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Presentation on theme: "FOCUS ON FAMILY TEAM MEETINGS: ENGAGING FAMILIES TO EFFECT CHANGE."— Presentation transcript:


2 WHAT DO WE BELIEVE GOAL: Stay focused on improving outcomes Safety, Well-Being, Permanency STRATEGY: Family engagement produces outcomes Prevention, DCBHS, DYFS & All DCF CASE PRACTICE MODEL: Provides the tools to engage Teaming, Assessing, Planning, Tracking &Adjusting DATA: Helps keep us on focused on outcomes Quantitative & Qualitative

3 What is the DCF Case Practice Model Strength-based approach to engaging families Practice that embraces the principles of a family-centered approach while sharpening our focus on safety factors Quality assessment through engagement Commitment and capacity to participate in Family Team Meetings (FTMs) Individually crafted service plans that reflect the familys input Flexibility in service Delivery that includes the use of informal supports and services

4 WHAT IS OUR PROCESS FOR EMBRACING THIS CHANGE An implementation schedule was developed for statewide training and skill development for all DYFS staff In January 2008 Bergen Central, Gloucester West, Mercer North and Burlington East were the first four Local Offices to begin training and implementation Next were 3 sister sites in December of 2008 – Mercer South, Cumberland West and Bergen South In January 2009 Camden North, Atlantic West, Cape May, Morris West and Union East began implementation TRAINING

5 WHAT IS OUR PROCESS FOR EMBRACING THIS CHANGE - CONTINUED In April of 2009, Burlington West, Passaic North, Cumberland East and Salem began training In July of 2009 Southern Monmouth, Western Essex, Somerset, Middlesex Central and Hudson West began training In October of 2009 Passaic Central, Union Central, Essex (Newark Center City) and Camden Central began training In January of 2010 Ocean North, Morris East and Sussex began training In April 2010 Middlesex West, Atlantic East and Essex Central began training

6 WHAT IS OUR PROCESS FOR EMBRACING THIS CHANGE - CONTINUED In July 2010 Essex Adoption, Hudson Central and Union West began training In October 2010 Camden South, Hunterdon, Warren, Essex Newark Northeast and Gloucester East began training In March of 2011 Monmouth North and Hudson North began training In May of 2011 Camden East, Essex and Ocean South will begin training In October of 2011 Hudson South, Middlesex Coastal and Essex will begin training

7 WHAT IS THE TRAINING FIVE MODULES MOD 1 – New Case Practice Model 3 full days MOD 2 – New Case Practice Model 3 full days MOD 3 – Family Team Meetings 3 full days MOD 4 – Assessment2 full days MOD 5 – Planning and Intervention2 full days Total Training13 days

8 SKILL DEVELOPMENT Each Office required to develop facilitators, coaches and master coaches Before a FTM can be scheduled the staff conducting the FTM must be developed to qualify as a facilitator Each Local Office has responsibility to develop Master Coaches, Coaches and Facilitators in order to build internal capacity to conduct FTMS

9 ACCOUNTABILITY Modified Settlement Agreement established targets for implementation of FTMs Target FTMs held within 30 days for 90% of families with children entering out of home care FTMs held quarterly thereafter for 90% of children while they remain in out of home care

10 ACCOUNTABILITY continued PERFORMANCE FOR IMMERSION SITES JUNE 2010 19% of children entering care had a FTM within 30 days of placement 7% of children in care had at least one FTM per quarter

11 LESSONS LEARNED AND CHALLENGES TO IMPLEMENTATION and ACCOUNTABILITY Leadership buy-in is critical There must be continuous focus on facilitator development Some staff were uncomfortable in the role of facilitator Initial facilitator training – see one do one - was not enough practice for most staff Documentation Many staff were completing the FTMs but not completing the documentation in NJ SPIRIT Staff Changes CPM training continues to be phased in. While training is ongoing there are continual staff changes – location changes as well as promotions

12 MOVING FORWARD What has worked well Over time staff is seeing the benefit of teaming with families Clarification by leadership of expectations Additional support for staff and opportunities for additional training in the local offices Local offices have developed creative ways to support and sustain the practice Development of Master Coaches, Coaches and Facilitators has continued to increase Feedback from families has been positive and they believe that their voice has been heard

13 INDICATIONS OF IMPROVEMENT Using Gloucester West as an example Initial FTMs January 2010 to June 2010 Average22.9% September 201080% October 201062.5% December 201087.5% Sustainability plan developed and implemented in LO Point person identified to track and assure documentation of FTMs

14 HOW CAN STAKEHOLDERS HELP Participate in FTMs when family identifies them for support Work with us to develop flexible individualized services to meet the familys needs to achieve their goals Encourage families to participate in the FTM process Embrace the principles of empathy, respect and identified family strengths


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