The New Mexico Experience Practice Model Peer Network Webinar
September 10, 2012
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Background Information
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Children, Youth & Families Department, Protective Services
Division is the federally designated child welfare agency
Administration is centralized, with direct services offered through
county offices located within five designated regions
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854.8 Positions Current vacancy rate approximately 17%
Approximately 17,000 investigations annually Average caseload 16.1
children per caseworker As of July 2012: 1752 in out of home
placement 122 children on trial home visits 51% have a
reunification plan 39% have a plan of adoption Approximately 3%
have PPLA plan
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Federal Consent Degree Structured Decision Making Concurrent
Planning CFSR Round 1 Program Improvement Plan CFSR Round 2 Program
Improvement Plan Safety Management Model
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Identify best practices Revise agency policy and procedures
Modify systems, e.g., SACWIS, forms, etc. Provide training Conduct
quality assurance Management Information reports Case review
Provide more training Provide additional training
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Pion Project Defines how we engage and work with children,
youth, families, and stakeholders Focuses on the safety,
permanency, and well- being of children and their families Underway
since November 2009 Supported by the Mountains and Plains Child
Welfare Implementation Center (MPCWIC).
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Bottom Up rather than Top Down approach Application of
Implementation Research
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Practice, program and systems change through fully integrated
use of: Implementation Stages Implementation Drivers Implementation
Teams Improvement Cycles
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Major Implementation Initiatives occur in stages: Exploration
Installation Initial Implementation Full Implementation Two to four
years
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Different strategies for different challenges Technical
Leadership Adaptive Leadership Change efforts get stuck because we
are using technical approaches for adaptive issues
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Perspectives are aligned (views, values) Definition of the
problem is clear Solution and implementation of the solution is
clear Primary locus of responsibility for organizing the work is
the leader
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Legitimate, yet competing perspectives emerge Definition of the
problem is unclear Solution and implementation is unclear and
requires learning Primary locus of responsibility is not the
leader
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Your Current Reality Your Aspiration ADAPTIVE CHALLENGE
Adaptive Leadership
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Continued with necessary technical solutions Develop practice
standards Revise policies and procedures Modify quality assurance
practices Communicate expectations Expanded agency capacity to do
adaptive work National Resource Center for Organizational
Improvement & Cambridge Leadership Associates
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Discovering the Adaptive Challenge Personalizing the Adaptive
challenge Mapping the System Case Consultation Office Hours
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Series of planning sessions with NRCOI & CLA Two Day
On-site training in January 2012 Involved staff from implementation
sites Implement Office Hours in implementation sites Ongoing work
by the staff on one of the four adaptive challenges Monthly
meetings with office team and executive sponsors Design and
implementation of a series of mini- experiments Scaling
efforts
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Diagnostic efforts are critical Experiments dont always succeed
but you learn from successes and failures Important to identify
measurements Anticipate and acknowledge loss and the various ways
it may be expressed Be clear about why participants are being asked
to change or experience the loss
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Presenters: Annamarie Luna Program Deputy Director Protective
Services Division Children, Youth & Families Department
[email protected] Brenda Manus Practice Improvement Bureau
Protective Services Division Children, Youth & Families
Department [email protected]
