Final Report - RI Department of Children, Youth & Families

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CHAPTER 5: WORKFORCE DEVELOPMENT policies and practices which enable the recruitment and retention of highly qualified professionals to work in Rhode Island. Recruitment of qualified candidates is essential for the work of the system of care. DCYF and the community providers combine recruiting efforts on college campuses, job fairs, community center career fairs, etc. to maximize resources as well as to assist potential candidates to distinguish among career choices. Both DCYF and community providers establish minimum educational criteria required for positions and assure that new recruits meet or exceed these requirements. While individuals may choose to move across the public and private sectors, it is also essential that, for those who desire a position in either sector, professional development plans are in place that enable them to develop professionally and to pursue upward mobility through advanced level training and expanded educational opportunities in each sector. WORKFORCE DEVELOPMENT RECOMMENDATIONS 1. The Director of the Child Welfare Training Institute must work closely with other DCYF administrators and community providers to ensure that quality training and support is available to biological parents and kin, foster parents, preadoptive and adoptive parents, court appointed special advocates, family service coordinators, and staff who provide care or services to children and their families. Training and support are also essential for the large number of individuals, who, though not employed by the public or private sector make an essential and enormous contribution to the children’s services delivery system. This group includes but is not limited to foster parents, court appointed special advocates, public and private agency staff and volunteers, and pre-adoptive and adoptive parents. The Director of the Child Welfare Training Institute and the Institute’s staff are responsible for working with public and private agency staff and representatives of all these groups to design and implement appropriate training curricula and on-going support opportunities for these most important participants in the system of care. 2. The Director of the Child Welfare Training Institute must work closely with other DCYF administrators, other state agencies, professional associations, guilds, community providers and other key stakeholders to ensure that quality training and support is available healthcare professionals providing services in the system of care. Ongoing training and support is key to the development and maintenance of a strong healthcare workforce. The Director of the Child Welfare Institute and Institute staff must work closely with professional associations and guilds to review and make recommendations regarding how current Continuing Education Unit (CEU) requirements could be enhanced to address education regarding the system of care. Similar discussions should be held with universities and colleges in the State regarding their graduate training programs. 3. The Department of Health, the Department of Elementary and Secondary Education and the Office of Higher Education should collaboratively lead the System of Care Task Force Report (January 2003) 46
CHAPTER 5: WORKFORCE DEVELOPMENT Children’s Cabinet’s efforts in developing strong relationships with RI’s academic community to achieve the following goals: A. An increase in the quantity and quality of licensed professionals choosing to practice in Rhode Island, especially child and family psychologists, child and adolescent psychiatrists, and licensed social workers, licensed mental health counselors, licensed marriage and family therapists, and licensed chemical dependency counselors; B. An increase in the quality and quantity of learning opportunities (i.e., internships, residencies, clinical practice experiences) for students at all academic levels; C. The development of curricula reflective of current best practices in children’s services, including children’s behavioral health, juvenile justice (including newly developed best practices in gender and culturally competent practice and programming), and child welfare. 4. The Implementation Committee for the System of Care must identify and develop methods to provide ongoing support for pediatric/primary care practitioners, including but not limited to: A. Examining and revising reimbursement structures by which Health Plans/Insurers reimburse for child and adolescent psychiatric services to ensure that rates support actual service costs; B. Developing web-based consultation and support for pediatric/primary care practitioners; C. Considering the creation of a child behavioral health consultation team to provider direct support to pediatric/primary care practitioners in order to increase the capacity of behavioral health care available to children and their families. This team would include child and adolescent psychiatry, nursing and other behavioral health practitioners. The Task Force recognizes the vital role that pediatric/primary care practitioners play in the screening, the early intervention and the ongoing care and treatment of children with behavioral health disorders. As such, the are an integral part of the system of community-based care. Partnering with higher education, (Brown University School of Medicine, Rhode Island College School of Social Work, and Salve Regina’s and University of Rhode Island’s Schools of Nursing), the Task Force seeks to establish and maintain ongoing professional development in the area of children’s behavioral health for pediatric/primary care practitioners. Given the acknowledged shortage of behavioral health practitioners, the Task Force recognizes the importance of the intentional provision ongoing support from behavioral health practitioners to pediatric/primary care practitioners via web-based and other forms of ongoing consultation. 5. $ Community providers, with appropriate assistance as needed from state agencies, must continue to develop compensation and benefits packages designed to retain workers in the community non-profit sector and reverse the trend of the System of Care Task Force Report (January 2003) 47
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 and 24: CHAPTER 2: COMMUNITY-STATE PREVENTI
Page 29 and 30: CHAPTER 3: STRENGTHENING DCYF AS A
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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 J: LISTING OF LICENSED AND
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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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