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THE ALLIAN CE
>>,
Volume 1, Issue 1
NO\~ember 2001
Community-Based Care in
Florida
Florida's legislatively mandated plan to transition the child
welfare system to community- based care will be the largest and
most ambitious initiative of its kind in the country. The state is
making good progress and the children served are reaping the
benefits.
LEGISLATIVE MANDATES
In 1996, the Florida Legislature mandated that the Department
of Children and Families (DCF) establish pilot programs during
fiscal year 1996- 97 that privatized child welfare services through
contracts with community-based agencies. The stated purpose
was to strengthen the support and commitment of communities
to actively participate in the care of children and families within
the child protection system and to increase the efficiency and
accountability of the system. One of the four original pilots,
Sarasota county in District 8 remains fully intact.
Additional sweeping legislation was passed during the 1998
legislative session. Florida Statute 409.1671 amends the original
privatization legislation in several significant ways. DCF had to
submit a plan by July 1, 1999 for privatizing all foster care and
related services by 2003. The legislation defined" related
services" as family preservation, independent living, emergency
shelter, residential group foster care, therapeutic foster care,
coII/illlled 0/1 page 2
INSIDE THIS ISSUE
1 Community-Based Care in Florida
1 Welcome to the Alliance
3 Putting Ourselves in Their Place
by Luanne Panacek
4 Kansas Child WeHare Reform
by Dr. Patricia Sokol
5 Alliance Contest
w=-,....,.... Announcing ,....,....~
A New Communication from
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Communities Building Better lives for
Children and Families
Welcome to the inaugural issue of the ALLIANCE, a
quarterly newsletter designed to inform and educate the
500+ members of 32 Community Alliances covering all 67
counties in the state of Florida. The ALLIANCE contains
a diverse collection of information and educational articles
tailored for people participating in the local Community
Alliances. Created by the central office of Community-
Based Care (CBC), Department of Children and Families
(DCF), this newsletter is another tool used by CBC to
actively support emerging private-public partnerships.
Published quarterly and distributed primarily through
electronic means, this newsletter will contain information
on Florida Community-Based Care issues, Community
Alliance topics and activities, updates on the Community-
Based Care initiatives across the nation and other related
articles of interest. The ALLIANCE will be distributed to
members of Community Alliances, whose function it is to
ensure community participation as state- provided Child
Protective services are assumed by local, high quality non-
profit human service agencies.
Please make as many copies and distribute this newsletter as
you see fit. These newsletters will be posted on the DCF
website and can be located by going to:
http://wwwS.mvflorida.com/cf web/m\.florida2/healthhu
man/publications/pubs.htmL Once you arrive on the
"publications" page, scroll down to the section titled
Community- Based Care where you will find the newsletter
in a pdf format ready for viewing or do"nload. .!21
IA. ..!ltX/IIiC /
CBC ilf F/onda - mlftilflled pm jJage !
intensive residential treatment, foster care supervision, case
management, post-placement supervision, adoption,
permanent foster care, and family reunification. In 2001
the statute was amended to say" include, but not limited to
.." (the stated programs). Child protective service intake and
investigations - the only child welfare services not covered
by privatization- will remain in the public sector, to be
managed by the department, or by the sheriff's
departments. in some counties.
Over time, the "label" describing the initiative has changed
from privatization to community-based care (CBC) to
better reflect the true intent of the legislative mandate and
the mission of the Department: "... to work in partnership
with local communities to ensure the safety, well-being and
self-sufficiency of the people we serve."
The state has sought input from hundreds of stakeholders
in dozens of focus groups in all districts to get a sense of
how the system could be further improved as the state
makes the transition to community-based care. The
Department was particularly interested in building
partnerships in the community to significantly impact the
quality, effectiveness, and efficiency of services at the local
level to support the Lead Agencies. Based on the success
of such efforts in the Sarasota pilot, Florida Statute 20.19
was enacted in 1999, making the Community Alliance the
central point for broad- based community input and
collaboration. The Alliances are comprised of mandated
partners and other community stakeholders including
community leaders, client representatives, and funders of
human services in each community.
While the legislation in Chapter 20 listed specific duties for
Community Alliances; it did not limit the scope. As stated,
Community Alliances will provide for resource utilization
and development, needs assessment, establishment of
community priorities, development of outcome goals,
provision for community education and advocacy, and
promotion of prevention and early intervention services.
Currently, there are 32 Alliances representing the interests
of communities in all 67 counties in our state.
Key Features:
. Florida's Community-Based Care Lead Agency model
will be statewide.
. Lead Agencies will be "competent, community-based
nonprofit agencies or public entities."
. The state, through an Invitation to Negotiate (I1N)
process will select Lead Agencies, each responsible for a
geographic area that is no smaller than a county.
. The Lead Agencies will work in partnership with the
department and a diverse group of community
stakeholders.
. The Lead Agencies will operate under a global budget
transfer, assuming close to full risk for the costs of all
child welfare services and supports needed by all enrolled
children and families.
. The state expects full implementation of CBC by 2004.
. The state recently established a Risk Pool that providers
can access when the number of new cases increases by a
predetermined percentage.
. Lead Agencies have the opportunity to access other
funding sources including Medicaid.
. Lead Agencies can individually design their service delivery
system to meet the needs of their community.
GOALS
The principal goal is to achieve better outcomes for
vulnerable children and families served by child welfare. In
the Invitation to Negotiate (I1N) competitive procurement
process, the Department cites goals that are consistent with
the Adoption and Safe Families Act and other legal
mandates. For example, the Department cites these broad
goals in their recent ITN's:
. Children experience safety and will be protected from
abuse and neglect.
. Children will have timely permanency and stability in their
living situations.
. Children "ill experience improvements in functioning and
well being.
. There will be increased community ownership of the child
protection system.
POPULATION
As previously noted, the Lead Agency will serve all children
and families in need of foster care and related services. The
state has developed a projected timeline for the complete
phase-in of community-based care statewide. (The time line
may change as community readiness will drive when the
initiatives are actually launched.) When fully implemented,
the CBC Lead Agencies will serve over 70,000 children and
families each year.
ROLES AND RESPONSIBILITIES
Lead Agencies
The expectations are that Lead Agencies will create and
sustain more efficient organization and management of
service delivery. They are responsible for:
. Creating service delivery networks
. Assuring access to a full array of services and supports
. Ensuring care management/ care coordination through
coordinated case management
. Stimulating stronger community ownership, involvement
and investment
. Coordinating and integrating community resources
. Ensuring financial oversight and management
. Developing and using a system of care model that includes
enhanced prevention and early intervention
COlfh;'lIed Olf jJage 6
,/Ie. ~l/b;I/Ja- 2
Putting Ourselves in Their Place:
Septennberll,2001
Luanne Panacek
EXf(lIIII'e Direc/or q/lbe Cb/ldren j- Board q/ H/I/.rboTOlrgb COHI/(J
As you know much has changed in just a couple of days. I
have kept a journal since I was in high school and, if you'll
bear with me, I 'd like to share with you what I wrote at
midnight on September 11th.
"We have fled Washington D.C. today. Never in my lifetime
would ~ have believed that I would have to flee anywhere in
the Uruted States. We were lucky to get a rental car since the
city was in absolute pandemonium. Right around the same
time the first plane was crashing into the World Trade
Center, my boyfriend was supposed to be landing in New
York Gty. I called him and after three frantic anempts, I got
through to him. He was in an airport limo watching
everything unfold in front of him. He was screaming over
the phone about how unbelievable the sight was. I could tell
from his voice that he was scared, but all I cared about was
that he was safe. Then the second plane hit the second
towe.r. People ~tarted to call me frantically on my cell phone,
my SISter, beggmg me not to fly home that day from D.C.
Then I started combing the hotel trying to find Barbara,
Tana, Ed, anyone... because it occurred to me that what
was happening was too well orchestrated and that we were
sitting at ground zero in D.C.
Then something did happen at the Pentagon. People in the
hotel started getting upset, crying, running around not sure
where to go to be safe. It was still unclear what had
happened at the Pentagon, a bomb or a helicopter or plane
crash, when they announced that a car bomb had gone off at
the State Department, the building immediately behind us.
Two loud explosions scared everyone and they reported that
maybe two more bombs had gone off at the Pentagon. Then
the :v reporter said no those weren't explosions, those were
soruc bo.oms of ~he fighter jets taking off to intercept
another Jet headmg toward Washington. My cell phone was
ringing every minute but no one could get through and I
couldn't get out on my cell phone or any of the hotel phones.
I had 14 voice mail messages in less than 10 minutes. But I
co~ldn't.do. anything to let anyone know that I was OK. Very
qUIck thinking on the part of Barbara (a colleague), who said
we needed to get out of Watergate Plaza as quickly as
possible, is the only reason we were able to get a rental car.
She said by the time she got to Avis there were no cars left
and the place was nuts.
As we crossed the Memorial Bridge, the same place I walked
th~ n:oming at 8 am, we watched the Pentagon bum. It's
nudn~ght now, afte.r driving all day, and I'm still shaking. As
we said countless times to each other and silently to
ourselves today in the car, we are so grateful to be alive and
grateful to be on our way home." (End of Journal entry.)
9-13-01:
I will spare you the details of the trip from there to here with
six people and their luggage in a vehicle meant for four. I
can t~ll you that. there were no rental cars available anyplace
we hit after leavmg D.C. without a $1500 price tag attached
to the regular fee. I am thoroughly exhausted, and shaken
and numb, haven driven in last night at 11:00 pm. I feel that
way and I was much further from the terror and chaos that
thousands and thousands of others experienced.
It occurred to me in the last two days that I have spent most
of my adult life trying to find a way to adequately express to
th: avera.ge person, in a real and visceral way, what 1 out of 4
ch.ildren. m our community experience in their daily lives...
thiS feeling that you and I have experienced over the last two
and half days comes very close. The terror of abuse and
neglect, the violence around them in everyday life, the
unpredictability of the violence, the unavailability of
nec~ssary resources, particularly those taken for granted by
us, like food and safe shelter...these are the things that as
many as 60,000 children in Hillsborough county deal with
daily.
It is not just the presence of violence itself that is so
devastating nor the lack of basic necessities. It is the
com~lete inabili~y to control or predict what will happen
next m your environment that is so insidious. Real, honest
~o ~?d te:ror, i~ a part of the lives of these kids daily. And it
IS ltvmg WIth this kind of unrelenting terror, that breeds
violence in children and adults. Perhaps you already
understand this.
~ we offer our compassion and prayers for all those most
directly affected by the terrorist attacks of two days ago,
~lease .do t~e same for the children here and everywhere who
live daily WIth terror but who aren't as equipped as us adults
to handle it.~
II". .//I;jIM j
Kansas Child Welfare Refonn
Patricia Tennant Sokol, M.S.W., D.P.A.,
Director, Con.rorlill/?/ fir C/;;Id Welfim Stlldia, Lolli.r de la Parle
Florida Almtal Health In.rtitllle
Many of you have expressed interest in what other states are
doing to develop community- based systems of care for child
welfare. Through a series of articles in this newsletter, we
will examine what other states are doing in community-based
systems of care for children and families. This initial article
will explore the Kansas Child Welfare Initiative.
The state of Kansas is a pioneer in child welfare reform,
starting their statewide community- based care system reform
in the mid-90s. Beginning in 1996, Kansas "privatized" three
components of their child welfare system: 1) family
preservation, 2) adoption, and 3) foster care. This initiative
has resulted in dramatic positive outcomes.
The following is a sample from the first four years of the
Kansas initiative illustrating the positive results from these
three components for children and their families:
CORE V ALVES OF SYSTEMS OF CARE:
. Child-Centered
. Family-focused
. Community-based
. Culturally competent
OUTCOMES
Adoptions: There were 730 cases transferred to the Lead
Agencies statewide. In the first year there was a 44%
increase in adoptions. In the second yeartheyexperienced
an 81 % increase in finalized adoptions.
Family Preservation: All new cases are assigned to the
Lead Agencies and no cases were transferred from the state
operatIon.
. 99% of the children served have remained safe and did
not require removal from their families during program
partiCipatIOn,
.96% of the children have continued living safely with
their families six months after treatment, and
. 94% remained in their homes throughout this period.
Foster Care: Over 3,400 children were transitioned to the
Lead Agencies at the beginning of the initiative. Within a
short transition time frame for such a large number of cases,
most of the outcomes established by the state were met.
By examining the performance standards stipulated in
Kansas' contracts with the community-based care agencies
we can see that community- based care is helping to improve
the quality of life for the children served.
Year 4 Average
contract of all
standard Kansas
KANSAS OliTCOME CBC
(2000) agencies
Children in the care and
supervision of the contractor will 98% 99.6%
not experience confirmed
abuse/neglect while in placement
Children will not experience
substantiated abuse/neglect 98% 99.6%
within 12 months of reintegration
Children referred to the
contractor will have no more than 70% 86.2%
three placement moves
subsequent to referral
Children will be placed with at 70% 69%
least one sibling
Children who are reintegrated do
not re-enter out-of-home 80% 72%
placement within one year of
reintegration
LESSONS LEARNED
The state and lead agency staff in Kansas are very open
about the Lessons Learned from their experiences. Many
writers concentrate on the financial aspects of the lessons
learned, however we are exploring systems issues and lessons
learned.
1. The initiative had a positive, unanticipated affect on the
Kansas child protective services system by freeing state
child protective services workers to do a better job at
the "front-end" of the system. However, "... many
state staff felt a sense of professional loss as their role
shifted away from direct work with the families."
(Markowitz & Schafer, Lessons from the Kansas Child
Welfare Initiative, Children's Vanguard, November,
1998.)
2. Manage by outcomes - State agencies are often tempted
to demand detailed and voluminous data in the "process
arena", counting number of days to do a particular job,
the number of sessions one has attended or delivered,
etc. In this new framework, the emphasis must be
placed on outcomes more than process; whether
children remain safe, how often children are moved
from one out-of-home setting to another, or how
quickly they reach permanency.
cof/hill/ed Of/ pgge 5
I be . .1//;;,,1<>' 4
Kansas - ClJflllil/lfd .fvm page -I
U!lyolIlJ/a/lt1ge 0'process YOlllllldermllle /Oe proriders' abi/IIY /0
be 11I1I0t'a///'f alld create sO/II/lollS oil/side /be box, "says January
H. Scon, President and CEO, Kansas Innovations, Inc.
The next issue is how to present the outcome data. It is
best to share all data openly even with the risk that there
are those folks who will put a negative spin on the data
and therefore the system reform it supports. "If state
and lead agencies consistently and honestly report true
outcomes, they can effectively combat anecdotal horror
stories and half-truths, and keep the focus on what is
really happening to the children and families they serve."
(Markowitz & Schafer, 1998.)
3. Community-based systems of care - In child welfare the
successful management of the services for children and
their families depend on several players in the
community. Of significant importance, besides the lead
agency, are the courts, the protective service workers
and the sheriff's office Oawenforcement). All must
jointly and collaboratively accept responsibility for the
goals and outcomes of the community- based system of
care in order for it to function properly. This can not be
a 'top down' approach to community systems, but must
grow out of the desire of the local community to do
their very best collaborative work for the children and
families in their own community.
"COI/lli{g 1f{!fe/IJer ;j- t1 ;J{jllillli/{g, klhi{g Iqge/IJer is
a pm(eJ'J~ (lIId JPol'le;i{!f 1f{!fe/lJer is Slltt:'m: "
Hell!)! Ford
4. Establish a baseline of information before implementing
system reform - It is crucial for state agencies planning
community-based system of care reforms to establish a
baseline of performance before the initiative begins.
Only in this way can they objectively compare the
performance of the new and old systems and counter
the inevitable criticism cast on the reform through
hearsay, anecdotal stories and adverse events that are
unavoidable in any child protective service system.
(Markowitz & Schafer, 1998.)
To be successful, community- based systems of care require
the commitment of all community partners and the state
agencies to develop the best system of services for children
and their families in their local community. As Kansas very
candidly reports, the state agency must allow the community
to develop their own system of care that matches the
strengths and needs of that individual community.
The greatest effect that a state agency can have when
designing a major system reform such as we have in Florida
and has been accomplished in Kansas, is to allow the local
communities and their Lead Agencies to design the process
of how they will deliver the mandated services and then hold
them accountable for the achievement of outcomes. Only in
this way will the local communities and their lead agencies
have the ability to be creative and innovative in their design
of their own community-based system of care.
References:
1. Markowitz & Schafer, Lessons from the Kansas Child
Welfare Initiative, Children's Vanguard, November 1998.
2. Telephone interview with January H. Scon, President and
CEO, Kansas Innovations, Inc. (785) 274-3800 -
iscorr@kii.com. ~
NAME THE NEWSLETTER
CLAIM THE PRIZEI
What should we name this newsletter? Do you or
any member of your Alliance have some suggestions?
Why not put on those "creative" thinking caps and
submit one idea, or several suggested names to us?
There is no limit on the number of names you can
submit. What a great way to have some fun and help
out, too!
The O>mmunity- Based Que central office is now
accepting entries for the "Name the Alliance
Newsletter" contest and will continue to accept
suggestions through the last week in December. A
committee will vote on all names submitted and the
winning submission will be announced when
Newsletter # 2 is published in January; 2002.
The winning name will be become the official name
of the newsletter and a unique gift, reminiscent of
"old Florida" will be awarded to the person! Alliance
providing the chosen name. Now is your chance to
"think outside of the box" by helping us name this
exciting new product from the O>mmunity- Based
O1re office.
Please send all submissions to:
~ or mail them to us at:
O>mmunity- Based O1re
Building 2, Room 202
1317 Wmewood Blvd.
Tallahassee, FL 32399-0700
11'1' , . ///;;llm' f
CBC ;" Fiend: - IM//Hued ;rom page 2
ROLES AND RESPONSIBILITIES (Continued)
Department ofCbildren and Families
. Facilitate the preparation and transition of the care and
supervision of children and families to local Lead Agencies
. Coordinate with local and statewide planning groups in
identifying and remedying challenges
. Negotiate and oversee Lead Agencies contracts Monitor
performance and ensure all state and federal
protections for children are enforced
. Provide statutorily mandated pre-service and in-service
training and technical assistance to Lead Agencies
. Define statev.~de outcomes/indicators and ensure quality
assurance
When fully implemented, it is projected that the CBC
initiatives will privatize the positions of approximately 3,500
current DCF employees. Many of those employees will
transition to the Lead Agencies.
QUALITY AND ACCOUNTABILITY
Each Lead Agency contract defines core outcomes and
indicators and describes how Lead Agencies will be held
accountable. Basic outcomes for Lead Agencies include
indicators related to:
Safety- children will live in an environment that is free from
abuse or neglect.
. Permanency- children served by the child welfare system
will live in safe, permanent homes within the time frames
established by ASFA.
. Appropriate placements - children's placement settings
will reflect their level of need.
. Functionality and well being will improve in various
functional areas as a result of the services they receive.
. Satisfaction and Involvement- children and families will
be involved in all phases of service planning and delivery.
. System performance standards related to access, quality as
evidenced by accreditation, licensing, and grievance and
appeals requirements
FLORIDA'S CURRENT COMMUNITY-BASED
CARE INITIATIVES
Beginning in January 1997, the state agency transferred
responsibility for coordinating the care of all children in the
child welfare system in Sarasota County to the Sarasota
Coalition for Families and Children, with the YMCA
functioning as the Lead Agency. A few years later the YMCA
expanded to Manatee County and most recently is in the
transition! start-up phase in Desoto County.
The YMCA Coalition is responsible for all children who
need protective services, foster care, and adoption services.
Last year, the YMCA served approximately 2800 children
with a $15 million operating budget. All services following
initial investigation are the responsibility of the Lead Agency.
The Legislature mandated Pinellas and Pasco Counties,
formerly District 5 and now counties within the Suncoast
Region, to be the first to complete the transition to CBC.
Assisted with more than $1 million of start-up funds, Family
Continuity Programs, Inc. entered into a transition contract
in 2000. The service contract has a projected budget of
approximately $25 million. This Lead Agency has phased in
all children and families in the child protection system as of
April 2001.
The department is currently in the process of selecting a
Lead Agency in response to an Invitation to Negotiate (ITN)
in Duval County Oacksonville), and negotiating transition
contracts in Hillsborough, and Palm Beach counties. The
Lead Agency in Flagler & Volusia is in the midst of transition
and will begin negotiating the service contract in the fall of
2001. The award in District 1 is under review and should be
resolved shortly.
"Neighborhood and community-based work today is being
driven from a central, real-life core (individual, family,
neighborhood) outward, as opposed to implanted (imposed)
from the outside in by fixed bureaucracies, organizations,
and programs. This approach means that organizations must
listen and respond to the needs of all types of individuals and
families in unique neighborhoods and diverse communities.
The theory is that people know their problems; they know
their solutions to their problems; and they have the resources
to solve their problems. People are experts on themselves;
the organization's job is to coach them and to help them
discover their own strengths. The approach is not a negation
of problems, it is simply a different more constructive,
positive and respectful one."
Emenhiser, DL; King, DW;Joffee, SA; Penkert, KS. (1998)
NelJPork.r, ilfflger.r, & Partner.r/Jip.r in a 11fanaged Care
f:,/mronmenl. CWLA Press, Washington, DC. .Q1
ALLIANCE DEFINITION
An Alliance is a group of stakeholders, community
leaders, client representatives and funders of
human selVices which functions as a focal point
for community participation and governance of
community-based selVices. An alliance maycover
more than one county. The alliance shall
represent the diversity of the community.
l/li'. .i//';/Im' 6-
De;velopillg (l Con1munity Alliance
The first steps toward the
community setting goals,
standards, and measurable
outcomes for social services in our
county.
The Role of the
Community Alliance
in Seminole County
is to
Shape the Relationships for Dealing with Problems
Not to make the Relationships
The Community Itself
and the Providers of Service will make
those Relationships.
I. Alliance Goals & Roles I
2
What is the mutual goal for our
Alliance?
We all want better outcomes for
vulnerable residents of our
County, especially for children
and their families.
I Alliance Goals & Roles I
3
What is the Community
Alliance?
The statute states that . . . "The Department shall,
in consultation with local communities,
establish an alliance of stakeholders,
community leaders, client representatives and
funders of human services in each county to
provide a focal point for community
participation and governance of community-
based services. The alliance shall represent
the diversity of the community."
I Alliance Goals & Roles I
4
What is the Alliance to do?
. Undertake planning for resource utilization.
· Conduct a needs assessment and set community
priorities.
. Decide on community outcomes for programs and
.
servIces.
. Be a catalyst for developing community resources.
. Educate the community and be an advocate on
issues related to the delivery of services.
. Promote prevention and early intervention services.
I Alliance Goals & Roles I
5
Who are the Statutorily defined
members?
· The local DCF district administrator
· A representative from county government
· A representative from the school board
· A representative from the county's United Way
· A representative from the county's sheriff's office
· A representative from the circuit court
corresponding to the county
· A representative from the county's children's board
(if one exists)
I Alliance Goals & Roles I
6
Here are some questions that the
Alliance will want to answer . . .
· Have we, in this county, done a good j.Qh for our
children and families?
· Are our services good enough for our own families?
· Are we maximizing the use of all of our resources?
· Are we spending enough to prevent problems?
· Have we reduced the barriers for families to get the
help that they need, and can families get this help
early on, and can they get it easily?
I Alliance Goals & Roles I
7
Questions to be answered
(Con't)
· Have we as a community defined the types of
services that WE need, and do have WE have
a system of care that has a full array of
services?
· How can state agencies partner with the
community to reach our goals?
· How can we make things better for the
vulnerable residents of our County?
I Alliance Goals & Roles I
8
What is the primary role of our
Alliance?
Planning and System Design
· Develop needed array of services and have a
plan for service delivery.
· Identify local and state resources and
coordinate their delivery to our residents.
· Identity other community partners who need
to be "at the table."
I Alliance Goals & Roles
9
What is the ongoing roles of the
Alliance?
· To ensure that our resources are having the
maximum impact on local problems.
· To create incentives for local funding.
· To create incentives for improved
performance by providers.
· To encourage more efficient performance by
all service delivery agencies.
I Alliance Goals & Roles I
10
Who develops plans and does
the research?
· The Alliance may commission groups,
organizations or committees to develop plans and
conduct research in areas of interest to it.
· The Alliance then reviews the plans and research
and takes action based on those submissions.
· The Alliance does not represent anyone faction in
the county, but represents all of the people in the
county.
I Alliance Goals & Roles I
11
Local Agencies
-United Way
- Health & Welfare
Groups
- Mental Health
Association ~
-Etc. )J
Local Public ~
Agencies
-School Board
-Sherifrs Office
-County/City
Governments
- Police Departments
- Etc.
The Public
(as represented
by the Alliance)
The
Children and
Families we all
Serve
11
Funders
-United Way
- Local
Governments
-Foundations
-Others
Providers
- National
- Local
- For Profit
V -Not for Profit
~ State Agencies
~ -DCF
-DOE
-DJJ
- Health Department
-Court System
- Elder Affairs
- Etc.
What is the Role of DCF?
· To facilitate change, not to be the only change
agent.
· To coordinate with other interested groups to solve
. community-wide problems.
· To ask the Community, as represented by the
Alliances, to set priorities.
· To work with groups and providers to seek
workable solutions to the problems.
· The role of the Community is expanded, with
answers coming from the Community.
I Alliance Goals & Roles I
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