Statement of Intent 2006 - Focusing on continuous learning and improvement - our work
This section describes Child, Youth and Family's initiatives, at different stages of development and implementation. These are aimed at improving our services, enabling us to achieve our outcomes and a high quality in all we do.
Quality Services
Over the next three years the following initiatives will be crucial to continued improvement of our service quality:
Strategic Initiatives
| Implementation of the Differential Response Model for notifications of child abuse or neglect | The Differential Response Model (DRM) acknowledges that no single, prescribed response will be appropriate to all reports of child abuse or neglect. The DRM is a redesign of the way Child, Youth and Family responds to Care and Protection reports according to a menu of options outlined in proposed amendments to the Children, Young Persons and Their Families Act 1989 (CYP & F Act).
It also enables closer collaboration with community service providers to ensure the most appropriate response in each case. Testing of the DRM has already begun, and the model is scheduled for introduction throughout the country in early 2007. |
| Implementation of the Permanency policy for children and young people in care | The Permanency policy, developed in 2004/2005, aims to help Child, Youth and Family build enduring living arrangements for children and young people in care, so their sense of belonging, attachment, continuity and stability can be established.
Children and young people who have been abused or neglected have a heightened need for security and emotional constancy, and the policy recognises the value of a lasting, nurturing primary relationship with an adult or adults. The policy provides a more structured and consistent framework to guide frontline social work staff in the preparation of permanency plans for children in care, including those who are being cared for by family or whanau. Implementation includes the provision of guidelines and training for Child, Youth and Family staff. The initial priority is the development of permanency plans for children under five. |
Other Initiatives
| Development of service strategies to meet the needs of children, young people and their families | We will be developing services to provide the appropriate response to children, young people and their family’s needs. This may involve both the expansion and extension of existing services delivered by community service providers, and the development of new services that effectively meet identified needs. |
| Enhancing Family Group Conferences and Family/Whanau Agreements | Family Group Conference and Family/Whanau Agreements are key decision-making and implementation mechanisms for Child, Youth and Family and our clients. We are reviewing current practice and will implement any improvements required. |
| Implementation and further development of the Practice framework for social work | Child, Youth and Family’s Care and Protection
Practice framework is a key mechanism for strengthening
practice with children and families in New Zealand.
Designed as a tool for practitioners, the Practice framework
integrates three perspectives: child-centred, family-led
and culturally responsive, and strengths and evidence-based.
As a concept, it provides stakeholders with a clear understanding of what is important to our work, how this informs our interventions with children and families, and how it links to positive outcomes for children and young people. As a tool for practitioners, it provides theoretically informed intervention logic and a set of triggers to support best practice. Practice frameworks will also be developed to guide practice in Youth Justice and residential care. |
| Implementation of the Quality Assurance framework | The framework provides a systematic guide to development and implementation of continuous quality improvement systems across Child, Youth and Family. This involves defining, measuring and improving quality, underpinning all systems and processes of Child, Youth and Family. The process will enable Child, Youth and Family to maintain a culture of continuous learning and improvement. |
Challenges
Delivering excellent services requires Child, Youth and Family to function effectively and efficiently. We need to monitor and evaluate our operations, build on strengths, address weaknesses and be innovative in responses to opportunities for service improvement. As highlighted throughout this section, working effectively with others is an increasingly important part of our strategic agenda. We will be all the more effective in the wider Social and Justice sector environment, if we bring to it the credibility and expertise of a high-performing and innovative service delivery group.
Building Our Knowledge and Acting on it
Building our knowledge about our business including the effectiveness of alternative interventions to achieve our outcomes is crucial if we are to deliver high quality services. Over the next three years, the following initiatives will be crucial to the further development of Child, Youth and Family’s capacity to meet these aims.
Strategic Initiatives
| Development of the Management Information and Systems programme | The Management Information and Systems programme is
a suite of seven inter-related projects designed to
develop Child, Youth and Family’s focus on continuous
learning. The programme is working towards the production
of the first iteration of an integrated data store in
early 2006. This will enable users at all management and supervisory levels to access all data relevant to their role through a single portal, regardless of the application it is processed through. |
| Implementation of Youth Justice Capability Review recommendations | The review is a comprehensive assessment of the capability
of social workers and supervisors to deliver Youth Justice
services, encompassing all staff and National Office
systems and processes for Child, Youth and Family. Phase one identified issues with the delivery of Youth Justice services. Phase two is focused on developing a Youth Justice service process model that describes Child, Youth and Family’s roles and responsibilities under current legislation. The completion of this has assisted Child, Youth and Family to define the level of resources needed to deliver Youth Justice services. Phase two is also focused on the implementation of the service process model and associated systems and resources required to support staff to deliver quality Youth Justice services. |
| Other initiatives | |
| Implementation of the Child, Youth and Family Research and Evaluation strategy | This strategy incorporates development of a strong capability to provide more rigorous evidence to guide decision-making. Research and evaluation have become part of the business as usual operation of Child, Youth and Family. The strategy also forms part of a wider programme which takes into account new facilities provided by, for example, the Management Information and Systems programme. |
Other Initiatives
| Implementation of the Child, Youth and Family Research and Evaluation strategy | This strategy incorporates development of a strong capability to provide more rigorous evidence to guide decision-making. Research and evaluation have become part of the business as usual operation of Child, Youth and Family. The strategy also forms part of a wider programme which takes into account new facilities provided by, for example, the Management Information and Systems programme. |
