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The Ohio Caseload
Analysis (CLA) Initiative initiated the development of this guide as part
of the Concurrent Planning model CLA was developing in 2004-2005.
CLA which began in
Ohio
in May 1998, consist today of the following counties,
Athens
, Coshocton,
Guernsey
, Logan and Tuscarawas. With
major support from the Ohio Department of Jobs Family Services, CLA set
out to develop an initiative that would (1) develop and document a
best-practice approach for child protection; (2) implement this approach
across a range of counties; (3) prove the success of the initiative by
measuring its effectiveness; (4) continuously improve its approach; and
(5) develop and document a framework and approach for implementation that
other counties and states could follow.
Ohio Caseload Analysis is
defined as: a
model that has been tested and refined by the counties since 1998.
It represents a comprehensive methodology to drive safety and
permanence in child protection services and to support consistent,
systematic delivery of family-centered, strength-based services.
It includes innovative practice technologies which encompass family
assessment and service planning, while striving for a balance between
workload and available hours. It
emphasizes Organization Development to build readiness and maintain a
strong foundation – with an emphasis on sound fiscal management,
data-driven decision making, collaboration with community resources and
continuous improvement in both practice and outcomes.
The CLA Counties felt
strongly that CLA should be a model that would be developed and
implemented by directors and supervisors.
The model has been created to allow an agency to change practice
from the top-down with an emphasis on process management and continuous
improvement. By taking this
approach, CLA allows agency leaders to take an overall inventory on
practice; how the agency serves its “customers” at all levels, and
assess how family-centered and strength-based the agency is practicing.
Then by implementing the CLA model, tools and measures, the agency
could enhance management skills to
positively impact the day-to-day practice of its workers and the services
children and families receive.
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