Department of Children and Families D edicated to supporting C hildren and strengthening F amilies STRATEGIC PLAN for STRENGTHENING THE DCF SAFETY NET Regional Forums November, 2008

2 DCF Strategic Planning Process Five (5) teams convened to address agency goals: Safety, Permanency, Well-being, Community-Connected Services, and Effective Leadership. Each team had a designated Senior Sponsor, Team Lead, Team Facilitator, Team Scribe Participation from RDs, ADs, APMs, supervisors, social workers, and community representatives. Readiness Session / Training on CQI Planning Process June 2008 Senior Staff (Strategic Plan Steering Committee) identified agency goals and priority objectives June 2008 Teams identified opportunities for improvement and priority activities July, August 2008 SP Steering Committee reviewed, integrated, prioritized 505 recommendations from teams. September 2008 Strategic Plan reviewed in focus groups with internal and external stakeholders October, November 2008 Strategic Plan for Strengthening the DCF Safety Net November 2008 Work Plan It’s ALL about IMPLEMENTATION!!

3 TEAM RECOMMENDATIONS SAFETYPERMANENCYWELL-BEING COMMUNITY CONNECTED SERVICES EFFECTIVE LEADERSHIP Objectives 7 Objectives 6 Objectives 5 Objectives 146 Priority Activities 58 Priority Activities 140 Priority Activities 54 Priority Activities 107 Priority Activities Similar priority activities identified by multiple teams. Identified priority activities address multiple goals/objectives.

4 STEERING COMMITTEE IDENTIFIED MAJOR THEMES FROM TEAM RECOMMENDATIONS Relevant, Quality Services for Families “Front Door” Increase Placement Stability Define the DCF Practice Model (What Do We Do? How Do We Do It? Why Do We Do It?) Communication & Information Professional Development Technology Performance Management / CQI Cross Systems Work Employee Wellness / Secondary Trauma Area Office Variation Education Diversity

5 STEERING COMMITTEE IDENTIFIED MAJOR OPPORTUNITIES FOR IMPROVEMENT Service Planning (an effective tool, a tool that better reflects our values, a tool that has Safety, Permanency, Well-being framework) Clarity regarding expectations and requirements Screen-in Criteria Front end Criteria – ability to triage cases Stability and Permanency Systemic approach for evaluating parents’ capacity in relation to wellness (protective factors, positive development framework, self-sufficiency) More clinical supports to Area Offices Re-align / define activities to ensure clarity and consistency in practices Local focus on development of community services

6 STEERING COMMITTEE IDENTIFIED UNIFYING “GOLDEN THREAD” Strengthen local delivery of services in order to support efforts to more effectively strengthen families Align policies, practices and resources to ensure our greatest effectiveness

7 INTEGRATION MAP:STRENGTHENING THE DCF SAFETY NET Strengthening Families, Wherein Child Abuse or Neglect has Occurred Safely Stabilizing & Preserving Families ● Safely Reunifying Families ● Safely Creating New Families The Department’s strategic planning provided an important opportunity to thoroughly examine our current activities and effectiveness in a comprehensive and inclusive process. This process was designed to assist the Department in affirming our agency core values and commitments, identifying specific opportunities for improvement, identifying existing strategies that were effectively supporting achievement of positive outcomes, and creating an action plan that would integrate and focus the Department’s efforts over the next three years. The strategic actions and priority activities of the Plan for Strengthening the DCF Safety Net are included in the Appendix. The graphic below provides a conceptual framework and an overview of the integration of those strategic actions and priority activities. This conceptual framework provides the organizing vehicle for our continued dedication to improving the lives of the children and families we serve. AgencyPriority OrganizingMajor Points Major Areas CommitmentsObjectives Themeof Emphasis of Focus Safety Permanency Well-being Community- connected Services Effective Leadership Safely Stabilizing & Preserving Families Safely Reunifying Families Safely Creating New Families Aligning Policies, Practices & Resources to Strengthen Local Delivery of Services to More Effectively Strengthen Families Clarity, Consistency & Communication of Performance Expectations Maximize Resources Effectiveness & Efficiency: Strengthening Initial Involvement w/ Families Strengthening Case Practices & Processes Strengthening Internal Operations Aligning Our Network of Services Strengthening Performance Management & Improvement

8 INTEGRATION MAP 9-C BUDGET CUTS & STRATEGIC PLAN IMPLEMENTATION A “SYNERGISTIC” FRAMEWORK AKA “The Accordion Effect” Child & Family Services Review / PIP Child Welfare Legislation Mental Health Legislation Improve DCF Basic Core Functions Integrate Nationally Recognized Innovations STRATEGIC PLAN for STRENGTHENING THE DCF SAFETY NET Consolidate Functions Realign Policy, Practices & Resources Redeploy and Reorganize Strategies for Improved Efficiencies & Effectiveness Budget Crisis FY09 Deficit 9-C Targets 9-C Additional Targets Opportunity / Challenge: Accelerate Implementation of Strategic Plan Strategic Plan Drivers Down Sizing Case/Utilization Controls Federal Legislation

9 INTEGRATION MAP: STRENGTHENING THE DCF SAFETY NET Strengthening Families, Wherein Child Abuse or Neglect has Occurred Safely Stabilizing & Preserving Families ● Safely Reunifying Families ● Safely Creating New Families Agency Priority Organizing Major Points Major Areas Commitments Objectives Theme of Emphasis of Focus Safety Permanency Well-being Community- connected Services Effective Leadership Safely Stabilizing & Preserving Families Safely Reunifying Families Safely Creating New Families Aligning Policies, Practices & Resources to Strengthen Local Delivery of Services to More Effectively Strengthen Families Clarity, Consistency & Communication of Performance Expectations Maximize Resources Effectiveness & Efficiency to Improve Services, Systems & Programs Strengthening Initial Involvement w/ Families Strengthening Case Practices & Processes Strengthening Internal Operations Aligning Our Network of Services Strengthening Performance Management & Improvement

10 YEAR 1 ACTION STEPS Strengthening Initial Involvement w/ Families Strengthening Case Practices & Processes Strengthening Internal Operations Aligning Our Network of Services Strengthening Performance Management & Improvement Major Areas of Focus Priority Activities Year 1 Action Steps Strengthen “Front Door” Strengthen Service Planning & Delivery Processes Define DCF Practice Model Implement Extended Screening & Differential Response Define thresholds and critical pathways for decision-making Implement decision-support tools Integrate assessment functions into ongoing casework Define “teaming” model determine where best to incorporate Strengthen case practices on Safely Preserving, Safely Reunifying, Safely Creating New Families Implement form that is family friendly, reflects values, incorporates providers, and meets federal requirements Align structures / processes for case and progress reviews Define what, how and why of casework, grounding each stage in trauma-informed, positive youth development, parenting protective factors, with a revitalized commitment to permanency Ensure policies reflect new structures and processes Develop practice manual to complement policy guidance

11 YEAR 1 ACTION STEPS CONTINUED Strengthening Initial Involvement w/ Families Strengthening Case Practices & Processes Strengthening Internal Operations Aligning Our Network of Services Strengthening Performance Management & Improvement Major Areas of Focus Priority Activities Year 1 Action Steps Align agency structures, resources, and core functions Enhance CQI & Performance Management Enhance Community Engagement and System of Care Development Strategies Standardize “core functions” for Central, Regions, and Areas Define Management Model of accountability/transparency Promote Employee Wellness Strengthen data quality / integrity to enhance management and outcome reporting Establish consistent CQI structures / processes, ensuring inclusion of family voice Implement provider performance management Align Family Networks Define “community connected services” in practice model Enhance access to community-based services Establish/strengthen Area Boards & Statewide Advisory Council Ensure DCF is an effective partner in cross-agency system of care development, especially CBHI

12 NEXT STEPS Finalize Budget Reductions (align with strategic plan) Finalize Strategic Plan Decisions (align with budget reductions) –Ensure alignment of strategic plan with future plans for CBHI –Ensure completion of CFSR Performance Improvement Plan based on Plan for Strengthening DCF Safety Net Conduct focus groups with internal and external stakeholders Disseminate Plan for Strengthening DCF Safety Net Develop implementation work plan and establish format / processes for quarterly status reports Annual Review/Update of Strategic Plan

13 Request for information Voluntary Request for Services CHINS Diversion CHINS Adjudication Court Referral 51 A Report Extended Screening Use of standardized screening tool for decision support Decisions: Screen In Emergency: protective response assigned for investigation w/in 2 hrs. Non-emergency: screening decision w/in 3 business days Screen out Does not meet criteria Protective Response Investigation of Safety concerns Stabilization and Support Family Assessment Ongoing support & services to mitigate moderate to high risks Community Supports Family has no or low risk - Referral to appropriate community services / supports Referral to CBHI Child meets criteria for CBHI services Child Safety at Risk: Protective casework required, assigned to Stabilization and Support No Safety Risk, but child/family requires services to mitigate risk factors: Assigned for Stabilization or Community Supports Family receives DCF Case Management & Needed Services Case Not Opened -- Referral for Community Services Provided Case Not Opened -- Referral to CSA DCF DRAFT ALTERNATIVE RESPONSE MODEL

14 DISCUSSION – KEY STAKEHOLDERS PROVIDER PERFORMANCE MANAGEMENT Lead AgencyCongregate Care Providers Intensive Foster Care Providers Support & Stabilization Providers Safety  Maltreatment in assigned cases  On-the-run Days per 1,000  Children On-the-run Rate  Runs > 24 Hours  Physical Restraints  Runs > 24 Hours  Repeat maltreatment Permanency  Family Preservation Rate  Family Reunification Rate  Step downs to less restrictive level of service  Step downs to permanent setting  Lateral moves  Family Preservation Rates (No home removals) Well-being  Action Plans that focus on strengths  Functioning on Social Behavioral  School Achievement  Medical / dental needs addressed  Functioning on Social Behavioral  School Achievement  Medical / dental needs addressed  Functioning on Social Behavioral  School Achievement  Medical / dental needs addressed Community Connected Care Contract Compliance  Up to date/ accurate service referrals  Self-referrals within cap  Needs assessment Timely completion of treatment plans and progress reviews