Continuum of Care. An Orange County group composed of representatives of relevant organizations that serve homeless and formerly homeless persons that are organized to plan for and provide, as necessary, a system of services to address the various needs of homeless persons and persons at risk of homelessness.
Continuum of Care. Contractor will involve client in treatment plans that include a continuity of care plan beginning with the initial assessment focusing on the client’s resources, issues, and strengths. The plans will be evaluated and evolve during the course of the client’s engagement with the Contractor. The plans and any modifications will be documented in the client’s file. Contractor will also document referrals and linkages to other services and providers.
Continuum of Care. (CoC) is a regional or local planning body that coordinates housing and 29 services funding for homeless families and individuals. The CoC strategizes the community plan to 30 organize and deliver housing and services to meet the specific needs of people who are homeless as they 31 move to stable housing and maximize self-sufficiency. The CoC’s plan includes action steps to end 32 homelessness and prevent a return to homelessness.
Continuum of Care. Contractor shall involve client in treatment plans that include a continuity of care plan beginning with the initial assessment focusing on the client’s resources, issues, and strengths. The plans shall be evaluated and evolve during the course of the client’s engagement with the Contractor. The plans and any modifications shall be documented in the client’s file. Contractor shall also document referrals and linkages to other services and providers. Referrals may include, but are not limited to: medical, mental health, legal, dental, educational, vision, housing services and the State Department of Rehabilitation, which assists with financial aid for education and work materials. To ensure continuity of care, the Contractor shall monitor the client’s initial contact and follow-up appointments.
Continuum of Care a. Supervise and staff all aspects of CoC process.
Continuum of Care. The Latino Commission identifies needs and documents in treatment plan. Contractor links clients to ancillary services including but not limited to 12 step programs, Educational Services & ESL, Centro Legal de la Raza, Health Education, Hygiene, Nutrition, and HIV/AIDS, Parenting Education, Medical Services, Mental Heath Services, Vocational services. Contractor is successful with developing relationships with other services providers and local community resources.
Continuum of Care. Needs Assessment Over the last three years, DHS has made significant progress in understanding the therapeutic placement and service needs of children in care. DHS has committed to complete annually a systemwide, population- level needs assessment to identify the levels and types of therapeutic placements children in custody require. Based on three completed needs assessments, DHS has begun to build a continuum of care, relying most significantly on the new EFC program, to meet the varying levels of child placement needs in the least restrictive setting. DHS has also developed internal processes and staffing structures to identify earlier in a child’s case their individual mental health, behavioral and other treatment needs and the appropriate placement along a continuum of care. To complete the annual needs assessment, DHS has used an inclusive approach, reviewing case data for children in care at the end of and during the prior 10 DHS February 2023 Semi-Annual report, page 9. State Fiscal Year who were or whose therapeutic placement needs could have been met in the EFC program, including:11 • children in the EFC program or identified as needing EFC-level care during the year; • children receiving ‘Difficulty of Care’ payments for Levels III, IV, and V;12 • children (ages 4 and over) with four consecutive elevated [child behavioral health] screeners;13 • children with a removal reason of abandonment; • children on the TFC or group home waitlist or denied TFC; • children with a case plan goal of XXXX;14 • children who have disrupted from trial adoption; • children involved with mobile crisis response; • children placed in levels above xxxxxx care settings. Similar to the methodology and approach DHS and the Co-Neutrals have used to establish annual targets for new TFC and traditional xxxxxx homes, the department first established a total need, identifying that approximately 1,173 children could possibly benefit from the support of an EFC placement during SFY23. DHS and the Co-Neutrals then applied a 25 percent reduction factor taking into consideration the department’s capacity under this new, developing EFC program and the current limits to mental health service capacity in Oklahoma. As such, 294 (25 percent of 1,173) was subtracted from 1,173, reaching a new projected need of 879 EFC supported placements. This new total need of 879 EFC placements was then projected over two years to reach a Target Outcome of 440 verified EFC cases for SFY23. As noted bel...
Continuum of Care. During this report period, DHS created a set of eight strategies to build the state’s continuum of care, along with a series of activities to implement each of the strategies. Some of these strategies are more recently developed and others are a continuation, at a more focused level, of ongoing efforts, such as expanding Oklahoma’s TFC placements. Some are intended to align with and support DHS’ expanded strategies to further reduce shelter placements and improve children’s placement stability, as further described below in the shelter use and placement stability sections of this Commentary. The strategies include: • Strategy 1: Develop a process for systematic evaluation and planning for children and youth with complex needs to increase supports and service array for children and families. • Strategy 2: Reduce the number of children and youth 13 and under in congregate and shelter care. • Strategy 3: Reduce the length of time children and youth are placed in congregate and shelter care. • Strategy 4: Expand and enhance the current Therapeutic Xxxxxx Care (TFC) program. • Strategy 5: Develop an Enhanced Xxxxxx Care program with additional supports and services to serve children with complex needs in family-based settings. o Phase 1: Pilot the program to serve children who are currently awaiting higher-level treatment. o Phase 2: Develop Enhanced Xxxxxx Care Program. • Strategy 6: Expand and enhance current Specialized Xxxxxx Care Program (DDS). • Strategy 7: Create an avenue for information sharing and ongoing education with front line staff, supervisors, district directors, field managers and other key stakeholders, increasing knowledge about placement and treatment factors contributing to negative childhood experiences.
Continuum of Care. Contractor identifies and documents the needs in the client’s chart. Contractor will facilitate successful transition of clients to other providers in San Mateo County’s system of care, and will facilitate client access to medical, employment, recovery support and other community services. Contractor will continue to develop and strengthen relationships with other service providers and community resources, developing more of a case management model going beyond making a referral to facilitate client access to ancillary services and/or transition between programs.
Continuum of Care. DHS’ decision to expand its services to provide family-based therapeutic care beyond Oklahoma’s long-standing and privately operated TFC program represents a much-needed paradigm shift in the department’s commitment and approach to ensure children in custody receive the therapeutic supports and treatment they need in a xxxxxx home that best supports their stability, permanency, and well-being. During the report period, DHS created a set of strategies to build the state’s continuum of care, along with a series of activities to implement each of the strategies. Some of these strategies are 19 The next steps in the TFC authorization process will continue as previously conducted. The TFC agency that accepts placement of a child based on a preliminary authorization (also referred to as a “sounds like” decision) will begin TFC services and the formal clinical assessment that OHCA will then review to make the final TFC eligibility and authorization decision. As of this report writing, DHS reported no concerns with respect to OHCA disagreeing with or reversing DHS’ preliminary authorizations. more recently developed, such as the new EFC program, and others are a continuation, at a more focused level, of ongoing efforts, such as expanding Oklahoma’s TFC placements. Some are intended to align with and support DHS’ expanded strategies to further reduce shelter placements and improve children’s placement stability. As further described below in the shelter use and placement stability sections of this Commentary, the continuum of care strategies include efforts to reduce the number of children and youth ages 13 and under in congregate and shelter care and the length of stays in these facilities. To support the development and use of a continuum of care in Oklahoma, DHS made several significant organizational changes. First, DHS merged its TFC program with its Xxxxxx Care and Adoptions Program to streamline its family-based placement process, strategies, and resources. The Co-Neutrals had long supported this merger. Second, DHS created a new executive team position, Deputy Director for Placement Programs, under whom all placement programs are now managed. Finally, DHS’ Specialized Placements and Partnerships Unit (SPPU), which manages the department’s group home and institutional programs and works with shelters and higher-level settings, including placement decisions, services, and facility liaisons, was moved and is now part of this new consolidated placement team. DH...
