1. The New Mexico Experience Practice Model Peer Network Webinar September 10, 2012

2. Background Information

3.  Children, Youth & Families Department, Protective Services Division is the federally designated child welfare agency  Administration is centralized, with direct services offered through county offices located within five designated regions

4.  854.8 Positions  Current vacancy rate approximately 17%  Approximately 17,000 investigations annually  Average caseload 16.1 children per caseworker  As of July 2012: 1752 in out of home placement 122 children on trial home visits 51% have a reunification plan 39% have a plan of adoption Approximately 3% have PPLA plan

5.  Federal Consent Degree  Structured Decision Making  Concurrent Planning  CFSR Round 1 Program Improvement Plan  CFSR Round 2 Program Improvement Plan  Safety Management Model

6.  Identify best practices  Revise agency policy and procedures  Modify systems, e.g., SACWIS, forms, etc.  Provide training  Conduct quality assurance Management Information reports Case review  Provide more training  Provide additional training

7.  Piñon Project Defines how we engage and work with children, youth, families, and stakeholders Focuses on the safety, permanency, and well- being of children and their families Underway since November 2009 Supported by the Mountains and Plains Child Welfare Implementation Center (MPCWIC).

8.  “Bottom Up” rather than “Top Down” approach  Application of Implementation Research

9.  Practice, program and systems change through fully integrated use of:  Implementation Stages  Implementation Drivers  Implementation Teams  Improvement Cycles

10. Major Implementation Initiatives occur in stages:  Exploration  Installation  Initial Implementation  Full Implementation Two to four years

12.  Different strategies for different challenges Technical Leadership Adaptive Leadership  Change efforts “get stuck” because we are using technical approaches for adaptive issues

13.  Perspectives are aligned (views, values)  Definition of the problem is clear  Solution and implementation of the solution is clear  Primary locus of responsibility for organizing the work is the leader

14.  Legitimate, yet competing perspectives emerge  Definition of the problem is unclear  Solution and implementation is unclear and requires learning  Primary locus of responsibility is not the leader

15. Your Current Reality Your Aspiration ADAPTIVE CHALLENGE Adaptive Leadership

16.  Continued with necessary technical solutions Develop practice standards Revise policies and procedures Modify quality assurance practices Communicate expectations  Expanded agency capacity to do adaptive work National Resource Center for Organizational Improvement & Cambridge Leadership Associates

17.  Discovering the Adaptive Challenge  Personalizing the Adaptive challenge  Mapping the System  Case Consultation  Office Hours

18.  Series of planning sessions with NRCOI & CLA  Two Day On-site training in January 2012 Involved staff from implementation sites  Implement Office Hours in implementation sites Ongoing work by the staff on one of the four adaptive challenges Monthly meetings with office team and executive sponsors Design and implementation of a series of mini- experiments Scaling efforts

19.  Diagnostic efforts are critical  Experiments don’t always succeed – but you learn from successes and failures  Important to identify measurements  Anticipate and acknowledge loss and the various ways it may be expressed  Be clear about why participants are being asked to change or experience the loss

21. Presenters: Annamarie Luna Program Deputy Director Protective Services Division Children, Youth & Families Department Annamaire.luna@state.nm.us Brenda Manus Practice Improvement Bureau Protective Services Division Children, Youth & Families Department Brenda.manus@state.nm.us