Welcome Acknowledgements

Welcome Stuart Oppenheim, Executive Director, CFPIC Sylvia Deporto Deputy Director San Francisco Department of Human Services

Practice Model Development Goal To define California’s Child Welfare Services as a profession grounded in theory, with a set of core values, common elements and identified behaviors To engage Child Welfare Leadership and Education and Training partners in the statewide implementation of a consistent, comprehensive approach to Child Welfare practice The County Welfare Directors Children’s Committee took on the task of building this model. Through research, consultation, monthly meetings, statewide convenings the Practice Model Design Team has put together the theoretical framework, values, practice components and practice elements for the California Child Welfare Core Practice Model to define our practice in California.

Towards a Statewide Practice Model 2012 the County Welfare Directors Association (CWDA) Children’s Committee began working to develop and implement a statewide practice model Monthly meetings Statewide Convenings 2015—Practice Model Defined 2016—Focused on Leadership Behaviors and Principles of Implementation 2017—Preparing for Implementation 2018—Hit the Ground! The County Welfare Directors Children’s Committee took on the task of building this model. Through research, consultation, monthly meetings, statewide convenings the Practice Model Design Team has put together the theoretical framework, values, practice components and practice elements for the California Child Welfare Core Practice Model to define our practice in California.

Collective Effort Core Practice Model Design Team Directors Institute Faculty Development Circle Champions Directors, Managers, Supervisors, Social Workers, Community Partners across the state

Directors’ Institute OVERALL GOALS To develop a cohort of strong, effective Child Welfare Directors and other leadership supporting implementation of the California Child Welfare Core Practice Model (CPM) By January 2018, have the skills, ongoing support, and organizational resources to begin systematically implementing the CPM CFPIC, CWDA, CalSWEC, RTAs, CDSS

Directors’ Institute Objectives To strengthen local leadership and management resources and abilities to support implementation To develop then test, refine, and apply implementation and evaluation tools and resources To stimulate and organize shared learning that guide improvement in implementation To strengthen state and regional capacities for ongoing implementation support with counties Change format with a visual

First Directors Learning Session occurred Mar 22-23

A B C D development circles County teams (2-3 people) of key leadership and staff with active roles in supporting use of the practice model Both expertise and perspective to bring to this work Develop, test, and refine tools and resources Cross-county Local application

Getting to Social Impact Evidence-Based, Effective Strategies Improved safety, permanency & wellbeing for children, families, communities What does it take? Implementation Math adapted from: Fixsen, D., Blase, K., Metz, A., & Van Dyke, M. (2013) Statewide implementation of evidence-based programs. Exceptional Children, 79, 213-230. Aldridge & Boothroyd (2016, April)

Implementation is a Process: Strengthening Systems for Social Impact Implementation Capacity & Performance (people, processes, using data, active and engaged partnerships) Evidence-Based, Effective Strategies Local Capacity & Practices for Active Implementation Supportive and Efficient Child & Family Service Systems Improved safety, permanency & wellbeing for children, families, communities COMPLEX, SHIFTING CONTEXT implementation. Capacity is about people, processes, using data, partnering. Then that implementation capacity has to perform – it has to be active, so that the system (people and practices) are facilitating implementation. All this occurs in complex, shifting contexts – staff transitions, new programs and policies, etc. So think of all this “what it takes” as an intervention for the system over time. Implementation Math adapted from: Fixsen, D., Blase, K., Metz, A., & Van Dyke, M. (2013) Statewide implementation of evidence-based programs. Exceptional Children, 79, 213-230. Aldridge & Boothroyd (2016, April)

“What it Takes” for Implementation A focus on People matters. A focus on the Organization matters just as much if not more. Leadership for change lives at multiple levels. Supporting use of the practice model is a deliberate, ongoing Process.

Organization as “We are in this Together:” Implementation Structures and Processes that: Create and nurture change Manage addressing how to improve policies and practices Engage leadership at multiple levels HOST Use data for improve-ment Meaningfully involve community partners What does that organizational behavior look like? We are in this together – how we come together – in structures and processes – creates conditions to create and nurture change Gather and share feedback from staff at all levels about strengths and challenges Build the competence and confidence of practitioners (c) Will Aldridge, Dean Fixsen, & Karen Blase, 2013

“What it Takes” for Implementation: Development Circles A focus on people matters. Workforce Development (Training, Ongoing Coaching for all staff) A focus on the organization matters just as much if not more AND Leadership for change lives at multiple levels. Organizational Readiness Building (Linked Leadership and Implementation Teams, practices to strengthen organizational climate) Engagement, Relationships, and Partnership Supporting use of the practice model is a deliberate, ongoing process. Quality, Outcome, and System Improvement HOST

A. Organizational Readiness Building VISION People specifically resourced and tasked to come together, attend to day-to-day tasks of implementation Teams of executive leaders, staff, and partners have functional roles and dedicated resources Organizational practices create a climate that facilitates progress and problem-solves challenges

B. Engagement, Relationships, and Partnership VISION Internal stakeholders, community and Tribal members, system partners are actively involved in teaming structures and processes that are necessary to support implementation

Partners in Designing and Aligning Practice & System Intervention

Partners in Posing Problems and Identifying Solutions & Accountability and Sustainability

C. Workforce Development VISION Recruitment, promotion, and retention practices align with CPM principles Ongoing training and coaching plans and practices build on adult learning best practices. Building competence and confidence of staff at all levels delivering CPM and Supervisors, managers, and others leadership who support them

D. Quality, Outcome, & System Improvement VISION Information and data gathered, reviewed, used by the right people at the right time to Address problems Improve practice Evaluate impact Leadership and organizational practices support this ongoing quality improvement work Implementation CPM delivery Family, agency, and partnership outcomes

“What it Takes” for Implementation: Development Circles Process of Ongoing Improvement Engagement, Relationships, Partnership Organizational Readiness & Leadership Workforce Development

development circles kick-off April 24, 2017

Hopes and Aims To recognize intent and fit of Development Circles (DCs) in overall Directors’ Institute To co-create specific goals, activities, products, and resources to advance the work of and alignment across DCs To understand objectives and plans for the DCs and “my role” in them

Setting the Frame for Development Circle Work Development Circles are 4 Inter-related Workgroups Focused on Core Aspects of Implementation Organizational Readiness Building Workforce Development Quality, Outcome & System Improvement Engagement, Relationships & Partnership

Elements of Effective Workgroups ESTABLISHED PURPOSE PLAN OF ACTION CLEAR OBJECTIVES COORDINATED LOGISTICS IDENTIFIED DELIVERABLES ALIGNED COMMUNICATIONS

Guiding the Development Circles Together, these elements become the Charter for each Development Circle Charters are documents that define the purpose of the team, how it will work, and what the expected outcomes are. They are "roadmaps" that the team and its sponsors create at the beginning of the journey to make sure that all involved are clear about where they're heading, and to give direction if confusion sets in. Why Charters are important Helps team members from a variety of locations and perspectives share a common vision and pathway about where the group is headed Exercises accountability to all stakeholders invested in the effective implementation of the CPM Serves to manage boundaries around the scope of work for each DC Gives common structure that promotes creativity while working within a shared timeline

Launching the Charter Process: Eventually Organizational Readiness Building ESTABLISHED PURPOSE CLEAR OBJECTIVES COORDINATED LOGISTICS ALIGNED COMMUNICATIONS IDENTIFIED DELIVERABLES PLAN OF ACTION Engagement, Relationships & Partnership Workforce Development Quality, Outcome & System Improvement

Launching the Charter Process: Today Organizational Readiness Building ESTABLISHED PURPOSE CLEAR OBJECTIVES COORDINATED LOGISTICS ALIGNED COMMUNICATIONS IDENTIFIED DELIVERABLES PLAN OF ACTION Engagement, Relationships & Partnership Workforce Development Quality, Outcome & System Improvement

Development Circle Break-Outs Topic Exploration Charter Development Team Building

Team-Building Get to know each other! Share cross-county perspectives, experiences and expertise Become familiar with the subject of your Development Circle Why is this topic critical for effective & sustained implementation of the CPM? What are key opportunities & challenges around CPM implementation related to this topic? What needs for capacity building tools or other supports do these challenges imply?

Purpose & Objectives What is the purpose of your DC? ESTABLISHED PURPOSE CLEAR OBJECTIVES What is the purpose of your DC? Why is your DC important? What does success look like? What objectives does your DC aim for? What does your DC hope to accomplish? How do these goals link to the purpose? What is your DC’s scope of work? What is reasonable to address given the capacity, timeframe & resources available? ESTABLISHED PURPOSE CLEAR OBJECTIVES COORDINATED LOGISTICS ALIGNED COMMUNICATIONS IDENTIFIED DELIVERABLES PLAN OF ACTION

Aligned Communications ESTABLISHED PURPOSE CLEAR OBJECTIVES What cross-over might your group have with other DCs? Are there interdependencies between your DC and others? What communication mechanisms will help ensure alignment across inter-related DCs? ESTABLISHED PURPOSE CLEAR OBJECTIVES ALIGNED COMMUNICATIONS COORDINATED LOGISTICS IDENTIFIED DELIVERABLES PLAN OF ACTION COORDINATED LOGISTICS IDENTIFIED DELIVERABLES PLAN OF ACTION

Identified Deliverables ESTABLISHED PURPOSE CLEAR OBJECTIVES ALIGNED COMMUNICATIONS What capacity building needs are important to be addressed in your DC? What preliminary categories or types of tools & resources could address prioritized capacity building needs? What sources are available from which we can collect, adapt, or create these tools & resources? ESTABLISHED PURPOSE CLEAR OBJECTIVES ALIGNED COMMUNICATIONS IDENTIFIED DELIVERABLES COORDINATED LOGISTICS PLAN OF ACTION COORDINATED LOGISTICS PLAN OF ACTION

Coordinated Logistics ESTABLISHED PURPOSE CLEAR OBJECTIVES ALIGNED COMMUNICATIONS IDENTIFIED DELIVERABLES What’s the nature of the work ahead for your DC? How frequently should we come together? In-person or virtually? For in-person meetings, what city is most convenient for members? Fit schedule of meetings/calls into the overall timeline… ESTABLISHED PURPOSE CLEAR OBJECTIVES ALIGNED COMMUNICATIONS IDENTIFIED DELIVERABLES COORDINATED LOGISTICS PLAN OF ACTION PLAN OF ACTION

Development Circle Timeline Apr Dev Circles Kick-Off 4/24/17 May July Aug Sept Dev Circle Tool & Resource Development PLAN DEVELOP / TEST / REFINE PREPARE Share Plan for Development of Tools & Resources Present Tools & Resources in a Sharable Format Dev Circles Convening Learning Session 2 May 31-Jun 1 Learning Session 3 Sept 2017 June

Report Back After Breakout Share workgroup progress: Initial decisions about what your group hopes to accomplish Tools & resource ideas emerging as important to develop Need for alignment & communication with other DCs Early logistical plans Reflect on insights gained so far: What surprised you? What are you looking forward to? Any key messages to carry forward to Directors at Learning Session #2?

Grab a box lunch on your way! Break-Out Locations 10:15am – 2:45pm Development Circle Room Organizational Readiness Building Post Workforce Development Rickenbacker I Engagement, Relationships & Partnerships Earhart Quality, Outcomes and System Improvement Rickenbacker II Grab a box lunch on your way!

Report Back After Breakout Share workgroup progress: Initial decisions about what your group hopes to accomplish Tools & resource ideas emerging as important to develop Need for alignment & communication with other DCs Early logistical plans Reflect on insights gained so far: What surprised you? What are you looking forward to? Any key messages to carry forward to Directors at Learning Session #2?

Next Steps Continued work on the Implementation Tools Continue to prepare counties to plan for implementation Continue to adapt and evolve as the process unfolds Identify resources needed to support implementation across the state Convenings Hands-on Technical Assistance Implement!

RECYCLE YOUR NAME TAG HOLDER! (PLEASE) Keep on Truckin’ THANK YOU! SAFE TRAVELS! RECYCLE YOUR NAME TAG HOLDER! (PLEASE)