Presentation Transcript

1. Expanding the Purpose of the Multi-Disciplinary Team

   Colleen Roth, MS, LMHPDirector of Operations, Project Harmony
2. Objectives What are the benefits and barriers to expanding the MDT? What steps do we take to expand the role of the MDT? What leadership skills are needed to expand the MDT?
3. Benefits of the MDT More accurate assessments of complex cases Less fragmentation and duplication of services More efficient use of resources Fewer cases overlooked Greater advocacy & support for children and families Improved ability to influence public policy Less contamination of evidence Less role confusion Enhanced inter-professional communication Enhanced ability to overcome professional stereotypes Greater sense of accomplishment among professionals
4. Challenges of the MDT Lack of Leadership Lack of shared goal Turnover/Burnout Limited Resources Resistance to Change Communication Avoid Conflict Fear of Attack/ Embarrassment Confidentiality
5. About Our Teams Teams met for many years but with little organization or collaboration Legislation helped Delineated protocols Defined membership Funded case coordinator at CAC Work with all types of maltreatment Changing direct line staff – maintain stable leadership Case review to problem-solving Action-oriented
6. NE Revised Statute 28-708 LB 1184 created Child Abuse and Neglect Investigative and Treatment Teams. Primary focus on child abuse and neglect victims, but statute includes working with multi-problem delinquent youth. County Attorneys responsible for convening the teams.
7. Case Coordinator In 2004, legislation approved funding for a coordinator in each Child Advocacy Center. Project Harmony Coordinators cover Douglas, Sarpy, and Pottawattamie Counties. In 2006, the utilization of Coordinators for the 1184 Investigative and Treatment Teams was added to the NE Revised Statutes.
8. Investigative Team Membership Representatives from: County Attorney’s Offices NE Dept of Health and Human Services Law Enforcement Agencies Child Advocacy Center Other Representatives as Determined by Team
9. Treatment Team Membership Representatives from: County Attorney’s Offices NE Dept of Health and Human Services Juvenile Probation Mental Health Professionals School Districts Child Advocacy Center Others as Determined by the team
10. Criteria for Team Case Reviews Any case arising under the NE Criminal Code when a child is a victim or any case arising under the NE Juvenile Code Priority of case reviews determined by each team (Suspicious child deaths, serious injury, multiple systems involved, court ordered, larger system issues, etc.)
11. 8 Steps to Expand the MDT Buy-in from stakeholders Define roles/responsibilities Find common goals Open communication Respect differences - Draw on strengths Create resources Ongoing assessment/improvement Team building - Have fun!
12. Getting Buy-In Who are the essential stakeholders? What is their goal? How can we help? Examples: Truancy; Missing Juveniles’ Teams
13. Delinquent and Status Offense Tx Team Members are same as other Tx Team with addition of: Douglas County Youth Center JDAI (Juvenile Detention Alternative Initiative)
14. Purpose of Delinquent and Status Offense Tx Team Review case history Make recommendations for appropriate treatment and placement Identify prior system gaps in an effort to improve practices Review 70-80 runaway youth per month
15. Truancy Treatment Team Members are same as other Tx Team with addition of: Juvenile Ct Judge Truancy Abatement Officers JDAI (Juvenile Detention Alternative Initiative)
16. Purpose of Truancy Tx Team Triage truancy referrals to determine level of intervention necessary Since fall 2010 the team has reviewed nearly 3000 referrals This is up from 239 referrals in 2009 Team meets weekly
17. Defining Roles/Responsibilities What is CPS’ role in child abuse investigations? What is Law Enforcement’s role? What is the Child Advocacy Center’s role? Who else needs to be at the table?
18. Common Goals Agencies often have competing goals Gov. mandate for CPS to maintain children in home; CPS safety policies vs. legal standard risk of harm Training helps – it’s neutral, less direct Ex: Testifying; Child Death Investigations; CA/N 201) Focus on common goals Safe Sleep Parent Alert System Runaways and Delinquents
19. Timeline for Safe Sleep 2011 2009 2010 2008 2006 2007 2005 Legislation for day cares & hospitals Add comm. Partners; promote safe sleep practices again due to increase in deaths Public awareness/education about dangers of co-sleeping – involves city, county, state, non-profits Grant funding Pack n plays for new moms; crib resource list HUGGS program; Bereavement network; MCAC MDT reviews multiple child deaths – notices pattern & identifies cause as co-sleeping
20. Open Communication Don’t make negative assumptions When in doubt, check it out Communicate face-to-face whenever possible Treat everyone’s opinion as important Make outcomes “Win – Win” Confront problems, not people
21. Draw on Strengths…Respect Differences MDT is diverse by design Differences present challenges How can CPS help law enforcement? How can law enforcement help CPS? How CAC can help strengthen the MDT
22. Create Resources Enable team members to be more efficient and effective – “Make my job easier” Triage Center Mini-staffings Trainings (Hair testing, domestic violence, etc) Treatment Team Court Reports
23. Ongoing Assessment/Improvement Expect changes Government (legislative and executive) Agency structure Personnel Policies/Practices (child welfare reform, Safe Haven) Learn from mistakes When wrong, change course Be prepared Protocol revisions, new employee orientation, training, etc.
24. Team Building *Together Everyone Accomplishes More* Celebrate successes Enhance morale Have fun FAC (Friday Afternoon Club); massages; building luncheons, door prizes Special Events/Recognition Speaking of Children
25. Leadership Qualities Character – Competence - Connection Set a good example Respect roles Believe the best in others Be resourceful Treat mistakes as learning opportunities
26. Leadership Qualities, continued Be proactive Share accountability Demonstrate commitment Take risks Be bold Stay persistent
27. Leaders vs. Managers Managers have employees Managers react to change Managers have good ideas Managers communicate Managers direct groups Managers try to be heroes Managers take credit Managers exercise power over people Leaders win followers Leaders create change Leaders implement them Leaders persuade Leaders create teams Leaders make heroes of everyone around them Leaders take responsibility Leaders exercise power with people
28. Results Improved policies Increased resources System changes Legislative changes Strong collaborations Build reputation for getting things done right Become the “go-to” for child welfare issues
29. “Leadership is the art of getting extraordinary performance from ordinary people.” Anonymous

30. Thank you!

    Colleen RothProject Harmony402.595.1326croth@projectharmony.com