History of the Service Coordination Mechanism

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1、DRAFT 1-22-09 PROPOSED TO COUNCILLogan County Service Coordination MechanismChild & Family TeamsTable of ContentsSECTION 1: GUIDING DOCUMENTSHistory of the Mechanism.3Purpose5Development of the Mechanism6Commitments and Values.7Definitions9SECTION 2: PARENT INVOLVEMENTParent/Family Rights & Confiden

2、tiality.12Accessing a Parent Advocate.12SECTION 3: MECHANISM STRUCTURELevels of Service Coordination.13Quality Assurance of the Mechanism .13Oversight for Multi-Need Youth Placed Outside the Home.13Triage.14Education of System Agencies on the Mechanism15Evaluation & Outcome Monitoring.16SECTION 4: O

3、PERATING PROCEDURESReferral Process.17Child & Family Teams.Admission Criteria.19Criteria for Continued Service Coordination.19Criteria for Transitioning out of Service Coordination.19Identification of a Team Facilitator.20Facilitator Responsibilities.21Screening Process to Determine Level of Care.22

4、CASII Guidelines.22Service Intensity Inventory23System of Care Diagram.24Identifying Child & Family Team Members.25Notification of a Child & Family Team Meeting.25Family Crisis.25Assessing the Strength, Needs and Culture of the Family.26Developing a Comprehensive Wraparound Plan.27SECTION 5: PREVENT

5、IONLeast Restrictive Treatment Procedure.28Diverting Alleged Unruly Youth.28Respite Protocol.29SECTION 6: FUNDINGFiscal Support for the Mechanism.32Requesting FCFC Funds or Service Assistance.33SECTION 7: DISPUTE RESOLUTIONDisputes Between Agencies.34Non-Emergent Disputes between Parent/Guardian and

6、 FCFC.35Emergent Disputes between Parent/Guardian and FCFC.36Logan County Service Coordination MechanismChild and Family Teams Procedure ManualAttachmentsComprehensive Wraparound Plan, Exchange of Information, Parent Rights Brochure.ACASII Data Form.BFunding Request Form.CCrisis Safety Plan.DRespite

7、 PacketEDispute Resolution Request FormFHistory of the Service Coordination MechanismIn Ohio, the idea of “Cluster” began in the mid 1980s after an order by the Governor to “put into immediate effect, rules for cooperation with other organizations for service delivery to multi-need children.” In 198

8、7 there was an interdepartmental agreement signed and “Cluster” became law. It was intended to serve as a means for different agencies to collaborate in helping the families they served. In 1988, Logan and Champaign Counties applied for and received a three-year Systems of Care grant to develop loca

9、l interagency Clusters for both counties. In 1992, another Order transformed the “Cluster” into the Family and Children First Initiative (ORC 121.37). This was after learning that too often families were not getting involved in the Cluster process until their children were already dealing with many

10、difficulties. The goal of the Family and Children First Initiative was to promote intersystem collaboration before youth were older and in need of out-of-home placement. At this same time, locally, there was a group of agency personnel meeting to look at the transition services offered to youth ages

11、 14-21, entitled, “INSTEP.” In 1994, the Champaign County agencies voted to pull out of the two-county system, to form their own Council and Cluster. As a result, Logan County had to do the same. In April 1994, Logan County agency representatives voted on a Council of Governments Agreement, establis

12、hing the Logan County Family and Children First Council. By-Laws were also adopted to direct the Councils operation at this time.At the State level, the Family and Children First Cabinet Council is composed of directors of all the major State Departments that oversee family services at the County le

13、vel. This structure is mirrored at the county level. Logan Countys Family and Children First Council (LCFCFC) is comprised of the Executive Directors or their designees from Alcohol, Drug Addiction and Mental Health Services Board, Health Department, Department of Job & Family Services, County Board

14、 of MRDD, Childrens Services Board, Family Court, the school systems, and many more. In 1995, the State of Ohio announced a desire for County FCFCs to apply for grants to start programs that would impact, on a collaborative level, the number of youth unnecessarily placed out-of-home. The hope was th

15、at if specific attention was given to each child and family situation, as well as better controlling of the combined resources of all county agencies, this would allow for the diversion of many out-of-home placements.In the Biennium Budget for State Fiscal Years 1996 and 1997, the Ohio Legislature r

16、equired that the agencies, organizations and families in Ohio counties work together to design and develop a better system for responding to the strengths and needs of multiple-need children and their families. Agency executives or alternates have been designated as required to participate in the Fa

17、mily & Children First Council. The 1998 version of this Service Coordination Mechanism reflected the two major projects of the Council, the Intersystem Services Cluster and INSTEP (Interagency Network Supporting Transition & Employment Possibilities). It also described the structure of our LCFCFC el

18、ecting officers that serve for a one-year term and operating from a budget utilizing interagency administrative funding agreements that provide administrative operating support for the Council. In 2002, changes again were made to the plan to specifically address those issues related to the unruly an

19、d “at-risk” population. Further modifications were made in 2007. Prior to the 2006 biennial budget, service coordination support flowed primarily toward the most difficult-to-serve youngsters. Some services for children in out-of-home care provided too little help, too late, and for too long. Recogn

20、izing these systematic shortcomings, the Access to Better Care (ABC) budget expands funding opportunities for county service coordination. ABC focuses on prevention and early intervention for conditions that have historically led to the need for placement and other intensive, restrictive services. A

21、BC incorporates active engagement and participation at all levels of public and private service providers and stresses active partnership with families.In the biennial budget for State Fiscal Years 2006 and 2007, Amended Substitute House Bill 66 was enacted by the Ohio Legislature and signed by Gove

22、rnor Taft on June 30, 2005. The legislation requires those agencies, organizations and families in Ohios counties work together to design an improved procedure for responding to the strengths and concerns of multiple need children and their families. Initially introduced in 1995 and amended in 2002,

23、 new provisions have been added to the County Family & Children First Council (FCFC) service coordination requirements in 2005. These additions complement Governor Tafts priority of improving access to behavioral health care. The ABC Initiative focuses on evidence-based interventions across the cont

24、inuum of behavioral health care that support the values of family driven, culturally competent, strength-based assessment, treatment and service evaluation.PurposeSince its inception in the early nineties, the Ohio Family & Children First Initiative has been a catalyst for bringing communities toget

25、her to coordinate and streamline services for those families and children needing or seeking assistance. Collaboration has proven to be in the best interest of families as well as each state and local child-serving system.County Family & Children First Councils apply the knowledge and experience of

26、families and service providers toward the development of family-friendly and cost effective health, human and social services. The service coordination mandate has driven development of arrays of coordinated care options previously non-existent in most communities. Service integration efforts once c

27、onsidered impossible are being implemented. Service coordination has promoted wraparound service by linking children to other services and informal local supports. In addition, council-driven service coordination has united service providers without dismantling systems. Information is shared while a

28、ssuring the confidentiality of the child and family.The success of Family and Children First service coordination efforts depends on integrating key components into this process. Logan County Family and Children First Council (LCFCFC) will utilize the following components to help improve the service

29、 coordination process, resulting in a more effective service delivery system: Services are delivered using a family-centered approach. Services are responsive to the cultural, racial and ethnic differences of the population being served. Service outcomes are evaluated. Available funding resources ar

30、e fully utilized or integrated. Wraparound services and community supports are utilized. Specialized treatment for difficult-to-serve populations and evidence-based treatment services are encouraged. Duplicative efforts among agencies are reduced or eliminated. Most importantly, families are fully i

31、nvolved in decision making for their children and are provided with family advocacy options.Service coordination is a process of service planning that provides family-centered, individualized services and supports to families. It is child-centered and family-focused, with the strengths and needs of

32、the child and family guiding the types and mix of services to be provided. It is critical that services and supports are responsive to the cultural, racial and ethnic differences of the community population.The purpose of service coordination is to provide a venue for families whose needs may have n

33、ot been adequately addressed in traditional agency systems. Each system has areas of responsibility, and the collaborative approach is not intended to replace or usurp the primary role of any one of these systems. Service coordination should build upon the strength of services in the community that

34、are already working to meet the needs of the family. This Service Coordination Mechanism should provide access to existing services and supports, both formal and informal, and, when appropriate propose new services/supports to be added in order to address unmet needs. While this mechanism will descr

35、ibe a plan of care for families identified by systems, it will also allow for families to self-refer into this level of service planning. It is not intended to override current agency systems but to supplement and enhance what currently exists.This plan will identify the criteria which will be used

36、to suggest that service coordination is needed for a child and their family. However, no child or family will be refused the opportunity to refer itself for consideration of service coordination. Some families require a higher level of service (including a coordinated cross-systems approach) because

37、 their needs are not being adequately met. These needs may include access to more flexible funding or supports in order to provide what is identified and otherwise inaccessible. This Service Coordination Mechanism ensures that if the need for other interventions can be identified prior to court invo

38、lvement, services are put in place to meet those needs.This mechanism will also identify the process of how Logan County will monitor and track the service coordination process and learn what service gaps exist, what services are working, where cross-system coordination works well and where it needs

39、 to improve. In order to improve local service delivery, this information will be reported to the LCFCFC. Development of the Service Coordination MechanismThis Mechanism has been developed from the historical working of the Intersystem Services Cluster and agencies involved in the Council. The proce

40、ss is derived from the original Service Coordination Mechanism, the existing Council of Government Agreement, Council By-Laws and Policies, as well as best practices, which have been utilized within Logan County. Per the LCFCFC By-Laws, the Service Management Committee is responsible for the oversig

41、ht of the Service Coordination Mechanism. The current Service Coordination Mechanism was amended and approved by the Service Management Committee then brought to Council for approval. Logan County agencies involved in the most recent 2008 revision include: Logan County Family and Children First Staf

42、f Childrens Services Board Board of Mental Retardation and Developmental Disabilities Help Me Grow Logan County Health District Consolidated Care, Inc. Logan County Family Court Mental Health Drug & Alcohol Services for Logan & Champaign County Family Representation Commitments and ValuesAdopted Nov

43、ember 2007The Logan County Family and Children First Council operates under the following values: 1. Family voice and choice. Family and youth/child perspectives are intentionally elicited and prioritized during all phases of the team process. Planning is grounded in family members perspectives, and

44、 the team strives to provide options and choices such that the plan reflects family values and preferences.2. Team based. The team consists of individuals agreed upon by the family and committed to them through informal, formal, and community support and service relationships.3. Natural supports. Th

45、e team actively seeks out and encourages the full participation of team members drawn from family members networks of interpersonal and community relationships. The comprehensive wraparound plan reflects activities and interventions that draw on sources of natural support.4. Collaboration. Team memb

46、ers work cooperatively and share responsibility for developing, implementing, monitoring, and evaluating a single comprehensive wraparound plan. The plan reflects a blending of team members perspectives, mandates, and resources. The plan guides and coordinates each team members work towards meeting

47、the teams goals.5. Community-based. The team implements service and support strategies that take place in the most inclusive, most responsive, most accessible, and least restrictive settings possible; and that safely promote child and family integration into home and community life.6. Culturally com

48、petent. The team process demonstrates respect for and builds on the values, preferences, beliefs, culture, and identity of the child/youth and amily, and their community.7. Individualized. To achieve the goals laid out in the comprehensive wraparound plan, the team develops and implements a customiz

49、ed set of strategies, supports, and services.8. Strengths based. The team process and the wraparound plan identify, build on, and enhance the capabilities, knowledge, skills, and assets of the child and family, their community, and other team members.9. Persistence. Despite challenges, the team pers

50、ists in working toward the goals included in the comprehensive wraparound plan until the team reaches agreement that the team is no longer required.10. Outcome based. The team ties the goals and strategies of the comprehensive wraparound plan to observable or measurable indicators of success, monito

51、rs progress in terms of these indicators, and revises the plan accordingly.At the onset of his administration, Governor Bob Taft identified Ohio Family and Children First as the vehicle to coordinate state-wide efforts to improve outcomes for Ohios children, youth and families. OFCF engaged communit

52、y stakeholders to develop Ohios Commitments to Child Well-Being. OFCF is moving forward in utilizing the commitments as a framework to organize programs and resources, align state activities and measure the states performance in improving the lives of Ohios children. The six commitments to child wel

53、l-being are:1. Expectant parents and newborns thrive2. Infants and toddlers thrive3. Children are ready for school4. Children and youth succeed in school5. Youth choose healthy behaviors6. Youth successfully transition into adulthoodLCFCFC supports the Governors six commitments to child well-being t

54、hrough several initiatives. Service coordination may be provided to those children not meeting the six commitments or when traditional agency services are not successful alone. A collaborative strengths-based effort is set up for families to creatively identify and implement innovative strategies to

55、 make the child and family successful in meeting the six commitments to child well-being.Definitions Comprehensive Wraparound Plan (CWP): An individualized plan created for the family by the child and family team at the first meeting, reviewed and updated every 6-months thereafter. The plan will inc

56、lude the familys strengths and needs, the mission statement, a safety plan and names of team members.Cluster:Former process for providing families inter-system service coordination in Logan County; was also a previous state funding stream used to assist families. Logan County FCFC employed a Cluster

57、 Coordinator who conducted case coordination. Child & Family Team (CFT):Family, natural, informal and professional/formal supports come together to conduct joint case planning to assist a family meet challenges that impair their family well-being. There are three levels of child and family teams.Age

58、ncy Level CFT:A family is involved with one agency or system. That agency is able to meet the needs of the family without collaborating with other agencies. Informal CFT:A family is involved with 2 or more systems and typical agency services are not working. In many instances, the lead worker/agency

59、 will self identify as such. If not, Triage will assign a lead worker/agency. Formal CFT:A family is involved with 2 or more systems and a trained facilitator in Wraparound/Strength Based Facilitation is assigned to implement High-Fidelity Wrap Around. Emergency Assistance:Assistance is needed due t

60、o unanticipated family deficit requiring immediate assistance; all community resources have been exhausted for Family and Children First Council funding to be utilized.Extraordinary (Multi) Needs Family: Family whos intensive & multiple needs are not being met by traditional community agency services. The least restrictive single agency service options have been exhausted and the family continues to display multiple needs. In order to keep the family intact, county-wide service coordination is nee