|
3. SOC Development – Parallel
Play
- Established interagency teams
- Minimal system change better systems understanding
- Managers meet to set local policies, agreements, and to
address duplication
- Families still have multiple (maybe less conflicting) plans
- Staff interact and problem solve across agencies but primarily
provide categorical services
- Parents may have token roles on community teams
- Staff begin to understand why other agencies do what they do
4. SOC Development – Starting to
Date
- Established interagency teams that are developing plans for
cross systems families
- Little structured system change, may be working for some
common goal
- Supervisors work together to figure out how to coordinate
services to reach common goal
- Families have multiple plans and a collaborative plan
- Staff interact and problem solve across agencies and begin to
ask "How to help this family?"
- Managers begin to see rationales for consumer orientation and
more parents may have token roles on community teams
- Parents in key leadership roles with clout. Some parents
become staff.
5. SOC Development – Marriage,
the Early Years
- Community Teams are linked to and support child and family
teams teams
- If fiscal incentives are in place, major system restructuring
can occur.
- Policy makers and informal supports have key roles.
- Managers move to oversight and review role, removing barriers
for child and family teams.
- Supervisors interact frequently and are catalysts for quality.
- Families may have multiple plans, but the collaborative plan
has clout and is moving toward an integrated single plan of care.
- Parents in key leadership roles with clout. Some parents
become staff.
|
|
