Final Report - RI Department of Children, Youth & Families

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CHAPTER 2: COMMUNITY-STATE PREVENTION PARTNERSHIPS prevention or intervention they need while focusing on supporting and maintaining children and youth in their home or as proximate to their home as possible. Service needs are identified, developed, and implemented across all three levels of the prevention continuum: ! Universal Prevention Services: Evidence-based services designed to be accessible to all children and families regardless of their level of need with the intended outcome of reducing the number of children and families requiring higher levels of services. Examples include wellness educational campaigns, child abuse prevention media campaigns, emotional competency programs with children, out-of-school time programs, general recreational programs, mentoring programs, teen pregnancy prevention programs, drug and alcohol abuse education programs, and domestic violence prevention programs. ! Selected Prevention Services: Evidence-based services designed to address factors that hamper the abilities of families to appropriately foster their children’s development and ensure that families have access to the resources that are necessary to meet their children’s developmental needs. Examples of these include parent education programs, family resource and support programs, counseling, parent aide programs, home visiting programs, wraparound and non-traditional services, therapeutic recreation programs, mentoring programs, school-based health clinics and prevention education for youth, parents and professionals. ! Indicated Prevention Services: Evidence-based services designed to address the needs of families and children with special health care needs as well as those exhibiting indicators known to be high predictors for teen pregnancy, early drug and alcohol use and/or abuse, witnesses to or victims of domestic violence, child abuse or neglect, and juvenile delinquency. Examples of these include early intervention services for young children, counseling, parent education programs, parent aid programs, home visiting programs, therapeutic daycare, school-based mental health support teams, wraparound and non-traditional services, teen pregnancy prevention programs, drug and alcohol abuse education programs, in-home services for children with special health care needs, mentoring programs, domestic violence prevention programs, and juvenile hearing boards. The reality of the current system is very different. Fragmentation of the service delivery system frequently leads to prevention planning and programming being developed and conducted within silos. Multiple funding streams with unaligned priorities from multiple agencies lead to overlap, redundancy, and sometimes competing goals. There is little coordination at the local or state levels in regard to prevention planning and service delivery. The System of Care envisioned by the Task Force remedies this by ensuring that indicated prevention services are targeted and funded locally by DCYF and other state agencies through Care Networks (see Chapter 3). Universal and selected prevention services are coordinated by the Children’s Cabinet and local communities with funding from federal, state, and local sources. System of Care Task Force Report (January 2003) 24
CHAPTER 2: COMMUNITY-STATE PREVENTION PARTNERSHIPS COMMUNITY/STATE PARTNERSHIP S RECOMMENDATIONS In this system, the Executive, Legislative, and Judicial branches of government collaborate to eliminate this fragmentation, shift responsibility for children and families to the community level, and ensure that communities are given the requisite fiscal and technical resources to be able to “take ownership” of their children and families. In order for the State to support strategic planning and local prevention service delivery, the following recommendations are made: 1. $ The Children’s Cabinet must actively work with families and community leaders to strengthen existing or organize new local, collaborative strategic planning efforts aimed developing, implementing, and measuring the results of strategic plans for enhancing prevention programming and identifying the needs of the their community in relation to children and families across the system of care (see Appendix E). Significant progress has been made in the area of developing and supporting collaborative entities in the five core communities through DCYF-administered Comprehensive Strategy Initiative for Serious, Violent and Chronic Juvenile Offender. Community planning teams exist in each of the five core cities. These teams are representative of the stakeholders identified above and have successfully completed five-year strategic plans aimed at reducing juvenile violence and delinquency by supporting strong prevention and intervention programming from birth to young adulthood. Each of the Comprehensive Strategy Planning Teams are supported by the mayor of their respective city or town. With limited financial support from the state for coordination, they have used their coalitions to garner significant federal and state funds to operate youth employment programs, reading readiness programs for school-age children, mentoring programs, domestic violence awareness programs, and other services. The coordinators of these teams have played an integral role in the work of the Youth Success Cluster of the Children’s Cabinet, a state level collaboration focused on infusing a youth development philosophy within state and local initiatives and programs. Other examples of effective local partnerships have been the Local Coordinating Councils for Children’s Behavioral Health (LCC’s) and the local Substance Abuse Prevention Task Forces. Though it varies from community to community, each of these groups have been highly effective in breaking down the barriers among local agencies and finding ways to cooperatively identify resources to be used to benefit the community as a whole, rather than to build the programs and services of a particular agency. The Children’s Cabinet must focus attention on identifying with communities such partnerships and on how to build on these partnerships to enhance prevention planning and service delivery. 2. $ The Children’s Cabinet must develop a permanent state staff level subcommittee to develop and coordinate prevention planning among state agencies and ensure that this subcommittee is provided the resources necessary to succeed. This subcommittee will be viewed as the state’s key link to communities and will be required to ensure community participation in their deliberations and decision- System of Care Task Force Report (January 2003) 25
Page 1: TOWARD AN ORGANIZED SYSTEM OF CARE
Page 5 and 6: TABLE OF CONTENTS TRANSMITTAL LETTE
Page 7 and 8: TRANSMITTAL LETTER Hon. Donald L. C
Page 9 and 10: TRANSMITTAL LETTER With strong stat
Page 11 and 12: PREFACE The Rhode Island System of
Page 13 and 14: EXECUTIVE SUMMARY This plan for an
Page 15 and 16: EXECUTIVE SUMMARY stakeholders have
Page 17 and 18: CHAPTER 1: OVERVIEW The Rhode Islan
Page 19 and 20: CHAPTER 1: OVERVIEW SYSTEM STRATEGY
Page 21 and 22: CHAPTER 1: OVERVIEW the four Region
Page 23: CHAPTER 2: COMMUNITY-STATE PREVENTI
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Page 29 and 30: CHAPTER 3: STRENGTHENING DCYF AS A
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Page 35 and 36: CHAPTER 3: STRENGTHENING DCYF (Marc
Page 37 and 38: CHAPTER 4: FINANCING THE SYSTEM OF
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Page 51 and 52: CHAPTER 6: PERFORMANCE MEASURES AND
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APPENDIX C: CULTURAL COMPETENCY cri
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APPENDIX D: VALUES AND PRINCIPLES F
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APPENDIX E: SERVICE AND PROGRAM COM
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APPENDIX F: DCYF FAMILY SERVICE REG
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APPENDIX G: COMPREHENSIVE CARE NETW
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APPENDIX G: COMPREHENSIVE CARE NETW
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APPENDIX H: COMPARISON CHART OF COM
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APPENDIX I: DCYF RECOMMENDATIONS TO
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APPENDIX J: LISTING OF LICENSED AND
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APPENDIX K: PERFORMANCE MEASURES AN
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APPENDIX L: REPORT OF THE FOSTER CA
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APPENDIX L: FOSTER CARE COMMITTEE R
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APPENDIX M: REPORT OF THE CURRENT R
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RHODE ISLAND SYSTEM OF CARE TASK FO
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Introduction The Current Reality Su
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APPENDIX M: CURRENT REALITY COMMITT
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System of Care Task Force Report (J
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APPENDIX N: GENDER SPECIFIC PROGRAM
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Final Report - RI Department of Children, Youth & Families

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