Beyond Quick Fixes: What Will It Really Take To Improve Child Welfare In Amer...Public Consulting Group
EXECUTIVE SUMMARY
Leadership of a child protection agency is critical in setting the agenda and maintaining focus,
particularly in challenging times. Often, a new leader of an agency will accept the position
during a period of turmoil. In most cases, there is little opportunity or time for successful
succession planning. The opportunity for a change of direction, regardless of how it comes
about, is often healthy for an administration. It provides an opportunity for change and
transformation.
Given the extremely complex nature of the child protection system, a new agency leader should
move forward with four initial steps: 1) Establish or re-affirm the agency’s vision and mission;
2) Get to know the organization: its culture, status, reputation, and operational capabilities as
well as the environment in which it operates; 3) Select the priorities and agency initiatives to
move forward; and 4) make a plan for doing so.
SET THE VISION AND MISSION
A new agency leader’s first step should be to define the organization’s vision and mission. If
these already exist, he or she should carefully evaluate them to make sure they align with the
agency’s many responsibilities as well as his or her own ideas for the direction of the
organization. Evaluating the agency’s structure and its ability to support and meet
responsibilities and initiatives is a critical step in setting the agency’s vision and mission.
KNOW THE ORGANIZATION
There are literally dozens and dozens of programs, policies, issues, practices, and opportunities
for an agency leader to consider. In order to develop priorities, leaders must first assess the
“as-is” state of their organization and the environment in which it functions. Important factors
to consider include:
•The political and economic climate
•Workforce Capacity, particularly the capacity and professionalization of caseworkers in the
organization
•Agency culture, traditions, and readiness for change
•Current technology and data capacity and issues
CHOOSE AGENCY PRIORITIES
Leadership has the responsibility to decide which programs, services, products, opportunities, or
philosophies the organization will focus on. Categorizing the options being considered as
critical, important, or supportive becomes an important task of leadership. Those that are
critical, must be the focus of the agency leader. The following are suggested critical priorities.
•Establish caseworkers’ case load standards
•Develop data and metric reporting
•Utilize predictive analytics
•Invest in technology
•Develop a practice model
•Improve media relations
•Invest in services that work
•Develop a process to respond to fatalities and tragic events
While there certainly are other considerations for designating priorities within a leader’s vision
and mission in determining those priorities to be critical, eventually a solid
The document summarizes a proposal from the Annie E. Casey Foundation and Jim Casey Youth Opportunities Initiative (Casey) to reform how the federal government funds child welfare services. The proposal, titled "When Child Welfare Works", aims to align federal funding with best practices. It recommends limiting federal reimbursement for foster care to 36 months, eliminating reimbursement for shelter care and residential care of children under 13, and limiting reimbursement for residential care of older children to 12 months. The goals are to promote permanency, support family-like settings, improve workforce continuity and increase accountability. The summary analyzes the implications and challenges of implementing the Casey recommendations.
This document discusses challenges districts face in implementing effective Response to Intervention (RtI) initiatives, with a focus on data use issues. It outlines key elements of successful district RtI rollouts, including strong leadership, school-based RtI teams, research-based interventions, and data management systems. Effective data collection and use is essential for screening, progress monitoring, and making instructional decisions within a multi-tiered system of support.
The document summarizes a proposal from the Annie E. Casey Foundation and Jim Casey Youth Opportunities Initiative to reform how the federal government funds child welfare services. It proposes limiting federal reimbursement for foster care to 36 months total and using the savings to fund prevention services aimed at keeping families together. It argues that the current system over-emphasizes out-of-home placements and that funding should be shifted to evidence-based practices that preserve families and prevent unnecessary removals of children from their homes. The proposal aims to better align federal funding incentives with research showing the harm of foster care drift and benefits of family preservation.
Beyond Quick Fixes: What Will It Really Take To Improve Child Welfare In Amer...Public Consulting Group
EXECUTIVE SUMMARY
Leadership of a child protection agency is critical in setting the agenda and maintaining focus,
particularly in challenging times. Often, a new leader of an agency will accept the position
during a period of turmoil. In most cases, there is little opportunity or time for successful
succession planning. The opportunity for a change of direction, regardless of how it comes
about, is often healthy for an administration. It provides an opportunity for change and
transformation.
Given the extremely complex nature of the child protection system, a new agency leader should
move forward with four initial steps: 1) Establish or re-affirm the agency’s vision and mission;
2) Get to know the organization: its culture, status, reputation, and operational capabilities as
well as the environment in which it operates; 3) Select the priorities and agency initiatives to
move forward; and 4) make a plan for doing so.
SET THE VISION AND MISSION
A new agency leader’s first step should be to define the organization’s vision and mission. If
these already exist, he or she should carefully evaluate them to make sure they align with the
agency’s many responsibilities as well as his or her own ideas for the direction of the
organization. Evaluating the agency’s structure and its ability to support and meet
responsibilities and initiatives is a critical step in setting the agency’s vision and mission.
KNOW THE ORGANIZATION
There are literally dozens and dozens of programs, policies, issues, practices, and opportunities
for an agency leader to consider. In order to develop priorities, leaders must first assess the
“as-is” state of their organization and the environment in which it functions. Important factors
to consider include:
•The political and economic climate
•Workforce Capacity, particularly the capacity and professionalization of caseworkers in the
organization
•Agency culture, traditions, and readiness for change
•Current technology and data capacity and issues
CHOOSE AGENCY PRIORITIES
Leadership has the responsibility to decide which programs, services, products, opportunities, or
philosophies the organization will focus on. Categorizing the options being considered as
critical, important, or supportive becomes an important task of leadership. Those that are
critical, must be the focus of the agency leader. The following are suggested critical priorities.
•Establish caseworkers’ case load standards
•Develop data and metric reporting
•Utilize predictive analytics
•Invest in technology
•Develop a practice model
•Improve media relations
•Invest in services that work
•Develop a process to respond to fatalities and tragic events
While there certainly are other considerations for designating priorities within a leader’s vision
and mission in determining those priorities to be critical, eventually a solid
The document summarizes a proposal from the Annie E. Casey Foundation and Jim Casey Youth Opportunities Initiative (Casey) to reform how the federal government funds child welfare services. The proposal, titled "When Child Welfare Works", aims to align federal funding with best practices. It recommends limiting federal reimbursement for foster care to 36 months, eliminating reimbursement for shelter care and residential care of children under 13, and limiting reimbursement for residential care of older children to 12 months. The goals are to promote permanency, support family-like settings, improve workforce continuity and increase accountability. The summary analyzes the implications and challenges of implementing the Casey recommendations.
This document discusses challenges districts face in implementing effective Response to Intervention (RtI) initiatives, with a focus on data use issues. It outlines key elements of successful district RtI rollouts, including strong leadership, school-based RtI teams, research-based interventions, and data management systems. Effective data collection and use is essential for screening, progress monitoring, and making instructional decisions within a multi-tiered system of support.
The document summarizes a proposal from the Annie E. Casey Foundation and Jim Casey Youth Opportunities Initiative to reform how the federal government funds child welfare services. It proposes limiting federal reimbursement for foster care to 36 months total and using the savings to fund prevention services aimed at keeping families together. It argues that the current system over-emphasizes out-of-home placements and that funding should be shifted to evidence-based practices that preserve families and prevent unnecessary removals of children from their homes. The proposal aims to better align federal funding incentives with research showing the harm of foster care drift and benefits of family preservation.
ZER IKASIKO DUT?
Hausnarketarako gune bat: Nire gelako metodologia, zergatik aldatu?. 10 ideia
Lan proiektuen bitartez lan egiteak:
Zer inplikatzen du?
Zer bultzatzen du?
Oinarrizko 8 gaitasunak lantzen dira?
Nire proiektua planifikatzeko eman behar ditudan pausoak
- Sekuentzia didaktiko bat, nola egin dezaket?
- Lagungarri izan daitezkeen tresnak
- Hobekuntza eta ebaluaziorako tresnak
Ebaluazio eredu honetan curriculum-aren 8 oinarrizko gaitasunak kontuan hartzen dira. Gainera, ebaluazioaren bi aspektu lantzen dira: Ikasleak bere ikaskuntze prozesua nola kontrolatzen eta ebaluatzen duen (autorregulazioa) eta irakasleak bere ikasleak nola ebaluatzen dituen. Ebaluaziorako orientabideak,ereduak eta tresna ezberdinak ematen dira.
Aurkezpen honetan Ikas Unitateei buruz dudan ikuspegia azaltzen dut. Ikas Unitateak arlo eta mailako Programazioa garatzeko tresna egokia bezala kontsideratuta, hauek burutzeko aholkuak eta ereduak erakusten ditut aurkezpenean.
ZER IKASIKO DUT?
Hausnarketarako gune bat: Nire gelako metodologia, zergatik aldatu?. 10 ideia
Lan proiektuen bitartez lan egiteak:
Zer inplikatzen du?
Zer bultzatzen du?
Oinarrizko 8 gaitasunak lantzen dira?
Nire proiektua planifikatzeko eman behar ditudan pausoak
- Sekuentzia didaktiko bat, nola egin dezaket?
- Lagungarri izan daitezkeen tresnak
- Hobekuntza eta ebaluaziorako tresnak
Ebaluazio eredu honetan curriculum-aren 8 oinarrizko gaitasunak kontuan hartzen dira. Gainera, ebaluazioaren bi aspektu lantzen dira: Ikasleak bere ikaskuntze prozesua nola kontrolatzen eta ebaluatzen duen (autorregulazioa) eta irakasleak bere ikasleak nola ebaluatzen dituen. Ebaluaziorako orientabideak,ereduak eta tresna ezberdinak ematen dira.
Aurkezpen honetan Ikas Unitateei buruz dudan ikuspegia azaltzen dut. Ikas Unitateak arlo eta mailako Programazioa garatzeko tresna egokia bezala kontsideratuta, hauek burutzeko aholkuak eta ereduak erakusten ditut aurkezpenean.
2. SARRERA:
Maila: L.H. ko 6. Maila
Ikasgaia: Natur Zientziak
Gaia: Unibertsoa
Denboralizazioa: 2-3 saio
3. METODOLOGIA:
tresnaren ezaugarriak
Praktikoa da eta barneratzen lagunduko du: erabilitako
errekurtsoak nahiko praktikoak dira, argazkiak agertzen dira, test
galderak…
Ikaslea da protagonista
Ikaslea motibatzen du: azkeneko galdera potoloa erantzuten badu,
puntu extra gehiago lortuko ditu; Honek, jakimina sortaraziko du.
Lankidetza bultzatu: lana taldeka egin daiteke
Planifikatua izan behar da. Zer, nola eta zertarako galderak
(sarreran) galdera hauek erantzuten dira.
Egitura zehatz bat daukate, ordenatua, pausuz pausu egin behar
dena (sarrera, galderak, errekurtsoak,…).
Baliabide egokiak erabiltzen ditu, anitzak. Adibidez: link-ak, sarea,
IKT-ak,…
Egindakoa ebaluatzen du: ebaluatzeko atal bat dauka non
puntuazioa edo ebaluazio irizpideak jar daitezkeen.
5. ZERGATIK DA IRAKAS
PRAKTIKA ON BAT?
Galdera potoloak erantzuteko ikasleek hausnarketa bat egin behar dute.
Gai bati buruzko informazioa lortzeko baliabide egokiak dira, baita
IKTeekin erlazionatutako gaitasunak ere. Irakurtzeko eta idazteko
gaitasuna trebatzen du.
Ikasleen autonomía bultzen du, informazioa bilatzen ikasten dute modu
dibertigarri baten.
Edozein arlotan eta ziklotan erabili daiteke (L.H., DBH, Batxilergoa,…)
Modu tradizionaletik aldentzen da.
