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Strategic Planning and the Importance of Collaboration: A conversation. . .

Strategic Planning and the Importance of Collaboration: A conversation. Barrett Johnson, L.C.S.W. | CalSWEC Lisa Molinar , M.A. | Shared Vision Consultants. Welcome  Who is in the room?. Behavioral Health? Child Welfare? Advocates? State Staff: Behavioral Health?

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Strategic Planning and the Importance of Collaboration: A conversation. . .

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  1. Strategic Planning and the Importance of Collaboration:A conversation. . . Barrett Johnson, L.C.S.W. | CalSWEC Lisa Molinar, M.A. | Shared Vision Consultants

  2. Welcome Who is in the room? • Behavioral Health? • Child Welfare? • Advocates? • State Staff: Behavioral Health? • State Staff: Child welfare? • Others?

  3. Plan for the session • Large group sharing of successes and challenges in planning collaboratively • Review of Joint Management Task Force Recommendations • Pathways to well-being implementation planning tool – small group and then large group report out • Review the tool at your table and discuss how you have dealt with each area

  4. Collaborative Planning – Large Group Sharing • Who feels like they have a grip on collaborative planning with child welfare and mental/behavioral health? • What have been some of the successes in collaborative planning? • What challenges have you faced? How did you address them? • What key lessons would you pass onto others?

  5. Joint Management Task Force (JMT)Recommendations • The JMT recommends that the Shared Management Structure (SMS) adopt the following vision, mission and values: • Vision - All of California’s children should live in a safe, stable and permanent home that has the capacity to meet his/her basic needs and to support his/her well-being; and fewer of California’s children should require extended stay in foster care. • Mission – The goals set forth in the Katie A. v Bontasettlement agreement should be met through: involvement of families and youth in the Shared Management Structure; measures of accountability that improve both system performance and individual outcomes; and clear and consistent guidance regarding policies and programs for program managers and stakeholders. • Values – The system should be child-centered, family-focused, culturally competent, transparent, trauma-informed and accountable.

  6. Joint Management Task Force Recommendations by Area

  7. Joint Management Task ForceShort-, Mid- & Long-term Goals

  8. Transformation ManagerSuggested Qualifications • A Transformation Manager should have: • Lived experience as a youth or biological or adoptive parent; • Experience navigating the public Mental/Behavioral Health, Child Welfare systems; • Willingness to use his/her experiences to share pertinent insights and solutions towards the Community Team process; • Ability to engage and collaborate with people from diverse backgrounds, systems and perspectives; • Ability to maintain a non-judgmental attitude; • Experience in wraparound and/or systems of care (preferred); • Bachelor’s degree or equivalent experience and excellent communication skills.

  9. Core Practice Model Fiscal Task ForceRecommendations

  10. Pathways to Well-Being Implementation Tool Review the Pathways to Well-Being Tool at your table • Pick one of the areas and discuss; • For each subtopic under that area, discuss how you have collaboratively planned between MH and CWS in this area; • If you complete that area, go on to another one; • Be prepared to report out/discuss the questions on the next slide.

  11. Report out after working on the planning tool • What is one great thing you have done in your area for collaborative planning? • What key policy support do you need? • What key training/coaching/mentoring support do you need? • Any additional collaborative planning you are thinking of doing with regards to the Joint Management Task Force Recommendations?

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