Supervision and Making FGDM the Way We Do Business

INTRODUCTIONS

AGENDA I. Welcome, Introductions and Agenda II. A Strong Foundation A. Developing an FGDM Unit B. Setting Parameters and Expectations III.Selling it A. Choosing the right staff B. Mandate or not C. Getting the Buy in from staff D. Missteps and Homeruns IV. If you build it, they will come A. Getting some quick successes B. Staying true to the model within Agency mandates C. Making a conference happen V. The Pay Off A. In house Unit vs. Contracted Provider B. Measuring outcomes VI. Wrap up and Questions

A Strong Foundation  It all began in Bucks with Family Therapy.  Workers who already had the experience and the trust of their coworkers were trained in the model.  These workers brought their dedication and excitement to the process.  Bucks became one of the first counties to institute FGDM in Child Welfare practice.

Respected by Peers Enthusiastic Able to engage with staff and clients Capable of managing conflict Multi-taskers Ability to make things happen quickly Resourceful Choosing the Right staff

Staff must see “what is in it for them” Process for referral should be streamlined and not appear to be additional work It should not be presented as “the Next Big Thing” Find ways to incorporate it into every day practice (Staffings, case conferences) Help staff understand the process and parameters and Getting Staff Buy In

Mandating it for every case built antipathy towards the process. Forcing workers to go to Division FGDM’s did not engender positive responses. Imperative to help make worker feel part of the process and not give FGDM credit for all success, remembering worker’s role. Using supervision and case reviews to discuss FGDM’s possible usefulness and appropriateness for specific case. KINSHIP CARE Home Runs and Mis-steps

Success looks different for every case. Avoiding placement Helping with Child Care to give parents a break Helping establish a working safety plan Finding long term connections for the family/ child Kinship care options Workers will spread the word on how it helped move a “Stuck” case along Make it part of the culture of the agency and it will no longer be the “new thing “ Quick Success

Bottom Lines versus family plans “ We are going to let them come up with their own plan?” What if the family cannot agree? What if the Agency cannot agree? Who is responsible if it is THEIR plan? Agency Mandates and FGDM

Planning Worker Input Family Connections Setting the date Helping everyone understand the process A conference gone “Amuck” Successful follow up Making a Conference Happen

In House vs. Contracted Provider Blending philosophies and cultures Defining Emergency when it comes to planning time Setting clear expectations Open and frequent communication Worker preferences and bias Working as a team through a blended practice

Defining a successful conference vs. referral Where do we go from here? OUTCOMES

Questions