Wellbeing Blueprint
  • Start here.
  • A message for those of us within systems
  • Principle 1
    • 1. Start with what matters to people: wellbeing
      • 1.1 Be public about our historical roots and commitment to equity and wellbeing.
        • 1.1.1 Make history and commitments available on the web; co-create a report card with the community.
        • 1.1.2 Engage staff to shift this history.
        • 1.1.3 Collect and use disaggregated data.
        • 1.1.4 Eliminate biased decision-making data sets.
          • 1.1.4 A Toolkit for Centering Racial Equity Throughout Data Integration
      • 1.2 Use restorative and transformative practices.
        • 1.2.1 Fund ongoing restorative and transformational work.
        • 1.2.2 Default to restorative and transformational practices.
        • 1.2.3 Recognize why people may avoid telling the truth to the system.
        • 1.2.4 Use person-centered language in policy and practice.
      • 1.3 Center power for community decisions in the community.
        • 1.3.1 Recognize and support people's right and ability to vote.
        • 1.3.2 Make informal community assets visible.
        • 1.3.3 Relentlessly seek diverse and inclusive engagement in planning processes.
        • 1.3.4 Change structures before adding programs.
        • 1.3.5 Contract with local experts for community services.
      • 1.4 Change structures that force unsustainable tradeoffs.
        • 1.4.1 Adjust existing and potential policies to address tradeoffs.
          • 1.4.1 Playbook and Tools: Policy-level Tradeoffs Analysis
        • 1.4.2 Pay for performance that optimizes wellbeing.
        • 1.4.3 Create policies with clear mechanisms for alternative responses.
          • 1.4.3 Example - St. Louis County Family Court
        • 1.4.4 Align staff policies to address tradeoffs.
      • 1.5 Structure procurements for wellbeing.
        • 1.5.1 Develop core procurement elements that use equity and wellbeing as a framework.
      • 1.6 Adjust benefits and expectations in recognition of the trauma we are all experiencing.
        • 1.6.1 Respond with the context of people's decisions and choices in mind.
        • 1.6.2 Encourage staff to use the information and resources they share with constituents.
        • 1.6.3 Examine emergency policies to ensure they don't replicate the harms they are meant to address.
  • Principle 2
    • 2. Push against harms being concentrated in communities already facing the greatest adversity.
      • 2.1 When deciding where to bring resources, start with the least capitalized communities.
        • 2.1.1 Start with what communities need to thrive, not just what individuals need.
        • 2.1.2 Leverages and supplement what's working in communities.
      • 2.2 Address bias in expectations.
        • 2.2.1 Remove criminal history as an automatically disqualifying event.
        • 2.2.2 Set aside funds to offer higher security deposits to landlords.
      • 2.3 Support and create space for the nascent businesses that come out of this crisis.
        • 2.3.1 Create inclusive innovation incubators.
        • 2.3.2 Adjust regulations that limit new business creation.
        • 2.3.3 Examine licensing requirements.
      • 2.4 Track workarounds and adjust policy to reduce the need for workarounds.
        • 2.4.1 Collect data on barriers and workarounds in Management Information Systems.
        • 2.4.2 Use data on barriers and workarounds to inform ongoing systemic transformation.
      • 2.5. Use the different access to people’s homes to help, not to surveil.
        • 2.5.1 Provide guidance to guard against implicit bias when "entering" people's homes remotely.
      • 2.6 Separate out sanctions from treatment and help, and adjust both.
        • 2.6 Example: St. Louis County Family Court
        • 2.6.1 Vacate or reduce sanctions.
        • 2.6.2 Allow people to make community restitution by supporting their families and neighbors.
        • 2.6.3 Adjust treatment expectations in consultation with the individual.
          • 2.6.3 Tool: Adjusting Case Plans In Response to the Pandemic
      • 2.7 Make access meaningful.
        • 2.7.1 Improve access to and use of tech to reduce barriers.
        • 2.7.2 Ensure that professional, credentialed translation and interpretation services are available.
          • Example: Found in Translation
          • 2.7.2 Example - Found in Translation
  • Principle 3
    • 3. Build on, instead of undermining, social connections and social capital in communities.
      • 3.1 Remove obstacles to family members helping family members.
        • 3.1.1 Allow family members in public housing to take in family members in times of crisis.
        • 3.1.2 Keep families close.
        • 3.1.3 Expand models and approaches that reimburse family members for caregiving.
      • 3.2 Enable social networks.
        • 3.2.1 Make it possible for people to gather.
        • 3.2.2 Apply intergenerational and social-network oriented approaches in policy.
        • 3.2.3 Encourage multi-family economic strengthening and resiliency efforts.
      • 3.3 Enable expansion and leverage of community networks.
        • 3.3.1 Partner with community to support change driven by community.
        • 3.3.2 Reduce false divides between community-strengthening activities and services.
      • 3.4 Leverage community expertise in making bureaucracy work for people.
        • 3.4.1 Hire people who know how to navigate the system.
        • 3.4.2 Look for expertise first in communities most affected.
  • Principle 4
    • 4. Build financial security.
      • 4.1 Backstop loss.
        • 4.1.1 Provide specific, low-barrier help with the financial and human costs of COVID-19.
        • 4.1.2 Provide a COVID-19 benefit.
        • 4.1.3 Enact/extend a moratorium on evictions, foreclosures and utility shut-offs.
      • 4.2 Ensure access to basic nutritional and economic supports.
        • 4.2.1 Reduce friction points for people accessing benefits.
        • 4.2.2 Suspend benefit cutoffs for at least six months after the end of the public health emergency.
      • 4.3 Don't fund staffed anti-poverty programs when what's needed are direct payments.
        • 4.3.1 Relax restrictions on publicly issued flex funds.
        • 4.3.2 Expand child care.
      • 4.4 Address the wealth gap.
        • 4.4.1 Address the benefits cliff.
        • 4.4.2 Invest in baby bonds and children’s savings accounts.
  • Principle 5
    • 5. Span boundaries.
      • 5.1 Tap people’s humanity.
        • 5.1.1 Include arts and culture in community assessment, design and change processes.
        • 5.1.2 Build partnerships to increase access to careers in the arts and related industries.
          • 5.1.2 Example - Bridge Builder Arts
        • 5.1.3 Allow for joy and levity.
      • 5.2 Advocate.
        • 5.2.1 Conduct and be open to cross-system, cross-field advocacy.
        • 5.2.2 Redeploy frontline staff to serve as navigators and advocates.
        • 5.2.3 Reduce the divide between services and advocacy.
        • 5.2.4 Fund and allow for non-partisan, non-electoral advocacy as part of direct services.
      • 5.3 Expressly engage across sectors and with community leaders to make the transformation.
        • 5.3.1 Use funding across systems to address structural barriers.
        • 5.3.2 Convene multiple industries to workforce development funding.
  • Principle 6
    • 6. Set our default to sustaining transformation beyond the pandemic.
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  1. Principle 2
  2. 2. Push against harms being concentrated in communities already facing the greatest adversity.
  3. 2.6 Separate out sanctions from treatment and help, and adjust both.

2.6 Example: St. Louis County Family Court

Previous2.6 Separate out sanctions from treatment and help, and adjust both.Next2.6.1 Vacate or reduce sanctions.

Last updated 4 years ago

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The St. Louis County Family Court distinguishes between sanctions (e.g., fees, fines, penalties) and treatment (e.g., therapy, addressing issues preventing a youth from attending school regularly, helping family get utilities turned on). While sanctions are still part of the disposition process, more energy is put into case planning with a youth and their family around treatment issues and adjusting that plan as needed based on progress and external factors. This is believed to help reduce a compliance mindset. Rather than putting the onus on youth and families to ask for adjustments to plans to accommodate the realities of COVID-19, the court took on that responsibility.

Field(s): courts, juvenile justice, youth

Sector: government

Location: St. Louis County, MO

Website:

To learn more, email:

https://wp.stlcountycourts.com/family-court/
contact@wellbeingblueprint.or