Framework for the 2012-2015 DCF Strategic Plan

Framework for the 2012-2015 DCF Strategic Plan PRESENTATION January 2013

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)

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 2012 • The Continuum of Care Partnership • Results to Date

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.

Part I: Context Structural Changes (to date) • Siloed program bureaus replaced with Collaborative Team management • Albert J. Solnit Children’s Center consolidates two DCF mental health institutions: Riverview Hospital and the CT Children’s Place • DCF Academy for Family and Workforce Knowledge and Development established • 6th region authorized in statute • Commissioner becomes gatekeeper for out-of-state placement approvals • Eight new unclassified senior leaders hired : 6 RAs & 2 CO • Public-private Continuum of Care Partnership established • Parole services are regionalized • Unified School District #2 and new Health & Wellness Division report directly to the Deputy Commissioner • Congregate Care unit established; Adolescence & Juvenile Justice Services Division reports directly to the Commissioner

Part I: Context Assuring a Common Direction: The 6 DCF Cross-Cutting Themes • Implementing Strength-Based Family Policy, Practice and Programs • Applying the Neuroscience of Early Childhood and Adolescent Development • Expanding Trauma-Informed Practice and Culture • Building New Community and Agency Partnerships • Improving Leadership, Management, Supervision and Accountability • Becoming a Learning Organization

Part I: Context 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: Context The Continuum of Care Partnership: Principles to Guide Change • Increase attention to the health, well-being and educational success of all children and youth in the DCF system, based on demonstrable outcomes • Increase attention to meetingthe needs of younger children so as to reduce the pipeline of middle childhood and adolescent youngsters needing a long-term engagement with DCF • Family-based regional and community services are the presumptive service context • 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 • 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: Context The Continuum of Care Partnership: Principles to Guide Change (continued) • Increase the direct participation of youth, parents and family members in the case process from entrance to exit • Achieve compliance with case planning and service requirements of the Juan F Consent Decree • 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 • Invest in essential infrastructure, including data systems development and use for strategic planning, communications and accountability, and expanded training partnerships.

Part I: Context Goals and Results: January 2011 – October 2012

Part II: RBA 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: RBA Background: Three Key Questions

Part II: RBA

Part III: Filling the Pieces Together 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 • Increase investment in prevention and health promotion • Apply strength-based, family-centered policy, practice and supports agency-wide • Develop or expand regional networks of in-home and community services • Congregate rightsizing and redesign • Address the needs of specific populations • Support collaborative partnerships with communities and other state agencies • Support the public and private sector workforce • Increase the capacity of DCF to manage ongoing operations and change • Improve revenue maximization and develop reinvestment priorities and methods

Part IV: Framework for the Plan 16 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: Framework 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.”

Part IV: Framework Strategy 2: Apply strength-based, family-centered policy, practice and supports agency-wide 2.1 Fully implement Child and Family Teaming 2.2 Support and evaluate the DCF Family Assessment Response 2.3 Assure sibling connections 2.4 Expand and support kinship foster family care 2.5 Expand the DCF Fatherhood Initiative 2.6 Ensure that clinically appropriate case plans are developed with child, family, and others per Juan F. Consent Decree case planning requirements

Part IV: Framework Strategy 3: Develop and increasingly invest in regional networks of in-home and community services 3.1 Build out the DCF regional structure 3.2 Expand regional service system development 3.3 Expand family and community services 3.4 Increase family foster care recruitment and support 3.5 Implement federal trauma and housing grant awards 3.6 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 delivery 4.4 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

Part IV: Framework 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

Part IV: Framework Strategy 6: Support collaborative partnerships with communities and other state agencies 6.1 Expand interagency agreements as needed 6.2 Implement interagency real time data exchange 6.3 Link with community collaboratives 6.4 Link with early childhood community partnerships 6.5 Participate in national initiatives

Part IV: Framework Strategy 7: Support the public and private sector workforce 7.1 DCF Worker Support and Diversity Action Teams 7.2 Continued DCF staff leadership development 7.3 Expansion of Provider Academy training partnerships and courses 7.4 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

Part IV: Framework 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)

Part IV: Framework Strategy 9: Improve revenue maximization and develop reinvestment priorities and methods 9.1 Continue fiscal planning based on the Strategic Plan 9.2 Continue fiscal reallocation to family and community services 9.3 Expand federal revenue maximization 9.4 Create fiscal partnerships for Social Impact or Social Entrepreneurship 9.5 Expand philanthropic partnerships and support, especially related to innovation

Part IV: Framework 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.

Part V: If we are successful, children will be… 27 27 27 27

Healthy, Safe, Smart & Strong “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 & Strong 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…

For more information… 30 30 30 Go to http://www.ct.gov/dcf/cwp/view.asp?a=3&Q=516538

Framework for the 2012-2015 DCF Strategic Plan