Presented by Deanna Jones,
Founder & CEO DJS Consulting.
When prevention efforts fail, the explanation is almost always the same: not enough training, not enough staff, not enough funding. That explanation is incomplete — and it's keeping agencies in a loop of investing in solutions that sit atop a broken architecture.
Prevention efforts don't fail because staff isn't trying. They fail because the systems were designed without youth voice — and without an honest reckoning with the historical data showing whom those systems were built to serve.
Until leaders understand the architecture of the problem, they'll keep investing in solutions that can't hold.
In this webinar, we will cover
The Difference Between Motion and Progress
Why motion without progress is how the status quo sustains itself — and how to name it in your organization
What building to resist actually looks like at your level — whether you're a frontline worker, supervisor, or leader
Understanding Intentional Continuation and How to Disrupt It
How the intentional continuation of a system built to miss shows up at the structural, leadership, and individual levels
What the "awareness trap" is and how it perpetuates the continuation of a systemic miss
An Action to Get You Started
A reflective activity you'll complete during the session and leave with as your first concrete step
Who This Webinar Is For
This session is built for:
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County and private child welfare agency leaders, directors, and deputy directors to move past motion and build for impact
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Supervisors and mid-level managers who see the gap between what the metrics show and what families experience
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Frontline workers who know what the system is missing and want to build something that holds
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Anyone committed to centering historical data and lived experience in child welfare practice
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Anyone responsible for designing, funding, or evaluating prevention efforts
A note on CEUs: this webinar does not offer continuing education credit. It's designed as a leadership conversation, not a certification training.
