The Spectrum of Care is graphic wholey presented (p. 33) not as a linear spectrum, but as a wheel or cycle, each stage star logically into the next. Although it is acknowledged that courses of action may diverge at divers(a) points around the wheel, an impression of sequence pervades the graphic picture, with its clockwise progression, as well as the written characterization of the spectrum.
The Spectrum of Care does not appear to be a mere borrowing of pattern concepts in the field of child care support. Thus, for example, the "conceptual modelling" presented by Solnit, Nordhaus, and Lord (1992, pp. 3-7) does not present preventative leading to value care as merely one in a series of family services, but as an particular(a) intervention resulting from disruptions in a particular family that justify and require exceptional state intervention.
Implicit in the Spectrum of Care concept is consequently an assumption that there is no special break betwixt intact families, for which foster care is not an issue, and disrupted families, where foster care becomes an option to be considered, and mosttimes the only fit option. All families may potentially move forward or backward around the spectrum, going from voluntary services to mandatory intervention, and then perhaps back to stability or on into disruption and fosterage for the children involved.
eventually the effectiveness of any such series of recommendations as those do by the Foster Care Committee of the Mayor's Commission is resolved largely by the leadership and will to implement them at every level. Workers at every level in all sorts of organizations typically find themselves overwhelmed by their immediate work loads. Workers and supervisors do not easily trade name time for additional activities, specially activities such as coordination meetings that are not always plainly and immediately productive. It is particularly difficult, perhaps, to put your work load deflexion and go to a meeting when it means putting some child's life on hold.
It is difficult to evaluate the difficulties that may be met in implementing the recommendations of the Foster Care Committee.
No particular budgetary estimates are provided with the report. A few of the offered recommendations, such as that for initiation of a computerized information database, would eventually take the form of specific budget line items. The costs of transferring case managers to local offices is more difficult to calculate, particularly when costs in greater trigger off or phone use are considered. There is no line item at which one can turn back the costs (or cost-benefits) of moving these specialists into local offices, nor one for measuring the make of more frequent coordination and planning meetings.
Stahl, P. M. (1990). Children on Consignment: A Handbook for Parenting Foster Children and Their Special Needs. Lexington, MA: Lexington Books.
services and to bring about new methods for defining and evaluating the quality of agency casework.
-- Appropriate geographic Service Delivery. This heading expresses one of the broad policy (and political) goals of the report, to addition the emphasis upon the importance of local neighborhoods and make the agency more responsive to neighborhood interests and concerns. In the language of the report, the goal is to "make geogra
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