The stronger your community system of care, the better outcomes you can expect to see for your families. Most agencies want to work with other agencies to meet the needs of children and families and to provide access to needed services and supports for these families.
Developing an integrated system of care requires multiple strategies at multiple levels. Agency and community leadership partner with representative youths and families to do community assessment and development. Supervisors work across agencies to support integrated policies and practice. Wraparound staff build on the above activities to create integrated plans and process one youth, family and team at a time.
Wraparound staff are in a unique position to support system of care development and to identify barriers to challenges with the system. Since wrap staff interact with so many facets of the system of care for their families each and every day, they are uniquely situated to notice problems, resource miss-allotments, and other challenges to providing superior care.
If wrap staff help identify them, these barriers and challenges within the system of care can be addressed by agency supervisors and managers. They will also have the chance to positively influence families, community members, mental health professionals, and others towards the wraparound process. Each new team member who has a successful experience with wraparound will add more support for wraparound and the system of care, and these team members will share their support with peers.
Just as wrap staff use the Theory of Change (TOC) to help guide the wraparound process for individual families, they can also use the TOC to identify system challenges. When they hit a point that makes following the TOC more difficult, they know you have identified a system problem worth passing along to their supervisor.