Connecting with Community Stakeholders and Building Community Partnerships .


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2. Why Stakeholder Involvement is Critical. The tyke welfare framework is much bigger than the general population tyke welfare agency.No single office can satisfy the obligation of keeping youngsters safe, in perpetual homes, and accomplishing admirably being.The objective is to engage partners so that the whole group takes tyke insurance as its obligation..
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Drawing in Community Stakeholders and Building Community Partnerships The National Child Welfare Resource Center for Organizational Improvement

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Why Stakeholder Involvement is Critical The youngster welfare framework is much bigger than the general population kid welfare office. No single office can satisfy the duty of guarding kids, in lasting homes, and accomplishing prosperity. The objective is to engage partners so that the whole group takes kid security as its duty.

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Why Stakeholder Involvement is Critical (kept) Partnering with group partners makes a voting public for youngster welfare, so that when the office needs bolster it gets it (for instance, enactment, funds, regard even in the reality of a kid harm or demise). Associations likewise reinforce group partners.

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Successful Stakeholder Involvement Means: Collaboration and organizations as a lifestyle for general society kid welfare office, not only for the Child and Family Services Review (CFSR) and the IV-B Child and Family Services Plan (CFSP).

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Stakeholder Involvement in CAPTA Chafee Title IV-B CFSR

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Successful Stakeholder Involvement is Achieved by : Gathering contribution from partners Including partners in basic leadership Giving input to partners Continuous correspondence Making partner inclusion an indispensable piece of organization operations Practicing genuine "coordinated effort", not "cloberation"

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Who are Potential Stakeholders? Inside to the kid welfare office External

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Levels of Community Partnerships Basic, successful referrals of families for different administrations (case level). Joint case arranging with other specialist organizations, the family, and the family\'s system (case level). Joint program advancement to make required new projects and administrations (moderate level).

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Levels of Community Partnerships (proceeded with) Shared authoritative foundation—composed understandings for data sharing, joint administration data frameworks, staff contact positions, finding staff in another office, and so forth (middle of the road level). Making a Stakeholder Collaborative for Child Protection in a locale, with its own particular administration. Making a State-Level Stakeholder Collaborative, or Cabinet for Children, Youth, and Family Services.

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Culture Shift: The State Public Child Welfare Agency Not the sole supplier of youngster welfare administrations Leadership: impetus and coordinator for a group based framework Retains lawful duties regarding assurance of particular kids

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Culture Shift: Community Partners More joint effort among already independent funders and organizations Renegotiation of parts and obligations

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Promising Practices in Community Partnerships Mental Health Systems of Care Child Welfare Systems of Care Quality Review Processes (CQI/Case Reviews) LAN 29

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Mental Health Systems of Care Comprehensive administration cluster Coordinated Community based Child focused Individualized for the family Culturally skilled Family determined Early distinguishing proof and mediation

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Child Welfare Systems of Care Tbd in Dec.

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LAN 29 Collaborative coordinates conventional and non-customary administrations/bolsters Membership open to all Governance structure chose by individuals Implements Wraparound approach QUEST – serving DCFS families Strong results

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Child Welfare Quality Improvement Peer Network (supported by the National Child Welfare Resource Center for Organizational Improvement) QI parts include: Review cases (read, meet, talk about, evaluate) Review frameworks level information and reports Make suggestions Contribute to composed reports Dissemination of discoveries, e.g., presentations to different partners

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QI Peer Network (cont1) Examples of continuous issues and techniques Ongoing structures for significant cooperation QI, non-permanent parent and youth chambers (Illinois, Kentucky) Citizen Review Panels required on the off chance that audits (Idaho, New Hampshire) Preparation and bolster Training (Idaho trains semi-yearly because of turnover ) Whose meeting: making QI important to partners by concentrating on their issues, points of view and include them in setting plans and critical thinking, not simply listening to data (Illinois)

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QI Peer Network (cont2) Other strategies for information Child welfare goes to particular crowd gatherings (non-permanent parents and youth) and accumulates data to convey to CQI boards (Hawaii) Targeted overviews - to particular partner bunches on particular issues. E.g., Kentucky has studied in regards to: CW/Court associations Service exhibit appraisal Youth administrations Fatherhood administrations Family group gatherings

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QI Methods to Share Information: Wisconsin\'s PEP site Stakeholders get to site for the four program improvement arrange (PEP) work bunches (appropriation, case process, QI, and Out-of-Home Care) to audit approach activities, make inquiries, remark and read others\' remarks, inquiries and answers http://dhfs.wisconsin.gov/cwreview/bulletinBrd.htm

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CFSR: Collaboration with Community Stakeholders Principles Partners Processes State cases

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CFSR Collaboration Principles Shared obligation Partnerships Family focused and group based Purposes, objectives, time and exertion

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CFSR Partners Children\'s Bureau Resource Guide, p 2 Court Tribal Youth Child welfare organization staff External accomplices Diversity-of-state agents Other

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CFSR Collaborative Processes Children\'s Bureau Resource Guide, p 2 Common objective Benefit to all gatherings Vehicle for teaming up Ability to come to agreement Strong authority Meaningful inclusion Shared achievement Engage new accomplices Shared vision for the future Ongoing assessment

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Engaging Collaborative Partners Children\'s Bureau Resource Guide, p 5 Continually advancing CFSR Match particular partners to forms Statewide appraisal Onsite survey PIP advancement PIP execution Targeted exceed through compelling channels With every partner: Review points of interest of CFSR and PIP coordinated effort Jointly evaluate commitments, time duty and assets Explore how to support contribution With partner aggregate Establish "standards of engagement" Communicate courses of events for all exercises and items

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Using the CFSR to Build Partnerships Children\'s Bureau Resource Guide, p 6 Existing joint efforts Volunteers Allocate kid welfare assets and time Communication vehicles

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Finding Evidence of Strong Collaboration: Nine Elements Children\'s Bureau Resource Guide, p 8 Engagement of Other Partners Communication Needs evaluation Joint vital arranging Sharing of assets and basic changes Sustainability Policies, laws, directions Research/information/assessment Leadership

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Finding Evidence of Strong Collaboration: An Exercise Children\'s Bureau Resource Guide, pp 8 - 10 You are in one of four "component" bunches: Engagement of different accomplices Communication Needs evaluation Sustainability Read your component from the CB Guide Discuss cases from your state Brainstorm different cases List best cases so your gathering can report out

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Critiquing Collaborative Efforts Read your Case Study (1, 2 or 3) Select individuals to Take notes on Hand Out #9 Report an abstract of your case amid entire Report your answers from HO 9 amid whole In gathering, talk about every question and take notes In entire, report out Synopsis of case Answers to inquiries on Hand Out #9

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Your State\'s Previous CFSR: Involving Stakeholders Identifying and enrolling Preparing them for and managing inclusion + and – of the procedures According to partners Your appraisal Ongoing contribution? Same gatherings? Partners required in other kid welfare office work?

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Agency Partners Eco-outline extra accomplices ought to be included?

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Stakeholder Engagement Plan: How, Who, When Greens – Keeping positive association Yellows – Improving connections and upgrading contribution Reds – Healing and re-including No Dot – Developing relationship and starting inclusion

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Overall Strategy: Reflection and Planning What was the general procedure for the past CFSR? What ought to be the general procedure for the second CFSR?

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Planning Stakeholder Involvement at Each Phase of The CFSR Statewide Assessment Onsite Review Program Improvement Planning PIP Implementation PIP Monitoring/Revisions

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Planning Stakeholder Involvement for CFSR Outcomes and Systemic Factors Outcomes Safety (2), Permanency (2), Well-being (3) Systemic Factors Statewide Information System Case Review System Quality Assurance System Staff and Provider Training Service Array Agency Responsiveness to the Community Foster and Adoptive Parent Licensing, Recruitment, and Retention

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Plans to Monitor Stakeholder Involvement and for Continuous Communication Overall partners inclusion Stakeholder association re the seven results and seven systemic variables Preparing for the Next Review Reviewing drafts of Statewide Assessment and PIP

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Wrap Up No single organization, including people in general kid welfare framework, can satisfy the obligation of guarding kids, in lasting homes, and accomplishing prosperity. Group cooperation of a full scope of included and conferred partners is the best seek and technique after this.

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