Final Report - RI Department of Children, Youth & Families

CHAPTER 7: IMPLEMENTATION
CHAPTER 7: IMPLEMENTATION
No plan of action is successful without clear articulation of roles, responsibilities,
benchmarks, and time frames. The reorganization of Rhode Island’s system of care for
children, youth, and their families is no different. Numerous state, community, public, and
private stakeholders are involved in each of the recommendations presented. The stakes are
high for providers, state agencies, the Judicial Branch, and the Legislature and especially for
the children and families served. It is imperative that there is clear designation of who, what,
when, where, and how each of these recommendations will be implemented.
IMPLEMENTATION RECOMMENDATIONS
1. The Task Force recommends the creation of a System of Care Implementation
Committee which will temporarily oversee the implementation of the
recommendations contained in this report. In carrying out this charge, the
Implementation Committee must ensure that they consider how to blend the
recommendations of the Task Force’s Foster Care and Current Reality
Committees (See Appendices L and M) into the new System of Care.
The Task Force recognizes the role the Children’s Cabinet is intended to and has
played in strategic planning for policies and services affecting children, youth and
families. However, the Task Force realistically understands that in this election year it
is unclear as to the future direction of the Cabinet. In order to ensure that a vacuum
doesn’t occur which tables moving forward on these recommendations, the Task Force
believes that the creation of an Implementation Committee is a prudent interim step.
This committee should be modeled after the successful Welfare Reform and Starting
RIght Implementation committees and contain a broad representation of legislators,
executive branch leadership, judicial leadership, families, providers and other key
stakeholders.
2. The Governor must ensure that the Children’s Cabinet is provided with the
leadership and support necessary for the Cabinet to succeed with its mission of
interagency collaboration and planning and oversee the implementation of this
plan.
A. In order for the Cabinet to be able to effectively meet this and its other
responsibilities, the Cabinet must be restructured in a manner which provides
a greater depth of staff level involvement and commitment and a greater
ability to provide forums for state agencies to work collaboratively on issues
that does not interfere with the public’s access to the Cabinet.
B. The Governor and the Cabinet should review the Cabinet’s
enabling legislation (RIGL 42-72.5) and recommend to the General Assembly
changes to which will provide the Cabinet with the direction and flexibility
needed to accomplish this restructuring.
System of Care Task Force Report (January 2003) 55