Oregon is nationally recognized for implementing family meeting practice. Despite this commitment to and a long history of valuing family meetings and Family Find, Oregon has had a reduction of FGDMs and an inconsistent implementation of Family Finding. In a recent needs assessment conducted with central office consultants spanning the programmatic range from in-home, to child protective services, to permanency and adoption practice, the consensus was that lack of front-end engagement was the greatest need. Increased effectiveness in front end engagement was deemed crucial to improved outcomes across the age span and across programmatic areas, including poor youth outcomes and delays in realizing adoption. The consultants noted that while there was a widespread value-support for the models, the missing element was infrastructure supports such as protocols, policies, and clear job descriptions to support the work.
Family Connections Oregon Makes a Difference
Family Connections Oregon will make significant contributions to the understanding of implementation science by demonstrating how to align the three infrastructure drivers of staff development, infrastructure change, and clarity of leadership vision to promote sustainability of a model practice. Specific infrastructure changes anticipated include:
- A staffing model that is sustainable for these and other counties in Oregon
- A model of sustained funding that can assure continued availability of the model after the grant
- Clear protocols, policies, job descriptions and practice models embedded in policy, and communicated to field staff through training, by management, and through supervisory coaching
- Training programs on the model available for incoming staff and coaching models available as staff advance in the agency
Task Force Membership
View our complete Task Force Membership list and learn about our subcommittees below.
The Model Subcommittee was built upon the foundation of the Family Connections Oregon Intervention. It will provide a thoughtful and comprehensive written recommendation regarding the essential key elements and best practices that need to be sustained in Oregon’s final Family Connections Model, as well as areas in which customization of the model to its geographic area will enhance and not compromise the effectiveness of the agency’s work with families.
|The Infrastructure (Business Processes, Funding and Data) Subcommittee will develop a strategic plan for a statewide infrastructure that is integrated and aligned with agency policies, practices, data, funding and OR-Kids, to assure the practices are sustainable.||Laurie Price|
|The System Engagement and Alignment Subcommittee will develop a strategic plan for identifying, communicating, engaging, and securing alignment from a range of mission-critical leaders and systems. In addition to developing the strategic plan, committee members may play a role directly in the engagement of system leadership.||Katharine Cahn|
|The Workforce Development Subcommittee was built upon the foundation of the Family Connections Oregon Intervention and the design recommendations of the Model Committee. This subcommittee will provide a written recommendation regarding the staffing, recruitment and training strategy for key personnel needed to implement and sustain the statewide Family Connections Model.||Marty Lowrey|
|Family Leadership Subcommittee will develop a strategic plan for the creation of a Family Leaders Association or Organization whose purpose will be to advise Child Welfare at the state level on policy and implementation across a range of initiatives. In addition to the development of a strategic plan, the Family Leadership Subcommittee may play a role directly in the creation of this organization.||Jennifer Kelly|
February 2013 Meeting
September 2013 Meeting
January 2014 Meeting