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DRM New Zealand Style:
Practising for outcomes, supporting rights and changing lives
Marie Connolly, PhDMinistry of Social Development
IN AN AVERAGE DAY AT CHILD, YOUTH AND FAMILY
We will receive more than 230 notifications
… more than 140 will need further action
15 will be critical
6 will be very urgent
59 will be urgent
We will complete more than 100 investigations
… and hold 20 care and protection family group
conferences
More than 5000 children and young people will be living with
caregivers
… supported by our caregiver liaison social workers and care
specialists
7
We will visit key notifiers to raise awareness about child abuse, how to recognise it and how to
report it
8
And we will work with other agencies, NGOs, providers and
communities to tackle the greatest task faced by leaders in
children’s services …
9
… to foster good outcomes and lasting cultural change
10
• Managing unprecedented child abuse and neglect notifications
• Balancing child protection responses and our need to support families
• The need to strengthen family support responses• Concern about the increase in numbers of children
coming into care• Questioning the investigative approach taken with
many families• An NGO sector that wanted to work differently with
us
Drivers for change
11
Vision → Framework → Systems logic
Frameworks Practice Vision Systems
Practising for Outcomes
12
Child safety
Family support Family decision-making
13
Vision → Framework → Systems logic
Frameworks Practice Vision Systems
Outcome focused practice
14
Marie Connolly PhD
New Zealand’s practice framework
The phases of our work
Our perspectives
Our practice triggers
See: Connolly, M. (2007) Practice Frameworks: Conceptual maps to guide interventions in child welfare. British Journal of Social Work, 37 (5) 825-837.
15
•Are we thinking about the whole child: safety, security and wellbeing?
•Have we thought enough about the vulnerability of the very young child?
•Are we engaging and building a relationship with the child/young person?
•If moved from home, is the decision fully justified?
•Has the child been consulted about practice decisions?
•Does the child/young person have someone to talk to about their concerns?
•Are we applying a family/whānau support response?
•Is all contact with the family/whānau respectful?
•Are we persevering with engagement even when resistance is encountered?
•Are we encouraging family/whānau ownership of the issues and solutions?
•Are we responding to the family’s cultural needs?•Are we clear with the family/whānau about our role and power?
•Are pro-social values modelled and abuse-supportive dynamics identified?
•Are family/whānau decision-making processes being utilised early?
•Is the family/whānau seen as a care and protection resource?
•Are we working collaboratively with professionals involved with the family?
The Phases of our Work:
Engagement and Assessment
Child-centred
Family-led & culturally responsive
Strengths & evidence-based
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•Has the child been actively involved in decision-making processes?•Are decisions and plans supporting safety, stability and belonging?•Have systemic attachments been maintained, eg familial, cultural, social, educational?•Are decisions mindful of child’s timeframes?•Does the child have an advocate they can talk to?
•Is the family/whānau fully involved in the process of decision-making?•Are all family/whānau members having the opportunity to contribute?
•Are the decisions family-led?•Have cultural & broader support systems been mobilised?
•Is everyone clear about what needs to do to make the solutions work?
•Does the family have all the information necessary to make sound decisions?•Are decisions linked to family/whānau strengths and resources?•Are we addressing family violence dynamics?•Are people working together & is it clear who is doing what?•Are the right services being provided at the right time?•Does the worker have a relationship with the family that fosters change?•Is progress being reviewed and positive changes reinforced?
The Phases of our Work:
Seeking solutions
Child-centred
Family-led & culturally responsive
Strengths & evidence-based
17
•Does the child feel like he or she belongs somewhere?•Does the plan for the child address care, safety and wellbeing?•Is the child fully involved in planning?•Does the child have family mementoes, eg photographs, life story book etc?•Is permanency a priority and is placement stability being closely monitored?•Are transitions from care fully planned and supported?
•Is family/whānau reunification a practice priority?
•Are family/whānau members having regular contact with the child?
•Is the family/whānau at the centre of care decision-making?
•Are cultural support systems mobilised?
•Are plans culturally responsive?
•Is permanency being secured for the child to prevent drift in care?
•Are professional relationships working positively to support the child?
•Are community and cross-sectoral services being mobilised?
•Are services well coordinated and are workers getting together to support planning, monitoring and transitions?
•Are services and plans being reviewed as agreed?
The Phases of our Work:
Securing safety and belonging
Child-centred
Family-led & culturally responsive
Strengths & evidence-based
18
Vision → Framework → Systems logic
Frameworks Practice Vision Systems
Outcome focused practice
19
From Transactional to Outcome-focused Practice
Transactional Outcome-focused
Episodic, event driven (i.e. focus on front-end notification) transactional (getting families through the system
Based on need, focus on continuity and stability (i.e. relationship development & change
Focus on risk, ‘protection’ and immediate ‘safety’ (i.e. emphasis on evidence of significant harm or past harm)
Enhanced continuum of care focus, emphasizing both child safety, the child’s developmental and wellbeing needs, and the support needs of the family
(adapted from Dept of Human Services, VIC)
20
From Transactional to Outcome-focused Practice
Transactional Outcome-focused
Limited, short-term responses (e.g. investigate, ensure safety or close)
Flexible responses aligned to child and family needs (e.g. engagement and assessment, needs-based referrals and supportive casework)
Managerial effort focused on closing off system failures by increased emphasis on compliance; efficiency of processes; increased documentation and information fiefdoms
Outcome-based metrics; focus on guiding practice toward in depth, needs-driven relationship work promoting safety and wellbeing. Systems support good practice rather than creating obstacles
Pockets of collaboration Integrated systems
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Services across the continuum
Universal/preventative services
supporting families to help themselvesEducating and supporting…
Targeted services
Differential responses within communityInfluencing and supporting…
Statutory services
Differential responses within the statutory system
Protecting and supporting…
Strong, capable families
Situations of current harm
22
DRM: doing things differentlyacross the service continuum
Universal/preventative services
supporting families to help themselves
Targeted services
Differential responses within community
Statutory services
Differential responses within the statutory system
Strong, capable families
Situations of current harm
Partnering with NGOs and others to provide services for families based on need: pathways of support across a continuum
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Levels of Relationship…
Cooperation: focus on networking and liaison; generally requires little commitment, planning usually done in silos, values recognized but not necessarily shared; generally
relies on individual relationships
Coordination: some commitment to formal agreement; some common planning; generally based on case-by-case approach; values shared to pursue
individual agenda
Collaboration: mechanisms established to maintain working relationship; common approaches, systems and processes; mutually agreed goals based on client need; values shared to the extent they
are service based
Partnership: commitment to formal relationship; planning based on partnership; value sharing influences relationship
agendas; systems on equal footing
24
DRM: doing things differentlyacross the service continuum
Universal/preventative services
supporting families to help themselves
Targeted services
Differential responses within community
Statutory services
Differential responses within the statutory system
Strong, capable families
Situations of current harm
Partnering with NGOs and others to provide services for families based on need: pathways of support across a continuum
Building alternatives to investigative processes within statutory systems: pathways of family engagement and support
25
Establishing and securing people’s common and shared civil and human rights and meeting their different self-defined needs in the way they, ensured full knowledge, support and choice prefer (Beresford, 2000)
26
Service users should be regarded as active participants with a right to effect support, but equally, with responsibilities to take up support …and play an active role in improving their outcomes. …lack of control over one’s own life is a key contributory factor to poor outcomes.(Department for Education and Skills, 2007)
27
Openings Opportunities Obligations
1. Consulted and views taken into account
2. Families supported to develop family-led solutions
3. Feedback on service delivery is proactively sought
4. Family involvement in decision-making
5. Power sharing and responsibility for decision-making
Are you committed to and ready for family responsive practice?
Do you believe in family-led solutions?
Are you receptive to feedback?
Are you ready to embrace family involvement in decision-making?
Are you willing to share power?
Do practice systems enable this?
Does service design support this?
Are user feedback systems in place?
Is family involvement in decisions possible?
Can families be responsible for planning and monitoring?
Does policy require this?
Does policy support family-led practice?
Are you required to seek feedback?
Is family involvement required?
Is this sanctioned by policy or mandated in law?
Pathways to family participation(Connolly & Ward 2008, adapted from Shier, 2001)