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Improving Child Welfare Outcomes Through Systems of CareSYSTEMS OF CARE: GUIDE FOR STRATEGIC PLANNING
Improving Child Welfare Outcomes Through Systems of Care
SYSTEMS OF CARE: A GUIDE FOR STRATEGIC PLANNING
�Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
Table of Contents
Introduction ........................................................................................................................................... 1
CHAPTER1 SystemsofCare:SystemicChangeandChildWelfareOutcomes............................... 3
CHAPTER2 SystemsofCarePrinciples:ApplicationinthePlanningProcess............................... 7
CHAPTER3 StrategicPlanProcess:ActivitiesforSystemsofCareInitiatives................................ 9
3.1 Identifying and Refining the Target Population ................................................................... 9
3.2 Assessing Needs and Strengths ......................................................................................... 9
3.3 Building a Collaborative Governance Structure ............................................................... 11
3.4 Identifying Vision, Mission, Goals, Objectives, Actions, and Outcomes ......................... 12
3.5 Identifying and Planning Future Activities ......................................................................... 12
3.6 Structuring a Local Evaluation .......................................................................................... 12
3.7 Creating a Strategic Plan ................................................................................................... 13
Conclusion ......................................................................................................................................... 15
Appendices ......................................................................................................................................... 17
A: Example from the Field: Planning ..................................................................................... 19
B: Create Collaborative Decision-Making Mechanisms ........................................................ 21
C: Example from the Field: Governance ............................................................................... 22
D: Develop Values, Vision, and Mission ................................................................................ 23
E: Incorporate Systems of Care Principles ........................................................................... 24
F: Developing a Logic Model ................................................................................................ 31
Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
Introduction
�
T he Technical Assistance and Evaluation Center for Systems of Care is working with the Administration for Children and
Families, Children’s Bureau to provide support to grantees developing systems of care in their communities for children and families involved in the child welfare system. This document provides information and materials that can be especially valuable during the first year of designing a system of care, when strategic plans are developed and refined.
This document contains an overview of the Improving Child Welfare Outcomes Through Systems of Care initiative, including some of the major activities and milestones, and presents procedures any community can use to support the planning and development process for designing a system of care. Included are models that have been helpful in similar systems of care initiatives.
The following sections are included in the document:
SystemsofCare:SystemicChangeandChildWelfareOutcomes. This section discusses the initiative’s focus on systemic change and its impact on child welfare outcomes.
SystemsofCarePrinciples:ApplicationinthePlanningProcess. This section presents seven major actions that communities may be engaged in during the planning phase, and describes the application of systems of care principles to planning efforts.
StrategicPlanProcess: ActivitiesforSystemsofCareInitiatives. This section discusses the seven major planning actions in detail, including the purpose and suggested activities for each. In addition, it suggests a format for the strategic plan document communities might create.
�Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
T he Improving Child Welfare Outcomes Through Systems of Care grant initiative was created to address child welfare needs and
issues raised in Child and Family Service Reviews (CFSRs), statewide assessments, final reports, and/or Program Improvement Plans (PIPs).
One of the priorities of the Improving Child Welfare Outcomes Through Systems of Care initiative is lasting systemic change. The effort is unique in that it:
Focuses on strategic planning and interagency infrastructure development as a means to influence policies, systems, agencies, and direct practices
Allocates resources that allow recipients the time and funds needed to design a system of care that will benefit children, youth, and families involved with child welfare and partner agencies
Goals of the Improving Child Welfare Outcomes Through Systems of Care initiative are:
To implement systemic change that will fundamentally transform the child welfare system’s policies, practices, and relationships with other child- and family-serving agencies
To implement and test new and promising approaches to support children and families
CHAPTER 1 Systems of Care: Systemic Change and Child Welfare Outcomes
To make lasting improvements that incorporate systems of care principles within the culture of child welfare agencies and the conceptual framework within which services are delivered
To work collaboratively with partner agencies to ensure child and family safety, permanency, and well being
To determine the applicability of the systems of care framework within child welfare1
Strategies for change may occur at multiple levels, including legislative, policy, system, organization, management, and frontline direct practice.
Exhibit 1 gives an overview of the development of systems of care over a 5-year period, begin-ning with planning and moving to implementation of system change. This exhibit provides a frame-work for planning systems of care activities. It is not a precise calendar and communities can reach successive stages at different times depending on local needs and conditions.
1 U.S. Department of Health and Human Services, Administra-tion for Children and Families, Children’s Bureau. (2003). Ap-plication package to request financial assistance (RFA): Child abuse and neglect discretionary activities: FY 2003; 2003B.2 Improving Child Welfare Outcomes Through Systems of Care, Washington, DC, pp. 64–65..
� Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
Exhibit 2 provides a more detailed view of Year 1 activities and accomplishments, resulting in communities having well-grounded strategic plans to guide systems of care development. Exhibit 2 builds on the experience of prior systems of care and other successful initiatives that embody similar principles. Communities that have undertaken these activities in their planning process produced
strategic plans that were responsive to commu-nity needs and strengths and paved the way for successful implementation.
Exhibits 1 and 2 provide a framework for the sections that follow. These sections provide more detailed information on the activities and results.
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�Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
In creating and implementing systems of care, State, county, and local agencies partner with families and communities to address the
diverse needs of children and families involved in child welfare and other service systems. Their efforts are guided by several fundamental princi-ples: community-based services; child, youth, and family involvement; interagency collaboration; cultural competence; individualized, strengths-based care; and accountability.
During the first year of designing a system of care, communities will be involved in various planning activities that will prepare them to begin imple-mentation of ongoing infrastructure development, system reform, and systems of care implementa-tion in subsequent years. Seven major actions that communities may undertake as part of a strategic planning process are:
Identifying and refining the target population
Assessing the needs, gaps, and strengths of child-serving systems and the community they serve
Building collaborative decision-making structures on two levels:
The initiative level (developing a governance structure and engaging those who need to be involved in initiative planning and implementation)The agency and system level (ensuring mechanisms are in place so child-serving agencies can communicate and involve families and community representatives)
CHAPTER 2 Systems of Care Principles: Application in the Planning Process
Identifying vision, mission, goals, objectives, activities, and outcomes for the initiative
Identifying and planning the activities necessary to achieve goals
Structuring a local evaluation
Creating a strategic plan
The strengths and needs of communities and participating agencies can determine whether one or more of these, or other, activities are focused on during the planning phase. The planning process should reflect systems of care principles and address how they will be incorporated into the community’s strategic plan.2
Systems of care principles are evident in planning activities in the following ways:
Community-based: The strategic plan clearly demonstrates how tasks and activities associated with infrastructure development and system change will facilitate provision of home- and community-based services and supports. The strategic plan reflects the development of local decision-making processes, with a description of key links to State government.
2 See Appendices A-C for information learned from communi-ties involved in systems of care about the issues to address and indicators and questions that can inform the systems of care planning and development phase. Adopted from Wash-ington Business Group on Health. (1999). Site capability review work sheet: National resource network for child and family mental health services. Washington, DC: Author.
� Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
Child,Youth,andFamilyInvolvement:Stakeholders involved in planning include parents and youth who currently are or have been involved in the child welfare system. The strategic plan clearly reflects full family and youth participation in the planning, implementation, and ongoing operation of the system of care.
InteragencyCollaboration: The planning process engages State and community agencies in the public, private, and faith-based sectors, including child welfare, juvenile justice, mental health, education, substance abuse, health, and (if separate) the agency responsible for serving Native American families. The initiative’s strategic plan should clearly reflect interagency collaboration by designating which agency, individual, or interagency mechanisms are responsible for completing tasks associated with strategies, objectives, and goals.
CulturalCompetence: Stakeholders creating the strategic plan should represent the diversity and culture of the community. The strategic plan clearly reflects how cultural competence is incorporated into all aspects of systems of care development.
IndividualizedandStrengths-based:The planning process focuses on the unique needs, strengths, and challenges of the specific community and clearly reflects how stakeholders will work as partners to build on individual and collective strengths. Plans for providing individualized, strengths-based services to children and families will be addressed and prioritized.
Accountability: The planning process utilizes data to inform stakeholders of community needs, strengths, and challenges. The strategic plan reflects accountability by describing reporting mechanisms and timelines for monitoring community progress toward strategies, objectives, and goals.
�Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
P lanning should be ongoing and accommo-date shifts in a community’s environment. Planning activities such as conducting
needs assessments and establishing stakehold-er groups lay the foundation for implementation activities such as changes to the system of care infrastructure and the accompanying service deliv-ery system.
This section presents processes and activities communities can follow in carrying out the seven major strategic planning actions.
3.1 Identifying and Refining the Target Population
Purpose
Identifying and refining the target population provides all constituents and stakeholders with information about the intended target population and solicits their assistance in determining if refine-ments are necessary.
SuggestedActivityConduct formal and informal meetings or focus groups with stakeholders and other interested individuals to provide information regarding the systems of care initiative and its intended target population. Discussion about the selection process, with information about the target population, may be presented with opportunity for dialogue among attendees regarding the need for refinement.
3.2 Assessing Needs and Strengths
Purpose
Assessments of needs and strengths can be formal or informal and may focus on different parts of agencies and communities, including community environments, service delivery and access, service funding structures, and Federal, State, and local policies and mandates. The primary purpose of any assessment is information gathering for a future activity. While assessments typically are conduct-ed early in an initiative, it can be useful to conduct certain assessments later or to perform ongoing assessments. The following are suggested areas for assessments:
Assessingcommunitiesandenvironmentalfactors. Identify and assess the characteristics, strengths, and needs of the target population within the context of the community. Community assessments may evaluate the target population’s access to services, nontraditional or informal supports, and environmental strengths, weaknesses, opportunities, and threats (community economic and social conditions). The assessment may survey families and professionals, which can serve to raise community awareness of systems of care. Activities can include:
Needs assessmentsInterviews, focus groups, and public forumsEnvironmental strengths, weaknesses, opportunities, and threats (SWOT) analysis
CHAPTER 3 Strategic Plan Process: Activities for Systems of Care Initiatives
�0 Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
Assessingservicedeliveryandaccess.Gather information about services available to the target population including location and hours of operation, sources of funding, cost, intensity, target population for particular services, and accommodations for special populations. This activity can be conducted within a particular agency or among all agencies that serve the target population and may take the form of a service map. Activities can include:
Needs assessmentsService mapping activity
Assessingresources(agencyandsystemfinancialstructures). Evaluate interagency fiscal strategies for purchasing services (cost reimbursement, fee for service, capitation, case rate). This activity can be conducted within an agency, but is most useful when used to assess all service providers for a target population. Activities can include:
Resource mapping activityAnalysis of current fiscal utilization
Assessingcollaboration. Identify the individual strengths of stakeholders and agencies for collaborating on an initiative of major size and scope. Collaboration is an essential component of systems of care and assessing collaborative strengths and weaknesses should be carried out early in the initiative. Activities can include:
Stakeholder assessmentEnvironmental SWOT analysisMarket analysis
Assessingpoliciesandprocedures.Review policies relevant to the target population, which can be agency mandates, restrictions from public or private funders, or State and Federal laws. Learning how State or Federal policies may affect or be affected by the systems of care initiative can be critical for sustainability. Activities can include:
Legislative policy analysisOrganizational policy analysisMulti-agency policy and procedure analysis
SuggestedActivitiesConduct an environmental SWOT analysis, an in-depth review of the internal and external environment affecting the initiative, which provides baseline information for identifying strengths, challenges, opportunities, and threats in a tribal community, State, county, city, or neighborhood, including policy, system, agency, or direct service.
Conduct a needs assessment, surveying families and professionals, to obtain information for mapping out a strategy for developing the system of care. Carrying out a needs assessment also demonstrates to the community that stakeholders are launching innovative approaches to service delivery. (See Appendix A for a description of one county’s approach to needs assessment.)
Schedule interviews, focus groups, and public forums to gather information on what various stakeholder groups want in a model system of care. Hold public forums so stakeholders can learn personally what community members want for their system of care. Public forums also help identify people to include on an advisory board. Place meeting announcements in local newspapers to encourage community participation.
Questions could include:
What do you like about the current system?
What do you dislike?
If you could make changes, what would they be?
What characteristics would a model system of care have?
How would you like to contribute to designing and implementing the system of care?
Conduct a service mapping activity, gathering information on the types of resources (services and supports) available to the target population. The activity should capture details on the service or support’s location, hours of operation, sources of funding, cost to recipients, length of stay, target population, accommodations for specialized populations (hearing or visually impaired, non-English speaking, non-ambulatory).
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��Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
Conduct a market analysis, obtaining agency, organization, finance, and productivity data to formulate a set of questions to prompt stakeholder creativity for establishing the system of care as a sustainable method for policy, system, and practice change. The results can be the basis for continued analysis, coalition building, and action planning specifically related to systems of care infrastructure development.
Conduct an assessment of collaborating agencies, gathering information about individuals, groups, or coalitions in a community whose authorized leadership can influence the initiative’s outcome. The activity should incorporate the name of the individual, group, or coalition; mission (if applicable); level of influence; whether they are elected, appointed, or volunteers; their knowledge of pertinent issues; and strengths and challenges associated with including them in the systems of care initiative early or in the long term. This activity will help to inform building a collaborative governance structure.
Conduct a policy and procedure analysis to collect information regarding Federal, State, county, and city legislation guiding the administration of child-serving systems, including actions, laws, and regulations governing public agencies and funding. In addition, policies and procedures of specific child-serving agencies should be assessed to identify those that hinder or support systems of care development and implementation.
3.3 Building a Collaborative Governance Structure
Purpose
Collaboration among child-serving agencies and families is fundamental to effective systems of care. Communities should develop mechanisms for stakeholders to become involved in all aspects of systems of care design, system change, and infra-structure development. A collaborative governance structure will guide activities and bridge relation-ships among families, neighborhoods, community organizations, and public agencies. (See Appendix B for guidance on creating a collaborative gover-nance structure.) The governance structure should
be dynamic, reflecting the work carried out and possibly changing over time.
While each community will choose to shape its system of care differently, a well-defined inter-agency organization structure should emerge. The elements may include:
The structure of the governing body (establishing boards, committees)Decision-making processes and oversightIdentification and roles of participants Formal links between the initiative governing body and agenciesEstablished methods for including leaders who can advance the change process
SuggestedActivitiesCreate an advisory board that represents all stakeholders of the system of care including providers; higher education; parents and youth; local and State cross-agency administrators for education, child welfare, mental health, juvenile justice, substance abuse, health, developmental disabilities, and Temporary Assistance for Needy Families; faith community; State, county, and local political leaders; advocacy organizations; and businesses. The group could number 25–30 people and should represent every segment of the community that will be affected by systems of care. (See Appendix C for a description of one county’s approach to developing an advisory board.)
Develop memoranda of understanding, which are legal documents that detail the roles, responsibilities, and relationships among project stakeholders.
Develop a communications plan that outlines protocols for communication between participants, State and local governments, the public, elected officials, current and potential funders, families, and other audiences identified by stakeholders. The communications plan covers marketing, public education, information management, and media relations strategies.
Create a newsletter to communicate systems of care developments. A newsletter can inform stakeholders of events in their States,
�2 Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
communities, and elsewhere, address challenging issues, and recognize the achievements of local people who have supported children and families successfully through their work.
Hold a news conference to announce the systems of care initiative. In planning for the news conference, solicit participant ideas about characteristics of a model system of care, recruit volunteers for the advisory committee, develop an interagency agreement that outlines how participants will work together, and articulate systems of care principles. During the news conference, representatives of involved agencies can discuss ways they will collaborate to implement a productive system of care.
Create a sustainability plan that details how the initiative will continue beyond the Federal funding period. The plan should address the community’s definition of sustainability, resource development activities, market analysis techniques, and the impact of current activities on the future of the system of care.
3.4 Identifying Vision, Mission, Goals, Objectives, Actions, and Outcomes
Purpose
The core elements of a strategic plan should focus on the needs and strengths of the local commu-nity and be rooted in systems of care principles. Each systems of care initiative may define the elements differently, but individuals and agencies in a community should develop them collabora-tively and apply them consistently. (See Appendix D for guidance on developing values, vision, and mission.) The following definitions may be helpful as communities identify these elements:
Vision: The image stakeholders have for what they want the system of care to be.
Mission: The purpose of the system of care.
Goals: Achievements planned for the coming years that support the vision, mission, and systems of care principles from a strategic perspective.
Objectives: Specific targets that indicate goals are being achieved.
ActionItems/Strategies: Steps to be taken to progress toward goals.
Outcomes: Quantifiable or measurable results of actions.
SuggestedActivityFoster stakeholder dialogue and common ground among key individuals by acknowledging and developing a shared vision and principles, which will help stakeholders remain focused when challenges emerge.
3.5 Identifying and Planning Future Activities
Purpose
Future activities should address policy, legisla-tive, systemic, organizational, management, and frontline direct practice changes across agencies. Effective strategic planning will result in clear links between major activities and the systems of care vision, mission, goals, and objectives. To ensure progress toward a system of care, the six systems of care principles should be incorporated into planning each activity. (See Appendix E for guidance on incorporating systems of care princi-ples into activities.)
SuggestedActivityCreate a logic model to link planned activities to initiative goals and objectives and to anticipated outcomes. (See Appendix F for guidelines for developing a logic model.)
3.6 Structuring a Local Evaluation
Purpose
One of the core principles of systems of care is accountability to ensure systems of care and servic-es delivered to the target population are effective and to identify areas for improvement or change. A local evaluation will help pinpoint systems of care elements that are working and for whom, as well as systems of care aspects that are not functioning as intended.
��Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
SuggestedActivitiesIdentify an experienced local evaluator with knowledge of child welfare practice to launch the evaluation.
Develop an evaluation committee that includes representatives from agencies involved in systems of care, the evaluator, families, youth, and other key individuals who will ensure the evaluation is accepted locally and conducted to provide the most useful information for systems of care development. The committee should be responsible for designing and implementing evaluation activities and determining the best method for disseminating and applying findings.
Create a logic model to help identify processes for planned activities that are expected to lead to improvements in service delivery and the well-being of children and families. The logic model can be used to identify issues or outcomes of greatest interest and the processes or contributing factors that might be examined in an evaluation.
Identify key research questions or the needs or problems the evaluation will address to maximize its usefulness.
Identify the research design to determine whether a needs assessment, process evaluation, outcome evaluation, or impact evaluation will be most relevant. Ensure the evaluation sample—whether it includes children, families, frontline workers, agencies, or other systems of care stakeholders—and the timing of the study are appropriate for answering the questions of interest.
Identify outcomes, indicators, and measures of areas of interest. Determine what achievement is anticipated, what will indicate whether it has been attained, and what specific information will demonstrate the outcome was realized.
Develop and implement a data collection plan. The evaluation committee should develop a plan for collecting data that will answer the research questions, and the local evaluator and the evaluation team should ensure data collection is implemented as planned.
Identify key conclusions from the evaluation. Once the evaluation is completed, the local evaluator and the rest of the evaluation
committee should determine how the evaluation answered the research questions and describe key conclusions.
Develop and implement a dissemination plan. The evaluation committee should determine the best strategy for disseminating findings to achieve the desired goals (raising funds, educating local or State legislatures, recommending changes in agency or interagency policy or practice).
3.7 Creating a Strategic Plan
Purpose
Incorporating planning results into a synthesized document can help communities shift efforts from planning to implementation of the systems of care infrastructure. In a strategic plan, a commu-nity can link its needs with Federal, State, or local policies and mandates (CFSRs, PIPs), and connect systems of care principles to values, mission, goals, objectives, and future activities. The strategic plan should address how activities will produce change (outcomes) in policy (State and/or local), systems, organizations and agencies, individual managers and supervisors, individual direct practice workers, and families. The strategic plan also should outline how the community will use local and national research and work to ensure sustainability.
A thorough strategic plan assesses the community in understandable terms that can inform decision-makers and serve as baseline measures for monitoring progress. Planning documents should include a blueprint of individual and organizational responsibilities, and present timelines for realizing strategies, objectives, and goals.
Prioritized actions should include target dates for the agency or individuals with lead responsibility, and should represent a range of strategies such as policy and systems change, practice change, inter-agency collaboration, infrastructure design, and new methods for financing and purchasing servic-es. Strategies should be recommended to influence policy, legislative, system, organization, manage-ment, and frontline service delivery change.
��Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
Conclusion
O ne of the most important steps in build-ing systems of care is laying a solid foundation of information through the
development of a strategic plan. Although planning effectively can take significant time and resources, which are rare commodities in human services work, strategic planning will pull together the input, ideas, and objectives of diverse constituent groups into a vision of what can happen in a community. Involving more individuals in planning systems of care will increase their investment and help ensure effective systems of care will be sustained.
Communities may pursue a diverse roster of strategic planning activities during the start-up phase of their systems of care work. Despite varied approaches, the commitment of all stakeholders to thorough strategic planning of systems of care will be vital to positioning communities to begin creation of a solid infrastructure, system reform, and full systems of care implementation that hold tremendous promise for a positive impact on the lives of children and families involved in the child welfare system.
��Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
Appendices
��Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
APPENDIx A: Example from the Field: Planning
Site
Department of Human Services, Jefferson County, Colorado
Strategy/ApproachWhatWasDoneandWhoWasInvolvedOne aspect of infrastructure development we considered important was to recognize and utilize the substantial resources already available within Jefferson County to support and sustain implemen-tation of systems of care principles. Communication about systems of care principles and anticipated activities across the various Jefferson County divisions and departments by project staff in the first grant year led to the identification of a number of potential collaborative projects. One such oppor-tunity concerning community needs assessment was initiated in the summer of 2005.
The referral address geomapping project mapped the areas of greatest need in Jefferson County, based on the geographic concentration of child welfare child abuse and neglect referrals. The systems of care research analyst presented this proposal to Family to Family staff within child welfare and to the Global Information Systems geomapping expert at Jefferson County’s Long-Range Planning Department. The Family to Family initiative in Jefferson County is currently involved in strategic planning for the Building Community Partnerships component of the project. Systems of care is collaborating with and supporting these efforts, as we are also initiating targeted commu-nity outreach activities. Family to Family staff agreed to collaborate and assist in verifying refer-ral address data in the Statewide Automated Child Welfare Information System (SACWIS) in prepara-tion for geomapping. The research analyst met with the mapping expert on map formatting and map overlay possibilities (from already existing county census data).
TimeFrameInitial meetings took place in the summer of 2005 and the first maps of child welfare child abuse and neglect referral addresses by ethnicity of children
in the home were produced in December 2005. The first set of maps showing two key areas of high need (Lakewood and Arvada, overlaid on census income data and showing ethnicity of children) have been presented to various groups by the systems of care project manager and research analyst, and by child welfare program managers to generate discussion about how we may collabo-rate to address the needs of these communities. Presentation audiences include those within child welfare and the Department of Human Services, as well as community groups.
WhyThisApproachWasSelectedThe referral address geomapping project will provide both systems of care and Family to Family with a valuable tool to identify high need areas of the county in which to target efforts in build-ing community partnerships. Such maps will also enhance future planning on the assignment of child welfare caseworkers according to geographic area and ethnicity. In addition, the original maps (based on August 2005 data) will serve as a baseline of the density of greatest need in the county (and ethnic diversity of the referrals), against which future geo-maps could be compared to evaluate the effectiveness of systems of care and Family to Family based services.
SystemsofCarePrinciples
The systems of care team has always been attentive to potential interagency collaboration opportunities. Such opportunities, when realized in collaborative planning and implementation, are much more likely to result in long-term sustainability, as multiple parties have a stake in their success and benefit from their products. In addition, translating the wealth of available child welfare data into usable accountability products is a challenge, but when wedded to creative community thinking and feedback, can be among the most productive and sustainable elements of systems of care grant activities.
20 Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
LessonsLearnedFacilitatorsFacilitators to this process included frequent, concise, and in-depth communication between interested parties that helped to distinguish what the benefits of collaboration would be for each. This helped representatives of each party take the message to their respective units and manag-ers to facilitate buy-in at different levels of the organization.
BarriersOnce maps were produced and presented, some initial misconceptions developed regarding what they represented and the ease with which they could be produced. The systems of care research
analyst created an informational letter that summarized key details. This letter was given to all potential presenters and the details were reviewed individually with them to ensure that the map information was not misrepresented and was utilized appropriately. The research analyst is currently gathering feedback from stakeholders about additional elements that could be overlaid or added to the maps to tailor them to specific planning efforts (e.g., school attendance areas, child welfare core services providers). These ideas are being developed and we hope to contin-ue the geomapping project throughout the life of the grant and beyond.
2�Im
prov
ing
Chi
ld W
elfa
re O
utco
mes
Thr
ough
Sys
tem
s of C
are
Sys
tem
s of
Car
e: A
Gui
de fo
r S
trat
egic
Pla
nnin
g
AP
PEN
DIx
B:
C
reate
Collab
ora
tive D
ecis
ion-M
akin
g M
echanis
ms
1
Inte
nt: T
o es
tabl
ish
a co
llabo
rativ
e de
cisi
on-m
akin
g st
ruct
ure
that
gui
des
the
deve
lopm
ent o
f sys
tem
s of
car
e an
d se
rves
as
a br
idge
bet
wee
n in
divi
dual
fam
ilies,
nei
ghbo
rhoo
ds, c
omm
unity
org
aniz
atio
ns, a
nd p
ublic
age
ncie
s.
Issu
es to
Add
ress
In
dica
tors
K
ey Q
uest
ions
S
take
hold
ers
repr
esen
ting
the
targ
eted
co
mm
unity
are
act
ive
parti
cipa
nts.
A
met
hod
is in
pla
ce fo
r ide
ntify
ing
and
sele
ctin
g ke
y st
akeh
olde
rs in
volv
ed in
all
aspe
cts
of s
yste
ms
of c
are
deve
lopm
ent.
A
stru
ctur
e is
defi
ned
and
deve
lope
d ex
plai
ning
how
sta
keho
lder
s w
ill w
ork
as
partn
ers
to a
ddre
ss th
e ne
eds
and
prio
ritie
s id
entifi
ed b
y th
e co
mm
unity
.
A
gove
rnan
ce b
ody
prov
ides
ove
rsig
ht fo
r sy
stem
s of
car
e ac
tiviti
es.
D
iver
se p
oint
s of
vie
w a
re a
dequ
atel
y re
pres
ente
d so
info
rmed
dec
isio
ns c
an b
e m
ade.
S
imila
r ini
tiativ
es in
the
Sta
te o
r com
mun
ity
are
awar
e of
how
thei
r effo
rts m
ay b
e jo
ined
w
ith th
ose
of th
e sy
stem
s of
car
e in
itiat
ive.
A pa
rtici
pato
ry p
lann
ing
proc
ess
is in
pla
ce
invo
lvin
g st
akeh
olde
rs.
Fam
ilies
who
hav
e be
en in
volv
ed in
the
child
w
elfa
re s
yste
m a
re a
ctiv
e pa
rtici
pant
s in
all
stak
ehol
der g
roup
s, in
clud
ing
the
gove
rnan
ce
body
.
Rol
es a
nd re
spon
sibi
litie
s of
sta
keho
lder
gr
oups
are
iden
tified
and
dis
sem
inat
ed to
pa
rtici
pant
s.
Key
indi
vidu
als
from
the
Sta
te a
nd c
omm
unity
ar
e on
boa
rd (e
lect
ed o
ffici
als,
nei
ghbo
rhoo
d le
ader
s, p
rivat
e, c
orpo
rate
, and
faith
-bas
ed
sect
ors,
chi
ld-s
ervi
ng a
genc
ies,
fund
ers)
.
Gro
ups
incl
ude
prov
en le
ader
s w
ho c
an
adva
nce
the
chan
ge p
roce
ss.
Sta
te a
nd c
omm
unity
initi
ativ
es w
ith s
imila
r m
issi
ons
and
goal
s ar
e aw
are
of th
e sy
stem
s of
car
e in
itiat
ive.
Mec
hani
sms
exis
t for
info
rmin
g ch
ild w
elfa
re
agen
cies
of p
rogr
ess
to d
emon
stra
te th
e ap
plic
abili
ty o
f sys
tem
s of
car
e to
the
CFS
R
proc
ess.
Is th
e pr
oces
s fo
r ide
ntify
ing
stak
ehol
ders
re
flect
ive
of s
yste
ms
of c
are
prin
cipl
es?
Are
line
s of
acc
ount
abili
ty c
lear
?
Are
sta
keho
lder
gro
ups
cultu
rally
and
et
hnic
ally
repr
esen
tativ
e of
the
targ
et
popu
latio
n?
Are
com
mun
icat
ion
met
hods
est
ablis
hed?
Are
legi
slat
ors
repr
esen
ted
in s
ome
capa
city
?
Whe
re a
nd w
hen
will
gro
ups
mee
t and
how
w
ill fa
mili
es b
e ac
com
mod
ated
?
Are
mem
bers
of t
he g
over
nanc
e bo
dy d
irect
ly
linke
d to
dec
isio
n-m
aker
s in
thei
r age
ncie
s?
If no
t, ho
w w
ill li
nks
be m
ade?
Can
sta
keho
lder
gro
ups
be in
tegr
ated
with
ex
istin
g co
aliti
ons
that
hav
e si
mila
r mis
sion
s?
� Sou
rce:
Was
hing
ton
Bus
ines
s G
roup
on
Hea
lth. (
1999
). Si
te c
apab
ility
revi
ew w
ork
shee
t: N
atio
nal r
esou
rce
netw
ork
for c
hild
and
fam
ily m
enta
l hea
lth s
ervi
ces.
Was
hing
ton,
DC
: Aut
hor.
22 Improving Child Welfare Outcomes Through Systems of Care Systems of Care: A Guide for Strategic Planning
APPENDIx C: Example from the Field: Governance
Site
Alamance County, North Carolina
Goal
To provide leadership in the integration of agency services in establishing a systems of care approach to working with children and families in Alamance County.
Strategy/Approach
Developed a Children’s Executive Oversight Committee. There exist five statutorily mandated child-serving committees in Alamance County: the Community Child Protection Team, the Juvenile Crime Prevention Council, the School Based Child and Family Team Support Initiative, Community Collaborative for Children and Families, and Smart Start Board. These committees actively engage in work to ensure that services are provided to children and families identified as high risk. Each committee has designated administrative member-ship (e.g., superintendent of schools, District Court judge, Department of Social Services director) that overlaps with each of the other committees. Given the time commitment, each of the administrators was sending designees to represent them. This committee will bring the administrators together three or four times per year to receive updates on the work of each committee, to continue to work
toward better integration of community systems, and to provide ongoing leadership and advoca-cy for children and families across systems. Committee members include chief district court judge, superintendent of schools, county commis-sioner, director of Department of Social Services, director of the Health Department, director of the Mental Health Center, chief court counselor, and the chief of police. Bringing people together was a slow process of building relationships over a 1-year time period as it became clear that we needed to bring decision-makers together to provide leader-ship for this change process.
SystemsofCarePrinciples
Developing this leadership committee is a collabo-ration between community-based agencies and, just as importantly, their respective administrators.
LessonsLearned
Building relationships takes time.
BarriersAdministrators do not always know or understand how they are interdependent.
Territory is difficult to share.
WhatMightHaveBeenDoneDifferentlyStart earlier in this process.
2�Im
prov
ing
Chi
ld W
elfa
re O
utco
mes
Thr
ough
Sys
tem
s of C
are
Sys
tem
s of
Car
e: A
Gui
de fo
r S
trat
egic
Pla
nnin
g
AP
PEN
DIx
D:
Develo
p V
alu
es,
Vis
ion,
and
Mis
sio
n1
Inte
nt: T
o id
entif
y co
mm
on v
alue
s am
ong
com
mun
ity s
take
hold
ers
invo
lved
in d
evel
opm
ent o
f sys
tem
s of
car
e an
d in
corp
orat
e th
em in
to v
isio
n an
d m
issi
on s
tate
men
ts th
at a
re p
art o
f a s
trate
gic
plan
.
Issu
es to
Add
ress
Indi
cato
rs
Key
Que
stio
ns
Com
mon
mis
sion
, vis
ion,
and
val
ues
are
esta
blis
hed
for t
he in
itiat
ive.
Th
e S
tate
, cou
nty,
city
, co
mm
unity
, nei
ghbo
rhoo
d,
fam
ilies
, for
mal
and
info
rmal
ag
enci
es, p
rovi
ders
of s
ervi
ces,
fu
nder
s of
ser
vice
s, a
nd o
ther
in
tere
sted
par
ties
are
awar
e of
an
d in
volv
ed in
the
initi
ativ
e.
In
clus
ive
plan
ning
pro
cess
es
and
com
mun
icat
ion
met
hods
are
us
ed to
col
labo
rativ
ely
deve
lop
the
valu
es, v
isio
n, a
nd m
issi
on
of th
e in
itiat
ive
and
ensu
re
full
parti
cipa
tion
of in
divi
dual
s in
vest
ed in
sys
tem
s of
car
e de
velo
pmen
t.
S
take
hold
ers
are
prov
ided
with
info
rmat
ion
on
syst
ems
of c
are.
Sys
tem
s of
car
e pr
inci
ples
ar
e su
ppor
ted
by s
take
hold
ers.
S
yste
m re
form
is a
ddre
ssed
in p
lann
ing.
P
lann
ing
proc
ess
is in
clus
ive
of o
ther
in
itiat
ives
with
sim
ilar f
ocus
, goa
ls, a
nd
obje
ctiv
es to
dec
reas
e du
plic
atio
n of
effo
rt.
Valu
es id
entifi
ed b
y st
akeh
olde
rs a
re ti
ed
to s
yste
ms
of c
are
prin
cipl
es th
roug
h an
incl
usiv
e pr
oces
s, re
sulti
ng in
the
form
aliz
atio
n of
uni
fied
com
mun
ity v
alue
s.
Visi
on a
nd m
issi
on s
tate
men
ts a
re c
reat
ed
and
diss
emin
ated
to th
e co
mm
unity
.
A st
rate
gic
plan
and
oth
er p
lann
ing
docu
men
ts a
re c
reat
ed a
nd d
isse
min
ated
to
the
com
mun
ity.
The
valu
es, v
isio
n, a
nd m
issi
on a
re
refle
cted
in th
e w
ork
activ
ities
, tas
ks, a
nd
func
tions
ass
ocia
ted
with
sys
tem
s of
car
e de
sign
, sys
tem
cha
nge,
and
infra
stru
ctur
e de
velo
pmen
t.
Pla
nnin
g pr
oces
ses
and
the
stra
tegi
c pl
an a
re
cons
iste
nt w
ith s
yste
ms
of c
are
prin
cipl
es.
Pro
cess
es a
re in
pla
ce to
mon
itor w
heth
er
the
prin
cipl
es a
re in
corp
orat
ed in
to g
rant
ee
activ
ities
, tas
ks, a
nd fu
nctio
ns.
Stru
ctur
e of
the
initi
ativ
e re
flect
s sy
stem
s of
ca
re p
rinci
ples
(fam
ily in
volv
emen
t, cu
ltura
l co
mpe
tenc
e, in
tera
genc
y co
llabo
ratio
n).
How
will
an
incl
usiv
e pl
anni
ng p
roce
ss b
e en
sure
d?
Are
sys
tem
s of
car
e pr
inci
ples
evi
dent
in th
e va
lues
, mis
sion
, vis
ion,
goa
ls, o
bjec
tives
, and
st
rate
gies
of t
he in
itiat
ive?
Is th
e pl
anni
ng p
roce
ss re
flect
ive
of s
yste
ms
of c
are
prin
cipl
es (s
treng
ths-
base
d, fa
mily
-fo
cuse
d, c
ultu
rally
com
pete
nt)?
Doe
s th
e pl
anni
ng p
roce
ss in
clud
e a
met
hod
for u
pdat
ing
the
stra
tegi
c pl
an a
nnua
lly to
re
flect
evo
lvin
g en
viro
nmen
tal c
ondi
tions
?
Is th
e co
mm
unity
aw
are
of h
ow e
nviro
nmen
tal
cond
ition
s m
ay a
ffect
dev
elop
men
t of
syst
ems
of c
are
(pol
icie
s, fu
ndin
g ch
ange
s,
staf
f tur
nove
r, ch
ange
s in
lead
ersh
ip)?
How
will
the
plan
be
diss
emin
ated
?
� Sou
rce:
Was
hing
ton
Bus
ines
s G
roup
on
Hea
lth. (
1999
). Si
te c
apab
ility
revi
ew w
ork
shee
t: N
atio
nal r
esou
rce
netw
ork
for c
hild
and
fam
ily m
enta
l hea
lth s
ervi
ces.
Was
hing
ton,
DC
: Aut
hor.
2�Im
prov
ing
Chi
ld W
elfa
re O
utco
mes
Thr
ough
Sys
tem
s of C
are
Sys
tem
s of
Car
e: A
Gui
de fo
r S
trat
egic
Pla
nnin
g
AP
PEN
DIx
E:
In
corp
ora
te S
yste
ms o
f C
are
Pri
ncip
les
1
SySt
emS
of
car
e Pr
inc
iPle
: Co
mm
un
ity-
Ba
sed
Inte
nt: T
o in
volv
e th
e co
mm
unity
as
partn
ers
in s
yste
ms
of c
are
deve
lopm
ent a
nd p
lann
ing
to e
nsur
e in
vest
men
t, ow
ners
hip,
and
co
mm
itmen
t, re
sulti
ng in
long
-term
sus
tain
abilit
y of
the
initi
ativ
e.
Issu
es to
Add
ress
Indi
cato
rsK
ey Q
uest
ions
S
tate
and
com
mun
ity s
take
hold
ers
are
invo
lved
in p
lann
ing.
M
echa
nism
s ex
ist f
or o
ngoi
ng p
artic
ipat
ion
from
the
Sta
te a
nd c
omm
unity
.
S
tate
and
com
mun
ity a
re a
war
e of
the
initi
ativ
e an
d un
ders
tand
its
rele
vanc
e to
the
child
wel
fare
sys
tem
, chi
ldre
n an
d fa
mili
es,
and
the
com
mun
ity a
t lar
ge.
C
omm
unity
stre
ngth
s an
d re
sour
ces
are
inco
rpor
ated
into
the
plan
ning
doc
umen
t an
d ar
e co
nsis
tent
ly in
clud
ed in
act
iviti
es
asso
ciat
ed w
ith s
yste
ms
of c
are
desi
gn,
syst
em c
hang
e, a
nd in
frast
ruct
ure
deve
lopm
ent.
Le
ader
s w
ithin
the
Sta
te/c
ount
y/ci
ty/tr
ibal
co
mm
unity
are
aw
are
of th
e in
itiat
ive
and
supp
ort i
ts im
plem
enta
tion.
C
urre
nt in
itiat
ives
with
sim
ilar m
issi
ons
are
invo
lved
in a
ctiv
ities
, tas
ks, a
nd fu
nctio
ns
asso
ciat
ed w
ith s
yste
ms
of c
are
deve
lopm
ent.
Sta
te a
nd c
omm
unity
lead
ers
are
invo
lved
in
plan
ning
and
are
mem
bers
of t
he s
take
hold
er
grou
ps.
Ele
cted
offi
cial
s pa
rtici
pate
in a
nd/o
r are
aw
are
and
supp
ortiv
e of
the
initi
ativ
e an
d ar
e ro
utin
ely
info
rmed
of p
rogr
ess
and
area
s in
w
hich
they
can
be
activ
ely
invo
lved
to m
ove
the
deve
lopm
ent p
roce
ss fo
rwar
d.
A ne
eds
asse
ssm
ent h
as b
een
done
to
dete
rmin
e th
e cu
rren
t sta
te o
f the
com
mun
ity
as it
rela
tes
to th
e ch
ild w
elfa
re ta
rget
po
pula
tion.
A pl
an is
in p
lace
for o
ngoi
ng c
omm
unic
atio
n w
ith th
e S
tate
and
com
mun
ity.
Res
ourc
es a
re m
appe
d (fu
ndin
g, p
eopl
e,
tech
nolo
gy).
Com
mun
ity e
ffort
is li
nked
to S
tate
and
loca
l go
vern
men
t dec
isio
n-m
aker
s.
How
is th
e ef
fort
linke
d to
key
lead
ers
and
deci
sion
-mak
ers?
Is th
e in
itiat
ive
perc
eive
d as
a S
tate
effo
rt?
As
a co
mm
unity
effo
rt? O
r is
it as
soci
ated
w
ith o
ne a
genc
y or
indi
vidu
al?
How
are
th
ese
perc
eptio
ns b
eing
inco
rpor
ated
into
the
plan
ning
pro
cess
and
the
stra
tegi
c pl
an?
Wha
t defi
nes
sust
aina
bilit
y of
the
effo
rt?
How
will
the
stak
ehol
ders
kno
w th
e ef
fort
was
a s
ucce
ss?
Wha
t out
com
es a
re
expe
cted
? D
oes
ever
yone
invo
lved
sha
re
the
expe
ctat
ions
? H
ow d
o th
ey m
atch
with
ou
tcom
es fo
r sim
ilar i
nitia
tives
?
Wha
t nee
ds to
be
done
to e
nsur
e S
tate
/co
mm
unity
/age
ncy/
triba
l ow
ners
hip
of th
e in
itiat
ive?
Who
has
the
auth
ority
to le
ad th
e ef
fort?
How
w
as th
is d
eter
min
ed?
Wha
t are
the
stre
ngth
s an
d ch
alle
nges
ass
ocia
ted
with
this
dec
isio
n?
� Sou
rce:
Was
hing
ton
Bus
ines
s G
roup
on
Hea
lth. (
1999
). Si
te c
apab
ility
revi
ew w
ork
shee
t: N
atio
nal r
esou
rce
netw
ork
for c
hild
and
fam
ily m
enta
l hea
lth s
ervi
ces.
Was
hing
ton,
DC
: Aut
hor.
2�Im
prov
ing
Chi
ld W
elfa
re O
utco
mes
Thr
ough
Sys
tem
s of C
are
Sys
tem
s of
Car
e: A
Gui
de fo
r S
trat
egic
Pla
nnin
g
SySt
emS
of
car
e Pr
inc
iPle
: ch
ild, y
ou
th, a
nd F
am
ily
invo
lvem
ent
Inte
nt: T
o pa
rtner
with
fam
ilies
who
hav
e be
en in
volv
ed in
chi
ld w
elfa
re a
nd re
pres
ent t
he ta
rget
ed c
omm
unity
in a
ll ac
tiviti
es,
task
s, a
nd fu
nctio
ns a
ssoc
iate
d w
ith s
yste
ms
of c
are
deve
lopm
ent.
Issu
es to
Add
ress
Indi
cato
rs
Key
Que
stio
ns
Par
ticip
atin
g fa
mili
es re
pres
ent t
he ta
rget
ch
ild w
elfa
re p
opul
atio
n.
Fa
mili
es w
ith c
urre
nt o
r pas
t chi
ld w
elfa
re
invo
lvem
ent h
ave
equa
l aut
horit
y ov
er
deci
sion
-mak
ing
and
syst
ems
of c
are
deve
lopm
ent.
Fa
mili
es a
re d
irect
ly in
volv
ed in
the
plan
ning
pr
oces
s as
act
ive
parti
cipa
nts
to c
ompl
ete
actio
ns a
nd s
trate
gies
ass
ocia
ted
with
re
achi
ng th
e in
itiat
ive’
s go
als
and
obje
ctiv
es.
Fa
mili
es a
re p
rovi
ded
ongo
ing
reso
urce
s an
d tra
inin
g to
pro
mot
e th
eir p
artic
ipat
ion
in
the
initi
ativ
e at
all
leve
ls o
f sys
tem
s of
car
e de
sign
, sys
tem
cha
nge,
and
infra
stru
ctur
e de
velo
pmen
t.
B
arrie
rs to
fam
ily in
volv
emen
t are
iden
tified
an
d ad
dres
sed
on a
n on
goin
g ba
sis.
Fa
mily
inpu
t and
exp
erie
nce
are
stre
ngth
s fo
r pl
anni
ng, p
ublic
aw
aren
ess,
and
sus
tain
abili
ty
effo
rts.
Pol
icie
s, d
ocum
ents
, and
pro
cess
es re
flect
th
e sy
stem
s of
car
e pr
inci
ple
of fa
mily
in
volv
emen
t.
Mee
tings
are
can
cele
d if
fam
ilies
can
not
atte
nd.
Fam
ilies
with
cur
rent
or p
ast c
hild
w
elfa
re in
volv
emen
t are
repr
esen
ted
on
all s
take
hold
er g
roup
s an
d in
tera
genc
y m
echa
nism
s de
sign
ed to
dev
elop
sys
tem
s of
ca
re fo
r the
targ
eted
com
mun
ity.
Fam
ilies
pro
vide
trai
ning
and
orie
ntat
ion
to
othe
r sta
keho
lder
s an
d vi
ce v
ersa
.
Acc
omm
odat
ions
are
mad
e to
incl
ude
fam
ilies
in
pla
nnin
g an
d ot
her a
ctiv
ities
suc
h as
m
eetin
g tim
es, l
ocat
ions
and
dat
es, s
tipen
ds
for t
ime
spen
t in
mee
tings
, foo
d, c
hild
care
, an
d tra
nspo
rtatio
n.
Fam
ilies
with
cur
rent
or p
ast c
hild
wel
fare
ex
perie
nce
are
part
of th
e ev
alua
tion
team
.
Fam
ilies
are
invo
lved
in p
ublic
aw
aren
ess
activ
ities
and
pro
vide
info
rmat
ion
to e
lect
ed
offic
ials
as
part
of a
sus
tain
abili
ty p
lan.
How
hav
e fa
mily
mem
bers
bee
n re
crui
ted
to
parti
cipa
te in
the
effo
rt?
How
are
fam
ilies
dire
ctly
invo
lved
in p
lann
ing,
ev
alua
tion,
nee
ds a
sses
smen
t, in
frast
ruct
ure
deve
lopm
ent,
and
train
ing?
Is th
ere
a pl
an fo
r con
tinuo
usly
incr
easi
ng
or m
aint
aini
ng fa
mily
invo
lvem
ent i
n th
e in
itiat
ive?
Are
fam
ilies
incl
uded
in m
eetin
gs a
nd
conf
eren
ces
atte
nded
by
othe
r sta
keho
lder
s?
Wha
t typ
es o
f tra
inin
g an
d or
ient
atio
n do
fa
mili
es re
ceiv
e to
hel
p th
em p
artic
ipat
e ef
fect
ivel
y as
par
tner
s in
sys
tem
s of
car
e de
sign
, sys
tem
cha
nge,
and
infra
stru
ctur
e de
velo
pmen
t?
How
will
fam
ilies
be
wel
com
ed a
nd s
uppo
rted
on a
n on
goin
g ba
sis?
How
will
fam
ilies
be
prov
ided
mat
eria
ls f
or
info
rmin
g el
ecte
d of
ficia
ls a
nd p
olic
ymak
ers
abou
t the
initi
ativ
e an
d its
ben
efits
to c
hild
w
elfa
re?
26Im
prov
ing
Chi
ld W
elfa
re O
utco
mes
Thr
ough
Sys
tem
s of C
are
Sys
tem
s of
Car
e: A
Gui
de fo
r S
trat
egic
Pla
nnin
g
(SyS
tem
S o
f c
are
Prin
ciP
le:
inte
ra
gen
Cy
Co
lla
Bo
rat
ion)
Inte
nt: T
o de
velo
p m
echa
nism
s fo
r int
erag
ency
invo
lvem
ent,
enab
ling
shar
ed a
ctiv
ities
, tas
ks, a
nd fu
nctio
ns a
ssoc
iate
d w
ith
syst
ems
of c
are
deve
lopm
ent,
and
to s
uppo
rt la
stin
g sy
stem
cha
nge
amon
g ch
ild-s
ervi
ng a
genc
ies.
Issu
es to
Add
ress
Indi
cato
rsK
ey Q
uest
ions
C
hild
-ser
ving
age
ncie
s ar
e in
volv
ed in
ac
tiviti
es, t
asks
, and
func
tions
ass
ocia
ted
with
sys
tem
s of
car
e de
sign
, sys
tem
cha
nge,
in
frast
ruct
ure
deve
lopm
ent,
and
sust
aina
bilit
y.
A
dire
ct li
nk a
nd o
ngoi
ng c
omm
unic
atio
n ha
ve b
een
esta
blis
hed
betw
een
child
-ser
ving
ag
ency
sta
keho
lder
s, fa
mili
es, a
nd s
taff
of th
e in
itiat
ive.
R
epre
sent
ativ
es fr
om a
var
iety
of f
undi
ng
sour
ces
are
invo
lved
in th
e in
itiat
ive,
incl
udin
g S
tate
Med
icai
d, S
CH
IP, T
itle
IV-B
and
IV-E
, pr
ivat
e fo
unda
tions
, and
loca
l gov
ernm
ent.
P
rovi
ders
of s
ervi
ces
to th
e ch
ild w
elfa
re
targ
et p
opul
atio
n ar
e in
volv
ed in
the
initi
ativ
e.
In
tera
genc
y ap
proa
ches
are
bei
ng u
sed
to
mak
e de
cisi
ons
and
deve
lop
syst
ems
of c
are.
Chi
ld-s
ervi
ng a
genc
ies
are
repr
esen
ted
in
activ
ities
ass
ocia
ted
with
sys
tem
s of
car
e de
velo
pmen
t.
A co
mm
unic
atio
n pl
an is
est
ablis
hed
targ
etin
g ke
y st
aff a
nd d
ecis
ion-
mak
ers
from
pa
rtici
patin
g S
tate
and
com
mun
ity c
hild
-se
rvin
g ag
enci
es.
Mec
hani
sms
are
in p
lace
for i
nteg
ratio
n of
re
sour
ces
(peo
ple,
fund
s, te
chno
logy
).
Inte
rage
ncy
agre
emen
ts a
nd m
emor
anda
of
unde
rsta
ndin
g ar
e in
pla
ce.
Res
ourc
e m
appi
ng h
as b
een
done
.
Stra
tegi
es a
re in
pla
ce fo
r inv
olvi
ng c
hild
w
elfa
re a
genc
y le
ader
ship
.
The
syst
em o
f car
e is
iden
tified
as
a ca
taly
st fo
r sys
tem
cha
nge
by a
genc
ies
and
indi
vidu
als
parti
cipa
ting
in th
e in
itiat
ive.
Pot
entia
l pol
icy
issu
es a
re id
entifi
ed, w
ith a
pl
an fo
r add
ress
ing
them
.
How
will
com
petin
g ag
ency
prio
ritie
s be
id
entifi
ed a
nd a
ddre
ssed
to d
evel
op a
co
mm
on v
isio
n fo
r the
initi
ativ
e?
How
will
com
petit
ion
amon
g ag
enci
es fo
r fu
ndin
g be
add
ress
ed?
How
are
dec
isio
ns m
ade
by in
tera
genc
y gr
oups
(for
med
for a
ctiv
ities
ass
ocia
ted
with
sy
stem
s of
car
e de
velo
pmen
t) ap
plie
d to
day
-to
-day
ope
ratio
ns o
f the
gra
ntee
age
ncy?
How
is c
omm
unic
atio
n m
anag
ed?
How
are
con
flict
s re
solv
ed?
Wha
t oth
er in
tera
genc
y co
aliti
ons
or g
roup
s ex
ist a
nd h
ow c
an th
ere
be in
tegr
atio
n to
de
crea
se d
uplic
atio
n of
effo
rt?
Are
ther
e cl
early
map
ped
reso
urce
s?
Are
all
partn
ers
in a
gree
men
t abo
ut w
hy
syst
em c
hang
e is
nee
ded?
Are
all
partn
ers
equa
lly c
omm
itted
to th
e in
itiat
ive?
2�Im
prov
ing
Chi
ld W
elfa
re O
utco
mes
Thr
ough
Sys
tem
s of C
are
Sys
tem
s of
Car
e: A
Gui
de fo
r S
trat
egic
Pla
nnin
g
SySt
emS
of
car
e Pr
inc
iPle
: C
ult
ur
al
Co
mpe
ten
Ce
Inte
nt: T
o in
corp
orat
e cu
ltura
l com
pete
nce
into
eve
ry a
spec
t of s
yste
ms
of c
are
plan
ning
and
dev
elop
men
t, re
sulti
ng in
last
ing
syst
em c
hang
e.
Issu
es to
Add
ress
Indi
cato
rs
Key
Que
stio
ns
All
indi
vidu
als
invo
lved
in th
e in
itiat
ive
unde
rsta
nd th
e cu
ltura
l div
ersi
ty o
f the
chi
ld
wel
fare
targ
et p
opul
atio
n an
d im
plic
atio
ns fo
r sy
stem
s of
car
e de
sign
, sys
tem
cha
nge,
and
in
frast
ruct
ure
deve
lopm
ent.
P
artic
ipan
ts a
re c
omm
itted
to c
ultu
ral
com
pete
nce
in a
ll as
pect
s of
sys
tem
s of
car
e de
sign
, pla
nnin
g ac
tiviti
es, s
yste
m c
hang
e,
and
infra
stru
ctur
e de
velo
pmen
t.
C
ultu
rally
spe
cific
ser
vice
pro
vide
rs a
nd
nont
radi
tiona
l age
ncie
s ar
e in
volv
ed in
the
initi
ativ
e.
P
artic
ipan
ts re
pres
ent t
he c
ultu
ral d
iver
sity
of
the
child
wel
fare
targ
et p
opul
atio
n.
C
ultu
ral c
ompe
tenc
e is
refle
cted
in th
e po
licie
s an
d pr
oced
ures
of c
hild
-ser
ving
ag
enci
es a
nd s
ervi
ce p
rovi
ders
.
A cu
ltura
l com
pete
nce
asse
ssm
ent i
s co
nduc
ted
with
a p
lan
for a
ddre
ssin
g th
e fin
ding
s.
Cul
tura
l com
pete
nce
is re
flect
ed in
mat
eria
ls,
polic
ies,
pro
cedu
res,
pla
nnin
g pr
oces
ses,
m
eetin
gs, a
nd c
onfe
renc
es.
Writ
ten
mat
eria
ls a
re a
vaila
ble
to p
artic
ipan
ts
in th
eir p
rimar
y la
ngua
ge.
Inte
rpre
ters
are
pro
vide
d to
indi
vidu
als
for
who
m E
nglis
h is
a s
econ
d la
ngua
ge.
Cul
tura
l com
pete
nce
train
ing
is p
rovi
ded
on
a co
ntin
uous
bas
is fo
r ind
ivid
uals
invo
lved
in
syst
ems
of c
are
deve
lopm
ent.
Lead
ers
from
eth
nic
com
mun
ities
are
act
ive
parti
cipa
nts
in th
e in
itiat
ive
and
are
com
mitt
ed
to s
usta
inin
g it.
Cul
tura
lly c
ompe
tent
pol
icie
s, p
roce
dure
s,
and
proc
esse
s ar
e in
pla
ce.
Has
an
asse
ssm
ent o
f cul
tura
l com
pete
nce
been
don
e? I
f so,
has
a p
lan
been
dev
elop
ed
for a
ddre
ssin
g th
e ar
eas
iden
tified
as
need
ing
impr
ovem
ent?
How
will
act
iviti
es, t
asks
, and
func
tions
that
ad
dres
s cu
ltura
l com
pete
nce
be m
anag
ed
and
by w
hom
? H
ow w
as th
is d
ecid
ed?
Wha
t ste
ps h
ave
been
take
n to
beg
in a
cu
ltura
l com
pete
nce
train
ing
effo
rt fo
r the
co
mm
unity
, and
how
will
this
be
inte
grat
ed
into
the
stak
ehol
der g
roup
s an
d ch
ild-s
ervi
ng
agen
cies
?
How
has
the
cultu
ral c
ompe
tenc
e of
the
man
agem
ent a
nd g
over
nanc
e bo
dy o
f the
in
itiat
ive
been
ass
esse
d? W
hat a
re c
ritic
al
area
s ne
edin
g im
prov
emen
t? H
ow w
ill is
sues
be
reso
lved
?
Do
fam
ilies
from
the
targ
eted
com
mun
ity
have
acc
ess
to c
ultu
rally
com
pete
nt s
ervi
ce
prov
ider
s? I
f not
, wha
t can
be
done
to
impr
ove
this
?
2�Im
prov
ing
Chi
ld W
elfa
re O
utco
mes
Thr
ough
Sys
tem
s of C
are
Sys
tem
s of
Car
e: A
Gui
de fo
r S
trat
egic
Pla
nnin
g
SySt
emS
of
car
e Pr
inc
iPle
: in
div
idu
ali
zed a
nd s
tren
gth
s-B
ase
d
Inte
nt:
To fo
cus
on th
e co
mm
unity
’s u
niqu
e ne
eds,
stre
ngth
s, a
nd c
halle
nges
so
actio
ns to
dev
elop
sys
tem
s of
car
e w
ill bu
ild
on th
e in
divi
dual
and
col
lect
ive
stre
ngth
s of
sta
keho
lder
s, a
nd p
lans
for p
rovi
sion
of i
ndiv
idua
lized
, stre
ngth
s-ba
sed
care
will
be
addr
esse
d an
d pr
iorit
ized
.
Issu
es to
Add
ress
Indi
cato
rs
Key
Que
stio
ns
Pla
nnin
g fo
cuse
s on
the
com
mun
ity’s
st
reng
ths,
nee
ds, a
nd c
halle
nges
as
iden
tified
thro
ugh
a pa
rtici
pato
ry p
roce
ss
incl
udin
g fa
mili
es, n
eigh
borh
oods
, co
mm
unity
org
aniz
atio
ns, a
nd a
genc
y re
pres
enta
tives
.
S
kills
, abi
litie
s, a
nd e
xper
tise
of
stak
ehol
ders
and
com
mun
ity m
embe
rs a
re
ackn
owle
dged
as
an e
ssen
tial r
esou
rce
from
whi
ch to
bui
ld th
e sy
stem
of c
are.
P
lann
ing
incl
udes
a g
oal f
or in
corp
orat
ing
stre
ngth
s-ba
sed
asse
ssm
ents
and
in
terv
entio
ns fo
r the
targ
et p
opul
atio
n.
P
lann
ing
for t
he in
itiat
ive
focu
ses
on
com
mun
ity c
apac
ity b
uild
ing.
The
initi
ativ
e’s
plan
cle
arly
refle
cts
how
st
akeh
olde
rs w
ill w
ork
as p
artn
ers
to b
uild
on
thei
r ind
ivid
ual a
nd c
olle
ctiv
e st
reng
ths
to
addr
ess
com
mun
ity n
eeds
and
prio
ritie
s.
An
inve
ntor
y of
com
mun
ity s
treng
ths
and
asse
ts h
as b
een
com
plet
ed.
A ne
eds
asse
ssm
ent h
as id
entifi
ed
chal
leng
es a
nd b
arrie
rs th
at n
eed
to b
e ad
dres
sed.
Ser
vice
map
ping
has
det
erm
ined
whi
ch
serv
ice
prov
ider
s al
read
y m
ay b
e im
plem
entin
g st
reng
ths-
base
d in
terv
entio
ns.
The
initi
ativ
e’s
plan
des
crib
es h
ow to
use
th
ese
prov
ider
s to
bui
ld th
e ca
paci
ty o
f oth
er
prov
ider
s.
Do
plan
ning
act
iviti
es re
flect
a s
treng
ths-
base
d or
ient
atio
n?
How
are
com
mun
ity a
sset
s an
d st
reng
ths
inco
rpor
ated
into
the
initi
ativ
e’s
plan
?
How
will
sta
keho
lder
s be
trai
ned
on s
treng
ths-
base
d in
terv
entio
ns?
How
will
trai
ning
occ
ur
with
in c
hild
-ser
ving
age
ncie
s fo
r var
ious
or
gani
zatio
nal l
evel
s of
sta
ff, in
clud
ing
adm
inis
trato
rs, s
uper
viso
rs, a
nd d
irect
car
e w
orke
rs?
How
will
ser
vice
pro
vide
rs b
e tra
ined
?
How
can
cro
ss-tr
aini
ng o
ccur
bet
wee
n ex
istin
g pr
ovid
ers
of s
treng
ths-
base
d ca
re a
nd p
rovi
ders
re
quiri
ng s
kill
build
ing
in th
is a
rea?
How
will
tra
inin
g be
pro
vide
d on
a c
ontin
uous
bas
is?
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Indi
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sks,
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role
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Th
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base
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the
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atio
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e ar
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s in
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envi
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ent o
r the
dat
a in
dica
te a
ltern
ativ
e ac
tion
or s
trate
gies
are
nee
ded
to a
ddre
ss a
n is
sue.
Fe
edba
ck lo
ops
and
com
mun
icat
ion
met
hods
ha
ve b
een
crea
ted
and
diss
emin
ated
to th
e S
tate
and
com
mun
ity.
Th
e ev
alua
tion
plan
and
act
iviti
es a
re
unde
rsto
od a
nd s
uppo
rted
by s
take
hold
ers.
E
valu
atio
n ou
tcom
es a
re ro
utin
ely
pres
ente
d to
sta
keho
lder
gro
ups.
Dat
a ar
e us
ed in
a
sust
aina
bilit
y pl
an fo
r inf
orm
ing
polic
ymak
ers,
ag
ency
lead
ers,
med
ia, a
nd e
lect
ed o
ffici
als.
A qu
ality
impr
ovem
ent p
lan
is c
reat
ed.
Con
tinuo
us q
ualit
y im
prov
emen
t ind
icat
ors
for
syst
ems
of c
are
plan
ning
and
impl
emen
tatio
n ha
ve b
een
esta
blis
hed.
An
eval
uatio
n pl
an is
dev
elop
ed.
Mea
ns fo
r col
lect
ing,
mon
itorin
g, a
nd s
harin
g da
ta a
nd in
form
atio
n ha
ve b
een
esta
blis
hed.
Sta
keho
lder
s ha
ve a
gree
d on
a s
et o
f m
easu
res
for e
valu
atin
g pr
ogre
ss.
Link
s be
twee
n th
e en
tity
stor
ing
data
and
the
stak
ehol
ders
hav
e be
en c
reat
ed.
A pl
an fo
r dis
sem
inat
ing
info
rmat
ion
to k
ey
cons
titue
nts
is in
pla
ce.
The
initi
ativ
e m
akes
nec
essa
ry c
hang
es
in d
irect
ion
base
d on
dat
a re
ceiv
ed.
The
gove
rnan
ce b
ody
has
appr
oved
of a
nd
com
mun
icat
ed th
e ch
ange
s.
Use
of d
ata
is a
ddre
ssed
in s
usta
inab
ility
pl
anni
ng.
Dat
a ar
e pr
ovid
ed to
chi
ld w
elfa
re a
genc
y le
ader
s to
info
rm th
em o
f pro
gres
s an
d pr
ovid
e in
form
atio
n on
the
initi
ativ
e.
Who
has
aut
horit
y to
mak
e de
cisi
ons
base
d on
the
data
pro
vide
d to
initi
ativ
e pa
rtici
pant
s?
How
will
dat
a be
man
aged
and
sha
red
with
co
nstit
uent
s?
Hav
e pe
rform
ance
mea
sure
s be
en
esta
blis
hed
to m
onito
r the
initi
ativ
e’s
prog
ress
?
Hav
e al
l sta
keho
lder
s be
en in
volv
ed in
de
cisi
ons
rega
rdin
g de
sire
d in
itiat
ive
outc
omes
?
Are
line
s of
acc
ount
abili
ty c
lear
am
ong
stak
ehol
ders
and
initi
ativ
e pa
rtici
pant
s?
How
do
stak
ehol
ders
defi
ne s
ucce
ss?
How
do
stak
ehol
ders
agr
ee to
mea
sure
su
cces
s?
Who
are
sta
keho
lder
s ac
coun
tabl
e to
?
Can
exi
stin
g qu
ality
man
agem
ent p
roce
sses
be
mod
ified
for t
his
initi
ativ
e?
How
can
dat
a be
use
d in
pub
lic a
war
enes
s ac
tiviti
es a
nd p
rese
ntat
ions
to k
ey in
divi
dual
s to
enh
ance
sus
tain
abili
ty?
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