Framework for the 2012-2015 DCF Strategic Plan

PRESENTATION

January 2013

Framework for the 2012-2015

DCF Strategic Plan

Structure of the Proposed Plan

Part I: Setting the Context

Part II: Anchoring the Strategic Plan in RBA

Part III: Fitting the Pieces Together

Part IV: Proposed 2012-2015 DCF Strategies

Part V: What would success look like? (to be added)

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Part I: Setting the Context

The Transformation Begins Current Organizational Structure A Diverse Service Population and Workforce Cross-Cutting Themes Initial Policy Priorities: January 2011 through June

2012The Continuum of Care Partnership Results to Date

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Part I: Context

Re-formed DCF Mission Statement

In partnership with families and communities, the Department of Children and Families will

advance the health, safety and learning of all children we serve, both in and out of school,

identify and support their special talents, and provide opportunities for them to give back to their

communities and leave the Department with an enduring connection to a family.

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Part I: Context5

Structural Changes (to date)

1. Siloed program bureaus replaced with Collaborative Team management

2. Albert J. Solnit Children’s Center consolidates two DCF mental health institutions: Riverview Hospital and the CT Children’s Place

3. DCF Academy for Family and Workforce Knowledge and Development established

4. 6th region authorized in statute5. Commissioner becomes gatekeeper for out-of-state placement

approvals6. Eight new unclassified senior leaders hired : 6 RAs & 2 CO7. Public-private Continuum of Care Partnership established8. Parole services are regionalized9. Unified School District #2 and new Health & Wellness Division

report directly to the Deputy Commissioner10.Congregate Care unit established; Adolescence & Juvenile Justice

Services Division reports directly to the Commissioner

Part I: Context6

Assuring a Common Direction: The 6 DCF Cross-Cutting Themes

1. Implementing Strength-Based Family Policy, Practice and Programs

2.Applying the Neuroscience of Early Childhood and Adolescent Development

3.Expanding Trauma-Informed Practice and Culture 4.Building New Community and Agency Partnerships5. Improving Leadership, Management, Supervision and

Accountability 6.Becoming a Learning Organization

Part I: Context7

Public-Private Collaboration:The Continuum of Care Partnership

Department of Children and Families Children’s League of Connecticut Connecticut Association of Nonprofits Connecticut Chapter of the American Academy of Pediatrics Community Providers Association Connecticut Council of Child and Adolescent Psychiatry Connecticut Early Childhood Alliance Connecticut Juvenile Justice Alliance Connecticut Voices for Children FAVOR, Statewide Family Advocacy for Children’s Mental

Health Hartford Foundation for Public Giving

Part I: Context8

The Continuum of Care Partnership: Principles to Guide Change

1. Increase attention to the health, well-being and educational success of all children and youth in the DCF system, based on demonstrable outcomes

2. Increase attention to meeting the needs of younger children so as to reduce the pipeline of middle childhood and adolescent youngsters needing a long-term engagement with DCF

3. Family-based regional and community services are the presumptive service context

4. Expand early and proactive use of in-home family and child supports to prevent the need for placement and to promote children’s well-being

5. Expand the use of family foster care, especially relative care, decreasing the use of congregate care settings overall, especially for young children, and systematically returning youngsters from out-of-state placements

Part I: Context9

The Continuum of Care Partnership: Principles to Guide Change

(continued)

6. Increase the direct participation of youth, parents and family members in the case process from entrance to exit

7. Achieve compliance with case planning and service requirements of the Juan F Consent Decree

8. Redesign and realignment of agency resources over time to address changes in agency policy and to improve program results, including reinvestment of resources from congregate care to family-based community services and supports

9. Invest in essential infrastructure, including data systems development and use for strategic planning, communications and accountability, and expanded training partnerships.

Part I: Context10

Goals and Results: January 2011 – October 2012Goal Result

Continue to reduce overall numbers of children in placement

621 fewer children in placement overall, a 13% reduction

Reduce numbers of youngsters in out-of-state residential placement

265 fewer children in out-of-state placements, a 72% reduction

Reduce numbers of children ages 12 and younger in all kinds of congregate settings

128 fewer children, a 63% reduction

Eliminate placement of children ages 6 and younger in congregate settings

31 fewer children, an 81% reduction

Increase proportion of placements made to relative foster families.Achieve Successful exit from Juan F.

From 15.3% to 20.3%, an increase of 32%XX% of measures met

Part II: RBA11

Part II: Anchoring the Strategic Plan in Results Based Accountability

Background Information

CT KIDS Report Card

The DCF Contribution to Connecticut’s Population Results Statement

Part II: RBA12

Background: Three Key Questions

Part II: RBA13

CT Kids RBA Report Card Results Statement All Connecticut children grow up stable, safe, healthy, and ready to lead successful lives. See CT

“population indicators” below.

SAFESubst’d reports of abuse and neglectEmergency room visits for injuriesReferrals to juvenile court for delinquencyUnexpected deaths

HEALTHYLow birth weightChildhood obesityChildren with health insuranceChildren with thoughts of suicide

FUTURE SUCCESSK’s needing substantial support3rd graders reading at or above grade levelOn-time high school graduation rateChildren living in households below the Federal Poverty Line

STABLEChronic absenteeism Families without at least one parent with a full-time job Families spending more than 30% of income on housingFamilies without enough money for food

Part II: RBA14

DCF contribution the CT Results StatementAll children served by DCF grow up healthy, safe, smart

and strong. See DCF Performance Measures below.

HEALTHYAge-appropriate development Healthy weight Optimal receipt of health services from prevention through treatmentGood mental health

SAFEChild abuse/neglect numbers and rates Re-entry numbers and rates Parental functioning broadly defined Abuse identification by ER medical staff

SMART (Future Success)Entry to kindergarten readinessReading at “goal” in 3rd grade Grade level school performance K-12On-time high school graduation ratePost-secondary training, education or employment

STRONG (Stable)School attendanceMultiple placements or family homelessnessParental substance abuse, domestic violence or mental illnessParental education level

Part III: Filling the Pieces Together15

Part III: Fitting the Pieces Together

Linking DCF’s Cross-Cutting Themes to DCF RBA Strategies

Structure and Timing

Strategies and Core Areas of Work 1. Increase investment in prevention and health promotion2. Apply strength-based, family-centered policy, practice and supports agency-wide3. Develop or expand regional networks of in-home and community services4. Congregate rightsizing and redesign5. Address the needs of specific populations 6. Support collaborative partnerships with communities and other state agencies7. Support the public and private sector workforce8. Increase the capacity of DCF to manage ongoing operations and change9. Improve revenue maximization and develop reinvestment priorities and methods

Part IV: Framework for the Plan16

Strategy #1: Advance DCF’s investment in prevention, education and health promotion

1.1 Develop and implement DCF Health Framework

1.2 Implement DCF Education Framework

1.3 Implement DCF Early Childhood Framework

1.4 Increase agency work and investment in prevention

Part IV: Framework17

Some Detail. Strategy 1: DCF Prevention Context

2004 Public Act 04-238, An Act Concerning Child Poverty… requiring the State to prepare a plan to reduce child poverty by 50% within 10 years. Services and supports to combat poverty identified in PA 04-238:

-- Vocational training and educational opportunities -- Housing for parents and children --Day care, afterschool and mentoring programs for children and single parents -- Health care access, including mental health and family planning services -- Treatment programs, including for substance abuse -- Childhood nutrition programs

2006 Public Act 06-179, An Act Concerning State Investment in Prevention requiring that all state agencies commit at least 10% of their respective budgets to prevention defined as policies and programs that – “promote healthy, safe and productive lives and reduce the likelihood of crime, violence, substance abuse, illness, academic failure and other socially destructive behaviors.”


Strategy 2: Apply strength-based, family-centered policy, practice and supports

agency-wide

2.1 Fully implement Child and Family Teaming2.2 Support and evaluate the DCF Family Assessment Response 2.3 Assure sibling connections2.4 Expand and support kinship foster family care2.5 Expand the DCF Fatherhood Initiative2.6 Ensure that clinically appropriate case plans are developed

with child, family, and others per Juan F. Consent Decree case planning requirements


Strategy 3: Develop and increasingly invest in regional networks of in-home and community services

3.1 Build out the DCF regional structure3.2 Expand regional service system development3.3 Expand family and community services3.4 Increase family foster care recruitment and support3.5 Implement federal trauma and housing grant awards3.6 Implement DCF Health Framework to address children’s

medical, dental, mental health, and other needs per Juan F. Consent Decree Outcome measure 15

Part IV: Framework

Strategy 4: Continue congregate rightsizing and redesign

4.1 Redesign services at the Albert J. Solnit Children's Center, North & South

4.2 Redesign services at the DCF CT Juvenile Training School 4.3 Better utilize Behavioral Health Partnership data re: service

needs and delivery4.4 Continue private sector congregate redesign and rightsizing

NOTE: See Strategy #7 on public-private sector training related to family engagement, adolescent development, educational performance and trauma-informed care for public and private congregate providers


Strategy 5: Focus on identified populations of children and families

5.1 Develop permanency plans with family connections for DCF youth without them

5.2 Assure that DCF youth transition to adult services offered by other state or community agencies in a timely and effective manner

5.3 Assist families with multi-generation and/or chronic substance abuse, domestic violence or mental health problems and/or have an incarcerated parent to improve their ability to care for, support and protect their children in DCF care

5.4 Improve well-being for young children (B-6) in the care of young parents, grandparents or families in 5.3


Strategy 6: Support collaborative partnerships with communities and other

state agencies

6.1 Expand interagency agreements as needed6.2 Implement interagency real time data exchange6.3 Link with community collaboratives6.4 Link with early childhood community

partnerships6.5 Participate in national initiatives


Strategy 7: Support the public and private sector workforce

7.1 DCF Worker Support and Diversity Action Teams7.2 Continued DCF staff leadership development7.3 Expansion of Provider Academy training partnerships and

courses7.4 Public-private sector ongoing training in family-centered

practice, including Child and Family Teaming, trauma-informed practice & the science of child and adolescent development

7.5 Continuum of Care Partnership Standing Committee on Training


Strategy #8. Increase the operational capacity of the Department to effectively manage both

change and ongoing operations 8.1 Revise policies and practice guidance

8.2 Improve management practices, including performance contracting

8.3 Expand internal DCF data systems

8.4 Expand the use of evidence-based and promising program models

8.5 Utilize DCF Change Management and Communities of Practice

8.6 Improve strategic communications

8.7 Expand workforce development and training (see Strategy 7)


Strategy 9: Improve revenue maximization and develop reinvestment priorities and

methods

9.1 Continue fiscal planning based on the Strategic Plan9.2 Continue fiscal reallocation to family and community

services9.3 Expand federal revenue maximization9.4 Create fiscal partnerships for Social Impact or Social

Entrepreneurship 9.5 Expand philanthropic partnerships and support, especially

related to innovation


Detail for Strategy 9: A Look at 2012 & 2013 Redesign & Reinvestment

Statewide Service Needs Assessment SFY 2013 Service Reduction: SAFE HOME beds SFY 2013 Service Enhancements: Family and Community

Ties Foster Care Program Sustainable Funding for Child FIRST Multi‐Systemic Therapy ‐ Problem Sexual Behavior Program Regional Family Engagement System Coordinators Reopening the DCF High Meadows Campus Program Redesign Projects Linking Congregate Care and

Community Services.

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Part V: If we are successful, children will be…2727

Healthy, Safe, Smart & Strong28

“At the end of the day a successful, focused enterprise is one that has developed a deep understanding of its customers’ needs, its competitive environment, and its economic realities. This comprehensive analysis must then form the basis for specific strategies that are translated into day-to-day execution.”

Lou Gerstner describing the transformation of IBM in Who Says Elephants Can’t Dance? (2002)

Healthy, Safe, Smart & Strong29

That was IBM, and Gerstner was right.

We are DCF. At the end of our day, there are 30,000 youngsters waiting for us (and their families and communities) to make their lives a little, or a lot, better.

Just ask them…

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For more information…30

Go to http://www.ct.gov/dcf/cwp/view.asp?a=3&Q=516538

Framework for the 2012-2015 DCF Strategic Plan

Documents

Transcript of Framework for the 2012-2015 DCF Strategic Plan