strategies with individual families.
-
Refine and
adapt Caseload Analysis to provide progressive movement of families through the
child welfare system.
-
Help managers to
develop their leadership, facilitation and coaching skills to support the
integration of Caseload
Analysis.
-
Integrate
automated information systems to routinely measure family, supervisor, unit, and
agency performance and allocate resources appropriately. As part of this
activity, determine and provide minimum baseline information in each county
(prior to Caseload Analysis Implementation) from which to measure ongoing
Caseload Analysis performance outcomes.
-
Review and make appropriate changes in PCSA structure,
culture, policies and expectations to best utilize time for improved safety
planning, risk assessment, and interventions.
-
Work with staff
at all levels to build ownership by building understanding of, and commitment
to, the technical and philosophical elements of CLA. Everyone should know what's
in it for them and what the benefits are for families and communities. Everyone
should have the opportunity to build the needed skills. The degree of ownership
in a county may be a useful measure.
-
Prioritize and integrate CLA implementation with other county
initiatives.
II.
Immediately
and continuously promote, expedite, and enhance permanency for children assessed
at moderate or high risk.
A.
Integrate
the use of CLA methodology, tools and philosophies including:
