The State of Texas Title IV-B Child and Family Services Plan Fiscal Years 2010-2014 Final Report And CAPTA Update A. Assessment of Progress on Goals, Objectives and Service Array i. 2014 APSR ii. 2010-2014 Final Report B. Collaboration C. Program Support i. Training Plan 5-Year Summary and Technical Support ii. Research and Evaluation, Management Information Systems, and Quality Assurance D. Consultation and Coordination Between Tribes and States E. Foster and Adoptive Parent Recruitment F. Adoption Incentive Payments G. Child Welfare Waiver Demonstration Activities H. CAPTA State Plan Requirements and Update i. CAPTA Coordinator ii. Descriptions, Accomplishments and Proposal of Projects/Initiatives Using CAPTA Funds iii. Child Protective Services Workforce iv. Juvenile Justice Transfers v. Other Reporting Requirements vi. CAPTA Annual State Data Report Texas Department of Family and Protective Services ACYF-CB-PI-14-03 Page 1 of 381 Page 2 of 381 2010-2014 CFSP FINAL REPORT A. Assessment of Progress on Goals, Objectives and Service Array i. 2014 APSR 2014 Annual Progress and Services Report Review of Goals and Objectives STATUS REPORT FOR: June 30, 2014 Note: All revisions, additions or deletions are noted in italics. Goal 1: Protect the safety and maximize the well-being of children and youth through the provision of services to prevent delinquency and abuse of children and youth. Objective 1.1: Provide services to prevent delinquency and child abuse/neglect, while reducing risk factors and increasing protective factors to increase resiliency of Texas children, youth and families. Outcome Measures: • Increased percentage of Services to At-Risk (STAR) Youth with positive outcomes ninety days after termination of services. FY 2012: 87.5% FY 2013: 96.4% • Increased percentage of youth served through Prevention and Early Intervention juvenile delinquency prevention services who are not referred to the Texas Juvenile Probation Commission while receiving prevention services. FY 2012: 97.6% FY 2013: 96.0% • Increased percentage of primary caregivers served through Prevention and Early Intervention child abuse and neglect prevention services who do not have a validated case of abuse or neglect while receiving prevention services. FY 2012: 98.2% FY 2013: 98.6% 2010-2014 Final Report and CAPTA Update Page 3 of 381 • Increased percentage of primary caregivers served through Prevention and Early Intervention child abuse and neglect prevention services who demonstrate an increase in resiliency following receipt of services, through the Protective Factors Survey. FY 2012: 40.8% FY 2013: 30.5% Strategy 1.1a: Increase effectiveness of prevention services. Lead: Mariselle McKeon Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: b. Improve program data available to the public, Statewide Intake, CPS investigators and others through upgrades to the lookup provider data on the DFPS website. c. Provide training and technical assistance to contractors. Ongoing Prevention and Early Intervention made progress to upgrading the look-up table that is visible to the public and internal stakeholders. This project will be ongoing as new contractors are added and information is updated. Ongoing d. Implement the DFPS Strategic Plan for Child Abuse and Neglect Prevention Services. Ongoing Through the Partners in Prevention conference and contractor faceto-face meetings, Prevention and Early Intervention provided training to contractors in February 2013. Webinars and online trainings were developed and are available on the Prevention and Early Intervention website. In addition, funds have been added to contracts for service providers who provide child abuse and neglect prevention services to use to train staff. The Community-Based Child Abuse Prevention Program utilizes a Peer Review process to improve program quality and the Texas Families: Together and Safe Program began exploring the possibility of implementing the peer review process in FY 2014. The Community-Based Child Abuse Prevention-funded collaboration designed to connect Mental Health, Substance Abuse, Domestic Violence, and Child Abuse Prevention service providers formally ended on August 31, 2013. However, the Division of Prevention and Early Intervention continues to implement several objectives identified in Goal 2: Families are strong and connected. These include: funding evidence-based and culturally appropriate parent education; providing primary prevention activities; and decreasing 2010-2014 Final Report and CAPTA Update Page 4 of 381 Revisions needed to reflect change in circumstances (if applicable): Change lead to Anjulie Chaubal. e. Develop a coordinated Strategic Plan for Juvenile Delinquency Prevention Services. f. Implement primary prevention outreach and awareness efforts, including focus on safe sleep through Keep Me Safe and Sound campaign. Ongoing Ongoing risk and increasing resiliency in at-risk families. Due to limited resources and funding cuts since FY 2011, no progress has been made on the development of a strategic plan for Juvenile Delinquency Prevention. Prevention and Early Intervention launched the Keep Me Safe and Sound campaign in three targeted counties (Bell, Jefferson, and Nueces) in Summer 2010. The Safe Sleep curriculum was developed and staff trained community members in the three targeted counties on how to use the curriculum. Prevention and Early Intervention has continued to provide technical assistance, infant onesies and materials to the pilot counties. Prevention and Early Intervention received evaluation information based on results of the surveys administered prior to training and after training was completed. The evaluation indicated the curriculum was successful in sharing the most important safe sleep concepts. The curriculum is available for download on the www.HelpandHope.org website and on the Texas Department of State Health Services website. In FY 2013, Prevention and Early Intervention continued to promote the "Rules of Safe Sleep" video in English and Spanish to highlight infant safe sleep practices for new parents and caregivers. The video and other safe sleep resources are available at www.BabyRoomtoBreath.org. Strategy 1.1b: Promote the services available at the Runaway Hotline to include the Texas Youth Hotline for youth and families who are in need of prevention, intervention and Services to At-Risk (STAR) program services. Lead: Larry Imhoff Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Work in partnership with the private and public sectors to complete public information campaigns. b. Recruit, train and utilize volunteers who answer the hotlines. Ongoing Ongoing The Texas Youth Hotline and the Runaway Hotline have engaged radio and television stations statewide to play Hotline advertising spots in markets that include Austin, Houston, Dallas, Fort Worth, El Paso, Corpus Christi, Amarillo and the Rio Grande Valley. The Hotline recruits and trains approximately 30 to 35 new volunteers each year and uses 65 to 70 volunteers yearly to provide telephone crisis intervention services to youth and their families. 2010-2014 Final Report and CAPTA Update Page 5 of 381 c. Promote education about the state’s problem of youth in at-risk situations. Ongoing d. Maintain updated database of available services and referral opportunities around the state to support callers’ needs. Ongoing The Hotlines continue to distribute informational materials across the state of Texas to schools, police departments and youth advocacy agencies. The Runaway Hotline distributes free informational material, including fact sheets, magnets, plastic wallet cards, business-style cards and brochures for both Hotlines in English and Spanish. The Hotline also uses two websites that provide information, contain order forms, and links for visitors to ask questions of staff. The Hotline uses an Oracle database that lists referrals for shelters, crisis intervention programs, counseling, health clinics, pregnancy programs, runaway services, police departments, suicide prevention, legal aide, chemical dependency programs, youth homes, education, support groups, sexual assault, abuse and neglect and more. Referrals are by city, county, state, and nationwide. Referral programs are free or provided on a sliding scale and vetted by staff. The database is updated and maintained on an ongoing basis. Prevention and Early Intervention programs such as Services to AtRisk Youth are flagged in the system and appear first on the list of possible referrals for each caller. Strategy 1.1c: Successfully procure services by community-based entities. Lead: Mariselle McKeon Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: a. Procure prevention programs in accordance with the DFPS procurement plan. c. Utilize data on disproportionality, abuse/neglect rates and data on other co-occurring risk indicators to target procurement to areas of greatest need. Ongoing Ongoing For all new contracts that began in FY 2013, or for programs reprocured in FY 2013, Prevention and Early Intervention followed the DFPS procurement plan. For all new procurements with contracts that began in FY 2013, data were used in the procurement and the scoring of proposals. 2010-2014 Final Report and CAPTA Update Page 6 of 381 Revisions needed to reflect change in circumstances (if applicable): Change lead to Anjulie Chaubal. Objective 1.2: Coordinate and collaborate with stakeholders, including other state agencies, to improve the effectiveness of prevention efforts. Strategy 1.2a: Collaborate with other state agencies whose services promote healthy Texas families. Lead: Mariselle McKeon Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): b. Participate in workgroup(s) and plans with other agencies providing prevention or early intervention services. Ongoing c. Coordinate and collaborate with other agencies to conduct annual training conference that brings together child abuse and neglect, juvenile delinquency prevention and early intervention professionals and service providers. Ongoing Prevention and Early Intervention participated in the following workgroups: Infant Health Workgroup (Keep Me Safe and Sound Subgroup), a joint effort of the Department of State Health Services and DFPS; Raising Texas (Raising Texas Parent Education and Family Support Subgroup), led by the Office of Early Childhood, Health and Human Services Commission; and Statewide Fetal Alcohol Spectrum Disorders State Plan Workgroup, led by the Office for the Prevention of Developmental Disabilities, Health and Human Services Commission. The Division of Prevention and Early Intervention hosted the annual Partners in Prevention conference for community-based providers of child maltreatment and juvenile delinquency prevention services. A committee composed of members from various agencies assisted in guiding conference planning efforts. Change lead to Anjulie Chaubal. Strategy 1.2b: Develop and maintain a process for incorporating input from parents/youth/service recipients in prevention planning. Lead: Mariselle McKeon/DeShaun Ealoms/Shannon Ramsey Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Formulate and implement a statewide strategic plan for regularly eliciting parent and Ongoing The Division of Prevention and Early Intervention recognizes the importance of parent leadership and continually seeks to identify opportunities for eliciting parent feedback. Prevention and Early 2010-2014 Final Report and CAPTA Update Page 7 of 381 Change lead to Anjulie Chaubal/ DeShaun Ealoms/Shannon Ramsey. youth input and feedback regarding prevention planning and services, development of resource materials and outreach and awareness projects. Include regional staff, parent, and youth input and review of the plan. b. Prevention and Early Intervention staff and CPS state office staff work with CPS regional staff in formulating and implementing region-wide strategic plans for regularly eliciting parent and youth input and feedback regarding development of resource materials and projects that enhance DFPS child abuse prevention and community education efforts. Ongoing c. Utilize input from the primary caregiver satisfaction survey to inform planning and Ongoing Intervention ensures that contractors who provide services obtain input from families and youth to make program improvements and to drive outreach and awareness in their communities. In FY 2013 the division began the procurement process for the Home Visiting, Education and (Parent) Leadership program funded through the Community-Based Child Abuse Prevention Program to train parent leaders. Prevention and Early Intervention collaborates with CPS staff on the CPS Parent Collaboration Group. The Parent Collaboration Group has opportunities to provide feedback on services that would help improve CPS program and prevent a family situation from escalating to where CPS services are needed. In addition, the division initiated planning for a Parent Leadership weekend for all child abuse and neglect program participants. This will be the first step in developing a parent advisory group that consists of prevention clients. Depending on funding, Prevention and Early Intervention creates and disseminates approximately 500,000 to 600,000 English and Spanish prevention calendars on an annual basis. The calendar provides monthly parenting tips for families based on parental and community input. Prevention and Early Intervention ensures regional staff have access to the calendars and uses feedback from the parents they serve to aid in the development of future calendars. Prevention and Early Intervention has been instrumental in implementing the Keep Me Safe and Sound community-based pilot campaign, designed to promote safe sleeping conditions for infants from birth through six months of age. The Keep Me Safe and Sound outreach materials and curriculum are available in English and Spanish. The Keep Me Safe and Sound training curriculum is designed for parents and professionals involved in the child welfare system and day care centers. The curriculum is available for download on the Texas Department of State Health Services website and at www.helpandhope.org. During the month of April, Child Abuse Prevention month, the "Help and Hope" website highlights child abuse prevention activities and events occurring throughout Texas. All Prevention and Early Intervention Community-Based Child Abuse Prevention programs seek program participant feedback through an anonymous satisfaction survey that is collected at the 2010-2014 Final Report and CAPTA Update Page 8 of 381 decision making. d. Monitor contractors’ use of satisfaction survey data in their service delivery. Ongoing end of services. Service providers enter survey results into the Prevention and Early Intervention services database. DFPS Community-Based Child Abuse Prevention contracts include a performance measure associated with satisfaction levels and contractors are required to review satisfaction surveys and develop and report on specific plans to utilize these data for the improvement of service delivery. In addition, the Community-Based Child Abuse Prevention program specialist reviews the surveys quarterly to gain insight on program improvement opportunities. Community-Based Child Abuse Prevention contractors are required to review satisfaction surveys and then develop and report on specific plans to utilize these data for the improvement and/or modification of service delivery. Community-Based Child Abuse Prevention contractors demonstrate progress and use of data by completing quarterly reports and describing how they have used the satisfaction surveys to improve and/or modify services in a particular quarter. Prevention and Early Intervention reviews and monitors contractor satisfaction survey results and offers technical assistance as needed to contractors. Strategy 1.2c: Improve coordination of Prevention and Early Intervention and CPS services to enhance effectiveness of prevention efforts. Lead: Mariselle McKeon Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Document prevention continuum within DFPS to include primary and secondary efforts within Prevention and Early Intervention and CPS, identify areas of overlap. Ongoing The Division of Prevention and Early Intervention continues to work with CPS to ensure continuum of care is provided to families who are at risk of child abuse and neglect. The Community-Based Family Services program provides services to families considered by CPS to be low risk or have unsubstantiated allegations. 2010-2014 Final Report and CAPTA Update Page 9 of 381 Change lead to Anjulie Chaubal. b. Develop training materials and plan to share key information on prevention services and topics with CPS investigation workers, including characteristics of an appropriate referral, how to refer a family/youth and how to determine locally available services. c. Deliver training to CPS investigation staff. Ongoing Prevention and Early Intervention shared training materials and information on prevention services with CPS. Ongoing d. Coordinate efforts with Resource and External Relations staff and Disproportionality Specialists to ensure effective local relationships. Ongoing In FY 2013, CPS staff were invited to attend training at the Partners in Prevention conference conducted by Prevention and Early Intervention. Prevention and Early Intervention continues this effort to ensure information is disseminated and to involve staff in functions relating to the prevention of child abuse. Strategy 1.2d: Incorporate the lessons of the Parent Collaboration Group and Family Group Decision Making efforts to enhance collaborative local CPS efforts that support prevention. Lead: De Shaun Ealoms Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Assist regional staff to support the collaborative partnership between parents/youth and DFPS by providing technical assistance in the development of outreach and community education projects. Ongoing The CPS Parent Program Specialist has continued to assist regional staff in supporting the collaborative partnership between the statewide Parent Collaboration Group and DFPS by providing technical assistance to parents. Parent Collaboration Group members facilitate regional Parent Support Groups, present at local and national conferences, advocate on behalf of parents and present at staff meetings. Major accomplishments of the Statewide Parent Collaboration Group include the following: • Delivered Keynote Address at the September 2013 Center for Public Service and Family Strengths - Equity: Partnering for Family Empowerment Family Strengths Symposium; 2010-2014 Final Report and CAPTA Update Page 10 of 381 • • nd 2 Annual Parent Conference in El Paso, Texas October 2013; Participant on the Parent Resource Workgroup hosted by The Children's Commission Supreme Court of Texas Permanent Judicial Commission for Children, Youth and Families; • Workshop session held by the statewide Parent Collaboration th Group parent panel at 28 Annual Conference on Prevention of Child Abuse March 2014; • Statewide Parent Collaboration Group Chair presented at the January 2014 DFPS Council Work Session; • Parent Liaisons from Region 5 and Region 6 are participants on the Texans Care for Children Substance Abuse Collaborative; and • Parent Liaison from Region 8 is now a member of The Supreme Court of Texas Permanent Judicial Commission for Children, Youth and Families. Youth and alumni meet quarterly to address issues, participate in program development and implementation, and provide recommendations for improving services to youth aging out of care. b. Continue to interface with local projects such as Services to At-Risk Youth (STAR), Community Resource Coordination Groups and Children’s Mental Health Teams to coordinate community responses and program development regarding the community’s Ongoing Major accomplishments of the Statewide Youth Leadership Council include the following: • Input into the design of themes and t-shirts for the annual college conference and teen conference; • Input on development and results of a Placement Exit Survey (ages 10 and up); • Inform youth regionally about Permanency Roundtables; and • Informing youth of the memo sent to residential providers on normalcy activities. CPS staff are involved in community-based and interagency workgroups at the state and local level designed to enhance program effectiveness in the following areas: • Kinship Care; • Family Group Decision Making; • Foster Home and Adoption recruitment and support; • Local prevention and community education efforts; • Support of older youth in care; • Development of services for children with disabilities; and 2010-2014 Final Report and CAPTA Update Page 11 of 381 • responsibility to support families and prevent abuse and neglect of children. DFPS involvement will ensure that input from parents/youth is brought forward. c. Use Health and Human Services Commission interagency opportunities to strengthen links between agencies in operating programs and participating in local collaborative initiatives such as Children’s Mental Health Teams, Texas Integrated Funding Initiative, Community Resource Coordination Groups and the Colonias Initiative. DFPS involvement will ensure that input from parents/youth is brought forward. Support for the educational achievements of foster children/youth. CPS incorporates Family Group Decision Making to provide support to foster youth as they become young adults through the presence of community agencies, organizations, and resources. Family Group Conferences, Family Team meetings, and Circles of Support enhance the Community Resource Coordination Group concepts. Community members who are asked to participate are frequently those who have participated in Community Resource Coordination Group meetings. Ongoing CPS has a Community Initiative Specialist in each region that provides coordination and collaboration with local community organizations. Each region has assigned staff to attend local Community Resource Coordination Group meetings and Children’s Mental Health Team meetings. CPS staff provides educational and informational presentations and collaborates with community organizations on the prevention of child abuse and neglect. CPS has representatives who serve on the Health and Human Services Commission interagency workgroups and on local initiatives to strengthen collaboration and coordination and ensure CPS children are a priority to receive services. Prevention and Early Intervention and CPS staff participate in the Texas Integrated Funding Initiative, Community Resource Coordination Groups, Children’s Mental Health Policy Council and other workgroups to increase and strengthen services to common families across the Health and Human Services enterprise agencies. Prevention and Early Intervention and CPS are participants in the local and statewide workgroups for the Health and Human Services Commission Colonias Initiative that seeks to improve services, response, and coordination of resources in the unincorporated communities known as Colonias, which are located primarily along the Texas-Mexico border. CPS is also currently engaged in an initiative to increase capacity for residential and foster care services, psychological services, and therapeutic services, with a focus on increasing the number of Spanish-speaking contractors in the Rio Grande Valley. This initiative is designed to increase 2010-2014 Final Report and CAPTA Update Page 12 of 381 contracted services for families and children served by CPS in these historically underserved areas. PEI still participates in the Colonias workgroup and provides data regarding clients served in the Colonias to the workgroup on a quarterly basis. d. Continue collaboration with local domestic violence service providers to crosstrain CPS and domestic violence shelter staff and to provide coordinated, effective services to families experiencing domestic violence and child abuse/neglect. DFPS involvement will ensure that input from parents/youth is brought forward. Ongoing At both the state and local levels, CPS Youth and Parent Specialists and other CPS staff involved in parent/youth initiatives represent the parent/youth voice in multiple interagency efforts. Whenever possible and appropriate, the youth and parent voices are represented by parents who are members of the Parent Collaboration Groups and by youth who serve on the Youth Leadership Councils. CPS has staff designated to serve on the Texas Family Violence Interagency Collaborative. The Collaborative is composed of the Health and Human Services Commission, DFPS and the Texas Council on Family Violence. A Texas Council on Family Violence representative serves on the CPS Child Safety Review Committee. The Child Safety Review Committee is a statewide committee that meets quarterly to review selected cases in which a child has died from abuse/neglect. The purpose of the committee is to formulate recommendations for policy and practice improvements to the CPS program. Members are both internal and external to CPS and represent state office and regional operations. Goal 2: Protect the safety and maximize the well-being of children and youth who are served by the CPS system. Objective 2.1: Improve services to children who experience abuse and neglect. Outcome Measures: • Decreased percentage of child victims with subsequent reports of abuse and/or neglect. FY 2012: 2.9% FY 2013: 2.9% 2010-2014 Final Report and CAPTA Update Page 13 of 381 • • Decreased number of child deaths with previous CPS history. FY 2012: 66 FY 2013: 52 (21.2% decrease) Increased percentage of confirmed investigation cases receiving Family Team Meetings. FY 2012: 13.6% FY 2013: 13.1% • Increased percentage of Education Portfolios being utilized by school age children in CPS conservatorship. FY 2012: 92.6% FY 2013: 95.7% • Increased percentage of children in DFPS conservatorship, who are receiving services for complex health needs, whose number of hospital admissions/readmissions have been reduced or eliminated, following multidisciplinary case conferences. FY 2012: 94.2% Medically Fragile Children: 708 Medically Fragile Children with hospital stays: 41 FY 2013: 94.1% Medically Fragile Children: 665 Medically Fragile Children with hospital stays: 39 • Increased number of teens who attended a Circle of Support meeting and received information regarding the availability of STAR Health services. FY 2012: 2,845 FY 2013: 2,899 • Decreased percentage of Investigation cases with Family Team Meetings that subsequently result in a child’s removal. FY 2012: 13.2% FY 2013: 12.8% 2010-2014 Final Report and CAPTA Update Page 14 of 381 • Increased percentage of investigation cases with Family Team Meetings opened to Family Based Safety Services. FY 2012: 51.0% FY 2013: 50.3% • Increased percentage of investigation cases closed with a Family Team Meeting. FY 2012: 35.8% FY 2013: 36.9% Strategy 2.1a: Promote intake capability to quickly and accurately process reports of abuse/neglect/exploitation of children. Lead: Ric Zimmerman Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Develop and implement a staffing plan that considers fluctuations in call volume. b. Implement alternative methods of reporting for the public using technology. Ongoing Ongoing Statewide Intake utilizes NICE IEX Workforce Management software (IEX), a workforce management program that projects staffing levels based on historical call volume for various times of the day, week and year, to schedule intake staff at the most beneficial times. IEX also schedules meals and breaks for intake staff in order to maximize efficiency. Functional testing of the mitigation plan that provides a clear, organized, and immediate response to abnormally high call hold times was successfully completed in 2012. This mitigation plan is automatically used anytime high call hold times are experienced. Routine testing of plan functionality will continue. In response to the need for a more consistent and efficient intake process, Texas has used several technological applications to create their statewide intake system. Since its implementation, support of the system by stakeholders has increased significantly as evidenced by increases in volume in all types of reports. In addition to phone calls, Statewide Intake receives reports submitted through the Internet, as well as reports via mail/fax that 2010-2014 Final Report and CAPTA Update Page 15 of 381 are reviewed, assessed and entered into the DFPS automation system by intake staff for assignment to local caseworkers. Nonemergency reports may be submitted electronically through the State’s Intake website, www.txabusehotline.org. On the report page, a professional or member of the community can complete a form with all relevant information regarding the suspected abuse or neglect. Reporters receive a confirmation e-mail. E-reports are encrypted using Secure Socket Layer security, which under Texas State law is sufficient for Health Insurance Portability and Accountability Act (HIPAA)-covered institutions to file reports. Intake staff read the electronic reports. The information is populated directly into IMPACT (Information Management Protecting Adults and Children in Texas) system, the Texas Web-based Statewide Automated Child Welfare Information System (SACWIS). This eliminates the need for intake staff to re-enter information that has already been provided by the reporter. While an intake specialist taking phone calls can usually handle about two calls an hour, a specialist reading e-reports can process approximately three to four per hour. A Web-based training for professional reporters and the public regarding child victims has been successfully implemented and positive feedback has been received from stakeholders. c. Develop and implement a long term disaster recovery plan. Ongoing Statewide Intake has begun the planning phase of the anticipated redesign of the DFPS IMPACT database, projected to occur in 2016. Statewide Intake has worked closely with the DFPS Business Continuity Director to facilitate implementation of an agency-wide plan for Disaster Recovery. Statewide Intake has a Disaster Recovery Plan in place for internal situations. Through Continuity of Operations planning, Statewide Intake is preparing for unforeseen disruptive events (such as weather emergencies) to ensure that intake operations continue or are restored quickly and effectively. An Automatic Call Distributor is located in Dallas as a backup to the Austin facility. It is available for use during both planned and 2010-2014 Final Report and CAPTA Update Page 16 of 381 unplanned outages to the Austin Automatic Call Distributor. Regular test exercises are schedule for FY 2013. Statewide Intake is currently investigating the feasibility of using lapsed FY 2012 funds to purchase an upgrade of the Dallas Disaster Recovery Automatic Call Distributor. The upgrade would improve dependability and allow a greater number of specialists to be signed on to the Dallas Automatic Call Distributor. Currently there is a 64 person limit. Voice over Internet Protocol phones are successfully loaded on laptops to enable Statewide Intake staff to work off-site and take calls during business continuity situations, such as weather-related events, disaster recovery events, or social distancing occurrences. This system is limited by the number of available laptops and required terminal number phone lines. In 2012 Statewide Intake obtained additional laptops and terminal number phone lines to enhance continuity of operations and were allowed a pilot for the telework initiative to begin. Phase 1 of the pilot established staff qualification requirements and technological requirements needed in order to telework. In August 2012, ten Intake Specialists were designated as full time telework positions. A review of various Intake Specialist performance metrics was completed in late 2012. The successful implementation of Phase 1 allowed Phase 2 of the project to begin in 2013 with an addition of nine Intake Specialists and one Intake Supervisor who teleworks full time. Additional expansion of telework opportunities will be possible with the refresh of workstation technology scheduled for FY 2014. The goal of Statewide Intake is to have at least 50 percent of all staff hours worked via telework by January 1, 2015. Statewide Intake (SWI) had computers refreshed in November 2013. Half of the desktop computers were replaced with laptops. This allowed more teleworking options and an upgrade to the disaster recovery plan. Office Extends Access Point (OEAP) has replaced Voice Over Internet Protocol for securely connecting remote users to the SWI systems. SWI has over 100 intake 2010-2014 Final Report and CAPTA Update Page 17 of 381 specialists working from remote locations in order to support continued operations at intake. There is still a 64 person limit on the Dallas Automatic Call Distributor. SWI continues to be on track for goal of at least 50 percent of all staff hours worked via telework by January 1, 2015. Strategy 2.1b: Investigative caseworkers must be equipped with a depth and breadth of knowledge, skills and abilities to be able to detect child abuse and neglect and effectively intervene to assure child safety. Lead: Gwen Gray Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Develop protocols for Investigation supervisors through use of agency workgroups. Ongoing Gathering sufficient information when working with families has continued to be a focus along with a continued focus on safety and risk. Using the terminology of 'protective capacities, child vulnerability' and 'safety threats' has continued to be stressed by supervisors and other management across the state. . The updated quality assurance case reading tool has been in use since April 2013. This tool assesses sufficiency of information and other important investigations standards on an ongoing basis. Over 1,000 investigations per quarter are assessed using this tool. Regional staff are provided with quarterly reports on the status of cases in their supervisory areas. They also have access to the data base where information is gathered, allowing them to run reports specific to their own areas. In 2013, work began to bring Differential Response to Texas CPS. This process in Texas will be known as Alternative Response. The intent is to implement the process in limited areas, beginning in November 2014, assess any changes needed, assess adherence to fidelity, and then implement more fully until the entire state has cases being worked under the Alternative Response track. It is estimated that statewide implementation will occur by the end of 2017. As part of Alternative Response, the safety assessment being used in Texas has been revised. It is currently undergoing testing and 2010-2014 Final Report and CAPTA Update Page 18 of 381 evaluation in a limited area. It will be further assessed to see if it is appropriate for usage on the traditional investigative pathway. The safety plan is also in the process of revision so that it more accurately reflects safety issues versus issues for a plan of service. Strategy 2.1c: Assess the current use of the Risk Assessment instrument and ensure that the risk assessment philosophy is more fully integrated in daily practice. Lead: Marsha Stone Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Develop and implement the use of a Risk Assessment instrument in the decisionmaking process in each stage of a case. August 2014 b. Implement policy revisions and recommend staff training needs to ensure that case decisions in each stage of a case are made based upon the risk assessment for each child. Ongoing The safety assessment tool has been revised based on all the available information. It will be implemented in the Alternative Response program when it rolls out in November 2014. The revised tool is currently being piloted in regular investigations through the summer of 2014. Changes to IMPACT (Information Management Protecting Adults and Children in Texas) will be considered once the results from this pilot are evaluated. The Family Preservation Review stage of service is also recommending the IMPACT inclusion of the safety assessment in conjunction with IMPACT Modernization. Policy continues to be evaluated in each stage of service. 2010-2014 Final Report and CAPTA Update Page 19 of 381 Strategy 2.1d: Utilize the expertise of Child Safety Specialists in improving response to repeat maltreatment for the most vulnerable children. Lead: Marsha Stone Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Incorporate the results from the Child Safety Specialists review of repeat abuse and neglect cases to recommend changes to CPS policies, procedures, best practices and training. Ongoing Child Safety Specialists continue to provide feedback on case reviews regarding policy, procedures, best practice and training needs as appropriate. Child Safety Specialists continue to work with regional management to ensure that regional issues relating to evaluating risk and safety are addressed. Revisions were made to the quarterly report format that Child Safety Specialists use. It allows for regional managers to respond to the issues raised in the report and to document plans for improvement. Monitoring is ongoing. Strategy 2.1f: Enhance family engagement and involvement in the earliest stages of CPS involvement through the use of Family Team Meetings. Lead: Ellen Letts Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): All action steps for this strategy have been completed. Strategy 2.1g: The Medical Services Initiative will ensure that each child in conservatorship receives accessible, coordinated, comprehensive and continuous health care through establishing medical homes for children in conservatorship, improved management of psychotropic drugs and the provision of Health Passports for children in conservatorship. Lead: Kathy Keenan 2010-2014 Final Report and CAPTA Update Page 20 of 381 Action Steps: Target Completion Date: Status on Accomplishment / Progress made in the past fiscal year toward meeting overall goal and objective: a. The CPS Medical Services Division will provide training to staff and stakeholders on Star Health and the Medical Passport. Ongoing DFPS staff continue to work with staff of the Health and Human Services Commission and STAR Health on initiatives to provide training to staff and stakeholders about STAR Health services. The following STAR Health monthly Webinars were provided to CPS staff beginning January 2013 through February 2014: • Pharmacy (February 2014); • Service Management Overview; • Health Passport; • Transitioning Youth; • Emergency Room Utilization; • Discharge Planning; • The Judiciary, DFPS & STAR Health; • Private Duty Nursing and Personal Care Services; • OB SMART START for your baby • Telemedicine; and • Texas Health Steps Early and Periodic Screening, Diagnosis and Treatment Medical and Dental Checkups (February 2013 and January 2014). These 20-minute voluntary webinars allow caseworkers to learn about services available through STAR Health and take little time away from service delivery. They are stored on the STAR Health website for future reference. Introductory webinars on STAR Health and the Health Passport are available through the DFPS online training center and on the STAR Health website. STAR Health continues to provide Trauma Informed Care Training to DFPS staff, upon request. In addition, STAR Health will schedule in-person Trauma Informed Care training for Caregivers, Child Placing Agencies and other stakeholders. Foster Care Parameters for Psychotropic Medication are posted on the STAR Health training web page. The following online trainings for stakeholders are also posted: 2010-2014 Final Report and CAPTA Update Page 21 of 381 Revisions needed to reflect change in circumstances (if applicable): • • • b. Enhance the use of multidisciplinary teams to develop service and health care plans for children with complex health needs. c. Increase the awareness of the availability of STAR Health services for youth who are aging or who have aged Ongoing Ongoing Caregiver Training; Trauma Training for Caregivers/Foster Families; Trauma Training for Court Ordered Special Advocates (CASA) and Judicial Stakeholders; • Child Welfare Training for Behavioral Health Providers (providers may also register for available in-person trainings offering Continuing Education Units); • Transitioning Youth Training; • Presentation on the Psychotropic Medication Utilization Review process; and • A link to a list of contacts to schedule or inquire about local training opportunities. DFPS Well Being Specialists continue to facilitate multidisciplinary case staffings for children with complex medical needs or intellectual/developmental disabilities. DFPS Placement staff facilitate staffings for children with complex behavioral health needs. Staffings are held to plan coordination and smooth transitioning of medical services for children at removal, placement changes, adoptive placement or reunification, and for children at risk of repeated psychiatric hospitalizations. The multi-disciplinary team includes Well Being Specialists, Placement staff, other CPS regional and state office staff, STAR Health staff, and may include physical and behavioral health providers, residential contractors, caregivers, Court Appointed Special Advocates, attorneys ad litem and biological parents. A multi-disciplinary team with representatives from CPS Medical Services, state office Disability Specialist and Regional Disability Specialists coordinate with staff from CPS Conservatorship, Texas Department of Aged and Disability Services, Texas Health and Human Services facilitate smooth transitions from foster care types of Medicaid to adult Medicaid to avoid disruption in health care delivery for young adults with serious medical and behavioral health conditions when they leave foster care. Youth receive information about STAR Health and Medicaid for Former Foster Care Children health benefits during Preparation for Adult Living life skills training classes, during Preparation for Adult Living case management contacts, and on site at Transition Centers. 2010-2014 Final Report and CAPTA Update Page 22 of 381 out of foster care. A STAR Health booth is held at the Texas Teen Conference in the summer of each year to disseminate information to youth. The most recent Teen Conference was held in July 8th through 10th, 2013. The annual conference will be held in the summer of 2014. STAR Health has developed specific service coordination and service management strategies for youth and young adults in extended foster care placements and for those who left foster care after the age of 18. Affordable Care Act related changes in Medicaid for young adults who were in foster care at age 18 are posted on the DFPS Youth Connection website and Health and Human Services (HHSC) website. Staff members from CPS Medical Services, Preparation for Adult Living, STAR Health, and HHSC are prepared to answer questions from transitioning youth and young adults formerly covered by Medicaid for Transitioning Foster Care Youth (MTFCY) and now enrolled Former Foster Care Child Medicaid (FFCC). The DFPS Youth Connection website has also posted a youthfriendly brochure with information related to psychotropic medications "Making Healthy Choices" http://www.nrcyd.ou.edu/publicationdb/documents/psychmedyouthguide.pdf developed by the Children's Bureau of the Administration on Children, Youth and Families. CPS staff members distribute printed copies of the family and youthfriendly brochure called "Making Decisions about Psychotropic Medications" designed to prepare medical consenters, children and youth for discussions with health care providers about whether or not to consent to psychotropic medications. The brochure is also available on the DFPS public website. As part of the implementation of House Bill 915 (83rd Texas Legislature), DFPS staff have revised policy, practice and the DFPS public website based on collaboration with stakeholders. These revisions strengthen informed consent, especially for psychotropic 2010-2014 Final Report and CAPTA Update Page 23 of 381 medication. The transition planning for youth has been changed to improve preparation of youth for making health care decisions and accessing needed health care after leaving foster care. d. Assist caregivers in navigating and managing the health care system effectively. Ongoing CPS policy and the DFPS website have been revised to include new requirements that all caregivers prepare children and youth for making healthcare decisions as adults. Youth must complete DFPS informed consent training prior to age 18 or when the court names the youth as his or her own medical consenter at age 16 or 17. For youth who are prescribed psychotropic medications, training on psychotropic medications is also required. STAR Health continues to provide in-person caregiver training on STAR Health services upon request by a residential operation. In addition, STAR Health began in 2013 to offer caregivers training about Trauma Informed Care. STAR Health conducts welcome calls to the caregivers of children who are new in foster care and sends letters and phone calls to remind caregivers when Texas Health Steps Early and Periodic Screening, Diagnosis, and Treatment Medical and Dental checkups are due. STAR Health also offers targeted outreach to new kinship caregivers about STAR Health services and assists them in scheduling Texas Health Steps medical and dental checkups. STAR Health developed an electronic caregiver training and posted it on the STAR Health website with links to the DFPS website. DFPS maintains and distributes to new caregivers a STAR Health Caregiver Guide which answers caregivers’ frequently asked questions about obtaining medical services. STAR Health continues to hold a booth to disseminate information to foster parents at the annual foster parent conference held in October of each year. As part of implementation of recent legislation, DFPS staff and a Health and Human Services (HHSC) contractor now monitor psychotropic medication for children and youth who are eligible for both Medicaid and Medicare (dually eligible). Well Being Specialists and CPS regional nurse consultants are participating directly in medication monitoring and will continue to assist caregivers for dually eligible children in accessing reimbursement for medication co-pays. HHSC staff arranged, beginning March 1, 2014, for these 2010-2014 Final Report and CAPTA Update Page 24 of 381 children to participate in service management through the McKessen Wellness Program. Strategy 2.1h: Improve the educational outcomes for children in foster care by improving the overall education placement stability and ensuring children in care receive all educational services available. Lead: Kristine Mohajer Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Maintain, increase and monitor the use of Education Portfolios to children in care, ensuring that the educational records of all children in foster care follow them, should placement changes occur. Ongoing b. Provide training and presentations to internal and external stakeholders, including CPS staff, to educate and encourage youth to be successful in school, ultimately achieving positive education outcomes for all students in foster care. c. Implement and participate in cross training collaborations with personnel from other agencies, school Ongoing Ongoing CPS has revised policies and procedures to maintain educational stability throughout the stages of delivery. Updates have been implemented during the initial investigations stage as a student is removed from his home by staff working with the placement staff to secure an appropriate home in the same school the child was enrolled in at the time of placement. If a home cannot be found at the same school, the placement team will work to identify an appropriate home in the same school district, working with the caregivers and local school districts to arrange transportation. Regional Education Specialists provide training on Surrogate Parenting certification and strategies for instruction delivery and behavior supports to Court Appointed Special Advocates, surrogate parents appointed by school districts, caregivers, and school district foster care liaisons. CPS Education Specialists train regional workers on new policies and procedures associated with changes with federal and state legislation. The CPS Education Specialists have provided additional training on enrollment and records transfer to school district foster care liaisons. The CPS Education Specialists continue to 2010-2014 Final Report and CAPTA Update Page 25 of 381 build regional districts and communitybased organizations. consortiums with internal and external stakeholders to support the educational needs and goals of students in foster care. Objective 2.2: Continue services to children, youth and families to enable safety and stability within the home throughout and following the delivery of Family Based Safety Services (regular, moderate and intensive in-home safety services). Outcome Measures: • Decreased percentage of children who have been determined to be victims of abuse and/or neglect who then received Family Based Safety Services and then return to DFPS as a “reason to believe” within 12 months of their closing date. FY 2012: 4.2% FY 2013: 4.8% • Decreased percentage of cases experiencing an investigation resulting in a disposition of “reason to believe” while in Family Based Safety Services. FY 2012: 2.2% FY 2013: 2.2% • Decreased recidivism rate (recurrence of maltreatment). FY 2012: 7.4% recidivism FY 2013: 6.9% recidivism • Increased percentage of Family Preservation cases receiving Family Team Meetings or Family Group Conferences. FY 2012: 13.8% FY 2013: 14.1% • Increased percentage of Family Preservation cases closed with Family Team Meetings or Family Group Conferences. FY 2012: 15.7% 2010-2014 Final Report and CAPTA Update Page 26 of 381 FY 2013: 16.7% 1 • Change over time in the decreased percentage of cases with repeat maltreatment. 2 FY 2012: 7.4% of children in Family Preservation (FPR) cases had a finding of Reason to Believe within 12 months after the FPR stage ended. 3 FY 2013: 6.9% of children in Family Preservation (FPR) cases had a finding of Reason to Believe within 12 months after the FPR stage ended. Strategy 2.2a: Develop a partnership with families receiving Family Based Safety Services to ensure that the children are safe. Utilize a family-centered approach to enhance family voice and choice in planning for formal and informal services. Lead: Ellen Letts Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): c. Explore conducting an outcomes-based evaluation regarding the use of Family Group Decision Making in Family Based Safety Services cases. September 2014 DFPS continues to collect Family Group Decision Making (Family Group Conference, Family Team Meeting, and Circles of Support) data. DFPS reports and utilizes Family Group Decision Making data to assess outcomes of children and families, the total number of conferences, conferences by race and ethnicity, and legislative mandates. Change Lead to Elizabeth Pontz. In October 2011 DFPS entered into a partnership with Casey Family Programs, the Kempe Center for the Prevention of Child Abuse and Neglect (formerly American Humane Association), and two child welfare agencies (one in Larimer County, Colorado and one in South 1 Methodology for reporting Family Preservation stages captures intensive and moderate stages. Includes children in Family Preservation cases with a second Family Preservation stage within 12 months after a pervious Family Preservation stage ended. 3 Revised FY 2012 data. 2 2010-2014 Final Report and CAPTA Update Page 27 of 381 Dakota), to participate in a federal grant - No Place Like Home. This grant is one of seven three-year federal grants from the U.S. Department of Health and Human Services, Administration for Children & Families, to implement and evaluate Family Group Decision Making in child welfare. The grant period began in October 2011 and concludes in September 2014. The evaluation focuses on: • The effectiveness of Family Group Decision Making on children and families receiving in-home services; • How Family Group Decision Making can meet the needs of children and families receiving in-home services; and • The effectiveness of Family Group Decision Making in equitably serving culturally diverse populations. The evaluation features rigorous (experimental or quasiexperimental) designs in all three sites addressing Family Group Decision Making processes, outcomes, and costs. In addition to evaluation efforts, the Kempe Center has been providing these child welfare agencies with training and technical assistance opportunities, customized to each site’s needs. There continues to be opportunities for shared learning among the sites as well as with the other federal grantees. All of these resources have resulted in initial enhancements in the Family Group Decision Making practices underway in each of the sites. On October 29, 2012, data collection for the evaluation began in Texas. Sample collection concluded April 30, 2014. Fidelity data collection and survey collection will continue through July 2014. Because data collection for the grant is localized in Dallas and Tarrant Counties, relevant staff from these counties received extensive training from the Kempe Center and have continued to participate in follow up coaching as needed. In addition, regional and state office staff participated in two peer networking meetings with Larimer County, Colorado and South Dakota child welfare. Texas DFPS hosted the most recent peer networking meeting in October 2013. Texas DFPS representatives will participate in a grant meeting th in June 2014 during the 17 Conference on Family Group Decision Making and Other Family Engagement Approaches in Vail, Colorado. 2010-2014 Final Report and CAPTA Update Page 28 of 381 d. Develop and convene a Family Centered Safety Decision Making Staff Training across Family Based Safety Services (FBSS), Investigation and Conservatorship (CVS) stages of service. Ongoing Study outcomes and analyses are expected to be available January 2015. DFPS will begin reviewing the results of the analysis in January 2015 and plans to convene a workgroup that will utilize the lessons learned to inform Family Group Decision Making practice and program improvement efforts statewide in 2015 and 2016. Child safety remains the priority for Texas and a requirement to reinforce a family-centered approach in all stages of service. Between 2009 and 2012, CPS consulted with the National Resource Center for Child Protection (NRC-CP) and Casey Family Programs to develop a family centered safety decision making protocol used in all stages of service. This work expanded the current Texas risk and safety model. Staff have continued to utilize the numerous training materials made available in an attempt to sustain the learning acquired from these conferences. These efforts were massive, requiring an exhausting amount of staff resources and agency/grant funding. Currently, the Enhanced Family Centered Safety Decision Making (EFCSDM) principles are being incorporated into the larger CPS practice model. Strategy 2.2b: Improve use of parent-child safety placement in Family Based Safety Services cases. Lead: Lori Lewis-Conerly Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): b. Include feedback regarding how cases are closed with an active parent-child safety placement, including documentation and notification to parent-child safety placement caregiver. Ongoing In general, cases are not closed with a Parental Child Safety Placement in place. Limited exceptions may occur with documented approval from the program administrator or regional director. A parent who is being investigated by or receiving services from CPS and who makes a Parental Child Safety Placement can utilize the Authorization Agreement for Nonparent Relative with the Parental Child Safety Placement caregiver, regardless of the caregiver's relationship to the child. The form can 2010-2014 Final Report and CAPTA Update Page 29 of 381 also be used after closure for certain caregivers. Caseworkers do not require the form but make it available to parents as a resource that will better enable the Parental Child Safety Placement caregiver to meet the child's needs. Before a case can be closed with a child continuing to reside with the Parental Child Safety Placement caregiver, DFPS must complete the Voluntary Caregiver Case Closure Plan form. The purpose of this form is to: • Determine and document that the child can safely remain in the placement without DFPS supervision; • Obtain written agreement of the parent, if possible; • Obtain caregiver's agreement in writing that the child can continue living in the placement; and • Develop a written plan for the child's care after DFPS closes the case. Staff are to develop a plan for the child's safe return with the person making the Parental Child Safety Placement and the Parental Child Safety Placement caregiver. After developing a plan with the parent and Parental Child Safety Placement caregiver, staff consults with their Program Director to ensure the appropriateness of the plan, and to ensure that the finalized plan is provided to the parent and Parental Child Safety Placement caregiver. Strategy 2.2c: Improve service delivery to those families transitioning from conservatorship to family reunification. Lead: Lori Lewis-Conerly Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): b. Develop best practices specifically for working with Family Reunification families. Ongoing With technical assistance from the National Resource Center for Child Protective Services, CPS created a model for Enhanced Family Centered Safety Decision Making (EFCSDM Several meetings have been held to review feedback from the Family Based Safety Services statewide workgroup regarding 2010-2014 Final Report and CAPTA Update Page 30 of 381 c. Obtain and disseminate updated child welfare best practices research and information to field staff. Ongoing reunification. A separate statewide workgroup with representation from all stages of service convened to analyze current reunification best practice in policy and direct delivery services. The workgroup developed policy and best practice for FBSS and conservatorship (CVS) regarding reunification. FBSS policy was completed in Fall 2013. CVS policy is expected to be completed by August 2014. The Parent Program Specialist, Mental Health Specialist, and Family Based Safety Services Specialist developed a family toolkit to provide information, referrals and resources to parents and caregivers that will help engage the family. The Parent Collaboration Group reviewed the family toolkit and provided input. This project was completed Fall 2013. In addition to the above, a mental health toolkit will be developed as a resource guide for workers to use across stages of program. This will include community resources, definitions of mental health diagnosis, signs and symptoms of mental health crisis, issues dealing with dual diagnosis, substance abuse and mental health, common medications, types of interventions, how to develop service plans specifically to address mental health issues with parents and children, what to do when a crisis happens, and how to assist children and families with a mental health safety plan. Trainings regarding family engagement continue to be provided for caseworkers and supervisors through Basic Skills Development training. Both the Fatherhood Specialist and the Parent Program Specialist provide ongoing training and assistance to various CPS staff throughout Texas to help educate staff on the importance of engaging the fathers and tools for quality family engagement. Interagency collaboration with Texas Women's University and the University of Texas El Paso for a Parent Partner Pilot began in May 2013. The pilot will continue for one year in Regions 3 and 10. Parents have been hired in both locations to mentor parents currently involved in the child welfare system. Parent Partner mentors will attend meetings and court with the parents, help access 2010-2014 Final Report and CAPTA Update Page 31 of 381 Complete d. Utilize the University of Houston's Center for Family Strengths Symposium to provide training opportunities for Family Based Safety Services staff. e. Develop ongoing training or training tools in collaboration with Fatherhood Specialist and Parent Collaboration Group in an effort to further educate staff on the importance of family connections. Annually Ongoing resources and navigate systems, provide emotional support and a supportive voice for the family. Two members of the CPS Family Focus Division, including a Family Based Safety Services Program Specialist, serve on the planning committee for the University of Houston's Center for Family Strengths Symposium. This action step has been completed. The Parent Program Specialist, Mental Health Specialist, and Family Based Safety Services Specialist continue to develop a family toolkit that will provide information, referrals and resources to parents and caregivers to help engage the family. The Parent Collaboration Group reviewed the family toolkit and provided input. This project was completed Fall 2013. A mental health toolkit will be developed as a resource guide for workers to use across stages of program. This will include community resources, definitions of mental health diagnosis, signs & symptoms of mental health crisis, issues dealing with dual diagnosis, substance abuse and mental health, common medications, types of interventions, how to develop service plans specifically to address mental health issues with parents and children, what to do when a crisis happens, and how to assist children and families with a mental health safety plan. Anticipated completion date for this toolkit is FY 2016. Trainings regarding family engagement continue to be provided for caseworkers and supervisors through Basic Skills Development training. Both the Fatherhood Specialist and the Parent Program Specialist provide ongoing training and assistance to various CPS staff throughout Texas to help educate staff on the importance of engaging the fathers and tools for quality family engagement. Strategy 2.2d: Explore methods to evaluate and improve response to repeat maltreatment for the most vulnerable children in Family Based Safety Services cases. Lead: Lori Lewis-Conerly 2010-2014 Final Report and CAPTA Update Page 32 of 381 Action Steps: Target Completion Date: Status on Accomplishment / Progress made in the past fiscal year toward meeting overall goal and objective: Revisions needed to reflect change in circumstances (if applicable): a. Obtain input from the Family Based Safety Services statewide workgroup and Child Safety Specialists as available to identify trends and areas of need regarding current skills used by field staff to detect and document safety. Ongoing The Family Based Safety Services statewide workgroup continues to discuss trends and areas of need regarding the ability of field staff to assess and articulate safety and risk during each monthly meeting. Child Safety Specialists continue to provide technical assistance to Family Based Safety Services staff. This action step has been completed. The Family Based Safety Services (FBSS) statewide workgroup continues to review and improve service delivery in FBSS by addressing how CPS staff engage families and assess child safety. Enhanced Family Centered Safety Decision Making concepts are the focus of ongoing training efforts to clarify safety and risk, assessment of parent/caregivers, and child vulnerability all support the goal to improve face-to-face contacts. The first training held in March 2014 focused on parental protective capacity with an April webinar to focus on safety threats. More webinars are planned for the remainder of FY 2014. Family Based Safety Services statewide program directors continue to meet regularly to address organizational issues and concerns; to problem-solve complex situations/tasks that are sometimes beyond the capability of an individual program director; to enhance the transfer of learning within the peer group and from program director to supervisor; to generate new or creative ideas and/or solutions; to provide supportive networking; to allow sharing/testing of individual perceptions regarding policy/task/etc. The supportive sharing and learning is critical to this level of professional development and overall management functioning. Ongoing collaboration with the Research and Development Team continues to identify gaps in services and needs in Family Based Safety Services (FBSS) practice, policy and outcomes. A case reading tool will be developed to assess the quality of casework practice with an anticipated completion date of December 2015. Areas of review include timeliness of contacts, timeliness of family service plans, and documentation. An analysis of FBSS has been completed and shared with staff. The analysis reviewed trends and 2010-2014 Final Report and CAPTA Update Page 33 of 381 b. Regularly review child death reports to review trends and practices of assessing safety and risk. Ongoing c. Incorporate risk assessment training at the Family Based Safety Services and Investigations Supervisor conference. Ongoing demographics for Family Based Safety Services. A Family Based Safety Services (FBSS) Program Specialist participates in child death staffings involving families with currently involved with FBSS or FBSS history with the goal of identifying trends and practices related to assessing risk. This practice will remain in effect indefinitely. The safety assessment tool has been revised based on all the available information. The revised tool is currently being piloted in regular investigations through the summer of 2014. The FPR (Family Preservation Review) stage of service is also recommending the Information Management Protecting Adults and Children in Texas (IMPACT) inclusion of the safety assessment in conjunction with IMPACT Modernization. Strategy 2.2e: Expand and improve intensive Family Based Safety Services. Lead: Kathryn Sibley Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: Revisions needed to reflect change in circumstances (if applicable): All action steps for this strategy have been completed. Objective 2.3: Achieve timely permanency for children in substitute care. Outcome Measures: • Increased percentage of children whose adoption consummated within 24 months of removal. FY 2012: 49.3% FY 2013: 49.7% • Increased percentage of children who left DFPS legal responsibility with an adoption consummation. FY 2012: 28.6% FY 2013: 30.7% 2010-2014 Final Report and CAPTA Update Page 34 of 381 • The decreased average length of service measured from removal to adoption consummation. FY 2012: 29.2 months FY 2013: 28.9 months • Increased percentage of children in DFPS conservatorship for whom permanency was achieved within eighteen months. FY 2012: 80.0% FY 2013: 79.3% • Increased percentage of children in DFPS conservatorship for whom reunification was achieved within 12 months. FY 2012: 63.7% FY 2013: 63.8% • Increased percentage of children returned to own home. FY 2012: 33.3% FY 2013: 32.4% • The decreased average length of service (measured from removal to placement in own home). FY 2012: 13.3 months FY 2013: 13.2 months • Increased percentage of children who left DFPS legal responsibility to a relative placement. FY 2012: 29.1% FY 2013: 28.1% • The decreased average length of service (measured from removal to date placement with relative). FY 2012: 7.9 months FY 2013: 8.6 months • The decreased average length of service (measured from removal to date DFPS legal responsibility ended). FY 2012: 14.0months 2010-2014 Final Report and CAPTA Update Page 35 of 381 FY 2013: 14.6 months • Decreased percentage of families experiencing removal with Family Group Conference. 4 FY 2012: 11.9% FY 2013: 10.6% • Increased percentage of kinship placements made following a Family Group Conference. 5 FY 2012: 17.4% FY 2013: 17.8% Strategy 2.3a: Enhance safety, permanency, and well-being for children through the provision of direct services and support to their relative or kinship caregivers. Lead: Jolynne Batchelor Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Continue to identify effective methods for accessing and assessing kinship families that are able to care for related children in DFPS legal custody. Ongoing In FY 2014, CPS Handbook Appendix 4525 Attachment: Risk Evaluations in Kinship Placements was updated to include offenses as well as to mirror the requirements by Child Care Licensing. Change Lead to Debbie Bouldin/Jenny Hinson. The Kinship Home Assessment Template was updated to include Frequent visitors, gun safety and situational safety issues such as water safety. In Jan 2014 staff began conducting quarterly unannounced home visits with unverified caregivers caring for children three years old and younger, call Kinship Safety Visits. The Safety Visit Guide Form has been created and dispersed through a Protective Services Action Memo and has been posted on the forms site. Caseworkers use this form during the Kinship Safety 4 Calculation made by counting the number of families (cases) with Family Group Conferences or Family Team Meetings in the Investigation or Family Preservation stage during the fiscal year, and calculating the percentage of those cases in which at least one removal occurred within 180 days of the Family Group Conference or Family Team Meeting. 5 Calculation made by counting the number of families (cases) with Family Group Conferences during the fiscal year, and calculating the percentage of those cases in which at least one kinship placement occurred within 180 days of the Family Group Conference. 2010-2014 Final Report and CAPTA Update Page 36 of 381 b. Continue to explore best practice methods that have the potential for moving children into stable kinship placements quickly. Ongoing Visits. Also, 8½ by 5½ laminated cards titled, "Tips and Questions for Caseworkers when Conducting Safety Visits", were created that listed several suggested questions to ask during Kinship Safety Visits. These cards will be dispersed to the regions to conservatorship, I See You, Kinship Care, and Family Based Safety Services staff. Family Group Decision Making continues to be an excellent tool for engaging the family in safety and service planning and for identifying kinship placements when children need to be in substitute care. In FY 2014 the CPS Handbook 4500 section and the Appendices relating to kinship care are being updated to include unannounced visits, home visits, frequency visitors and the increase Relative and Other Designated Caregiver's Integration payment. In FY 2013, Senate Bill 502 was passed, increasing the amount of the Integration payment for the initial placement of a sibling group from $1,000 for a single child or a sibling group to at least $1,000 for the group, but may not exceed $1,000 for each child in the group effective September 1, 2013. DFPS now pays $1,000 for a single child or the oldest child in a sibling group and $495 for each additional sibling. c. Continue to train new staff about Kinship Program to ensure timely referrals. Ongoing In FY 2014 DFPS also agreed to pay grandparents qualifying for the one-time Temporary Assistance to Needy Families Parent Grant, the $495 add-on rate if the grandparent is caring for a sibling group. Program specialists attend Supervisor Basic Skills Development on a regular basis to talk to caseworkers about the Kinship Program, to assist with better understanding of the program and timely referrals. Kinship conference calls are made every month to kinship supervisors, program directors and special programs administrators. The purpose for the call is to share with staff any new policy changes, policy clarifications, and to determine program improvement areas. 2010-2014 Final Report and CAPTA Update Page 37 of 381 d. Implement the Permanency Care Assistance Program for kinship families that become verified as foster families and take conservatorship of a CPS child after six months, subject to legislative appropriation for the program. Ongoing DFPS implemented the Permanency Care Assistance program in September 2010. As of April 2014, 1,625 children have exited care with Permanency Care Assistance benefits. If reunification and adoption have been ruled out and the child or youth has been in the kinship foster home for at least six months, and if the other requirements have been met, the worker submits an application to the designated staff. An initial approval is given and a negotiator meets with the kinship family to complete an agreement. Once the agreement is signed the kinship family can go to court and receive permanent managing conservatorship (legal custody) of the child or youth. A final approval is made and the kinship family can begin to receive the monthly Permanency Care Assistance benefit. The training that staff received to implement this program remains online where they can access the whole training or part of it as needed. Case mining and case review efforts are ongoing in order to find new kin and encourage kin who currently care for children in the permanent managing conservatorship of DFPS to consider Permanency Care Assistance as an option, so as to ensure true permanency for this group of children. Information about Permanency Care Assistance is available on both the DFPS Intranet and Internet websites. Strategy 2.3b: Provide support for staff in long range planning for children with disabilities through training and the use of staff with expertise on children with disabilities. Lead: Bridget Crawford Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Develop and implement policy changes to improve services and complete permanency plans for children with disabilities. b. Distribute information regarding children with Ongoing Developmental Disability Specialists across the state provide policy interpretation and application for staff who are serving children with intellectual and developmental disabilities. No policies were changed or published in the last fiscal year. Ongoing The Developmental Disability Specialists held one face-to-face meeting in September 2013. This included all CPS 2010-2014 Final Report and CAPTA Update Page 38 of 381 disabilities at regularly scheduled Statewide Communication Access Network calls and meetings with Developmental Disability Specialists. Developmental Disability Specialists and their supervisors. Teleconferences took place monthly during the year. Meeting content consisted of training from partner agencies, stakeholders, and advocacy groups. System efficiencies were identified and technical assistance was provided. c. Developmental Disability Specialists will be available to train CPS staff, community organizations, school personnel and stakeholders on disability issues. Access staff from other agencies and advocates to train specialized DFPS staff on disability issues. Ongoing d. Developmental Disability Specialists will be a key resource for foster children placed in State Schools or in institutions for children with cognitive and intellectual disabilities by regular case contact and case planning including assessing when a child/youth is ready to move into a community placement. Ongoing Developmental Disability Specialists and their supervisors hold monthly teleconferences facilitated by the Developmental Disability Specialist at state office to cover pertinent issues and concerns regarding children and families in DFPS care. Developmental Disability Specialists continue to train staff at: • Unit meetings; • Basic Skills Development training, including supervisors training; • External venues with opportunities to train other service providers and community organizations, including school personnel; • DFPS placement staff; and • Guardianship Supervisors with the Department of Aging and Disability Services. Developmental Disability Specialists are assigned as secondary caseworkers to children placed in state supported living centers and DFPS institutions licensed for children with intellectual and developmental disabilities. The Developmental Disability Specialists provide casework functions, maintain monthly contacts with children in these placements, serve as Medical Consenters, and review each case for less restrictive community placement options. Developmental Disability Specialists advocate and facilitate moving children out of State Supported Living Centers and into community placements. 2010-2014 Final Report and CAPTA Update Page 39 of 381 Change Action Step to read, "Developmental Disability Specialists will be a key resource for foster children place in State Supported Living Centers or in institutions for children with cognitive and intellectual disabilities by regular case contact and case planning including assessing when a child/youth is ready to move into a community placement." Strategy 2.3c: Enhance the matching and recruitment services of Texas Adoption Resource Exchange to increase family resources for children waiting to achieve an adoptive placement. (Child Abuse Prevention and Treatment Act, Part 1) Lead: Susan Hutsko Action Steps: a. Develop enhancements to the Texas Adoption Resource Exchange website with additional information added as required to meet the needs of DFPS and other adoption agencies, families and staff who use the site in their search for adoption and foster care information and in their search for children to adopt. Implementation of enhancements with a fiscal impact is contingent on the availability of financial resources. b. Respond to AdoptUSKids family inquiries in a timely manner. c. Provide monthly monitoring of regional reports of child removals and pending placements on the Texas Adoption Resource Exchange in order to keep the Texas Adoption Resource Exchange Maintenance site current. Target Completion Date: Ongoing Status on Accomplishment / Progress made in the past fiscal year toward meeting overall goal and objective: The redesign of Texas Adoption Resource Exchange created an enhanced website and application that helps DFPS be more responsive to families that inquire about children waiting for adoption. It provides enhanced technology assistance to help DFPS staff streamline efforts to match waiting children with prospective adoptive families. Requests have been submitted to Information Technology for additional enhancements to Texas Adoption Resource Exchange applications. Some enhancements have been approved and moved to production. Ongoing Ongoing DFPS continued activities to ensure AdoptUSKids inquiries receive a timely response. DFPS staff are able to respond to these through the AdoptUSKids website and the Texas Adoption Resource Exchange website. Both websites were enhanced in FY 2011 to allow responses to be sent quickly to families. DFPS staff are instructed to respond to inquiries within three business days after receiving the inquiry. Regions have the ability to request reports from the Texas Adoption Resource Exchange Program Specialist through the Texas Adoption Resource Exchange website. DFPS began development of specific reports for regional use. Three reports are now available for regions to run. Prior to the availability of the new reports, ad hoc reports were provided to regional staff as needed. Ad hoc reports continue to be available. The reports have been helpful in providing information so the status of a child can be updated in a timely manner. 2010-2014 Final Report and CAPTA Update Page 40 of 381 Revisions needed to reflect change in circumstances (if applicable): d. Provide monthly reports to the regions on foster/adopt prospective family inquiries received through the Texas Adoption Resource Exchange. e. Produce foster/adopt recruitment print materials and child specific recruitment publications for children registered in Texas Adoption Resource Exchange. Ongoing DFPS began development of specific reports for regional use. Three reports are now available for regional use. Additionally there are four Texas Adoption Resource Exchange reports that regions may request as needed. Annually f. Improve recruitment for children whose plan is adoption and are not in placements intended to be permanent. Ongoing The “Why Not Me?" recruitment campaign continued in 2013. The “Why Not Me?” recruitment campaign is a multimedia, print and Web campaign. Materials were made available for staff to use in recruitment activities. "Why Not Me?" print materials were distributed to the regional recruitment staff as needed. The Texas Adoption Resource Exchange website includes information on the “Why Not Me?” campaign. Broadcasts to Adoption Family Network families are regularly sent to highlight specific children in need of a family. A child is highlighted on the Texas Adoption Resource Exchange website home page and in the DFPS newsletter every month. Workers continue to have the ability to search for appropriate families based on the child's specific needs. Eleven Heart Galleries throughout the state continued to provide quality photographs of children awaiting adoption. One additional Heart Gallery is in the process of organization. Each Heart Gallery provides a display with framed photographs of children which is used for child-specific recruitment in the community, at churches, adoption forums and match parties. Match parties continue in the regions to enable children and potential adoptive parents to meet. Workers continued to use Public Service Announcements, Forever Family, Wednesday's Child video shoots, Are You My Family video shoots, A Family for Every Child website, and Wendy's Wonderful Kids to improve recruitment. DFPS faith-based recruiters continue to present information to the faith community through information meetings and church presentations. In October 2010 Texas was awarded a federal Adoption Opportunities Diligent Recruitment Grant. The five-year grant is collaboration between DFPS and Texas Court Appointed Special Advocates. The National Resource Center for Recruitment and Retention provided technical assistance and Child Trends is the evaluator. The grant requires one metro and one rural area. The Texas grant includes five 2010-2014 Final Report and CAPTA Update Page 41 of 381 treatment counties (Collin, Tarrant, Gregg, Angelina and Nacogdoches Counties) which are located in Regions 3 (metro) and 4/5 (rural). The grant allows for the development of targeted recruitment materials. Recruitment materials have been designed to be culturally sensitive and have been made available to the targeted regions. The Texas Adoption Resource Exchange website was redesigned to include improvements to recruit families for waiting children. With the implementation of the redesign of the Texas Adoption Resource Exchange website, links were also added to social media such as Facebook. A Texas Adoption Resource Exchange YouTube channel was created to feature videos of children awaiting adoption. Strategy 2.3d: Continue Family Group Conferencing after removal of a child to enlist extended support systems in identifying resources that will move the child to a permanent placement in the briefest period of time. Lead: Ellen Letts Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): All action steps for this strategy have been completed. Strategy 2.3e: Improve timeliness of finalizing adoptions. Lead: Jillian Bonacquisti Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: a. Identify barriers that delay finalization of adoptions. Ongoing b. Coordinate with DFPS and private agency adoption staff Ongoing Staff identify adoption barriers in the course of completing their regular duties and Operation PUSH (Placing Us in Safe Homes). Possible solutions (e.g. having Court Appointed Special Advocates make copies of the child's record for redaction and having staff other than the child's caseworker screen home studies) are explored at the local and statewide level. DFPS continues to implement Operation PUSH (Placing Us in Safe Homes) which began in April 2005 and continues with an 2010-2014 Final Report and CAPTA Update Page 42 of 381 Revisions needed to reflect change in circumstances (if applicable): to identify and develop resolutions to barriers. annual kick-off each year. The goal is to identify, track, and overcome internal barriers that delay completion of adoptions such as copying and redacting the child's record. Regional staff may obtain assistance from private child-placing agencies and other volunteers to address barriers. Staff continue to make special efforts to identify challenges related to the adoption approval process and to support and assist applicants as needed, particularly relative applicants. For example, regional staff may conduct pre-service training with one or more applicants. In order to address disproportionality of African-American children in the CPS system, DFPS continues to train staff about cultural issues to emphasize placement of all children with relatives when it is safe and appropriate, and to increase public awareness about the need for families for African-American children. Texas received the Diligent Recruitment Grant from the Children's Bureau, and African-American children are part of the priority population in the five treatment counties (Collin, Tarrant, Gregg, Angelina and Nacogdoches). One purpose of the grant is to help develop resolutions to barriers identified in creating permanency for children identified in the priority population. Objective 2.4: Improve placement stability for children in substitute care and adoptive care prior to consummation. Strategy 2.4a: Increase numbers of foster and adoptive families that reflect the population of the children served by DFPS consistent with the Multi-Ethnic Placement Act of 1994 and the Inter-Ethnic Provisions of 1996. Lead: Jamie Johnson Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Develop and implement a statewide recruitment and retention plan to ensure the number of available foster and adoptive families meet the placement and Ongoing DFPS has annual recruitment plans that each region submits. Regions are required to use data regarding demographics of the children served in their area and each region sets specific goals for foster and adoption family recruitment. Regions recruit families to meet the needs within their region and, on a quarterly basis, report their recruitment activities as well as progress made toward each of 2010-2014 Final Report and CAPTA Update Page 43 of 381 permanency needs of children in out-of-home care. b. Meet with the statewide recruitment staff twice a year to facilitate implementation of the CPS foster/adopt recruitment plan. c. Develop targeted recruitment activities in disproportionality sites across the state. the goals set. In addition the State Disproportionality Manager has reviewed disproportionality data. Plans have been developed to increase recruitment of homes in order to address disproportionality. Ongoing Ongoing DFPS also recruits family members to become foster and/or adoptive parents for their relative children. When reunification and adoption are ruled out, and if requirements are met, the kinship foster family is subsequently encouraged to take legal custody (Permanent Managing Conservatorship in Texas, which is nationally referred to as Guardianship) of the child. Such families can be approved for Permanency Care Assistance. This permanency option offers medical and financial assistance to families. State office program specialists conduct monthly calls with regional recruiters to address areas of needed improvement to attract additional foster and/or adoptive homes for waiting children. These calls are also utilized to generate additional ideas on how to recruit for specific families for the needs of the region. Congregations Helping in Love and Dedication (CHILD) continues to be a focus for the regions where faith-based recruiters are housed. Faith-based recruiters continue contacting and interacting with the faith-based community to engage them in recruiting verified foster and/or adoptive parents. The Advisory Committee on Promoting Adoption of Minority Children continues to plan and implement community awareness events called Adoption Forums in areas of Texas with high disproportionality. The forums serve as a community information and recruitment event to raise awareness concerning the number of children of color waiting for permanent homes. d. Conduct various Ongoing To date Adoption Forums have been completed in: Houston (October 2011), Abilene (April 2012), Mesquite (October 2012), San Antonio (June 2013), Austin (November 2013), and Corpus Christi (March 2014). Three additional forums have been planned for 2014. Regional recruitment staff are engaged in community recruitment 2010-2014 Final Report and CAPTA Update Page 44 of 381 community recruitment activities during the year. These include informational meetings, adoption fairs and expositions, award ceremonies, adoption court functions and print and electronic media stories on television and radio. e. Meet regularly with the Advisory Committee to Promote Adoption of Minority Children. events all year long, especially during the months of May (Foster Care Month) and November (Adoption Awareness Month). Recruiters participate in monthly recruitment events like Adoption Expos and various fairs throughout the year to promote the need for foster/adoptive homes. During the month of May recruitment staff host foster care and adoption appreciation events for current foster and adoptive families. In November, the Saturday before Thanksgiving, staff participate in Texas Adoption Day. They also participate in National Adoption Day. DFPS regions celebrate adoption consummations throughout the entire month of November. These events include adoption consummation picnics, balloon releases and other events highlighting the need for community involvement, finding permanent homes for children, and celebrating children and the families who care for them. Ongoing Each region is responsible for conducting a minimum of two Information Meetings per month in their region. Policy states that one meeting must be collaborative with other Child Placing Agencies in order to recruit additional foster/adopt homes. Public Service Announcements for television and radio were developed in English and Spanish. Brochures, bookmarks, posters and fact sheets were also developed. The CPS liaison to the committee attends quarterly meetings in various parts of the state. The Advisory Committee plans and implements community awareness events called Adoption Forums in areas of Texas with high disproportionality. The forums serve as community information and recruitment events to raise awareness concerning disproportionality, disparity, and how the faith communities in attendance can impact the families, children, and youth in their local area from prevention to permanency. Nominations have been received for new Committee members in five additional regions. The Committee has added one new member who will represent Region 7. 2010-2014 Final Report and CAPTA Update Page 45 of 381 f. Conduct joint recruitment and training of prospective foster and adoptive families with public child placing agencies across the state. Ongoing DFPS continues contracting with the Texas Foster Family Association for the purpose of recruitment, training and retention of foster parents. DFPS participates in two annual conferences hosted by Texas Foster Family Association for foster parents and child placing agencies. DFPS provides train-the-trainer trainings throughout the state instructed by a DFPS Master Parent Resources for Information, Development and Education (PRIDE) trainer. These trainings are offered to DFPS staff and are also open to private child placing agency staff. DFPS participates in quarterly meetings with private provider agency leadership such as the Texas Association of Child Placing Agencies and the Texas Alliance of Child and Family Services where capacity building issues are discussed. Strategy 2.4b: Increase collaboration with faith-based communities for foster and adoptive families and support services for those families. Lead: Jamie Johnson Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Establish quality lines of communication with faithbased organizations that allow DFPS to convey needs and issues that surround the provision of foster care and adoption services. Ongoing DFPS faith-based recruiters continue to present information to the faith community through information meetings and church presentations. DFPS participates with the Advisory Committee on Promoting Minority Adoptions by presenting data to the public on the number of children of color waiting for permanent homes. This information is presented through an event called an Adoption Forum. Presently, there are a number of additional Faith-Based collaborations underway. In November 2013 a Faith Leader's Summit was held which gathered faith leaders who have been involved with this new initiative together in Austin. The Summit resulted in a unifying vision and guidelines for partnership between 2010-2014 Final Report and CAPTA Update Page 46 of 381 the state CPS and faith communities. Throughout FY 2014 implementation and detail meetings have occurred with faith communities across the state. As of February 2014 there have been 108 churches which have committed to participate in the Faith Based Collaboration. Ninety-three churches attended meetings across the state to gain further information on the collaboration, and Faith Based ministries. Sixteen Orphan Care Ministries have been launched and 13 of the ministries are foster/adopt and are recruiting families. Other faith-based collaborations include Focus on the Family, Colorado Spring, Colorado who once again collaborated with CPS to host two large events entitled "Wait No More" to make families aware of the need for adoptive families. These events were held in Houston in April 2013 and in Dallas/Ft. Worth in June 2013. As a result of this collaboration with Focus on the Family, ten families have become verified or approved (six from the Houston event and four from the Dallas event). b. Dedicate staff and other resources to faith-based recruitment of foster and adoptive families, and expand the role of the staff to also include consultation services to faith communities on how to build effective foster and adoptive support networks within a congregation. Ongoing The Center for Elimination of Disproportionality and Disparities with DFPS, in partnership with Administration for Children and Families, is collaborating with Christian Methodist Episcopal church leadership regarding the development of a ministry. All regions have general recruiters. A few regions have designated faith-based recruiters who concentrate on presenting information to the faith community. DFPS state office staff responds to all requests made of faith-based leaders across the state. This includes face-to-face meetings and/or calls where vital information concerning waiting children is shared. As a result of the Houston Adoption Forum, DFPS staff in the Houston area have become instrumental in assisting a local church with connecting children in DFPS conservatorship with their relatives who are members of that church. Staff continue to assist congregations with finding resources for children and families within their communities. Faith community members continue supplying items for the regional Rainbow Rooms. 2010-2014 Final Report and CAPTA Update Page 47 of 381 c. Use DFPS training expertise, knowledge of parenting issues and existing curriculums to help congregations increase capacity to provide support to foster and adoptive families and to support all families within a congregation. Ongoing In regards to the new faith-based collaborations with faith communities across the state, DFPS has identified regional points of contact who will be available to each interested faith community and able to support the success of these collaborations. Staff are working with each community to recruit churches who will develop wrap-around services within the church to families who are fostering and adopting as well as transitioning youth, relatives, and birth families. Churches are being empowered to develop a ministry of their choice with a focus on the need for foster and adoptive families. DFPS staff, through Congregations Helping in Love and Dedication (CHILD), continue to work with the faith community to provide parenting training curriculum such as information contained within the Parent Resource Information Development and Education manual. DFPS staff through CHILD have also met with the faith community to assist with the development of their own process of recruiting and training members of their congregation to become foster and/or adoptive parents for waiting children. DFPS has identified regional points of contact to be available to each interested faith community and be able to support the success of collaborations. The new model for collaboration recruits churches, as invited by church leadership, who will develop foster-to-adopt families and wrap-around services within the church for families who are fostering and adopting. As of February 2014, 93 churches attended meetings across the state to gain training and further information on how their faith community can provide support and wrap around services to children, youth, foster adoptive families, birth families, and relative families in their congregations and neighborhoods. Strategy 2.4c: Promote a structured, therapeutic step-down program which will safely stabilize children with a history of psychiatric hospitalizations. Lead: Cristina Guerrero Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): 2010-2014 Final Report and CAPTA Update Page 48 of 381 b. Coordinate with Residential Treatment Placement Coordinators and regional placement staff to identify children and youth in substitute care who meet criteria for this program and need the service. c. Decrease the number of children waiting in psychiatric placements after they are ready for discharge. Ongoing The Residential Treatment Placement Coordinators regularly contact the state office Placement Liaison for the Intensive Psychiatric Transition Program to staff and assess children who meet criteria for the program. During FY 2013 there were 171 referrals submitted to the State Office Placement Liaison and 107 children were placed in the Intensive Psychiatric Transition Program. Ongoing STAR Health sends a weekly census of the number of children in hospitals. The report is disseminated to the Residential Treatment Placement Coordinators and Centralized Placement Coordinators who then contact children's caseworkers and ensure children are either returning to previous placements or, if the child is not returning to their previous placement, that a placement search has begun and is underway. This report has helped limit the number of days children remain in hospitals. Children with extreme behaviors that may present a barrier to placement are also staffed at the state office Placement Division level as well as with the representatives from STAR Health and Cenpatico. Together they determine what resources and services are available to assist the child within a STAR placement setting. Additional supports through Health/Cenpatico assist with limiting the number of days children remain in hospitals. Efforts to reduce the number of children in psychiatric hospitals also include meeting with executive leadership with Health and Human Services Commission, the Department of State Health Services, and DFPS to bring together necessary resources to assist in providing appropriate services and placement for this population. 2010-2014 Final Report and CAPTA Update Page 49 of 381 d. Coordinate with designated health care provider to ensure children are not staying in psychiatric placements after they are ready for discharge. Ongoing The Discharge Planner for Foster Care with the designated health care provider contacts the child's caseworker when the child is ready for discharge from a psychiatric hospital and a placement has not been secured. CPS regional staff, Residential Treatment Placement Coordinators, Centralized Placement Coordinators and the designated health care provider work together to prevent children from staying in psychiatric hospitals when ready for discharge. A staffing occurs with the designated health care provider and field staff when needed to develop wrap-around services to children and discuss viable placement options upon discharge. Staffings are scheduled until placement options have been identified. Strategy 2.4d: Children in the Intensive Psychiatric Treatment Program will be stabilized and stepped down to a residential treatment center or therapeutic foster home placement. Lead: Cristina Guerrero Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Contracted Intensive Psychiatric Transition Program providers will review and update child’s treatment plan bi-monthly to evaluate the child’s progress. b. Children will stabilize and be ready for discharge to a less restrictive placement within 60 days. c. Coordinate with Intensive Psychiatric Transition Program providers to ensure the children are placed in the most appropriate placement at discharge from the Intensive Psychiatric Transition Program. Ongoing Contracted Intensive Psychiatric Transition Program providers review and update child treatment plans bi-monthly to evaluate the child's progress. This is a requirement of the Intensive Psychiatric Transition Program contract. Ongoing During FY 2013 73% of all children discharged from the Intensive Psychiatric Transition Program stabilized and went into a less restrictive placement within 60 days of admission. Ongoing Intensive Psychiatric Transition Program providers work with CPS to ensure children are placed in the most appropriate placement at the time of discharge from the Intensive Psychiatric Transition Program. This may include staffing with regional Placement staff, state office Placement staff, the child's caseworker, as well as staffing and conducting pre-placement visits with potential caregivers for the child. Most youth are able to “step down” into the regular residential treatment program at the same facility, providing continuity of care for the youth and a less restrictive environment. 2010-2014 Final Report and CAPTA Update Page 50 of 381 d. Coordinate with designated health care provider to ensure supports are in place to assist in the transition to a less restrictive placement. Ongoing e. Coordinate with the service level monitor and the child’s caseworker to ensure that the service level of care has been assigned. Ongoing All of the Intensive Psychiatric Transition Program providers are able to transition children discharging from the Intensive Psychiatric Transition Program into their residential treatment program. The designated health care provider is available to coordinate with Intensive Psychiatric Transition Program providers and caseworkers to ensure a child discharging from an Intensive Psychiatric Transition Program has the necessary supports in place to assist in the transition to a less restrictive placement. Intensive Psychiatric Transition Program providers coordinate with the child's caseworker to ensure the child's complete clinical packet has been sent to the service level monitor for review at least 14 days prior to the child's discharge date. This is to ensure the service level is assigned prior to the discharge date. In addition, the state office Liaison provides a monthly list of children currently placed in the Intensive Psychiatric Transition Program to the service level monitor for tracking purposes. The service level monitor maintains regular contact with the state office Liaison and notifies the Liaison after each child has been reviewed for a new service level. Objective 2.5: Implement services to children in substitute care to facilitate reunification and permanency efforts. Outcome Measure: • The decreased number of children in the permanent managing conservatorship of DFPS where parental rights have not been terminated. FY 2012: 3,263 FY 2013: 3,098 2010-2014 Final Report and CAPTA Update Page 51 of 381 • There will be an increase in the placement of children with fathers and paternal relatives in the Conservatorship stages of service. Number of Children in Relative Placements by Caregiver Type Fiscal Year 2008 2009 2010 2011 2012 Total 13,131 11,252 11,822 14,088 15,039 Maternal Paternal Unspecified Grandparent(s) Grandparent(s) Grandparent(s) 2,313 1,575 1,565 2,142 1,431 1,384 2,443 1,435 1,702 2,647 1,612 2,185 2,780 1,648 2,302 Mother Father 5,465 4,360 4,228 5,400 5,927 1,509 1,324 1,374 1,586 1,693 Methodology: * Placement at exit or placement at the end of each fiscal year. A child is counted once in each fiscal year his last placement was with grandparents or parents Grandparent type designation was determined by the non-certified adult relation to the child. (Maternal, paternal or unspecified grandparent). Parent Type was determined by the non-certified adult relation to the child (parent) and the gender of the non-certified adult. Since there is no code indicating whether the child lives with both parents or with the non-certified adult only, the assumption made was that if the non-certified adult is married and lives at the same address as the other parent, the child lives with both parents. Note: Number of children whose last placement was with parents or grandparents was undercounted for FY08-10 prior report and recalculated for this report by using the family tree enhancement implemented in FY 2011. In FY 2011, 40 records changed from unspecified grandparent to maternal or paternal, and in FY 2012, 171 records changed from unspecified grandparent to maternal or paternal. 2010-2014 Final Report and CAPTA Update Page 52 of 381 Both Parents 704 611 640 658 689 Strategy 2.5a: Utilize family-centered strategies to achieve identified permanency goals. Lead: Jolynne Batchelor Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: Continue to develop local partnerships with community resources. Ongoing Partnering with local and statewide community resources is essential to the long term support of children and families served by DFPS. The Division of Family Focus (Family Group Decision Making, Fatherhood, Parent, Mental Health, Substance Abuse and Family Based Safety Services (FBSS) Program Specialists continue to develop and implement strategies to strengthen community partnerships for children, youth, and families served by DFPS. Efforts to engage and develop local and statewide partnerships include the following: • Delivered Keynote Address at the September 2013 Center for Public Service and Family Strengths - Equity: Partnering for Family Empowerment Family Strengths Symposium; • 2nd Annual Parent Conference in El Paso, Texas October 2013; • Participant on the Parent Resource Workgroup hosted by The Children's Commission Supreme Court of Texas Permanent Judicial Commission for Children, Youth and Families; • Workshop session held by the statewide Parent Collaboration Group parent panel at 28th Annual Conference on Prevention of Child Abuse March 2014; • Statewide Parent Collaboration Group Chair presented at the January 2014 DFPS Council Work Session; • Parent Liaisons from Region 5 and Region 6 are participants on the Texans Care for Children Substance Abuse Collaborative; • Parent Liaison from Region 8 is now a member of The Supreme Court of Texas Permanent Judicial Commission for Children, Youth and Families; • Since November 2013, FBSS Program Specialist has participated on the Texas Family Violence Interagency Collaborative that began in 1999. This task force includes Adult Protective Services, Child Protective Services, the Texas Council on Family Violence, the Family Violence Program of the Health and Human Services Commission (HHSC), and family 2010-2014 Final Report and CAPTA Update Page 53 of 381 Revisions needed to reflect change in circumstances (if applicable): • • • • • violence service providers across Texas funded by HHSC. The purpose of the task force was to increase communication in order to better serve victims of family violence and their children across the state; Since April 2013, FBSS Program Specialist has participated in the pilot project that involves creating a FBSS Domestic Violence Unit. The unit began receiving cases in November 2013. The Texas Council on Family Violence, Family Violence Prevention Services, and other external stakeholders have been providing input and assistance regarding the planning, evaluation, and implementation of the project. The pilot unit accepts FBSS cases that have both child abuse/neglect and domestic violence and meet established criteria. CPS will evaluate the results in terms of enhanced safety for children, adult domestic violence victims, and CPS caseworkers; Substance Abuse Specialist in collaboration with Department of State Health Services (DSHS) since December 2013 to provided web-based training to field staff about Outreach Screening Assessment Referral (OSAR) procedures to ensure our families have access to appropriate intervention and treatment services in a timely fashion and to identify resources and points of contact should any barriers to services be identified; Substance Abuse Specialist in collaboration with DSHS to expand the Bexar County Drug Court to include a strengthened Family Based Safety Services Drug Court model with additional treatment support coming in the way of increased funding through the partnership with DSHS; Substance Abuse Specialist in collaboration to develop a Family Based Safety Services Drug Court in Region 11 Nueces County with treatment funding assistance from DSHS; Fatherhood Specialist participated in the following: o National Title IV-E Fatherhood Roundtable; o South-East Regional Fatherhood Conference; o 2013 National Association of Social Workers Texas Annual Conference; o University of Houston-Downtown’s Center for Public Service and Family Strengths 4th Annual Symposium on Family Strengths; 2010-2014 Final Report and CAPTA Update Page 54 of 381 Collaborations : Texas Healthy Baby Initiative; and HHSC, Family and Community Health Services Division Office of Title V. Family Group Decision Making Specialist: o Ongoing work with various Domestic Violence (DV) advocates and DV service providers to develop protocol for providing appropriate Family Group Decision Making (FGDM) services to families affected by domestic violence; o Soliciting feedback and suggestions from the Parent Collaboration Group and parent advocates/service providers in regard to FGDM and parent-child visitation practices; o Worked with foster parent to develop parent-child visitation recommendations; o Collaborated with parents to provide parent panel regarding their FGDM experiences; o Met with Interagency Foster Care Committee (made up of child placing agency staff and foster parents) to discuss FGDM as related to permanency and foster parent role; o Ongoing collaboration with contracted FGDM providers to ensure fidelity to FGDM model in contracted meetings; o Quarterly juvenile justice meetings to discuss issues around providing FGDM to youth in juvenile justice facilities Mental Health Specialist o Collaboration with Department of State Health Services (DSHS) on facilitation of the Ten Residential Treatment Bed Project; o Collaboration with DSHS to provide web-based training to Investigation and Family Based Safety Services Staff on the Role of the CPS Worker within the Residential Treatment Center Bed Project; and o Presented Mental Health Presentation to HHSC Enterprise and community organizations. o o • • 2010-2014 Final Report and CAPTA Update Page 55 of 381 Local Parent Support Groups in each region are available to parents in certain geographic areas. These Parent Support Groups are for parents involved with CPS, including parents with an open investigation, Family Based Safety Services or conservatorship case. Parents may utilize the Parent Support Group for support, education, and resources during their involvement with CPS. Regional management staff attend regular meetings with local Court Appointed Special Advocates and Advocacy Centers. In addition to providing support for the Parent Support Groups across the regions, Community Initiative Specialists provide training to staff on the purpose and best practices for effective Parent Support Groups and participate on community workgroups that promote family engagement. Strategy 2.5b: Focus service planning and delivery to meet the needs of the complete family. Lead: Lori Lewis-Conerly Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: a. Implement diligent search efforts for absent parents in the Family Based Safety Services stage of service. Ongoing Diligent Search Investigators developed a mandatory training to ensure their staff provide consistent guidance to Family Based Safety Services staff. Diligent search and parent locator forms have been revised to clarify purpose and improve accuracy of information provided by the requestor. In an effort to provide continuous quality improvement, the Diligent Search Unit launched a rebranding campaign of their portion of the DFPS Intranet website. This rebranding included a name change (Family Inquiry Network/Database Research System (FINDRS), easier access to forms, clearer explanations of form use, etc. In addition, program staff worked with Diligent Search staff to develop a stage specific task list (investigations, Family Based Safety Services, conservatorship) designed to assist staff with determining the appropriate request form to meet their case needs. The rebranding campaign along with the new improved intranet website was finalized September 2013. 2010-2014 Final Report and CAPTA Update Page 56 of 381 Revisions needed to reflect change in circumstances (if applicable): Delete Action Step. b. Explore options to better engage maternal and paternal extended families. Ongoing c. Develop a “parent toolkit” that will assist parents in navigating and working with Family Based Safety Services and Conservatorship programs of CPS. November 2013 Both the Fatherhood Specialist and the Parent Program Specialist Delete Action Step. provide ongoing training and assistance to various CPS staff throughout Texas to help educate staff on the importance of engaging the fathers and tools for quality family engagement. In June 2011 Family Group Decision Making was expanded to Family Based Safety Services as another effort to engage families. The Parent Program Specialist, Mental Health Specialist, and Family Delete Action Step. Based Safety Services Specialist continue to develop a family toolkit that would provide information, referrals and resources to parents and caregivers to help engage the family. The Parent Collaboration Group reviewed the family toolkit and provided input. This project is under review and will be published Fall 2013. Strategy 2.5c: Reduce the number of children in the permanent managing conservatorship of DFPS without termination of parental rights. Lead: Carol Self Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Partner with the Supreme Court Permanent Commission on Children Youth and Families to identify barriers to permanency for this population of children. Ongoing DFPS continues to partner with the Supreme Court of Texas Permanent Judicial Commission on Children, Youth, and Families. The CPS Assistant Commissioner is a member of the Commission and DFPS staff serve on the Commission's Education Committee. Additionally, DFPS participates in weekly meetings with the Commission. In March 2013 CPS partnered with the Children’s Commission to host a roundtable on parent/child visitation. The roundtable discussed the role of visitation and the importance of frequent and quality visits between families and children while they are in care. More work will be done in this area to further enhance CPS policy on visitation and to develop a comprehensive visitation plan. Visitation work is grounded in the premise that more frequent visitation improves permanency outcomes for children in foster care. The children's commission serves on DFPS' Visitation Oversight 2010-2014 Final Report and CAPTA Update Page 57 of 381 Committee which is responsible for reviewing recommendations for enhanced visitation practices and policy. c. Utilize expertise of the Conservatorship Workgroup to identify barriers, opportunities for improvement and best practices. Ongoing Additionally, in October 2013 DFPS sought input from the Children's Commission on revisions to the permanency and placement court reports to ensure that information provided in those reports met legislative requirements as well as desires of the judiciary. The Conservatorship Workgroup is comprised of multi-level Conservatorship staff with representatives from every region and is facilitated by state office program specialist. The Conservatorship Workgroup meets monthly to discuss issues impacting the safety, permanency and well-being of the children and youth in DFPS conservatorship as well as conservatorship staff across the state. The workgroup has identified that staff development is needed in the area of working with parents who are intellectually and developmentally disabled. The workgroup received cross training from Adult Protective Services to obtain additional information on working with parents who are intellectually and developmentally challenged. Throughout the Summer 2012, Conservatorship staff participated in Regional Conferences with enhanced trainings on concurrent planning and sufficiency of information training. These trainings focused on the agency requirement for concurrent planning on all cases as well as how concurrent planning and collecting sufficient information leads to permanency. d. Design and Implement Permanency Roundtable Process across the state to staff permanent managing conservatorship cases in an Ongoing The DFPS Conservatorship Workgroup aided in the development of a standardized set of conference notes to use when staffing cases, and is continuing to work on a case closure checklist to ensure files contain all necessary documents and documentation when a case is closed. Permanency Roundtables are an internal case consultation process designed to improve permanency outcomes and facilitate discussions regarding permanency for children and youth in the permanent managing conservatorship of DFPS. The primary goal of Permanency Roundtables is to discuss the child's permanency 2010-2014 Final Report and CAPTA Update Page 58 of 381 effort to increase the number of children and youth in the permanent managing conservatorship of DFPS who achieve successful permanency. goal and previous permanency efforts in order to develop a childspecific permanency action plan designed to exit a child to a family. Another goal of permanency roundtables is to further develop clinical skills and enhance staff knowledge around permanency and permanency planning. An additional goal is the identification of barriers to permanency that can be overcome through staff development, policy clarification and/or development, and stakeholder involvement. Permanency Roundtables were implemented region by region. Implementation started in Region 6 in June 2012 and was completed in Region 9 in February 2014. Expectations are for each regional permanency practitioner to facilitate eight to twelve Permanency Roundtables each month. Eleven Permanency Practitioners were hired to work in the regions to conduct the Permanency Roundtables, as well as a Permanency Practitioner program specialist at state office to coordinate and liaison with the regions. Casey Family Programs assisted CPS with training and provided coaching to develop the Permanency Practitioners’ facilitation skills. In July 2013, DFPS analyzed the outcomes for children whose roundtable was conducted at least one year ago. Of those children, 10% had exited to positive permanency (reunification, adoptions, permanent managing conservatorship to another) and over 50% of those children had either achieved positive permanency, had moved into their "intended to be permanent placement", experienced an increase in their permanency status rating, or had at least one new connection. DFPS has trained over 4,000 internal and external stakeholders in Permanency Values. Permanency Values training focuses on the importance of finding permanency for foster children and includes tools and resources to assist staff with family and youth engagement. 2010-2014 Final Report and CAPTA Update Page 59 of 381 Objective 2.6: Provide services to youth aging out of substitute care to help them achieve a successful transition to adult living and provide transitional living services for youth needing additional supports after exiting care. Outcome Measures: • Increased percentage of CPS children sixteen years of age and older who receive Preparation for Adult Living services while in substitute care. FY 2012: 85.4% FY 2013: 84.3% • Increased percentage of CPS children who improved their independent living assessment scores, pre- and post-testing. FY 2012: 58.3% FY 2013: 28.6% • Increased percentage of youth 18 to 22 years of age in extended care who complete high school or vocational training prior to leaving substitute care. FY 2012: 22.6% FY 2013: 22.3% • Increased percentage of youth 18 to 21 years of age who return to care to (1) attend high-school or GED course; (2) attend and, within two years, complete a certified vocational or technical program that allows for a young adult to be hired into the workforce; or (3) return on a break from college or a technical or vocational program for at least one month, but no more than four months. FY 2012: 3.1% FY 2013: 1.0% • Increased percentage of youth fourteen and older who received Circles of Support. FY 2012: 27.3% FY 2013: 28.0% 2010-2014 Final Report and CAPTA Update Page 60 of 381 • Increased number of unduplicated youth that utilize the Education and Training Voucher Program from the previous academic year. 2011-2012 Academic Year: 889 6 2012-2013 Academic Year: 950 • Increased number of foster youth that utilize the tuition and fee waiver exemption from the previous academic year. 2011-2012 Academic Year: 3,704 2012-2013 Academic Year: 3,619 (does not include adopted youth) Strategy 2.6a: Continue to develop and strengthen services and partnerships that improve outcomes for youth exiting foster care for adult living. Lead: Shannon Ramsey Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Conduct statewide Youth Leadership Council meetings to ensure youth engagement and involvement in program policy and practice improvements. Ongoing Youth Leadership Councils continue to grow and develop in each of the eleven DFPS regions. They meet on a regular basis by phone at times most convenient to the youth. The Statewide Youth Leadership Council is represented by two members of each regional Youth Leadership Council. This group meets on a quarterly basis. FY 2013 achievements include rebranding of the Extended Foster Care program, development of a Placement Exit Survey, sharing the providers memo regarding normalcy activities, and CPS permanency efforts. 6 Calculation ETV numbers were changed to reflect the use of these funds as they apply to Academic Years instead of a FFY. An academic year consists of three semesters-Fall, Spring and Summer and typically starts in August and ends in July. Providing ETV numbers that follow academic years is a more realistic reporting method for ETV funds. Additionally, DFPS receives an annual report to account for the number of tuition and fee waiver exemptions that eligible students receive each academic year. The tuition and fee waiver exemptions are also DFPS' 20% match for the ETV program, so revising the ETV reporting period to align with the tuition and fee waiver exemptions reporting period allows DFPS to use the same time period when reporting on higher education benefits for the eligible populations. A federal fiscal year begins in October and ends in September and does not reflect the period of time students are attending an institution of higher education and receiving ETV. A new data request was made to the ETV Contractor to reflect this revised reporting period for ETV funds. 2010-2014 Final Report and CAPTA Update Page 61 of 381 b. Conduct statewide Preparation for Adult Living staff meetings to ensure program consistency and best practice exchange. Ongoing c. Develop and implement strategies and procedures for the Chafee National Youth in Transition Database Initiative to inform and improve programs and service planning for youth. Ongoing Regular Preparation for Adult Living support calls have been conducted in FY 2013: September 2012, November 2012, January 2013, twice in February 2013, July-November 2013. The following topics were addressed during one or all of these calls: National Youth in Transition Database data entry, Aging-Out Seminars, Preparation for Adult Living Contracts, regional budgets, Extended Care Program, Supervised Independent Living, Former Foster Care Children-Healthcare program, the C. Ed Davis Scholarship and statewide conferences and events. During the calls, best practices are shared between regions and needs are assessed. A face to face meeting was held in April 2013 to discuss Supervised Independent Living with Lead Preparation for Adult Living staff in addition to other state staff and stakeholders. In combination with this meeting, the Lead Preparation for Adult Living staff met in May 2013 to discuss program and policy updates, share best practices and determine future needs. A face to face meeting is planned in June 2014 to include lead Preparation for Adult Living staff to participate in a training and technical assistance meeting related to the Supervised Independent Living program. Texas has implemented staff tools, resources, training and policies in an effort to meet the National Youth in Transition Database compliance standards. The survey instrument is located at www.texasyouthconnection.org, a website where youth can keep contact information up to date for the follow up survey population. Texas continues to participate on the national working group to receive updates and share lessons learned. Texas attended a meeting August 2013 with the national working group in conjunction with the Pathways Conference in Baltimore, Maryland. Texas began collecting data per the National Youth in Transition Database requirements in October 2010. DFPS continues to be in compliance with all National Youth in Transition Database standards. Results of Texas reporting are being analyzed, reviewed, and utilized to determine areas for program improvement. Texas participated in a National Youth in Transition Database federal site visit in June 2013 and is working on improvements as a result of the meeting. Texas will attend a meeting in Washington, D.C. March 2014 with the six other states who participated in site visits during FY 2013. 2010-2014 Final Report and CAPTA Update Page 62 of 381 d. Continue to partner and consult with the Texas Workforce Commission to ensure workforce services are prioritized within the local workforce development boards for youth transitioning from foster care and to share Transition Center achievements and information. Ongoing f. Expand existing extended foster care to include all categories allowed by the Fostering Connections Act. Ongoing This is a continuing formal partnership and focuses on workforce services to youth between each region and the local workforce development boards to ensure services to youth are prioritized and that youth have opportunities to enroll in summer employment programs, receive job readiness and job skills trainings, enroll in the state job search matching system (Work In Texas), and explore career opportunities. Guidance was sent to DFPS staff and Preparation for Adult Living and Residential Child Care Licensing Contractors to encourage and assist more youth to access workforce services. The Texas Workforce Commission submitted the 2013 calendar year report indicating the number of youth referred (116) who were referred for workforce services and the number that received a workforce service (314). The report also includes average quarterly wages ($1,788) of those youth or young adults employed (271) and the number of foster youth served in transition centers funded by the Texas Workforce Commission (493). With the enactment of the federal Fostering Connections Act of 2008, Texas developed a Supervised Independent Living program, which is part of the Extended Foster Care program. A Request for Proposal was posted for comment during July and August 2012. DFPS received 14 proposals for Supervised Independent Living programs, six which were accepted and negotiations conducted. Contracts were entered into with the first two Supervised Independent Living programs effective April 2013; a third contract was signed in August 2013. In April 2013 the National Resource Center for Youth Development assisted DFPS in hosting a technical assistance meeting for Supervised Independent Living providers, Preparation for Adult Living staff, Youth Specialists, and other DFPS staff to discuss serving young adults in Supervised Independent Living placements. A second workshop is planned for June 2014. 2010-2014 Final Report and CAPTA Update Page 63 of 381 Delete Action Step. i. Develop and strengthen partnerships to improve higher education and vocational/technical school enrollment at state supported colleges and universities by promoting and encouraging the use of benefits and services such as the Education and Training Voucher Program and the Texas College tuition and fee waiver for eligible youth in substitute care and those youth who have aged out of substitute care. Ongoing Texas continues its collaborative partnership with the Texas Higher Education Coordinating Board to help youth attend state-supported universities and colleges. In academic year 2011-2012, 3,704 foster youth and 829 adopted youth used the Texas State Tuition Fee Waiver. This is an 8 percent increase from 2010-2011 when 3,608 former foster youth and 637 adopted youth used the tuition waiver. The Education and Training Voucher Program follows school academic year schedules (2011-2012). From August 2011 to July 2012, 1,023 youth applied to participate in the Education and Training Voucher Program. Of that number, 621 received Education and Training Voucher awards for the first time. In 2010-2011, 1,007 youth applied to participate in the Education and Training Voucher Program. Of that number, 849 participants received an award. Lone Star Community College in Houston, Texas will host the fourth annual Texas REACH conference in June 2013. CPS transitional living and Preparation for Adult Living staff assist the primary conference planners and ensure that both youth and DFPS staff have the opportunity to attend and learn more about the benefits and resources available to students, particularly to youth formerly in DFPS foster care. Mr. James C. Cooper contacted DFPS in October 2012 and offered to commit personal funds up to $4,000 annually to establish higher education grants for first time freshmen students formerly in the conservatorship of DFPS. Information about the grant was shared with staff and young adults in April 2013. DFPS re-activated the C. Ed Davis Scholarship fund for Fall 2012 semester. This scholarship was originally established by DFPS Board member Catherine Clark Mosbacher in 2003 for basic nontuition needs of former foster youth who were majoring in government, political science, history, or other pre-law fields. Guidance on how young adults can apply for the scholarship fund was issued to DFPS staff, Transition Centers, and young adults in May 2012. 2010-2014 Final Report and CAPTA Update Page 64 of 381 Strategy 2.6b: Continue the delivery of transitional services for youth with disabilities. Lead: Bridget Crawford Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: a. Coordinate with the Department of Aging and Disability Services and other agencies/organizations to ensure transitional services are available to youth with disabilities. b. Promote communication among Texas Department of Aging and Disability Services staff and Developmental Disability Specialists to address barriers in services and ensure a continuum of services. Ongoing Ongoing In September 2013, DFPS received 192 Home and Communitybased Services Medicaid Waiver slots for youth with intellectual and developmental disabilities who are aging out of DFPS foster care. The Developmental Disability Specialists refer youth who need Home and Community-based Services Medicaid Waivers to the state office Developmental Disability Specialist and eight names per month are selected for Home and Community-based Services Medicaid Waivers for youth aging out of care. The names are submitted to the Department of Aging and Disability Services who in turn notifies the Local Authority. The Local Authority staff coordinate with the Developmental Disability Specialists to transition youth into Home and Community-based Services. In September 2013, DFPS was allocated twenty five Home and Community-based Services Medicaid Waivers from the Department of Aging and Disability Services, for children residing in DFPS licensed General Residential Operations serving children with intellectual and developmental disabilities. The purpose of the Home and Community-based Services Medicaid Waivers is to transition children from institutions to the community with long term services and supports. Developmental Disability Specialists coordinate with Department of Aging and Disability Services staff for Guardianship referrals, and intellectual and developmental disability services for youth transitioning out of DFPS conservatorship. CPS staff, including caseworkers, supervisors, and Preparation for Adult Living staff, communicate with the Developmental Disability Specialists when they become aware of a youth who needs Department of Aging and Disability Services during internal meetings such as Circle of Support or Transition Planning Meetings. 2010-2014 Final Report and CAPTA Update Page 65 of 381 Revisions needed to reflect change in circumstances (if applicable): c. Coordinate a review process for foster youth with disabilities to ensure that these special needs youth have transition services as appropriate. Ongoing The Developmental Disability Specialist at state office attends meetings with the Department of Aging and Disability Services on long term services and supports for children and youth with intellectual and developmental disabilities. These meetings include Interagency Steering Committees, stakeholder quarterly meetings, and advocacy meetings, as well as meetings held with staff on an as-needed basis to discuss programmatic concerns or specific cases. Circles of Support, Transition Planning meetings, and Permanency Roundtables are a process in which a youth's individual plan is developed or reviewed. These meetings help to identify a youth's strengths and needs which include life skills and transition services and plans for permanency. As a result of a meeting, specific tasks are assigned to ensure the youth's needs will be met. Subject matter experts from CPS hold monthly conference calls with staff from the region regarding youth and young adults who are preparing to leave DFPS care and who need long term services and supports in place in order to live safely in the community. The subject matter experts include medical services, education, immigration, Federal and State Support staff, and other staff as needed depending on the unique needs of the case. Strategy 2.6c: Help youth receive the education, training and services necessary to obtain employment. Lead: Shannon Ramsey Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Provide support services (for example, vocational assessments, General Educational Development classes, college preparation, counseling and mentoring) through the Preparation for Adult Living program to help youth aging out of care Ongoing Best practices and other supportive provisions continue to be topics at statewide Preparation for Adult Living program meetings. CPS Preparation for Adult Living staff from the eleven CPS regions sponsored youth to attend the annual Texas A&M University at Commerce statewide College Conference. Youth from each of the eleven regions attended various educational workshops which encourage youth to start, continue or complete postsecondary education or vocational training goals. 2010-2014 Final Report and CAPTA Update Page 66 of 381 prepare for postsecondary and vocational programs. According to the Statewide Preparation for Adult Living staff, an estimated 689 youth for calendar year 2013 received employment services through local workforce centers and Transition Centers as a result of a Preparation for Adult Living referral compared to 1,125 in FY 2012. Statewide Preparation for Adult Living staff will continue to refer youth to AmeriCorps and Job Corps. 974 youth received formalized educational/vocational services with Chafee funding in preparation for postsecondary training and education in FY 2013, compared to 1,003 in FY 2012. These services included vocational assessment, vocational training, tutoring, high school completion supports and General Education Development tests. In FY 2013, Preparation for Adult Living staff successfully contacted 836 of 1,085 youth age 18 and older within 60 to 120 days after they exited the foster care system. At the time of contact in FY 2013, 480 youth (57 percent) had obtained a high school diploma or a General Education Development as compared to 553 (61 percent) in FY 2012. Youth are provided information on available support services for youth through ongoing caseworker visits, transition planning meetings, Circles of Support, Preparation for Adult Living Skills trainings and events, youth conferences, Aging-Out Seminars, Transition Center events and youth leadership development activities, newsletters and the www.texasyouthconnection.org website. Educational services and supports continue to be provided directly to youth in all regions through Preparation for Adult Living contractors, Education and Training Voucher Staff, Transition Centers, and/or local community colleges or universities. All regions collaborated with their local communities to conduct Aging Out Seminars to youth ages 15½ to 16. In addition, several regions provided Teen Conferences for older youth in CPS conservatorship and in some cases young people formerly in foster 2010-2014 Final Report and CAPTA Update Page 67 of 381 b. Continue to extend foster care eligibility and transition services to foster youth to complete secondary and/or vocational education. Ongoing care (alumni). These conferences include postsecondary education workshops and forums. As of October 1, 2010 a youth who ages out of foster care at age 18 years will continue to be eligible for extended foster care provided the youth agrees to sign a voluntary agreement and is: • Regularly attending high school or enrolled in a program leading toward a high school diploma or high school equivalence certificate; • Regularly attending an institution of higher education or a postsecondary vocational or technical program; • Actively participating in a program or activity that promotes or removes barriers to employment; • Employed for at least 80 hours per month; or • Is incapable of doing any of the above due to a documented medical condition. DFPS allows young adults who turned 18 while in DFPS conservatorship to return for extended foster care up to the time they turn age 21. If they are returning during their trial independence period, DFPS can use federal funds. If they return after the trial independence period, DFPS must use state funds. d. Continue collaboration meetings and activities with the Texas Education Agency, Texas Higher Education Coordinating Board, Texas Workforce Commission and Casey Family Programs to coordinate outreach, information sharing and Ongoing DFPS began Supervised Independent Living placements in May 2013. DFPS participated in the National Resource Center for Youth Development (NRYCD) Extended Federal Foster Care's workgroup to discuss issues and offer assistance to states as needed. Texas participated in the NRYCD workgroup meeting in September 2013, hosted a webinar on extended foster care issues, and participated in the NRYCD conference calls on various issues. Information on the Texas College tuition and fee waivers and the Education and Training Voucher Program is available on the DFPS website, the www.texasyouthconnection.org website, and the Texas Higher Education Coordinating Board website. The DFPS Education and Training Voucher Specialist and Education and Training Voucher program staff collaborate and share information with local colleges, universities and vocational/technical programs to promote the benefits of the Education and Training 2010-2014 Final Report and CAPTA Update Page 68 of 381 educational supports to youth preparing for postsecondary education. Voucher program and provide information about the Texas tuition and fee waiver for youth to other internal and external key stakeholders. Information about career schools and colleges is available from the Texas Workforce Commission and is available to CPS workers and youth at: http://www.twc.state.tx.us/svcs/propschools/prophp.html. The fourth annual Texas REACH conference was held in June 2013 at Lone Star College in Houston, Texas. Information from these conferences are used to improve college access, retention, and program completion rates of students coming from foster care. Texas REACH is sponsored by Casey Family Programs, groups representing higher education, child welfare and other community agencies. The fifth annual Texas REACH “Helping Foster Youth Reach their Dream of a College Education” conference is scheduled for May 2014 at Austin Community College in Austin, Texas. e. Coordinate and collaborate with Baptist Child and Family Services to ensure that youth are accessing Education and Training Voucher services effectively and in a timely manner with an increase in the number of youth enrolled in the Education and Training Voucher program from the previous fiscal year. Ongoing The Annual Texas Teen Conference for foster youth 16 years of age and older was held July 8-10, 2013 at the Texas Women's University in Denton Texas. In addition to postsecondary workshops and other learning and leadership development events, the university, CPS staff and other providers and partner agencies set up information booths to inform youth of available services. Education and Training Voucher staff participated in the information fair. The next Texas Teen Conference is scheduled for July 8-10, 2014 at Texas Woman’s University. CPS state office staff and BCFS Health and Human Services continue to collaborate on systemic issues, policy and practices and ensuring contractual obligations are being met. As part of the National Youth in Transition Database system, BCFS Health and Human Services submit monthly Education and Training Voucher reports to be data-entered into the IMPACT system to ensure reporting accuracies. The Texas Adoption Exchange website has the Education and Training Voucher website link posted as a foster care and adoption resource. Additionally the DFPS public website, the Texas Youth Connection website, and the BCFS Health and Human Services 2010-2014 Final Report and CAPTA Update Page 69 of 381 Change Action Step to read, " Coordinate and collaborate with BCFS Health and Human Services to ensure that youth are accessing Education and Training Voucher services effectively and in a timely manner with an increase in the number of youth enrolled in the Education and Training Voucher program from the previous fiscal year." f. Ensure that BCFS Health and Human Services coordinates annually with the three recognized Indian Tribes in Texas (the Ysleta Del Sur Pueblo/Tigua, Kickapoo, and AlabamaCoushatta Tribes) to ensure that youth and Tribal Representatives are aware of and receive information related to the Education and Training Voucher Program. Ongoing website post information about the Education and Training Voucher program. For academic year 2012-2013 (October 2012 to September 2013), 1,110 youth applied to participate in the Education and Training Voucher Program. Of that number, 751 participants received Education and Training Voucher awards. BCFS Health and Human Services provided information regarding the Education and Training Voucher Program to the recognized Tribes on an annual basis and upon request. These meetings are held in coordination with the Preparation for Adult Living staff. Each Tribal representative has an Education and Training Voucher contract list. For FY 2013 BCFS Health and Human Services visited the Region 5 (Alabama-Coushatta), Region 8 (Kickapoo), and Region 7 (Isleta Del Sur Pueblo) tribes. For FY 2014 regional Youth Specialists and Preparation for Adult Living staff will assist the Tribes with the Education and Training Voucher program. Change Action Step to read, "Ensure that DFPS staff coordinates annually with the three recognized Native American Tribes in Texas (the Ysleta Del Sur Pueblo/Tigua, Kickapoo, and Alabama-Coushatta Tribes) to ensure that youth and Tribal Representatives are aware of and receive information related to the Education and Training Voucher Program". Strategy 2.6d: Develop more placement options and relaxed standards for youth aging out of care. Lead: Larry Burgess Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect change Completion past fiscal year toward meeting overall goal and in circumstances (if applicable): Date: objective: Develop a foster care living arrangement option to concentrate on offering transitional living services in a setting conducive for youth aging out of care, subject to legislative direction. December 2013 Supervised Independent Living is a type of voluntary extended foster care placement where young adults can reside in a less restrictive, non-traditional living arrangement while continuing to receive casework and support service to help them become independent and self-sufficient. The DFPS Supervised Independent Living program allows young adults to live independently under a supervised living arrangement provided by a DFPS contracted provider. These living arrangements can include apartments, shared housing, host homes, college and non-college dorm settings. A young adult in SIL is not supervised 24-hours a day by an adult and has increased responsibilities. Two Supervised Independent Living contracts were signed in April 2010-2014 Final Report and CAPTA Update Page 70 of 381 Delete Action Step. 2013 (one provider in Tarrant County to serve Region 3 and one provider in Bexar County to serve Region 8) and placements started in May 2013. A third contract was signed in August 2013 with a provider in Brazoria County serving Region 6. As of February 22, 2014 there were 26 young adults in these living arrangements. A second Request for Proposal was issued in November 2013. Responses were received by the January 2014 deadline and these are currently being evaluated. Any tentative awards are planned to be announced in March or April 2014. Work continues with the contracted providers in resolving issues, increasing ways for the young adults to have independence, and in expanding the placement options within the identified regions The Foster Care Redesign single source continuum contract with Providence Service Corporation of Texas for Regions 2/9 which became effective February 2013 includes provisions for Supervised Independent Living placements in Regions 2/9 that must be offered within six months of the date that the single source continuum contract receives its first referral for paid foster care services. The first referral to the single source continuum contract occurred in August 2013. Details about the single source continuum contract's Supervised Independent Living program will be presented at a later date. Applications for Supervised Independent Living placements in Regions 2/9 will go through the single source continuum contract. Young adults in Regions 2/9 can also apply for Supervised Independent Living placements in other parts of the state. A second Foster Care Redesign single source continuum contract was signed with All Children's Home in Tarrant County in November 2013 to serve several counties including Tarrant in the southwest part of Region 3 that also requires supervised independent living placement options within six months of the first placements. Since they have one of the existing contracts for supervised independent living placements for Region 3, this will facilitate the provision of such services. DFPS continues to receive technical assistance from the National 2010-2014 Final Report and CAPTA Update Page 71 of 381 Resource Center for Youth Development. This has included information about Supervised Independent Living and similar programs in other states. In June 2014 the resource center will assist DFPS in hosting a second technical assistance meeting that will bring in Supervised Independent Living contracted providers, Preparation for Adult Living staff, Youth Specialists, and other DFPS staff to review progress and what is needed to continue serving young adults in Supervised Independent Living placements. Strategy 2.6e: Monitor persons age twenty and 21 in CPS Extended Care and Return to Care to ensure appropriate plans for exiting programs. Lead: Bridget Crawford Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Closely monitor circumstances of 21 year old youth in CPS Extended Care in high school programs using regional Developmental Disability Specialists to ensure plans are appropriate and will be achieved before turning 22. Ongoing Monthly case reviews continue to be held consisting of a team of state office and regional staff. Cases are reviewed for youth ages 20 and older who are transitioning out of DFPS conservatorship. When appropriate, the Texas Department of Aging and Disability Services and other stakeholders are also invited to the case reviews to ensure that all the services are in place for youth when leaving DFPS conservatorship. Strategy 2.6f: Explore the expansion of Circles of Support with all youth in substitute care, ages fourteen years and older. Lead: Ellen Letts Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): All action steps for this strategy have been completed. Objective 2.7: Helping children in Permanent Managing Conservatorship find permanency. Outcome Measure: • Decreased percentage of youth in Permanent Managing Conservatorship without Termination of Parental Rights over time. 2010-2014 Final Report and CAPTA Update Page 72 of 381 FY 2012: 26.4% FY 2013: 26.1% Strategy 2.7a: Use Permanency Planning Meetings to find permanent placements for children in Permanent Managing Conservatorship. Lead: Ellen Letts Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Improve the effectiveness of Permanency Planning Meetings to help children find permanent placements. Ongoing Through the Family Group Decision Making process, DFPS partners with youth, family, and the community to develop the best plan for the child or youth's safety, well-being, and permanency. Family Group Conferencing and Circles of Support are two models of Family Group Decision Making that DFPS uses to help children find permanent placements. DFPS continues to offer Family Group Conferences to families experiencing removal and Circles of Support to youth 16 years and older who are transitioning from substitute care to adulthood. If a family or youth declines to participate in a Family Group Conference or Circles of Support, or the Family Group Conference or Circles of Support cannot be convened, a Permanency Conference or Transition Plan Meeting is held with the respective DFPS population. In 2010 Casey Family Programs continued to sponsor technical assistance provided by American Humane Association for the Family Group Decision Making program. Technical assistance included regional site visits by American Humane Association representatives and a Circles of Support Analysis in DFPS Regions 6 and 11. In January 2011 American Humane Association released the Texas Casey Coaching and Consultation Report to DFPS which: • Highlighted how regions can elevate their current strengths to overcome both short and long term challenges; • Summarized the dominant themes across all regions; and 2010-2014 Final Report and CAPTA Update Page 73 of 381 • Provided general recommendations to improve and/or enhance current implementation and practice. After reviewing the report from American Humane Association in March 2011, regional Family Group Decision Making Specialists and their managers agreed to develop an internal training and coaching forum. From May 2012 through December 2012, a workgroup made up of Family Group Decision Making Specialists completed the framework for the Family Group Decision Making Training Forum. Facilitated by Family Group Decision Making Specialists, the forum objectives are: • Keep internal Family Group Decision Making staff informed of Family Group Decision Making best practices and trends; • Provide a forum for Family Group Decision Making staff to exchange ideas and troubleshoot challenges; • Promote Family Group Decision Making staff expertise; and • Enhance Family Group Decision Making staff skills and abilities. The first training, "Addressing Family Violence Issues in Family Group Decision Making," was held in September 2013. The second training, "Challenging Situations in Family Group Decision Making," was held in January 2014. FGDM staff is in the process of reviewing feedback and discussing lessons learned from the first two training sessions to determine what adjustments need to be made to future trainings to better meet the needs of staff and the forum objectives. The next two planned training topics are, "Inclusion of Family and Youth Voices in Family Group Decision Making" and "Addressing Mental Health Issues in Family Group Decision Making". These two sessions will be completed in Fall and Winter 2014. st As a result of House Bill 1912 from the 81 Texas Legislative Session, which charged DFPS to improve transitional living services to all youth, especially youth with intellectual and developmental disabilities, DFPS formed a Transition Plan Reform workgroup to improve the current transition plan template. The new transition plan template will: • Be more concise and youth-friendly; • Be a living document tracking progress as needed and over time 2010-2014 Final Report and CAPTA Update Page 74 of 381 by the youth, their caring/supportive adults, and DFPS; • Assure accountability and coordination with all members of the youth's transition planning team (youth, caring/supportive adults, and DFPS); and • Be more accessible to the youth and those caring/supportive adults they choose. Development of the new transition plan template was completed and was piloted in Travis and Brown counties in Texas. The pilot began September 2011 and concluded in May 2012. An analysis of the new transition plan template was released in April 2013. The Transition Plan Reform workgroup reviewed the analysis and incorporated modifications to the transition plan template based on analysis results. The workgroup also developed dedicated sections of the plan for identifying permanency barriers and developing strategies and actions that will increase the probability of the youth rd achieving permanency as required in Senate Bill 534 (83 session). The finalized transition plan template was released in September 2014 and statewide training was completed in January 2014. The new transition plan template is utilized in all Circle of Support meetings and to guide transition planning. Currently, DFPS is working to make the plan template available on IMPACT (Information Management Protecting Adults and Children in Texas). In FY 2013, 2,899 Circles of Support and 5,310 Family Group Conferences (post-removal) were completed. Because Family Group Conferences and Circles of Support, the preferred methods of permanency planning for children/youth in substitute care, cannot be held with all youth and families, broad participation from family and the community in Permanency Conferences and Transition Plan Meetings is not always possible. The Permanency Conference workgroup, made up of substitute care and Family Group Decision Making staff, met from August 2013 to September 2013 to review and enhance policy and procedures of the Permanency Conference and Transition Plan Meeting processes, ensuring that as many Family Group Decision Making strategies are incorporated in each conference model. 2010-2014 Final Report and CAPTA Update Page 75 of 381 The workgroup also incorporated requirements that resulted from rd Senate Bill 534. Enacted in the 83 legislative session, Senate Bill 534 made the 45-day and 5-month Permanency Planning Meeting requirement a statutory mandate. In addition, Senate Bill 534 specified that the 5-month Permanency Planning Meeting must: • Identify any barriers to achieving a timely permanent placement for the child; and • Develop strategies and determine actions that will increase the probability of achieving a timely permanent placement for the child. b. Use the information obtained at Permanency Planning Meetings to target efforts to improve permanency outcomes for children. Ongoing Policy enhancements including legislation relevant to Senate Bill 534 were developed and released in a protective services action memorandum during September 2013. A new permanency conference template form was developed to ensure consistency amongst the facilitation of permanency conferences statewide. The new permanency conference template better incorporates family group decision making strategies and ensure that barriers to permanency are continuously addressed. The new template was released in September 2013. The new permanency conference template is used statewide for all Permanency Conferences and DFPS is working on getting the template updated in IMPACT. Information obtained through permanency planning meetings is used to help resolve barriers that keep children from exiting to permanency. Meetings continue to identify additional placement and permanency resources for children, including all kinship and community connections. Meeting facilitators continue to send information from the meetings to program directors or subject matter experts to ensure barriers are addressed. Meeting facilitators also identify, report, and share trends to regional staff as appropriate. Trends are shared with state office to be explored for changes in policy or procedures to address systemic barriers and barriers to utilizing resources effectively. Strategy 2.7b: Reduce permanency barriers for children under the age of six who are in Permanent Managing Conservatorship without termination. 2010-2014 Final Report and CAPTA Update Page 76 of 381 Lead: Carol Self Action Steps: c. Implement and monitor permanent managing conservatorship to permanency project. Target Completion Date: Status on Accomplishment / Progress made in the past fiscal year toward meeting overall goal and objective: Summer 2015 Permanent Managing Conservatorship to Permanency began in November 2011. Permanent Managing Conservatorship to Permanency focuses on permanency planning for children under the age of six. Specialized case staffings are held where caseworkers present these children to their supervisor and program director to discuss goals, barriers, and tasks to achieving permanency. Recommendations for next steps are developed by the program director and quarterly follow-up meetings are scheduled. The caseworker and supervisor meet monthly to discuss progress toward completing tasks identified in the quarterly staffings with the program director. Revisions needed to reflect change in circumstances (if applicable): From August 2011 to August 2012, 64 percent of the children identified in 2011 have either exited care, or the agency now has termination of parental rights. Data Warehouse shows that from August 2012 to August 2013, 51 percent have exited care or now have termination of parental rights. Children under the age of six who are in Permanent Managing Conservatorship without termination of parental rights will be included in permanency roundtables beginning in Summer 2015. Strategy 2.7c: Use regional Permanency Directors to monitor achievement of permanency for children in Permanent Managing Conservatorship. Lead: Carol Self Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): All action steps for this strategy have been completed. 2010-2014 Final Report and CAPTA Update Page 77 of 381 Objective 2.8: Utilize foster parents to support birth parents. Strategy 2.8: Explore the planning and implementation of a program for foster parents to mentor birth parents. Lead: De Shaun Ealoms Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completio past fiscal year toward meeting overall goal and change in circumstances (if n Date: objective: applicable): b. Implement a pilot utilizing foster parents to support/mentor birth parents. c. Evaluate the pilot results and utilize findings to improve practice. Ongoing August 2013 The Legislation allowed DPFS to implement a Foster Parent Birth Parent Pilot at which the agency saw fit to do so. This pilot may be considered at a later date. To be considered at a later date. Delete Action Step. Delete Action Step. Objective 2.9: Develop more cohesive policy and procedures for parent-child safety placements and provide staff with information on working with parent-child safety placements so as to ensure the well-being of children and youth. Strategy 2.9a: Develop process for implementing parent-child safety placements that provide for the safety of children. Lead: Gwen Gray Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Review and revise CPS safety plans to better reflect requirements for documentation of safety issues. September 2013 Revision to the safety plan has continued and is in the final stages of approval. This safety plan will be used in Investigations, Family Based Safety Services and Conservatorship as needed. It has been developed with the focus on family engagement and understanding and with the intention of keeping the focus of the plan on safety issues. The plan was reviewed by the Parent Collaboration Group and suggestions were made and incorporated into the plan. The plan has been presented and tested in several agency workgroups. Results indicated that this plan was more easily understood by caseworkers and caseworkers tended to address safety issues versus issues that would be more readily appropriate on a plan of service. 2010-2014 Final Report and CAPTA Update Page 78 of 381 Change Target Date to August 2014. b. Work with regional staff to create regional experts in developing and writing safety plans. September 2013 Once the safety plan goes through the final state approval processes, training will be provided for staff across the state. Child Safety Specialists are in the process of developing a training that will incorporate not only the basics of filling out a safety plan, but also the philosophy and purpose of safety plans. Examples will be used in the training. Child Safety Specialists will provide training for Program Directors across the state. Program Directors will be responsible for ensuring their supervisors and caseworkers who report to them are trained in the usage of the new plan. Child Safety Specialists will be available to assist in the process as needed. The new safety plan will be incorporated into training new caseworkers receive when they are hired. Change Target Date to August 2014. Strategy 2.9b: Improve staff ability and knowledge in making parent-child safety placements that address permanency issues. Lead: Gwen Gray Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): All action steps for this strategy have been completed. Objective 2.10: Continue to focus on improving the quality of home visits and outcomes for children and families receiving Family Based Safety Services. Strategy 2.10a: Develop tools and resources to assist staff in conducting and documenting quality face-to-face contacts. Lead: Lori Lewis-Conerly Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Utilize feedback from the Family Based Safety Services workgroup to address ongoing issues regarding barriers to quality face-to-face Ongoing The Family Based Safety Services statewide workgroup continues to review and improve service delivery in Family Based Safety Services by addressing how CPS staff engage families and assess child safety. Enhanced Family Centered Safety Decision Making concepts are the focus of ongoing training efforts to clarify safety 2010-2014 Final Report and CAPTA Update Page 79 of 381 contact. b. Implement policy revisions as needed to ensure case decisions are appropriately made to evaluate safety of children. and risk, assessment of parent/caregivers, and child vulnerability all support the goal to improve face-to-face contacts. The first training held in March 2014 focused on parental protective capacity with an April webinar to focus on safety threats. More webinars are planned for the remainder of FY 2014. Ongoing Quarterly reports of Family Preservation Review cases that have been open at least six months but lack documentation/face-to-face contact in six or more months are provided to regional leadership. This report is designed to help staff identify and review cases that have been open a significant portion of time, lack current documentation and may need additional direction or oversight. In September 2013, a Family Based Safety Services (FBSS) Closing Letter (Form K-908-2619) was created to formally notify families when their Family Based Safety Services case has been closed with no further DFPS services. Policy will be developed to reflect this change no later than December 2014. FBSS is currently involved in a project to streamline policy in an effort to provide greater clarity and a stronger focus on child safety decision making. Specific areas to be addressed initially include, face to face contacts, collateral contacts, family plans of service, safety planning, monthly evaluations and case closure (mentioned above). c. Obtain and disseminate updated child welfare best practices research and information to field staff. Ongoing Staff have continued to utilize numerous Enhanced Family Centered Safety Decision Making (EFCSDM) training materials made available in an attempt to sustain the learning. Currently, EFCSDM principles are being incorporated into a development of a CPS practice model. Three proposed strategies for improving the Family Based Safety Services (FBSS) program include: • Strengthening the FBSS program infrastructure; • Developing and implementing a supervision model for FBSS; and • Implementing a continuous quality improvement plan. FBSS is currently working with the Kempe Center, which houses 2010-2014 Final Report and CAPTA Update Page 80 of 381 one of the nation's foremost teams of experts on child protection. In collaboration with Casey Family Services, CPS is negotiating a contract with Kempe to assist in the development of a supervision model for FBSS designed to refocus frontline practice on management of safety threats and improvement of parental protective capacities. Expected deliverables from CPS's work with Kempe include development of the following: • Core competencies for FBSS supervisors; • A supervision inquiry method; • Indicators of effective supervision methods; • Case review tools; and • A training and implementation plan. Building the capacity of supervisors to teach and support effective family engagement practices among caseworkers will be an important element of the structured supervision process. CPS will also be working with Kempe on the development of a family engagement guide for caseworkers, which will outline evidenceinformed strategies for engaging CPS families. The family engagement guide will directly inform development of the supervision model and the deliverables listed above. Also anticipated is a case reading tool designed by the CPS Research and Evaluation Team to assess the quality of casework practice. The qualitative assessment will measure the case-level practice changes that are expected as a result of the improvements outlined in this document. Staff continue to utilize numerous Enhanced Family Centered Safety Decision Making (EFCSDM) training materials made available in an attempt to sustain the learning. Currently, EFCSDM principles are being incorporated into a development of a CPS practice model. 2010-2014 Final Report and CAPTA Update Page 81 of 381 Strategy 2.10b: Improve Family Based Safety Services Basic Skills Development. Lead: Lori Lewis-Conerly Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: 2010-2014 Final Report and CAPTA Update Page 82 of 381 Revisions needed to reflect change in circumstances (if applicable): c. Explore staff training needs. Ongoing The Family Based Safety Services (FBSS) statewide workgroup continues to review and improve service delivery in Family Based Safety Services by addressing how CPS staff engage families and assess child safety. Enhanced Family Centered Safety Decision Making concepts are the focus of ongoing training efforts to clarify safety and risk, assessment of parent/caregivers, and child vulnerability which support the goal to improve face-to-face contacts. The first training held in March 2014 focused on parental protective capacity with an April webinar to focus on safety threats. More webinars are planned for the remainder of FY 2014. FBSS is currently working with the Kempe Center, which houses one of the nation's foremost teams of experts on child protection. In collaboration with Casey Family Services, CPS is negotiating a contract with Kempe to assist in the development of a supervision model for FBSS designed to refocus frontline practice on management of safety threats and improvement of parental protective capacities. 2010-2014 Final Report and CAPTA Update Page 83 of 381 d. Incorporate updated child welfare best practices research into Family Based Safety Services Basic Skills Development curriculum. Ongoing Expected deliverables from CPS's work with Kempe include development of the following: • Core competencies for Family Based Safety Services supervisors; • A supervision inquiry method; • Indicators of effective supervision methods; • Case review tools; and • A training and implementation plan. Building the capacity of supervisors to teach and support effective family engagement practices among caseworkers will be an important element of the structured supervision process. CPS will also be working with Kempe on the development of a family engagement guide for caseworkers, which will outline evidenceinformed strategies for engaging CPS families. The family engagement guide will directly inform development of the supervision model and the deliverables listed above. The Family Based Safety Services Basic Skills Development training curriculum is updated annually through the Center for Learning and Organizational Excellence. Recommendations for inclusion of child welfare best practices are made on a continuous basis. As new policies and best case practice are delivered to field staff, the revisions are included in the curriculum. Objective 2.11: Engage fathers more effectively to ensure safe and strong families. Strategy 2.11a: Improve staff understanding of issues related to father involvement and engagement in CPS cases. Lead: Kenneth Thompson Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Coordinate with the Center for Learning and Organizational Excellence to ensure adequate coverage of Ongoing This action is on-going and the Fatherhood Specialist continues to periodically speak and listen during New Supervisor Orientation Training, and at time speaks directly with caseworkers at Basic Skills Development classes. The Fathers toolkit is completed. The toolkit is 2010-2014 Final Report and CAPTA Update Page 84 of 381 issues related to father involvement and engagement in CPS cases. design to increase caseworker engagement of the father and provide the father with a tool to assist in navigating the CPS process. The DFPS Intranet website (“Father Matters”) is completed and is regularly updated to assist caseworkers with tips, websites, and strategies to better engage fathers. Strategy 2.11b: Improve community understanding of issues related to father involvement and engagement in CPS cases. Lead: Kenneth Thompson Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): b. Implement the strategic plan. Ongoing This is ongoing activity and the Fatherhood Specialist continues to foster an in-depth understanding for the need of continuous father engagement in CPS through the facilitation father panels and conferences impacting the outcomes for families, Texas Court Appointed Special Advocates, and Texas State Teen parent conferences. The Fatherhood Specialist successfully conferenced with local faith, head-starts, county and community resources to better engage fathers across systems. The Fatherhood Specialist remains active on the local Austin Travis Re-entry taskforce exploring new strategizes into reducing the obstacles for formerly incarcerated parents to re-enter society. The Fatherhood Specialist recorded a video to support the Department of State Health Services Texas Healthy Babies Initiative of the importance of fathers in healthy babies' birth rates while reducing infant mortality, and presented the fathers' voice during the Pre-conception conferences held at Wiley and Prairie View A&M Universities. The Fatherhood Specialist has integrated a Fatherhood component to the presentation with both the Advisory Committee for the Promotion of Minority Children and the Texas Disproportionality Team. The Fatherhood Specialist presented with the Disproportionality Team at National Title IV-E Roundtable, and South-East Regional Fatherhood Conference in Atlanta Georgia. The Fatherhood Specialist will continue to facilitate an all-male workshop during the Texas Teen conferences hosted by the State of Texas and many local universities, schools of social work with a focus on teen fathers. The Fatherhood Specialist will continue to facilitate roundtable 2010-2014 Final Report and CAPTA Update Page 85 of 381 throughout the state to continuously bring the fathers' voice to the table. Objective 2.12: Improve collaboration between child welfare, stakeholders and service providers to reduce the effects and trauma associated with substance abuse, mental health, and domestic violence; and its impact on children and youth. Strategy 2.12a: Promote the collaborative effort between DFPS and the Texas Family Violence Interagency Collaborative. Lead: Jolynne Batchelor Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Consistently participate in Family Violence Interagency Collaborative meetings to share information and strengthen partnership. Ongoing DFPS has identified a subject matter expert in domestic violence who is a member of the Texas Family Violence Interagency Collaborative both in CPS and Adult Protective Services. The DFPS member attends regular meetings hosted by the Health and Human Service Commission subject matter expert in domestic violence, in conjunction with other DFPS staff and identified members from the Texas Council of Family Violence. The Memorandum of Understanding (MOU) has been finalized and implemented between local domestic violence centers throughout Texas and DFPS. The Texas Family Violence Interagency Collaborative addressed issues with the MOU being signed by all family violence providers. The Texas Family Violence Interagency Collaborative developed a best practice guide to serve as an addendum to the MOU. The best practice guide provides guidance and understanding to DFPS staff and domestic violence shelter staff as to how both entities are to proceed in collaboration efforts to achieve safety from domestic violence. nd During the 82 Legislative Session, Senate Bill 434 established a statewide task force to examine the relationship between child welfare and family violence. DFPS served on this task force, which submitted its report in September 2012. The task force made recommendations for best practices and policies to be developed and incorporated into the appropriate agencies/organizations. As a result of the task force recommendations, DFPS worked with Casey Family Programs to organize training and technical assistance that 2010-2014 Final Report and CAPTA Update Page 86 of 381 b. Continue to maintain local partnerships through identified regional liaisons and sharing of local resources. Ongoing occurred in June 2013 from two other state child welfare agencies identified for their policies and practices related to the co-occurrence of child maltreatment and domestic violence. Since September 2012, the Texas Family Violence Interagency Collaborative has continued to work in collaboration with the Senate Bill 434 Taskforce to implement the recommendations set forth in the Senate Bill 434 report. The DFPS subject matter expert in domestic violence, also a member of Texas Family Violence Interagency Collaborative, published an updated DFPS liaison list and an updated Domestic Violence Shelter Liaison list. The lists include both CPS and Adult Protective Services staff. The Texas Family Violence Interagency Collaborative plans to ensure that the lists are regularly updated. Strategy 2.12b: Promote the use of available community mental health services for caregivers and children/youth in need of such interventions. Lead: De Shaun Ealoms Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): All action steps for this strategy have been completed. Strategy 2.12c: Establish a statewide substance abuse workgroup to enhance staff recognition of substance abuse issues. Lead: Milton Ayala Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): b. Encourage caseworkers to complete the Web-based Substance Abuse training module available from the National Center on Substance Abuse and Child Welfare. Ongoing In January 2014 the training modules linked through the DFPS Substance Abuse Intranet site from the National Center of Substance Abuse and Child Welfare were reviewed and inaccessible links were removed for caseworker ease of use. The DFPS Intranet site maintains links to the current active web-based modules and caseworkers are directed to the site for trainings around addiction, treatment, and recovery. Additional web-based trainings for synthetic and prescription drugs are being sought to be added to the external 2010-2014 Final Report and CAPTA Update Page 87 of 381 Change Lead to Marco Quesada. d. Identify and deliver appropriate information resources and training to strengthen direct delivery staff knowledge base. Ongoing training links due to the rise of use of these substances. DFPS has provided, with the collaboration of the Department of State Health Services (DSHS), ongoing web-based training on resources available through Outreach, Screening, Assessment, and Referral (OSAR). This training was initiated in December of 2013 through February 2014 in a live webinar. The interactive webinar has been made available to all staff effective February 2014 in a recorded webinar format that is accessible through a dedicated web link, viewable 24 hours a day, 7 days a week for staff convenience. The webinar will be available through May 2014. A series of live, interactive webinars will once again launch beginning in June 2014 and will be available to any newly hired staff as well as staff who may have previously participated in either an earlier live webinar or recorded webinar and wish to participate in the interactive webinar and ask questions or seek clarification. As of March 12, 2014 a total of 1,366 DFPS staff have viewed the webinar (internal count by Charles Thibodeaux of DSHS). Additionally, a web-based training module has been created with assistance from the Texas Office for Prevention of Developmental Disabilities for fetal alcohol spectrum disorder and is currently being finalized so that it can be added as a training resource under the external training link located on the substance abuse DFPS Intranet site. Additional trainings will continue to be developed and provided to staff as needed. 2010-2014 Final Report and CAPTA Update Page 88 of 381 Goal 3: Strengthen the Child Protective Services service delivery system through systemic changes. Objective 3.1: Provide supports to foster parents caring for Child Protective Services children. Strategy 3.1a: Evaluate effectiveness of pre-service training to foster-adoptive parents. Lead: Terri Parsons Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: a. Regularly evaluate preservice training of foster and adoptive families to ensure consistency with DFPS Minimum Standards. b. Develop a pre-service training evaluation survey that can be completed by preservice training participants. Ongoing Pre-service training is reviewed and updated as needed to include all required information and hours needed as outlined in Minimum Standards. Ongoing Pre-service training participants are asked to complete a training evaluation upon completion of Parent Resource Information Development Education. The evaluations are collected by the trainer and given to the trainer's supervisor for review. Revisions needed to reflect change in circumstances (if applicable): Strategy 3.1b: Educate staff on working with foster parents and meeting the individual needs of foster children. Lead: Terri Parsons Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): All action steps for this strategy have been completed. Strategy 3.1c: Provide childcare services to eligible children as appropriated and funding allows. Lead: Jolynne Batchelor Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): 2010-2014 Final Report and CAPTA Update Page 89 of 381 a. Continue to work with the Texas Workforce Commission to ensure that childcare for eligible CPS clients is available. Ongoing DFPS continues to contract with the Texas Workforce Commission (TWC) to ensure the delivery of child care (day care) services to children in foster care, kinship care, and children in need of protective services. During FY 2014 DFPS and Texas Workforce Commission continued to work closely together to resolve any issues or billing disputes. DFPS created an automated batch Early Termination report that was successfully implemented statewide during FY 2013. Texas Workforce Commission now requires each board to maintain an e-mail address to accept the reports which allows DFPS to send the report directly to the e-mail box. DFPS implemented new day care functionality in the IMPACT (Information Management Protecting Adults and Children in Texas) system in FY 2013 that includes automated invoice validation. This ensures that DFPS only pays day care costs for clients authorized by the agency. b. Ensure compliance with state/federal guidelines regarding eligibility of children. Ongoing TWC developed an absence report for DFPS that alerts DFPS when a child has missed five days of day care. During FY 2014 this report is being integrated into IMPACT to allow for automatic alerts being sent to the child's caseworker to determine if the child is safe and if the day care services should continue or be terminated. DFPS continues to employ Regional Day Care Coordinators who are the subject matter experts responsible for the authorization of day care services. The Day Care Coordinators are responsible for ensuring all day care policy is followed. The implementation in IMPACT (Information Management Protecting Adults and Children in Texas) of the invoice validation process will ensure the correct funding stream is chosen at the time of payment and will also include system generated corrections to funding streams when there are subsequent changes to the eligibility data in IMPACT. 2010-2014 Final Report and CAPTA Update Page 90 of 381 Objective 3.2: Develop methods to target resources and services to children and families who need them the most. Outcome Measure: a. For FY 2012 and FY 2013, INV and FPR stages, the total number of families and children by race/ethnicity with the average risk area score by race/ethnicity (of the stage for the family, of the child for the children). Title IV-E Objective 3.2 Measure 1: Completed Investigations by Average Risk Score Ethnicity African American Anglo Hispanic Other Total Fiscal Year 2012 Fiscal Year 2013 Average Average Average Average Risk Risk Risk Risk Children Score Families Score Children Score Families Score 65,543 104,294 178,682 24,630 373,149 2.24 2.36 2.25 2.27 2.28 25,616 54,043 58,193 5,693 143,545 2.24 2.37 2.24 2.14 2.28 63,889 101,552 173,425 22.806 361,672 Note: Families and children or cases with no risk scores were excluded 2010-2014 Final Report and CAPTA Update Page 91 of 381 2.34 2.46 2.33 2.38 2.37 24,747 52,468 56,122 5,399 138,736 2.34 2.47 2.32 2.25 2.37 Title IV-E Objective 3.2 Measure 1: FPR Stages Opened During the Year by Average Risk Score Ethnicity African American Anglo Hispanic Other Total Fiscal Year 2012 Fiscal Year 2013 Average Average Average Average Risk Risk Risk Risk Children Score Families Score Children Score Families Score 7,206 12,076 26,280 2,921 48,483 2.96 3.08 2.97 3.01 3.00 2,568 5,997 7,965 570 17,100 2.95 3.06 2.95 2.97 2.99 8,733 13,467 29,644 3,363 55,207 2.99 3.16 3.01 3.09 3.05 3,005 6,719 8,951 663 19,338 2.98 3.13 3.00 3.04 3.04 Note: FPR stages are counted once - at the year the stage opened. Families and children of cases with no risk scores were excluded b. For FY 2012 and FY 2013, all removals, the total number of families experiencing a removal and children removed by race/ethnicity with the average risk area score by race/ethnicity (of the stage for the family, of the child for the children). Title IV-E Objective 3.2 Measure 1: Removal by Average Risk Score of Prior Investigation Fiscal Year 2012 Fiscal Year 2013 Average Average Average Average Ethnicity Children Risk Families Risk Children Risk Families Risk Score Score Score Score African American 3,136 3.49 1,770 3.48 3,236 3.52 1,803 3.52 Anglo 5,162 3.63 3,927 3.63 5,342 3.69 3,948 3.70 Hispanic 7,346 3.54 3,184 3.53 7,193 3.59 3,137 3.58 Other 1,088 3.61 261 3.54 999 3.67 279 3.62 Total 16,732 3.56 9,142 3.56 16,770 3.62 9,167 3.62 2010-2014 Final Report and CAPTA Update Page 92 of 381 Note: In case of more than one removal, the latest was selected. Children or cases with no risk scores were excluded. The family ethnicity was determined by the ethnicity assigned to the investigation stage. c. For FY 2012 and FY 2013, for INV, FPR, and FRE stages, the number of FG 's and FTM's offered and total by race/ethnicity (African American, Caucasian, Hispanic, Other). Title IV-E State Plan Objective 3.2, Outcome Measure 1 - Number of Stages Closed with Family Group Decision Making Meetings* by Stage Type and Race/Ethnicity** Fiscal Year 2012 and 2013 Investigations FPR Stages FRE Stages FGDM FGDM FGDM Attempted/ Attempted/ Attempted Not Not / Not Completed Completed Completed Completed Completed Completed Race/ Ethnicity Total # % # % Total # % # % Total # % # % Fiscal Year 2012 *** African American 29,633 18 0.1% 1205 4.1% 2508 18 0.7% 352 14.0% 599 2 0.3% 10 1.7% Anglo 63,908 99 0.2% 3,571 5.6% 6,015 55 0.9% 1,019 16.9% 1,370 4 0.3% 44 3.2% Hispanic 65,508 145 0.2% 2,946 4.5% 8,152 152 1.9% 1,266 15.5% 1,171 6 0.5% 56 4.8% Other 7,162 10 0.1% 213 3.0% 565 10 1.8% 78 13.8% 132 1 0.8% 2 1.5% Total 166,211 272 0.2% 7,935 4.8% 17,240 235 1.4% 2,715 15.7% 3,272 13 0.4% 112 3.4% Fiscal Year 2013 African American 28,567 31 0.1% 1,181 4.1% 2,736 29 1.1% 345 12.6% 594 1 0.2% 21 3.5% Anglo 61,800 128 0.2% 3,503 5.7% 6,147 61 1.0% 1,057 17.2% 1,403 5 0.4% 80 5.7% Hispanic 63,093 230 0.4% 3,250 5.2% 8,274 185 2.2% 1,479 17.9% 1,311 6 0.5% 58 4.4% Other 6,770 9 0.1% 213 3.1% 556 6 1.1% 74 13.3% 124 0 0.0% 2 1.6% Total 160,239 398 0.2% 8,147 5.1% 17,713 281 1.6% 2,955 16.7% 3,432 12 0.3% 161 4.7% Note: * Family Group Decision Making Meetings include both the Family Team Meeting model and the Family Group Conference Model 2010-2014 Final Report and CAPTA Update Page 93 of 381 ** This is not a count of meetings, it is a count of stages that closed in the fiscal year by whether or not a Family Team Meeting or Family Group Conference occurred over the life of the stage *** FY 2012 data was updated using the new FY 2013 race/ethnicity methodology to allow for comparison. In addition, the methodology for capturing FPR and FRE stages was modified to include intensive and moderate stages that closed within the specified FY. These were previously excluded. Strategy 3.2a: Continue efforts to reduce disproportionality in child welfare. Lead: Tanya Rollins Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): 2010-2014 Final Report and CAPTA Update Page 94 of 381 a. Utilize race/ethnicity demographic data for Family Group Conferences, Family Team Meetings and Family Based Safety Services and continue to look at disparities for families receiving these services. Ongoing b. Provide informational meetings in the community to develop an awareness of disproportionality in CPS and the need for community collaboration. Ongoing c. Through focus groups in the community identify needed services and resources. Ongoing Ongoing collaboration between Disproportionality, Family Group Decision Making and Kinship staff occur in most regions and state office to strategize about reducing disparities. Regional and state level plans include joint presentations to staff and external stakeholders, data analysis, and improved communication with all stages of service. Improved Data Warehouse reports are available for Family Group Decision Making to enhance analysis of meetings regarding race. CPS is currently participating in the No Place Like Home Grant with Casey Family Programs and the Kempe Center for the Prevention and Treatment of Abuse and Neglect of The University of Colorado, Denver. This is a three-year federal grant from the United States Department of Health and Human Services, Administration for Children and Families, to implement and evaluate Family Group Decision Making in child welfare. The results of the grant will provide valuable information about the effectiveness of Family Group Decision Making for maintaining child safety and preventing foster care placements. The Kempe Center and Casey Family Programs will perform a rigorous evaluation. This evaluation will focus on: • The effectiveness of Family Group Decision Making on children and families receiving in-home services; • How Family Group Decision Making can meet the needs of children and families receiving in-home services; and • The effectiveness of Family Group Decision Making in supporting culturally diverse populations. There are many strategies for promoting community awareness of disproportionality. The state Disproportionality Specialist, the state Disproportionality Manager, and regional staff present to numerous organizations at the national, state and local levels to enhance awareness. These organizations include law enforcement, the judiciary, Court Appointed Special Advocates, juvenile probation, and educational systems. Regional Advisory Committees are operational in Austin, Houston, Corpus Christi, Lubbock, El Paso, Dallas, Fort Worth, Denton, Plano, Abilene, Port Arthur, Tyler, San Antonio, and Waco. Advisory Committees include representatives from other family2010-2014 Final Report and CAPTA Update Page 95 of 381 serving systems, parents, youth, alumni, and other stakeholders to inform of the work. Three more are planned in other communities. Many committees have subcommittees specifically addressing this issue, including the development of local resource guides to support families prior to, during, and after CPS involvement, as well as expanding access to needed services. Regional Advisory Committees are operated under the guidance of the Health and Human Services Center for the Elimination of Disproportionality and Disparities. Citizen Review Teams examine case situations and offer insight and advice to staff, including policy changes. A goal of these groups is to ensure equity of access to services for children, youth, and families. d. Focus efforts in the community and through the regional Disproportionality Advisory Boards to identify service gaps in order to make services more accessible and culturally competent for children and families who need them most. Ongoing e. Collaborate with agencies, stakeholders and community partners to develop resources and services in the community to match needs. Ongoing The Interagency Disproportionality Council was established per nd Senate Bill 501 in the 82 Legislative Session. Information about the Interagency Council is located at http://www.hhsc.state.tx.us/hhsc_projects/cedd/. The DFPS Deputy Commissioner is the DFPS representative to the Interagency Council. Numerous efforts are underway to address any gaps and improve access and cultural competency of services. Some examples include collaboration with Houston Service Centers, community fairs, Hair-a-Thons, community book drives, hair care product drives, Provider Town Hall meetings, resource fairs, and back-toschool drives. In addition, regional offices have opened in several disproportionality-impacted communities by CPS, such as Dallas, Austin, Houston, Lubbock, and Port Arthur. There is designated disproportionality staff in all stages of service to improve service delivery in targeted communities. Many agencies and partners are involved in the expansion of disproportionality work. CPS is directly involved with the Health and Human Services Center for the Elimination of Disproportionality and Disparities. Department of State Health Services partners with CPS to address infant mortality. The faith-based community supports non-traditional services, such as counseling, and encourages recruitment of foster and adoptive parents in communities of color. CPS is partnering with Casey Family Programs and the Advisory Committee for the Promotion of Minority Children to hold adoption 2010-2014 Final Report and CAPTA Update Page 96 of 381 forums to recruit adoptive parents in communities of color and in communities with identified disparities. The first adoption forum was held in November 2011 and the second adoption forum occurred in March 2012. The third adoption forum occurred in October of 2012. Additional forums have occurred in 2013 and 2014. A Memorandum of Understanding was developed with Head Start to prioritize access to day care services for children of color involved with CPS. Collaborative efforts with the Texas Juvenile Probation Commission, Texas Youth Commission, Texas Center for the Judiciary, National Council of Juvenile and Family Court Judges, Court Appointed Special Advocates, school districts, police departments, barbers, beauticians, child placing agencies, and many others are ongoing. Higher education institutions inform the initiative through data analysis and advanced coursework while CPS staff present to social work students regarding disproportionality and child welfare. State office Disproportionality Staff continue to engage higher education institutions by conducting workshops at the National Title IV-E Conference. Participants in “Knowing Who You Are” and “Undoing Racism” workshops often include other agencies and systems, and expand work to their own organizations and beyond. In addition, the leadership from many other agencies and systems encourages partnerships and examines access to services and areas that need further development. Strategy 3.2b: Build internal awareness and understanding of the impact targeted resources and services have on the outcomes for children and families. Lead: Tanya Rollins Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Provide “Knowing Who You Are” training to staff in all stages of service along with opportunities for ongoing conversation. Ongoing CPS continues to build capacity by training new “Knowing Who You Are" facilitators. The state Disproportionality Manager is a coach. All Basic Skills Development students receive “Knowing Who You Are” and it is available to all staff in all stages of service and all staff levels across the state. In addition, state office staff and regional staff facilitate several forums to encourage ongoing development 2010-2014 Final Report and CAPTA Update Page 97 of 381 b. Provide opportunities for ongoing learning through cultural competency materials and practice tools. c. Provide staff with opportunities to engage in Think Tank forums to develop practice models that support Ongoing Ongoing and conversation around racial and ethnic identity work, including Talkbacks, Liberated Zones, Courageous Conversations III, Popcorn and a Movie, Race Dialogues, and others. “Knowing Who You Are” has been expanded to include all DFPS programs. An additional course, “Supervisory Strategies to Support Knowing Who You Are”, has been implemented to provide supervisors with strategies to support caseworkers in racial and ethnic identity work. “Supervisory Strategies to Support Knowing Who You Are” were conducted at the DFPS Intensive Training Forums in FY 2013. Trainings are offered by request from programs. Disproportionality staff conduct many activities to provide ongoing learning. A portfolio was published in cooperation with Casey Family Programs which documents and explains all processes and activities used statewide. These include regional book clubs, Values Ministries, Wisdom of the Elders, and Why Race Matters, among others. In addition, there is ongoing development of processes to encourage embedding principles of “Undoing Racism” and “Knowing Who You Are” throughout all work at CPS, including the use of "Race: The Power of an Illusion" and the American Anthropological Association's "Race: Are We So Different?" videos. Cultural competency and disproportionality information was embedded throughout the CPS Intensive Workshops held in June 2012. Cultural competency and disproportionality information has been imbedded in management training such as CPS Supervisor Basic Skills Development. Poverty Simulations have been added to the Intensive Training Forums in five regions. Poverty Simulation involved staff and external stakeholders. Center for Learning and Organizational Excellence developed a course on working with Latinos, which is slated to release in FY 2014. CPS in collaboration with the Center for Learning and Organizational Excellence is developing curriculums dealing with African American families and impoverished families. Several regions have Think Tanks that encourage creative field practices to reduce disproportionality, enhance regional staff collaboration, examine local and systemic CPS trends, and continue dialogue. A Practice Workgroup exists to enhance development of 2010-2014 Final Report and CAPTA Update Page 98 of 381 maintaining equity in access to services and resources. staff disproportionality sites, examine data, and promote further work in the community. A policy review tool was developed to address disproportionality staff and to streamline and unify case mining. Disproportionality staff implemented Building Permanent Connections to find caregivers and meaningful adults for children in the system, including those overrepresented. This tool is available for all children in CPS care and its use will continue to grow. Regions have also begun to utilize organizational effectiveness strategies to address disproportionality. CPS Disproportionality team is on the core team for the development of a CPS practice model. Equity established as a core principle. Strategy 3.2c: Examine Family Based Safety Services case data to determine gaps in access to services and resources. Lead: Lori Lewis-Conerly Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): All action steps for this strategy have been completed. Objective 3.3: Develop and support improvement in the CPS program through automation enhancements and quality assurance. Strategy 3.3a: Enhance the statewide-automated child welfare information system (SACWIS) to comply with federal reporting requirements. The automated system is referred to as Information Management Protecting Adults and Children in Texas (IMPACT). Lead: Nate Ezell Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): 2010-2014 Final Report and CAPTA Update Page 99 of 381 a. Support program staff with issues relating to the Information Management Protecting Adults and Children in Texas system. Ongoing b. Review training materials to support the effective use of Information Management Protecting Adults and Children in Texas by staff. Ongoing c. Continue to identify and implement improvements to the Information Management Protecting Adults and Children in Texas system that facilitates accurate entry and retrieval of data. Ongoing There are two CPS Information Technology Project Managers covering liaison duties for CPS. Part of the liaison role includes identifying automation needs for changes within the Information Management Protecting Adults and Children in Texas (IMPACT) system. Specified changes are designed and prioritized based on criteria such as impact on the caseworker or timing identified by federal or state statutory changes. In FY 2013, 182 such changes were completed in IMPACT and 144 additions/changes/updates were made to other CPS applications and interfaces. Training to accompany automation changes has been conducted in a variety of formats: written notification through broadcasts to DFPS staff, computer based training, online interactive tools (webinars, GoToMeeting, Captivate Videos) and/or face-to-face training. The CPS Information Technology Project Managers ensure CPS program and subject matter experts provide input into training for automation enhancements and changes. The CPS Information Technology Project Managers prioritize System Investigation Requests (SIR) needed to improve quality of data, identifying which improvements warrant larger technology resource commitments. A weekly meeting between Management and Report Statistics staff, the CPS Information Technology Project Managers, CPS subject matter experts and CPS Leadership is used to address design and prioritization of improvements to improve data quality. A bi-weekly meeting is held to address new SIRs, identify stakeholders, potential size and scope of the SIR and any immediate concerns, workarounds or issues prior to analysis. 2010-2014 Final Report and CAPTA Update Page 100 of 381 Change Lead to Jonathan Collins. d. Identify and implement Information Management Protecting Adults and Children in Texas / Child Care Licensing Automated Support System changes needed to comply with reporting requirements for Fostering Connections. Ongoing In September 2009, DFPS selected and hired a Project Management vendor and an Application Development vendor to assist with the automation and integration of information management updates to integrate new Fostering Connections legislation with Child Care Licensing legislation and regulation changes concerning the Waiver/Variance process. With the enactment of Fostering Connections, the Supervised Independent Living (SIL) Project to enhance IMPACT (Information Management Protecting Adults and Children in Texas) included the new options st for extended foster care passed in the 81 Legislative Session and was amended in the Texas Family Code. In November 2012 the initial automation enhancements to IMPACT for SIL placements rolled out. These enhancements allowed for the recording and tracking of a SIL arrangement for qualified youth. Strategy 3.3b: Develop and support opportunities for federal and private funding to enhance and pilot innovative practices. Lead: Brock Boudreau Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Identify funding opportunities. Ongoing The Team identified 23 funding opportunities in FY 2013 and six in FY 2014 (as of March 7, 2014) for consideration to support or pilot innovative CPS practice. The Commissioner directed DFPS to institute new grant development procedures with Center for Policy Innovation and Program Coordination and Federal Funds as leads; each division, including CPS, now has a grant representative to Program. A Policy Analysis & Evaluation team member is designated as the CPS grant representative. • The Commissioner directed all divisions to be proactive in applying for grants. • The current grant season now underway (January through September 2014) should result in a number of applications with CPS as the lead. Program needs additional support to develop grant applications. Project narratives and logic models must be provided. The Policy 2010-2014 Final Report and CAPTA Update Page 101 of 381 b. Write grants or provide letters of support/commitment to external partners to secure funding. c. Implement grants when funding is obtained. Ongoing Ongoing Analysis and Evaluation team facilitates grant development for program. CPS program must invest considerable staff time in developing grants. The Policy Analysis and Evaluation team oversees grant development and maintains timelines. One grant is still active from previous years: • Diligent Recruitment of Foster Families. Continue collaboration on two grant awards: • Texas Trio Grant • Family Connection Grant Objective 3.4: Reduce the number of children in Permanent Managing Conservatorship without Termination of Parental Rights through collaboration with the Supreme Court Permanent Commission on Children Youth and Families, the judiciary and research entities. Outcome Measure: • Decreased percentage of youth in Permanent Managing Conservatorship without Termination of Parental Rights. FY 2012: 26.4% FY 2013: 26.1% Strategy 3.4a: Develop a method for sharing quarterly data for courts by county. Lead: Amber Hardaway Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: 2010-2014 Final Report and CAPTA Update Page 102 of 381 Revisions needed to reflect change in circumstances (if applicable): Action Steps: Target Completion Date: Status on Accomplishment / Progress made in the past fiscal year toward meeting overall goal and objective: Revisions needed to reflect change in circumstances (if applicable): All action steps for this strategy have been completed. Strategy 3.4b: Collaborate with Judicial stakeholders to utilize Roundtables with the Judiciary, Legal Stakeholders and CPS with the topic of reducing barriers to permanency. Lead: Dan Capouch Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Provide Roundtable members with requested data. Ongoing The Texas Supreme Court Children’s Commission formed an ongoing multi-disciplinary workgroup in 2011 chaired by a judge and DFPS Medical Director. A Psychotropic Medications Roundtable was held in July 2012 to examine how judges, DFPS and other advocates and interested parties could work together to further decrease the use of psychotropic medication by children in DFPS conservatorship. The Children’s Commission produced a report with several recommendations, some of which have been incorporated into proposed legislation. The workgroup will develop an implementation plan for any legislation that is passed, as well other recommendations. The Children’s Commission and DFPS convened the Visitation Roundtable March 1, 2013. A plan was agreed upon to create an internal and external workgroup to improve the written visitation plan, a visitation assessment, and policy/best practices for visitation frequency and restrictiveness. b. Assist with any data Ongoing Prior to the visitation roundtable, CPS provided the Children's Commission with data on visitation. Additionally, DFPS assisted the Commission with developing a survey to capture opinions of stakeholders. DFPS staff, local and state office, participated in the survey. The results of the survey guided the topics for the Visitation Roundtable and have been used in model development. CPS assisted in interpretation or evaluation of data for Psychotropic 2010-2014 Final Report and CAPTA Update Page 103 of 381 interpretation or evaluation needs that arise. Medications Roundtable held July 6, 2013 and Visitation Roundtable held March 1, 2013. CPS continues to assist with future data requests. The Supreme Court of Texas Permanent Judicial Commission for Children, Youth and Families (Children's Commission) formed a multi-disciplinary workgroup in 2011 led by the DFPS medical director and a judge to study the psychotropic medication oversight process in Texas, the information-sharing process between the court and the state's many child welfare professionals, and the consent process for psychotropic medications. After meeting for approximately a year, the Children's Commission held a Psychotropic Medication Roundtable on July 6, 2012 to facilitate a discussion among a larger group of stakeholders. The Children's Commission produced a report that contains about twelve recommendations that impact courts, DFPS and others. Some of the recommendations were incorporated into House Bill 915, which rd passed during the 83 Legislative Session and was effective on September 1, 2013. c. Participate in two or more Roundtables with Judiciary, Legal Stakeholders, and CPS representation to identify barriers to and opportunities for decreasing the number of Ongoing Following passage of House Bill 915, the Children's Commission and DFPS collaborated to assemble a stakeholder work group to provide input into DFPS’ implementation of House Bill 915. The membership of the group consists of approximately 60 participants and includes judges, representatives of advocacy groups, legislative staffers, medical professionals, youth and parent representatives, DFPS staff, and Health and Human Services Commission staff. Participants also include representatives from the STAR Health contractors, Superior and Cenpatico, who provide medical and behavioral health services to children in foster care. This group has rd met four times since the close of the 83 Legislature, Regular Session, with the final meeting on March 7, 2014. CPS participated in the Psychotropic Medications Roundtable on July 6, 2013 and the Visitation Roundtable in March 2013. Both roundtables focused on topics with implications for identifying and removing barriers to permanency and improving outcomes for children in Permanent Managing Conservatorship with DFPS. Participants agreed to follow up actions in order to further the 2010-2014 Final Report and CAPTA Update Page 104 of 381 children in Permanent Managing Conservatorship without Termination of Parental Rights. collaboration on this issue. The Visitation Roundtable resulted in many recommendations for changes and improvements to the current visitation model. Those recommendations are being used by the visitation oversight committee and subgroups. This visitation oversight committee consists of members from DFPS, Court Appointed Special Advocates, Children's Commission, the Parent Advocate group, and a child's attorney ad litem. That group is responsible for leading subgroups on best practices, visitation plans, and policy with the goal of taking subgroup recommendations and advising DFPS on the development of policy and practice. DFPS plans to roll out the enhanced visitation model in FY 2014. Objective 3.5: Provide training and support to CPS regional and state office staff in continuous systems improvement methods through an Organizational Effectiveness model developed by the American Public Human Services Association in partnership with Casey Family Programs Outcome Measure: • Number of American Public Human Services Association Organizational Excellence facilitations completed by the Regions. FY 2012: 34 facilitations FY 2013: 30 facilitations Strategy 3.5: Embed continuous improvement efforts throughout CPS. Lead: Dan Capouch/Colleen McCall Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: b. Convene ongoing regional meetings on continuous improvement outcomes topics without American Public Human Services Association mentoring. Ongoing Thirty facilitations were conducted in FY 2013. To date for FY 2014, 18 facilitations have been conducted. Currently there are 24 Organizational Effectiveness facilitators, five of which are also Organizational Effectiveness Liaisons. 2010-2014 Final Report and CAPTA Update Page 105 of 381 c. Continue internal Organizational Effectiveness Sustainability Team to facilitate American Public Human Services Association Organizational Effectiveness model. Ongoing As assessed based on the needs of the team, e-mail updates are sent to the team on at least a quarterly basis, with calls scheduled as needed. Objective 3.6: Improve work with incarcerated parents involved with CPS. Strategy 3.6a: Provide support and resources to incarcerated parents involved with CPS. Lead: Kenneth Thompson Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: All action steps for this strategy are complete. Revisions needed to reflect change in circumstances (if applicable): Strategy 3.6b: Utilize interagency involvement to improve work with incarcerated parents involved with CPS. Lead: Kenneth Thompson Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): b. Participate in existing Reentry Roundtable (Resource meetings). Ongoing The Fatherhood specialist routinely attends the Austin Travis County Re-entry Policy Committee meetings. The Fatherhood Specialist is on the Planning Committee which focuses on resources and community engagement for the formerly incarcerated. The Fatherhood Specialist attends a monthly Planning committee meeting and periodically attends the State sponsored Re-entry task force meeting to gain the prospective of the state's initiative as it relates to formerly incarcerated men and women. The Fatherhood Specialist continues to attend community functions that address the needs and concerns of the incarcerated population, like homeless community resources fairs, life skills coaching seminars, domestic violence workshops, and job fairs. 2010-2014 Final Report and CAPTA Update Page 106 of 381 c. Pursue agreement with Texas Department of Criminal Justice to strengthen ability to improve communication with incarcerated parents. June 2014 The Fatherhood specialist attended the community forum addressing issues related to incarceration hosted by the Travis County Sheriff Office and Austin/Travis County Support System committee and other community stakeholders. The forum was held in September 2013. The Fatherhood Specialist attended two of the State Re-entry Committee meetings; however, additional time is required to establish a relationship with members of the board and lay the foundation to pursue a comprehensive agreement with Texas Department of Criminal Justice to strengthen communication among agencies. Change Target Date to June 2015. Strategy 3.6c: Develop statewide policy that is specific and clear for working with incarcerated parents. Lead: Kenneth Thompson Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): All action steps for this strategy are complete. Goal 4: Strengthen coordination and collaboration with external stakeholders. Objective 4.1: Provide enhanced opportunities for citizens to play an integral role in ensuring that Texas meets its mandate of protecting children from abuse and neglect. Strategy 4.1b: Develop a process to incorporate stakeholder feedback from parents who have had prior involvement with CPS to assist the agency in improving policy and service delivery strategies through the Parent Collaboration Group. Lead: De Shaun Ealoms Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Continue to conduct regular statewide Parent Collaboration Group meetings Ongoing Recent meetings were held in February 2014, October 2013 and June 2013. Parent Collaboration Group (PCG) training is scheduled for all Parent Liaisons in July 10-12, 2014. 2010-2014 Final Report and CAPTA Update Page 107 of 381 to discuss methods to enhance CPS service delivery practices. b. Assist regional staff to support the collaborative The June 2013 meeting focused on: • Two fathers from Region 3 joined the statewide PCG; • Region 5 Parent Liaison briefly discussed Senate Bill 352 which concerns visitation between parents and children who are in the temporary managing conservatorship (TMC) of DFPS, and for whom the permanency goal is reunification; • Fatherhood Specialist facilitated a discussion with the CPS Liaisons (staff) on "How to work effectively with CPS Liaisons" and "What to do when faced with disruptive clients during the local Parent Support Group (PSG) meetings"; • Parent Liaisons completed a Birth Parent Engagement Assessment Tool; • Regional updates from all regions about their regional Parent Support Group (PSG) meetings; and • Training on Disproportionality; Ongoing The October 2013 statewide Parent Collaboration Group meeting was held in El Paso, Texas. This meeting focused on: • Second Annual Parent Conference; • Parental input on transferring cases/Family Service Plan; • Parental input on Visitation Plan/Temporary Visitation Schedule; • Local Parent Support Group reports; • Family Symposium experience/Capitol experience was shared; • Parental input on the Parent Partner Pilot (forms and flyer); • The February 2014 statewide Parent Collaboration Group meeting held in Dallas, Texas. • Presentation on Alternative Response; • Update on Parent Partner Pilot (Region 10); • Children's Commission update; • Local Parent Support Group report; • Input/prioritize Logic Model for statewide PCG; and • Parental input on education-related area The Parent Program Specialist gathers Parent Collaboration Group monthly reports from CPS liaisons in all eleven regions that 2010-2014 Final Report and CAPTA Update Page 108 of 381 partnership between parents and DFPS by providing technical assistance in the development of local Parent Collaboration Group meetings. c. Increase the participation of fathers at the statewide Parent Collaboration Group. d. Continue to implement annual action plans for the statewide Parent Collaboration Group. Ongoing e. Increase parent liaisons to support the expansion of local Parent Collaboration Groups across the state. Ongoing Ongoing focus on the Parent Collaboration Group work in their communities, what needs to be done, other achievements, barriers, and assistance needed from the Parent Program Specialist, issues for statewide Parent Collaboration Group and feedback from community Parent Support Group presentations. All eleven regions continue to have at least one monthly local parent support group meeting for parents with open CPS cases. These meetings are led by a parent who has successfully navigated the CPS system and a CPS liaison. The purpose of the local groups are to provide information, support, encouragement and hope to parents with open CPS cases. To date there are three fathers on the State Parent Collaboration Group and both have been involved in activities outside the quarterly meetings. The Parent Collaboration Group reviews and revises their action plan annually. The state Parent Program Specialist continues to assist in implementing continuous strategies for new annual action plans for the statewide Parent Collaboration Group at every quarterly meeting. Statewide Parent Collaboration Group FY 2014 outputs: • Develop tool to recruit parents; • Develop plan for father participation on the statewide Parent Collaboration Group/Parent Support Group; • Develop survey for caseworkers, lawyers and judges; • Develop and discuss platform skills training to CPS Liaison; and • Develop statewide Parent Collaboration Group newsletter. The statewide Parent Collaboration Group was invited to be the keynote address at the Center for Family Strengths Symposium in 2013. The Parent Program Specialist provides regional technical assistance, meets with different units, and participates on calls with Family Based Safety Services, conservatorship and investigations staff. Strategy 4.1c: Explore improved integration of the parent's voice in the placement needs of their children in foster care. Lead: De Shaun Ealoms 2010-2014 Final Report and CAPTA Update Page 109 of 381 Action Steps: Target Completion Date: Status on Accomplishment / Progress made in the past fiscal year toward meeting overall goal and objective: d. Solicit feedback from parents involved in Conservatorship cases. Ongoing Parents in all eleven regions facilitated local Parent Support Group meetings and received feedback from parents involved in conservatorship cases. The feedback was shared with the statewide Parent Collaboration Group and regional management. Parents involved in regional Parent Support Group are asked to complete evaluations of their regional Parent Support Group meetings. This input is shared with state Parent Program Specialist as a means to provide ongoing technical assistance when needed. Revisions needed to reflect change in circumstances (if applicable): Strategy 4.1d: Develop a process to incorporate stakeholder feedback from youth who have had involvement with Child Protective Services to assist DFPS in improving policy and service delivery strategies through the Youth Leadership Council. Lead: Shannon Ramsey Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Meet with the Statewide Youth Leadership Council for input and feedback to address issues and formulate recommendations to improve services for transitioning youth. Ongoing Youth and alumni meet on a quarterly basis to address issues, provide input and recommendations on program development and implementation for improving services to youth aging out of care. In FY 2013 the Statewide Youth Leadership Council provided input and feedback in the following areas: • The creation of the Placement-Exit Survey; • Normalcy and permanency issues; • Aging-Out Seminars; and • Statewide teen and college conference themes. During the February 2013 Statewide Youth Leadership Council meeting the council members submitted a list of questions beforehand for the DFPS Commissioner to respond. The Commissioner’s responses were shared with the councils in March 2013. In January 2014 the Statewide Youth Leadership Council met at the Texas Capitol in Austin where they toured the Capitol, were provided lunch by the Fresh Chef's Society, registered to vote (18 and older), discussed normalcy and how to self-advocate. 2010-2014 Final Report and CAPTA Update Page 110 of 381 c. Identify policy, practice changes and/or pilot programs that could be enhanced with youth input during development and/or revision phases. Ongoing d. Conduct surveys as requested by CPS and utilize youth focus groups on an asneeded basis. Ongoing CPS receives input from youth on policy and program enhancements in areas such as: • Allowing for more normalcy activities for youth while in placement and examples of those normalcy activities; • Development and promotion of Advocacy and Strategic Sharing training to provide foster youth the skills training needed to feel empowered, and support youth to become an active participant in the decision making process at all levels; • Creation of the Placement-Exit Survey to serve as a source of foster care placement feedback for children and youth. In February 2013, the Statewide Youth Leadership Council requested that foster youth be given an opportunity to evaluate the quality of services received from their caregivers. A Placement-Exit Survey was created to be a source for children and youth to provide feedback on areas for improvement in foster care placements. The questions, guidelines, and methodology were all approved by the Statewide Youth Leadership Council. The survey link was deployed to all caseworkers' computers and went in effect February, 2014. Strategy 4.1e: Collaborate with external partners to engage stakeholders throughout the state to explore best practices related to father engagement and involvement. Lead: Kenneth Thompson Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): b. Examine fatherhood programs nationwide for best practices in child welfare. Ongoing In February 2013, the Fatherhood Specialist attended the Texas Home Visiting Train - the Trainer workshop with team members from Texas Health and Human Services along with members of the Texas Attorney General's Office to learn to facilitate the workshop and to understand the curriculum used to engage and guide fathers and families throughout the state on healthy relationships around parenting and work with Nurse Family Practitioner's and Home Instruction Parents for Pre-School Youngsters facilitators. This an on-going process for the Fatherhood Specialist to reach across state lines and obtain information about best practices on domestic violence, incarcerated parents and trauma informed care. The Fatherhood Specialist consulted with Massachusetts, Connecticut 2010-2014 Final Report and CAPTA Update Page 111 of 381 d. Identify fatherhood coalitions, initiatives, and organizations across the state and reach out to collaborate. Ongoing and Minnesota Fatherhood Specialists on topics such as domestic violence best practices. The Fatherhood Specialist continues to provide technical assistance to the Texas Healthy Baby Initiative as a consultant and panelist on father engagement as well as a presenter at the Pre-preconception Conferences addressing birth rates and infant mortality and the father's role with a healthy baby. The Fatherhood Specialist continues to routinely reach out to both internal and external state partners as well as to other states with fatherhood coalitions to enhance relationships to build a stronger fatherhood coalition. The Fatherhood Specialist will provide the Administration for Children and Families with technical assistance on multiple occasions in June 2014. The lead for the federal Child Family Service Review team personally made the request for Texas to lead the conversation after hearing from other partners and coalitions about efforts made in Texas to engage fathers in the child welfare system. The Fatherhood Specialist continues to provide technical assistance to both the Texas Healthy Baby Initiative, and Texas Home Visiting Program. The Fatherhood Specialist will continue to reach out to faith based leaders, Advisory Committees - addressing both adoption and disproportionality - to improve and enhance father engagement in the child welfare system. The Fatherhood Specialist is in contact with National Responsible Fatherhood Clearing House to have access to the latest information on evidence based training impacting fathers. 2010-2014 Final Report and CAPTA Update Page 112 of 381 Objective 4.2: Develop and implement methods to support coordination and collaboration among the existing social service agencies, organizations and reform initiatives. Strategy 4.2a: Support locally based projects that enhance resources and services for families and children through interagency collaboration that strengthens the community’s responsibility to support families and prevent abuse and neglect of children and youth. Lead: Jolynne Batchelor Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Continue to interface with and support local Child Advocacy Centers as members of the multidisciplinary teams coordinated through the Centers. b. Assist regional staff to support the collaborative partnership between parents/youth and DFPS by providing technical assistance in the development of outreach and community education projects. Ongoing Ongoing CPS Investigations staff meet regularly with staff of the state Children Advocacy Centers of Texas regarding policies, procedure and training issues that affect CPS and Children Advocacy Centers of Texas operations statewide. They also meet at least semiannually with the Children Advocacy Centers of Texas executive director. CPS regional staff serves on local Child Advocacy Center boards and attend regional multi-disciplinary team meetings. Youth Leadership Councils continue to grow and develop in all regions. They meet on a regular basis at times most convenient to the youth. The statewide Youth Leadership Council is represented by two members of each regional Youth Leadership Council. This group meets on a quarterly basis. CPS staff provides technical assistance to the regional Youth Leadership Councils. Youth Specialists (alumni of foster care) have been hired as full time employees in each region and at state office. Youth Specialists and their supervisors play a key role in providing technical assistance in the development and support of local youth leadership councils. Youth Specialists also serve to help strengthen the casework provided by CPS by informing policy and practice. In addition to coordinating and facilitating the Statewide Parent Collaboration Group, the CPS Parent Program Specialist provides technical assistance to all regions as necessary to continue to enhance regional Parent Collaboration Group activities. Community engagement staff work closely with their regional parent liaison. 2010-2014 Final Report and CAPTA Update Page 113 of 381 c. Continue to interface with local projects such as Services to At-Risk Youth, Community Resource Coordination Groups, Children’s Mental Health Teams and others, to coordinate community responses and program development regarding the community’s responsibility to support families and prevent abuse and neglect of children. Include the parent and youth voices in these interface opportunities. Ongoing The state office and regional community engagement staff work with state and regional Youth Specialists and with the Parent Collaboration Group coordinators in each region to provide logistical and technical support in the area of community outreach, resources, and youth initiatives in order to tailor them to individual community and population needs, thus increasing the existing support structures resulting in positive and sustainable outcomes. Community engagement staff work closely with Youth Specialists and Preparation for Adult Living staff to facilitate resources from community groups, child welfare boards, and community partner boards to support activities resulting in positive outcomes, i.e., assisting with resources for the regional teen conferences. CPS staff are involved in community based and interagency workgroups at the state and local level designed to enhance program effectiveness in the following areas: • Kinship Care; • Family Group Decision Making; • Foster Home and Adoption recruitment and support; • Local prevention and community education efforts; • Support of older youth in care; • Development of services for children with disabilities; and • Support for the educational achievements of foster children/youth. CPS initiatives such as Family Group Decision Making provide support to foster youth as they become young adults through the presence of community agencies, organizations, and resources. Family Group Conferences, Family Team meetings, and Circles of Support enhance the Community Resource Coordination Group concepts where community members who are asked to participate are frequently those who have participated in Community Resource Coordination Group meetings. CPS has a Community Initiatives Specialist in each region that provides coordination and collaboration with local community organizations. Each region has assigned staff to attend local Community Resource Coordination Group meetings and Children’s 2010-2014 Final Report and CAPTA Update Page 114 of 381 Mental Health Team Meetings. The CPS Community Engagement Specialist represents DFPS on the State Community Resource Coordination Group. CPS staff provides education and informational presentations and collaborates with community organizations on the prevention of child abuse and neglect. d. Use Health and Human Services Commission interagency opportunities to strengthen links between agencies in operating programs and by participating in local collaborative initiatives such as the Children’s Mental Health Teams, Texas Integrated Funds Initiative, Community Resource Coordination Groups and Colonias Initiative. Include parent and youth voices in these interface opportunities. Ongoing Prevention and Early Intervention ensures that contractors, including Services to At-Risk Youth service providers, collaborate with local Community Resource Coordination Groups and other community based organizations to support the prevention of child abuse and neglect. In addition, service providers obtain input from families about the services received in order to make program improvements. CPS has representatives who serve on the Health and Human Services Commission interagency workgroups and on local initiatives to strengthen collaboration and coordination, and to ensure that CPS children are a priority to receive services. Prevention and Early Intervention and CPS staff participate in the Texas Integrated Funding Initiative, Community Resource Coordination Groups, Children’s Mental Health Policy Council and other workgroups to increase and strengthen services to common families across the Health and Human Services Commission enterprise agencies. Prevention and Early Intervention and CPS are participants in the local and statewide workgroups for the Health and Human Services Commission Colonias Initiative that seeks to improve services, response, and coordination of resources in the unincorporated communities known as Colonias, which are located primarily along the Texas-Mexico border. CPS is also currently engaged in an initiative to increase capacity for residential and foster care services, psychological services, and therapeutic services, with a focus on increasing the number of Spanish-speaking contractors in the Rio Grande Valley. This initiative is designed to increase contracted services for families and children served by CPS in these historically underserved areas. At both the state and local levels, CPS youth and parent specialists 2010-2014 Final Report and CAPTA Update Page 115 of 381 e. Continue collaboration with local domestic violence service providers to crosstrain CPS and domestic violence shelter staff and to provide coordinated, effective services to families experiencing domestic violence and child abuse/neglect. Include the parent and youth voices in these interface opportunities. Ongoing f. Involve CPS Community Initiatives Specialists in strategic planning focused on assisting local external partners, such as county child welfare boards and resource room boards, in developing sustainable operations based on professional protocols regarding training, financial accounting and operations, and executive management principles. Ongoing and other CPS staff involved in parent/youth initiatives represent the parent/youth voices in multiple interagency efforts. Whenever possible and appropriate, the youth and parent voices are represented by parents who are members of the Parent Collaboration Groups and by youth who serve on the Youth Leadership Councils. They participate in person when feasible, or by teleconference, e-mail discussions, and surveys. CPS has staff designated to serve on the Texas Family Violence Interagency Collaborative. The Collaborative is composed of the Texas Health and Human Services Commission, DFPS, and the Texas Council on Family Violence. A Texas Council on Family Violence representative serves on the CPS Child Safety Review Committee. The Child Safety Review Committee is a statewide committee that meets quarterly to review selected cases in which a child has died from abuse/neglect. The purpose of the committee is to formulate recommendations for policy and practice improvements to the CPS program. Members are both internal and external to CPS and represent state office and regional operations. The Community Initiative Specialist interactions with stakeholders are critical to building, maintaining and strengthening partnerships for children, youth, and families served by DFPS. At the local level the Family Group Decision Making, Kinship, and Family Based Safety Services staff work with the Community Initiative Specialists, as well as the local child welfare boards and Community Partner boards to increase partnership with community resources. In addition, local Parent Collaboration Groups in each region are available to all parents involved with CPS, including parents with open CPS investigations, Family Based Safety Services and Conservatorship cases. Parents may utilize the Parent Collaboration Group for support, education, and resources during their involvement with CPS. 2010-2014 Final Report and CAPTA Update Page 116 of 381 g. Involve CPS Community Initiatives Specialists in expanding and formulating communication outlets. Ongoing CPS Community Initiatives Specialists work with regional Media Specialists to develop plans to formulate materials of information pertaining to CPS and Prevention and Early Intervention that are targeted at specific groups of community professionals with whom CPS interfaces, as well as for general public community functions such as health and job fairs, colleges, abuse and neglect prevention rallies and more. This has resulted in the creation of Child Abuse Prevention Calendars which are distributed by Community Engagement staff in the community during CPS sponsored or other community events. Strategy 4.2b: Develop a plan for a cross systems, intra-agency reform model to reduce disproportionality in CPS. Lead: Tanya Rollins Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Utilize the Community Engagement Model for partnering with agencies, communities and other stakeholders to increase awareness of reform initiatives and to develop and implement plans to address them. Ongoing b. Share state and regional data by race and ethnicity and use as a baseline for gathering, reviewing and determining how cross systems data for other social service agencies impact reform efforts. Ongoing The Community Engagement Model is used to educate and collaborate with child-serving and family-serving systems, higher education institutions that train future staff of these systems, and consumers of these systems. The Community Engagement Model is used to establish Advisory Committees, identify members, tasks, goals, vision, and to develop a work plan. Stakeholders are regularly invited to “Undoing Racism” workshops and “Knowing Who You Are” trainings. The Interagency Council, Regional Advisory Committees, and other stakeholders continue to use the model as a guide for embedding anti-racist principles in ongoing reform efforts. Data is reviewed in all program areas and stages of service by race and ethnicity at state, regional, county and ZIP code levels. All presentations to stakeholders and other agencies include a presentation of disproportionality in Texas CPS. Presentations to outside agencies and partners that affect families served by CPS, such as Texas Youth Commission, judiciary, education systems, juvenile justice, law enforcement, and health care include CPS data and often preliminary analyses of potential disparities in their systems. This has enhanced partnerships to implement reform and improve service delivery to children, youth, and families. CPS has implemented data placemats with information pertinent to the key decision making 2010-2014 Final Report and CAPTA Update Page 117 of 381 c. Develop and expand Regional Disproportionality Advisory Boards to include existing social service agencies, organizations and community partners in reform efforts and outreach to the broader community. Ongoing d. Utilize DFPS Disproportionality Task Force to Health and Human Services Commission Center for the Elimination of Disproportionality and Disparities State Task Force. Ongoing points impacting disproportionality. Currently there are 14 Disproportionality Advisory Committees with three more in various stages of development. All Advisory Committees continue to grow with partners such as judges, law enforcement, universities, school districts, child advocacy centers, domestic violence shelters, city management, non-profit, juvenile justice, Court Appointed Special Advocates, Texas Workforce Commission and many others. The Regional Disproportionality Advisory Committees have transferred under the jurisdiction of the Health and Human Services Commission Center for the Elimination of Disproportionality and Disparities. The focus of the Committees has expanded to include other systems. CPS continues to work collaboratively with the committees on child welfare issues to eliminate disproportionality. The Center for the Elimination of Disproportionality and Disparities continues to establish disproportionality advisory committees across the state. CPS continues to work with the regional committees on cross systems issues. The Disproportionality State Task Force includes representatives from every regional Advisory Committee, Kickapoo Traditional Tribe of Texas, Alabama-Coushatta Tribe, Ysleta del Sur Pueblo Tribe, Health and Human Services Commission, Texas Department of State Health Services, universities, Project Hope, non-profit organizations, foster parents, parents, youth, faith-based community members, judges, Texas Juvenile Justice Department, the Juvenile Justice Center, higher education, parents, attorneys, the Texas Permanent Judicial Commission for Children, Youth, and Families, DFPS Council, Fatherhood Initiative, Parent Collaboration Group, Court Appointed Special Advocates, Casey Family Programs and many others. The Task Force continues to deepen its cross systems engagement and analysis. Many of these systems have begun identifying disproportionality in their systems and are planning work efforts to address them. The Task Force met in November 2011. The Task Force was disbanded in FY 2012. The Interagency Disproportionality Council was nd established per Senate Bill 501 of the 82 Legislative Session. Information about the Interagency Council may be located at 2010-2014 Final Report and CAPTA Update Page 118 of 381 Delete Action Step. e. Include cross systems partners in cultural competency workshops and training, as available and appropriate. g. Involve Community Engagement Specialist in cross systems work at state level and Community Initiative Specialist and Resource and External Relations Specialist at regional levels. Ongoing Ongoing http://www.hhsc.state.tx.us/hhsc_projects/cedd/. The DFPS Deputy Commissioner is the DFPS representative to the Interagency Council. Stakeholders have been regularly invited to “Undoing Racism” workshops and “Knowing Who You Are” trainings. As a result of these collaborations, participation in trainings and ongoing dialogue, many of these systems have co-sponsored “Knowing Who You Are” and “Undoing Racism” workshops. Community Initiative Specialists serve on many regional Advisory Committees, support work of Disproportionality Specialists by providing additional resources, and connect Disproportionality Specialists to concerned partners in the community who want to help. Efforts will continue through FY 2013 to enhance collaborations with Community Engagement Specialists and Community Initiative Specialists. There are no longer any Resource and External Relations Specialists in CPS. Change the Action Step to read, "Involve Community Engagement Specialists in cross systems work at state level and Community Initiative Specialist at regional levels.” Strategy 4.2c: Collaborate on a state and regional level with other state agencies, including Health and Human Services Commission, Department of State Health Services, Department of Aging and Disability Services and Health and Human Services Commission contactors providing Medicaid and Medicaid Managed Care to improve: • Continuity of care for children entering and leaving foster care, • Access to needed medical and behavioral health care for all children served by CPS, and • The percentage of children in DFPS conservatorship who receive preventative health care according to DFPS policy and Texas Health Steps Early and Periodic Screening Diagnosis and Treatment periodicity requirements. Lead: Kathy Teutsch Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. On a regional and state level, collaborate with other involved state agencies to facilitate improved access to appropriate medical services for children served by DFPS. Ongoing Foster Care Regional Coordination Teams are currently in the process of being reorganized to include other stakeholders and partner agencies, and the plan for FY 2014 going forward is pending. These teams as previously organized completed work in FY 2013. 2010-2014 Final Report and CAPTA Update Page 119 of 381 Change Lead to Pam Baker. Delete Action Step. b. Collaborate with Health and Human Services Commission staff responsible for Medicaid Managed Care, Fee-for-Service Medicaid, and staff responsible for the development of the Medical Home for Children in Foster Care to insure children entering and leaving foster care have continuity of care. c. State Office staff will collaborate with the Department of State Health Services, Health and Human Services Commission, and DFPS regional staff to develop a plan which identifies barriers to timely medical and dental exams and solutions designed to improve the number of young people in DFPS conservatorship who have their medical and dental exams according to the Texas Health Steps periodicity schedule. Ongoing DFPS continues to work with the Health and Human Services Commission on the day-to-day processes related to the provision of health care services through STAR Health, the Medicaid Managed Care Plan which establishes a Medical Home for Children in Foster Care and other forms of DFPS conservatorship. The continuity of care for children continues to improve. Upon entering DFPS conservatorship, a child is immediately eligible for enrollment in STAR Health. Procedures continue to be in place, through the combined efforts of DFPS staff, Health and Human Services Commission staff, and STAR Health staff to address any identified barrier to a child receiving services without delay. Ongoing DFPS and the Health and Human Services Commission work together to ensure that children who leave foster care are removed from Foster Care-type Medicaid and are eligible to apply for Medicaid in their home in a timely manner. DFPS continues to receive copies of reports from the Health and Human Services Commission (HHSC) on the number of children enrolled in STAR Health who, upon entering DFPS conservatorship, have received their Texas Health Steps medical and dental checkups within the timeframes specified in the contract between STAR Health and HHSC. The current time frames for Texas Health Steps medical and dental checkups are 30 and 60 days respectively. DFPS continues to produce and monitor monthly reports on compliance with Texas Health Steps periodicity requirements for medical and dental checkups for children up to age 17 years in DFPS conservatorship. DFPS is working with HHSC on revisions to an annual report on the compliance with Texas Health Steps periodicity requirements for medical and dental checkups for children up to age 17, including children enrolled in STAR Health. This is the same report that was used in previous years to report compliance with Texas Health Steps periodicity requirements to plaintiffs in the Frew et al. versus Janek et al. Consent Decree. 2010-2014 Final Report and CAPTA Update Page 120 of 381 DFPS continues to use the following methods, developed in collaboration with the Health and Human Services Commission (HHSC) and the Department of State Health Services, to improve the number of young people who receive their Texas Health Steps Early and Periodic Screening, Diagnosis and Treatment medical and dental checkups according to the Texas Health Steps (Early and Periodic Screening, Diagnosis and Treatment) Periodicity Schedule. • STAR Health's Kinship Outreach Team contacts kinship caregivers to explain STAR Health services, Texas Health Steps Early and Periodic Screening, Diagnosis and Treatment requirements and help them setup Texas Health Steps Early and Periodic Screening, Diagnosis and Treatment appointments; • The CPS Medical Service team delivers a required training that addresses Texas Health Steps Early and Periodic Screening, Diagnosis and Treatment requirements to front line staff who work with conservatorship cases; and • STAR Health staff offer training on Texas Health Steps Early and Periodic Screening, Diagnosis and Treatment requirements for foster parents and residential providers. DFPS learned that changes are needed in reporting data. Currently DFPS, HHSC and STAR Health plan to collaborate to review trends in compliance with Texas Health Steps among Child Placing Agencies. Presentations and trainings delivered as a part of the collaboration of the Foster Care Coordination Team members is pending as the teams are in the process of reorganization and development of a plan for FY 2014 moving forward. 2010-2014 Final Report and CAPTA Update Page 121 of 381 d. Develop training processes to improve DFPS staff knowledge of Medicaid benefits. Ongoing DFPS well-being specialists coordinate with STAR Health representatives to provide STAR Health training for DFPS staff at the regional level. DFPS Medical Services staff continue to work closely with Health and Human Services Commission and STAR Health staff to develop and implement presentations, including webinars, designed to improve overall knowledge of the Medicaid benefits available to children in DFPS conservatorship through STAR Health and other Medicaid related programs, including Medicaid's Medical Transportation Program and the Texas Health Steps Case Management for Children and Pregnant Women Program. STAR Health training is incorporated in Basic Skills Development training for new caseworkers. Objective 4.3: Coordinate with the juvenile justice system to improve the delivery of services to youth in the conservatorship of DFPS who are in the care or supervision of those programs. Strategy 4.3a: Ensure that youth in DFPS conservatorship youth in the care or supervision of the Texas Youth Commission (Texas Juvenile Justice Department, effective December 1, 2011) or county Juvenile Probation programs can be accurately identified in the DFPS automation system. Lead: Larry Burgess Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): b. Make enhancements as needed to the DFPS automation system to improve the way data is entered about CPS youth in the care or supervision of the Texas Juvenile Justice Department or county juvenile justice programs. Ongoing DFPS has been working with the Texas Juvenile Justice Department in a data sharing collaboration with Casey Family Programs to identify changes needed in the respective automation systems to support effective, appropriate data sharing to support coordinated case planning regarding children and families involved in both systems. The collaboration efforts are on hold, pending funding to enhance both agencies' automation systems. 2010-2014 Final Report and CAPTA Update Page 122 of 381 Strategy 4.3b: Use a monthly electronic interface process with the Texas Youth Commission (Texas Juvenile Justice Department, effective December 1, 2011) to confirm information about dual custody youth. Lead: Larry Burgess Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Use the reports generated from the monthly electronic interface with Texas Juvenile Justice Department to update the information in the DFPS automation system as appropriate." b. Use the reports generated from the monthly electronic interface with Texas Youth Commission, the DFPS monthly Texas Juvenile Justice Department warehouse reports, together with other reports, to assist the field in ensuring the delivery of services to CPS youth in Texas Youth Commission care or supervision or in county juvenile probation department care or supervision. Ongoing Ongoing The reports from the monthly electronic data exchange since October 2009 have allowed DFPS and the Texas Juvenile Justice Department to determine which youth are active in both systems and to update information in the systems as needed. From January 2013 to February 2014 the number of dually adjudicated youth shown on these reports has ranged between 34 and 41, with an average of 39. The reports from the monthly electronic data exchange have provided DFPS and Texas Juvenile Justice Department (JJD) sufficient details to address problem situations that have developed on the youth involved with both systems. The reports have also helped both agencies plan for allocation of resources to ensure service delivery. Child welfare and the juvenile justice staff meet regularly to strengthen communication and improve service coordination regarding youth in DFPS conservatorship in juvenile justice placements and on parole. Monthly DFPS reports are also produced on the CPS children in juvenile justice care or supervision, and in local/county Juvenile Probation Department (JPD) care or supervision based on what is entered into the DFPS automation system. At this time there is no way to validate the DFPS local/county juvenile justice data in the DFPS automation system. In 2010 the Center for Juvenile Justice Reform at Georgetown University and Casey Family Programs began the Crossover Youth Practice Model in Travis County with the local CPS and county Juvenile Probation Departments, with support from DFPS as part of a nationwide effort to improve services and outcomes for the children and families served by both child welfare and juvenile justice programs. 2010-2014 Final Report and CAPTA Update Page 123 of 381 The Crossover project involves the identification of local child welfare, juvenile justice and judicial staff to participate in the project; identification of joint target populations to serve; a commitment to joint service planning and service coordination; establishment of a Memorandum of Understanding (MOU); regular meetings of those involved in the project at the local level and periodically at the state level; establishment of some type of regular data exchange and the sending of data to Georgetown University. The Center for Juvenile Justice Reform and Casey Family Programs have continued to provide support to the local efforts and to state office staff at DFPS and at the Juvenile Justice Division. The effort in Travis County has been very successful in improving communications and coordinated service planning for the target population. In April 2012 the project was expanded to include sites in Bexar, Dallas, Tarrant, McLennan, and El Paso counties, and representatives from juvenile justice began to participate on a regular basis. Those involved from Travis county have provided support to the new counties. During the last year and a half, the new sites have met in committees to identify issues and resources, look at data, develop and initiate plans. At the DFPS state office level, a standard MOU was developed and was signed by the respective juvenile probation departments and by DFPS. DFPS developed an interim way to share limited, targeted data on a weekly basis with the local/county JPDs in the project until a more robust method can be established. Currently three of the juvenile probation departments receive the weekly data (Travis, Bexar, and Dallas). In January 2014, with decreased contract funding available for 2014, DFPS and the Center for Juvenile Justice Reform scaled back the Center's involvement to focus on continued support for the Dallas site to include monthly calls and a couple of site visits. DFPS will be continuing quarterly calls with the six sites to offer support for their continued efforts at the local level and to facilitate communication/discussion of issues of mutual interest. The Center will try to participate on the calls in 2014. 2010-2014 Final Report and CAPTA Update Page 124 of 381 Strategy 4.3c: Utilize a CPS regional management liaison to oversee and coordinate Texas Youth Commission (Texas Juvenile Justice Department, effective December 1, 2011) issues in the region, with the CPS state office liaison, and with the Texas Youth Commission (Texas Juvenile Justice Department, effective December 1, 2011) state office liaison. Lead: Larry Burgess Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Hold quarterly telephone conference calls with the CPS regional juvenile justice liaisons that involve the CPS state office juvenile justice liaison, the Texas Juvenile Justice Department state office CPS liaisons and other representatives as appropriate to review progress, discuss issues and resolve problems." b. Have the CPS regional juvenile justice liaisons assist Texas Juvenile Justice Department or local county juvenile probation department staff in their area with ensuring that a youth’s CPS conservatorship caseworker is appropriately involved in case planning, placement changes and discharge from these juvenile justice programs. Ongoing In FY 2014 conference calls were held every three or four months with the CPS regional juvenile justice liaisons and with the Texas Juvenile Justice Department state office liaison for CPS. Calls have also included participation by other key DFPS state office staff, such as Education, Family Group Conference/Circle of Support, Preparation for Adult Living, I See You, health staff, and other key Texas Juvenile Justice Department state office staff. Ongoing DFPS state office juvenile justice liaison has worked with the CPS regional juvenile justice liaisons to assist Texas Juvenile Justice Department and local/county Juvenile Probation Department staff on case planning, placement changes and discharge issues. The DFPS regional I See You workers in the placement region have generally been asked to conduct the monthly face-to-face visits with CPS youth in juvenile justice facilities located out of region and assist with issues that develop. The DFPS regional Education Specialists have assisted with school related admission, review, dismissal and other educational issues as requested. A DFPS Preparation for Adult Living class has been offered at some juvenile justice facilities and the study guide information has been made available at juvenile justice facilities. Arrangements were made with the Juvenile Justice Division for a DFPS Region 7 liaison staff to meet with CPS youth when they are first placed at the Reception Center for boys in Mart, Texas following adjudication. By a similar arrangement, the DFPS Regions 2/9 liaison staff person meets with CPS youth when first placed at the 2010-2014 Final Report and CAPTA Update Page 125 of 381 Reception Center for girls in Brownwood, Texas following adjudication. In January 2014, the Juvenile Justice Division moved the reception center program for boys to the center in Brownwood. As a result, DFPS has had to strengthen its liaison efforts at the Brownwood facility. the Juvenile Justice Division moved its treatment program from Corsicana to Mart, so the DFPS Region 7 person has made adjustments in the supportive efforts at the Mart facility. Having the DFPS liaison work with the Reception Center has helped ensure that juvenile justice staff has appropriate, timely information about CPS youth and assigned CPS caseworkers so that appropriate service planning can take place. Strategy 4.3d: Hold periodic meetings between DFPS and Texas Youth Commission (Texas Juvenile Justice Department, effective December 1, 2011) management staff to ensure that agreements, resources and processes for interagency efforts are in place and are updated as needed. Lead: Larry Burgess Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): b. Participate on Texas Supreme Court Permanent Commission on Children and Family’s Texas Juvenile Justice Department/DFPS Work Group to identify issues and resolve problems. September 2014 DFPS participated in the meetings held in 2013 through 2014. Current efforts through the Commission include Supporting Disability Rights Texas in its grant where two attorneys become assigned as Attorneys Ad Litem for some CPS youth in Texas Juvenile Justice Department custody or supervision and CPS youth in state assisted living centers as needed or as requested. This representation has helped CPS youth obtain some services in a timelier manner. DFPS CPS management representatives met with Texas Juvenile Justice Department management representatives in February, April, and November 2013 to review procedures and make adjustments. Another meeting is planned for April 2014. 2010-2014 Final Report and CAPTA Update Page 126 of 381 Objective 4.4: Develop and strengthen partnerships to enhance, improve and expand transition center (“one-stop”) programs and services for eligible youth in substitute care and those youth who have aged out of substitute care. Strategy 4.4a: Through interagency collaboration and community partnerships, support locally based youth transition center (“one-stop”) initiatives that expand resources and services for youth ages sixteen to 25 who are currently or were formerly in substitute care. Lead: Shannon Ramsey Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): b. Provide support and information to all Transition Center operators and to the Texas Workforce Commission to ensure that eligible youth are identified and referred for all available Center services and programs. Ongoing As of January 2014, there are 17 Transition Centers located in Austin, Beaumont, Central Texas (Belton, Killeen and Temple), Corpus Christi, Dallas, El Paso, Houston, Kerrville, San Antonio, Fort Worth, San Angelo, Tyler, Longview, McAllen, Lubbock, Amarillo and Abilene. Some of the Transition Center operators are also contractors for the Preparation for Adult Living program. The Texas Workforce Commission continues to financially support Transition Centers with goals towards improving employment outcomes for foster youth and to help foster youth develop a comprehensive long-term career path. Funds are to provide training for targeted employment opportunities through various local businesses and to hire a Workforce Advocate for each Center. 2010-2014 Final Report and CAPTA Update Page 127 of 381 Goal 5: Statewide Placement Quality and Capacity will be strengthened to meet the needs of children and youth in foster care. Objective 5.1: Establish a new sustainable system that allows DFPS to purchase appropriate, least restrictive placement resources for children in their home communities. Strategy 5.1b: Develop and implement a performance-based system to include incentives relative to outputs and outcomes. Lead: Sasha Rasco Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Implement strategies from the DFPS Quality and Capacity Strategic Plan. Ongoing The redesign of the foster care system links payments to residential child care providers for the achievement of permanency and wellbeing outcomes. DFPS currently has two catchment areas implementing Foster Care Redesign, one in a rural area and one in a major metropolitan area. All client service contracts have Performance Measures specific to the service being purchased. Results of Performance Measures provide ongoing monitoring of the contract and provide the Department with necessary information used in making future contracting decisions. 2010-2014 Final Report and CAPTA Update Page 128 of 381 Changed Lead to Sasha Rasco. b. Develop and implement performance measures for Residential Childcare Contracts to ensure better outcomes for children and youth, including monitoring for a reduction in foster care maltreatment. Ongoing The initial Performance Measures; Children are safe in care Target 100%; and The Contractor makes regular updates to the Child Vacancy database Target 90%; were incorporated into the FY09 RCC contracts. A DFPS and RCC Provider workgroup functioned from FY 2009 through January 2013 to expand the Performance Measures. Through this collaborative effort, the following Performance Measures were added over this period of time: • FY 2010- Each Child’s Education Portfolio is up-to-date. Target 100% • FY 2012- The Child's placement while in foster care remains stable. Target set FY 2014. • FY 2012 - Children placed with a Child Placing Agency while in foster care remain in their placements. Target set FY 2014. • FY 2012 - For CPAs Only- Children placed with a Contractor while in foster care remain in their placements. Target set FY 2014. • FY 2012- Children in foster care are able to maintain healthy Connections with caring Family Members who can provide a positive influence in their lives. Target set FY 2014. • *FY 2012 - Children benefit from routine recreational activities, including extracurricular activities. Baseline data continues to be collected prior to setting target. • FY 2013 - The Performance Measure for CPAs Only in FY 2012, Children placed with a Contractor while in foster care remain in their placements, was expanded to all standard contract types in FY 2013. Baseline data continues to be collected prior to setting target. • FY 2013 - Children in foster care are able to maintain connections to siblings. Baseline data continues to be collected prior to setting target. 2010-2014 Final Report and CAPTA Update Page 129 of 381 Strategy 5.1c: Implement the Single Source Continuum Contract foster care model according to the recommendations contained in the January 2011 DFPS Foster Care Redesign Report. Lead: Kaysie Reinhardt Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Continue rollout of the Single Source Continuum Contract foster care model in designated geographic catchment area(s). June 2013 and Ongoing In August 2011, DFPS released a Request for Proposal (RFP)for the first Single Source Continuum Contract as a part of the Foster Care Redesign. The RFP closed in November 2011. In December 2012, DFPS announced the final award of the first non-metropolitan contract to Providence Service Corporation of Texas to serve DFPS Region 2/9. The contract was executed February 1, 2013. DFPS and Providence Service Corporation of Texas completed a six month start-up phase in August 2013. Providence Service Corporation of Texas began providing services to children, youth and young adult under the Foster Care Redesign model on August 26, 2013. As of March 31, 2014 approximately 1,203 children were receiving services through the Providence Service Corporation of Texas continuum of care. An outcome evaluation is in progress and DFPS anticipates having the first full year's outcome data in September 2014. DFPS awarded the first metropolitan Foster Care Redesign Single Source Continuum Contract (SSCC) to ACH Child and Family Services of Fort Worth on December 16, 2013. The contract was effective on January 1, 2014. ACH Child and Family Services and DFPS are currently in the six month start-up phase which focuses on readiness activities. Outcome and third-party evaluation information has been and will continue to be shared with stakeholders. The Public Private Partnership will consider this information in making recommendations for continued enhancement of the model as it rolls out across the state. 2010-2014 Final Report and CAPTA Update Page 130 of 381 Change Target Date to Ongoing. b. Submit recommendations th to the 84 Legislative Session regarding items requiring statutory changes or appropriation in order to continue rollout of the Single Source Continuum Contract. February and August 2014 DFPS provided a report to the Texas state legislature in March 2014. The report included first quarter performance data for Providence Service Corporation of Texas. DFPS anticipates submitting a report to the Legislature August 1 st and February 1 of each year of the biennium. Change Target Date to August 2014 and February 2015. st Objective 5.2: Promote best practices and innovations in purchased service delivery. Outcome Measures: • The percent of purchased client service contracts for which performance measurement data are being collected. FY 2012: 96.0% FY 2013: 95.6% Strategy 5.2b: Maintain partnerships and demonstrate support of the collaborative efforts among service providers to ensure continuity of care for a child or youth while receiving needed services. Lead: Kaysie Reinhardt Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Facilitate meetings of the Public Private Partnership and support the group's ongoing role as the Single Source Continuum Contract model is implemented across the state. June 2013 and Ongoing Public Private Partnership meetings were held in March 2013, July 2013, November 2013, January 2014 and April 1, 2014. Meetings are being held quarterly. 2010-2014 Final Report and CAPTA Update Page 131 of 381 Change Target Date to April 2014 and Ongoing. b. Encourage and support members of the Public Private Partnership to act as a conduit of communication with their constituents and peers in an effort to establish and sustain quality resources in underserved areas of the state. September 2013 and Ongoing DFPS continues to provide status updates to all stakeholders with relation to the Foster Care Redesign. The Public Private Partnership acts as the guiding body for Foster Care Redesign. In March 2013 the group reached consensus on recommendations for improving future Requests for Proposal for Foster Care Redesign which were incorporated into the release of the Request for Proposal in July 2013. Evaluation information continues to be brought to the Public Private Partnership on a quarterly basis so that they may consider as they make recommendations to enhance the model as a part of the statewide roll out. Change Target Date to April 2014 and Ongoing. Strategy 5.2c: Establish a child welfare system that appears seamless to children, youth and families with respect to whether or not an individual represents a public or private entity. Lead: Kaysie Reinhardt Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): a. Collaboratively begin implementation and evaluation of the Single Source Continuum foster care model. June 2013 and Ongoing In August 2011, DFPS released a Request for Proposal for the first Single Source Continuum Contract as a part of the Foster Care Redesign. The Request for Proposal closed in November 2011. In December 2012, DFPS announced the final award of the first nonmetropolitan contract to Providence Service Corporation of Texas to serve DFPS Region 2/9. The contract was executed February 1, 2013. DFPS and Providence Service Corporation of Texas completed a six month start-up phase in August 2013. Providence Service Corporation of Texas began providing services to children, youth and young adult under the Foster Care Redesign model on August 26, 2013. As of March 31, 2014 approximately 1,203 children were receiving services through the Providence Service Corporation of Texas continuum of care. An outcome evaluation is in progress and DFPS anticipates having the first full year's outcome data in September 2014. DFPS awarded the first metropolitan Foster Care Redesign Single Source Continuum Contract (SSCC) to ACH Child and Family Services of Fort Worth on December 16, 2013. The contract was effective on January 1, 2014. ACH Child and Family Services and 2010-2014 Final Report and CAPTA Update Page 132 of 381 Change Target Date to April 2014 and Ongoing. DFPS are currently in the six month start-up phase which focuses on readiness activities. Outcome and third-party evaluation information has been and will continue to be shared with stakeholders. The Public Private Partnership will consider this information in making recommendations for continued enhancement of the model as it rolls out across the state. Objective 5.3: Provide training for the foster care service system related to programs and services under the Chafee Foster Care Independence Program. Strategy 5.3: Offer workshops, conferences or other educational events for youth in care. Lead: Jackie Hubbard Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: a. Offer workshops, conferences or other educational events to youth in care. b. Contract/host Chafee Foster Care Independence Ongoing Ongoing The DFPS Preparation for Adult Living program contracts with Texas A&M University at Commerce to provide a college weekend. Approximately 70 youth who plan to attend college along with their adult sponsors participate in two days of workshops, campus tours and speakers related to motivating youth to attend college. Workshops include information on financial aid, what a college class is like, resident life and life skills. The next conference will be held Fall 2014. The DFPS Preparation for Adult Living program contracts with the Texas Woman’s University to provide a Statewide Teen Conference. Each year the Statewide Teen Conference is held on a college campus. Approximately 155 youth and 80 adult sponsors attend a three-day conference with workshops related to preparing youth for adulthood. The next conference will be held July 8 through 10, 2014. The DFPS Preparation for Adult Living program contracts with the Texas Network of Youth Services to provide two experiential 2010-2014 Final Report and CAPTA Update Page 133 of 381 Revisions needed to reflect change in circumstances (if applicable): Change lead to Gaye Vopat. Program PEAKS camps to help Texas youth increase self-esteem and improve skills. c. Contract/provide additional workshops, conferences and presentations as needed. Ongoing camping sessions of no less than four days and three nights in duration during spring break for Texas schools. Through this, camp participants build confidence, team building skills and self-esteem. The camp experience consists of life skills related activities and events. Both of this year’s camp sessions were held March 2014. Regional DFPS Preparation for Adult Living programs contract with providers to provide local conferences for transitioning youth to prepare them for adult living. For example, Region 7 DFPS Preparation for Adult Living program (Central Texas area) contracted with the Texas Network of Youth Services to put on "Access Granted: Transitional Living Conference" in combination with the Aging-Out Seminar for transitioning youth ages 16 years and up along with their caregivers on February 22, 2014. Approximately 50 youth and their caregivers were in attendance for this conference. Conference activities included a presentation about Austin Community College programs and admission requirements; a booth fair with information about local colleges, military, job programs and community organizations; and various topics important to transitioning youth. Regional DFPS Preparation for Adult Living Staff, in coordination with Regional DFPS Youth Specialists, provided Track One AgingOut Seminars in various locations across the state for youth ages15½ to 16 in FY 2013. Aging-Out Seminars focus on transitioning foster youth by an opportunity to enhance a youth’s knowledge on DFPS Transitional Living Services programs, benefits, resources and other relevant life skills. Seminars build upon youth’s knowledge and understanding of information provided through the Preparation for Adult Living Life Skills training classes. In FY 2014, the seminar schedules were adjusted based on the feedback from youth and staff and are now provided to youth at age 17. Topics covered in the new seminar structure include: financial literacy, human trafficking, nutrition, healthy relationships, selfadvocacy and overview of Transitional Living Services benefits and resources. 2010-2014 Final Report and CAPTA Update Page 134 of 381 Goal 6: Develop and Implement the Texas 2012 Program Improvement Plan (PIP) in response to the 2012 Title IV-E Foster Care Eligibility Review conducted by the Administration for Children and Families (ACF) Objective 6.1: AFDC (Aid to Families with Dependent Children) Eligibility Criteria Strategy 6.1a Implement the 100% AFDC standard as a second test of financial eligibility after the test at the 185% level. Lead: Josie Aguilar/Carrie Kendall Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): All action steps for this strategy have been completed. Strategy 6.1b: AFDC Income Assistance Unit/AFDC Certified Group Lead: Josie Aguilar Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: d. Add new policy to the Child Protective Services Handbook regarding the consideration of a parent or parents not meeting the AFDC citizenship requirement for the AFDC income assistance unit/AFDC certified group. Strengthen policy to remind staff to review the foster care application and supporting documentation for consistency regarding AFDC requirements with emphasis on situations involving an adoptive parent, May 2013 The CPS Handbook will be updated to strengthen policy related to the AFDC citizenship requirement for the AFDC income assistance unit. The CPS Handbook was updated on May 31, 2013 to specifically include instructions on how parental income is counted when the parental income is disqualified due to the lack of US citizenship or valid immigration status. The CPS Handbook also strengthens policy to remind staff to review the foster care application and supporting documentation for consistency regarding AFDC requirements. 2010-2014 Final Report and CAPTA Update Page 135 of 381 Revisions needed to reflect change in circumstances (if applicable): underemployed or unemployed parent’s income. Strategy 6.1c: AFDC Home of Removal Lead: Josie Aguilar Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: d. DFPS will collaborate with the Court Improvement Program (CIP) managed by The Texas Supreme Court’s Children’s Commission in an effort to improve child and family specificity in court orders, and will include this matter on the CPS Judge Conference agenda. DFPS will collaborate with CIP to develop a Jurist in Residence letter that will be distributed to all judges in the state hearing child protection cases. July 2013 Revisions needed to reflect change in circumstances (if applicable): DFPS will participate in the CPS Judges Conference in May 2013. DFPS Legal staff will address the topic of court orders during the conference. The training for the need for child specific court orders was held on May 22, 2013. A Jurist in Residence letter was released on July 30, 2013. It provided information on federal requirements regarding specificity in court orders. Objective 6.2: Safety Requirements Strategy 6.2a: Residential foster care facilities complete timely background checks for employees. Lead: Josie Aguilar Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): h. Send annual reminder from licensing to all Residential Child Care Licensing (RCCL) providers regarding continued Ongoing DFPS will participate in the CPS Judges Conference in May 2013. DFPS Legal staff will address the topic of court orders during the conference. 2010-2014 Final Report and CAPTA Update Page 136 of 381 compliance with the requirements. The training for the need for child specific court orders was held on May 22, 2013. A Jurist in Residence letter was released on July 30, 2013. It provided information on federal requirements regarding specificity in court orders. Strategy 6.2b: Child Placement Agency requirements related to timely background checks for foster parents. Lead: Josie Aguilar Action Steps: Target Status on Accomplishment / Progress made in the Revisions needed to reflect Completion past fiscal year toward meeting overall goal and change in circumstances (if Date: objective: applicable): g. Disable functionality in the CLASS system that is not consistent with current rules which copies over previously completed fingerprint based background checks in situations where the foster or adoptive parent is required to complete a new fingerprint check. h. Send email from licensing to all Residential Child Care Licensing (RCCL) providers (General Residential Operations and Child Placing Agencies) reminding them of the Federal requirement for criminal background checks, to include the requirement for FBI fingerprint based checks, initial checks at the time of hire or verification, and the ongoing 24-month check requirement. September 2013 Staff will be notified when CLASS (Child Care Licensing Automated Support System) system changes are made. A CLASS SIR (System Investigation Request) was released on May 20, 2013. When background check information for a caregiver or a new re-opened Agency Home is copied incorrectly, an alert message will display on the Add Agency Home report page in CLASS. May 2012 An email was sent to all Residential Child Care Licensing and Child Placing Agencies regarding background check reminders in April 2012. A subsequent notification was sent on January 29, 2013. Government Delivery is a system used to manage distribution lists and send emails to individuals who subscribe or unsubscribe themselves to a distribution list. Because the Government Delivery system is a more efficient and reliable system than a traditional email service to send emails to a mass audience, Child Care Licensing utilizes the Government Delivery system when it is necessary to send an email blast to all residential providers. In these instances, rather than rely on the subscription-based lists, Child Care Licensing exports a list of the most recent email addresses from Child Care Licensing’s internal electronic database and imports the list of email addresses to the Government Delivery system. 2010-2014 Final Report and CAPTA Update Page 137 of 381 i. Send annual reminder from licensing to all Residential Child Care Licensing providers regarding continued compliance with the requirements. Ongoing An annual reminder will be sent out to all Residential Child Care Licensing providers regarding continued compliance with the requirements. An email reminder titled Background Check Compliance Reminder was sent to all RCCL providers on April 8, 2013 regarding continued compliance with the requirements. Objective 6.3: Quality Assurance Strategy 6.3a: Title IV-E Case Monitoring Lead: Josie Aguilar Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: c. Implement quarterly monitoring of Title IV-E cases to ensure compliance with all Title IV-E eligibility criteria. Ongoing A written outline of the quality assurance process has been shared with the Administration for Children and Families. Strategy 6.3b: Case Monitoring Outcomes Lead: Josie Aguilar Action Steps: Target Status on Accomplishment / Progress made in the Completion past fiscal year toward meeting overall goal and Date: objective: a. Analyze results of quarterly case reading sample to ensure compliance with all Title IV-E eligibility criteria. b. Notify appropriate state office staff in order to initiate corrective payment claims when case monitoring determines improper Title IV- Revisions needed to reflect change in circumstances (if applicable): Ongoing A composite report has been developed to track the quarterly case monitoring results. Ongoing As part of the quality assurance process the Federal/State Support unit will ensure underpayments and ineligible payments are corrected and removed from Title IV-E claims. 2010-2014 Final Report and CAPTA Update Page 138 of 381 Revisions needed to reflect change in circumstances (if applicable): E claims pertaining to underpayments and ineligible payments. Ensure underpayments are corrected and ineligible payments are removed from Title IV-E claims. c. Provide additional training to Foster Care Eligibility staff regarding recurring eligibilityrelated errors identified during case monitoring and which resulted in under payment or ineligible payment. Ongoing As part of the quality assurance process Federal/State Support will provide additional training regarding recurring eligibility related errors identified during the quality assurance process. 2010-2014 Final Report and CAPTA Update Page 139 of 381 2010-2014 CFSP FINAL REPORT A. Assessment of Progress on Goals, Objectives and Service Array ii. 2010-2014 Final Report Listed below are the goals, objectives and strategies that were developed and implemented to support the 2010-2014 Child and Family Services Plan (CFSP) for Texas. Listed under each strategy is a synopsis of the progress or accomplishments that were achieved in the 2010-2014 CFSP goals and objectives. DFPS regularly uses its Data Profile to monitor performance and make informed decisions on program and practice. Division of Accountability staff receive the Data Profile and share it with management, both in written format and by discussing it in management meetings. Discussions and strategizing occurs on ways to improve outcomes based on the data information received. Data from the Data Profile has been used to monitor performance in areas such as Placement Stability when reporting to the Executive Commissioner. Organizational Effectiveness workgroup sessions have been implemented to address areas that will ultimately work to improve the outcomes measured in the Data Profile. The Data Profile is also used in conjunction with internal CFSR case review data to look at outcomes as a whole, considering both quantitative and qualitative measures. Goal 1: Protect the safety and maximize the well-being of children and youth through the provision of services to prevent delinquency and abuse of children and youth. Objective 1.1: Provide services to prevent delinquency and child abuse/neglect, while reducing risk factors and increasing protective factors to increase resiliency of Texas children, youth and families. Strategy 1.1a: Increase effectiveness of prevention services. The Department of Family and Protective Services (DFPS) has, through the Division of Prevention and Early Intervention, increased the effectiveness of prevention services over the past five years using a multi-faceted approach that includes: • Increasing the use of evidence-based child abuse and neglect parent education programs. • Using validated tools for youth and children to show an increase in protective factors. • Using a validated tool for caregivers to show an increase in protective factors. • Ongoing training and technical assistance of contractors. • Greater availability of resources to the public through public awareness campaigns. Evidence-based Programming 2010-2014 Final Report and CAPTA Update Page 140 of 381 Over the past five years, Prevention and Early Intervention has strengthened its requirements for evidence-based programming, specifically as it relates to the division's child abuse and neglect programs: Community-Based Child Abuse Prevention, Community-Based Family Services, and Texas Families: Together and Safe. This ensures that at-risk families receive the highest-quality parent education supported by research. Child and Youth Protective Factors Survey In 2013, Prairie View A&M University completed research to validate child and youth protective factor surveys. The child (ages 6-9) protective factor survey is an 18-item questionnaire and the youth (ages 10-17) survey includes 25 questions. The instruments help determine if a program is having a positive impact on the target child being served. Both the Community Youth Development and Statewide Youth Services Network programs are required to have participants complete the surveys. Caregiver Protective Factors Survey The Caregiver Protective Factors Survey is a 20-item questionnaire that was validated by the University of Kansas Institute for Educational Research and Public Service in collaboration with the FRIENDS National Resource Center. The Protective Factors Survey is administered to caregivers before receiving services (pre-Protective Factors Survey) and again upon completion of services or 12 months after the start of services (post-Protective Factors Survey). The scores for the pre-Protective Factors Survey are then compared to the scores for the post-Protective Factors Survey to determine whether the caregiver had a change in a protective factor. All child abuse and neglect programs are required to administer the protective factor survey to primary caregivers. These programs are Community-Based Child Abuse Prevention, Community-Based Family Services, Texas Families: Together and Safe, and Services to At-Risk Youth. Training and Technical Assistance for Contractors Every year, Prevention and Early Intervention hosts a Partners in Prevention conference. Contractors with the division are required to send staff members for each contract. In addition, stakeholders from various agencies, both public and private, across the state attend the conference to learn more about child maltreatment and juvenile delinquency prevention. The conference is held in the greater Austin area and begins with provider meetings for program areas within the division. The division staff meet with contractors to provide training on various topics, including database management, performance measures, fiscal management, and best practices. Recently, division staff have also conducted focus groups to ensure contractors' needs are being met. In addition to the conference, throughout the year, division staff assist with conference calls, webinars, and available online training. As noted in the focus groups, division staff are responsive to contractor questions through phone calls and emails. Lastly, all the child abuse and neglect contractors have a dedicated $3,500 line item in their budgets for training and technical assistance. The contractor must request prior approval from Prevention and Early Intervention before using these funds. 2010-2014 Final Report and CAPTA Update Page 141 of 381 Public Awareness Campaigns In 2010, Prevention and Early Intervention launched the targeted Keep Me Safe and Sound campaign in Bell, Jefferson, and Nueces counties. Community members in the three counties were trained on safe sleep practices and the division staff provided technical assistance, infant "onesies" and safe sleep materials. The curriculum was then distributed statewide and is now available for download. In FY 2012, Prevention and Early Intervention created a "Rules of Safe Sleep" video in English and Spanish to highlight infant safe sleep practices for new parents and caregivers. In July and August 2012, online ads ran to encourage parents and caregivers to visit the campaign websites and watch the new parent videos. The video and other safe sleep resources are also available for download. In FY 2013, the www.ItsUptoYou.com campaign was re-branded www.HelpandHope.org and launched with a more contemporary and broader message. The website was redesigned and the campaign included several statewide billboards and commercials. Strategy 1.1b: Promote the services available at the Runaway Hotline to include the Texas Youth Hotline for youth and families who are in need of prevention, intervention and Services to At-Risk (STAR) program services. Lead: Larry Imhoff Summary of Youth and Runaway Hotline activities for strategy 1.1b a. Work in partnership with the private and public sectors to complete public information campaigns: The hotline contracts with a media company that coordinates advertising campaigns through our webpage, web advertising and mobile device advertising. b. Recruit, train and utilize volunteers who answer the hotlines: The hotline hired a volunteer coordinator to help recruit and train new volunteers from the public and internship students from local universities. c. Promote education about the state’s problem of youth in at-risk situations: The hotline is maximizing the use of our websites to increase ease of access to outreach materials that promote the STAR programs and other available resources within DFPS. d. Maintain updated database of available services and referral opportunities around the state to support callers’ needs: The hotline is currently transitioning to a new program that will allow us to use the Internet and e-mail to help maintain the database and communicate with potential clients through chat and text software. The Texas Runaway Hotline and the Texas Youth Hotline are the only statewide crisis intervention and runaway prevention telephone counseling services specifically available for youth and families. Hotline staff and community volunteers work with schools, social service agencies and juvenile delinquency prevention programs to provide callers with crisis intervention, information, and referral services. The Runaway 2010-2014 Final Report and CAPTA Update Page 142 of 381 Hotline helps callers who need shelter, food, counseling, medical assistance, transportation, and other services. The Texas Youth Hotline was established in 1998 to provide referral information to callers covering a broad range of youth-related concerns. Communication with family and family reunification are encouraged. The Hotlines operate 365 days per year, 24 hours per day. Strategy 1.1c: Successfully procure services by community-based entities. Since FY 2010, all contracts have been procured using the DFPS procurement plan. Beginning mid-FY 2013, the DFPS Procurement Division began its transition to the Health and Human Services Commission. Prevention and Early Intervention adheres to the DFPS and Health and Human Services Commission procurement plans for the procurement of services. Prevention and Early Intervention considers areas with historically fewer services available and uses data from various sources during the procurement process, including child abuse and neglect rates. These data guide and inform the procurement process. Objective 1.2: Coordinate and collaborate with stakeholders, including other state agencies, to improve the effectiveness of prevention efforts. Strategy 1.2a: Collaborate with other state agencies whose services promote healthy Texas families. Prevention and Early Intervention has participated in several workgroups with other agencies providing prevention and early intervention services. Workgroup participation has included the Infant Health Workgroup (Keep Me Safe and Sound Subgroup), Raising Texas (Parent Education and Family Support Subgroup), and Statewide Fetal Alcohol Spectrum Disorders State Plan Workgroup. Collaboration among stakeholders has increased awareness of prevention services and improved prevention efforts. The Interagency Infant Health Workgroup included staff from DFPS, the Department of State Health Services, and the Office of the Attorney General. DFPS members include representatives from the CPS Investigations Division, Office of Child Care Licensing, CPS Disproportionality Office, and Prevention and Early Intervention. The group was tasked with identifying pressing infant health needs and steering projects that solve the issues. Promoting safe sleep practices for babies is an initiative of this committee. The group developed and promoted a community training guide titled, "Safe Sleep for Babies: A Community Training." In FY 2012, the workgroup conducted a pilot project by holding training events in three counties, Bell (Killeen-Temple), Jefferson (Beaumont), and Nueces (Corpus Christi). In FY 2013, the Department of State Health Services completed an evaluation of pre-test and post-test sores from the FY 2012 training sessions. The evaluation indicated the curriculum was able to convey the most important safe sleep messages to participants. 2010-2014 Final Report and CAPTA Update Page 143 of 381 During FY 2014 and beyond, workgroup members will continue to collaborate with one another to review, revise and disseminate information. The Texas Early Childhood Comprehensive System, known as "Raising Texas," is a statewide, collaborative effort to strengthen Texas' system of services for young children and families for all children to enter school healthy and ready to learn. Raising Texas worked on goals in the following areas: access to health care and medical home; early care and education; social-emotional development and mental health; and parent education and family support. Raising Texas teams include representatives from a wide range of state agencies and community organizations who work with and support children and families. Prevention and Early Intervention staff participated in the Raising Texas initiative and on the parent education and family support team. Beginning in FY 2014, the leadership structure of Raising Texas changed. A coordinating committee with representatives from state agencies and community-based organizations leads the group and facilitates functions. The Health and Human Services Commission has assigned a liaison to the committee as well. The Raising Texas effort continues in FY 2014 as a means for collaboration for stakeholders promoting healthy families. Members of the Fetal Alcohol Spectrum Disorders state plan workgroup joined to determine how to (1) strategically share the message across Texas that no amount of alcohol is safe during pregnancy; (2) influence behavior; and (3) prevent fetal alcohol spectrum disorders. The diagnosis of Fetal Alcohol Spectrum Disorders encompasses all disabilities caused by prenatal exposure to alcohol. The Fetal Alcohol Spectrum Disorders state plan workgroup included stakeholders from agencies representing children, people with disabilities, individuals struggling with addiction, advocacy groups, and parents of children with fetal alcohol spectrum disorders. The group continues to work in FY 2014 toward goals and objectives included in the state plan. In addition, Prevention and Early Intervention has coordinated with multiple state agencies, including the Health and Human Services Commission, Department of State Health Services, Department of Assistive and Rehabilitative Services, and Texas Juvenile Justice Department, to host the annual Partners in Prevention Conference. The conference provides contractors, community partners and other professionals from across Texas with information on the prevention of child abuse and neglect and related problem behaviors, such as family violence, substance abuse and juvenile delinquency. Conference workshops address all levels of prevention, including strategies that target change at the individual, relationship, community, and societal levels. Prevention and Early Intervention hosted the most recent edition of the conference in January 2014 and plans to continue providing this training opportunity for the prevention community in FY 2015 and beyond. Strategy 1.2b: Develop and maintain a process for incorporating input from parents/youth/service recipients in prevention planning. 2010-2014 Final Report and CAPTA Update Page 144 of 381 Historically, Prevention and Early Intervention has relied on the CPS Parent Collaboration Group to provide input for prevention planning. The Parent Collaboration Group has opportunities to provide feedback on services to improve CPS program and prevent a family situation from escalating to where CPS services are needed. While Prevention and Early Intervention continues to use this resource, in the past few years, the division has been reaching out to prevention clients to solicit feedback regarding prevention services. Prevention and Early Intervention ensures that contractors who provide services obtain input from families and youth to make program improvements and to drive outreach and awareness in their own communities. In FY 2013, Prevention and Early Intervention began the procurement process for the Home Visiting, Education and (Parent) Leadership program funded through the Community-Based Child Abused Prevention Program to train parent leaders. In addition, it began the planning process for a Parent Leadership weekend for child abuse and neglect program participants. Community-Based Child Abuse Prevention Program contractors are required to seek program participant feedback through an anonymous satisfaction survey that is collected at the end of services. They must then develop and report on specific plans to use these data for the improvement and/or modification of service delivery. At least quarterly, Prevention and Early Intervention staff monitor these survey results and offer technical assistance as needed to contractors. The division solicits parental feedback for the prevention calendar it distributes each year. Depending on funding, 500,000 to 600,000 English and Spanish calendars are sent to social service agencies, schools, and hospitals to pass out to families. The calendars include parenting tips, information about child development, activities for families, and a resource guide. It also asks for feedback from parents. Based on comments received, the calendar's tips and theme have been modified and the response to this change has been positive. Based on the Calendar Satisfaction Survey the division conducted in 2012, 313 of the 415 respondents "loved it", 90 "liked it", and six thought it was "ok." Six skipped the question. None of the respondents indicated they disliked the calendar. Strategy 1.2c: Improve coordination of Prevention and Early Intervention and CPS services to enhance effectiveness of prevention efforts. Prevention and Early Intervention strives to improve service coordination with CPS to improve prevention efforts. From FY 2010 through FY 2014, Prevention and Early Intervention collaborated with CPS to ensure a continuum of care for families at risk of child abuse and neglect. The Community-Based Family Services program provided services to families considered by CPS to be low risk or have unsubstantiated allegations. Prevention and Early Intervention developed training materials and started the process to share key information on prevention services and topics with CPS investigation 2010-2014 Final Report and CAPTA Update Page 145 of 381 workers. However, due to FY 2012-2013 budget cuts that reduced Prevention and Early Intervention staff, this training was not conducted in FY 2012 and in subsequent years. The division has continued efforts with resource and external relations staff and disproportionality specialists to (1) ensure that information is distributed and effective local relationships are created; and (2) involve other DFPS staff in functions and activities related to child abuse prevention. CPS staff are invited to attend training at the annual Partners in Prevention Conference conducted by Prevention and Early Intervention. For FY 2014, Prevention and Early Intervention has developed two new programs: Healthy Outcomes through Prevention and Early Support (HOPES) and Help through Intervention and Prevention (HIP). These new programs will require coordination with CPS to bring new services to communities. Strategy 1.2d: Incorporate the lessons of the Parent Collaboration Group and Family Group Decision Making efforts to enhance collaborative local CPS efforts that support prevention. During FY 2010-2014, the statewide Parent Collaboration Group Parent liaison worked to improve collaborative local CPS efforts that supported prevention. Lessons included: • How information is delivered to families. • The value of advocacy. • Knowing that parents have a voice and being able to present their views, thoughts in a professional manner. • Communicating with CPS in a non-threatening manner. • Being a liaison between parents and CPS. • How to identify problems and create a plan to solve or make the process better. • How to communicate state representatives and their staff. • Being a better public speaker and presenting to stakeholders in a manner that encourage parental involvement. • How programs are developed, how the video for the statewide Parent Collaboration Group was developed. • Presentation at conferences, including Center for Family Strengths Symposium, Texas Foster Family Association Conference, Prevent Child Abuse Conference, and the Tarrant County Coalition on Fathers. Training included: • CPS 101 • Family Based Safety Services • Kinship Kinship: • Meaning Mentoring 2010-2014 Final Report and CAPTA Update Page 146 of 381 • • • • • Boundaries How to Facilitate in Groups Strategic Sharing Presentation Skills Ethics The Region 8 parent liaison is now a member of the Supreme Court of Texas Permanent Judicial Commission for Child, Youth and Families. Goal 2: Protect the safety and maximize the well-being of children and youth who are served by the CPS system. Objective 2.1: Improve services to children who experience abuse and neglect. Strategy 2.1b: Investigative caseworkers must be equipped with a depth and breadth of knowledge, skills and abilities to be able to detect child abuse and neglect and effectively intervene to assure child safety. Safety practices have been a continuing focus for investigations for this period of time. Numerous activities have occurred, including revising the quality assurance case reading guide for investigations, streamlining policy to enhance a primary focus on child safety, creating a new "passport" to focus management attention on key issues, establishing a process in the Statewide Automated Child Welfare Information System (SACWIS) system to ensure supervisors are aware of the length of time cases have been open, and an electronic reminder will soon be available that will support caseworkers in completing documentation timely. Other specific focus areas are as follows: In FY 2009, CPS, in collaboration with Casey Family Programs and the National Resource Center for CPS (NRC-CPS), began an initiative to improve safety decision making, referred to as Enhanced Family Centered Decision Making (EFCSDM). The focus was on child safety. Work included examining the safety and risk assessment used in Texas, reviewing how safety is assessed in Texas, and focusing staff on child vulnerability, protective capacities, and safety threats. Staff received training in two consecutive years to ensure understanding of these issues. Follow up to ensure understanding was important and focus shifted to ensure staff were collecting sufficient information so they could make accurate safety assessments. Case consultations were held in most areas of the state. Consultations involved looking at specific cases from the 2010-2014 Final Report and CAPTA Update Page 147 of 381 area that was being reviewed. Participating staff were able to see, using their own cases, where they did well and where improvement was needed. Investigations, Family Based Safety Services and Conservatorship staff have worked to create a new safety plan that will better lead staff through this process while also using better engagement strategies. Training is being developed and will be distributed before the end of FY 2014. For the past several years, CPS has been reviewing the process that investigators use when working cases involving domestic violence. CPS is working with the Texas Council on Family Violence to review current practice and develop new practices. CPS has been assessing the manner that caseworkers disposition cases and assess protection issues. As a result, new domestic violence disposition guidelines for investigations are being created in collaboration with family violence advocates. Currently, CPS is developing an Alternative Response model, which will begin in select areas in fall 2014 and eventually rolled out to the entire state. CPS will use a revised safety assessment format for these cases. It is believed that this revised format will provide even more support to staff in thinking through the critical risk and safety issues, and that it will eventually be incorporated into traditional investigations. Strategy 2.1c: Assess the current use of the Risk Assessment instrument and ensure that the risk assessment philosophy is more fully integrated in daily practice. Enhanced Family Centered Decision Making (EFCSDM), an initiative created in FY 2009 to improve safety decision making, involved all stages of service. Team members reviewed risk assessment tools to determine what method of assessing risk and safety would work best in Texas. The determination was that the concepts in the tool used in Texas would best support the desired outcomes but needed additional clarification and training. CPS was awarded grants from Children's Justice Act (CJA) in 2010 and 2011 that allowed the agency to provide advanced training in assessing risk and safety for managers from across the state. The training focused on helping staff understand the differences between risk and safety, the information necessary to make good safety decisions, and the differences between safety planning and service planning. The training was designed to equip the managers to train their staff on these issues. CPS training was also revised to include these concepts in both worker and supervisor Basic Skills Development training. Another CJA grant in 2012 enabled CPS State Office staff to work with regional staff in understanding good risk and safety assessments in real cases, and to further support that risk and safety is being assessed the same way in all stages of service. This work included supervisory units reviewing and evaluating their own cases. This method of 2010-2014 Final Report and CAPTA Update Page 148 of 381 learning, known as "case consultations," was well-received with staff and management, saying that it helped them to operationalize the concepts that were taught at the earlier conferences. Casey Family Programs supported the case consultation process through FY 2013. In 2013, CPS began developing a practice model. The key concepts of risk and safety used in the EFCSDM initiative are cornerstones of the practice model. Currently, EFCSDM principles are being incorporated into this larger practice model. Regional management, however, has continued to focus on ensuring that the EFCSDM principles are integrated into daily practice. Strategy 2.1d: Utilize the expertise of Child Safety Specialists in improving response to repeat maltreatment for the most vulnerable children. The Child Safety Specialist program in Texas includes tenured staff selected specifically for their skills and expertise in assessing risk and safety. The program is made up of 43 child safety specialists who report to one of seven lead child safety specialists. These staff are charged with reviewing cases involving children at highest risk for death or serious harm from abuse or neglect. There are three basic types of case reviews in this program: 1. Multiple referral cases – these are investigations involving a child 3 or younger when the current investigation is the third report on a family member within a 12month period. These cases are identified by the automated case management system (known in Texas as IMPACT). The child safety specialist reviews the case and related history as close to the beginning of the investigation as possible and provides consultation to the worker and supervisor about risk and safety issues. 2. Second approver cases – these investigations involve victim children age 3 or younger when the disposition is Reason to Believe, Unable to Complete or Unable to Determine. The child safety specialist provides a second level of approval after the supervisor approves to ensure that safety issues have been adequately addressed. Feedback is provided to staff on each case. 3. Child fatality cases – the child safety specialist is a second approver on all child fatality cases regardless of child age or disposition of the case. This review is to ensure that all data elements are recorded correctly and the disposition followed guidelines. In addition to these core tasks, child safety specialists conduct additional reviews of cases as requested by the region and as workloads permit. They also develop and conduct training to facilitate skills development for staff. The training is available on the DFPS Intranet and available to staff statewide. Child safety specialists also provide training for new investigation supervisors called "Supervising for Risk and Safety." This 2010-2014 Final Report and CAPTA Update Page 149 of 381 training is designed to help new supervisors learn how to evaluate the work of others in relation to abuse and neglect. Strategy 2.1e: Ensure that by October 1, 2011 90 percent of all children in foster care are visited by their workers on a monthly basis, with a majority of the visits occurring in the residence of the child. The 2007 baseline data that was submitted May 15, 2009, showed that 54 percent of children in substitute care were visited by their caseworker every month and 73 percent of those visits were in the child’s residence. Other findings from data include: • For FFY 2008, caseworkers visited 61 percent of children; 77 percent of those were in the child’s residence. • For FFY 2009, caseworkers visited 77 percent of children; 81 percent of those were in the child's residence. • For FFY 2010, caseworkers visited 81 percent of children; 80 percent of those were in the child's residence. From FFY 2007 through FFY 2010, there was an increase toward the goal of 90 percent of all children being visited by their caseworkers on a monthly basis, and CPS is exceeding the goal of the majority of visits occurring in the child’s residence. As staff and travel dollars decrease, CPS will look at developing regional models for conferences to support CPS managers. Each regional director has been reviewing their regional status and the weekly reports. Regional directors use the data provided from the Child and Family Service Review Quality Assurance reports and other information in monitoring compliance, and each have regional plans. Because the regional data indicates a positive trend, regions will be responsible for continuation of monitoring and will not submit plans to State Office. Strategy 2.1f: Enhance family engagement and involvement in the earliest stages of CPS involvement through the use of Family Team Meetings. The Family Group Decision Making training module was released to CPS staff on October 20, 2008. Completion of the module training was mandated for all levels of CPS staff by May 1, 2009. As of October 31, 2009 approximately two-thirds of all CPS staff had completed the module training. On May 17, 2010, a memo to CPS field staff communicated the requirement for regional CPS managers to: • Identify which CPS employees still need to complete the training modules. • Make a plan for the delivery of the training modules to those employees who had not completed the training. • Ensure a plan is created to train CPS employees as they are hired. In addition, the Family Group Decision Making module training was incorporated into the CPS Basic Skills Development Training, which began for all new CPS staff in October 2010. 2010-2014 Final Report and CAPTA Update Page 150 of 381 The Texas Legislature in 2007 and 2009 funded additional Family Group Conference specialist positions to expand the number of Family Team Meetings to children and families before removal. The expansion increased the number of Family Team Meetings, although not all specialist positions specialize in this type of Family Group Conference. Areas of the state where Family Group Conference specialists specialize in Family Team Meetings include Region 6 (Houston area), Region 3 (Dallas/Fort Worth area), and Region 8 (San Antonio area). All other areas of the state use their Family Group Conference specialists to conduct all models of Family Group Decision Making, including Family Team Meetings, Family Group Conferences and Circles of Support. Family Team Meetings are fully integrated within the CPS system as they are available statewide in all stages of service as needed to prevent removal. Family Team Meetings continue to be offered to families where critical child safety and placement needs are identified, specifically in circumstances when removal of the child is imminent or possible in the near future. Family Team Meetings are integrated within the CPS system as they are available statewide in all stages of service. The use of Family Team Meetings has been incorporated in the CPS Handbook. In FY 2011, 9,053 Family Team Meetings were held to involve families in critical child safety decisions before removal, which is lower than the 10,958 Family Team Meetings conducted in FY 2010. However, DFPS continues to exceed the legislative mandate to conduct Family Team Meetings in 12 percent (FY 2008) and 11 percent (FY 2009) of confirmed investigations. Family Team Meetings are being held in over 14 percent of all confirmed investigations. After the release of the October 2010 Family Group Decision Making evaluation conducted by Texas Tech University, DFPS explored the need to conduct an internal, follow-up evaluation of Family Group Decision Making in Investigations and Family Based Safety Services. Because the October 2010 Family Group Decision Making evaluation confirmed that Family Team Meetings safely avert children from removal, a follow up evaluation in investigations was no longer necessary. Strategy 2.1g: The Medical Services Initiative will ensure that each child in conservatorship receives accessible, coordinated, comprehensive and continuous healthcare through establishing medical homes for children in conservatorship, improved management of psychotropic drugs and the provision of Health Passports for children in conservatorship. a. The CPS Medical Services Division will provide training to staff and stakeholders on Star Health and the Medical Passport. During 2010-14, children in DFPS conservatorship have received increasingly wellcoordinated access to comprehensive and continuous healthcare within medical homes through STAR Health, the Medicaid Managed Care plan for children in foster care. DFPS, Health and Human Services Commission and STAR Health coordinated to 2010-2014 Final Report and CAPTA Update Page 151 of 381 develop training for DFPS staff through regional meetings and on-line training webinars on such subjects as Texas Health Steps (Early and Periodic Screening, Diagnosis and Treatment - EPSDT) checkups, psychotropic medication utilization reviews, and Trauma Informed Care. Monthly webinars developed by STAR Health began in October 2011 and continue through 2014. Copies of these and other training materials are posted on the STAR Health website. STAR Health staff also distributed educational materials to DFPS staff at the Child Protective Services conferences during this time period. b. Enhance the use of multidisciplinary teams to develop service and health care plans for children with complex health needs. Beginning in January 2010, new requirements for multi-disciplinary case staffings for children in need of placement were instituted to include the following types of participants: CPS placement staff, CPS wellbeing specialists, STAR Health service management staff, CPS State Office and Conservatorship staff and other participants such as health care or behavioral healthcare providers and residential contractors. In addition, staffings have also been held to promote coordination and smooth transitions of services for children with complex medical needs, especially at removal, placement changes, and transition to adoptive placements or reunification with family members. Staffings on behalf of children with complex behavioral health needs, intellectual/developmental disabilities, and multiple psychiatric hospitalizations were implemented in 2011. Multi-disciplinary staffings continue to be effective tools for facilitating placement, and developing working relationships and processes to improve coordination of services for children. In addition, a multi-disciplinary team with representatives from DFPS and other Texas Health and Human Service agencies coordinates smooth transitions from foster care types of Medicaid to adult Medicaid programs for young adults with serious medical and behavioral health conditions when they leave foster care. c. Increase the awareness of the availability of STAR Health services for youth who are aging or who have aged out of foster care. Between 2010 and 2014, DFPS continued to provide youth with information about STAR Health Transitional Medicaid and Former Foster Care Health Benefits during Preparation for Adult Living Life Skills Training classes, case management contacts and at Transition Centers throughout the state. Beginning in 2010, a STAR Health booth has been at the Texas Teen Conference to disseminate information to youth. In January 2010, DFPS began requiring staff to provide to youth an updated STAR Health youth fact sheet describing services, maintaining Transitional Medicaid eligibility, and accessing health care after leaving foster care. This fact sheet has been maintained and updated, including changes from the Affordable Care Act, throughout the time period covered by the five-year plan. Healthcare information, including the most recent version of the fact sheet called Medicaid Coverage Chart, is on the Texas Youth Connection website. 2010-2014 Final Report and CAPTA Update Page 152 of 381 In summer 2010, a statewide workgroup was created to focus on medical services for transitioning youth. STAR Health developed and posted on its website training for youth aging out of foster care. The training describes continued STAR Health services and links to the DFPS youth website where additional healthcare related information is also found. d. Assist caregivers in navigating and managing the healthcare system effectively. Over the five-year period, STAR Health has provided caregiver training about STAR Health services at regular intervals and offered in-person training to residential operations upon request. STAR Health developed an electronic caregiver training that is posted on the STAR Health website with links to the DFPS websites for residential providers and other caregivers or stakeholders. In 2011, STAR Health began to offer training on Trauma Informed Care to caregivers and CPS staff. STAR Health conducts welcome calls to the caregivers of children who are new in foster care and sends letters and phone calls to remind caregivers when Texas Health Steps Medical and Dental checkups are due. STAR Health created positions to specifically outreach to new kinship caregivers about STAR Health services and assist them in scheduling Texas Health Steps medical and dental checkups, resulting in greater numbers of children getting timely checkups DFPS developed and distributed a STAR Health Caregiver Guide, which answers caregiver's frequent questions and was first offered as a pamphlet for new caregivers on May 10, 2010. The guide has been revised and updated as needed during the five-year period with the most recent version printed in 2013. Star Health released a new training for caregivers on "Informed Consent for Psychotropic Medications in 2013. Finally, STAR Health sponsors a booth to distribute information to foster parents at annual foster parent conferences. Improved management of psychotropic medications STAR Health is contractually required to conduct ongoing oversight of the psychotropic medication regimens of children to ensure the medication practices are in compliance with the Psychotropic Medication Utilization Parameters for children and Youth in Foster Care. If a child's psychotropic medication regimen appears not in compliance with the parameters, the case is referred for a psychotropic medication utilization review. As a result of the wide use of the parameters, the prescription patterns of psychotropic medications for Texas children in foster care have improved significantly as can be demonstrated by the annual HHSC outcomes report – Update on the Use of Psychotropic Medications in Texas Foster Children. As part of HB 915 passed by the Texas Legislature in 2013, DFPS staff and an HHSC contractor now monitor psychotropic medication for children and youth who are eligible for Medicaid and Medicare and are not enrolled in STAR Health. 2010-2014 Final Report and CAPTA Update Page 153 of 381 Strategy 2.1h: Improve the educational outcomes for children in foster care by improving the overall education placement stability and ensuring children in care receive all educational services available. The overall education stability and educational services for children and youth in foster care improved from 2010-2014 through federal and state legislation, stakeholder collaboration, and the agency's attention and commitment to improving students' educational outcomes. Fostering Connections to Success and Increasing Adoptions Act of 2008 served as landmark legislation, recognizing school and placement disruptions as key factors contributing to the poor educational outcomes for children and youth in foster care. This federal legislation prompted state action led by the Supreme Court of Texas Permanent Judicial Commission on Children, Youth, and Families ("Children's Commission") to form an Education Committee. The Education Committee and its subcommittees brought together stakeholders, foster students, caregivers, community organizations and decision-makers from multiple agencies to identify, address, and remove barriers that prevent children and youth in foster care from meeting their educational needs and goals. The 2008 Fostering Connections Act directed states and child welfare systems to ensure educational stability for children and youth in foster care. DFPS strengthened policies and practices on initial abuse and neglect investigations and placement decisions to remove children from their homes to placements outside the zoning area for their school. Child placement decisions had to address diligent searches for appropriate placements to ensure the child could continue to attend the school the child was enrolled in at the time of placement. If attending the same school was not an option, placement staff attempted to keep the child in the same school district and work with the caregiver and school to arrange transportation. The Texas Legislature in 2011 and 2013 passed legislation to ensure education stability for children and youth in foster care. Much of the legislation added additional educationrelated responsibilities and oversights to adults involved with children in foster care. Objective 2.2: Continue services to children, youth and families to enable safety and stability within the home throughout and following the delivery of Family Based Safety Services (regular, moderate and intensive in-home safety services). Strategy 2.2a: Develop a partnership with families receiving Family Based Safety Services to ensure that the children are safe. Utilize a family-centered approach to enhance family voice and choice in planning for formal and informal services. Family Group Conferences continue to be the preferred strategy for ensuring a familycentered approach that enhances family voice and choice in planning services and interventions. 2010-2014 Final Report and CAPTA Update Page 154 of 381 After the release of the October 2010 Family Group Decision Making evaluation conducted by Texas Tech University, DFPS explored the need to conduct an internal, follow-up evaluation of Family Group Decision Making in Family Based Safety Services. In October 2011, DFPS partnered with Casey Family Programs, The Kempe Center for the Prevention of Child Abuse and Neglect, and two child welfare agencies in Colorado and South Dakota to participate in a federal grant, "No Place Like Home." This grant is one of seven three-year federal grants from the U.S. Department of Health and Human Services, Administration for Children & Families, to implement and evaluate Family Group Decision Making in child welfare. The grant began in October 2011 and concludes in September 2014. The evaluation focuses on: • The effectiveness of Family Group Decision Making on children and families receiving in-home services. • How Family Group Decision Making can meet the needs of children and families receiving in-home services. • The effectiveness of Family Group Decision Making in equitably serving culturally diverse populations. On October 29, 2012, data collection for the evaluation began in Texas and continued through calendar year 2013. Because data collection for the grant is localized in Dallas and Tarrant Counties, Family Based Safety Services and Family Group Decision Making staff from these counties received extensive training from The Kempe Center over the summer 2012. In addition, regional and state office staff participated in two peer networking meetings with Colorado and South Dakota child welfare staff in June and September 2012. Texas DFPS hosted the most recent peer networking meeting in October 2013. DFPS representatives will present a workshop about the "No Place Like Home" process and participate in a grant meeting in June 2014 during the Conference on Family Group Decision Making and Other Family Engagement Approaches in Vail, Colo. The evaluation features rigorous (experimental or quasi-experimental) designs in all three sites addressing Family Group Decision Making process, outcomes, and costs. In addition to the evaluation efforts, the Kempe Center has trained and provided technical assistance customized to each site’s needs. There have been several opportunities for shared learning among the sites as well as with the other federal grantees. All of these resources have enhanced the Family Group Decision Making practices underway in each of the sites. Study outcomes and analysis are expected to be available January 2015. DFPS will use the lessons learned in the evaluation to inform practice and program improvement efforts statewide for Family Group Decision Making in Family Based Safety Services in the coming year. Family Group Decision Making was expanded to Family Based Safety Services in June 2011 as another effort to engage families. In January 2011, American Humane Association released the Texas Casey Coaching and Consultation Report to DFPS, summarizing dominant themes across regions, 2010-2014 Final Report and CAPTA Update Page 155 of 381 highlighting how regions can use their identified strengths to overcome short and longterm challenges, and providing recommendations for improving implementation and practice. After reviewing the report, regional Family Group Decision Making specialists and their managers formed a workgroup to develop an internal training and coaching forum. Forum objectives include: • Keeping Family Group Decision Making staff informed of best practices and trends. • Troubleshooting challenges and exchanging information about successful strategies in various regions. • Promoting Family Group Decision Making staff expertise. • Enhancing staff skills and abilities. Training development and facilitation has involved collaboration with various subject matter experts, including domestic violence service providers and advocates as well as with the National Center for Family Group Decision Making. Future curriculum development efforts involve collaboration with families, children, youth, the mental health provider community, the National Center for Family Group Decision Making, and other internal and external subject matter experts. Statewide training webinar sessions began in September 2013. Participant feedback about the strengths of the sessions includes exposure to new information and strategies, obtaining a deeper understanding of particular topics, and that the specific tools provided are helpful in daily practice. Participant feedback about challenges includes obstacles/frustration with participating fully due to technical difficulties, inability use certain media formats due to limitations of DFPS technological applications, and lack of time for group discussion and idea exchange due to volume of didactic material presented. Based on the feedback, the training forum workgroup is developing strategies to improve the forum sessions. Due to the success of FGDM and resources and direction provided by the Texas Legislature, the practice has continued to expand. In 2009, the Legislature allocated resources to expand the use of FGDM into 10 percent of Family Based Safety Services cases and provide FGDM staff specifically to conduct Circles of Support. Family Group Conferences have been held with families receiving Family Based Safety Services. In FY 2013, 3,020 Family Group Conferences were held 36.3% of Family Based Safety Services cases. Strategy 2.2b: Improve use of parent-child safety placement in Family Based Safety Services cases. In May 2009, DFPS created a statewide workgroup of regional and statewide staff to develop consistent practice in the use of parental child safety placements across the state. Input from numerous community groups, including the Child Advocacy Center, Court Appointment Special Advocates and the Statewide Parent Collaboration Group, 2010-2014 Final Report and CAPTA Update Page 156 of 381 was considered as the workgroup made its final recommendations. Using principles from the Enhanced Family Centered Safety Decision Making initiative, the workgroup, along with CPS management staff, developed policy for Investigations and Family Based Safety Services to: • Provide clarification on when Parental Child Safety Placements are appropriate. • Determine what is involved with conducting a safety assessment of the potential Parental Child Safety Placement caregiver. • Determine the length of time a Parental Child Safety Placement may last. • Determine when a child should return home. • Determine what cases can be closed with a child remaining in a Parental Child Safety Placement. In 2009, the Texas Legislature passed several bills influencing the use of Parental Child Safety Placements, including: • Development of a Voluntary Caregiver Manual as mandated by Senate Bill 1723 - English and Spanish distribution to every voluntary caregiver in an open CPS investigation or Family Based Safety Service case. • Senate Bill 1598/House Bill 1940 provided for a legal document allowing a parent to authorize a non-parent relative, while the child is placed with them, to seek medical attention for the child, enroll them into school, etc. Subsequent legislation expanded this form to include family or others with whom the child has an established, significant relationship. This form is available on the DFPS and Texas Education Agency websites. In June 2010, IMPACT enhancements were completed to allow for the following: • Staff can now enter important information about these placements including the number of children and who the voluntary caregivers are for each child. • Data warehouse reports are now available to track the number of parental child safety placements, gather data related to the cases in which these type placements were made, in which stage of service, number of children affected and number of Parental Child Safety Placement homes. • Caseworkers have the ability to and must now update, via case documentation/IMPACT, the status of the Parental Child Safety Placement at the time the family preservation (FPR) stage is submitted for closure. CPS also revised its policy effective June 4, 2010, regarding appropriate situations for using Parental Child Safety Placements, duration of such placements, external forms, including caregiver background checks/home assessments, out-of-region and/or out-ofstate PCSPs, ongoing assessments, timeframes for face-to-face contacts, documentation and approvals. The policy was updated on April 1, 2011 with subsequent policy revisions released in April and September 2011, January 2012, and March 2013. In general, cases should not be closed when a child is still in a Parental Child Safety Placement. Limited exceptions may occur with documented approval from the program 2010-2014 Final Report and CAPTA Update Page 157 of 381 administrator or regional director. Those exceptions are the parent has disappeared, declined services or is incarcerated. For a continued focus on child safety at case closure, additional documentation is now required for cases closed with a Parental Child Safety Placement. DFPS must complete the Voluntary Caregiver Case Closure Plan form for the purpose of: • Determining and documenting that the child can safely remain in the placement without DFPS supervision. • Obtaining written agreement of the parent, if possible. • Getting caregiver's agreement in writing that the child can continue living in the placement. • Developing a written plan for the child's care after DFPS closes the case. Strategy 2.2c: Improve service delivery to those families transitioning from conservatorship to family reunification. In September 2010, the statewide workgroups provided feedback on best practice in reunification for children returning home from out-of-home placements during Family Based Safety Services and from substitute care placements during Conservatorship. The workgroup developed policy and best practice for Family Based Safety Services and conservatorship regarding reunification. FBSS policy was completed in fall 2013. Conservatorship policy is expected to be completed by August 2014. In addition to the above, staff will develop a mental health toolkit as a resource guide for workers to use across stages of program. Other accomplishments include: • The Parent Program specialist, Mental Health specialist, and Family Based Safety Services specialist developed a family toolkit to provide information, referrals and resources to parents and caregivers. The Parent Collaboration Group reviewed the toolkit and provided input. This project was completed in fall 2013. • Development of “FBSS University,” an ongoing training program for the unit level. The program is designed to strengthen service delivery and help workers maintain expertise in policy application and practice. FBSS University was made available to staff in April 2012. • In February 2011, training on Trauma-Informed Care was introduced to all field staff and incorporated into Basic Skills Development for new workers. The training is designed to help the worker and caregiver to understand and address a child's behavior and help reduce placement breakdowns. • In June 2011, management received intensive training regarding permanency in all stages of service. This included applicable training in all types of reunification. Staff received tools and handouts to use in staff development. Regional management trained staff in their areas on the topics presented at the intensive training. 2010-2014 Final Report and CAPTA Update Page 158 of 381 • • • In September 2010, the Fatherhood specialist created an intranet webpage for staff to have a one-stop location for tip sheets, tools for direct delivery staff on how to engage the fathers, and resources for case practice. In February 2011, the Parent Program specialist created an intranet webpage as central location for staff to find information regarding parent collaboration groups, tips for caseworkers, and resources for families. In April 2011, this intranet site allowed caseworkers access to one-on-one parenting and homemaker resources and worksheets that can be provided to families. CPS introduced training regarding family engagement in June 2010 and conducted it around the state through fall 2010 and at various conferences throughout FY 2011. Family engagement training was incorporated into Basic Skills Development training for new workers and for new supervisors during FY 2011. In spring 2011, the Fatherhood specialist, in collaboration with New Day Services and American Humane Association, developed through the Fatherhood Grant a fatherhood toolkit to help engage fathers in their role in the family. This project was completed and shared with staff in summer 2012. The toolkit is available in both English and Spanish on the DFPS Intranet. Training regarding family engagement continues for caseworkers and supervisors through Basic Skills Development training. Both the Fatherhood specialist and the Parent Program specialist provide ongoing training and assistance to various CPS staff throughout Texas to help educate them on the importance of engaging the fathers and tools for quality family engagement. Interagency collaboration with Texas Women's University and the University of Texas at El Paso for a Parent Partner Pilot began in May 2013. The pilot will continue for one year in Regions 3 and 10. Parents have been hired in both locations to mentor parents currently involved in the child welfare system. Parent Partner mentors will attend meetings and court with the parents, help access resources and navigate systems, provide emotional support and a supportive voice for the family. Strategy 2.2d: Explore methods to evaluate and improve response to repeat maltreatment for the most vulnerable children in Family Based Safety Services cases. From August 2009 to May 2010, teams of Family Based Safety Services staff, Investigation staff and child safety specialists visited each region in Texas and reviewed a sample of Investigations and Family Based Safety Services cases for trends regarding policy compliance, disposition determinations, service planning and delivery, and the detection of and intervention strategies related to risk and safety. Information from those reviews was used in FY 2011 to address areas of need at the regional level. 2010-2014 Final Report and CAPTA Update Page 159 of 381 A Child Fatality Response Initiative was concluded in December 2010. The final report was included in the most-recent state plan update and findings were incorporated into policies and training. Family Based Safety Services was represented on this initiative. The purpose was to: • Reduce preventable child deaths. • Ensure a clear message regarding DFPS response. • Assist in streamlining and effectively implementing DFPS actions to ensure greater understanding of the issues involved in child fatalities. • Coordinate all related activities. • Create consistent definitions and data. • Provide a thorough response for appropriate internal and external stakeholders. A Family Based Safety Services Program Specialist participates in child death staffings involving families currently involved in FBSS or with FBSS history with the goal of identifying trends and practices related to assessing risk. This practice will remain in effect indefinitely. The Family Based Safety Services statewide workgroup continues to review and improve service delivery in FBSS by addressing how CPS staff engage families and assess child safety. Enhanced Family Centered Safety Decision Making concepts are the focus of ongoing training efforts to clarify safety and risk, assessment of parent/caregivers, and child vulnerability all support the goal to improve face-to-face contacts. The first training held in March 2014 focused on parental protective capacity with an April webinar to focus on safety threats. More webinars are planned for the remainder of FY 2014. Child Safety specialists continue to provide technical assistance to Family Based Safety Services staff. Family Based Safety Services statewide program directors continue to meet regularly to: • Address organizational issues and concerns. • Problem-solve complex situations/tasks that are sometimes beyond the capability of an individual program director. • Enhance the transfer of learning within the peer group and from program director to supervisor. • Generate new or creative ideas and/or solutions. • Provide supportive networking. • Allow sharing/testing of individual perceptions regarding policy/task/etc. The supportive sharing and learning is critical to this level of professional development and overall management functioning. Ongoing collaboration with the CPS Research and Evaluation team continues to identify gaps in services and needs in FBSS practice, policy and outcomes. A case reading tool will be developed to assess the quality of casework practice with an anticipated 2010-2014 Final Report and CAPTA Update Page 160 of 381 completion date of December 2015. Areas of review include timeliness of contacts, timeliness of family service plans, and documentation. An analysis of Family Based Safety Services has been completed and shared with staff. The analysis reviewed trends and demographics for Family Based Safety Services. Between December 2010 and February 2012, several Enhanced Family Centered Safety Decision Making trainings were provided to field staff regarding the difference between safety and risk, assessing protective capacities, safety planning, service planning, family service plans, parental child safety placements, writing skills for decision-making, permanency, critical thinking skills for supervisors, family engagement, sufficiency of information and ongoing assessing throughout the life of the case. In 2012, the Enhanced Family Centered Safety Decision Making workgroup met with regional staff to provide technical assistance and case consultations to build upon the trainings in December 2011 through February 2012. Case consultations were designed to strengthen the understanding and application of collecting and documenting sufficient information in CPS cases and provide supervisors with support and guidance to further develop their skills and those of their staff. The safety assessment tool has been revised based on all the available information. The revised tool is currently being piloted in regular investigations through summer 2014. Strategy 2.2e: Expand and improve intensive Family Based Safety Services. The Family Based Safety Services statewide workgroup convenes monthly through Statewide Communication Access Network calls, SharePoints, or face-to-face meetings to review and improve service delivery in Family Based Safety Services by addressing how CPS staff engage families, keep families together when possible, and keep children safe. The workgroup has developed FBSS University, which will provide continuous training, development and support to caseworkers after they have completed Basic Skills Development. This was published for field use in spring 2012. Additionally, the Family Based Safety Services workgroup continues to meet to identify ongoing changes needed to policy, and tools that can be enhanced to better engage families in intensive services. Regional FBSS workgroups continue to provide feedback to the statewide group as well. In September 2011, supervisors and workers from around the state gathered for University of Houston's Center for Family Strengths Symposium which included workshops on intensive services, non-traditional services, and tools to use to engage families. Objective 2.3: Achieve timely permanency for children in substitute care. Strategy 2.3a: Enhance safety, permanency, and well-being for children through the provision of direct services and support to their relative or kinship caregivers. 2010-2014 Final Report and CAPTA Update Page 161 of 381 For the past five years, Texas has continued efforts to strengthen services for children and families. Focus on the family has continued with emphasis on assisting relative caregivers. As of December 2013, there were 208 kinship development workers, more than doubling since its beginning. The increase in kinship staff provides DFPS the ability to outreach to families in rural communities. The Kinship Program, now under the Permanency Division, has identified ways to enhance safety, permanency, and wellbeing for children through the provision of direct and support services for kin caregiver. Specific improvements made to the Kinship Program include: • • • • • • • • • • • • Currently, the CPS Handbook related to kinship care is being updated to include unannounced visits, home visits, frequency visitors and the increase in relative and other designated caregiver's integration payment. In FY 2014, staff updated the CPS Handbook Appendix 4525 Attachment: Risk Evaluations in Kinship Placements to include new offenses as well as to mirror the requirements by Child Care Licensing. In FY 2014, CPS updated the Kinship Home Assessment Template to include frequent visitors, gun safety and situational safety issues such as water safety. In FY 2014, staff began Kinship Safety Visits, quarterly unannounced home visits with unverified caregivers caring for children 3 years and younger. In FY 2014, a Safety Visit Guide Form was created and dispersed through PSA and has been posted on the DFPS Intranet. Caseworkers are using this form during the Kinship Safety Visits. Also, 8½ by 5½ laminated cards titled, "Tips and Questions for Caseworkers when Conducting Safety Visits," were created that listed several suggested questions for staff to ask during Kinship Safety Visits. During FY 2014, grandparents receiving the TANF Grandparent Grant for a sibling group will receive the add-on rate ($495) for each additional sibling. Collaboration with DFPS Information Technology staff to modify the automation system to incorporate changes in the payment process to support the increase in the Integration Payment amount. During FY 2014, the first edition of the Kinship Quarterly newsletter was developed. It is designed to inform kin caregivers of relevant policy changes and educate them on safety and support services available through the department and throughout the community. During FY 2013, staff developed the Supporting Military Families Intranet site for CPS caseworkers. Prior to September 1, 2013 the Integration Payment was $1,000 for an entire sibling group. As of September 1, 2013 the Integration Payment is $1,000 for the first child in a sibling group plus $495 for each additional child in the sibling group. In January 2012, CPS policy 2663 Notifying Relatives About the Removal of a Child was updated and released to all staff. This update expanded the people to be notified in the case of a removal of a child. On September 6, 2011, staff revised the Preliminary Kinship Home Assessment and the full Kinship Home Assessment templates and instructions and distributed 2010-2014 Final Report and CAPTA Update Page 162 of 381 • to all CPS staff. As part of implementation of the federal Fostering Connections Act, much work has also been done to make it easier for kinship caregivers to become verified foster parents for their kin children. Regular calls are held with kinship, foster adopt development and conservatorship staff to identify barriers and brainstorm solutions. As a result, kinship caregivers who may not have otherwise been able to care for kin children because of financial reasons are now able to do so with foster care reimbursement payments. On September 6, 2011, updated protocols for referring families and kinship home assessment and services across regional lines were distributed to all staff. These protocols were incorporated into policy in January 2012. From 2009 to 2014, with the Texas Legislature's support, DFPS implemented the following required and optional elements of the federal Fostering Connections to Success and Increasing Adoptions Act of 2008: Kinship Identification and Notification Before the federal Fostering Connections to Success and Increasing Adoptions Act of 2008 (Fostering Connections) legislation, CPS and the courts began asking families to identify kinship families for placement of children. CPS updates policy and forms for the identification and notification provisions of the federal legislation. Legislation was passed by the Texas Legislature in 2011 that amended Texas Family Code to require the kinship notification. Impact of the Initiative: Better notification of relatives and/or kinship families when a child is removed and placed into state custody. This has led to an increase in number of children in relative/kinship care. (3,836 children in FY 2005 to 10,059 in FY 2013) Sibling placements Before the federal Fostering Connections legislation, CPS policy and courts required siblings to be placed together when possible. Policy in CPS Handbook was strengthened. DFPS has expanded the use of telecommunication options to keep siblings connected when not placed together. Impact of the initiative: Increase in the number of siblings placed together. (In FY 2007 only 51.2 percent of siblings were placed together compared to 66.5 percent in FY 2013). Kinship foster home waivers DFPS Child Care Licensing considers waiver and variance requests to minimum standards, but does not approve the request if it negatively impacts child safety or if the standard cannot be waived because it is required by law. Child Care Licensing updated automation to capture information about foster home applicants who are relatives, the length of time for home verification, reasons why a home was not verified, and information about any requested waivers or variances. Staff developed reports to track 2010-2014 Final Report and CAPTA Update Page 163 of 381 some relative foster home verification information for anticipated federal reporting requirements. Impact of the initiative: The number of children in kinship foster home placements at the end of the month has risen from approximately 30 in 2009 to 979 as of July 31, 2013. Texas Permanency Care Assistance (PCA) program In 2009, the Texas Legislature authorized DFPS to have a Permanency Care Assistance (PCA) program and approved the extension of benefits, if the PCA agreement is signed after the youth turns 16, through the end of the month in which they turn 21. Staff made a focused effort to recruit kinship foster homes. DFPS updates its automation system to identify kinship foster home placements. The Permanency Care Assistance Program started in September 2010 (state FY 2011). Impact of the initiative: As of February 28, 2014, there have been 1,507 children who have exited to permanent legal custody (permanent managing conservatorship) with the support of PCA assistance. Strategy 2.3b: Provide support for staff in long range planning for children with disabilities through training and the use of staff with expertise on children with disabilities. CPS updated permanency planning for individuals with developmental and intellectual disabilities policy to correspond with facility terminology used by the Department of Aging and Disability Services (DADS). The placement of individuals with intellectual and developmental disabilities into non-DFPS licensed facilities policy was revised to outline the required steps for requesting and obtaining approval for placement of children with intellectual and developmental disabilities into facilities operated by DADS. CPS issued a memorandum outlining the realignment of the developmental disability specialist positions across the state. The realignment changed the headquartered location of several of the 12 developmental disability specialist positions but did not change the number of positions. The specialists were relocated to increase the number of developmental disability specialists in close proximity to children and youth with intellectual and developmental disabilities placed in identified institutions and to decrease travel costs. CPS issued a memorandum focusing on youth in foster care who experience intellectual or developmental disabilities and may be eligible for services from the Department of Aging and Disability Services. A guide, "Referral Process for Youth in DFPS Foster Care for Home and Community Based Services" was posted to the DFPS website. The document provides information regarding the Home and Community-Based Services Medicaid Waiver program, including: • Eligibility requirements. 2010-2014 Final Report and CAPTA Update Page 164 of 381 • • • • • • How youth in DFPS conservatorship can obtain a Home and Community-Based Services waiver. What happens when a waiver slot is offered to a youth. How the services can support a youth in DFPS conservatorship. Steps for finding placement. The transition process. What happens after the youth moves into the Home and Community-Based Services placement. CPS held meetings throughout the five years that included face-to-face and monthly teleconferences with the developmental disability specialists and their supervisors. The meetings were at various locations, such as providers of residential and therapeutic services to individuals with intellectual and developmental disabilities. Trainers included representatives from other state agencies, including the Department of Aging and Disability Services, Department of Assistive and Rehabilitative Services, and Department of State Health Services. Additional trainers and presenters included Every Child Incorporated, The University of Texas, Disability Rights Texas, Compass Incorporated, and the Autistic Treatment Center. Strategy 2.3c: Enhance the matching and recruitment services of Texas Adoption Resource Exchange to increase family resources for children waiting to achieve an adoptive placement. (Child Abuse Prevention and Treatment Act, Part 1). The Texas Adoption Resource Exchange (TARE) is a DFPS recruitment tool for prospective adoptive homes. The Texas Adoption Resource Exchange website’s most prominent and unique feature is its listing of Texas children awaiting adoption, including photos, profiles, and videos. A component of the website matches children with qualified families. During FY 2010-2014, extensive improvements were made to the matching and recruitment portion of the Texas Adoption Resource Exchange, including: • In first quarter FY 2010, an upgrade to the Texas Adoption Resource Exchange and Adoption Family Network replaced the TARE's prospective foster/adopt inquiry logs from a text file format into a database, thereby allowing better tracking and reporting capabilities. It also created the ability of the worker to search for appropriate families based on the child's specific needs. Additionally in this release, child-specific inquiries from families not yet approved to adopt was captured for the specific child. Due to the number of requests submitted, DFPS requested funding to redesign the Texas Adoption Resource Exchange and Adoption Family Network. • DFPS procured a contractor to redesign the Texas Adoption Resource Exchange and project began in the beginning of FY 2011. The redesign goal was to create an enhanced website and application that would help DFPS become more 2010-2014 Final Report and CAPTA Update Page 165 of 381 responsive to families that inquire about children waiting for adoption and provide better technology assistance to help DFPS staff improve their efforts to match waiting children with prospective adoptive families. • The redesign of the website merged the Adoption Family Network into the Texas Adoption Resource Exchange. Staff training and testing were conducted in June, July, and August 2011. The new Texas Adoption Resource Exchange redesigned website went live August 28, 2011. The matching function of the redesign allows DFPS staff to search for matches based on the preferences of the family and needs of the children. Additionally, when the family inquires about a child or sibling group, the system automatically shows how well their family preferences match with the needs of the child. Child-placing agencies and other recruitment entities can create an agency account to access information about Texas children awaiting adoption. The redesign of the Texas Adoption Resource Exchange has since demonstrated a number of benefits, including: • • • • • DFPS increased user friendliness and responsiveness to families, while creating a new and progressive matching system for waiting children. The Texas Adoption Resource Exchange obtains more information regarding potential families which ensures families are not overlooked and increases the longevity of adoption matches. For FY 2013, approximately 600 new accounts were created each month. For FY 2013, approximately 900 inquiries were submitted on children each month. More than 16,200 family accounts have been registered since the redesign. The redesign won two digital awards – the Center for Digital Government Best in Texas “Best Application Serving the Public” and a national 2012 Digital Government Achievement Award. Requests have been submitted to Information Technology for additional improvements to Texas Adoption Resource Exchange applications. Some have been approved and moved to production. Strategy 2.3d: Continue Family Group Conferencing after removal of a child to enlist extended support systems in identifying resources that will move the child to a permanent placement in the briefest period of time. In 2009, Casey Family Programs, through the Texas Strategic Consulting effort with DFPS, continued technical assistance from American Humane Association for the Family Group Decision Making program. In August, October, and December 2009, the American Humane Association conducted three specialized trainings with Family Group 2010-2014 Final Report and CAPTA Update Page 166 of 381 Decision Making and other relevant CPS staff, including domestic violence, substance abuse, and child and youth involvement in Family Group Decision Making processes. In 2010, Casey Family Programs continued its assistance provided by American Humane Association for the Family Group Decision Making program. Assistance included regional site visits and a Circles of Support analysis in DFPS Regions 6 and 11. In January 2011, American Humane Association released the Texas Casey Coaching and Consultation Report to DFPS, which: • Highlighted how regions can elevate their current strengths to overcome both short and long term challenges. • Summarized the dominant themes across all regions. • Provided general recommendations to improve and/or enhance current implementation and practice. After reviewing the report in March 2011, regional Family Group Decision Making Specialists and their managers agreed to develop an internal training and coaching forum. From May 2012 through December 2012, a workgroup of Family Group Decision Making specialists completed the framework for the Family Group Decision Making Training Forum. Facilitated by Family Group Decision Making Specialists, the forum: • Informs Family Group Decision Making staff of Family Group Decision Making best practices and trends. • Provides a forum for Family Group Decision Making staff to exchange ideas and seek solutions to challenges. • Promotes Family Group Decision Making staff expertise. • Enhances Family Group Decision Making staff skills and abilities. Beginning in September 2013, quarterly training forums are held on topics requested by staff via survey across the state. Training topics for FY 2014 have been selected, lead trainers have been identified, and curriculum development is underway. Training topics in FY 2014 include: • Addressing Family Violence Issues in Family Group Decision Making. • Challenging Situations in Family Group Decision Making. • Inclusion of Family and Youth Voices in Family Group Decision Making. • Addressing Mental Health Issues in Family Group Decision Making. American Humane Association and Casey Family Programs have provided consultation and training, and an internal training forum has been developed to continue training Family Group Decision Making staff. Strategy 2.3e: Improve timeliness of finalizing adoptions. DFPS has implemented several strategies from FY 2010 to FY 2014 that focus on identifying and resolving issues that delay the finalization of adoptions. DFPS has been increasingly successful in this area. Since FY 2010, DFPS has revised Texas 2010-2014 Final Report and CAPTA Update Page 167 of 381 Administrative Code Rules and CPS policy to eliminate barriers to adoption for relative caregivers related to length of marriage and divorce status. DFPS also continues to implement Operation Placing Us in Safe Homes (PUSH) every year to identify, track and overcome internal barriers that delay adoptions. In addition, DFPS' public awareness campaign promotes the value of adopting older children and focuses recruitment efforts on placing older children and children with special needs. The Fostering Connections Act has also helped achieve permanency for youth by providing relatives resources to care for relative children. Implementation of Permanency Round Tables has also helped some youth obtain permanency through adoption. Since FY 2010, DFPS has shown improvement in multiple areas related to timelines in completing adoptions. Finalized adoptions have increased from 4,803 in FY 2010 to 5,364 in FY 2013. DFPS has also increased the number of adopted children age 13 and older from 445 in FY 2010 to 519 in FY 2013. The percentage of children adopted within 24 months of removal has increased from 38.5 percent to 49.7 percent. Data also shows improvements in the average number of placements per child, and average length of service for children adopted and percentage of children to leave DFPS care with an adoption consummation. Based on these trends, it is anticipated that DFPS will continue to improve in the timeliness of finalizing adoptions during FY 2014. Objective 2.4: Improve placement stability for children in substitute care and adoptive care prior to consummation. Strategy 2.4a: Increase numbers of foster and adoptive families that reflect the population of the children served by DFPS consistent with the Multi-Ethnic Placement Act of 1994 and the Inter-Ethnic Provisions of 1996. Since 2010, DFPS has made programmatic changes, including updating an annual recruitment plan form that each region submits annually. The current form requires staff to look at regional data and demographics and establish annual goals for recruitment. Regions are asked to recruit families who meet the needs within their region and report their recruitment activities and progress toward their annual goals on a quarterly basis. DFPS has also focused on Permanency Care Assistance in response to federal legislation. Through Permanency Care Assistance family members are recruited to become foster parents for their relative children. Subsequently, these relatives have been able to obtain legal Permanent Management Conservatorship and Permanency Care Assistance when reunification and adoption have been ruled out. This initiative maintains connection to culture, ethnicity, and most importantly, family for children in care and has moved these children to permanency and stability. Through continued collaboration with the Center for the Elimination of Disproportionality and Disparities, CPS staff and the DFPS Advisory Committee on Promoting Adoption of Minority Children disproportionality work has continued. These efforts bring awareness 2010-2014 Final Report and CAPTA Update Page 168 of 381 not only to the need for foster and adoptive families but also highlight the disparate outcomes that children of color experience. Recruitment of families that reflect the population of children served remains a focus. CPS uses various tools to recruit foster and adoptive families, including: • Regional information meetings. • Collaborative meetings with partner child-placing agencies. • Campaigns such as "Why Not Me." • Texas Adoption Resource Exchange and AdoptUSKids websites. • Video tapings through news stations for child-specific recruitment. Strategy 2.4b: Increase collaboration with faith-based communities for foster and adoptive families and support services for those families. DFPS is invested in using faith-based efforts in child welfare work, specifically the use of faith-based recruitment. With guidance from legislation, DFPS began collaborating with faith leaders through the DFPS Advisory Committee on Promoting Adoption of Minority Children. That collaboration was then expanded to involve the Churches Helping In Love and Dedication (CHILD) foster and adoptive family recruitment program. Since the program began, CPS Recruitment Staff have completed more than 1,470 presentations across the state to churches in various denominations. Approximately 280 families have become foster and adoptive parents as a result of a CHILD presentation in their congregation. DFPS has also welcomed collaboration with faith-based organizations such as Focus on the Family. This partnership resulted in three foster and adoptive parent recruitment events called "Wait No More." As a result of "Wait No More," 10 families have become verified or approved in FY 2013 (six from an event in Houston and four from an event in Plano). Over the previous fiscal year, DFPS has undergone a philosophical shift that once again expands the engagement of faith communities across the state. The new collaboration model being used empowers interested churches to develop “Orphan Care Ministries.” Several guiding principles for the new model have emerged. First, the church or faithbased organization takes the lead in selecting the “Orphan Care Ministry.” The ministry can include any combination of services that range from prevention to permanency, not just fostering or adopting. Other faith leaders, not DFPS staff, do the outreach to a pastor in a local church. DFPS supports and assists in areas such as furnishing data, attending meetings, answering questions, and providing subject matter expertise. Finally, DFPS will connect the interested church leadership with local staff to assist in implementation of the church’s selected ministry. In November 2013, a Faith Leader's Summit gathered faith leaders who have been involved with this new initiative together in Austin. The summit resulted in a unifying vision and guidelines for partnership between CPS and faith communities. Throughout 2010-2014 Final Report and CAPTA Update Page 169 of 381 FY 2013, implementation and detail meetings have occurred with faith communities across the state. As of February 2014, 108 churches have committed to participate in the Faith-Based Collaboration. Representatives from 93 churches attended meetings across the state to gain further information on the collaboration, and faith-based ministries. Sixteen Orphan Care Ministries have been launched and 13 of the ministries are foster/adopt and recruiting families. Strategy 2.4c: Promote a structured, therapeutic step-down program which will safely stabilize children with a history of psychiatric hospitalizations. In previous years, concerns arose about children in DFPS conservatorship with a history of multiple psychiatric hospitalizations and continued intensive psychiatric needs. These children often remained in psychiatric hospitals longer than medically necessary or were supervised directly by CPS personnel because placements that provided appropriate levels of supervision, support, and therapy could not be located. When placements were found, these children continued to be at risk of repeat hospitalization. As a result, the Texas Legislature in 2007 passed SB 758, giving DFPS the opportunity to provide a new service for children and youth who are being discharged from psychiatric hospitals but who need additional treatment and support as they transition to a more traditional residential care setting. This new service is the Intensive Psychiatric Transition Program (IPTP). This program provides a structured, therapeutic environment to allow children and youth with still-acute behaviors and psychiatric issues to further stabilize after hospitalization and maximize the chances of successful placement. Once admitted, the duration of the child or youth’s stay is up to 60 days, with the possibility of a one-time extension to 120 days via a waiver process. In 2009, the Legislature changed the IPTP criteria from requiring three psychiatric hospitalizations in the past 12 months to requiring only one psychiatric hospitalization in the past 12 months. As a result, DFPS proposed rules to HHSC. To be eligible for this program, a child must: • Have been in DFPS conservatorship for the past 90 days. • Have had at least one psychiatric hospitalization in the preceding 12 months. • Be ready for discharge from a psychiatric hospital or at imminent risk of a subsequent psychiatric hospitalization. • Have been determined by the Assistant Commissioner of CPS or the Assistant Commissioner's designee to be in crisis and in need of acute stabilization. HHSC adopted these rules, which became effective September 1, 2009. DFPS incorporated IPTP policies and procedures into the CPS policy effective September 1, 2010. Current Psychiatric Transition Program Procedure: • DFPS field staff refer a child to Intensive Psychiatric Transition Program through the regional treatment placement coordinator in their region. 2010-2014 Final Report and CAPTA Update Page 170 of 381 • • • • • Regional treatment placement coordinators gather documentation from field staff and compile a packet to forward to staff office placement staff for review. State Office placement staff review the child's packet to ensure he/she meets the criteria for placement into Psychiatric Transition Program. State office placement staff forwards the child's packet up the chain of command at State Office and the request for approval. The packet is reviewed and approved by: medical director, division administrator for placement, director of placement, and the Assistant Commissioner for CPS or designee. State Office staff forwards child's packet to a Psychiatric Transition Program provider for review. Psychiatric Transition Program provider reviews child's packet and either accepts or denies the placement within two days. Once admitted, the child will remain in the placement for 60 days unless it is determined that the child has not stabilized within those 60 days. The Assistant Commissioner can approve up to an additional 60 days to allow the child more time to stabilize. Since January 2009, there have been 902 referrals to the Intensive Psychiatric Transition Program and 383 of those children have been served by a provider. Since the inception of the Psychiatric Transition Program program, five Psychiatric Transition Program contracts were terminated by the providers. As of March 2014, there are eight contracted providers who provide a total of 138 beds. These beds could be used for Psychiatric Transition Program or the Residential Treatment Center program. The following is the breakdown by provider name and the number of beds available, and whether they serve males and/or females. • • • • • • • • North Fork (Region 3) 16 beds Willow Bend (Region 4) 10 beds Five Oaks (Region 6) 40 beds Whispering Hills (Region7) 3 beds Hill Country (Region 8) 5 beds Hector Garza (Region 8) 20 beds Prairie Harbor (Region 6) 24 beds New Life (Region 8) 20 beds Males Only Males Only Males and Females Males and Females Males and Females Males and Females Females Only Females Only Strategy 2.4d: Children in the Intensive Psychiatric Treatment Program will be stabilized and stepped down to a residential treatment center or therapeutic foster home placement. The Intensive Psychiatric Transition Program provides a structured, therapeutic environment to allow children and youth with still-acute behaviors and psychiatric issues an opportunity to further stabilize after hospitalization and maximize chances for a successful placement. Once admitted, the duration of the child or youth’s stay is up to 2010-2014 Final Report and CAPTA Update Page 171 of 381 60 days, with the possibility of a one-time extension of up to 60 additional days via a waiver process. To be eligible for this program, a child must: • Have been in DFPS conservatorship for the past 90 days. • Have had at least one psychiatric hospitalization in the preceding 12 months. • Be ready for discharge from a psychiatric hospital or at imminent risk of a subsequent psychiatric hospitalization. • Have been determined by the Assistant Commissioner of CPS or the Assistant Commissioner's designee to be in crisis and in need of acute stabilization. Intensive Psychiatric Transition Program treatment components include: (1) therapy, individual and group, twice a week (2) psychopharmacological interventions monitored by a psychiatrist (3) bi-monthly treatment/stabilization plan as the child transitions to a less restrictive setting within 60 days. Number of Children Discharged into a Less Restrictive Placement within 60 days of Admission FY 2010 49.1% FY 2011 65.2% FY 2012 78.5% FY 2013 73% FY 2014 (1st Qrt) 91.7% Intensive Psychiatric Transition Program providers work with CPS to ensure children are placed in the most appropriate placement at the time of discharge from the Intensive Psychiatric Transition Program. This may include staffing with regional placement staff, State Office placement staff, the child's caseworker, as well as staffing and conducting pre-placement visits with potential caregivers for the child. Most youth are able to “step down” into the regular residential treatment program at the same facility, providing continuity of care for the youth and a lesser restrictive environment. All Intensive Psychiatric Transition Program providers are able to transition children discharging from the IPTP into their residential treatment program providing a continuity of care and services. Objective 2.5: Implement services to children in substitute care to facilitate reunification and permanency efforts. Strategy 2.5a: Utilize family-centered strategies to achieve identified permanency goals. Partnering with local, statewide and federal community resources is essential to the long-term support of children and families served by DFPS. The Division of Family Focus (Family Group Decision Making, Fatherhood, Parent, Mental Health, Substance Abuse and Family Based Safety Services Program Specialists) continue to develop and implement strategies to strengthen community partnerships for children, youth, and 2010-2014 Final Report and CAPTA Update Page 172 of 381 families served by DFPS. Efforts to engage and develop these partnerships will continue. Relationships with regional and statewide CPS staff are also important. Local Parent Support Groups in each region are available to parents in certain geographic areas. These Parent Support Groups are for parents involved with CPS, including those with an open investigation, Family Based Safety Services or conservatorship case. Parents may utilize the Parent Support Group for support, education, and resources during their involvement with CPS. Regional management staff attend regular meetings with local Court Appointed Special Advocates and Advocacy Centers. In addition to providing support for the Parent Support Groups across the regions, Community Initiative specialists train staff on the purpose and best practices for effective Parent Support Groups and participate on community workgroups that promote family engagement. Strategy 2.5b: Focus service planning and delivery to meet the needs of the complete family. In March 2010, the Diligent Search Unit began an effort to revise policy by providing more accurate descriptions to clarify for staff how to use diligent search and person locator services. In April 2010, CPS gave staff a resource to help in the ongoing efforts to locate absent parents and clarity regarding the roles of the special investigator and the special investigator program director, including their specific duties and secondary assignment criteria. One such secondary assignment is to assist Family Based Safety Services staff locate family members. In addition, Diligent Search investigators developed a mandatory training to ensure that their staff provide consistent guidance to FBSS staff. Diligent search and parent locator forms were revised to clarify purpose and improve accuracy of information provided by the requestor. To provide continuous quality improvement, the Diligent Search Unit began a rebranding campaign of their portion of the DFPS Intranet site. This rebranding included a name change (Family Inquiry Network/Database Research System (FINDRS), easier access to forms, clearer explanations of form use, etc. In addition, program staff worked with the Diligent Search Unit to develop a stage specific task list (investigations, FBSS, conservatorship) to assist staff with determining the appropriate request form to meet their case needs. The rebranding campaign along with the new improved intranet site was finalized September 2013. Section 3000 of the CPS Handbook was revised in March 2009 to include clearer language and expectations regarding engaging both parents. The title "parent" is now plural (parents) and in specific sections regarding service planning (3165), the titles "mother" and "father" are used. The parent and fatherhood specialist continue to meet with staff across the state to emphasize the importance of engaging all parents, especially fathers and extended paternal family. 2010-2014 Final Report and CAPTA Update Page 173 of 381 The Father Advisory Council in Fort Worth provides clear and constructive methods for fathers to get a better understanding of CPS processes. In spring 2011, the Fatherhood specialist, in collaboration with New Day Services and American Humane Association, developed through the Fatherhood Grant a toolkit to provide information about CPS and engage fathers in their role in the family. The project was completed and shared with staff in summer 2012. The toolkit is available in both English and Spanish on the DFPS Intranet site. The Parent Program specialist, Mental Health specialist, and Family Based Safety Services specialist continue to develop a family toolkit of referrals and resources for parents and caregivers to help engage the family. The Parent Collaboration Group reviewed the family toolkit and provided input. This project was published in fall 2013. In June 2011, Family Group Decision Making was expanded to Family Based Safety Services as another effort to engage families. The greater involvement of extended family members and other community supports results in increased levels of relative placements and family reunifications in the weeks following an FGDM conference as well as five to 18 months later. Due to the success of FGDM and resources and direction provided by the Texas Legislature, the practice has continued to expand. In 2009, the Texas Legislature provided funding to expand the use of FGDM into 10 percent of Family Based Safety Services cases and provide FGDM staff specifically to conduct Circles of Support. The Division of Family Focus led the development of the Family Engagement workshop. The workshop objectives are: to reinforce to staff that engagement is something we do daily; the importance to know our families better: and help caseworkers and supervisors discover the "how" to engagement through simple techniques and tips. Since the summer of 2010, regions (all stages) have requested Family Focus staff present the Family Engagement workshop to their respective staff (direct delivery and support). The development of a Family Engagement II to provide a more clinical focus on engagement strategies and more visual aids has not been completed. FBSS is working with The Kempe Center, in collaboration with Casey Family Services, to develop a supervision model for FBSS designed to refocus frontline practice on management of safety threats and improved parental protective capacities. Training supervisors to teach and support effective family engagement practices among caseworkers will be an important element of the structured supervision process. Strategy 2.5c: Reduce the number of children in the permanent managing conservatorship of DFPS without termination of parental rights. DFPS has used several strategies to reduce the number of children in the permanent managing conservatorship of DFPS without termination of parental rights. Strategies 2010-2014 Final Report and CAPTA Update Page 174 of 381 include strengthening policy, educating and training staff, target case consultations, and engaging external partners. In June 2010, DFPS began Building Permanent Connections, a practice designed to identify permanent placement options and connections, aimed at children and youth who are in the permanent managing conservatorship (PMC) of the department whose parental rights have not been terminated and who are not placements that are intended to be permanent. The goals of Building Permanent Connections are to connect the child or youth to a caring adult, identify and develop permanent placement options, and ultimately achieve true permanency with the resolution of the legal case and dismissal of DFPS as conservator. DFPS developed form 2200, "Identifying Caring Adult or Placement Opportunities," a uniform tool reflecting best practice for reviewing case records and obtaining information from the child and family. In March 2011, CPS updated its policy to address mediations. This policy requires CPS staff to obtain approval from a program director before obtaining permanent managing conservatorship of a child without termination of parental rights. Additionally, it requires supervisors to attend all mediations. In December 2011, new policy was released regarding ongoing efforts to work with families after DFPS obtains permanent managing conservatorship of a child without termination of parental rights. This policy provides guidance and instruction for continued services to the parents and ongoing case consultations in an effort to move the child to permanency. In October 2011, DFPS developed procedures to enhance efforts to address permanency for children under the age of six through the Permanent Managing Conservatorship to Permanency project. PMC to Permanency focuses on permanency planning for children younger than 6. The project's goal is to ensure that children who are in the permanent managing conservatorship of DFPS but whose parents have not had their parental rights terminated achieve true permanency. Specialized case staffings are required for this population of children between the caseworker, supervisor, and program director to discuss goals, barriers, and tasks to achieving permanency. When the program was initiated, there were 620 children younger than 6 who were in permanent managing conservatorship without termination of parental rights. In August 2012, there were 587 children younger than 6 without termination of parental rights. In one year, 64 percent of the children identified in 2011 have either exited care or now have termination of parental rights. In the summers of 2010 and 2011, all CPS supervisors and managers received a training regarding family engagement, permanency and permanency planning. Additionally, training was provided to staff specific to case planning in cases where a child or youth is in the permanent managing conservatorship without termination. 2010-2014 Final Report and CAPTA Update Page 175 of 381 Throughout the summer of 2012, Conservatorship staff participated in regional conferences where staff participated in enhanced trainings on concurrent planning and sufficiency of information training. These trainings focused on the agency requirement for concurrent planning on all cases as well as how concurrent planning and collecting sufficient information leads to permanency. DFPS has partnered with the Supreme Court Permanent Commission on Children Youth and Families to identify barriers to permanency for this population of children. DFPS has worked with the Commission to develop data reports that are releasable to the judiciary and other stakeholders regarding permanency outcomes and permanency trends. Judicial stakeholders use data regarding permanency outcomes to identify areas needing practice changes. In December 2010, the Commission hosted a Notice and Engagement Roundtable to discuss both the legal requirements and DFPS policies regarding notification to parties for court hearings and to explore data collected from stakeholders regarding judicial and DFPS practices on notification and strategies to engage children, youth, parents, and caregivers in the legal process. As a result in July, 2011, DFPS developed a letter for staff to use when notifying families of court hearings and provided all CPS supervisors and managers information on the legal requirements for notification. In October 2012, the Children’s Commission hosted a Permanency Summit. The Summit’s focus was achieving permanency for children in foster care. Twenty-five judges from across the state participated by bringing teams of parents’ attorneys, district attorneys, CPS staff, guardian ad items, and Court Appointed Special Advocates. Each team participated in permanency trainings, heard from peers who have developed promising practices of docket management and children participate in court hearings. To enhance and be more consistent with visitation practices, which is vital to family reunification and maintaining connections, DFPS collaborated with the Children's Commission to convene a Visitation Roundtable. The roundtable was on March 1, 2013. Before the roundtable, a survey was administered via email to external stakeholders soliciting feedback on topics related to visitation. More than 800 responses to the survey were received and approximately 60 participants attended the roundtable, including DPFS, parents, former youth, foster parents, Court Appointed Special Advocates (CASA), the judiciary, and attorneys that represent parents, children, and the department. Since 2010, Permanency Care Assistance has provided eligible kinship caregivers financial and health benefits for a child when they are granted permanent managing conservatorship by a court of a relative child who has been in the temporary or permanent managing conservatorship of DFPS. This has enabled DFPS to provide additional support to kinship caregivers and increase exits of children in permanent managing conservatorship to these kinship caregivers. As of January 31, 2014, 1,449 2010-2014 Final Report and CAPTA Update Page 176 of 381 children have exited to permanent legal custody with their kinship family with the ongoing support of PCA assistance. In June 2012, Permanency Roundtables were implemented. A permanency roundtable is an internal case consultation process designed to facilitate a discussion about a child’s permanency plan and to develop a child’s specific permanency action plan. The roundtable is a structured meeting facilitated by a permanency practitioner an attended by child welfare experts who play a specific role in the meeting. The target populations for permanency roundtables are children older than 6 who are in the in permanent managing conservatorship of DPFS and who are not living in a placement that is intended to be permanent. Priority is given to sibling groups, children who have been in care the longest, and African American and Hispanic children. Children of color are more likely to be in the Permanency Roundtable population due to their overrepresentation in the child welfare system. Permanency roundtables have the potential to decrease the number of children in foster care while increasing the number of children in care for more than 18 months who exit to positive permanency. Following a permanency roundtable, the permanency practitioners conduct monthly follow ups to ensure the child specific action plan is completed. DPFS launched permanency roundtables in June 4, 2012 and completed full implementation in February 2014. In July 2013, DFPS analyzed the outcomes for children whose permanency roundtable was conducted at least one year ago. Of those children, 10 percent had exited to positive permanency (reunification, adoptions, permanent managing conservatorship to another) and more than 50 percent of those children had either achieved positive permanency, had moved into their "intended to be permanent placement," experienced an increase in their permanency status rating, or had at least one new connection. Objective 2.6: Provide services to youth aging out of substitute care to help them achieve a successful transition to adult living and provide transitional living services for youth needing additional supports after exiting care. Strategy 2.6a: Continue to develop and strengthen services and partnerships that improve outcomes for youth exiting foster care for adult living. Youth Leadership Councils are one of the primary partnerships that DFPS uses to improve outcomes for youth in foster care. These partnerships continue to grow and develop in each of the 11 DFPS regions. Regional Youth Leadership Councils meet on a regular basis either in person or by phone at times most convenient to the youth. A Statewide Youth Leadership Council is represented by two members of each regional Youth Leadership Council and meet on a quarterly basis. Statewide meetings typically occur in Dallas or Austin at least three times a year. 2010-2014 Final Report and CAPTA Update Page 177 of 381 The State Office maintains regular contact with the regional Youth Specialists and the ongoing activities of the regional Youth Leadership Councils. Achievements and activities by regional and statewide councils include: • Input on improvements to the DFPS Youth Connection website. • Transition plan reform. • Revisions to the ACCESS Granted-Foster Care Handbook for Youth. • Brochure review and rebranding of the Extended Foster Care program. • Input on the Foster Care Redesign initiative and creation of a logo for the initiative. • Input on the Fostering Connections Act. • National Youth In Transition Database (NYTD). • Circles of Support brochure. • State youth satisfaction survey. • Addressing disproportionality and disparities of youth in foster care. • Informed youth about Permanency Roundtables. • Driver license fee waivers. • Workforce center services. • Input on the development of a child and youth placement exit survey. • Shared providers' memo regarding normalcy activities. • CPS permanency efforts. In spring FY 2014, two youth specialist positions are expected to be part of a pilot project where the positions will be jointly overseen by CPS and The University of Texas at both Austin and El Paso. This project is expected to increase the membership base of regional Youth Leadership Councils along with helping to improve higher education outcomes for former foster youth. Regular and continuous contact with the Preparation for Adult Living (PAL) staff includes support calls and face-to-face meetings that address various best practices conference and event planning and topics related to legislation and bill implementation efforts. Other information shared and discussed with PAL staff include youth transition portfolios; medical power of attorney; education and training voucher changes; Workforce and Transition Center updates and services; Youth Leadership Council and Youth Specialists updates; National Youth in Transition Database data entry, survey information, and compliance efforts; information about the Texas Youth Connection Facebook page; Aging-Out Seminars and one-time Regional Engagement meetings; PAL Contracts; regional budgets; Extended Care Program; Trial Independence; Continuing Court Jurisdiction; Supervised Independent Living; the new Former Foster Care Children-Healthcare program; available scholarships and statewide conferences and events; driver license fee waiver; the most recent Casey Life Skills assessment implementation; the Foster Care Redesign initiative; and the transition plan reform. Texas has implemented staff tools, resources, training and policies in an effort to meet the National Youth in Transition Database compliance standards. The survey instrument 2010-2014 Final Report and CAPTA Update Page 178 of 381 is located at www.texasyouthconnection.org, a website where youth can keep contact information up to date for the follow-up survey population. Since October 2010, Texas has collected and reported data each period per the National Youth in Transition Database requirements. DFPS has been in compliance for each period of reported data. DFPS analyzes the results, which are used to determine areas for continuous quality improvement. Texas continues to participate on the national working group to receive updates and share lessons learned. Texas attended a meeting August 2013 with the national working group in conjunction with the Pathways Conference in Baltimore, MD and has been invited to attend a subsequent meeting in 2014 in conjunction with the Pathways Conference in Philadelphia. Texas participated in a National Youth in Transition Database federal site visit in June 2013 and is working on improvements as a result of the meeting. Texas attended another meeting in Washington, DC in March 2014 with the six other states who participated in site visits during FY 2013. DFPS and the Texas Workforce Commission (TWC) have been in a formal partnership since 2006. An interagency Memorandum of Understanding between DFPS and TWC was renewed on May 3, 2011, for five more years. This partnership focuses on ensuring workforce services for foster youth are delivered between each region and the local workforce development boards and to ensure services to foster youth are prioritized and opportunities are available to enroll in summer employment programs, receive job readiness and job skills trainings, enroll in the state job search matching system (Work In Texas), and explore career opportunities. DFPS staff and Preparation for Adult Living and Residential Child Care Licensing contractors have been encouraged to assist more youth in accessing workforce services. TWC generates a quarterly report from data submitted by DFPS on the number of youth referred for workforce services and how many received a workforce service. For the past two years, TWC has submitted an annual calendar year report indicating the number of youth who were referred for workforce services and the number who received a workforce service. The report also includes average quarterly wages of those youth or young adults employed and the number of foster youth served in transition centers funded by the TWC. The Texas Workforce Commission funds 13 of the 17 Transition Centers in Texas and have hired a workforce development staff to assist youth and young adults in accessing employment and training opportunities. DFPS continues its collaborative partnership with the Texas Higher Education Coordinating Board (THCEB) to help youth who are attending state-supported universities and colleges to use the college tuition and fee waiver. THCEB also provides an annual report of the number of adopted and foster youth that attended state colleges and universities. This report is used as the 20 percent match requirement for the Education and Training Voucher Program. DFPS has been involved in the planning of 2010-2014 Final Report and CAPTA Update Page 179 of 381 five Texas REACH Conferences. These conferences of former foster youth, youth service agencies, Transition Centers, and higher education institutions focus on assisting foster youth purse a college education and help improve education outcomes for former foster youth. Additionally, the Education and Training Voucher Program provides up to $5,000 a year to eligible youth and young adults for education-related expenses and is contracted to BCFS Health and Human Services. ETV serves an average of 800 to 1,000 students each year. DFPS oversees two college scholarships for former foster youth. The C. Ed Davis Scholarship fund was re-activated for fall 2012 and provides for basic non-tuition needs for former foster youth who were majoring in government, political science, history, or other pre-law field. Mr. James C. Cooper contacted DFPS in October 2012 and offered to commit personal funds up to $4,000 annually to establish higher education grants for first-time freshmen students formerly in the conservatorship of DFPS. This scholarship is the Freshmen Success Fund for Foster Youth. Information about the grant was shared with staff and young adults in April 2013. Strategy 2.6b: Continue the delivery of transitional services for youth with disabilities. Policy development and revisions have been completed on the referral process to the Department of Aging and Disabilities Guardianship Services Program due to automating the referral process between both agencies management information systems. Staff from both agencies worked together to develop the process for submitting guardianship referrals electronically and for updates including assessments, status updates and final notifications to be sent electronically to each agency. A memorandum was issued explaining the process for CPS staff to follow to provide better internal coordination regarding a youth’s Social Security Income eligibility status to assist with the Department of Aging and Disability Services Guardianship Services Program in potentially assuming guardianship of young adults. Protective Services Information memorandum was issued on increasing referrals to the Department of Assistive and Rehabilitative Services (DARS) transitional services program. DARS assists individuals who have physical, intellectual or developmental disabilities prepare for, find and keep employment. Gaining skills needed for a career, learning how to prepare for a job interview or getting the accommodations needed to stay employed are just a few of the ways this program helps individuals with disabilities increase productivity and independence. During the past five years, the Department of Aging and Disability Services increased the allocation of Home and Community-Based Services Medicaid Waiver slots to DFPS from 120 per biennium to 192 for youth aging out of DFPS conservatorship. The developmental disability specialists refer youth who need Home and Community-Based Services Medicaid Waivers to the State Office developmental disability specialist and 2010-2014 Final Report and CAPTA Update Page 180 of 381 eight names per month are selected for waivers for youth aging out of care. The names are submitted to the Department of Aging and Disability Services who in turn notify the appropriate local authority. The local authority staff coordinate with the developmental disability specialists to transition youth into the Home and Community-Based Services Medicaid Waiver Program. Strategy 2.6c: Help youth receive the education, training and services necessary to obtain employment. Best practices and other supportive provisions continue to be topics at statewide Preparation for Adult Living program meetings. CPS Preparation for Adult Living (PAL) staff from the 11 CPS regions sponsored youth to attend the annual Texas A&M University at Commerce statewide College Conference. Youth from each of the 11 regions attended various educational workshops which encourage youth to start, continue or complete postsecondary education or vocational training goals. PAL staff continue to refer youth to AmeriCorps and Job Corps. Youth are provided information on available support services through ongoing caseworker visits, transition planning meetings, Circles of Support, Preparation for Adult Living Skills trainings and events, youth conferences, aging-out seminars, Transition Center events, and youth leadership development activities, newsletters and the www.texasyouthconnection.org website. Educational services and supports are provided directly to youth in all regions through PAL contractors, Education and Training Voucher Staff, Transition Centers, and/or local community colleges or universities. All regions collaborate with their local communities to conduct aging out seminars to youth ages 17. In addition, several regions provided teen conferences for older youth in CPS conservatorship and in some cases young people formerly in foster care (alumni). These conferences include postsecondary education workshops and forums. Information on the Texas College tuition and fee waivers and the Education and Training Voucher Program is available on the DFPS website, the www.texasyouthconnection.org Web site, and the Texas Higher Education Coordinating Board website. The Education and Training Voucher (ETV) staff collaborated with the Texas Higher Education Coordinating Board, the Texas Education Agency, various colleges and universities to promote the ETV program and services offered. The ETV staff conducted presentations at the statewide teen and Texas REACH conferences and provided information about the Texas tuition and fee waiver for youth to other internal and external key stakeholders. The Education and Training Voucher Program provides up to $5,000 a year to eligible youth and young adults for education related expenses and is contracted to BCFS Health and Human Services. ETV serves an average of 800 to 1,000 students each year. Information about the ETV program is available at: http://discoverbcfs.net/texasetv BCFS Health and Human Services provided information regarding the Education and Training Voucher Program to the recognized Tribes on an annual basis and upon 2010-2014 Final Report and CAPTA Update Page 181 of 381 request. These meetings are held in coordination with the Preparation for Adult Living staff. PAL staff and BCFS Health and Human Services visited the Region 5 (AlabamaCoushatta), Region 8 (Kickapoo), and Region 7 (Isleta Del Sur Pueblo) Tribes. For FY 2014, regional youth specialists and Preparation for Adult Living staff will assist the Tribes with the ETV program. DFPS has also been involved in the planning of five Texas REACH Conferences. These conferences of youth service agencies, Transition Centers, and higher education institutions focus on assisting foster youth in reaching their dream of a college education and help improve education outcomes for former foster youth. Annual Texas Teen Conferences for foster youth 16 years of age and older are held annually. Texas Women's University in Denton Texas will host this conference for FY 2013 and 2014. The University of Texas at Arlington hosted the conference for FY 2009-2012. Postsecondary workshops and other learning and leadership development events are offered and CPS staff and other providers and partner agencies set up information booths to inform youth of available services. DFPS and the Texas Workforce Commission (TWC) have been in a formal partnership since 2006. An interagency Memorandum of Understanding between DFPS and TWC was renewed on May 3, 2011, for five more years. This partnership focuses on ensuring workforce services for foster youth are delivered between each region and the local workforce development boards and to ensure services to foster youth are prioritized and opportunities are available to enroll in summer employment programs, receive job readiness and job skills trainings, enroll in the state job search matching system (Work In Texas), and explore career opportunities. DFPS staff and Preparation for Adult Living and Residential Child Care Licensing contractors have been encouraged to assist more youth in accessing workforce services. TWC generates a quarterly report from data submitted by DFPS on the number of youth referred for workforce services and how many received a workforce service. For the past two years, TWC has submitted an annual calendar year report indicating the number of youth who were referred for workforce services and the number who received a workforce service. The report also includes average quarterly wages of those youth or young adults employed and the number of foster youth served in transition centers funded by the TWC. With the implementation of an additional component of Fostering Connections on October 1, 2010, a youth who ages out of foster care at age 18 years will continue to be eligible for extended foster care provided the youth agrees to sign a voluntary agreement and is one of the following: • Regularly attending high school or enrolled in a program leading toward a high school diploma or high school equivalence certificate. • Regularly attending an institution of higher education or a postsecondary vocational or technical program. 2010-2014 Final Report and CAPTA Update Page 182 of 381 • • • Actively participating in a program or activity that promotes or removes barriers to employment. Employed for at least 80 hours per month. Is incapable of doing any of the above due to a documented medical condition. DFPS allows young adults who turned 18 while in DFPS conservatorship to return for extended foster care until they are 21. If they are returning during their trial independence period, DFPS can use federal funds. It is state funded if they return after the trial independence period. As a component of the Extended Foster Care program, DFPS developed a Supervised Independent Living program in July 2010, requested proposals for Supervised Independent Living programs in July and August of 2012 and started placements in May 2013. Strategy 2.6d: Develop more placement options and relaxed standards for youth aging out of care. The federal Fostering Connections legislation established a Supervised Independent Living component of Extended Foster Care but said rules would be developed later. In 2009, DFPS began work on developing a Supervised Independent Living program in anticipation of the federal regulations. DFPS released a Request for Information in 2009, and a number of ideas were presented and discussed in a public forum on November 23, 2009. After the meeting, DFPS began to work on implementation plans. In 2010, the federal government gave states the green light to start a Supervised Independent Living program before federal regulations were published. DFPS in coordination with the Health and Human Services Commission and the Texas Legislature moved forward. • A public forum was held on March 7, 2011. • A Supervised Independent Living rate setting rule was approved and rates were set December 2011. • A Supervised Independent Living draft request for proposal was posted for public comment on December 27, 2011. • The Supervised Independent Living program eligibility rules become effective February 12, 2012. • The Supervised Independent Living request for proposal was posted in April 2012, was updated and reposted in July and submissions closed on August 31, 2012. • Supervised Independent Living policy became effective November 1, 2012. (CPS Handbook 10480). • The first Supervised Independent Living contracts were signed in early April, 2013, and the first SIL placements began May 2013. • A third contract was signed in August 2013 and placements began shortly afterwards. 2010-2014 Final Report and CAPTA Update Page 183 of 381 • • A second Request for Proposal was issued in November 2013; responses were received by the January 2014 deadline; and these are currently being evaluated. Any tentative awards are planned to be announced in March or April 2014. As of February 22, 2014, 26 young adults were in these living arrangements. DFPS requested assistance from the National Resource Center for Youth Development (NRCYD). The NRCYD provided information on supervised independent living programs in different states and presented a workshop in late April 2013 for DFPS contracted providers and DFPS support staff. A second workshop is being planned for June 2014. Work continues with the contracted providers in resolving issues, increasing ways for the young adults to have independence, and in expanding the placement options within the identified regions. Supervised Independent Living is a type of voluntary extended foster care placement where young adults can reside in a less restrictive, non-traditional living arrangement while continuing to receive casework and support service to help them become independent and self-sufficient. The DFPS Supervised Independent Living program allows young adults to live independently under a supervised living arrangement provided by a DFPS contracted provider. These living arrangements can include apartments, shared housing, host homes, college and non-college dorm settings. A young adult in Supervised Independent Living is not supervised 24-hours a day by an adult and has increased responsibilities. Strategy 2.6e: Monitor persons age 20 and 21 in CPS Extended Care and Return to Care to ensure appropriate plans for exiting programs. Monthly meetings that include State Office and field staff have been held to review individual cases of youth who are aging out of care to identify and secure a permanency plan. Representatives from the Department of Aging and Disability Services are invited as needed on cases that typically involve youth with high medical needs and who require skilled nursing services. If the youth has a guardian from the Department of Aging and Disability Services Guardianship Program, they participate on the call and assist with decision making for the youth. There have been several cases where the youth is not a U.S citizen and therefore is not eligible for guardianship through the guardianship program. However, the guardianship program management team has agreed to provide services for up to five youth. DFPS refers youth without citizenship to the guardianship program and coordinates between agencies to ensure that an application for citizenship is pursued when the youth is eligible. Additionally, representatives from DFPS Adult Protective Services have been involved in and consulted on cases for youth transitioning out of DFPS conservatorship when there is concern for the youth's permanency and well-being. With the expertise of all the agency representatives, permanency plans have been developed for all cases that have been a part of the monthly staffings. 2010-2014 Final Report and CAPTA Update Page 184 of 381 Strategy 2.6f: Explore the expansion of Circles of Support with all youth in substitute care, ages 14 years and older. In 2010, Casey Family Programs continued to sponsor technical assistance provided by American Humane Association for the Family Group Decision Making program. Technical assistance included regional site visits by American Humane Association representatives and a Circles of Support analysis in DFPS Regions 6 and 11. In January 2011, American Humane Association released the Texas Casey Coaching and Consultation Report to DFPS which: • Highlighted how regions can elevate their current strengths to overcome both short and long term challenges. • Summarized the dominant themes across all regions. • Provided general recommendations to improve and/or enhance current implementation and practice. After reviewing the report from American Humane Association in March 2011, regional Family Group Decision Making Specialists and their managers agreed to develop an internal training and coaching forum. From May 2012 through December 2012, a workgroup made up of Family Group Decision Making Specialists completed the framework for the Family Group Decision Making Training Forum. Facilitated by Family Group Decision Making Specialists, the forum will: • Keep internal Family Group Decision Making staff informed of Family Group Decision Making best practices and trends. • Provide a forum for Family Group Decision Making staff to exchange ideas and troubleshoot challenges. • Promote Family Group Decision Making staff expertise. • Enhance Family Group Decision Making staff skills and abilities. Beginning in September 2013, training forums took place on a quarterly basis on topics selected by Family Group Decision Making staff (via survey monkey) across the state. Training topics for FY 2014 have been selected, lead trainers have been identified, and curriculum development is underway. Training topics in FY 2014 include: • Addressing Family Violence Issues in Family Group Decision Making. • Challenging Situations in Family Group Decision Making. • Inclusion of Family and Youth Voices in Family Group Decision Making. • Addressing Mental Health Issues in Family Group Decision Making. Specialized training has been explored and an internal training forum has been developed for Family Group Decision Making staff. Objective 2.7: Helping children in Permanent Managing Conservatorship find permanency. 2010-2014 Final Report and CAPTA Update Page 185 of 381 Strategy 2.7a: Use Permanency Planning Meetings to find permanent placements for children in Permanent Managing Conservatorship. Through the Family Group Decision Making process, DFPS partners with youth, family, and the community to develop the best plan for the child or youth's safety, well-being, and permanency. Family Group Conferencing and Circles of Support are two models of Family Group Decision Making that DFPS uses to help children find permanent placements. DFPS continues to offer Family Group Conferences to families experiencing removal and Circles of Support to youth 16 years and older who are transitioning from substitute care to adulthood. If a family or youth declines to participate in a Family Group Conference or Circles of Support, or the Family Group Conference or Circles of Support cannot be convened, a Permanency Conference or Transition Plan Meeting is held with the respective DFPS population. In 2010, Casey Family Programs sponsored technical assistance provided by American Humane Association for the Family Group Decision Making program. Technical assistance included regional site visits by American Humane Association representatives and a Circles of Support Analysis in DFPS Regions 6 and 11. In January 2011, American Humane Association released the Texas Casey Coaching and Consultation Report to DFPS summarizing dominant themes across regions, highlighting how regions can use their identified strengths to overcome short and longterm challenges, and providing general recommendations for improving implementation and practice. After reviewing the report from American Humane Association in March 2011, regional Family Group Decision Making Specialists and their managers formed a workgroup to develop an internal training and coaching forum. Forum objectives include keeping Family Group Decision Making staff informed of best practices and trends, providing a space to troubleshoot challenges and exchange information about successful strategies used in various regions, promote Family Group Decision Making staff expertise, and enhance staff skills and abilities. Training development and facilitation has involved collaboration with various subject matter experts, including domestic violence service providers and advocates as well as with the National Center for Family Group Decision Making. Future curriculum development efforts will involve collaboration with families, children, youth, mental health providers, the National Center for Family Group Decision Making, and other internal and external subject matter experts. Statewide training sessions began in September 2013. Participant feedback about the strengths of the sessions include exposure to new information and strategies, obtaining a deeper understanding of particular topics, and using the specific tools provided to be helpful in daily practice. Participant feedback about challenges include obstacles/frustration with participating fully due to technical difficulties, inability use certain media formats due to limitations of DFPS technological applications, and lack of time for group discussion and idea exchange due to volume of didactic material presented. 2010-2014 Final Report and CAPTA Update Page 186 of 381 House Bill 1912 from the 81st Texas Legislative Session in 2009 charged DFPS with improving transitional living services to all youth, especially youth with intellectual and developmental disabilities. DFPS formed a Transition Plan Reform workgroup to improve the current transition plan template. Workgroup participation included subject matter experts in education, transitional living services, family group decision making, permanency, family-centered services, and former foster youth. An initial version of a new transition plan template was piloted in two counties from September 2010 to May 2012. An analysis based on the pilot of the new transition plan template was released in April 2013 and the workgroup incorporated modifications based on analysis results. The workgroup also developed sections of the plan for identifying permanency barriers and developing strategies and actions that will increase the probability of the youth achieving permanency, as required by the Texas Legislature in 2013. The legislation made the 45-day and five-month permanency planning meeting requirement a statutory mandate and included requirements around permanency topics that must be addressed in all permanency planning meetings. Additional plan enhancements include a section for identification of a "plan monitor" (a caring adult outside of CPS staff) that will hold the group accountable for follow-through on action plans and tasks and assignment of specific participants to complete specific tasks and deadlines for completion. The template now also includes an introduction letter developed specifically for a youth audience that provides information about the purpose of the plan, permanency planning meetings, and guidance on how to begin working on the plan and preparing for the upcoming Circle of Support or Transition Plan Meeting to the Transition Plan. The finalized transition plan template was released in September 2013 and statewide training was completed in January 2014. DFPS uses the new transition plan template in all Circle of Support meetings and to guide transition planning. Since FY 2010, 11,559 Circles of Support and 5,310 Family Group Conferences (postremoval) have been completed. Because Family Group Conferences and Circles of Support, the preferred methods of permanency planning for children/youth in substitute care, cannot be held with all youth and families, broad participation from family and the community in Permanency Conferences and Transition Plan Meetings is not always possible. The Permanency Conference workgroup, made up of substitute care staff, Family Group Decision Making staff, and members of the Transition Plan workgroup met from September 2012 to August 2013 to review and enhance policy and procedures of the Permanency Conference and Transition Plan Meeting processes further incorporate as many Family Group Decision Making strategies as possible into each conference model. The workgroup designed a new permanency conference template form that incorporates more family-centered prompts and discussion and includes designated sections to ensure that permanency barriers are identified, possible permanency 2010-2014 Final Report and CAPTA Update Page 187 of 381 resources are identified, and that detailed plans are designed to overcome permanency barriers. The new template was released in September 2013. The new permanency conference template is used statewide for all Permanency Conferences. Policy and procedure enhancements were made regarding permanency planning meetings; policy now includes lists of potential participants and emphasis on inviting relevant supports to any type of permanency planning meetings. Strategy 2.7b: Reduce permanency barriers for children under the age of six who are in Permanent Managing Conservatorship without termination. In October 2011, DFPS developed procedures to enhance efforts to address permanency for children younger than six through the Permanent Managing Conservatorship to Permanency project. The goal of the PMC to Permanency project is to ensure that children who are in the Permanent Managing Conservatorship of DFPS but whose parents have not had their parental rights terminated achieve true permanency. Since children with this legal status are not eligible for adoption, they may be unable to achieve permanency before reaching adulthood if action is not taken to ensure that all avenues to achieving permanency have been thoroughly explored. Specialized case staffings are required for this population of children. In this staffing caseworkers present the circumstances of the children to their supervisor and program director to discuss goals, barriers, and tasks to achieving permanency. The developmental needs of the child are addressed to ensure that permanency is not delayed due to any identified need. Recommendations for next steps are developed by the program director and quarterly follow-up meetings are scheduled. While the project focuses on bringing together the caseworker, supervisor, and program director to staff these cases, regional subject matter experts also participate in these staffings to address developmental, medical and educational barriers. The caseworker and supervisor meet monthly to discuss progress toward completing tasks identified in the quarterly staffings with the Program Director. The purpose of the joint staffings is to: • Review the permanency goals, both primary and concurrent. • Identify challenges and barriers to achieving permanency. • Develop action plans to move the child to permanency. A staffing guide was provided to staff to help them identify barriers to permanency and prepare them for the staffing. Program directors document the goals and efforts made to achieve permanency. When the program was initiated, there were 620 children younger than 6 who were in permanent managing conservatorship without termination of parental rights. In August 2012, there were 587 children younger than 6 without termination of parental rights. In 2010-2014 Final Report and CAPTA Update Page 188 of 381 one year, 64 percent of the children identified in 2011 have either exited care or now have termination of parental rights. Strategy 2.7c: Use regional Permanency Directors to monitor achievement of permanency for children in Permanent Managing Conservatorship. The Intensive Practice and Permanency Initiative did not result in better outcomes for youth and the permanency directors were re-assigned back to field supervision to meet the growing needs within conservatorship. Strategy 2.7d: Continue to pilot the Intensive Conservatorship Practice and Permanency Initiative. The Intensive Conservatorship Practice and Permanency Initiative continues in Bexar and Harris counties with staff assigned to a capped caseload, receiving additional training and using technical assistance. The Advisory Board in Harris County meets on a quarterly basis to address challenges in their community. The Bexar county Advisory Board does not meet consistently. A first-year evaluation has been completed. Although the results have indicated a reduction in the service level of placements for the pilot group, stabilization of placement has not yet occurred. Strategy 2.8: Explore the planning and implementation of a program for foster parents to mentor birth parents. In 2013, the Texas Legislature approved DFPS creating a Foster Parent Birth Parent pilot. This pilot maybe considered at a later date. During FY 2010-2014, members of the statewide Parent Collaboration Group have presented at several Annual Texas Foster Family Association Conference. Participants attending the conferences discussed with parent liaisons: ways to work with parents of the foster children in-home; how to deal with parents with substance abuse issues; dealing with parents with mental health issues; forming community partnerships to strengthen families and working as a team with parents, foster parents and CPS staff. Objective 2.9: Develop more cohesive policy and procedures for parent-child safety placements and provide staff with information on working with parent-child safety placements so as to ensure the well-being of children and youth. Strategy 2.9a: Develop process for implementing parent-child safety placements that provide for the safety of children. 2010-2014 Final Report and CAPTA Update Page 189 of 381 A Parental Child Safety Placement is a temporary out-of-home placement made by a parent when CPS determines that the child is not safe remaining in his or her own home. CPS may offer the parents the option of placing the child out of the home as an alternative to DFPS petitioning for court-ordered removal of the child. In FY 2010 and FY 2011, the Parental Child Safety Placement workgroup met on numerous occasions and developed the basic premise for creating policy for this type of placement, which was for parents to use the Parental Child Safety Placement to ensure the safety of children and keep them from coming into the care of the agency. Several stakeholders (Child Advocacy Center, Court Appointed Special Advocates, Parent Collaboration Group and concerned legislative staff) were all given the opportunity to provide their feedback and input before the policy was finalized. In June and July of 2011, a Parental Child Safety Placement workshop was held at an agency sponsored conference for CPS Investigation and Family Based Safety Services management staff. The new Parental Child Safety Placement policy and protocols were explained in detail. Supervisory staff were then provided the information they needed to take this information back to their caseworkers. Policy development was completed and released across the state in September 2011. Reports were created for management staff to assess how many Parental Child Safety Placements were being made in their areas, the length of time children were in the Parental Child Safety Placement, reasons a Parental Child Safety Placement were continued or ended, and the outcomes for children in a Parental Child Safety Placement. Strategy 2.9b: Improve staff ability and knowledge in making parent-child safety placements that address permanency issues. The Parental Child Safety Placement Workgroup met several times in FY 2012 to review issues that have arisen from the policy and to provide clarifications in the Parental Child Safety Placement policy and protocols. The group will continue to meet as needed on an ongoing basis. Parental Child Safety Placements were scheduled as a workshop at the summer Intensive Training Conferences in June and July of 2011. The conference was managed so that all Investigations and Family Based Safety Services staff, supervisory level and above, were able to attend the training session that reviewed the Parental Child Safety Placement policy and protocol. Information was provided to the supervisory staff so that they could take the information back to caseworkers. Objective 2.10: Continue to focus on improving the quality of home visits and outcomes for children and families receiving Family Based Safety Services. 2010-2014 Final Report and CAPTA Update Page 190 of 381 Strategy 2.10a: Develop tools and resources to assist staff in conducting and documenting quality face-to-face contacts. The Family Based Safety Services statewide workgroup continues to review and improve service delivery in FBSS by addressing how CPS staff engage families and assess child safety. Enhanced Family Centered Safety Decision Making concepts are the focus of ongoing training efforts to clarify safety and risk, assessment of parent/caregivers, and child vulnerability all support the goal to improve face-to-face contacts. The first training held in March 2014 focused on parental protective capacity with an April webinar to focus on safety threats. More webinars are planned for the remainder of FY 2014. Between 2009 and 2012, CPS consulted with the National Resource Center for Child Protection (NRC-CP) and Casey Family Programs on the Enhanced Safety Centered Decision Making initiative to develop a family centered safety decision making protocol that will be used in all stages of service. Enhanced Family Centered Safety Decision Making ongoing training efforts clarified safety and risk, assessment of parent/caregivers, child vulnerability all support the goal to improve face-to-face contacts. This work was built on and expanded the current Texas risk and safety model. During this span of three years, statewide and regional leadership conferences were held focusing on safety concepts, safety-decision making, information collection, case planning and documentation. Current assessment and documentation tools were revised including instruction guides. Regional training for supervisors and above was provided, followed by six months of rigorous technical assistance to augment what was presented at the various statewide and regional conferences. It is believed that this training, revised tools and guides better support staff as they continue to develop skills in information collection and safety decision making. The training addressed the information-collection process in an effort to improve the quality of face-to-face contacts. Staff have continued to use the numerous training materials made available in an attempt to sustain the learning acquired from these conferences. Currently, the EFCSDM principles are being incorporated into the larger CPS practice model. In October 2010, the Family Based Safety Services statewide workgroup began development of FBSS University, a structured, ongoing training program to be used at the unit level to assist with applying the concepts learned in the Basic Skills Development training to field practice. This program was designed to strengthen service delivery (including face-to-face visits) and help workers maintain expertise in policy application and practice. This ongoing training program was finalized spring 2012 for use by all FBSS staff. The Family Based Safety Services Basic Skills Development training curriculum is updated every six months through the DFPS Center for Learning and Organizational Excellence. Recommendations for inclusion of child welfare best practices are made on 2010-2014 Final Report and CAPTA Update Page 191 of 381 a continuous basis. As new policies and best case practice are delivered to field staff, the revisions are included in the curriculum. In 2012, quarterly reports of Family Preservation Review cases that have been open at least six months but lack documentation/face-to-face contact in six or more months were provided to regional leadership. This purpose of the report is to help staff identify and review cases that have been open a significant portion of time, lack current documentation and may need additional direction or oversight. FBSS is currently involved in a project to streamline policy in an effort to provide greater clarity and a stronger focus on child safety decision making. Specific areas to be addressed initially include, face-to-face contacts, collateral contacts, family plans of service, safety planning, monthly evaluations and case closure. To complete this work, FBSS is consulting with The Kempe Center, which houses one of the nation's foremost teams of experts on child protection. In collaboration with Casey Family Services, CPS is negotiating a contract with Kempe to assist in developing a supervision model for FBSS designed to refocus frontline practice on management of safety threats and improving parental protective capacities. Expected deliverables from CPS's work with Kempe include development of the following: • Core competencies for FBSS supervisors. • A supervision inquiry method. • Indicators of effective supervision methods. • Case review tools. • A training and implementation plan. Training supervisors to teach and support effective family engagement practices among caseworkers will be an important element of the structured supervision process. CPS will also be working with Kempe on developing a family engagement guide for caseworkers, which will outline evidence-informed strategies for engaging CPS families. The family engagement guide will inform development of the supervision model and the deliverables listed above. Also anticipated is a case reading tool designed by the CPS Research and Evaluation team to assess the quality of casework practice. The qualitative assessment will measure the case-level practice changes that are expected as a result of the improvements outlined in this document. This work will enhance services to families and quality face-to-face contacts. Strategy 2.10b: Improve Family Based Safety Services Basic Skills Development. Between June 2010 and August 2010, CPS reviewed Basic Skills Development specialized training. In September 2010, staff provided feedback regarding modifications and clarifications to the curriculum. In October 2010, CPS provided examples for case work to include into the specialized training. The Family Based 2010-2014 Final Report and CAPTA Update Page 192 of 381 Safety Services Basic Skills Development training curriculum is updated annually through the Center for Learning and Organizational Excellence. Recommendations for inclusion of child welfare best practices are made on a continuous basis. As new policies and best case practice are delivered to field staff, the revisions are included in the curriculum. In June 2011, Family Based Safety Services subject matter experts worked with the Center for Learning and Organizational Excellence to complete a training video for FBSS caseworkers to view during their specialized training class. This video was completed and incorporated into FBSS Basic Skills Development training in spring 2012. Additionally, as policies have been added or updated in regards to FBSS, these changes have been incorporated into the curriculum for all staff. In October 2010, the Family Based Safety Services statewide workgroup began development of FBSS University, a structured, ongoing training program to be used at the unit level to assist staff with applying the concepts learned in the Basic Skills Development training to field practice. This program was designed to strengthen service delivery and help workers maintain expertise in policy application and practice. This ongoing training program was finalized spring 2012 for use by all FBSS staff. he Family Based Safety Services statewide workgroup continues to identify training needs for the program area. That feedback is used to explore current training models and the need to create and offer additional training to the staff. From August 2009 to May 2010, teams of Family Based Safety Services staff, Investigation staff and Child Safety specialists visited each region within Texas and reviewed a sample of Investigations and Family Based Safety Services cases for trends and patterns in case practice. Staff training needs identified included service planning and delivery, the detection of and intervention strategies related to risk and safety, and specialized training on such topics as mental health, substance abuse and domestic violence. The information from those case readings was compiled for examination in FY 2011 and used to address areas of need. Between 2009 and 2012, CPS consulted with the National Resource Center for Child Protection (NRC-CP) and Casey Family Programs on the Enhanced Safety Centered Decision Making initiative to develop of a family centered safety decision making protocol that will be used in all stages of service. Enhanced Family Centered Safety Decision Making ongoing training efforts clarified safety and risk, assessment of parent/caregivers, child vulnerability all support the goal to improve face-to-face contacts. This work was built on and expanded the current Texas risk and safety model. During this span of three years, statewide and regional leadership conferences were held focusing on safety concepts, safety-decision making, information collection, case planning and documentation. Current assessment and documentation tools were revised including instruction guides. Regional trainings for supervisors and above were provided, followed by six months of rigorous technical assistance to augment what was presented at the various statewide and regional conferences. It is believed that this 2010-2014 Final Report and CAPTA Update Page 193 of 381 training, revised tools and guides better support staff as they continue to develop skills in information collection and safety decision making. These trainings strongly addressed the information collection process in an effort to improve the quality of face-to-face contacts. Staff have continued to utilize the numerous training materials made available in an attempt to sustain the learning acquired from these conferences. Currently, the EFCSDM principles are being incorporated into the larger CPS practice model. Additionally, staff from the DFPS Center for Learning and Organizational Excellence continue to incorporate the training and philosophy into the Basic Skills Development curriculum for all staff. Objective 2.11: Engage fathers more effectively to ensure safe and strong families. Strategy 2.11a: Improve staff understanding of issues related to father involvement and engagement in CPS cases. In the past five years, the Fatherhood specialist has conducted a series of father engagement trainings and presentations in all regions of the state. The Fatherhood specialist has been the featured presenter or co-presenter at conferences dedicated to caseworkers and social work professionals' skill enhancements. The presentations are specifically designed for engaging fathers while impacting disproportionality in the child welfare system. To enhance the knowledge of staff and caseworkers, DFPS collaborated with the Tarrant County Fatherhood Coalition through a grant from the National Quality Improvement Center on Nonresident Fathers and Child Welfare worked with three other funded sites to administer an innovative supportive program for non-resident fathers of children in foster care. One of the primary challenges has been the overall fragility of the fathers of children in foster care. While CPS and the local provider made considerable strides and caseworkers appear to be asking more questions about fathers, the vulnerability and service needs of fathers make engaging them in services difficult. The impact of the collaboration created multiple training workshops on engaging fathers throughout the state for caseworkers and supervisors. The Fatherhood specialist conducted presentations in regional staff meetings and at local Basic Skill Development classes for caseworkers. Another task to improve staff understanding of issues related to father involvement was the fatherhood specialist scheduled appearance at the supervisor's basic training to re-enforce engaging fathers in child welfare. Two unique tools were developed to assist caseworkers in engaging fathers - the intranet site "Fathers Matter," where caseworkers can easily access tips and tools to better engage 2010-2014 Final Report and CAPTA Update Page 194 of 381 fathers, and the "Father's toolkit" designed to help fathers navigate the child welfare system while giving the caseworker a tool to assist in the initial engagement with fathers. The project prompted changes in policy and practice. At the local level, all levels of CPS staff are now consistently asking about the fathers of children in their care. The project recognizes fathers as a source to safety, permanency, and well-being for their children in the child welfare system. The project has provided the foundation for real collaboration between CPS and local community organizations with limited prior involvement with one another. The county’s CPS petition removal form was modified at the start of the project to improve efforts to identify fathers to the program. Lastly, a family tree component is being added to the statewide automated case record system. Strategy 2.11b: Improve community understanding of issues related to father involvement and engagement in CPS cases. Over the past five years, the Fatherhood specialist has worked throughout the state to enlighten community's ownership and relationship to CPS to improve the outcomes for fathers and families. A key component to the CPS Fatherhood Initiative is collaborating with community stakeholders such as the American Humane Association, Office of the Attorney General, Court Appointed Special Advocates (CASA), Texas Center for the Judiciary, Supreme Court Permanent Judicial Commission for Children, Youth, and Families, faithbased organizations, Life Work Inc., and the North Texas Fatherhood Initiative. Sharing information and resources enables CPS to provide support services to fathers while gathering pertinent information to better engage families and fathers. The Fatherhood specialist teamed with multiple community-based organizations to increase their knowledge and the need for advocacy around engaging fathers. The Texas Center for the Judiciary hosted a Judicial Fatherhood Roundtable for fathers, DFPS staff, and stakeholders. During the roundtable, the CPS Fatherhood specialist and fathers who had successfully navigated the CPS process shared their perspectives on issues related to fathers involved in the legal and child welfare systems. The Texas Center for the Judiciary hosted a second roundtable during the statewide CPS judges meeting in San Antonio. The Fatherhood Roundtable was facilitated in Brownville and Waco with additional regions planned in the future. The Fatherhood specialist is an active member of the local re-entry planning committee, which focuses on creating pathways for formerly incarcerated parents to re-enter society. The Fatherhood specialist often is a featured speaker at community and faithbased trainings addressing absent fathers. 2010-2014 Final Report and CAPTA Update Page 195 of 381 The CPS Fatherhood specialist routinely collaborates with regional parents and father advisory councils and conducts internal and external presentations on strategies to better engage fathers. Objective 2.12: Improve collaboration between child welfare, stakeholders and service providers to reduce the effects and trauma associated with substance abuse, mental health, and domestic violence; and its impact on children and youth. Strategy 2.12a: Promote the collaborative effort between DFPS and the Texas Family Violence Interagency Collaborative. DFPS has a subject matter expert in domestic violence who is a member of the Texas Family Violence Interagency Collaborative. The DFPS member attends regular meetings hosted by the Health and Human Services Commission subject matter expert in domestic violence, in conjunction with other DFPS staff and members from the Texas Council on Family Violence. The Memorandum of Understanding has been finalized and implemented between local domestic violence centers throughout Texas and DFPS. The Texas Family Violence Interagency Collaborative developed a best practice guide as an addendum to the Memorandum of Understanding. In 2011, the Texas Legislature established a statewide task force to examine the relationship between child welfare and family violence. DFPS served on this task force, which submitted its report in September 2012. Since September 2012, the Texas Family Violence Interagency Collaborative has been working to implement the report’s recommendations. The task force recommended best practices and policies to be developed and incorporated into the appropriate agencies/organizations. As a result of the task force recommendations, DFPS worked with Casey Family Programs to organize training and technical assistance in June 2013 from two other state child welfare agencies identified for their policies and practices related to child maltreatment and domestic violence. The DFPS subject matter expert in domestic violence, who is also a member of the Texas Family Violence Interagency Collaborative, published an updated DFPS liaison list and an updated Domestic Violence Shelter Liaison list. The lists include both CPS and Adult Protective Services staff. The Texas Family Violence Interagency Collaborative plans to ensure that the lists are regularly updated. The Texas Family Violence Interagency Collaborative has strengthened partnerships and communication among the Health and Human Services Commission, Child Protective Services, Adult Protective Services, the Texas Council on Family Violence, and local domestic violence centers. As a result, the members have been able to more easily collaborate in the domestic violence work and address issues that arise. 2010-2014 Final Report and CAPTA Update Page 196 of 381 Strategy 2.12b: Promote the use of available community mental health services for caregivers and children/youth in need of such interventions. The DFPS Center for Learning and Organizational Excellence developed a training curriculum for CPS staff. The Advanced Mental Health Training course will educate staff on mental health issues and address strategies for working with clients with mental health issues. This curriculum is taught to all new employees during Basic Skills Development training. There is also a training, "Understanding the DSM," that is offered to CPS staff. Strategy 2.12c: Establish a statewide substance abuse workgroup to enhance staff recognition of substance abuse issues. During FY 2014, DFPS has made progress toward implementing a statewide substance abuse workgroup to enhance the recognition of substance abuse issues as well as engaging the workforce in the participation of a web-based training module to educate staff on the available prevention, intervention, and treatment resources available statewide through the Department of State Health Services. The webinar not only informs staff of the available resources but also gives detailed directions on the appropriate referral methods to such services. A workgroup was created between DFPS staff and Department of State Health Services (DSHS) staff to identify strategies for collaboration to train DFPS staff on the current services available through Outreach Screening Assessment and Referral (OSAR). As a result of this collaboration, a web-based training module was created and live webinars presented from December 2013 through February 2014. The live webinar was also recorded and made available through the end of May 2014. As of March 12, 2014, 1,366 DFPS staff have viewed the webinar. In June 2014, new live webinars will be held to capture newly hired staff and those who viewed the recorded webinar but want to participate in the live webinar and ask questions. A statewide substance abuse workgroup has also been created as of February 2014 and includes DFPS staff along with partners from the Department of State Health Services, a professional from the domestic violence field, and parents liaisons from the DFPS Parent Collaboration Group. The group will meet via conference calls to discuss gaps in training and develop a best practice guidebook. Goal 3: Strengthen the Child Protective Services service delivery system through systemic changes. Objective 3.1: Provide supports to foster parents caring for Child Protective Services children. 2010-2014 Final Report and CAPTA Update Page 197 of 381 Strategy 3.1a: Evaluate effectiveness of pre-service training to foster-adoptive parents. The current pre-service training used by DFPS for prospective foster and adoptive parents is called PRIDE, "Parent Resource for Information, Development and Education," which is an Illinois-developed curriculum for prospective foster and adoptive parents. PRIDE is an effective training program that assists foster and adoptive parents in meeting the changing and increasingly challenging needs of children and families. This program: • Comprehensively addresses the knowledge and skills necessary to successfully foster and/or adopt. • Is relevant and applicable to foster and adoptive parents' job tasks. • Has an evaluation component to assure the training program met the agency's needs. PRIDE is based on the philosophy that the value of family life for children, however family is defined, is compelling. Because of this, knowledgeable and skilled foster and adoptive parents are integral to providing quality services. They, like caseworkers, should be qualified, prepared, developed, selected, and verified or approved to work as members of a professional team equipped to protect and nurture children and strengthen families. The goals of PRIDE are to: • Meet the protective, developmental, cultural and permanency needs of children placed with foster and adoptive families. • Strengthen families. • Share resources among public and voluntary child welfare agencies, colleges and universities, foster parent and adoptive parent associations, and national child welfare organizations. PRIDE is based on specific knowledge and skills to successfully perform the tasks of foster and adoptive care. These are "role descriptions" that establish the expectations for the foster and adoptive parent roles. Prospective foster and adoptive families are assessed to determine their ability to meet five competencies: • Protecting and nurturing children. • Meeting children's developmental needs and addressing their developmental delays. • Supporting relationships between children and their families. • Connecting children to safe, nurturing relationships intended to last a lifetime. • Working as a member of a professional team. During FY 2010-2014, the PRIDE curriculum has been reviewed and amended when necessary to include new information as required by state legislation and/or minimum standards. 2010-2014 Final Report and CAPTA Update Page 198 of 381 Strategy 3.1b: Educate staff on working with foster parents and meeting the individual needs of foster children. Duties performed by Foster and Adoptive Home Development staff are unique from the other stages of services throughout CPS. Because of the unique nature of work duties and the small number of employees statewide going into Foster and Adoptive Home Development positions, a self-paced specialty track for Foster and Adoptive Home Development has been developed rather than classroom material. The self-paced specialty track was presented as a pilot in September 2012. The new training track was rolled out statewide in December 2012. To date, four caseworkers have completed this training track and 14 more are currently enrolled. Strategy 3.1c: Provide childcare services to eligible children as appropriated and funding allows. DFPS Explanation of Changes to Day Care FY 2010 - FY 2014 Day Care Automation Project: Beginning in FY 2010, the DFPS Office of Finance developed a database to compare information extracted from Information Management Protecting Adults and Children in Texas (IMPACT) to client-specific service data from Texas Workforce Commission. The reconciliation demonstrated that billing issues exist that IMPACT financial processing would have prevented, such as: • Duplicate claims for the same child from different providers. • Service dates after the service authorization was terminated early. • Service dates after the DFPS case was closed. • Service dates before the effective date of the IMPACT service authorization. • A claim for a child that did not have a day care service authorization. To improve the Day Care reconciliation process, DFPS created a Day Care Automation Project. Phase 1 of this project rolled out in December 2011. It incorporated the existing external paper day care request process into IMPACT as the day care request page. The caseworker was able to select the preferred day care provider(s) and submit the day care request to the supervisor for approval. The system allowed for multiple approvers to review and approve the day care request as required by policy. The CPS regional day care coordinators reviewed the request and if it was approved, the Day Care Request information populated the service authorization. The service authorization was e-mailed to the child care service agencies before provision of day care could begin. In addition, IMPACT generated alerts to the regional day care coordinators when information used to determine eligibility criteria was modified in IMPACT. The Texas Workforce Commission/DFPS day care contract for FY 2012 was modified extensively to ensure that DFPS paid only for days of day care that were authorized by 2010-2014 Final Report and CAPTA Update Page 199 of 381 DFPS. It ensured that day care services could not begin before the begin date of the authorization and could not be paid after the end dates. Early Termination Report DFPS created weekly early termination reports beginning in July 2011. These reports listed all children for whom DFPS staff had entered an early termination of the day care service authorization. For the initial early termination report, the regional day care coordinators checked the report list against their documentation to ensure that the child care service agency had been sent the terminating service authorization. The regional day care coordinators found this process time consuming given their workload. A pilot to send a twice weekly early termination report directly to the child care service agency was piloted in late 2012. After the Texas Workforce Commission (TWC) piloted the report and DFPS received feedback and made modifications, the twice weekly report began in late January 2013. In addition, the DFPS/TWC contract was modified to document the terms for handling of early terminations. The FY 2013 reconciliation process included data from the early termination report to ensure that DFPS was not billed for more than five days after the entry of the termination date in IMPACT. The use of an early termination report significantly reduced the number and amount of disputed line items, since the report served as proof that DFPS had notified the child care service agency of the early termination. In March 2013, a batch process in IMPACT began to create a daily early termination report that is automatically sent to each regional day care coordinator. The coordinators are required to encrypt the report and send it to the child care service agency each day. Disputed Billings The FY 2013 contract was modified to include a dispute resolution procedure requiring both DFPS and Texas Workforce Commission to actively work any disputed line items and allowing Texas Workforce Commission (TWC) staff to correct the data if needed. As of the TWC October bill for FY 2013, the percent of disputed line items was .04 percent of the amount claimed by TWC, or $18,575.97, a vast improvement over FY 2012 as of October when the percent difference was 1.8 percent and the amount was $681,536.09. DFPS will continue to use the disputed billings process during FY 2014 to handle line items that are rejected by the IMPACT invoice validation. Phase 1 Modifications to IMPACT application A. March 2012 - Prevented date overlaps and made other corrections to problems relating to IMPACT day care request and service authorization pages. B. April 2013 - Prevented DFPS staff from back dating the termination date of a service authorization, modified the service authorization form to keep the names of the children as they appeared on the initial service authorization, corrected the funding stream claimed when foster parents did not work full-time, and added a question to be used for Relative Temporary Assistance to Needy Families (TANF) Maintenance of Effort claiming. 2010-2014 Final Report and CAPTA Update Page 200 of 381 C. August 2013 - Prevented a second entry of an early termination date on day care service authorizations that had already had an early termination date entered. Corrected a system defect that modified the termination date when the units were updated and saved. Prevented service authorization 'fixers' from changing the terminate date on a service authorization in a closed case to a date that was after the case closure date. Modifications were made to the service authorization form to improve readability. Phase 2 Day Care Automation Phase II of day care automation in the IMPACT system began in July 2012 with joint planning meetings that included TWC staff, and DFPS finance, CPS and information technology staff. The goal of phase II was to create an interagency automated data exchange between DFPS and TWC. The intent of the data exchange was to improve the validity of the information on the DFPS service authorization that was being manually entered in the TWC system. Design also focused on improving compatibility between the DFPS Service Authorization and the information stored in the TWC system. TWC withdrew from the automated data exchange before September 2012 due to lack of IT resources and other priorities. DFPS also deferred action on Phase II due to other priorities. May 2013 – DFPS held a kick-off meeting for Phase II with a goal of creating an interagency automated data exchange between DFPS and TWC. DFPS and TWC staff met between May and late July, when TWC withdrew from the project stating they did not have the IT resources needed to go forward with the design. The goals for the design meetings were to create processes to ensure data integrity between IMPACT and the Texas Workforce Commission system, to support TWC information needs relative to the data collected and sent in the Day Care Service Authorization and to improve operational efficiency for CPS regional day care coordinators in regards to the Day Care Service Authorization process. In addition, the data exchange would eliminate manual processes, paper service authorizations and duplication. After TWC withdrew from the project, DFPS proceeded with the planned design of modifications to IMPACT. The other part of Phase II of the day care automation project was to automate invoice validation and payments for day care in the IMPACT system. This portion of Phase II rolled out on October 28, 2013. Invoice actions included the following: • The monthly service report from TWC is pulled into IMPACT and stored in a table. • Matching the child/caregiver in the bill to a child/caregiver in an IMPACT day care service authorization. • Verifying a valid service authorization for the service month with enough unused units to pay the TWC line item. • Since the monthly service report is always year-to-date, the computer code finds line items in the new bill that were paid in a previous month. If the line item in the previous bill was modified, the original payment is reversed and if the new line item passes edits, it is paid. 2010-2014 Final Report and CAPTA Update Page 201 of 381 • Payment data is created and stored in IMPACT. Line items rejected during the verification process are sent to TWC in a day care rejected report on a monthly basis. DFPS staff also works on the rejected report and may correct data in the IMPACT application if it was incorrect in order for the line item to pay in the following month. The most significant changes to validation logic in the October 2013 rollout were the addition of a caregiver match requirement and the subtraction of the paid units from the authorized units in a service authorization possibly resulting in nonpayment of a line item when there are not enough units remaining in the service authorization. Previous validation logic used the actual date of termination plus five units to determine the maximum number of units that would be paid in the month the service authorization was terminated. All day care payment processing information is now stored in IMPACT. IMPACT users are able to see paid days for each child and selected users can view the TWC invoice and day care payments. Storage of day care payment data in IMPACT will improve data collection and reporting capacity. DFPS will have the ability to track expenditures at the client level and strategy level. Texas Workforce Commission’s Child Care Attendance Automation Service (CCAA) The FY 2013 DFPS/TWC contract stipulated that TWC would grant DFPS staff access to the Child Care Attendance Automation Service when it became available. Although the contract still requires that the child care service contractors notify the regional day care coordinators when a child is absent for the initial three day of enrollment, it did not require the child care service contractor to notify DFPS when a child was absent for five or more consecutive days. Texas Workforce Commission and DFPS IT teams created a portal that allowed DFPS staff to log on to the TWC Child Care Attendance Automation Service database and in May 2013, DFPS staff had access to CPS three-day and five-day absence reports from the CCAA application. The intent of the reports was to assist DFPS in monitoring usage of day dare and to initiate possible termination of day care if it is unused. In addition, absence reporting was to allow DFPS to notify caseworkers when protective day care children have missed five or more consecutive days of attendance. The Absence Reports were created in PDF format, and therefore could not be manipulated by DFPS in order to enhance usability. In addition, the DFPS Person ID is not on the report, requiring the user to do a person search in IMPACT to find the child, the service authorization and the caseworker. After training of the Regional Day Care Coordinators in October 2013, Region 4 agreed to test the pilot process of looking up children on the absence report, notifying caseworkers of the absences and logging the results of the notification and the amount of time it took to process the five-day absence report on a weekly basis. Early feedback indicated that the amount of time required to 2010-2014 Final Report and CAPTA Update Page 202 of 381 work one absence report was in excess of 12 hours. The goal for the DFPS usage of TWC CCAA absence data is to automate notification to caseworkers when children are absent from day care for five days. This automation is currently in development and is planned to be rolled out by the end of 2014. Objective 3.2: Develop methods to target resources and services to children and families who need them the most. Strategy 3.2c: Examine Family Based Safety Services case data to determine gaps in access to services and resources. Since December 2010, a Family Based Safety Services subject matter expert has been reviewing any cases that appear to have inactive service delivery. The goal of identifying these cases is to help field staff address backlogged documentation, pending case closures, staff stuck cases, and compliance with face-to-face contacts and services plans. Significant progress has been made to reduce the number of cases with inactive service delivery, now only requiring quarterly review. During FY 2012, Family Based Safety Services staff began a process to review how data is captured and to create data reports to ensure accuracy and compliance. From this information, specific data reports were edited for ease of use by staff. Training regarding data-driven decision-making has been incorporated into training for supervisors so that they can address gaps in their area. A Family Based Safety Services Data Warehouse Guide was created to guide staff on how to use Data Warehouse to improve quality of service delivery and identify key areas for ongoing training. This guide was completed and shared with staff February 2011. An analysis of Family Based Safety Services has been completed and shared with staff. This analysis helped staff gain a better understanding of the changing demographics of the families served, and ascertain if there are certain types of families for whom Family Based Safety Services have better success as measured by fewer removals of children from their homes and less recurrence of substantiated abuse and neglect after the close of Family Based Safety Services. The most predictive parent characteristics of a removal were substance abuse, having four or more children, and being in the lowest income category. The most predictive parent characteristics for recurrence were financial difficulties or receipt of public assistance and having four or more children. In addition, an analysis of disproportionality in Family Based Safety Services was conducted to look at whether there are racial/ethnic disparities in the receipt of Family Based Safety Services versus closing a case or removing a child. 2010-2014 Final Report and CAPTA Update Page 203 of 381 Disproportionality and research staff are continuing to analyze data over multiple years to determine recommendations, actions and reasons for disparities of service delivery and removals. Foster Care Redesign – This project’s main purpose is to improve outcomes for children in Texas foster care through the creation of a new system to procure and pay providers who deliver a full range of locally available, least restrictive, and culturally sensitive foster and residential care. This will impact Family Based Safety Services through service provider access as well as ongoing support with family reunification cases by having providers and placement of children close to their home. The Family Based Safety Services Statewide Workgroup continues to meet every other month to address gaps and develop action plans to address identified needs. Objective 3.3: Develop and support improvement in the CPS program through automation enhancements and quality assurance. Strategy 3.3b: Develop and support opportunities for federal and private funding to enhance and pilot innovative practices. During the past five years, and in particular the past two, DFPS has steadily focused more time and resources to identify federal and private funding, to work with external partners requesting support in their grant applications, and to apply as the lead applicant for grants. Starting in FY 2009, the Policy Analysis & Evaluation identified 10 funding opportunities for which the agency was eligible to apply. In FY 2013, this number was 29. The 2014 grant season is now underway (Jan.-Sept) and six funding opportunities have been identified so far. Beginning in FY 2011, DFPS has collaborated with external partners to apply for grants, by providing either a letter of support or letter of commitment. The letter or commitment means dedicating significant resources from DFPS in terms of staff time or data and may include a transfer of funds. External partners include nonprofits organizations, service providers, and public and private universities. In FY 2011, four letters of commitment were requested and one letter of support. In FY 2012, DFPS wrote 23 letters of support and nine letters of commitment. In FY 2013, the agency provided 32 letters of support and five letters of commitment. So far in FY 2014, DFPS has provided 18 letters of support and two letters of commitment. DFPS has also applied as the lead applicant and been awarded several grants during the past five years. DFPS was awarded a five-year Diligent Recruitment of Foster Families in 2010; a Family Connection Grants: Using Family Group Decision-Making to Build Protective Factors for Children and Families in 2011; and a Children's Justice Act grant in 2012. In FY 2014, the agency applied for a new CJA grant, which will be announced in summer 2014. 2010-2014 Final Report and CAPTA Update Page 204 of 381 Beginning in FY 2012, the Commissioner directed DFPS to institute new grant development procedures with federal funds as the lead. Each division now has a grant representative to their program area. A Policy Analysis & Evaluation team member is designated as the CPS grant representative. New processes for processing external requests to provide letters of support or letters of commitment were also developed at to more effectively collaborate with community partners. In FY 2014, the DFPS Commissioner directed all divisions to be more proactive in identifying and applying for grants in their divisions and committed staff resources to assist with grant writing. The current grant season now underway (Jan.-Sept. 2014) should result in a number of applications with CPS as the lead. CPS Program will need additional support to write grants; they must provide project narratives and logic models for the applications. Policy Analysis & Evaluation is developing workshops for CPS staff to train them on basic logic model writing. The CPS grant representative facilitates grant development for program and maintains timelines; this will entail many staff hours for the anticipated number of grants CPS applies for in FY 2014. If awarded grants in FFY 2015, CPS program must invest considerable staff time to manage grants. Objective 3.4: Reduce the number of children in Permanent Managing Conservatorship without Termination of Parental Rights through collaboration with the Supreme Court Permanent Commission on Children Youth and Families, the judiciary and research entities. Strategy 3.4a: Develop a method for sharing quarterly data for courts by county. DFPS has another strategy with supporting collaborative roundtables which includes data development if needed (see Strategy 3.4b). The Office of Court Administration now has a database in place to gather data. Strategy 3.4b: Collaborate with Judicial stakeholders to utilize Roundtables with the Judiciary, Legal Stakeholders and CPS with the topic of reducing barriers to permanency. DFPS collaborated with the Texas Children's Commission to convene the following Roundtables to engage Judicial, Legal and CPS stakeholders to reduce barriers to permanency: • Roundtable on Permanency, February 18, 2010: This roundtable was convened by the Texas Children's Commission and DFPS and focused on improving the ability of the judiciary to use DFPS data in a meaningful way to assess how its decision affect outcomes for families and children involved in Child Protective Services (CPS) cases. This Roundtable evolved from findings in the federal Child and Family Services Review of March 2008, which noted that Texas could improve its child protection and judicial permanency practices. Participants 2010-2014 Final Report and CAPTA Update Page 205 of 381 discussed data related to children in Temporary Managing Conservatorship (TMC) and Permanent Managing Conservatorship (PMC) to examine processes related to timeliness and reunification; exits to adoption and relative PMC; the status of children in PMC with a Termination of Parental Rights (TPR) and children in PMC without TPR; and the status of children who will age out of care. The participants in the Roundtable focused on ways for DFPS and the judiciary to share data to improve permanency outcomes for children in CPS. • Roundtable on Notice and Engagement, December 3, 2010: This roundtable was convened with the help of Casey Family Programs by the Children's Commission and DFPS to promote improvement in the practices related to the requirement of giving legal notice related to certain DFPS actions and the engagement efforts beyond the required notice that are intended to encourage participation and involvement in the court process to help children achieve permanency as quickly as possible. The roundtable reviewed the legal requirements and current practices and developed several solutions to improve the notice and engagement process that included changes to judicial and DFPS practice, court dockets, diligent search efforts, training and statutory revisions. • Roundtable on Psychotropic Medication and Texas Foster Care, July 6, 2012: This roundtable was convened by the Children's Commission and DFPS to examine how judges, the child welfare agency and other advocates and interested persons could work together to further decrease the use of psychotropic medication by Texas' foster youth. The roundtable included a detailed discussion of the Texas Psychotropic Medication Utilization Parameters for Foster Children, as well as statutes, policies and practices surrounding the use of psychotropic medications. Recommendations included improvements to the medical consent process; including foster youth and biological parents whose rights have not been terminated in decision making as appropriate; ensuring that the youth's transition plan includes education related to managing psychotropic medication after exiting foster care; enhancing the Parameters with increased emphasis on psychosocial assessment, non-pharmacological interventions, monitoring and required medical follow-up; and augmenting the attorney ad litem or guardian ad litem oversight process. Many of the recommendations became part of Texas House Bill 915 passed by the Texas Legislature in 2013. This roundtable was focused on a well-being area for children in care, which also has impact on their permanency outcomes. • Roundtable on Family Visitation in Child Protective Services Cases, March 1, 2013: This roundtable was convened by the Children's Commission and DFPS with the help of Casey Family Programs to bring together judges, DFPS and CPS staff, Court Appointed Special Advocates, prosecutors, attorneys, former foster youth, foster parents, biological parents and parent advocates involved in CPS cases. The focus of the roundtable was to focus in the importance of visits between parents and the children who have been removed from their care and 2010-2014 Final Report and CAPTA Update Page 206 of 381 the individualized needs of children and families. The participants reviewed best practices, policy and research related to visitation. The roundtable discussed improvements to policy and practice that supports visitation as essential for a child's well-being and is fundamental to permanency, even when reunification is not likely. Recommendations included a family visitation plan that is unique for every family and written in collaboration with the family and supporting regular, frequent and meaningful visitation in a home-like environment with appropriate supervision. Strategy 3.5: Embed continuous improvement efforts throughout CPS. DFPS understands the need for a robust Continuous Quality Improvement process. Child Protective Services has many components of a Continuous Quality Improvement system and continues to work toward strengthening all of the essential components of a Continuous Quality Improvement system. Efforts to improve the CFSR qualitative reviews and use of the findings are ongoing, as are efforts to improve the quality assurance process in place in Investigations. A CPS Performance Dashboard (previously referred to as the Data Placemat) is set for finalization in May 2014. Key findings and trends are being identified and shared with regional staff in a collaborative Continuous Quality Improvement problem-solving process. DFPS has a team of trained organizational effectiveness facilitators who have been working with regional and state office staff on developing plans to implement and monitor outcomes improvements. Continuous Quality Improvement has been established as one of the DFPS Commissioner's critical projects and deemed as being essential to the continued success of the agency. DFPS received technical assistance related to Continuous Quality Improvement from the National Resource Center for Organizational Improvement to assess the current state of Continuous Quality Improvement in Texas DFPS/CPS using the ACF Informational Memorandum on Continuous Quality Improvement as the template. DFPS staff met with ACF staff to review the elements of the ACF Informational Memorandum on Continuous Quality Improvement and to assess the current state of Continuous Quality Improvement in Texas DFPS/CPS and meetings are scheduled to continue this discussion. That technical assistance was closed out and continuing technical assistance support from Casey Family Programs is continuing as part of the DFPS Practice Model development which has its foundation in Continuous Quality Improvement as it aims to integrate key DFPS/CPS practice enhancements centered around Safety Decision Making, Trauma Informed Care, Alternative Response, Disproportionality, Permanency Roundtables, Diligent Recruitment and Foster Care Redesign. Texas was one of five states that participated in the National Managing with Data Roundtable in May and September 2013, which focused on Continuous Quality Improvement. 2010-2014 Final Report and CAPTA Update Page 207 of 381 Objective 3.6: Improve work with incarcerated parents involved with CPS. Strategy 3.6a: Provide support and resources to incarcerated parents involved with CPS. On January 2, 2012, a comprehensive Incarcerated Parent Policy was released to CPS staff. The purpose of the policy is to provide staff with information and resources related to working with incarcerated parents. CPS values the role of parents in a child’s life regardless of whether they are incarcerated or not. Generally, incarcerated parents are afforded the same rights and duties as parents who are not incarcerated. The Incarcerated Parents policy was released to CPS staff on January 2, 2012. The policy is now included in Basic Skills Development training. Strategy 3.6b: Utilize interagency involvement to improve work with incarcerated parents involved with CPS. In the past five years, the Fatherhood program specialist has collaborated with other agencies and stakeholders to improve services provided to our incarcerated population. • The Fatherhood program specialist worked on different aspects of improving services to incarcerated parents and their children and families over the past five years. A workgroup was formed to tackle the many aspects of the issue, such as policy and best practices. The workgroup is made up of CPS staff and external agency staff such as representatives from the Texas Department of Criminal Justice, Travis County Sherriff Office, Texas Attorney General Office, and Court Appointed Special Advocates. In addition to getting the perspectives of CPS staff and external stakeholders, input was collected to ensure the voice of the youth and parents were heard. • The primary focus of the workgroup is enhancing CPS policy and best practices. A major concern expressed by workgroup members as well as the youth and parents was the perception and stigma associated with incarceration, which at times is magnified in other systems that directly impacts CPS families such as housing and employment. Part of the work involved with looking at the policies we currently have is researching what other states are doing when it comes to working with incarcerated parents, their children and families. The fatherhood specialist consulted with the American Bar Association, which shared CPS policies from other states that are viewed as comprehensive in addressing the issue of incarceration. As a result of the workgroup, the fatherhood specialist wrote a comprehensive policy to guide our staff on better serving incarcerated parents, their children and families, which could lead to permanency and wellbeing for children of incarcerated parents. 2010-2014 Final Report and CAPTA Update Page 208 of 381 Strategy 3.6c: Develop statewide policy that is specific and clear for working with incarcerated parents. The Incarcerated Parent Policy was created through shared collaborations from various partners and resources. Input was sought from the State Parent Collaboration Group, Statewide Youth Leadership Group, CPS subject matter experts, and some external partners, such as the Office of Attorney General, Texas Probation Department, Court Appointed Special Advocates, and the American Bar Association. The Incarcerated Parent policy includes input from the Massachusetts, Missouri, Oklahoma, and the District of Columbia child welfare systems. The Fatherhood Specialist solicited input from the state Parent Collaboration Group on June 2009 and February 2011 to complete the Incarcerated Parent Policy. Goal 4: Strengthen coordination and collaboration with external stakeholders. Objective 4.1: Provide enhanced opportunities for citizens to play an integral role in ensuring that Texas meets its mandate of protecting children from abuse and neglect. Strategy 4.1a: Implement changes to the current review and disclosure process of abuse and neglect related child fatalities to comply with the new federal legislation (Child Abuse Prevention and Treatment Act, Part1). Child Fatality Release of Information Form 2059a-b was created in the Fall of FY 2010 to capture the information concerning all Texas child fatalities in which an abuse/neglect investigation has been initiated. A manual tracking system was developed to ensure that all data has been completed and accounted for in the process of the child fatality investigation. The CPS Child Fatality Initiative Data Committee was created to consider the development of a specific child death page in the DFPS automated case management system, Information Management Protecting Adults and Children in Texas (IMPACT). In conjunction with the Management Reporting and Statistics system, the required information about child fatalities could be easily accessed upon request. The data collection would be automated, eliminating the need for manual tracking. The projected date for completion of this IMPACT revision is August 2012. The risk managers in each region have been designated to complete the Child Fatality Release of Information Form 2059a-b. The supervising regional program administrators for each risk manager have been designated to review all Forms 2059a-b. For those investigations in which the child fatality is the result of abuse/neglect, the risk managers complete Form 2059b, the program administrators review the form for accuracy and then send the completed form to the designated lead child safety specialist for review. Once accuracy is confirmed, the lead child safety specialist sends the completed form to the DFPS State Office Open Records Attorney for release. 2010-2014 Final Report and CAPTA Update Page 209 of 381 The DFPS annual report and data book is currently accessible to the public on the DFPS website. The number of child fatalities related to abuse/neglect is listed for each fiscal year. Strategy 4.1b: Develop a process to incorporate stakeholder feedback from parents who have had prior involvement with CPS to assist the agency in improving policy and service delivery strategies through the Parent Collaboration Group. During FY 2010-2014, the Parent Collaboration Group has made tremendous progress and accomplishments. The statewide Parent Collaboration Group continues to meet on a quarterly basis. Some examples of the accomplishment of the Parent Collaboration Group include: • Development of brochures to parents, informing them of CPS and Early Childhood Intervention Services. • Creation and revision of a Parent Collaboration Group video/DVD of Parent Liaisons and Regional Liaisons that is shown statewide to CPS staff and is part of Basic Skills Development curriculum. • Multiple policy enhancements. • Parents and CPS Liaisons to the Parent Collaboration Group have provided many training opportunities for CPS staff. • A clear message, sent to staff and parents, regarding the value of the parent voice. • Provision of information on the CPS system to parents. • Development of a good parent representative profile. • Father participation on the Parent Collaboration Group. • Development of a protocol for parent and CPS Liaison to assist with leading the local Parent Support Group Meetings. • Establishing in all 11 regions of Parent Support Groups to assist parents with open CPS cases in understanding the CPS system, provide a supportive setting for parents to hear from a parent who has successfully navigated the CPS system and provide a forum in which to ask questions. • Parent Liaison in Region 8 developed a PowerPoint for Parent Support Groups. • Participated at the Psychoactive Medication Round Table hosted by The Children's Commission. • Parent Liaison in Region 8 participated at the Parent Attorney Leadership Conference hosted by The Children's Commission. • Parent panel at the Texas Permanency Summit, an interdisciplinary educational conference hosted by the Texas Children's Justice Act. • Provided feedback to the Family Team Meeting/Family Group Conference survey. • Participated at the Visitation Roundtable hosted by The Children's Commission. 2010-2014 Final Report and CAPTA Update Page 210 of 381 • • • • • • • • • • • Participated at the Relative Notification Roundtable hosted by The Children's Commission. Parental input on the Child Safety Evaluation Plan. Parental input on the Visitation Plan. Parental input on the Child Family Safety Review. Parent Liaison in Region 5 participated at the Child Welfare Conference Strengthening Children and Family Connections through Trauma Informed Practice. Participated at the Implicit Bias Conference hosted by The Children's Commission. Advocacy training provided by One Voice: A Collaborative for Health and Human Services. Parent Liaisons in regions 1, 4 and 5 met with their state representatives at the State Capitol. Partnership with Casey Family Program to develop Powerful Families initiative. Community presentation on Innovative Tools for Achieving Permanency. Parental participation in relevant State Office workgroups. Strategy 4.1c: Explore improved integration of the parent's voice in the placement needs of their children in foster care. During FY 2010-2014, the statewide Parent Collaboration Group has instituted the Parent Collaboration Group Advisory Model throughout the state. Benefits of Parent Support Groups are to provide hope, support, empowerment and encouragement. Parent Support Groups also create opportunities for parents who are currently involved with CPS to share their thoughts and concerns which can result in improvement with policy and practice for children and families. Strategy 4.1d: Develop a process to incorporate stakeholder feedback from youth who have had involvement with Child Protective Services to assist DFPS in improving policy and service delivery strategies through the Youth Leadership Council. Youth and alumni meet on a quarterly basis to address issues, provide input and recommendations on program development and implementation for improving services to youth aging out of care. During this period the Statewide Youth Leadership Council provided input and feedback in the following areas: • Fostering Connections. • National Youth in Transition Database. • Court and Attorney Ad Litem experience. • Statewide conference themes • Incarcerated parents 2010-2014 Final Report and CAPTA Update Page 211 of 381 • • • • • • • • • • • Parents as a mentor to youth Foster Care Redesign Initiative ACCESS Granted-The Texas Foster Care Handbook Circles of Support surveys Extended Foster Care and Supervised Independent Living programs; Logo and brochure content for Foster Care Redesign and Extended Foster Care; Youth in Action Day at the Capitol Creating the Placement-Exit Survey Normalcy and permanency issues Aging-Out Seminars Statewide teen and college conference themes CPS receives input from youth and young adults on policy and program enhancements in areas such as: • An increased understanding of the importance of Circles of Support. • The expansion and promotion of Transition Centers and the ability to access services in a centralized location and "having a place of their own." • The Transition Plan reform as proposed by the House Bill (HB) 1912 (81st Legislative Session) subcommittee workgroup. • Input on the development of the Transitional Living Services Plan as required by HB 1912 of the 81st Texas Legislative Session. • Allowing for more normalcy activities for youth while in placement and examples of those normalcy activities. • Development and promotion of Advocacy and Strategic Sharing training to provide foster youth the skills training needed to feel empowered and to support youth to become an active participant in the decision making process at all levels. • Creating the Placement-Exit Survey to serve as a source of foster care placement feedback for children and youth to provide feedback in areas for improvement in foster care placements. Random annual surveys were conducted on DFPS youth at least 14 years old and older receiving substitute care services. This was a requirement by Senate Bill 6 (79th Legislative Session in 2005). Survey information included the quality of substitute care services and programs, the youth's recommendations for improvements, and other information DPFS considered relevant to program enhancement. Data obtained from the youth were grouped into four categories: 1. Employment, financial, and educational information. 2. Resources, family and health information. 3. Adoption process. 4. Services and training. The last surveys were conducted in 2010 and the report is available at: Annual Youth Survey Report. In 2010, the National Youth in Transition Database (NYTD) replaced the annual state survey. NYTD is a federally mandated data collection system created to 2010-2014 Final Report and CAPTA Update Page 212 of 381 track independent living services and the states successes in preparing youth who are in substitute care when they were age 17 with follow-up surveys of some of these same youth at age 19 and again at age 21. Data collection began October 1, 2010 and is ongoing. A Circles of Support survey was created through collaborations with Youth Leadership Councils in April 2012. The Circles of Support Satisfaction Survey was used to voluntarily obtain feedback from Circles of Support participants directly after each conference. The questions in the survey focused on facilitation and coordination of the conference, the conference processes, the resulting transition plan, as well as follow through associated with the Transition Plan. Objective 4.2: Develop and implement methods to support coordination and collaboration among the existing social service agencies, organizations and reform initiatives. Strategy 4.2a: Support locally based projects that enhance resources and services for families and children through interagency collaboration that strengthens the community’s responsibility to support families and prevent abuse and neglect of children and youth. Over the past five years, CPS has made a concerted effort to better support local-based projects that enhance the resources and services provided to families through interagency collaborations the help to prevent child abuse. • To reinforce the value of our community stakeholders the CPS state office Investigations staff meets regularly with key staff of the state Children Advocacy Centers of Texas regarding policies, procedure and training issues that affect CPS and Children Advocacy Centers of Texas operations statewide. They also meet at least semi-annually with the Children Advocacy Centers of Texas executive director. CPS regional staff serves on local Child Advocacy Center boards and attend regional multi-disciplinary team meetings. • One forum to ensure the youth voice heard is through the Youth Leadership Councils, which meet on a regular basis at times most convenient to the youth. The statewide Youth Leadership Council is represented by two members of each regional Youth Leadership Council. This group meets on a quarterly basis. CPS staff provides technical assistance to the regional Youth Leadership Councils. Youth specialists (alumni of foster care) and their supervisors play a key role in assisting with the development and support of local youth leadership councils. Youth specialists in all regions also serve to help strengthen the casework provided by CPS by informing policy and practice. • In addition to coordinating and facilitating the Statewide Parent Collaboration Group, the CPS Parent Program specialist and the Fatherhood program specialist assists all regions as necessary to continue to enhance regional Parent 2010-2014 Final Report and CAPTA Update Page 213 of 381 Collaboration Group activities. Community engagement staff works with their regional parent liaison. The specialists are coordinating the Parent Partners Project activities in Regions 3 and 10. The Parent Partners will work closely with local CPS office and the respective Universities (UT-El Paso and Texas Women University) for coordination services to parents currently involved with CPS. Each Parent Partner mentors have first-hand experience with success in child welfare systems. They clearly understand the value of getting information in a timely manner, the need for support and advocacy to parents who children are in the child welfare system. The expected benefits from project are children will return to safety and permanency quicker with earlier intervention and the guidance of a Parent Partner. • The State Office and regional community engagement staff work with state and regional youth specialists and with the Parent Collaboration Group coordinators in each region to provide logistical and technical support in the area of community outreach, resources, and youth initiatives in order to tailor them to individual community and population needs, thus increasing the existing support structures resulting in positive and sustainable outcomes. Community engagement staff work closely with Youth Specialists and Preparation for Adult Living staff to facilitate resources from community groups, child welfare boards, and community partner boards to support activities resulting in positive outcomes, i.e., assisting with resources for the regional teen conferences. • CPS is involved in a pilot project that involves creating a Family Based Safety Service domestic violence unit in Region 8 Bexar County. CPS and members from the Texas Council on Family Violence meet regularly to pursue a common goal of providing better service to families impacted by domestic violence. To further the ongoing collaborative efforts between CPS and domestic violence providers, the 82nd Texas Legislature passed SB 434 that created a domestic violence multi-disciplinary task force. The task force was charged with: o Assessing best practices for cases involving domestic violence and child abuse/neglect. o Reviewing policies and practices for the domestic violence and CPS systems. o Making recommendations to enhance both the CPS system and domestic violence service provider system. Recommendations from the task force have led CPS and domestic violence providers to review policy and practice and to create the FBSS domestic violence unit. The FBSS domestic violence unit accepts FBSS cases that have both child abuse/neglect and domestic violence and meet established criteria. CPS will evaluate the results in terms of enhanced safety for children, adult domestic violence victims, and CPS caseworkers. • Strategy 4.2c: Collaborate on a state and regional level with other state agencies, including Health and Human Services Commission, Department of State Health 2010-2014 Final Report and CAPTA Update Page 214 of 381 Services, Department of Aging and Disability Services and Health and Human Services Commission contactors providing Medicaid and Medicaid Managed Care to improve: • Continuity of care for children entering and leaving foster care. • Access to needed medical and behavioral health care for all children served by CPS. • The percentage of children in DFPS conservatorship who receive preventative health care according to DFPS policy and Texas Health Steps Early and Periodic Screening Diagnosis and Treatment periodicity requirements. During FY 2010-2013, 11 regional and the State Office Foster Care Regional Coordination Teams met quarterly across the state to better coordinate health care services, including STAR Health, for children in foster care and other forms of DFPS conservatorship. Both the regional and State Office teams included representatives from DFPS, Health and Human Services Commission, Department of State Health Services, and the Texas Health Steps Outreach and Informing contractor for Health and Human Services Commission. Team members in some regional areas also participated in planned presentations and trainings for the purpose of improving access to medical services to children served by DFPS. These presentations and trainings provided additional information to DFPS staff, residential contract providers and substitute caregivers. An example of one initiative to improve healthcare information for youth leaving foster care includes regional collaboration with DFPS and the Texas Health Steps Outreach and Informing contractor for Health and Human Services Commission planning and conducting workshops and presentations for youth through the Preparation for Adult Living program and contracted transition centers. These teams are being reorganized to broaden the scope and include other stakeholders and partner agencies. DFPS continues to work with the Health and Human Services Commission on the dayto-day processes related to the provision of health care services through STAR Health, the Medicaid Managed Care Plan which establishes a Medical Home for Children in Foster Care and other forms of DFPS conservatorship. The continuity of care for children continues to improve and procedures are in place, through the combined efforts of DFPS staff, Health and Human Services Commission staff, and STAR Health staff to address any identified barrier to a child receiving services without delay. Other accomplishments, in response to enactment of House Bill 915 of the 83rd Texas Legislature, effective September 1, 2013, include Medical Consent training, which was updated for the first time since 2006 and revised to incorporate information about trauma informed care, informed consent for psychotropic medications and the appropriate use of non-pharmacological interventions. The training continues to include information and handouts about Texas Health Steps. Beginning in FY 2014, this Medical Consent training was made available to all CPS staff and caregivers who are 2010-2014 Final Report and CAPTA Update Page 215 of 381 medical consenters through online training and handouts, and is now required annually for all medical consenters. DFPS also created a medical consenter email address to receive questions about medical consent from staff and stakeholders. DFPS continues to produce and monitor monthly reports on compliance with Texas Health Steps and is working with the HHSC on reporting regarding the compliance with Texas Health Steps periodicity requirements for medical and dental checkups for children in DFPS conservatorship through age 17, including children enrolled in STAR Health. This is the same report that was used in previous years to report compliance with Texas Health Steps periodicity requirements to plaintiffs in the Frew et al. versus Janek et al. Consent Decree. DFPS learned that changes were needed in reporting data in order to outreach to child placing agencies to improve compliance with 30-day check-ups for children entering DFPS conservatorship. In FY 2014, DFPS, HHSC and STAR Health plan to collaborate to review trends in compliance with Texas Health Steps among child placing agencies. DFPS continues to use various methods, developed in collaboration with stakeholders, to improve the number of young people who receive their Texas Health Steps Early and Periodic Screening, Diagnosis and Treatment medical and dental checkups according to the Texas Health Steps Periodicity Schedule. The CPS Medical Service team developed and delivered a required training addressing Texas Health Steps requirements to front line staff who work with conservatorship cases. Additionally, STAR Health offers a similar training for foster parents and residential providers. STAR Health developed a Kinship Outreach Team that contacts kinship caregivers to explain STAR Health services, Texas Health Steps requirements, and helps them set up Texas Health Steps appointments. Texas Health Steps requirements are also included in the general Medical Consent training. DFPS Medical Services staff continue to work with Health and Human Services Commission and STAR Health staff to develop and implement presentations to improve overall knowledge of the Medicaid benefits for children in DFPS conservatorship through STAR Health and other Medicaid related programs. DFPS well-being specialists coordinate with STAR Health representatives to provide STAR Health training for DFPS staff at the regional level and STAR Health training, Medical Consent and Trauma Informed Care Training is incorporated in Basic Skills Development training for new caseworkers. Additionally, DFPS collaborates with STAR Health and other stakeholders to provide informational booths at the annual Texas Teen Conference attended by youth in DFPS conservatorship and young adults who have aged out of foster care and are receiving STAR Health Medicaid benefits. Objective 4.3: Coordinate with the juvenile justice system to improve the delivery of services to youth in the conservatorship of DFPS who are in the care or supervision of those programs. 2010-2014 Final Report and CAPTA Update Page 216 of 381 Strategy 4.3a: Ensure that youth in DFPS conservatorship youth in the care or supervision of the Texas Youth Commission (Texas Juvenile Justice Department, effective December 1, 2011) or county Juvenile Probation programs can be accurately identified in the DFPS automation system. During this five-year period, data elements were added to the DFPS automation system so that staff could indicate if a youth was involved with either the local/county juvenile probation department or with the Texas Juvenile Justice Department. Person Identifiers were added to the DFPS automation system so that during monthly two-way data exchanges with the Texas Juvenile Justice Department, DFPS could capture the Texas Youth Commission identification number and the state identification number that is assigned to law enforcement cases by the Texas Department of Public Safety. A Project Concept Proposal was initiated to add additional data elements to the DFPS automation system regarding juvenile justice issues so that more items could be tracked and used in reports. However, this is on hold, pending prioritization based on available funds. Strategy 4.3b: Use a monthly electronic interface process with the Texas Youth Commission (Texas Juvenile Justice Department, effective December 1, 2011) to confirm information about dual custody youth. DFPS and the Texas Youth Commission began a monthly electronic data exchange in October 2009 to determine which youth are active in both systems and to provide information that can be added to either system as needed. Each month, following the exchange of data, reports are generated for each agency designated staff confirming which youth are active in both systems. Staff can then use these reports to update their automation systems accordingly. The numbers from the reports have proven accurate over time. Besides providing information about the assigned worker/supervisors and their contact information, these reports have provided DFPS and the Texas Juvenile Justice Department, sufficient details to address problem situations that have developed on the youth involved with both systems. The reports have also helped both agencies plan for allocation of resources to ensure service delivery. Strategy 4.3c: Utilize a CPS regional management liaison to oversee and coordinate Texas Youth Commission (Texas Juvenile Justice Department, effective December 1, 2011) issues in the region, with the CPS state office liaison, and with the Texas Youth Commission (Texas Juvenile Justice Department, effective December 1, 2011) state office liaison. 2010-2014 Final Report and CAPTA Update Page 217 of 381 In 2008, a CPS program specialist in State Office began coordinating issues with a counterpart at the Texas Youth Commission. Following this, CPS involved regional liaisons to assist in this effort. In February 2010, the CPS liaison responsibility was broadened to include local/county juvenile probation department issues and their title was changed to CPS regional juvenile justice liaisons. In 2011, the Texas Youth Commission was merged with the Texas Juvenile Probation Commission into the new Texas Juvenile Justice Department. Today, the CPS regional juvenile justice liaisons are responsible for: • Working with DFPS state headquarters to address questions, issues, and concerns raised in the regions by CPS, Texas Juvenile Justice Department, or local / county juvenile probation departments. • Reviewing monthly reports in Information Management Protecting Adults and Children in Texas (IMPACT) and forwarding information from those reports to caseworkers. • Ensuring that caseworkers maintain accurate information in IMPACT about CPS children adjudicated to the Texas Juvenile Justice Department or to local/county juvenile probation departments. • The quarterly conference calls with the CPS juvenile justice liaisons allow for sharing of information between regions and between DFPS and the Texas Juvenile Justice Department. It also allows for the identification and resolution of issues and problems. While it is not possible to have representatives on the call from all the local/county juvenile probation departments, one of the Texas Juvenile Justice Department participants, who works with the 168 or so local/county JPDs, helps represent those issues/concerns. Strategy 4.3d: Hold periodic meetings between DFPS and Texas Youth Commission (Texas Juvenile Justice Department, effective December 1, 2011) management staff to ensure that agreements, resources and processes for interagency efforts are in place and are updated as needed. In 2008 and 2009, DFPS, the Texas Youth Commission and the Children's Commission and Advocacy, Inc. met to develop ways that DFPS and the Texas Youth Commission could better coordinate services. Legislation was passed in 2009 that required the two agencies to coordinate service planning and to develop a memorandum of understanding that would be adopted into rule by both agencies. Advocacy, Inc. became Disability Rights Texas and secured a grant to have two attorneys assigned as Attorneys Ad Litem for some CPS youth in Texas Juvenile Justice Department custody or supervision and state-assisted living centers as needed or requested. This representation has helped CPS youth obtain some services quicker. DFPS, the Texas Youth Commission, Disability Rights Texas and the Children's Commission continued to meet to discuss issues. In 2011, the Texas Youth 2010-2014 Final Report and CAPTA Update Page 218 of 381 Commission and the Texas Juvenile Probation Commission were combined into a new agency, the Texas Juvenile Justice Department. In 2013, DFPS CPS management met with Texas Juvenile Justice Department management in February, April, and November to review procedures and make adjustments. A follow-up meeting is planned in April 2014. Objective 4.4: Develop and strengthen partnerships to enhance, improve and expand transition center (“one-stop”) programs and services for eligible youth in substitute care and those youth who have aged out of substitute care. Strategy 4.4a: Through interagency collaboration and community partnerships, support locally based youth transition center (“one-stop”) initiatives that expand resources and services for youth ages sixteen to 25 who are currently or were formerly in substitute care. Transition Centers provide a central clearinghouse of one-stop services to serve the diverse needs of current and former foster youth, homeless youth, or other at-risk youth. Services may include employment assistance, educational support, access and referrals to community partners and resources and various transitional living services such as Preparation for Adult Living classes, food and housing assistance, and substance abuse/mental health counseling. Transition Centers also provide co-location opportunities for partners such as local Workforce Solutions offices and colleges and universities to jointly serve the diverse needs to youth and young adults in one location. In 2009, the Texas Legislature appropriated $200,000 in one-time funds to DFPS to help expand Transition Centers in eight Texas communities. The sites for these new Transition Centers were identified in order to provide a consistent baseline of services to youth aging out of care or for older youth in areas of the state where Transition Centers were not available. Beginning in June 2010, DFPS entered into six contracts with three different organizations in the amount of $25,000 of one-time seed money to develop youth transition centers in Fort Worth, San Angelo, Tyler, McAllen, Lubbock, and Abilene. During the contracted period, Transition Centers served a total of 217 youth. On October 2010, Texans Care for Children and the Texas Network of Youth Services (TNOYS) convened representatives from all of the Transition Centers in San Antonio to develop a statewide approach, shared across systems, for delivering comprehensive, one-stop services to youth transitioning from adulthood. his opportunity allowed Transition Center operators to meet and strategize about key barriers and gaps in current systems that serve transitioning youth. In FY12, the Texas Workforce Commission (TWC) offered 13 Transition Centers $3,050,000 with a goal towards improving employment outcomes for foster youth and to help foster youth develop a comprehensive long-term career path. The Texas 2010-2014 Final Report and CAPTA Update Page 219 of 381 Workforce Commission, DFPS, and 13 Transition Centers met in October, 2011. TWC funds allow flexibility to serve young adults up to age 25. Primarily these funds are used to provide training for targeted employment opportunities through various local businesses and to hire a workforce advocate for each center. Some of the Transition Center operators are also DFPS contractors for the Preparation for Adult Living program. As of January 2014, there are 17 Transition Centers in Austin, Beaumont, Central Texas (Belton, Killeen and Temple), Corpus Christi, Dallas, El Paso, Houston, Kerrville, San Antonio, Fort Worth, San Angelo, Tyler, Longview, McAllen, Lubbock, Amarillo and Abilene. The Texas Workforce Commission continues to financially support Transition Centers with goals towards improving employment outcomes for foster youth and to help foster youth develop a comprehensive long-term career path. Funds are to provide training for targeted employment opportunities through various local businesses and to hire a workforce advocate for each center. Strategy 4.4b: Participate in the Let's Go to Work Initiative toward creating a living wage jobs program that is especially for the homeless and at-risk for homelessness, including youth aging out of foster care. A CPS Region 7 staff member attends these meetings since it pertains to an initiative relative to Travis County. For FY 2009, the task force: • Received a resolution with unanimous consent from the Austin City Council in support of the initiative and support for state and federal grants. • Completed and passed by-laws and completed an application to be a member organization under the Austin Community Foundation. This allows us to accept tax-exempt funds and act as a 501(c)(3) without becoming a 501(c)(3). • Began development of the specifics policies for the program. Goal 5: Statewide Placement Quality and Capacity will be strengthened to meet the needs of children and youth in foster care. Objective 5.1: Establish a new sustainable system that allows DFPS to purchase appropriate, least restrictive placement resources for children in their home communities. Strategy 5.1a: Establish a new model for procuring, contracting and paying for residential and foster care services. In October 2008, DFPS created a Texas Public Private Partnership. The Partnership is a collaborative endeavor among DFPS staff, private providers and judges. The group, assisting in improving communication and cooperation among public and private entities, was charged with assuming a major role in a comprehensive project to redesign the foster care system in 2010. The Partnership considered the input of 2010-2014 Final Report and CAPTA Update Page 220 of 381 numerous stakeholders, identified barriers, and submitted recommendations for addressing barriers to the DFPS Commissioner in December 2010. In order to improve safety, permanency, and well-being outcomes for children and youth in foster care, the Public Private Partnership adopted eight quality indicators to serve as a foundation for the new foster care system: 1. First and foremost, children are safe in their placements. 2. Children are placed in their home communities. 3. Children are appropriately served in the least restrictive environment that supports minimal moves for the child. 4. Connections to family and others important to the child are maintained. 5. Children are placed with siblings. 6. Services respect the child's culture. 7. To be fully prepared for successful adulthood, children and youth are provided opportunities, experiences and activities similar to those experienced by their non-foster care peers. 8. Children and youth are provided opportunities to participate in decisions that impact their lives. In addition to the quality indicators listed above, the Public Private Partnership outlined a foster care model that changes the way DFPS procures, contracts, and pays for foster care services as well as an enhanced coordination and service delivery model for families of the children in DFPS conservatorship. The model increases accountability and improves the availability, quality and coordination of services in the communities where services are needed. DFPS endorsed the recommendations of the Public Private Partnership and developed the January 2011 DFPS Foster Care Redesign Report, which outlines the model and a staged implementation plan for the new foster care system. Objective 5.2: Promote best practices and innovations in purchased service delivery. Strategy 5.2a: Establish partnerships and collaborative efforts among service providers to ensure continuity of care for a child or youth while receiving needed services. The DFPS Public Private Partnership was established and is comprised of foster youth alumni, members of the judiciary, foster care providers, advocates, provider associations, a member of DFPS Advisory Council, and DFPS executive staff. This group is co-led by the Assistant Commissioner for CPS and a private partner. The Public Private Partnership started its first major project in January 2010, serving as the guiding body for the Foster Care Redesign project. In December 2010, the Public Private Partnership reached consensus on recommendations for a redesigned foster 2010-2014 Final Report and CAPTA Update Page 221 of 381 care model in Texas, which changes the manner in which the state procures, contracts and pays for foster care and other purchased services. The Partnership's recommendations include moving to a Single Source Continuum Contract, which will be competitively procured in a designated geographic catchment area. The Single Source Continuum Contractor will be responsible for ensuring the full continuum of care in the designated catchment area, and will likely meet this need through the establishment of a network of providers. Goal 5: Statewide Placement Quality and Capacity will be strengthened to meet the needs of children and youth in foster care. Objective 5.3: Provide training for the foster care service system related to programs and services under the Chafee Foster Care Independence Program. Strategy 5.3: Offer workshops, conferences or other educational events for youth in care. The DFPS Preparation for Adult Living Program has offered both a statewide college conference and a statewide teen conference annually from 2010 to 2014. The college conference has been held at Texas A&M University for approximately 70 youth and their adult sponsors. The college conference offers two days of workshops, campus tours, and speakers related to motivating youth to attend college. Workshops include information on financial aid, what a college class is like, resident life and life skills. The teen conference was held from 2010 to 2012 at the University of Texas at Arlington and from 2013 to present at Texas Woman's University. The teen conference offers three days of workshops and speakers related to preparing youth for adult living. Workshops include information such as human trafficking, financial literacy, advocacy, employment, healthy relationships, nutrition and other topics. The DFPS Preparation for Adult Living Program has offered annual experiential camps of no less than four days and three nights for two sessions during spring break for Texas schools from 2010 to 2014. The DFPS Preparation for Adult Living Program has contracted with the Texas Network of Youth Services to provide these camps yearly for 40 youth and 20 adult sponsors during each of the two sessions. Through this camp, participants build confidence, learn team building skills and gain self-esteem. The camp experience consists of life skills related activities and events. Regional DFPS Preparation for Adult Living programs contract with providers to provide local conferences to help prepare youth for adult living. For example, Region 7 (Central Texas Area), contracted with the Texas Network of Youth Services to provide a conference for youth 16 years and older for the last several years. In 2014, they combined their regional conference with Aging-Out Seminar requirements. Approximately 40 to 50 youth and their caregivers participate. 2010-2014 Final Report and CAPTA Update Page 222 of 381 Regional DFPS Preparation for Adult Living staff, in coordination with Regional DFPS youth specialists, have provided Aging-Out Seminars since late 2012. Requirements for the seminars changed after the first year based on feedback from youth and staff. Aging-Out Seminars are now provided to youth age 17. Seminars offer an opportunity to enhance a youth's knowledge on DFPS Transitional Living Services, programs, benefits, resources and other relevant life skills. Seminars build upon a youth's knowledge and understanding of information provide in Preparation for Adult Living Life Skills Training classes. Aging-Out Seminar topics include: human trafficking, healthy relationships, self-advocacy, financial literacy, nutrition and transitional living services, resources and benefits. Goal 6: Develop and Implement the Texas 2012 Program Improvement Plan (PIP) in response to the 2012 Title IV-E Foster Care Eligibility Review conducted by the Administration for Children and Families (ACF). Objective 6.1: AFDC (Aid to Families with Dependent Children) Eligibility Criteria Strategy 6.1b: AFDC Income Assistance Unit/AFDC Certified Group A conference call was held on February 28, 2012 with Foster Care Eligibility Specialists and Supervisors where guidance was provided regarding the proper income considerations for the AFDC certified group used for the AFDC income tests. A memo was released to the Foster Care Eligibility supervisors on November 28, 2012, and provided guidance on the mandatory members of the AFDC certified group and proper income considerations of special household situations for the AFDC income tests. During the annual Title IV-E Eligibility training, Foster Care Eligibility specialists and supervisors were provided guidance on the mandatory members of the AFDC certified group and proper income considerations of special household situations for the AFDC income tests. The CPS Handbook was updated on May 31, 2013, to specifically include instructions on how parental income is counted when the parental income is disqualified due to the lack of United States citizenship or valid immigration status. The CPS Handbook also strengthens policy to remind staff to review the foster care application and supporting documentation for consistency regarding AFDC requirements. Strategy 6.1c: AFDC Home of Removal A conference call was held on February 28, 2012 with Foster Care Eligibility specialists and supervisors where guidance was provided regarding the "living with" and "removal from" requirements and the AFDC Home of Removal identification. 2010-2014 Final Report and CAPTA Update Page 223 of 381 A memo was released to the Foster Care Eligibility specialist and supervisors on November 28, 2012, that provided guidance on the mandatory members of the AFDC certified group and the proper income considerations of special household situations for the AFDC income tests. During the annual Title IV-E Eligibility Training, Foster Care Eligibility Specialists and Supervisors were provided guidance on the "living with" and "removal from" requirements and AFDC Home of Removal identification. The CPS Handbook was updated on May 31, 2013, to strengthen policy regarding the "Living With" and "Removal From" requirements and their linkage to the AFDC home of removal for Title IV-E Eligibility in the Child Protective Services Handbook. Objective 6.2: Safety Requirements Strategy 6.2a: Residential foster care facilities complete timely background checks for employees. In January 2013, a memo was distributed to CBCU staff that identified the strategies for ensuring timely background checks for residential foster care facilities and the expectations of the strategies. A letter was sent on May 25, 2012, from the DFPS Commissioner providing educational information to residential child care facilities regarding background check requirements and financial remedies related to failure to perform timely background checks. In September 2012, the Residential Child Care Contract language was updated to clarify the requirements related to background checks, including, but not limited to, the timeliness of initial and ongoing background checks. The contract language also clarified new DFPS remedies for a contractor's failure to comply with background check requirement, including, but not limited to, reimbursement to DFPS for disallowed costs as a result of an audit. In November 2012, a RCC monitoring tool was developed by the RCC Division to assist in monitoring background check compliance which evidences the enhanced monitoring protocols, procedures and tools that the Residential Child Care Contracts Division is using to enhance quality assurance for timeliness of background checks for contracted residential child care facilities. Strategy 6.2b: Child Placement Agency requirements related to timely background checks for foster parents In January 2013, a memo was distributed to staff that identified the strategies for ensuring timely background checks for residential foster care facilities and the expectations of the strategies. 2010-2014 Final Report and CAPTA Update Page 224 of 381 A letter was sent May 25, 2012, from the DFPS Commissioner providing educational information to residential child care facilities regarding background check requirements and financial remedies related to failure to perform timely background checks. In September 2012, the Residential Child Care Contract language was updated to clarify the requirements related to background checks, including, but not limited to, the timeliness of initial and ongoing background checks. The contract language also clarified new DFPS remedies for a contractor's failure to comply with background check requirement, including, but not limited to, reimbursement to DFPS for disallowed costs as a result of an audit. In November 2012, a RCC monitoring tool for developed by the RCC Division to assist in monitoring background check compliance which evidences the enhanced monitoring protocols, procedures and tools that the Residential Child Care Contracts (RCC) Division is using to enhance quality assurance for timeliness of background checks for contracted residential child care facilities. A Child Care Licensing Automated Support System (CLASS) System Investigation Request (SIR) was released May 20, 2013. When background check information for a caregiver or a new re-opened Agency Home is copied incorrectly, an alert message will display on the Add Agency Home report page in CLASS. Objective 6.3: Quality Assurance Strategy 6.3a: Title IV-E Case Monitoring On August 27, 2012 a CPS Federal and State Support/ Quality Assurance Program Specialist III was hired to assist with the Title IV-E Foster Care Quality Assurance Process. In January 2013, a written outline of the quality assurance process was shared with the Administration for Children and Families. Strategy 6.3b: Case Monitoring Outcomes A composite report was developed to track the quarterly quality assurance case monitoring results. As part of the quality assurance process the Federal/State Support unit will ensure underpayments and ineligible payments are corrected and removed from Title IV-E claims. Federal/State Support unit will provide additional training to foster care eligibility staff regarding recurring eligibility related errors identified during the quality assurance process. ►For the state child and family services program as a whole, respond to the following: 2010-2014 Final Report and CAPTA Update Page 225 of 381 Identify and describe which populations the state determined were at the greatest risk of child maltreatment during FYs 2011-2014, how the state identified these populations and how services were targeted to those populations (section 432(a)(10) of the Act). CPS has determined that children age 3 and younger whose families have been reported to the agency previously is the population at greatest risk of abuse and neglect. This determination was made based on review of fatality and recurrence data. The agency has employed a number of strategies designed to target this population as well as other children at risk: • CSS review of investigations for children 0-3 in multiple referral cases, • The 83rd Legislature increased funding for at-risk prevention programs for child abuse and neglect prevention with a $22 million allocation for the biennium that stipulates $3 million for the Statewide Network of Youth Services and the remaining funds for use on other at-risk prevention programs. • Project HOPES (Healthy Outcomes through Prevention and Early Support) targets families of children ages 0-5 who are at-risk for abuse and neglect in selected counties. Counties were selected based on indices of child abuse and neglect fatalities, drug use and arrests, teen pregnancy rates, and child poverty. • Project HIP (Helping through Intervention and Prevention) provides homevisiting services to a narrow set of high-risk families who have a newborn and who also have had parental rights terminated or a child die due to abuse or neglect in the previous two years or who are youth in DFPS conservatorship. The families with the previous CPS history are identified through monthly data-matching between the department and the state's registry of births. Beginning Jan, 2014 staff were asked to make quarterly unannounced home visits to all unverified kinship caregivers, where there are children in the home 3 years old and younger. These visits are to be made quarterly. • Developed enhanced assessments and communication plan with kinship caregivers to address child safety and safety threats in the home including passive safety threats such as swimming pools and firearms. ►Summarize the activities the state has undertaken during FYs 2011-2014 to reduce the length of time that children under age five are in foster care without a permanent family, and the results of these efforts (section 422(b)(18) of the Act). This requirement applies to all children under age five in foster care, regardless of the child’s permanency plan, legal or placement status. • In October 2011, DFPS developed procedures to enhance efforts to address permanency for children younger than six through the Permanent Managing Conservatorship (PMC) to Permanency project. The goal of the PMC to Permanency project is to ensure that children who are in the Permanent Managing Conservatorship of DFPS but whose parents have not had their parental rights terminated achieve true permanency. 2010-2014 Final Report and CAPTA Update Page 226 of 381 • • • Since children with this legal status are not eligible for adoption, they may be unable to achieve permanency before reaching adulthood if action is not taken to ensure that all avenues to achieving permanency have been thoroughly explored. Specialized case staffings are required for this population of children. In this staffing caseworkers present the circumstances of the children to their supervisor and program director to discuss goals, barriers, and tasks to achieving permanency. The developmental needs of the child are addressed to ensure that permanency is not delayed due to any identified need. Recommendations for next steps are developed by the program director and quarterly follow-up meetings are scheduled. While the project focuses on bringing together the caseworker, supervisor, and program director to staff these cases, regional subject matter experts also participate in these staffings to address developmental, medical and educational barriers. The caseworker and supervisor meet monthly to discuss progress toward completing tasks identified in the quarterly staffings with the Program Director. The purpose of the joint staffings is to: o Review the permanency goals, both primary and concurrent. o Identify challenges and barriers to achieving permanency. o Develop action plans to move the child to permanency. A staffing guide was provided to staff to help them identify barriers to permanency and prepare them for the staffing. Program directors document the goals and efforts made to achieve permanency. In August 2011, according to data obtained from IMPACT (Information Management Protecting Adults and Children in Texas), DFPS had 14,021 children age five and under in legal custody. That number was reduced to 13,843 in August 2014. ►Describe the activities the state has undertaken during FYs 2011-2014 to provide developmentally appropriate services to children under the age of five in foster care (section 422(b)(18) of the Act). Specialized case staffings are required for this population of children. In this staffing caseworkers present the circumstances of the children to their supervisor and program director to discuss goals, barriers, and tasks to achieving permanency. The developmental needs of the child are addressed to ensure that permanency is not delayed due to any identified need. Recommendations for next steps are developed by the program director and quarterly follow-up meetings are scheduled. While the project focuses on bringing together the caseworker, supervisor, and program director to staff these cases, regional subject matter experts also participate in these staffings to address developmental, medical and educational barriers. The caseworker and supervisor meet monthly to discuss progress toward completing tasks identified in the quarterly staffings with the Program Director. The purpose of the joint staffing is to: • Review the permanency goals, both primary and concurrent. • Identify challenges and barriers to achieving permanency. 2010-2014 Final Report and CAPTA Update Page 227 of 381 • Develop action plans to move the child to permanency. DFPS will use data to track and analyze the effectiveness of these activities in reducing the length of time children under the age of five are in foster care. For the 2015-2019 time frame, data will be pulled annually statewide and by region specific to: • Permanency outcomes for children under the age of five; • Length of time to exit for children under the age of five; • Outcomes for children under the age of five that receive a Permanency Round Table; and • Number of children under the age of five placed in kinship homes. Texas AFCARS Improvement Plan (AIP) Texas DFPS and the Administration for Children and Families (ACF) continue to work together on improving AFCARS data integrity. The most recent AFCARS Improvement Plan response from Texas DFPS was submitted to ACF on 7/7/14 in response to the ACF AIP correspondence dated 4/4/2014, regarding the previous TX DFPS AIP correspondence of 2/13/2013. The ACF AIP response is expected late August 2014. Texas DFPS is developing a guide to AFCARS for caseworkers and supervisor to support their understanding of the AFCARS elements and why accurate entry of information is important to supporting services for children and families served by Texas DFPS. The Texas Child and Family Services Review Data Profile: January 16, 2014 on page 14 summarized in a table any data quality issues that may affect performance on the permanency composites that were in place in the CFSR Round 2. The note on this table says that 2% or more is a warning sign. When an issue reaches 3% or more, the Administration on Children and Families (ACF) will request that States correct the data and resubmit it so both ACF and the State can have confidence in their performance on the measures. ACF did not find any issues that surpassed the 3% threshold and thanked Texas for its continued commitment to ensuring high quality data. Texas Child and Family Services Review Data Profile: January 16, 2014 (page 14) AFCARS Data Completeness and Quality Information (2% or more is a warning sign): Federal FY Federal FY Federal FY 2013ab 2011ab 2012ab File contains children who appear to have been in care less than 24 hours File contains children who appear to have exited before they entered Missing dates of latest removal N As a % of Exits Reported N As a % of Exits Reported N As a % of Exits Reported 1 0.0 % 2 0.0 % 0 0.0 % 0 0.0 % 0 0.0 % 0 0.0 % 0 0.0 % 0 0.0 % 0 0.0 % 2010-2014 Final Report and CAPTA Update Page 228 of 381 File contains "Dropped Cases" between report periods with no indication as to discharge Missing discharge reasons File submitted lacks data on Termination of Parental Rights for finalized adoptions Foster Care file has different count than Adoption File of (public agency) adoptions (N= adoption count disparity). File submitted lacks count of number of placement settings in episode for each child 33 0.2 % 76 0.5 % 76 0.5 % 0 0.0 % 0 0.0 % 0 0.0 % N As a % of adoption exits N As a % of adoption exits N As a % of adoption exits 2 0.0 % 3 0.1 % 4 0.1 % 11 0.2% fewer in the foster care file. 42 0.8% fewer in the foster care file. 7 0.1% fewer in the unofficial adoption file. N Percent of cases in file N Percent of cases in file N Percent of cases in file 0 0.0 % 0 0.0 % 0 0.0 % * The adoption data comparison was made using the discharge reason of “adoption” from the AFCARS foster care file and an unofficial count of adoptions finalized during the period of interest that were “placed by public agency” reported in the AFCARS Adoption files. CFSR Program Improvement Plan (PIP) DFPS began a Program Improvement Plan for CFSR Round 2 starting in April 2010. Although Texas had until March 2013 (12 quarters) to complete the PIP action steps and benchmarks, DFPS was able to successfully achieve all PIP requirements a year early in March 2012. The PIP included 51 action steps and benchmarks and focused on the following four cross-cutting themes: • Strengthen Critical Decision-Making Skills • Remove Barriers to Permanency • Enhance Placement Capacity through Redesign of the Texas Foster Care System • Strengthening Family Based Safety Services Texas accomplishments achieved during the PIP include the following: • Roundtables related to Courts: o Collaborated with Supreme Court Commission for Children, Youth and Families and convened with Judiciary, providers and other stakeholders to improve court hearing notification practices and engaging stakeholders (youth and parents) in hearings. o Shared data (state, regional, county) with judiciary and other stakeholders regarding permanency outcomes and permanency trends. Judicial stakeholders were trained in the analysis and use of data regarding permanency outcomes to identify areas needing practice changes. 2010-2014 Final Report and CAPTA Update Page 229 of 381 • • • • o Collaborated with Supreme Court Commission for Children, Youth and Families to convene Roundtable with Judiciary and stakeholders on permanency issues such as how to avoid overuse of Permanent Managing Conservatorship Without Termination or Parental Rights. o Completed development of a Bench Book for Judiciaries and distributed August 2010 at the CPS Judicial Conference held in San Antonio, moved to the Texas Center for the Judiciary (TCJ) server in November, and made available to all CPS judges on December 1, 2010. The Bench Book currently contains statutory requirements and checklists for each phase of a child protection case, as well as information on topics such as Disproportionality, STAR Health and the Permanency Care Assistance program. Fatherhood Initiative and Parent Collaboration Groups: o Website created and includes information about the Texas Fatherhood Initiative, the Fatherhood Specialist for Texas, resources for staff regarding working with fathers, and real life success stories with fathers who have been engaged with the Child Protective Services agency. This website allows for another medium to reiterate to CPS staff the importance of engaging fathers, as well as providing staff with information on working with fathers. o PowerPoint with trainers' notes on engaging fathers, Children's Justice Act Fatherhood Roundtable, statewide Parent Collaboration (PCG) group meetings, fliers for Fatherhood Conferences in North Texas and Harris County as well as a video link from a PCG presentation from the September 2011 Center for Family Strength Symposium. Enhanced Family Centered Safety Decision Making (EFCSDM): o Developed and convened EFCSDM Training across Family Based Safety Services (FBSS), Investigation and Conservatorship (CVS) stages of service. This will support the ability of CPS supervisors and managers to support family-centered practice. An Organizational Effectiveness (OE) facilitation was held to synthesize the consultation provided by the NRC for Child Protection and to launch a training and practice foundation. Permanency Round Tables: o Permanency roundtables (PRT's) are an internal case consultation process designed to facilitate the permanency planning process by identifying realistic solutions to permanency obstacles for children and youth by developing child specific permanency action plans through supportive supervision. Key players (permanency consultants, a master practitioner, a youth’s case manager and supervisor) all convene to create individual permanency plans. Foster Care Redesign: o DFPS focused on enhancing placement capacity resources through a redesign of the foster care system with the goal of not to simply increase the numbers in placement capacity but rather better match placement opportunities that are: able to meet individualized child needs, located in 2010-2014 Final Report and CAPTA Update Page 230 of 381 • the child's home community, and least restrictive. The "System Redesign” project created strategic sustainable placement resources that are appropriate and least restrictive for children in the Texas foster care system. The approach identifies and implements new processes to procure, contract and pay providers who deliver a full range of regionally available foster and residential care to children. Preparation for Adult Living (PAL): o CPS handbook updates to PAL Policy Section 10000: Services to Older Youth in Care. This policy was developed from the Transitional Living Services Plan and includes the Child Care Standards for GRO's and CPA's and the provision of experiential life skills at age 14 while in DFPS care. 2010-2014 Final Report and CAPTA Update Page 231 of 381 2010-2014 CFSP FINAL REPORT B. Collaboration ►Summary of the activities that took place during FYs 2010-2014 to coordinate and collaborate efforts across the entire spectrum of the child and family service delivery system. Building community relationships and partnerships is an integral part of CPS work and is critical to providing clients with needed support. CPS has worked diligently to build and strengthen alliances and networks. DFPS employs community engagement teams in each region of the state and a community affairs liaison at the state level to help coordinate efforts. Foster Care Redesign The basic guiding principles for Foster Care Redesign are aimed at improving the quality of care include: • Placing children in their home communities. • Placing children in the least restrictive setting that meets their needs. • Minimizing moves that disrupt children's personal connections and educational progress. • Placing children with siblings. • Respecting the culture of each child. It is anticipated that implementation of the redesigned foster care system will: • Increase the number of children and youth placed with their siblings and in their home communities. • Increase the number of children who remain in their school of origin. • Decrease the average time children spend in foster care before achieving permanency. • Decrease the number of moves children experience while in foster care. • Decrease the duration and intensity of services that children need while in foster care due to improved well-being and behavioral functioning. • Create incentives for continuous improvement of the services offered by the Single Source Continuum Contractor. • Create robust and sustainable service continuums in communities throughout Texas. These principles are achieved by working with Chapin Hall of the University of Chicago, PDF Group, LLC, and the Public Private Partnership. The project is engaging stakeholders in a variety of ways including, focus groups and surveys. The Texas Legislature in 2011 directed DFPS to implement the redesign foster care model. DFPS released a Request for Proposal for a Single Source Continuum Contract 2010-2014 Final Report and CAPTA Update Page 232 of 381 in August 2011, which closed in November 2011. In December 2012, DFPS announced the final award of the first Single Source Continuum Contract to Providence Service Corporation of Texas to serve DFPS Region 2/9. The contract was executed on February 1, 2013. DFPS identified the catchment area for the second Request for Proposal for a Single Source Continuum Contract in a metropolitan area in May 2013 with the second Request for Proposal released in summer 2013. Through support received from Casey Family Programs, a third-party evaluation of Foster Care Redesign will occur in Region 2/9 and will be used to inform future implementation efforts. Disproportionality Health and Human Services Commission and DFPS are committed to addressing disproportionality in the CPS system to ensure all children and families are afforded equitable opportunities for positive outcomes. DFPS has a responsibility to mitigate disproportionate representation of children and families of color in all phases of child welfare services delivery by: • Delivering cultural competency training to all service delivery staff. • Increasing targeted recruitment for foster and adoptive families. • Targeting hiring recruitment efforts to ensure diversity among DFPS staff. • Developing partnerships with community groups to provide culturally competent services to children and families. Building community relationships and partnerships has strengthened the Texas child welfare system by achieving the following: • Stakeholder best practices have been incorporated to strengthen relationships and increase communication. • Community meetings, focus groups, and Town Hall Meetings to gather stakeholder input have been held and are planned in every community with an Advisory Committee. • The use of the “Knowing Who You Are” curriculum is an effort to address legislative requirements to deliver cultural competency training to all CPS staff. There are numerous partnerships between CPS and the community across the state that are crucial in the work to eliminate disproportionality. As many systems begin to realize how they are all interconnected and work together, progress will continue to be made to eliminate disproportionality from the CPS system and the benefits will come to all children and families. Partnerships with communities includes: • Community Advisory Committee of people from the local area, including parents and youth alumni, attending cultural competency training, selecting pilot sites, testing practice improvements, and replicating successes for families statewide. • Casey Family Programs • The Interagency Disproportionality Council (began in 2011) • Statewide Disproportionality Task Force (disbanded in 2012) • Twelve CPS Disproportionality Specialists • State Office Disproportionality Specialist 2010-2014 Final Report and CAPTA Update Page 233 of 381 • • • • • • • • • • • • • • • • • • • • • • • • Prairie View A & M University Juvenile Justice Center The Association of Black Social Workers Court Appointed Special Advocates LINKS YMCA & YWCA Amon Carter Foundation University of Texas Office of Diversity City of Houston Texas Juvenile Probation Commission (TJPC) Department of State Health Services Hogg Foundation American Anthropological Association Texas State University Permanent Judicial Commission For Children, Youth, and Families Alabama-Coushatta Tribe Ysleta del Sur Pueblo Kickapoo Traditional Tribe of Texas Texas Youth Commission National Council of Juvenile and Family Court Judges A Statewide Evaluation Committee exists as part of the Statewide Advisory Committee Churches and non-profit organizations National Court Appointed Special Advocates New Citizen Review Teams Independent School Districts across the state Parent Collaboration Group The Parent Collaboration Group is a partnership between CPS and parents who are or have been recipients of services from CPS. The Parent Collaboration Group provides a mechanism to include biological parents in the design, implementation and evaluation of the CPS program. Parents provide feedback to CPS that assists in the analysis of current policy and the evaluation of service delivery strategies. Each region has at least one parent representative as well as a CPS representative in the state Parent Collaboration Group. There is at least one group in every region. The Division Administrator for Family Focus Division, CPS Parent Program Specialist and the CPS Fatherhood program specialist serve as liaisons to the Parent Collaboration Group. A web page on the DFPS internet website has been dedicated to the Parent Collaboration Group Project. Some of the Parent Collaboration Group members participate in trainings and present at CPS staff conferences as well as other national conferences. The Parent Collaboration Group serves as a model for others states developing collaborations with parents who are involved in the child welfare system. During FY 2013, the statewide Parent 2010-2014 Final Report and CAPTA Update Page 234 of 381 Collaboration Group continued to strengthen its partnerships with CPS by becoming an active participant in many aspects of CPS practice to benefit children and their families. The statewide Parent Collaboration Group leadership has been instrumental in enhancing the relationship with the Children's Commission and the Texas Center for the Judiciary through their sponsorship of several parents to participate in local and state conferences. For the next year, the Parent Collaboration Group will focus attention on parent recruitment activities to increase participation of more fathers to state and regional Parent Collaboration Groups, develop a training curriculum for regional Parent Support Group for parents with open cases, and continue to provide input to policy and practice and increase statewide activities. Youth Leadership Council Youth specialists, alumni of foster care, have been hired as full-time employees in each region. Youth specialists and their supervisors play a key role in the development and support of local Youth Leadership Councils. Youth specialists also serve to help strengthen the casework provided by CPS, by informing policy and practice. Youth Leadership Councils continue to grow and develop in each of the 11 DFPS regions. They meet on a regular basis at times most convenient to the youth. The statewide Youth Leadership Council is represented by two members of each regional Youth Leadership Council. Major achievements of the statewide Youth Leadership Council from October 2005 to the present include the following deliverables: • Improvements to the: o Statewide newsletter o DFPS youth friendly website (Texas Youth Connection) o Transition plan and policy o Education Training Voucher program materials and operations • Development of: o Role/responsibilities of youth and adult sponsors attending youth activities and events o Youth/alumni annual award concept o Roles/responsibilities of Youth Leadership Councils (regional and statewide) in leading their region o CPS Rights of Children and Youth in Foster Care • Input: o For revisions to the Texas Foster Care Handbook for Youth o To Extended Care and Return to Care programs o Into foster care re-design o Into the Fostering Connections Act implementation o Into implementation of the National Youth in Transition Database (NYTD) in Texas. Advisory Committee on Promoting Adoption of Minority Children The Advisory Committee is required by the Texas Family Code to report to DFPS the committee’s recommendations for programs and projects that will promote the adoption of and provision of services to minority children. DFPS is also mandated to report to the 2010-2014 Final Report and CAPTA Update Page 235 of 381 Legislature actions taken by DFPS on the committee recommendations. The committee is expected to: • Study, develop and evaluate programs and projects relating to community awareness and education, family support, counseling, parenting skills and education, and reform of the child welfare system. • Consult with churches and other cultural and civic organizations. • Report to DFPS at least annually the committee’s recommendations for DFPS programs and projects that will promote the adoption of and provision of services to minority children. The Advisory Committee on Promoting Adoption of Minority Children includes 12 members and one alternate. By statute, six of the members must be ordained members of the clergy. The presiding chairman serves for a two-year term and may be elected for additional terms. The Advisory Committee also worked with OneStar Foundation. During FY 2011, the Committee is developing and sponsoring community adoption forums designed to raise community awareness and recruit possible adoptive families for minority children waiting to be adopted. The forums will be held within neighborhoods with ZIP codes that have the most waiting children. During FY 2012, the Committee developed and sponsored two community adoption forums in collaboration with Casey Family Programs. These forums have three goals; raise awareness of the need for adoptive families, recruit Churches to develop orphan ministries, and empower Churches to provide support to adoptive families. Forums are held in communities with a high number of children waiting to be adopted. Texas Foster Families Association CPS contracts with TFFA for the purpose of recruiting and providing training opportunities to DFPS foster families and promoting the wellbeing of children in foster care. This non-profit organization holds an annual training conference, attended by approximately 800 foster parents, providers and staff. The Texas Foster Family Association provides information to members three times per year in its newsletter, as well as through e-mail broadcasts and information on its website, www.tffa.org. The Texas Foster Family Association Board is comprised of the following members: • Foster parents from DFPS and private child-placing agencies and former foster parents who serve on the Executive Committee and head other committees. • One foster parent representative from each of the 11 DFPS regions. • At least one DFPS staff representative from each DFPS region. • One DFPS State Office representative. • One DFPS Program Administrator representative. • Representatives from member private child-placing agencies. Child Fatality Review Teams Child Fatality Review Teams are multi-disciplinary, multi-agency panels that regularly review child deaths, regardless of the cause, in order to understand risk to children and 2010-2014 Final Report and CAPTA Update Page 236 of 381 to reduce the number of preventable child deaths. These teams are uniquely qualified to understand what no single agency or group working alone can: how and why children are dying in their communities. By sharing information, team members discover the circumstances surrounding a child’s death. Members include: • Law enforcement • Prosecutors • Medical examiners • Justices of the peace • Health-care professionals • Educators • Child advocates DFPS and the Department of State Health Services cooperate to support the local and state teams, to gather and publish statistics gathered from local teams, and to publish an annual report to the Legislature regarding the activities of the state and local teams. There are currently 69 Child Fatality Review Teams that cover 193 of the 254 Texas counties. As a result, 93.3 percent of Texas children now live in a community where child deaths are reviewed and prevention is the focus. In the past year, some teams ceased to function due to loss of leadership and conflicting priorities. There are seven prospective teams, covering 13 counties, currently in development. Two active teams are exploring incorporation of an additional five counties that do not conduct reviews. Having active Child Fatality Review Teams in every Texas county reviewing every child death continues to be a goal for the future. Citizen Review Teams Citizen Review Teams are citizen-based panels established to evaluate DFPS casework and decision-making related to investigating and providing services to abused and neglected children. Membership includes community representatives and private citizens residing in the area for which the team is established. Each Citizen Review Team consists of a minimum of five members that serve staggered two-year terms. Teams are organized at the regional level. There are currently 17 Citizen Review Teams operating in Texas. Five of these teams are designated as Child Abuse Prevention Treatment Act (CAPTA) Teams: Edinburg (Region 11), Tarrant County (Region 3) Travis County (Region 7), and two teams in Houston (Region 6). The five CAPTA teams are required to meet at least quarterly to address a wide range of CPS issues from intake to adoption, and must produce an annual report of their activities as part of the Title IV-B State Plan. One of the CAPTA teams has been unable to comply with the quarterly meeting requirements because of difficulty recruiting qualified volunteers. Other Citizen Review Teams across state have been able to consistently maintain the quarterly meeting requirements. For FY 2011, one of those teams will be selected to replace the current CAPTA that has been unable to maintain the requirements for the CAPTA Citizen Review Teams. Out of the eighteen Citizen Review Teams statewide, one team in Region 3 is focused on 2010-2014 Final Report and CAPTA Update Page 237 of 381 disproportionality issues. In FY 2010, Region 6 has established a Citizen Review Team that is also focused on disproportionality issues. For FFY 2013, Citizen Review Teams will focus on CPS cases that involve domestic violence in order to improve policy, practice and outcomes for such cases. Teams will be provided state and regional quantitative data comparing domestic violence cases that had re-entry from those that did not in order to identify trends by age, ethnicity, income, and other variables. Teams will be provided current domestic violence policies, and will be engaged in developing new domestic violence policies. CPS has been working collaboratively with Texas Council on Family Violence and family violence service providers to nominate and appoint a regional subject matter expert on domestic violence to each Citizen Review Team. Teams will also be encouraged to engage in additional activities including but not limited to: community focus groups to assess domestic violence dynamics/services, interviews with domestic violence survivors, and reviews of other best practice materials to make their recommendations to the CPS. Children’s Advocacy Centers Children’s Advocacy Centers are community-based programs that coordinate the activities of agencies responsible for the investigation and prosecution of child abuse cases, and the delivery of services to child abuse victims and their families. Built on a partnership that includes representatives from CPS, law enforcement, prosecution, and medical services providers, advocacy centers use a cooperative, multidisciplinary team approach to handling child abuse cases. Children’s Advocacy Centers have grown rapidly in Texas with 65 centers serving children in all counties, and courtesy services were provided to children in all remaining Texas counties. Children's Advocacy Centers of Texas distribute grants that helped provide vital services to children across Texas. CPS supports the philosophy of Children’s Advocacy Centers and encourages the expansion of new centers throughout Texas. Each year almost 40,000 children receive critical services at one of the 64 children's advocacy centers in Texas. The number of children served by children’s advocacy centers in Texas has increased by 700 percent since 1995. Giving Texas Children Promise Formerly known as Greater Texas Community Partners Community Partners facilitates private sector support to meet the needs of CPS children, primarily through the Rainbow Room and Adopt-a-Caseworker projects. Greater Texas Community Partners is a coordinating and technical assistance entity for local community partner operations. Some of their activities include: • Providing support and technical assistance in the establishment of new Rainbow Room and Adopt-a-Caseworker projects. • Training volunteers and board members. • Assisting with fund raising strategies. • Developing individual, business and corporate partnerships. • Enabling local partners to purchase needed items at reduced rates. 2010-2014 Final Report and CAPTA Update Page 238 of 381 • • Providing annual training for local volunteer development staff. Supporting CPS initiatives such as Kinship Care and Family Group DecisionMaking. FY 2011, there were Rainbow Rooms serving 189 Texas counties and over 420 CPS caseworkers have been adopted through the Adopt-A-Caseworker program. FY 2012, there were Rainbow Rooms serving 192 Texas counties and over 1,220 CPS caseworkers have been adopted through the Adopt-A-Caseworker program. Greater Texas Community Partners implemented a Purchasing Partnership Gift Certificate program to provide more flexibility for donors to help meet the needs of children and families. Also, Greater Texas Community Partners is now doing business as "Giving Texas Children Promise," which more clearly communicates its mission and purpose. FY 2013, there were 155 Rainbow Rooms serving 197 Texas counties. Over 1,700 CPS caseworkers were reported to have been adopted through the Adopt-A-Caseworker program for fiscal year 2012. Texas Council on Adoptable Children The Texas Council on Adoptable Children is a statewide organization that promotes adoption and services to adoptive families in the State of Texas. The Council on Adoptable Children works with DFPS to develop and distribute quarterly newsletters to adoptive parents and prospective adoptive families. The statewide board of Council on Adoptable Children meets three to four times a year with a liaison from CPS to review current policies and provide feedback on the needs of adoptive families. Members of the organization often testify at legislative hearings about issues of concern to adoptive parents and their perception of possible impacts on their families. Regional Council on Adoptable Children organizations hold meetings for adoptive parents to learn more about adoption and to provide a support system for families who have adopted children. The regional Council on Adoptable Children sends representatives to the statewide board meetings. The adoptive parents of each Council on Adoptable Children chapter have helped to inform, educate and recruit for children without permanent homes. Texas Alliance of Child and Family Services The Texas Alliance of Child and Family Services, formerly known as the Texas Association of Licensed Children's Services, is a non-profit membership organization devoted to private agencies and individuals that provide direct services to children and families in Texas. Texas Alliance of Child and Family Services is a member-supported association with a long history of advocating for children and families in Texas. The Texas Alliance of Child and Family Services was started by a group of childcare and adoption agency directors more than 30 years ago with the primary purpose of strengthening Texas childcare laws. The mission of The Texas Alliance of Child and Family Services is to strengthen services to children and families through quality care and advocacy. Alliance members share common goals to improve the quality of care for Texas' most at-risk children and families. The Texas Alliance of Child and Family Services has evolved over the years to become a valuable resource to legislative and 2010-2014 Final Report and CAPTA Update Page 239 of 381 state leaders. The Texas Alliance of Child and Family Services advocates on behalf of all Texas families. Texas Association of Child Placing Agencies The Texas Association of Child Placing Agencies (TACPA) is a non-profit association dedicated to improving services to the children and families on behalf of the state of Texas. Membership is comprised of licensed Child Placing Agencies who contract with DFPS throughout the state that provide recruitment, training and support to foster and adoptive families and case management and support services to children in foster care. TACPA, within the parameters of the association's By-laws, works to: • Assist members in maintaining the integrity and competence of member agencies. • Assist members in advocating on behalf of member agencies and the children, youth, and families served by member agencies. • Assist in improving the child welfare system and the delivery of child welfare services at the local and state levels. Texas Council of Child Welfare Boards The Texas Council of Child Boards (TCCWB) is a statewide network of volunteers who are concerned with the welfare of children, especially children suffering from abuse and neglect. TCCWB has partnered with CPS since the organization’s beginnings in 1978, to provide a statewide network for the county child welfare/CPS boards to share project ideas and information about children’s issues. While the state CPS program receives federal and state funding to serve abused and neglected children, the funding does not provide for all the many needs these children have. Child welfare boards are an important and necessary resource to CPS staff as they seek to fill the gaps and provide basic, as well as more comprehensive services, to these vulnerable children. Representatives of these local county boards serve on the 11 DFPS regional councils that, in turn, provide representation on a state level to the TCCWB. The TCCWB Executive Director, officers and members work with CPS staff on programs that meet children’s needs, network with other organizations to provide care for abused and neglected children, and strengthen families through public information and education. TCCWB officers and members advocate for children by encouraging legislation to provide services to abused and neglected children and to prevent child abuse, by working with CPS staff on programs that meet children’s needs, and by networking with other agencies and organizations to provide the best care for abused and neglected children, while at the same time striving to prevent such abuse and neglect. Texans Care for Children Texans Care for Children became the only multi-issue children's advocacy group in the state to bring together a vast array of public, private, and nonprofit partners for the sole purpose of improving Texas children's lives. The mission of Texans Care for Children is 2010-2014 Final Report and CAPTA Update Page 240 of 381 to improve the lives of Texas children by building commitment and action for improved public policy and programs in the areas of child and maternal health, child protection, child mental wellbeing, juvenile justice, and family financial security. Supreme Court Permanent Judicial Commission for children, Youth and Families (Children's Commission) Created by the Texas Supreme Court, the mission of the Permanent Judicial Commission for Children, Youth and Families is to strengthen courts for children, youth and families in the Texas child-protection system and thereby improve the safety, permanency, and well-being of children. The Commission will work toward ensuring better outcomes for children and families involved in the child-protection system. The Supreme Court gave the Children's Commission the following nine directives: 1. Develop a strategic plan for strengthening courts and court practice in the child protection system. 2. Identify and assess current and future needs for the courts to be more effective in achieving child welfare outcomes of safety, permanency, well-being, fairness and due process. 3. Promote best practices and programs that are data-driven, evidence-based, and outcome-focused. 4. Improve collaboration and communication among courts, DFPS, attorneys, and partners in the child protection community. 5. Endeavor to increase resources and funding needed for improvement, and maximize the wise and efficient use of available resources. 6. Promote adequate and appropriate training for all participants in the child protection system. 7. Institutionalize a collaborative model that will continue systemic improvement beyond the tenure of individual Children's Commission members. 8. Oversee the administration of designated funds, including the Court Improvement Program grants. 9. Provide an annual progress report to the Court. The Commission provides the federal Court Improvement Program for Texas. The Commission includes an executive-level group of judges, officials from DFPS and CPS, non-profit foundation and State Bar leaders, private attorneys, and legislators and other elected officials. In 2010, the Supreme Court of Texas appointed an elected prosecutor and an attorney who represents parents to the Commission. The Commission links to the larger stakeholder community through the almost 40member Collaborative Council, which has members including former foster youth, foster families, attorneys, Court Appointed Special Advocates, and parent advocates. Representatives from institutions of juvenile justice, mental health and education are also included, as well as representatives from the private provider community, children's advocacy centers and many other child-protection and child and family advocacy groups. 2010-2014 Final Report and CAPTA Update Page 241 of 381 The Commission’s inclusive, collaborative structure and broad, high-level membership has injected new energy into, and enhanced the visibility of, the state's court improvement efforts. In a manner consistent with federal guidelines, the Commission manages Court Improvement Project funds through staff-directed projects, contracts for service, and grant awards. The Commission facilitates collaboration among high-level child protection stakeholders throughout the state. The Commission continues to seek to leverage all available resources to improve Texas courts that handle child abuse and neglect cases, including calling on private foundations to invest in projects aimed at satisfying one or more Commission strategies. Texas has a strong record of Children’s Commission and DFPS collaboration. Several examples of the collaborative partnership are described below: • Active Children’s Commission membership includes the DFPS Assistant Commissioner for Child Protective Services. • There is at least one state level DFPS staff member on every Children’s Commission committee, but usually several participate. • The Children’s Commission sponsors a weekly collaborative conference call with child welfare stakeholders, including executive staff of CPS, Office of Court Administration, Court Appointed Special Advocates, and state legislators. • DFPS and the Children’s Commission review policy and procedures, share data and case analysis information, and explore opportunities to sponsor joint training activities at quarterly Children's Commission meetings. • The Children's Commission’s executive director serves on the Texas Child and Family Services Review Program Improvement Plan Team. • DFPS and the Children's Commission have invited Texas’ recognized Native American Tribes to participate as members of the Children’s Commission Collaborative Council. • DFPS and the Children's Commission jointly participate in initiatives such as the Texas Statewide Task Force on Disproportionality. In response to feedback given by The Administration for Children and Families at the Texas 2012 Title IV-E Review, CPS coordinated with the representative for the Texas Children's Commission in an effort to improve child and family specificity in court orders. The Commission included this matter on the CPS Judge Conference agenda for May 2013. The Children's Commission also coordinated with DFPS to convene a workgroup comprised of over fifty stakeholders involved in implementation of legislation related to improving the department's informed consent practices for psychotropic medication. In addition to collaboration on CPS training and policy revisions the Commission also provided training on the law's requirements for judges and attorneys ad litem. 2010-2014 Final Report and CAPTA Update Page 242 of 381 The Children's Commission has contributed substantially to the agency's development and implementation of many strategies and programs embodied in the CFSP. Court Improvement Project and DFPS collaborate almost daily about child welfare in Texas and hold a one-hour conference every other week. A member of the DFPS executive team or a designee serves on every project and committee staffed by the Children's Commission and someone from the judicial branch serves on many of the agency's statewide project. The DFPS Commissioner attends each Children's Commission meeting (three times per year) as well as makes appearances and presentations at several Court Improvement Project meetings and events throughout the year. Children's Justice Act - Texas Center for the Judiciary The Children’s Justice Act (CJA) is a federal grant awarded to each state to develop, establish, and operate programs designed to improve the child-protection system in four primary areas: • The handling of child abuse and neglect cases, particularly cases of child sexual abuse and exploitation, in a manner which limits additional trauma to the child victim. • The handling of cases of suspected child abuse and neglect related fatalities. • The investigation and prosecution of cases of child abuse and neglect, particularly child sexual abuse and exploitation. • The handling of cases involving children with disabilities or serious health-related problems who are the victims of abuse of neglect. As a requirement of the federal grant, Texas maintains a multidisciplinary task force on children’s justice to oversee program activities. The task force is composed of professionals with knowledge of and experience with the child-protection and criminal justice systems. Every three years, the task force conducts a comprehensive review and evaluation of law, policy and the handling of cases of child abuse and neglect cases and makes policy and training recommendations for systemic improvements. Each year the task force awards grants to eligible organizations consistent with its recommendations. • During FY 2010, the task force awarded funding to support an Investigations and Family Based Safety Services Joint Leadership Intensive Staff Training to enhance family-centered safety practice by the Texas child welfare workforce by disseminating effective and promising workforce practices, engaging national and regional networks, and facilitating leadership training for supervisors and managers. • During FY 2011, the task force awarded $1,048,114 in grants and scholarships. Recipients of grants included the Bexar County Children's Court, Court Appointed Special Advocates of Travis County, Children's Advocacy Center of Smith County, Children's Advocacy Centers of Texas, East Texas Child Advocates, Greater Dallas Council on Alcohol and Drug Abuse, Harris County, Texas Office of Court Administration, Texas Court Appointed Special Advocates, Texas Foster Families Association, Texas Office for the Prevention of 2010-2014 Final Report and CAPTA Update Page 243 of 381 • • Developmental Disabilities, Training and Research for a Professional Law Enforcement, and Children's Advocacy Centers of Van Zandt County. During FY 2012, the Task Force awarded $1,137,084 in grants and scholarships. Recipients of grants included Children's Advocacy Centers of Texas, Texas Municipal Police Association, Center for Child Protection, Office of Court Administration, Texas Department of Family and Protective Services, Children's Advocacy Center of Smith County, Texas Court Appointed Special Advocates (CASA), East Texas CASA, and the Center for the Elimination of Disproportionality and Disparities. During FY 2013, the Task Force has obligated $1,219,017 in grants and scholarships. Recipients of grants included Children's Advocacy Centers of Texas, Texas Municipal Police Association, Center for Child Protection, Office of Court Administration, Harris County, SafePlace, Texas CASA, East Texas CASA, and the Center for the Elimination of Disproportionality and Disparities. Parental Advisory Committee The Parental Advisory Committee was created to advise DFPS on policies affecting parents and their involvement with DFPS, including: • Investigations of allegations of abuse or neglect. • Designations of alternative placements for children. • Standards for persons who investigate reports of abuse or neglect on the state or local level. The Parental Advisory Committee's members are appointed by the Governor, who determines the number of members, member qualifications, and terms of service. The Parental Advisory Committee’s charge is to review CPS investigation policy, to identify and recommend best practices for parental involvement within this stage of service, and to bring to the forefront issues as they evolve in order to improve outcomes for children and families served by CPS. In a January report, the Parental Advisory Committee made several recommendations that complimented the ongoing cultural change in CPS to be more inclusive of parents and families in its work and policy development. Key findings of the committee advocated that CPS focus on improvement in three areas: • Open and more frequent communication between caseworkers and parents. • Service plans that take into account the parents' resource needs, including work schedules, transportation, circumstances, and community resources. • Coaching/mentoring for parents by parents who have been through the child welfare system. The Parental Advisory Committee has not met since January 2009. Once the committee is reconstituted by the Governor, it will continue to address its legislative charge. Nonetheless, CPS has aggressively pursued the intent of the legislation and the 2010-2014 Final Report and CAPTA Update Page 244 of 381 committee recommendations by involving parents at the state, regional, and local levels through the Parent Collaboration Group, integrating Family Group Decision Making in the investigation and ongoing stages of service, and the Fatherhood Initiative. Healthy Marriage Initiatives The Health and Human Services Commission currently has five program components under the Healthy Marriage Initiatives. The program began with a pilot demonstration project involving weekend retreats for couples, and using information from the evaluation of this project, additional retreats were planned and hosted in four Texas cities. Subsequently, two support network meetings were offered to retreat attendees in each of those cities, for a total of eight support network meetings. A second series of retreats and support networks was conducted the following year in six cities (the original four plus two more). Parent Collaboration Group DFPS launched the Parent Collaboration Group during FY 2003 to provide a venue for gathering parental feedback to enhance CPS. The State Parent Collaboration Group is a partnership between CPS and parents who are or have been recipients of services from CPS. The Parent Collaboration Group provides a mechanism to include biological parents in the design, implementation, and evaluation of the CPS program. Fatherhood Initiative In January 2009, DFPS hired a Fatherhood program specialist for State Office to focus and improve identification of, engagement of and involvement with fathers whose children have been referred to CPS. DFPS recognizes the importance of having the father voice involved in all aspects of policy and practice. The Fatherhood specialist cocoordinates the Statewide Parent Collaboration Group meeting and has been instrumental in increasing the number of fathers participating on a statewide level as well as at the local level in the regions. The Fatherhood specialist researches national trends and best practices as well as participates in the Tarrant County Fatherhood Grant received through American Humane Association. The research indicates a collaborative effort is required to address the need of fathers in the child welfare system. The CPS Fatherhood specialist routinely collaborates with a wide range of stakeholders. Kinship Care The Kinship Care Program has been expanded to include the identification and location of the non-custodial parent, relative, or other kinship caregiver willing and suitable to care for a child under the conservatorship of DFPS. These services provided by CPS staff began in FY 2006 and have continued in FY 2010. Relative Diligent Search The Relative Diligent Search program seeks to identify potential relatives of children in substitute care, including paternal relatives. The program primarily targets placements for children with whom DFPS has Permanent Managing Conservatorship, by providing 2010-2014 Final Report and CAPTA Update Page 245 of 381 an exhaustive, statutorily-compliant diligent search in 30 days or less. The objective of the program is for CPS staff to identify relatives who may be a potential placement, may wish to have some form of contact with the child, or may have additional information regarding the child's heritage, medical, or family background. This project was initiated in February 2006. Youth Collaboration The Community Youth Development Program was created to reduce and prevent juvenile delinquency in specific Texas ZIP codes. ZIP codes were selected based on referrals to juvenile probation, juvenile crime rates and other local factors. Youth Leadership Council – Youth in the Preparation for Adult Living program who are in or recently exited foster care represent each region on the statewide Youth Leadership Council. This group provides a mechanism for key representation from the children and youth receiving CPS services who work with Preparation for Adult Living staff. The purpose of the Youth Leadership Council is to regularly provide input and feedback to those responsible for policy and program development, and to serve as partners on various task and advisory groups. Youth representatives develop leadership skills as Youth Leadership Council representatives. Rural Development Initiative In FY 2009, the DFPS Prevention and Early Intervention program used Community Based Child Abuse Prevention funds to continue the Rural Family Support Program that focuses on increasing awareness and access to support services for those living in a decentralized rural area of the state. Currently, Prevention and Early Intervention has awarded one Rural Family Support Program contract to Family Services Association to provide the Parents as Teachers home visitation program to at-risk families with children five years old or younger. The program is currently serving families residing in Maverick County, Dimmit County, Zavala County, and Uvalde County. For FY 2010, Prevention and Early Intervention procured the Family Support Program, which supplements the Rural Family Support Program. The Family Support Program limits its services to counties with an above state average rate of child abuse and neglect, and pays particular attention to the rural counties of the state that have historically had fewer services available. The Family Support Program has contracted with two service providers serving rural areas with a higher than state average rate of child abuse and neglect. The Family Support Program focuses on home visitation, case management, basic needs support, crisis intervention services and an evidence based parent education curriculum, in an attempt to prevent or reduce child abuse and neglect in these areas. In FY 2013, the DFPS Prevention and Early Intervention program used Community Based Child Abuse Prevention funds to continue the Family Support Program that limits its services to counties with an above state average rate of child abuse and neglect, and pays particular attention to the rural counties of the state that have historically had fewer 2010-2014 Final Report and CAPTA Update Page 246 of 381 services available. The Family Support Program has contracted with two service providers serving rural areas with a higher than state average rate of child abuse and neglect. The Family Support Program focuses on home visitation, case management, basic needs support, crisis intervention services and an evidence-based parent education curriculum, in an attempt to prevent or reduce child abuse and neglect in those areas. The program is currently serving families residing in Atascosa, Bandera, Concho, Crockett, Frio, Karnes, Real, Runnels, and Tom Green Counties. Faith-Based and Community Initiative Congregations Helping In Love and Dedication (CHILD) - The program strategies are to recruit and verify families in the congregation who can provide foster care services and develop supportive services from within the congregation for the verified families. Support services may include respite care, tuition for daycare services, transportation, and celebrations for special occasions. DFPS faith-based staff have presented Congregations Helping in Love and Dedication and child abuse awareness information to over 1,325 communities of faith and many congregations partnered with to join the initiative. They provided adoption/appreciation parties, donated clothing items to the Rainbow Rooms, have participated in the Adopt-A-Caseworker program, sponsored Heart Galleries and become licensed foster/adopt parents. In 2012, CPS recruiters completed 33 Congregations Helping In Love and Dedication presentations to communities of faith across the DFPS Regions 1, 3, 5, 6, 7, and 10. Presentations were completed in multiple denominations including Non-Denominational, Protestant, Catholic, Episcopal, Baptist, Methodist, and Bible churches. Approximately 52 families submitted applications and two families have completed the process to become verified or approved in FY 2012. Circles of Support Circles of Support are meetings for youth 16 years and older in DFPS conservatorship. The primary goals of Circles of Support are to develop transition plans with youth moving from foster care to adulthood and connect youth with supportive and caring adults who can help the youth after they exit foster care. Circles of Support include broad participation by the youth's support network, such as substitute caregivers, parents, siblings, teachers, relatives, church members and mentors. Circles of Support are convened by specialized DFPS staff that remain neutral when preparing and facilitating the meetings. During Circles of Support the youth and participants come together to develop or review the youth’s transition plan, including the youth's strengths, goals and needs. Each participant identifies a personal way they can help support the youth in attaining their goals, and then sign a Transition Plan to seal their commitments. Circles of Support are available to youth 16 years and older in all 11 DFPS regions and continue to increase across the state. Texas Council on Children and Families 2010-2014 Final Report and CAPTA Update Page 247 of 381 The Texas Council on Children and Families was created in accordance with the Texas Government Code Section 531.801 and amended in Section 531.802 during the 82nd Legislature, Regular Session, 2011 with the overall goals of strengthening families, promoting healthy communities and ensuring youth become successful adults. The council includes executive leadership from health and human services agencies (including DFPS), the central education agency, juvenile justice agencies, the workforce commission and four representatives from the public. The council is administratively attached to the Texas Health and Human Services Commission (HHSC), but is independent in direction. Council members have determined an infrastructure through approval of operational guidelines and election of leadership. Committee for Advancing Residential Practices The Committee for Advancing Residential Practices includes residential providers, associations, and DFPS representatives from Residential Child Care Licensing, Residential Contracts and Child Protective Services who meet regularly in an effort to strengthen our partnership, improve communication and provide a venue for focusing on advancements to residential practices that support enhanced safety, permanency and well-being for children. TexProtects The mission of TexProtects is to reduce and prevent child abuse by educating and organizing its members to communicate with government officials, public and private funders, and the public-at-large about the need for increased investments in researchbased best practices of child abuse prevention programs, CPS reforms, and treatment programs for victims of abuse. TexProtects was created to tackle issues of CPS reform, prevention and public awareness to bring a collective, organized voice representing the needs of children at risk of abuse and survivors of child abuse and neglect. The organization is autonomous, nonpartisan and apolitical, designed to educate decision makers, private funders and the public at large. TexProtects has identified and activated the most powerful and effective constituency to advocate for change in these issues whom had been missing from advocacy action: survivors of child abuse and neglect. Texas Family Violence Interagency Council The Texas Family Violence Interagency Council, comprised of staff from Adult Protective Services, CPS, and Texas Health and Human Services Commission Family Violence Program and Texas Council on Family Violence, is working in collaboration with the Senate Bill 434 Task Force and subcommittees to implement the recommendations set forth in their report. The Texas Council on Family Violence (TCFV) has been working with CPS to select local family violence program representatives in all regions to serve on regional Citizen Review Teams which are focusing on review of CPS cases involving family violence for the 2013 and 2014 federal fiscal years. CPS is receiving technical assistance and input from Casey Family Programs, Texas stakeholders, and child welfare representatives of Washington, 2010-2014 Final Report and CAPTA Update Page 248 of 381 Oregon and Massachusetts to assist in the development of new Texas policies on family violence. The Texas Council on Family Violence (TCFV), with support from the Texas Children’s Justice Act, began in October 2013 to provide more extensive trainings on best practices for family violence programs. Utilizing the Children's Justice Act funding, TCFV is also in the process of developing a fold-out resource card for adult survivors of family violence who are in the CPS system about their rights, responsibilities and safety planning/domestic violence. Crossover Youth Practice Model The Crossover Youth Practice Model is a project of Georgetown University's Center for Juvenile Justice Reform to improve coordination of services and outcomes for children served by local county Juvenile Probation Departments and local CPS offices. The project was started in Texas in 2011 in Austin/Travis County and expanded into five more counties: Bexar, Dallas, Tarrant, McLennan, and El Paso in 2012. Staff from DFPS, Texas Juvenile Justice Department, and the Texas Supreme Court Children's Commission provide support as needed. In the model, each county forms its own “committee” of representatives of the judiciary, juvenile justice representatives, and the local CPS office that meets regularly to identify populations to be served and actions to be performed to improve coordination of services. Through site visits, monthly conference calls and research coordination, Georgetown University offers consultation, training resources, and assistance with identifying strategies, monitoring progress, and evaluating results. Title IV-E Roundtable The Title IV-E Roundtable is a collaboration between the state and IV-E university partners towards the knowledge transfer for best practices for major IV-E topics that include: • IV-E Eligible Field Placements • Administration and Contract Issues • Child Welfare Curriculum and Courses • Recruitment, Retention and Employment • Research and Evaluation States from the Federal Region VI are also asked to participate in the exploration of topics that include national, regional, and state perspectives on child welfare, collaborative training models and regional Title IV-E program evaluation results. Human Trafficking Prevention Task Force The Texas Office of Attorney General was legislatively mandated to establish the Human Trafficking Prevention Task Force to develop policies and procedures that assist in the prevention and prosecution of human trafficking crimes. DFPS has a 2010-2014 Final Report and CAPTA Update Page 249 of 381 representative on the task force and participates in the following committees and subcommittees: • Training and Outreach including the Training Curricula sub-committee • Victim Services including the Child Victim Services sub-committee • Law Enforcement • Legal Review African Americans in Central Texas Conference Committee CPS participates in the African Americans in Central Texas Conference Committee. The mission of the annual conference is to strengthen family and individual awareness of available health care services, behavioral and physical, through culturally sensitive education, supports, and partnerships. It strives to increase individual and family awareness of available behavioral and physical health care services, reduce stigma, and eliminate health disparities. Conference planning committee members include individuals from private and public sectors including various Health and Human Services Commission agencies. Promoting Independence Advisory Committee The Promoting Independence Advisory Committee is a task force that advises the Health and Human Services Commission in the development of a comprehensive, effectively working plan to ensure appropriate care settings for persons with disabilities. The task force is responsible for studying and making recommendations as part of a comprehensive plan to ensure appropriate care settings for persons with disabilities. The task force advises the commission on plan implementation to identify and assess each person who resides in an institution but chooses to live in the community and for whom a transfer from an institution to the community is appropriate and that community care and support options are available to live in the community. CPS participates regularly as a member of the committee to ensure children with disabilities who are receiving CPS services have the support required to meet their needs. Children's Policy Council The Children's Policy Council was created in 1999 as a result of Senate Bill 374 of the 76th Texas Legislature. The charge of the Children's Policy Council is assist the Health and Human Services Commission in developing, implementing, and monitoring longterm supports and services programs providing support to children with disabilities and their families. The mission of the Children's Policy Council is to promote and advocate for public policies that support families of children with disabilities, enabling their children to grow up in families, be an integral part of their communities, and meet their potential. A majority of the Council membership consists of family members of consumers who receive children's long term care or health services. National Center for Missing and Exploited Children 2010-2014 Final Report and CAPTA Update Page 250 of 381 The National Center for Missing and Exploited Children is the leading nonprofit organization in the U.S. providing assistance to law enforcement and families to find missing children, reduce child sexual exploitation and prevent child victimization. The center serves as the nation’s clearinghouse on issues related to missing and sexually exploited children. The DFPS Assistant Commissioner for CPS serves on the National Center for Missing and Exploited Children board as a member. Residential Contract Workgroup The Residential Contract Workgroup includes residential providers, associations, and DFPS representatives from Residential Child Care Licensing, Residential Contracts and Child Protective Services who meet annually to provide input and feedback regarding proposed changes to the residential contract. The workgroup provides a venue for understanding the reasons for contract changes and ensures proposed language will lead to practices that support its intent. Raising Texas The Texas Early Childhood Comprehensive System, known as "Raising Texas," is a statewide, collaborative effort to strengthen Texas' system of services for young children and families in order for all children to enter school healthy and ready to learn. Raising Texas works on goals in the following areas: access to health care and medical home; early care and education; social-emotional development and mental health; and parenting education and family support. Raising Texas teams are composed of representatives from a wide range of state agencies and community organizations who work with and support children and families. DFPS Prevention and Early Intervention staff participated in the Raising Texas initiative and on the parent education and family support team. Interagency Infant Health Workgroup The Interagency Infant Health Workgroup includes staff from DFPS, the Department of State Health Services, and the Office of the Attorney General. The group is tasked with identifying pressing infant health needs and steering projects that provide solutions to the issues. Promoting safe sleep practices for babies is a project initiative of this committee. The group developed and continues to promote a community training guide titled, "Safe Sleep for Babies: A Community Training." The guide contains information on reducing the risk of sudden infant death syndrome (SIDS) and methods for how trainers should present the prevention information to targeted audiences. The group coordinated training sessions for community partners in the pilot counties, Jefferson, Bell, and Nueces, and had participants complete pre-test and post-tests. The trainers sent pre-test and post-test scores to the Department of State Health Services for evaluation purposes. Office of Border Affairs The Office of Border Affairs through its mission collaborates with partners to increase access to health care and improve the quality of health services in communities and Colonias. The Office of Border Affairs works with community representatives, state 2010-2014 Final Report and CAPTA Update Page 251 of 381 health and human service agencies (including DFPS), the Texas A&M University Colonias Program, the Texas Workforce Commission and local workforce development boards, the Texas Education Agency and educational service centers along the TexasMexico border. CPS Dashboard CPS has created a monthly dashboard with critical tasks and outcomes for each stage of service that has been used to better understand and improve outcomes for children and families. The dashboard is produced monthly and is available at the state, region and county level. CPS Transformation DFPS contracted for a comprehensive review of the internal operations of the CPS Division that began February 2014 and culminated in a detailed assessment and recommendations delivered in June 2014. The scope included many aspects of CPS including organization, work flow, allocation of staff, decision making and general business processes including policy development, continuous quality improvement and budgeting, training, hiring, contracting and finance. The assessment gathered input from both internal and external stakeholders and served as the basis for recommendations for how CPS can be managed and operated more effectively. The contractor met with statewide advocacy groups such as CASA, with legislative staff, with partner health and human services agencies and held a public forum. In addition, the contractor performed regional reviews and met with stakeholders including local children's advocacy centers and other partners. Internally, the contractor met with over 100 CPS workers, supervisors, managers and directors in focus groups to assess and refine recommendations, performed over 250 state office and regional interviews, met regularly with senior CPS, DFPS, and HHSC leadership, performed a statewide survey, and participated in investigation ride-alongs. In addition, the review analyzed over 2GB (nearly 500 files) of data extracts and reports. Much of the information and data served to inform an understanding of processes and organization rather than outcomes. For example, the review assessed personnel and produced data on hiring and turnover. The review also assessed how DFPS and CPS are using data to manage and made specific recommendations for use of leading, lagging and concurrent metrics. 2010-2014 Final Report and CAPTA Update Page 252 of 381 2010-2014 CFSP FINAL REPORT C. Program Support i. Training Plan 5-Year Summary and Technical Support ►Summary of the state's training and technical assistance provided to counties and other local or regional entities in support of 2010-2014 CFSP goals and objectives. Description of the progress made in the area of training in support of the goals and objectives. During 2010, DFPS continued efforts to meet supervisory and caseworker competencies as it pertains to training and development. This was achieved through comprehensive reviews of training materials and with the assistance of workgroups and focus groups. Some resulting changes were implemented into Basic Skills Development (BSD) while others were made accessible through computer based and web-based trainings or face-to-face delivery. Workgroups and focus groups met routinely ensuring that training topics and materials aligned with the goals and mission of the agency. As a result of this effort, several trainings were created. CPS BSD Core curriculum underwent revisions in an effort to transition some in class activities to distance learning. This decreased face-to-face class time by one week, but supported an additional week of on-the-job training with field supervisors and distance learning. The CPS Curriculum Catalog was developed and the agency underwent Tablet deployment with Mobile Caseworker trainings to support this initiative. A final initiative was CPS Placement Decisions. There were several initiatives completed in 2011 and completed in 2012, including. • Foster to Adoption Specialty track was created and implemented into caseworker BSD • Advanced Interviewing Techniques Training • CPS Video Project • Advanced Mental Health Training • Advanced Family Centered Safety Decision-Making • Day Care Authorization In 2013, DFPS developed the following courses: • Working with Latin American Families • Foster Care Redesign • Fetal Alcohol Spectrum Disorder • Serious Incidents Involving Foster Children • BSD Caseworker Core Revisions which increased On the Job Training and use of technology through Friday webinars • Strengths Based Supervision 2010-2014 Final Report and CAPTA Update Page 253 of 381 In 2013, the Texas Legislature mandated that Child Protective Services develop and implement a training program that all staff newly hired or promoted to a management job must take before assuming such a position. The training must promote development of skills in communication, decision-making and strategic thinking and prepare the employee to manage workloads, conduct effective unit meetings, manage a mobile workforce, implement program and operational policies and complete performance plans. DFPS offers two supervisory models that support the legislative mandate: DFPS Beginning Managers and Supervisor Basic Skills Development. In 2014, progress was made in developing web and computer-based training, including: • Time management • Affidavit training • Critical thinking • Trauma Informed Care • Working with African American families • Educational training Although DFPS implemented several training and development initiatives, DFPS ensured that these initiatives aligned with casework practice and protocols. Evaluation and Technical Assistance The CPS Analytics and Evaluation team is part of the CPS Policy Analysis Division, which supports CPS in achieving safety, permanency and well-being for children and families by providing strategic analysis and guidance on CPS operations, policies, processes and initiatives. The CPS Research and Evaluation team’s work includes: • Providing strategic analysis and guidance on child welfare assessments, practice model, and quality assurance instruments and processes. • Evaluating the effectiveness of major CPS program initiatives and significant programmatic changes. • Conducting data analysis to better understand how the CPS system is operating and outcomes for children and families. • Managing grant applications, external research requests and internal state office data requests. With respect to the CPS Continuous Quality Improvement (CQI) process specifically, the CPS Analytics and Evaluation team will be creating standardized case reading tools for each stage of service and will be assisting the senior policy analyst in coordinating all parts of the CPS CQI process. Each year, the Analytics and Evaluation team engages in activities that are related to the Title IV-B State Plan. A number of these activities are ongoing. In FY 2014, activities included: 2010-2014 Final Report and CAPTA Update Page 254 of 381 • • • • • Providing strategic consultation with program staff and management to help develop and implement over a half dozen broad practice initiatives including: o Alternative Response o Implementing Signs of Safety as current practice in Family Based Safety Services. Designing a new safety tool. Completing more than a dozen surveys and ad hoc data analyses. Generating more than a dozen presentations and reports to inform executive management and the public about CPS progress in reaching its goals. Applying for one grant to-date but supporting or partnering with over three dozen other grant efforts. The Analytics and Evaluation team was involved in activities related to the goals and objectives of the Title IV-B State Plan. A number of these are ongoing and several broad examples are described below. 1. Disproportionality: The Analytics and Evaluation team will continue to support the monitoring of disproportionality in 2014 with the legislatively mandated Rider 17 report and the annual report to CPS. 2. Family Focus: Family Focus is a CPS initiative that includes Family Based Safety Services, Kinship Care, the Relative and Other Designated Caregiver Assistance Program, and the Permanency Caregiver Assistance Program. Several of these programs have had a preliminary evaluation completed. An evaluation of the Permanency Caregiver Assistance Program's performance since will be completed in FY 2014. Additional analyses of these are pending executive approval. 3. Alternative Response: Texas is in the planning stages of implementing a dual track of responding to allegations of abuse or neglect based upon the severity of the allegations initially reported to the agency. The proposed system will still use screeners, but will route cases that do require a CPS intervention to be either investigated or assessed. Investigated cases will be characterized by more serious allegations and will require a disposition with regard to the substantiation of those allegations. Cases routed to the assessment track will have less serious allegations and will not require a formal disposition of the allegations. The primary focus of both tracks will be on child safety. The Analytics and Evaluation team has worked with the Alternative Response development team in earnest since January 2013. The Team's role has been to provide strategic guidance around: • Pilot site selection. • Identifying cases suitable for Alternative Response. • Business processes for initiation, closure and transfer. • Assessing safety, including developing a new tool for use in Alternative Response. 2010-2014 Final Report and CAPTA Update Page 255 of 381 • And the team will evaluate both the implementation and outcomes of Alternative Response. Permanency Roundtables: Permanency Roundtables (PRTs) are designed to improve permanency outcomes for children and youth in the conservatorship of the Department of Family and Protective Services (DFPS). In Texas, the PRTs are focusing on children and youth who are in the permanent managing conservatorship of the state and still have not found a permanent home. To help move these children and youth to permanency, the PRT process involves developing a child or youth specific action plan with follow up to ensure that identified actions are being completed. The Analytics and Evaluation Team's role has been to evaluation the outcomes of the Permanency Roundtables. The outcomes from the first 12 months of operation were completed in November 2013. Feedback was shared with the Conservatorship Division and Casey Family Programs (who also supported the effort). Several issues were identified as possibly in need of adjustment. A survey of front line workers is planned in April 2014 to further identify needed adjustments to improve outcomes. Feedback will be delivered to the front line workers once the analysis is complete and the Analytics and Evaluation team will continue to monitor outcomes every six months. Signs of Safety Implementation in Family Based Safety Services: Family Based Safety Services has identified Signs of Safety as a framework to refocus on safety issues for in home services. Additionally, Signs of Safety has been identified as a means of focusing in home workers on information relevant to understanding when cases can be closed. Signs of Safety will be piloted in two regions beginning in FY 2014. The Analytics and Evaluation Team's role is to: • Assist in organizing the evidence that supports the identification of Signs of Safety as a viable framework to achieve the intended outcomes. • Adapt the business processes of safety assessment and case closure. • Adapt the proposed Alternative Response Safety Tool for use with in home services. • Assist in developing the requisite training for staff. • Evaluate implementation and outcomes. Additional Technical Assistance • Technical Assistance: DFPS currently has three open Children’s Bureau, Administration for Children and Families (ACF) training/technical assistance (T/TA) projects. These projects will continue through FFY 2014. • Diligent Recruitment: DFPS is working with Texas Court Appointed Special Advocates (CASA) and the National Resource Center for Diligent Recruitment at AdoptUSKids on the Diligent Recruitment Grant. The National Resource Center for Diligent Recruitment at AdoptUSKids continues to provide technical assistance regarding customer service, recruitment and retention strategies, 2010-2014 Final Report and CAPTA Update Page 256 of 381 • • engaging private child placing agencies, and teambuilding. The items below address activities that have begun as a result of the technical assistance. o Actions have been taken to improve the internal communication plans within CPS and CASA and collaboratively between CPS and CASA. Regular effective communication is now on-going with monthly calls with the five treatment counties to assure that the recruitment and retention plans serve as a living, sustainable foundation for action. o Actions have been taken to clarify and enhance the case selection process for children receiving child-specific recruitment under the grant. Efforts are being made to ensure that appropriate external partners and stakeholders (e.g. foster parents, therapists, attorneys, and judges) are notified or engaged in the process of case selection and subsequent activities as appropriate to foster collaboration towards permanency o The National Resource Center for Diligent Recruitment has facilitated recruitment planning meetings in the treatment counties. The recruitment plans aim to increase the number of available homes for children waiting for adoption. The "Go TARE Week", first established in Angelina and Nacogdoches counties was replicated in other counties. TARE is the Texas Adoption Resource Exchange website. Additionally, a HEART Gallery was established in Nacogdoches Count as part of the grant work plan. Legal and judicial issues: The Texas Court Improvement Program, managed by the Texas Children’s Commission, is working with the National Resource Center for Legal and Judicial Issues (NRCLJI) focusing on training, data and school stability, with a goal to share information between the large systems of Education, Child Welfare and the Courts. NRCLJI staff facilitated the development of a 90-day action plan to assist the Texas Blueprint Implementation Task Force which is working on three priority areas: training, data and school stability. This action plan focused on improving data sharing between DFPS and the Texas Education Agency and on standards for sharing confidential information between DFPS and schools and school liaisons. The action plan will focus on developing specific outcome measures and capturing information to determine if there is a long-term impact on outcomes for children in foster care. Casey Family Programs has been a partner with NRCLJI and Texas agencies in this effort. Supervised Independent Living: DFPS is working with the National Resource Center for Youth Development (NRCYD) on the Supervised Independent Living program. Contracts with providers have been signed and placements have begun. NRCYD technical assistance was instrumental in planning for the contract content and development process and encouraging the SIL providers to form a community of practice to serve as a resource and support network. The NRCYD assisted with lessons learned from other states in SIL development and assisting with how best to plan for specialized services for this population of youth. Continuing technical assistance will focus on lessons learned, challenges and continuous quality improvement. 2010-2014 Final Report and CAPTA Update Page 257 of 381 • • Continuous Quality Improvement: The technical assistance related to Continuous Quality Improvement (CQI) was closed and support for CQI will continue through Casey Family Programs as part of the DFPS Practice Model development work. DFPS worked with the National Resource Center for Organizational Improvement (NRCOI) to assess the current state of Continuous Quality Improvement in Texas DFPS using the ACF Informational Memo on CQI as the template. DFPS staff met with ACF staff to review the elements of the ACF Informational Memo on CQI and to assess current status and will continue to meet with ACF staff on this effort. The goal of the Continuous Quality Improvement effort continues to be to move towards a shared ownership of a system and culture that promotes continuous quality improvement. Casey Family Programs is providing consultation related to development of a practice model that will contain Continuous Quality Improvement components and the NRCOI may again be requested to provide further consultation once the practice model development is ready. Texas was one of five states that participated in the National Managing with Data Roundtable in May and September 2013, hosted by the National Resource Center for Child Welfare Data and Technology which focused on learning how to utilize their Managing with Data Framework. The Technical Assistance requests for the projects listed below were closed. o Texas Practice Model: DFPS worked with the National Resource Centers for Organizational Improvement and for Child Protective Services and by the National Resource Center for Child Protective Services. Their work helped DFPS integrate key DFPS practice enhancements: Enhanced Family Centered Safety Decision Making, Trauma-Informed Care, Disproportionality, Permanency Round Tables, Alternative Response, Diligent Recruitment and Foster Care Redesign into a cohesive whole, incorporating a Continuous Quality Improvement focus. o Enhanced Family Centered Safety Decision Making: DFPS worked with the National Resource Center (NRC) for Child Protective Services since 2009 on this project. The technical assistance from the NRC for CPS helped build tools and training for improving safety decision making. 2010-2014 Final Report and CAPTA Update Page 258 of 381 2010-2014 CFSP FINAL REPORT C. Program Support ii. Research and Evaluation, Management Information Systems, and Quality Assurance ►Summary of the state's activities undertaken in FYs 2010-2014 in child and family services-related research, evaluation, management information systems, and/or quality assurance systems in support of the goals and objectives of the 2010-2014 CFSP. During the past five years, DFPS has increasingly focused more time and resources to identify federal and private funding, to work with external partners requesting support in their grant applications, and to apply as the lead applicant for grants. Starting in FY 2009, the CAPTA team (now Policy Analysis and Evaluation) identified 10 funding opportunities for which the agency was eligible to apply. In FY 2013, this number was 29. The 2014 grant season is now underway (January through September) and staff has identified six funding opportunities so far. Beginning in FY 2011, DFPS has collaborated with external partners to apply for grants by providing either a letter of support or letter of commitment. The letter of commitment means a pledge to dedicating significant DFPS resources in terms of staff time or data and may include a transfer of funds. • In FY 2011, four letters of commitment and one letter of support. • In FY 2012, 23 letters of support and nine letters of commitment. • In FY 2013, 32 letters of support and five letters of commitment. • So far in FY 2014, 18 letters of support and two letters of commitment. DFPS has also applied as the lead applicant and been awarded several grants during the past five years. DFPS was awarded a five-year Diligent Recruitment of Foster Families in 2010, a Family Connection Grants: Using Family Group Decision-Making to Build Protective Factors for Children and Families, with the Kempe Center partnering with Casey Family Programs and two other states in 2011, and a Children's Justice Act (CJA) grant in 2012. In FY 2014, the agency applied for a new CJA grant, which will be announced in summer 2014. Beginning in FY 2012, the Commissioner directed DFPS to institute new grant development procedures with Federal Funds (FF) as the lead. Each division, including CPS, now has a grant representative. In FY 2014, the DFPS Commissioner reviewed the agency's grant development policies and practices; directed all divisions to proactively identify and apply for grants; and committed staff resources to assist with grant writing. The current grant season (January through September 2014) should result in a number of applications with CPS as the lead. CPS staff will need additional support to write grants and provide project narratives and logic models for the applications. Policy Analysis and Evaluation is 2010-2014 Final Report and CAPTA Update Page 259 of 381 developing workshops on basic logic model writing for CPS staff. If awarded grants in FFY 2015, CPS program must invest considerable staff time to manage grants. Management Information Systems Information Management Protecting Adults and Children in Texas (IMPACT) began as Child and Adult Protective System (CAPS) in 1996 and functioned as the comprehensive Statewide Automated Child Welfare Information System (SACWIS) until August 31, 2003. IMPACT is the statewide system for CPS and Adult Protective Services. All levels of staff use the system. IMPACT is available statewide at all times and supports all aspects of CPS casework from intake to post-adoption services. Adult Protective Services and Residential Child Care Licensing staff also use IMPACT, which allows staff to record and process all case-related information from intake to case closure. Consolidating and centralizing automation has improved case management. Cases can be accessed simultaneously, allowing for flexible case reporting and monitoring. All CPS direct delivery staff can access IMPACT to input data. Supervisors can electronically review case information and documentation at any given time, supporting ongoing monitoring of cases for evaluation purposes. In addition, use of IMPACT applications forced statewide standardization in use of forms and enforced system-wide edits applied to casework activities. IMPACT is the data source for the annual National Child Abuse and Neglect Data System report as well as the Adoption and Foster Care Analysis and Reporting System data. Additionally, IMPACT supports various other web-based tools for information processing and analysis. Tablet personal computer rollout and training for all existing Investigation and Family Based Safety Service caseworkers was completed in October 2006. All newly hired Investigation and Family Based Safety Service workers received their tablet when they were hired. New hires receive training on the tablet during the Basic Skills Development course as a new caseworker. In 2006, a mobile application, Mobile Protective Services, was designed and given to all Investigation and Family Based Safety Services caseworkers. The application allows caseworkers to review case details and take notes into an application designed for field use. The application does not need connectivity to DFPS main systems to operate. When a caseworker returns to the office or a location with a strong wireless signal, he or she can synchronize data that automatically updates current case information. This process improves the timeliness of IMPACT data and caseworker efficiency. Many additions and improvements to Mobile Protective Services rolled out in May and August 2007, which allowed Investigation and Family Based Safety Services caseworkers even more access to parts of IMPACT. In 2008, DFPS began developing a 2010-2014 Final Report and CAPTA Update Page 260 of 381 mobile application for conservatorship workers with a projected release date of August 2009. Many additions and improvements to Mobile Protective Services have rolled out since its initial deployment. Investigators and Family Based Safety Services caseworkers have even more access to parts of IMPACT through Mobile Protective Services. These updates occur several times per year to insure that the mobile application is current with IMPACT and program policies and practices. In March and April 2008, 420 tablet personal computers were leased and distributed to conservatorship caseworkers in Regions 3, 6, and 10. By May 2008, all conservatorship caseworkers with tablets had been trained or scheduled for training. In June 2008, this training was incorporated into the Basic Skills Development Core Curriculum course for conservatorship new-hires who used a tablet. In FY 2009 and continuing into FY 2010, field management was trained on managing, maintaining and supporting a mobile workforce. In FY 2009, all Investigation and Family Based Safety Services received upgraded tablets. During this same period, tablets were provided to all conservatorship workers in Region 8 and one quarter more of the conservatorship workers in Region 3. Additionally, 42 additional workers in regions 10 and 6 received tablets. Half of the conservatorship workers statewide had tablets at this point. At the end of FY 2008, DFPS began plans to design the Mobile Protective Services system for conservatorship workers with a completion date of August 30, 2009. Beginning October 2009, this mobile tool and training was provided to conservatorship workers with tablets in Regions 3, 6, 8, and all of 10. The Mobile Protective Services tool and training was then given to the remaining conservatorship workers with tablets in Regions 1, 2, 3, 6, 8, 9 and part of Region 7. The functionality is incorporated into the core portions of the Basic Skills Development courses for new conservatorship staff. CPS staff continues to use IMPACT for collecting and evaluating information relating to service provision and client populations. Staff submits system improvement requests to make IMPACT and Mobile Protective Services more functional. From FY 2005 to 2011, DFPS has continued to implement mobile technologies. DFPS is providing upgraded tablets that are comparable to the capabilities of standard desktop computers, but can better facilitate mobile casework. The hardware increases caseworker efficiency and flexibility significantly. CPS investigators, Family Based Safety Services caseworkers and three quarters of Conservatorship caseworkers have the new tablets. Funding was provided during the 2011-2012 biennium for the remaining portion of the Conservatorship caseworkers to receive tablets. Laptops and desktops were provided from August to December 2010. The following positions received laptops to facilitate mobility and management of mobile staff: supervisors, program directors, Family Group Decision Making specialists, law 2010-2014 Final Report and CAPTA Update Page 261 of 381 enforcement liaisons, I See You workers, community initiative specialists, and litigation attorneys. All other staff received upgrades to their desktop computers. Additionally, Dragon Naturally Speaking software was installed to facilitate documentation. All tablet and laptop users, as well as approximately 1,200 desktop users, received the software and training. All training is available on the DFPS Intranet. Both recorded and live webinars are offered for staff for training. In June 2008, DFPS underwent the Statewide Automated Child Welfare Information Systems (SACWIS) review. DFPS met all requirements of SACWIS and in September 2009 was given a status of "SACWIS Compliance Achieved." In FY 2010, IMPACT and the Mobile Protective Services improvements were implemented to support changes relating to the Fostering Connections Act. Those changes included authorizing additional kinship guardianship services and offering extended foster care services to youth 18 years and older, as well as the National Youth in Transition Database, which requires a data collection system to track independent living services provided to youth and to develop outcome data collection to assess the agency's independent living programs. Vendors have worked with CPS, Information Technology, and State Office staff to design and implement the solution. These improvements to IMPACT and Mobile Protective Services were completed in August 2010. Additional IMPACT upgrades that improved the accuracy of person information within the database were completed by the end of FY 2010. Improvements target data integrity, data quality, service delivery reports, more successful person searches, improved merge functionality, and facilitating external system access and data sharing through interfaces. Multiple automation system enhancement projects have been completed, including: • Texas Adoption Resource Exchange • Interstate Compact on the Placement of Children • Usability • Child Fatality Reporting • Day Care Authorization • Special Immigrant Juvenile Status • The Unaccompanied Refugee Minor • Family Tree • Person Merge • Improvements to photo uploading into IMPACT, • Texas Law Enforcement Telecommunications System (TLETS), • Secure Sockets Layer to IMPACT • Update of the medical consenter forms within IMPACT • Agency-wide email encryption, 2010-2014 Final Report and CAPTA Update Page 262 of 381 • • • • Redesign of the Data Warehouse user interface. Supervised Independent Living improvements, Foster Care Redesign FCR transition in two regions Department of Public Safety Web Service implementation From January through April 2012, 3,297 CPS staff received upgraded tablets. With the new tablets, staff was also provided with new 4G air cards for enhanced mobile connectivity. Microsoft Office 2003 was upgraded to Microsoft Office 2010 in May 2012, bringing the department in line with other organizations and allowing us to take advantage of the new advanced features and ensure better compatibility and security. This upgrade also ensured a smooth transition to the HHS hosted email solution in August 2012. Transition efforts included online training and tip sheets that are available on users’ computers and the intranet. In August 2013, the upgrade to Windows 7 from Windows XP began, a multi-step process that will include transition tips, testing for both IMPACT, Mobile Protective Services, and other DFPS applications and software to ensure compatibility. From September through November 2012, 444 CPS staff received upgraded tablets. From February through April 2013, 708 CPS staff received upgraded tablets. These new versions include a bigger and dual-swivel screen, increased performance, longer battery life, and more display options. In addition, these new tablets are Wi-Fi enabled allowing more connectivity options. Beginning in May 2013, CPS staff with cell phones received new iPhones, an upgrade from previous cell phones that could only place calls and text messages. The new phones include pre-approved applications that give caseworkers even more productivity tools. These phones also include a data plan for internet and Wi-Fi hotspot use. In September 2012, DFPS began the GoMobile Initiative. Field managers requested training not only for their workers, but also for the managers. The training for the GoMobile Initiative concentrated on the current automation tools and exploring ways to take advantage of new technology developments that are or will be available to workers. The initiative began with Region 7 and roll out to the remaining regions. Multiple automation system improvements have been completed or are in progress with deployment dates spanning August 2012 through November 2013. These projects include automating the Foster and Adoptive Home Development subsequent criminal history checks, bringing the DFPS's daycare process in line with the Texas Workforce Commission’s process, improvements to the Child Placement Vacancy Database, designing access for the Single Source Continuum Contract for Foster Care Redesign to propose placements within IMPACT, the ability to track what youth have had a 2010-2014 Final Report and CAPTA Update Page 263 of 381 Permanency Roundtable meeting, and improvements to the database to facilitate better reporting of information related to child fatalities. A Foster care redesign improvement provided the single-source continuum contractors (SSCC) access to the IMPACT system to help in the placement of children in the foster care system. SSCC staff can recommend placements and complete assigned tasks in the system. CPS staff can also log into the case and approve the placement request, eliminating the need for text, phone call or face-to-face contact. DFPS continues work on automation system enhancement to improve functionality to such areas as the daycare authorization process, reconciliation with Texas Workforce Commission and the Automated Foster/Adoption Home Development follow-up DPS criminal history background checks. Quality Assurance Continuous quality improvement is a focus that serves as a foundation to all of the programs within the Texas Child Protective Services Program. Dedicated quality assurance staff is in place to support practice improvement. The Child and Family Services Review Team is part of the Division of Accountability and consists of 18 Quality Assurance specialists, five Quality Assurance leaders, one program specialist, one Child and Family Service Review (CFSR) team lead, and a division administrator. The Accountability Division is a key resource to lead and coordinate the state’s efforts to evaluate the effectiveness of CPS in providing for the safety, permanency, and wellbeing of children receiving services. This team coordinates with other quality assurance staff embedded in specific program areas, such as Investigations and Title IV-E eligibility, and with program specialists assigned as subject matter experts for all stages of service. The Child and Family Services Review Team are responsible for developing, adapting, and continually improving tools for the qualitative and quantitative evaluation of CPS programs. The team also serves as a training resource for CPS. The Child and Family Services Review Team conduct periodic reliability exercises to promote consistent rating across Texas. A formal reliability exercise is conducted by the team on an annual basis through reading and rating two mock cases separately and turning in their ratings for scoring. Then the team comes debriefs the cases and discusses any rating differences that may occur. The team often develops new Frequently Asked Questions from the trainings. The team also has monthly calls where discussions are held from cases from the current sample. Inter-rater exercises provide staff with clarification on how to interpret the federal guide and apply ratings to the outcomes. They also enhance consistency in rating across all regions of the state. In addition to the ongoing inter-rater reliability trainings and discussions each Quality Assurance Specialist also has a portion of their sample reviewed by both their direct supervisor (Quality Assurance Leader) and State Office Program Specialists. The Quality Assurance Leader randomly selects five completed case review guides to read 2010-2014 Final Report and CAPTA Update Page 264 of 381 each quarter and provides written feedback to the Quality Assurance Specialist on the ratings and justifications. The CFSR Team Lead and CFSR State Office Program Specialist also randomly select one case each from each Quality Assurance Specialist, also providing written feedback that includes the reviewer's Quality Assurance Leader to ensure consistency of ratings. This practice ensures that each quarter seven of each Quality Assurance Specialist ten cases are followed up with a quality assurance review of their ratings and justifications. The Child and Family Services Review Team uses the most current federal Child and Family Services Review Instrument in the review of Texas CPS services and utilizes the federal review process in its review of all eleven Texas regions. The Child and Family Services Review staff review, analyze, and evaluate data pertaining to the seven outcomes for Safety, Permanency, and Well-Being for children in Texas. Those outcomes are: 1. Children are, first and foremost, protected from abuse and neglect. 2. Children are safely maintained in their own homes whenever possible and appropriate. 3. Children have permanency and stability in their living situations. 4. The continuity of family relationships and connections is preserved for children. 5. Families have enhanced capacity to provide for their children’s needs. 6. Children receive appropriate services to meet their educational needs. 7. Children receive adequate services to meet their physical, mental and behavioral health needs. During the Program Improvement Plan, 360 randomly selected cases were reviewed each quarter. The sample includes Substitute Care and Family Based Safety Services cases that are valid and representative for each DFPS region. During post-Program Improvement Period, the sample size has been reduced to 180 randomly selected cases each quarter, and the Accountability Division is providing support to other agency initiatives. Quality Assurance Specialists review case information in IMPACT (Information Management Protecting Adults and Children in Texas), review external case file information, and conduct stakeholder interviews. Reviewers must interview or make attempts to interview stakeholders for each case and interview as many stakeholders as is necessary to obtain an accurate view of the case. Reviewers are required to make attempts to interview parents, the child/children if they are old enough and developmentally able to understand the process, the caseworker and/or supervisor, the foster parent or relative caregivers and anyone else who the reviewer feels may have additional information for the case review process. Regional and statewide reports containing trend and data information from the case reviews are compiled quarterly and shared with staff through e-mail distribution lists, by posting the reports for all staff on the Accountability Intranet page, and through presentations to staff by the CFSR Quality Assurance Leaders. All cases reviewed are 2010-2014 Final Report and CAPTA Update Page 265 of 381 also presented individually to regional staff through case debriefings. The team determines where further analysis may be required, and recommends to CPS leadership accountability and practice improvement initiatives. Statewide structured case readings, outcome-related data analysis, reports of findings, case debriefings, and periodic focused training activities continue to be key quality improvement activities. The Child and Family Services Review Team’s evaluation and monitoring activities are reported to State Office and regional staff in a variety of reports which are posted on the DFPS Intranet and are available to all CPS staff. As information sources and quality assurance activities are refined, they are integrated into the Child and Family Services Review process as well as Quarterly and Annual Reports. The findings of the 2008 Texas Child and Family Services Review, which was completed in March 2008, was incorporated into quality assurance reports to CPS staff. Texas submitted the proposed draft preliminary Child and Family Services Review Program Improvement Plan to the Administration for Children and Families on April 27, 2009. The Texas Child and Family Services Review Program Improvement Plan became effective on April 1, 2010. As of April 2012, all of the quantitative measures have been met, and all of the action steps have been completed. Since the completion of the Program Improvement Plan the CFSR Team has assisted in a variety of new continuous quality improvement reviews, including developing and implementing a Title IV-E review system and becoming trained as Scribes and Permanency Consultants for the Permanency Round Tables. The CFSR Team also completes AFCARS (Adoption and Foster Care Analysis and Reporting System) data reviews as needed and is available for special program reviews as requested. The CFSR team works collaboratively with staff from all program areas to develop special reviews and determine the most effective way to share feedback with regional staff. All members of the CFSR Team provide training as requested for regional staff on an ongoing basis. These trainings can be specific to a unit or can include helping with program-specific conferences. The CFSR Team Lead and CFSR Program Specialist provided CFSR training at each CPS Supervisor Basic Skills Development class. The course takes the class through the CFSR instrument and overall Quality Assurance system, including reading and rating mock case scenarios together. In 2008 CPS created a statewide Investigative Quality Assurance (QA) Specialist Unit to review closed investigations for conformance to law and policy in relation to timeliness and quality of investigations. This unit reports findings to Investigations Program Administrators and other CPS management staff. This Investigations QA team arose out of a need to reinforce the Department’s commitment to consistent application of investigation practices across the state and to regularly identify areas that are working well and areas that need improvement. The Lead QA Program Specialist was hired in July 2008 and work began to collaborate with Information Technology in creating a database from which the QA staff could enter 2010-2014 Final Report and CAPTA Update Page 266 of 381 cases, store data and generate reports. In addition, a case reading guide was created to be utilized in reading closed investigations and closed screened intakes. Currently in addition to the team lead there are four QA specialists. The QA team reads closed investigations that were not opened to Family Based Safety Services or Conservatorship. Investigations chosen to be read are pulled at random but with a statistically significant number being pulled from each region. This is approximately 4000 cases per year. The review involves reviewing case narratives in IMPACT as well as reviewing the external files, including listening to audio recordings. When reviewing cases, if there are continuing concerns regarding child safety, the Program Administrators are immediately notified and asked to review the case for safety concerns. If other issues are noted when reading the cases, they are input into the data system developed for the QA program. Regional staff (at the level of Risk Manager, PD's and above) has immediate access to all cases input into the system. A statistically valid sample of intakes that were screened and closed is also reviewed for quality. These intakes are reviewed the month after they are closed. If the reviewer has concerns that child safety was compromised by the closure decision, the report is forwarded to the appropriate Screener Supervisor for review. The reviewer uses a case reading tool developed specifically for reviewing screened and closed intakes. Information is entered into the QA data system. At the conclusion of each quarterly Investigation read, a report is written that discusses trends and patterns in each region. Regional data concerning compliance with policies related to making contact with the alleged victims at the beginning of the case and timeliness of completed investigations has been included in each report since 3rd Quarter FY 2009. Regional staff is asked to review the report and develop a plan that provides information on how they will address any issues noted in the report. In April 2009, staff from the Child and Family Services Review and Investigations quality assurance team began organizational effectiveness facilitations with CPS management staff across all 11 Texas regions. These facilitations were developed through a collaborative work effort among Casey Family Programs, CPS and the American Public Human Services Association, as one of the strategies being implemented within the Texas child welfare system to strengthen a family-centered practice approach, focused on keeping children safe, foster care reduction, and improved child and family outcomes. The majority of the organizational effectiveness topics are directly related to improving outcomes for the children and families served by DFPS. CPS is working to integrate its key practice enhancements of Trauma Informed Care, Disproportionality, Permanency Roundtables, and Foster Care Redesign and has incorporated elements of continuous quality improvement into this integration effort. 2010-2014 Final Report and CAPTA Update Page 267 of 381 In August of 2012 ACF released IM 12-07 Continuous Quality Improvement (CQI) in Title IV-B and IV-E Programs, which includes five functional components of a CQI system. DFPS has met both internally and with ACF to begin analyzing the Texas quality assurance system as compared to the components. The following is a summary: 1. Component I: Foundational Administrative Structure The Texas Department of Family and Protective Services (DFPS) is the single agency designated by the Governor and by statute that has the authority to administer child protective services consistent with the Texas Family Code section 264.007 and the Texas Human Resource Code at HRC 40.002. DFPS has several administrative structures in place to support this component. These include dedicated quality assurance staff in both the CFSR and Investigation areas and ongoing review processes including CFSR reviews, Investigation reviews, Enhanced Family Centered Safety Decision Making reviews and Title IV-E reviews. DFPS also has an Organizational Effectiveness team to focus on continuous quality improvement as well as a Senior Policy Analyst to support improvement efforts using data to direct decision-making. 2. Component II: Quality Data Collection. DFPS has a variety of methods to collect data including the CFSR team; the Investigation Quality Assurance team; the Management, Reporting and Statistics Division; and the Data Integrity Unit. DFPS also has SACWIS, AFCARS, and NCANDS systems in place which produce data. 3. Component III: Case Record Review Data and Process. DFPS performs reviews for the CFSR, closed Investigations, Title IV-E determinations, Child Fatalities, and through Permanency Round Tables. 4. Component IV: Analysis and Dissemination of Quality Data. Results from the case reviews listed in component III are analyzed by dedicated QA staff and permanency staff, and trends and data are shared with regional and State Office staff through reports and presentations. Trainings are developed, and policies are updated as needed. 5. Component V: Feedback to Stakeholders and Decision-makers and Adjustment of Programs and Process. DFPS regularly partners and provides feedback with a multitude of external stakeholders as well as internal stakeholders. The communication among these stakeholders is considered when reviewing current programs and making adjustments as needed. External stakeholders DFPS works with include: legal stakeholders, provider stakeholders, managed care organizations, faith-based stakeholders, community agencies, child advocacy programs, child welfare boards, foundations, academic institutions, and stakeholders from agencies such as Casey Family Programs, American Public Human Services Association, child Welfare League of America as well as National Resource Centers. DFPS also has specialized positions such as Designated Border Liaisons, Community Engagement Staff, youth specialists, education specialists, disability specialists, family group conference specialists, a Parent Program Specialist, and a Fatherhood Specialist to assist both our own staff and the children and families our agency serves. 2010-2014 Final Report and CAPTA Update Page 268 of 381 On March 1, 2009, major components of the DFPS Purchased Client Services Division were moved into the CPS Division. Under the leadership of the Assistant Commissioner for CPS, the Prevention and Early Intervention, Regional Client Services, and Residential Contract services programs perform functions related to the purchase of direct services for CPS client use or benefit, support services, and services purchased or negotiated using State Office contracts. Purchased client services are services provided by outside entities under contract with DFPS. The functions merged into CPS include planning for services, contracting, contract administration, contract monitoring, and resolution of contracting issues. The program has a performance measurement component that tracks safety, permanency and well-being outcomes for children through the use of performance-based contracting. 2010-2014 Final Report and CAPTA Update Page 269 of 381 2010-2014 CFSP Final Report D. Consultation and Coordination Between Tribes and States ►Summary of the consultation with the Tribes during the 2010-2014 CFSP DFPS effectively ensures compliance with the Indian Child Welfare Act through compliance with CPS policy and procedures. Current policy provides DFPS employees with detailed information regarding the Indian Child Welfare Act and DFPS responsibilities under the Act. It further details specific child-placing requirements of the Indian Child Welfare Act and related guidelines and regulations to ensure compliance in any court action involving an Native American child. Apart from the CPS Handbook materials on the Indian Child Welfare Act, all new caseworkers are required to attend the mandatory Basic Skills Development training that addresses issues related to the Indian Child Welfare Act. In spring 2009, the DFPS Legal Division created new training for the legal portion of the Basic Skills Development course for new staff, which includes training on the Indian Child Welfare Act. Similarly, the DFPS Legal Division has completed a revised Indian Child Welfare Act article, with forms, pleadings and notices that are available as part of the Texas Practice Guide for CPS Attorneys, which is available on the DFPS Web site. This guide is intended primarily for the District and County Attorneys who represent DFPS in many parts of the state, as well as the Regional Attorneys employed by DFPS who represent DFPS in CPS litigation. DFPS caseworkers are trained to ask about possible Native American heritage both initially and as a case progresses and new family members become available. An Native American Child and Family Questionnaire has been distributed in training to facilitate getting the critical information a Tribe needs to verify a child’s status under the Indian Child Welfare Act. Efforts are ongoing to refine procedures for identifying Native American children subject to the Indian Child Welfare Act. DFPS works with the designated Indian Child Welfare Worker, employed by the Tribe, to ensure that Native American parents and the Tribe receive proper notification of CPS involvement, and staff work with DFPS regional attorneys to ensure statutory notices required under Indian Child Welfare Act are properly served on all appropriate persons and entities. Native American parents and the Tribe participate in the development of a service plan with culturally appropriate and effective services to resolve the referral issues. Efforts are made to prevent a child’s removal if the child’s safety can be maintained. If a child must be removed, DFPS staff works with Tribal representatives and family members to have the child returned to the family. This includes identifying specific hurdles and impediments to reunification and developing an appropriate service plan as noted above. 2010-2014 Final Report and CAPTA Update Page 270 of 381 Placement preferences applicable to Native American children are respected to the greatest extent possible. CPS Handbook Appendix 1226-A: Child-Placing Requirements of the Indian Child Welfare Act and Related Guidelines and Regulations provides DFPS staff with detailed information regarding foster care and adoptive placements for Native American children. DFPS provided a copy of this policy to all three Tribes and requested that the Tribes provide DFPS with their placement preferences. The three Tribes responded to this request and advised DFPS of their placement preferences, which are on file at DFPS. Specific measures that Texas has taken to comply with the Indian Child Welfare Act include: DFPS initiated quarterly Tribal/State Meetings with the three federally recognized Texas Tribes. The first of which took place in Austin in October 2009. All three Tribes participated, as well as representatives from the Administration for Children and Families. DFPS and the three Tribes initially committed to meeting at least quarterly to discuss areas of interest related to ICWA, the Child and Family Services Report, and Title IV-E Intergovernmental agreements; however, due to scheduling difficulties the Tribes have agreed to meet with the State twice a year. At the most recent Tribal-State meeting held in September 2013, Texas Court Appointed Special Advocates provided an overview of their organization and their wish to partner with the State and the three Tribes in ensuring compliance with the Indian Child Welfare Act by their community volunteers. Texas Court Appointed Special Advocates will be a regular member of the biannual Tribal-State meetings. A training curriculum on Indian Child Welfare Act issues was incorporated into the Basic Skills Development program for new CPS workers. The Basic Skills Development workbook provided to all new employees contains an article with Frequently Asked Questions concerning the Act and reiterates that best practice is to ask every family member whether anyone in the family or their ancestors has a connection to a Native America tribe. Questions about possible Native American family history have been added to agency forms and court reports used by both families and caseworkers, including: Family Information Form (2626); child Caregiver Resource Form (2625); Status Report to Court (2070); Permanency Plan and Progress Report to the Court (2088); Placement Review (2088b) and the sample Affidavit format available in the CPS Practice guide. The purpose is to raise awareness of the issue and prompt families, agency staff, other parties and the Court to consistently consider whether the Indian Child Welfare Act may apply in an individual case. In addition, CPS and the DFPS Center for Learning and Organizational Excellence are exploring additional training on Indian Child Welfare Act for CPS staff. The training will enhance existing training provided to staff during Basic Skills Development training. DFPS was provided an opportunity to review a web-based training on ICWA created by 2010-2014 Final Report and CAPTA Update Page 271 of 381 New Mexico CYFD. New Mexico has agreed to discuss the possibility of Texas CPS utilizing portions of the curriculum for the development of a Texas ICWA web-based training. Tribal representatives will be consulted for technical assistance with content. DFPS and Tribal representatives participated in the annual Native American Law Section of the Texas State Bar. Indian Child Welfare Act checklists published by the National Council of Juvenile and Family Court Judges were disseminated, as well as an Indian Child Welfare Act article written by DFPS staff attorneys, to attorneys and judges who handle CPS cases. The CPS Assistant Commissioner nominated Larry Williams, Alabama-Coushatta Social Services Consultant, to the National Association of Child Welfare Administrators Executive Committee. His nomination was accepted and he is now a member. Representatives from the three Tribes have participated in the DFPS State Task Force on Disproportionality. DFPS Center for Learning and Organizational Excellence has developed a process for Indian Child Welfare staff from the three Tribes to attend specialized trainings offered to DFPS staff. DFPS training is offered as necessary to new and existing Tribal staff on relevant topics, including licensing standards and procedures, and the Parent Resources for Information, Development and Education (PRIDE) training that DFPS staff provide for prospective foster and adoptive families. DFPS employs active efforts to ensure that Native American children and families are provided appropriate services and to prevent the breakup of the Native American family. In many cases the Indian Child Welfare Worker participates in all the casework activities with the CPS worker to assist with language and cultural issues and Tribal requirements. DFPS uses Family Group Decision Making (FGDM), which entails various practices to work with and engage children, youth, and families in safety and service planning and decision making. It is also utilized during Family Based Safety Services, or In-homes, cases and Substitute Care cases in order to engage the family in developing culturally appropriate service plans for Native American families. The Tribes are invited to provide feedback and recommendations for better decision making in tribal cases. By working collaboratively with the Indian Child Welfare Workers in the development of the service plan, DFPS is able to access services provided by the Tribes and available to Native American families. With the location of the three federally registered Tribes, a formal liaison process with specified CPS staff is established in Region 5 (containing Livingston, location for the Alabama-Coushatta Tribe of Texas), Region 8 (containing Eagle Pass, location for the Kickapoo Traditional Tribe of Texas), and Region 10 (containing El Paso, location for the Ysleta Del Sur Pueblo/Tigua Tribe). In addition, the CPS state office Indian Child Welfare Manager acts as a liaison to the three Texas Tribes and representatives from Tribes from other states. The regional CPS liaisons maintain a close working relationship with the Tribes and provide consultation as requested. This includes 2010-2014 Final Report and CAPTA Update Page 272 of 381 information about various resources that are available in their area. Additionally, DFPS has a Memorandum of Understanding with all three Tribes. These agreements delineate the procedures that must be taken when CPS receives referrals involving Tribal members. DFPS and Tribal representatives will continue to discuss ways to improve consultation and coordination for child welfare services. DFPS will provide all three Tribes a link to the DFPS Title IV-B State Plan site when the 2013 State Plan has been approved by the Administration for Children and Families. During this meeting, a block of time was committed to Tribal-State consultation about meeting both State and Tribal APSR requirements. DFPS has posted the completed Annual Progress and Services Report and Child and Family Service Plan on the public Web site for ease of online viewing. We also discuss activities and goals in the Tribal-State meetings DFPS holds with all three federally recognized Tribes. DFPS has committed to meeting individually with each Tribe, upon request, to discuss Title IV-E Intergovernmental agreements. When the Alabama-Coushatta Tribe of Texas communicated its intent to continue to pursue funding through a Title IV-E Agreement, DFPS cooperated and facilitated the process as much as possible. In addition, DFPS has provided technical assistance to the Tribe related to issues for implementation of the Title IV-E Agreement. On April 12, 2012 the Title IV-E Agreement was signed as part of the Alabama Coushatta Indian Tribe's 2nd Annual Judicial Symposium. Texas does not have Title IV-E Tribal/State agreements with all three federally recognized Tribes in Texas. DFPS entered into a Title IV-E agreement with the Alabama Coushatta Tribe on April 12, 2012. DFPS continues to discuss Title IV-E Tribal/State agreements with the other two Tribes. Preparation for Adult Living staff or other DFPS staff conduct annual face to face meetings with the three federally recognized Native American Tribes in Texas (the Ysleta Del Sur Pueblo/Tigua, Kickapoo, and Alabama-Coushatta Tribes) to discuss the provision of transitional living services to eligible Native American youth. Preparation for Adult Living staff will continue to provide each Tribe with updated information about eligibility for benefits and services of the Preparation for Adult Living/Chafee programs and the Education and Training Voucher program as needed and upon request. DFPS added a strategic action step to ensure concerted efforts are made by BCFS Health and Human Services, the Education and Training Voucher contractor, to outreach and provide information regarding the Education and Training Voucher program to the Tribes on an annual basis and upon request. These meetings are coordinated with the Preparation for Adult Living staff. On an annual basis, DFPS State Office staff will present updates on Chafee benefits to the three Tribes in Texas during biannual Tribal-State meetings and will seek their consultation on the adequacy of services provided to Tribal youth. 2010-2014 Final Report and CAPTA Update Page 273 of 381 DFPS posted the completed Annual Progress and Services Report and Child and Family Service Plan on the public Web site for ease of online viewing. Tribal representatives were provided the link to the document via email on May 8, 2014. Activities and goals were discussed by both DFPS and Tribal representatives in the joint meetings between DFPS and all three federally recognized Tribes. The Annual Progress and Services Report and Child and Family Service Plan were discussed with the representatives of all three Tribes at the ACF Title IV-B meeting held in Austin on May 8, 2014. In attendance at the meeting was Samantha Battise, Social Services Director for the Alabama-Coushatta Tribe, Larry Williams, Court Consultant for the Alabama-Coushatta Tribe, Yolanda De La Garza, Indian Child Welfare Social Services Director for the Kickapoo Tribe, Tricia Palacios, Social Services Director for the Ysleta del Sur Pueblo/Tigua Tribe, Dan Capouch, CPS Director of Services, Michael Martinez, CPS State Disproportionality Specialist/ Indian Child Welfare Liaison, Shannon Ramsey, CPS Transitional Living Services Lead Specialist, Nanette Bishop, Children's Bureau Program Specialist/Region VI, Dana Huckabee, Children's Bureau Program Specialist/Region VI, Sona Cook, ACF Finance Specialist, and Anjal Coleman, ACF Finance Specialist. In addition to the discussion of the Annual Progress and Services Report and Child and Family Service Plan, collaboration and consultation processes currently in place between the Tribes and CPS headquarters as well as regional processes were discussed to ensure effectiveness and to seek input from the Tribes. Representatives from the State and the Tribes agreed to continue the current collaboration and consultation processes and refine them as needed. The current process allows for tribal input during formal meetings as well as through communication with the State Office Tribal Liaison and CPS Director of Services. Tribal input is incorporated in the plan when received. Background In FY 2013, the total number of Native American children who were confirmed victims of abuse/neglect in Texas was 67, or 0.1% of the total number of confirmed victims of child abuse/neglect in the state, based on information entered into the IMPACT system and reported in the 2013 DFPS Annual Data Book. 7 Fiscal Year FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Native American Confirmed victims of Abuse Neglect 108 109 112 125 132 144 Percentage of foster care population 0.2% 0.3% 0.2% 0.2% 0.3% 0.3% 7 Native American Consummated adoptions 0.3% 0.1% 0.7% 0.2% 0.2% 0.2% Data related to race/ethnicity in 2013 may not be directly comparable to prior years because in 2012, DFPS adopted methodology used by Health and Human Services agencies regarding categorization of race and ethnicity. 2010-2014 Final Report and CAPTA Update Page 274 of 381 FY 2011 FY 2012 FY 2013 143 41 67 0.3% 0.1% 0.1% 0.3% 0.2% 0.2% Native American Population in Texas There are three federally recognized Native American Tribes in Texas: the Kickapoo Traditional Tribe of Texas, the Ysleta Del Sur Pueblo/Tigua Tribe, and the AlabamaCoushatta Tribe of Texas. The estimated population of the three Tribes combined is approximately 3,756 residents. Due to the proximity of Texas to states with heavy tribal populations (Oklahoma, New Mexico) and a highly mobile population, DFPS encounters Native American children from tribes from all parts of the United States. According to the 2010 Census, there were an estimated 170,972 people in Texas considered to be of Native American descent. This amounts to 0.7% of the state’s total population. When Native American is considered in combination with one or more other races, the number of Texas residents with Native American descent is estimated at 315,264, or nearly 1.3% of the state’s total population. Response to the five major components of the Indian Child Welfare Act: 1. Identification of Native American children by the State child welfare services agency; 2. Notification of Native American parents and Tribes of State proceedings involving Native American children and their right to intervene; 3. Special placement preferences for placement of Native American children; 4. Active efforts to prevent the breakup of the Native American family; and 5. Use of Tribal courts in child welfare matters, Tribal right to intervene in State proceedings, or transfer proceedings to the jurisdiction of the Tribe. Summary Response DFPS effectively ensures compliance with the Indian Child Welfare Act through compliance with CPS policy and procedures. Current policy provides DFPS employees with detailed information regarding the Indian Child Welfare Act and DFPS responsibilities under the Act. It further details specific child-placing requirements of the Indian Child Welfare Act and related guidelines and regulations to ensure compliance in any court action involving an Native American child. The policy can be found in CPS Handbook 1225 and 5340 Indian Child Welfare Act (P.L. 95-608), Appendix 1226-A Child-Placing Requirements of the Indian Child Welfare Act and Related Guidelines and Regulations, and Appendix 1226-B Checklist for Compliance with the Indian Child Welfare Act. Training is periodically presented to staff on these issues. In addition, guidance on complying with the Indian Child Welfare Act is incorporated into other CPS policy handbook sections. In light of the recent Supreme Court decision involving Baby Veronica, the policy is being reviewed in order to make any necessary revisions. Apart from the CPS Handbook materials on the Indian Child Welfare Act, all new caseworkers are required to attend the mandatory Basic Skills Development training 2010-2014 Final Report and CAPTA Update Page 275 of 381 that addresses issues related to the Indian Child Welfare Act. Caseworkers are given an overview of the legal implications of the Indian Child Welfare Act and a checklist summarizing the major points, and are advised to immediately notify the attorney representing DFPS if a case may involve an Native American child subject to the Indian Child Welfare Act. The intent is to educate CPS caseworkers on the existence of the law and to instruct them how to determine if an Native American child is involved and how a case must be handled differently in that circumstance. The CPS Basic Skills Development course incorporates the Indian Child Welfare Act in its legal portion. In addition, the DFPS Legal Division completed a revised Indian Child Welfare Act article, with forms, pleadings and notices that are available as part of the Texas Practice Guide for CPS Attorneys, available on the DFPS Web site. This guide is intended primarily for the District and County Attorneys who represent DFPS in many parts of the state, as well as the Regional Attorneys employed by DFPS who represent DFPS in CPS litigation. CPS staff is also able to access these materials for guidance on Indian Child Welfare Act requirements. Of the three federally recognized Tribes, none are self-reporting or independent of the DFPS data reporting system. As a result, all reports of abuse and neglect and any resulting cases that are investigated are entered in the statewide information system for DFPS known as IMPACT. DFPS caseworkers are trained to ask about possible Native American heritage both initially and as a case progresses and new family members become known. A Native American Child and Family Questionnaire has been distributed in training to facilitate getting the critical information a tribe needs to verify a child’s status under the Indian Child Welfare Act. This information is obtained through self-disclosure from the parent, any child old enough to report, or other relative. In order to track which CPS cases are subject to the Indian Child Welfare Act, caseworkers must document if any, and which, family member reports or denies Native American heritage. Identification of Native American children by the State child welfare services agency. Efforts are ongoing to refine procedures for identifying Native American children subject to the Indian Child Welfare Act. The Basic Skills Development training for new caseworkers makes clear that all parents, family members and any child old enough to be interviewed must be asked about possible Native American ancestry and family ties, both initially and throughout the life of a case. In the specialty trainings for both Investigations and Conservatorship workers, Indian Child Welfare Act requirements are also reinforced. The Basic Skills Development workbook provided to all new employees contains an article with Frequently Asked Questions concerning the Act and reiterates this directive to workers: "The only way to find out whether a child is or may be a Native American child is to ask. Ask any child old enough to be interviewed, ask parents, and ask any relatives who are 2010-2014 Final Report and CAPTA Update Page 276 of 381 available to be interviewed. The best practice is to ask every family member whether anyone in the family or their ancestors has a connection to a Native American tribe. Many times, key facts about a child’s Native American heritage may not be available when a case is first investigated. The best practice is to ask about Native American status routinely during the life of a case, especially when new family members are identified." If there is any information to suggest the child or family has a tribal affiliation, whether current or in prior generations, the necessary information must be sent to the Tribe to enable the Tribe in question to research a child’s status under the Indian Child Welfare Act. DFPS policy also directs staff to work closely with legal counsel in any case where the Indian Child Welfare Act may apply. Attorneys for the agency offer guidance on individual cases to ensure compliance with all aspects of the Indian Child Welfare Act. The state office Legal Division provides training to DFPS regional, legal and CPS staff and consults with District and County attorneys who represent the agency in Indian Child Welfare Act cases. In addition, the CPS state office Indian Child Welfare manager consults with staff and provides support as needed. Use of Tribal courts in child welfare matters, Tribal right to intervene in State proceedings, or transfer proceedings to the jurisdiction of the Tribe. DFPS has a Memorandum of Understanding with both the Ysleta Del Sur Pueblo/Tigua Tribe and Alabama-Coushatta Tribe of Texas. These agreements delineate the procedures that must be taken when CPS receives referrals involving Tribal members. DFPS has inquired whether the Kickapoo Traditional Tribe of Texas is interested in renewing an agreement and was advised that they are interested in developing a Communication Plan. DFPS hopes to have an agreed upon plan developed by the end of FY 2014. When a referral is received involving a child residing on a reservation, DFPS staff contact the Tribe’s designated Indian Child Welfare Worker to inquire how the Tribe wishes to proceed. If the Tribe wants to handle the referral, DFPS gives the Tribe the information provided. Notification of Native American parents and Tribes of State proceedings involving Native American children and their right to intervene, special placement preferences for placement of Native American children, and active efforts to prevent the breakup of the Native American family. With the location of the three federally registered Tribes, a formal liaison process with specified CPS staff is established in Region 5 (containing Livingston, location for the Alabama-Coushatta Tribe of Texas), Region 8 (containing Eagle Pass, location for the Kickapoo Traditional Tribe of Texas), and Region 10 (containing El Paso, location for the Ysleta Del Sur Pueblo/Tigua Tribe). Region 10 created a specialized investigative unit in addition to identifying liaisons in Family Based Safety Services and Conservatorship. The CPS state office Indian Child Welfare Liaison acts as a liaison to the three Texas Tribes as well as to representatives from Tribes from other states. 2010-2014 Final Report and CAPTA Update Page 277 of 381 DFPS works with the designated Indian Child Welfare Worker, employed by the Tribe, to ensure that: • • • • Native American parents and the Tribe receive proper notification of CPS involvement, and staff work with DFPS regional attorneys to ensure statutory notices required under Indian Child Welfare Act are properly served on all appropriate persons and entities. Native American parents and the Tribe participate in the development of a service plan with culturally appropriate and effective services to resolve the referral issues. Active efforts are made to prevent a child’s removal if the child’s safety can be maintained. If a child must be removed, active efforts are made by DFPS staff to work with Tribal representatives and family members to have the child returned to the family; this includes identifying specific hurdles and impediments to reunification and developing an appropriate service plan as noted above. Placement preferences applicable to Native American children are respected to the greatest extent possible. CPS Handbook Appendix 1226-A: Child-Placing Requirements of the Indian Child Welfare Act and Related Guidelines and Regulations provides DFPS staff with detailed information regarding foster care and adoptive placements for Native American children. In addition, questions 6, 7 and 8 on the checklist used for compliance with the Indian Child Welfare Act address the placement preferences issue (CPS Handbook Appendix 1226-B). Specifically, staff are asked if they have made a diligent effort to find a suitable placement according to the order of preference specified in Appendix 1226A; if the order of preference specified in Appendix 1226A has not been followed, whether there has been a finding of good cause to the contrary as specified in the same appendix; and have staff kept a written record of the placement decision in order to document their efforts to observe the order of preference specified in Appendix 1226A. The following are the placement preferences included in Appendix 1226-A: A. Preferred Placement Settings Foster care placements. Under the Indian Child Welfare Act, §105(b), the child-placing agency must apply the following criteria when placing Native American children in foster care. 1. The placement must meet all the special needs of the child that the child-placing agency has identified. 2. The placement setting must be a. reasonably close to the child's home, and b. the least restrictive and most family-like setting available. 2010-2014 Final Report and CAPTA Update Page 278 of 381 3. The following foster-care placement settings are preferred in the order listed unless there is good cause to the contrary (For definition of the term "good cause to the contrary," see item C below.): a. a member of the child's extended family; b. a foster home licensed, approved, or specified by the Native American child's tribe; c. a Native American foster home licensed by DFPS or certified by a nonNative American, licensed, child-placing agency; d. a child-caring institution approved by a Native American tribe or operated by a Native American organization which has a program to meet the Native American child's need. Adoptive placements. Under the Indian Child Welfare Act, §106(b), the following adoptive placement settings are preferred for Native American children in the order listed unless there is good cause to the contrary: 1. a member of the child's extended family, 2. another member of the Native American child's tribe, 3. another Native American family. Additional considerations. Under the Indian Child Welfare Act, §105(d), selection of a the most appropriate foster-care or adoptive placement for a particular Native American child must be based on the prevailing social and cultural standards of the Native American community in which the child's parents or extended family reside or with which they maintain social and cultural ties. To accomplish this, DFPS requests assistance from the Native American child welfare worker or other representative from a child or youth's Tribe. Under the Indian Child Welfare Act, §106(b), subsequent foster care and adoptive placements are made according to provisions of the Indian Child Welfare Act unless the child is returned to the person from whom he was removed. DFPS provided a copy of this policy to all three Tribes and requested that the Tribes provide DFPS with their placement preferences. The three Tribes responded to this request and advised DFPS of their placement preferences, which are on file at DFPS. Based on Section 904 of the Alabama-Coushatta Children's Code, a foster child shall be placed according to the following placement priorities: 1. A member of the child's extended family; 2. Other members of the child's tribe; 3. Other Native American families, which shall be approved only by the AlabamaCoushatta Tribal Council; or 4. Non-Native American families, which shall be approved only by the AlabamaCoushatta Tribal Council. 2010-2014 Final Report and CAPTA Update Page 279 of 381 Based on Section 712(b) of the Alabama-Coushatta Children's Code, adoptive placement options are listed in the order of preference below: 1. A member of the child's extended family; 2. Other members of the child's tribe; 3. Other Native American families, which shall be approved only by the AlabamaCoushatta Tribal Council; or 4. Non-Native American families, which shall be approved only by the AlabamaCoushatta Tribal Council. The Kickapoo Traditional Tribe of Texas advised that their placement preferences are those as stated in Appendix 1226-A. The Ysleta Del Sur Pueblo/Tigua Tribal Council reviewed their placement preferences and advised that their placement preferences are those as stated in Appendix 1226-A. DFPS employs active efforts to ensure that Native American children and families are provided appropriate services and to prevent the breakup of the Native American family. In many cases a tribe's Indian Child Welfare worker participates in all the casework activities with the CPS worker to assist with language, cultural issues, and Tribal requirements. In addition, DFPS ensures that protections are provided to all the families and children served by DFPS, which includes Native American families and children. DFPS utilizes Family Group Decision Making, which entails a variety of practices to work with and engage children, youth, and families in safety and service planning and decision making, including Family Group Conferences, Circles of Support, and Family Team Meetings. The Family Group Decision Making model is used during an investigation to engage the family in safety decision making to prevent a removal. It is also utilized during Family Based Safety Services and Substitute Care cases in order to engage the family in developing culturally appropriate service plans for Native American families. These Family Group Decision Making meetings include the Tribal Indian Child Welfare Workers. By working collaboratively with the Indian Child Welfare Worker in the development of the service plan, DFPS is able to access services provided by the Tribes and available to Native American families. Other mechanisms to ensure compliance with the Indian Child Welfare Act include efforts to negotiate a new Memorandum of Understanding with the Kickapoo Tribe of Texas, the only one of the three federally recognized Tribes in Texas without a current Memorandum of Understanding. In addition, DFPS verifies Tribe members as foster parents, if requested, and provides ongoing training and resources to both DFPS staff and community partners, including the county and district attorneys who represent DFPS in many areas of the state. Meetings have been held between Tribal, state, and federal representatives. Each entity has attempted to share the responsibility for hosting a meeting and the events have been held at multiple locations in Texas. Specific measures that Texas has taken to comply with the Indian Child Welfare Act include: 2010-2014 Final Report and CAPTA Update Page 280 of 381 • • • • • • • • DFPS and the three Tribes committed to meeting at least quarterly to discuss areas of interest related to the Indian Child Welfare Act and Title IV-E Intergovernmental agreements. DFPS and the three Tribes agreed to take turns hosting the meetings. All three Tribes have been invited, as well as representatives from the Administration for Children and Families. Since DFPS initiated quarterly Tribal/State Meetings with the three federally recognized Texas Tribes in October 2009, these meetings have continued to take place but due to time constraints for all parties the meetings have not occurred quarterly. At the December 2012 meeting the frequency of the meetings was discussed. It was determined by mutual agreement that, due to the challenging logistics of schedules, future meetings will take place biannually. The next Tribal-State meeting is scheduled to take place in conjunction with the Administration for Children and Families Title IV-B meeting in Austin in May 2014. DFPS has committed to meeting individually with each Tribe, upon request, to discuss Title IV-E Intergovernmental agreements. A Memorandum of Understanding with the Ysleta Del Sur Pueblo/Tigua Tribe was updated and signed in July 2009. Tribal representatives have expressed an interest in updating the agreement and DFPS is working with the Tribe to arrange a meeting in El Paso to discuss the updates. DFPS participated in the monthly State Indian Child Welfare Act Managers' Teleconference. Indian Child Welfare Act checklists published by the National Council of Juvenile and Family Court Judges were disseminated, as well as an Indian Child Welfare Act article written by DFPS staff attorneys, to attorneys and judges who handle CPS cases. A training curriculum on Indian Child Welfare Act issues was incorporated into the Basic Skills Development program for new CPS workers. Representatives from the three Tribes have participated in the DFPS State Task Force on Disproportionality. DFPS and the Alabama-Coushatta Tribe of Texas met several times to discuss the Title IV-E Intergovernmental Agreement and to provide technical assistance to the Tribe prior to the completion of the agreement. o A Memorandum of Understanding had previously been completed in April 2010. o On December 14, 2011, DFPS visited the Alabama-Coushatta Tribe to provide an overview of the DFPS Title IV-E Foster Care Assistance, Adoption Assistance, and Permanency Care Assistance programs. This included a description of the eligibility requirements for each program and the referral process to DFPS to determine eligibility for each program. A follow up technical assistance meeting was held at the Reservation on April 5, 2012, where DFPS staff shared additional details on the referral process and provided the Tribe with updated forms to submit Title IV-E Foster Care Assistance, Adoption Assistance and Permanency Care Assistance applications to DFPS. 2010-2014 Final Report and CAPTA Update Page 281 of 381 • • • • • • • • • • o DFPS and the Alabama-Coushatta Tribe of Texas completed and signed a Title IV-E Intergovernmental agreement on April 12, 2012. DFPS Center for Learning and Organizational Excellence has developed a process for Indian Child Welfare staff from the three Tribes to attend specialized trainings offered to DFPS staff. On a quarterly basis, a list of DFPS trainings available in the regions for Tribal staff to attend is sent to Tribal representatives. Questions about possible Native American family history have been added to agency forms used by both families and caseworkers, including: Family Information Form (2626); child Caregiver Resource Form (2625); Status Report to Court (2070); Permanency Plan and Progress Report to the Court (2088); Placement Review (2088b) and the sample Affidavit format available in the CPS Practice guide. The purpose is to raise awareness of the issue and prompt families, agency staff, other parties and the Court to consistently consider whether the Indian Child Welfare Act may apply in an individual case. The CPS Basic Skills Development curriculum was provided to the three Tribes. The DFPS CPS Division Administrator for the Federal/State Support Unit and the DFPS CPS Title IV-B state plan program specialist participated in the April 30th, 2012 Region VI ACF sponsored federally recognized tribes annual meeting. During this meeting a block of time was committed to Tribal-State consultation about meeting both State and Tribal APSR requirements. The CPS Disproportionality Manager provided an overview of the Knowing Who You Are training at the December 2012 Tribal-State meeting, as well as other topics to address disproportionality. The Tribes have been invited to participate in the full Knowing Who You Are training and the trainings will be scheduled for the Tribes to take place on the reservations. DFPS Foster and Adoptive Home Development staff conducted a Mini-PRIDE train-the-trainer session with Alabama-Coushatta social services staff at the reservation in February 2013. The training session occurred at the request of the Alabama-Coushatta in order for them to begin verifying Tribal foster homes. Additional technical assistance will be provided by DFPS as requested. DFPS Indian Child Welfare Manager conducted a presentation on the Indian Child Welfare Act to Texas Court Appointed Special Advocates staff in December 2012. The CPS Assistant Commissioner nominated Larry Williams, Alabama-Coushatta Social Services Consultant, to the National Association of Child Welfare Administrators Executive Committee. His nomination was accepted and he is now a member. CPS Indian Child Welfare Manager facilitated a panel discussion at the AlabamaCoushatta Tribe's 3rd Annual Judicial Symposium in April 2013. CPS staff met with representatives with all three Tribes at the Administration for Children and Families IV-B Grantee meeting held in Dallas on May 30, 2013. Discussions included possible updates to existing Memorandum of Understandings, ongoing DFPS initiatives, and consultation on individual child welfare cases involving Tribal children. 2010-2014 Final Report and CAPTA Update Page 282 of 381 • • • • CPS Indian Child Welfare Manager has provided technical assistance to CPS staff and members of tribes outside of Texas with regard to compliance with the Indian Child Welfare Act. DFPS participated in the Native American Law Section of the Texas State Bar Conference held in Austin in January 2014 DFPS attorney, Pam Parker, presented at the conference with Ron Jackson, attorney for the Ysleta del Sur Pueblo/ Tigua Tribe. A biannual Tribal-State meeting was held in Austin, TX on September 5, 2013. In addition to representatives from DFPS, the three Tribes, and the Administration for Children and Families a representative from Texas Court Appointed Special Advocates attended. Texas Court Appointed Special Advocates provided an overview of their organization and their wish to partner with the State and the three Tribes in ensuring compliance with the Indian Child Welfare Act by their community volunteers. Texas Court Appointed Special Advocates will be a regular member of the biannual Tribal-State meetings. A biannual Tribal-State meeting was scheduled to take place in Livingston, TX on the Alabama-Coushatta reservation on February 19, 2014 however, due to Tribal deaths the meeting was cancelled. Future plans include: • • • • • • • DFPS and Tribal representatives will make progress regarding the completion of an update of the Memorandum of Understanding with the Kickapoo Tribe. DFPS inquired whether the Kickapoo Tribe is interested in renewing an agreement and was advised that the Tribe is interested in developing a Communication Plan. DFPS will participate in the Native American Law Section of the Texas State Bar Conference held annually in Austin. DFPS will continue to disseminate Indian Child Welfare Act checklists published by the National Council of Juvenile and Family Court Judges, as well as an Indian Child Welfare Act article written by DFPS staff attorneys, to attorneys and judges who handle CPS cases. CPS representatives will continue to participate in discussions with the Texas Tribes regarding use of Chafee funds and other federal funding resources, including new opportunities for Tribes created with the Fostering Connections to Success and Increasing Adoptions Act. DFPS and Tribal representatives will continue biannual meetings with the Texas Tribes, CPS regional liaisons, DFPS Legal representatives, CPS program representatives and other stakeholders. These meetings would serve information sharing and collaboration building efforts and provide an opportunity to articulate coordination and technical assistance needs, as well as further efforts for completion of Tribal State agreements. DFPS legal staff will provide Indian Child Welfare Act training to community partners as requested. DFPS staff knowledge will be enhanced by utilizing DFPS Intranet Web sites to post frequently asked questions, resources, and links to policy. 2010-2014 Final Report and CAPTA Update Page 283 of 381 • • • • • • • The three Tribes will continue be invited to participate in the DFPS "Knowing Who You Are" trainings on the reservations as part of DFPS Disproportionality work. An overview of the training was provided to them at past meetings and invitations were extended but no Tribal members have attended a training yet. DFPS and Tribal representatives will continue to discuss ways to improve consultation and coordination for child welfare services. DFPS will provide all three Tribes a link to the DFPS Title IV-B State Plan site when the 2014 State Plan has been approved by the Administration for Children and Families. DFPS and the Ysleta del Sur Pueblo/Tigua will meet to update their Memorandum of Understanding. DFPS will provide additional training on Indian Child Welfare Act issues to CPS staff by developing a Computer-Based Training to further ensure staff understanding and compliance with the Act. The Computer-Based Training will enhance existing training provided to staff during Basic Skills Development training. DFPS is in the planning stage for the development of the ComputerBased Training, which will be a collaboration between CPS and the Center for Learning and Organizational Excellence. DFPS was provided an opportunity to review a web-based training on ICWA created by New Mexico CYFD. New Mexico has agreed to discuss the possibility of Texas CPS utilizing portions of the curriculum for the development of a Texas ICWA web-based training. Tribal representatives will be consulted for technical assistance with content. It is anticipated that the training will be completed and ready for release by December 31, 2014. DFPS will form a workgroup to explore options for active recruitment efforts for Native American foster families. Representatives from the three Tribes will be invited to participate in the workgroup. Work has begun in Region 10 between El Paso CPS and the Ysleta del Sur Pueblo/ Tigua tribe regarding foster home development. The Tribe has utilized a private Child Placing Agency for certification of Tribal foster homes on the reservation. Opportunities for replicating that model with the Alabama-Coushatta will be explored. DFPS will explore opportunities to provide Indian Child Welfare Act training at statewide CPS conferences that will be held in 2014. The next Tribal-State meeting is scheduled to take place in conjunction with the Administration for Children and Families Title IV-B meeting in Austin in May 2014. Kickapoo Traditional Tribe of Texas HC1 Box 9700 Eagle Pass, Texas 78852 Phone: 830-773-2105 Phone: 830-776-6177 Phone: 830-757-6793, x16 Approximate population: 862 enrolled members/ under 16: 336/ ages 17-50: 421 Don Spaulding, Tribal Administrator Gloria Hernandez, Court System Administrator Yolanda de la Garza, Interim-Indian Child Welfare Services Director 2010-2014 Final Report and CAPTA Update Page 284 of 381 Guillermo Hernandez, Indian Child Welfare Caseworker Ysleta Del Sur Pueblo/Tigua Tribe 9314 Juan Chido Approximate population: 1,731/under 21: 1110 El Paso, Texas 79907 Frank Paiz, Governor Phone: 915-858-1076, x6144 Carlos Hisa, Lieutenant Governor 24-hour line: 915-479-2591 Patricia Palacios, Director of Social Services Jesus Donacio, Social Services Coordinator Alabama-Coushatta Tribe 571 State Park Rd 56 Approximate population: 1,163/under 21: 371 Livingston, Texas 77351 Stephanie Williams, Tribal Administrator Phone: 936-563-1250 Samantha Battise, Social Services Director Larry Williams, Social Services Consultant Kickapoo Traditional Tribe of Texas The Kickapoo Traditional Tribe of Texas continues to operate their civil court. The Tribe continues to have children in their foster care system placed in their foster care group home located near the reservation and maintain children in relative/kinship care off the reservation. There is a monthly average of 30 children in their foster care with an average of 10 children in relative/kinship placement and the others in the foster group home. The Tribe continues to fund and administer their own foster care program. The Memorandum of Understanding that was signed on May 27, 2004 between the Tribal representatives and DFPS has not been updated. Region 8 CPS staff inquired at a March 2014 meeting whether the Kickapoo Tribe is interested in updating the agreement. At that time, Ms. Gloria Hernandez advised that they are interested in developing a communication plan between their ICW staff and CPS. Since DFPS no longer provides investigative services as outlined in the 2004 Memorandum of Understanding there remains a need for shared communication in order to meet the needs of the children and families involved with both social services agencies. Tribal representatives do not allow access on the Tribal grounds to conduct investigations by CPS staff. The Tribe is conducting its own interventions through the administration of its own Indian Child Welfare Program. CPS conducts investigations for children and families if the child or youth resides off the reservation. DFPS has inquired whether the Tribe is interested in pursuing a Title IV-E agreement with the Department but were advised that they do not intend to pursue one at this time. CPS and the Tribe have a verbal agreement that DFPS will notify Indian Child Welfare staff when there is a CPS investigation or a family based safety services case involving an individual identified as a Tribal member. The Indian Child Welfare staff has agreed to verify the Tribal membership and confirm with CPS staff if the individual is a member of the Texas or Oklahoma Kickapoo Tribes. If the identified Tribal member is from the Texas Tribe, then the local Kickapoo Indian Child Welfare caseworker assists in 2010-2014 Final Report and CAPTA Update Page 285 of 381 providing child welfare services to the family. If a child from the Oklahoma Kickapoo Tribe is involved, DFPS gives notice and works with that Tribe. Through the liaison work with CPS, Indian Child Welfare staff has been able to access additional resources to train and develop the Indian Child Welfare staff and gain access to services for the members of the Tribe. Indian Child Welfare staff has been invited to attend training sessions offered by the DFPS Center for Learning and Organizational Excellence division. Notices and registration procedures for training sessions are sent monthly to the Indian Child Welfare staff. Other Web-based sessions are also sent as received by the liaison. The Indian Child Welfare staff did receive the CPS Basic Skills Development training sessions on compact disc and have reviewed those to use with new Indian Child Welfare staff. Council members for the Kickapoo Traditional Tribe of Texas are Juan Garza Jr.(Chairman), Jesus Anico(Kisiska secretary), Rogelio Elizondo (Apichicuea Treasurer), and Apichicuea member Kendall R. Scott and Mataa member Nanate Hernandez. Tribal members can be reached by mailing to Kickapoo Traditional Council, Post Office Box 972, Eagle Pass, Texas 78853 or by phone at 830-773-2105. Future plans include developing a communication plan with the Kickapoo Traditional Tribe of Texas. The Indian Child Welfare staff will be invited to participate in the CPS Permanency Values Training. The ICW staff is also interested in best practice models to include the Circle of Supports and Family Group Decision Making concepts, to include the development of transitional planning for children in care. The administrator of court systems is interested in the outcomes and options for permanency planning for children and their families. Future meetings will be held to present these practice models in greater detail. Ysleta Del Sur Pueblo/Tigua Tribe The Ysleta Del Sur Pueblo/Tigua Tribe's Health and Human Services program is composed of the Social Services Program, the Elder’s Program, the Day Care Program, the Indian Child Welfare Act Program, as well as Mental Health Services and Alcohol and Substance Abuse Programs. They also have Shelter and Mass Care services. DFPS has inquired whether the Tribe is interested in pursuing a Title IV-E agreement with the Department but were advised that they do not intend to pursue one at this time. A Memorandum of Understanding was signed by both DFPS and the Ysleta Del Sur Pueblo/Tigua Tribe on July 14, 2009. On February 20, 2014 the Ysleta Del Sur Pueblo Social Services Director, Patricia Palacios, advised that their Tribal Attorney, Mr. Ron Jackson, was requesting to speak to our DFPS Regional Attorney in reference to updating the Memorandum of Understanding. DFPS Regional Attorney Corinne Dominguez will coordinate a meeting between CPS and the Tribe in the near future. CPS in Region 10 is currently serving eight children that are part of the Ysleta Del Sur Pueblo/Tigua Tribe. CPS in Region 10 utilizes Family Group Conferences on Tribal 2010-2014 Final Report and CAPTA Update Page 286 of 381 cases that are being closed in the Family Base Safety Service stage. Family Team Meetings are also being incorporated on case closures, regardless of disposition, during the investigative stage. The Tribe is invited to provide feedback and recommendations for better decision making on Tribal cases. In March 2013 a Foster Care Education Coalition was established in the El Paso area. The Ysleta Del Sur Pueblo/Tigua Tribe was invited to partner with CPS and the various school districts in this initiative and they were present at one of the meetings held. On June 27, 2013 CPS Faith-Based Recruiter, Vera Robinson, met with the Ysleta Del Sur Pueblo/Tigua Social Service Department to discuss efforts on foster care recruitment for Tribal members. The meeting included the Director of Children's Hope Child Placing Agency. The Tribe agreed to work with Children's Hope directly in these efforts and there are currently three Tribal foster homes certified by Children's Hope. The Ysleta Del Sur Pueblo has prioritized placement in their foster homes for their Tribal children, non-Ysleta Del Sur Tribal members, and non-Tribal children from our community. In July 2013 Region 10 CPS was awarded additional investigative positions. The decision was made to create a specialized unit comprising of five investigators who are assigned Tribal cases. The investigative unit became operational in October of 2013. The overall feedback from the Ysleta Del Sur Pueblo/Tigua has been very positive. They have indicated this has improved communication, decision making, and has resulted in better outcomes for Tribal families. On October 22, 2013 a Tribal family adopted a child in DFPS conservatorship who was a Tribal member. The Honorable Judge Gutierrez, of the 65th Family Court, held the hearing in the Ysleta del Sur Pueblo/Tigua's Tribal Court where they incorporated a traditional ceremony during the legal proceeding. On February 14, 2014 the Tribe met with a Family Based Safety Service unit to tour their facility and provided information to our staff on the various programs available to their Tribal members. On March 11, 2014 a meeting is scheduled with the Tribal Social Services Director and her staff to develop a program plan as CPS moves to specialize four Family Based Safety Service workers to work Tribal cases. The goal is to identify barriers currently being faced in this stage of service and develop training for our specialized workers. There are also plans to do the same with the CPS Conservatorship Program in El Paso. On a monthly basis, the Ysleta Del Sur Pueblo/Tigua Tribe is provided an updated CPS phone list which is also reflective of the updated organization chart of the Region. The Director of Social Services is sent the Center for Learning and Organizational Excellence training information being held in the Region as it is broadcasted with the CPS agency. 2010-2014 Final Report and CAPTA Update Page 287 of 381 Future plans include updating the Memorandum of Understanding with the Ysleta Del Sur Pueblo/Tigua Tribe and the Tribe will be invited to participate in a Region 10 open house on April 9, 2014 where they will be able to share information to guests about the services they currently offer to their Tribal members. Region 10 will also be coordinating a Permanency Values Training for the Tribe that will be tailored to meet the needs of their staff. Alabama-Coushatta Tribe of Texas In May 2000, the Alabama-Coushatta Tribe began its work towards the establishment of its own tribal court for adjudication of child welfare cases and enacting a new code of law for this purpose. They are also in the process of establishing their own Child Support Division and are working closely with the Office of the Attorney General. The Alabama-Coushatta Tribe of Texas has chosen to create not only a system of Tribal Trial Courts and Appellate Courts, but also has a Traditional Component which is a Peacemaker Court. The Traditional Component (Peacemaker Court) of the Judicial Branch has been functional since 2008, however the full development and operation of the Trial and Appellate court is ongoing. On September 30, 2010 the AlabamaCoushatta Tribe created and established the Alabama-Coushatta comprehensive Code of Justice, which currently consists of six titles with additional titles pending. When the Tribe communicated its intent to continue to pursue funding through a Title IV-E Agreement, DFPS cooperated and facilitated the process as much as possible. DFPS continues to be both responsive and supportive of Tribal efforts to expand and improve services to children and families impacted by abuse and neglect. In addition, DFPS has provided technical assistance to the Tribe related to issues for implementation of the Title IV-E Agreement, formally signed on April 12, 2012. DFPS Foster and Adoptive Home Development staff conducted a Mini-PRIDE train-the-trainer session with Alabama-Coushatta social services staff at the reservation in February 2013. The training session occurred at the request of the Alabama-Coushatta in order for them to begin verifying Tribal foster homes. Additional technical assistance will be provided by DFPS as requested. As of March 2014, the Tribe had not verified any Tribal foster homes or submitted any Tribal children for Title IV-E eligibility. Stephanie Williams continues to be the Tribal administrator. Samantha Battise has been appointed as Social Services Director and Larry Williams is the Social Services Consultant. DFPS training is offered as necessary to new and existing Tribal staff on relevant topics, including licensing standards and procedures, and the PRIDE training that DFPS staff provide for prospective foster and adoptive families. As part of their child welfare program, the Alabama-Coushatta Tribe of Texas has policies in place and its own system for adjudicating cases involving children that are Tribal members. 2010-2014 Final Report and CAPTA Update Page 288 of 381 A Memorandum of Understanding was signed on April 21, 2010 between the Tribe and DFPS, outlining Investigative Procedures involving children that are either members of the Tribe or eligible for membership. As part of the Memorandum of Understanding, CPS and the Alabama-Coushatta Tribe have exchanged emergency contact numbers in the event that Alabama-Coushatta children are involved in an investigation. A list of emergency contact numbers has been sent to the local CPS offices in the region. This information has also been provided to local law enforcement agencies as well as the District Attorney offices in Tyler and Polk counties. Currently, the Tribe has ten Tribal children placed in the care of relatives, and four family cases (involving eleven children) that are in Tribal court. The Tribe currently does not have any families that are certified foster parents on the reservation. In Fiscal Year 2013, CPS received fifteen investigations involving families residing on the reservation. Pursuant to the Memorandum of Understanding that has been established, the Social Services Director is notified verbally and provided the intake. The Tribe discusses the case and determines the extent of any involvement by CPS. During the year, the Tribe has conducted all of these investigations without CPS assistance. The local Child Advocacy Center (Childrenz Haven) has assisted the Tribe by providing three forensic interviews during 2013. The regional CPS liaisons maintain a close working relationship with the Tribe and provide consultation as requested. This includes information about various resources that are available in Polk County. Regional CPS staff and Tribal representatives communicate frequently by phone and strive to meet quarterly to discuss any issues. Polk County CPS and the Tribe worked collaboratively on a case involving a mother who moved to the reservation with her child from another county where CPS was involved with her. CPS from the other county requested a check of the home environment and drug testing. The Tribe Social Services Director accompanied CPS to the home and transported the mother for drug testing. In addition, the reservation provided a written report to CPS. The Tribe has also been involved in a case out of Smith County in which CPS provided assistance and attended Tribal court. Corpus Christi CPS currently has a child in their custody, however, the Tribe is involved and placement has recently occurred on the reservation with extended Tribal members. The Regional CPS Tribal liaison has assisted the Tribe in obtaining information regarding services the family members can obtain and provided assistance to Corpus Christi CPS staff in relation to working with the Tribe. Alabama-Coushatta Indian Reservation Law Enforcement was established at the end of 2012. The Polk County Sheriff's Department and the Texas Rangers offer assistance when the Tribe requests it. Recently the Tribe hired Sonya Brown to work with the Tribal Police Department and is currently working on a grant with regards to domestic violence and truancy. Polk County CPS has met with her and provided information regarding CPS and resources. 2010-2014 Final Report and CAPTA Update Page 289 of 381 The Director of Social Services has reported her intent to keep Alabama-Coushatta Tribal members well informed of child abuse/neglect activities within the community. The Tribe attends the Childrenz Haven (Polk County Child Advocacy Center) Board Meetings, as well as the Community Resource Coordination Group meetings. DFPS will continue to be supportive of the Tribe’s efforts in this and other relevant matters, to include providing ongoing training opportunities for the Tribe’s Director of Social Services and other designated staff. In addition, DFPS has designated staff as primary contacts for all interactions involving the Tribe, and the Tribe’s administration and social services departments have been provided a list of these persons. Regular meetings will continue to be held to sustain cooperative and positive interactions between the Alabama-Coushatta Tribe and DFPS. Provide information regarding consultations with Indian Tribes in the State specifically as it relates to determining eligibility for benefits and services and ensuring fair and equitable treatment for Indian youth under the Chafee Foster Care Independence Act (Section 477(b)(3)(G) of the Act). Texas does not have Title IV-E Tribal/State agreements with all three federally recognized Tribes in Texas. DFPS entered into a Title IV-E agreement with the Alabama Coushatta Tribe on April 12, 2012. DFPS continues to discuss Tribal/State agreements with the other two Tribes. Preparation for Adult Living staff or other DFPS staff conduct annual face to face meetings with the three federally recognized Native American Tribes in Texas (the Ysleta Del Sur Pueblo/Tigua, Kickapoo, and AlabamaCoushatta Tribes) and discuss the provision of transitional living services to eligible Native American youth. Preparation for Adult Living staff will continue to provide each Tribe with updated information about eligibility for benefits and services of the Preparation for Adult Living/Chafee programs and the Education and Training Voucher program as needed and upon request. DFPS added a strategic action step to ensure concerted efforts are made by BCFS Health and Human Services, the Education and Training Voucher contractor to outreach and provide information regarding the Education and Training Voucher program to the recognized Tribes on an annual basis and upon request. These meetings are coordinated with the Preparation for Adult Living staff. BCFS Health and Human Services met with Tribal representatives in Region 5, 8, and 10 and provided information about the Education and Training Voucher program. The three Tribes have been provided with information on Chafee benefits and the contact information for the regional Preparation for Adult Living staff who can assist them. There were no individual child specific case discussions for Chafee Foster Care Independence Program services during FY 2013. No tribal youth applied for the Education and Training Voucher program in FY 2013. BCFS Health and Human Services has a secure database that houses all the youth's confidential information. Name, social security number, date of birth and other information is collected to ensure each client is only recorded once in the system. Each year the applicant submits an application and it is tracked in a separate filtering system to collect the applications for the particular year and date range. Both measures ensure the client is not duplicated for funding or for the application year. 2010-2014 Final Report and CAPTA Update Page 290 of 381 The Region 5 Preparation for Adult Living staff and Youth Specialist met with Samantha Batiste, Director of Social Services, at the Alabama-Coushatta Indian Reservation in Livingston on August 29, 2013 to discuss the benefits and services that are offered to them by the Chafee Program. Preparation for Adult Living staff continue to meet with the Tribe on a yearly basis to offer any assistance they may need in working with the youth within their Tribe to ensure they receive all the available services. During the meeting, Preparation for Adult Living staff were informed that at that time the Tribe did not have any youth eligible for Preparation for Adult Living Services. Although the Tribe has a signed agreement for Title IV-E funding, they report they have not utilized the funding because they are still in a developmental planning stage. Region 8 DFPS Preparation for Adult Living Caseworkers and the Region 08 CPS Indian Child Welfare Liaison met with Gloria Hernandez (Kickapoo Court System Administrator), Yolanda de la Garza ( Kickapoo Interim Indian Child Welfare Services Director) and Guillermo Hernandez (Kickapoo Indian Child Welfare Caseworker) to discuss eligibility for youth in care served by their foster care program. Updates were provided about Preparation for Adult Living services and benefits provided through the Chafee Program. In FY2013, there were no eligible Tribal youth identified in Region 8. Preparation for Adult Living services will be coordinated with the Tribe through the CPS Regional Indian Child Welfare Liaison. The Kickapoo representatives agreed these services would be beneficial for Tribal youth and anticipate identifying youth for this program. The Region 10 Preparation for Adult Living staff meet with the Ysleta Del Sur Pueblo/Tigua Tribe, at a minimum, on an annual basis, to inform Tribal youth of the programs that are available to them through the Tribe. In FY 2013, the Region 10 Preparation for Adult Living Coordinator arranged a Circle of Support meeting for a Tribal youth. The meeting occurred in August 2013 and was attended by Jesus Donacio, the tribal ICW worker. The Preparation for Adult Living Coordinator provided information about independent living services, resources, and benefits available to the youth. The Coordinator also offered to provide an informational presentation to the Tribe. Whenever youth are identified as a Tribal member, Region 10 will continue to provide services such as life skills training, Regional events, Aftercare Services, Aftercare Room and Board funds, Circles of Support, education assistance and employment referrals. When a Tribal youth is removed from their family and a home is available, the Ysleta Del Sur Pueblo/Tigua Nation offers placements in an Native American foster home. The Ysleta Del Sur Pueblo/Tigua Tribe provides Tribal youth with summer employment opportunities. The Preparation for Adult Living staff will schedule a meeting with the Ysleta Del Sur Pueblo/Tigua in the summer of 2014 to update them on youth programs and services, and any new initiatives that are being implemented. Region 7 Preparation for Adult Living Program provided services to a Ysleta Del Sur Pueblo/Tigua Tribal youth living in a placement in the Austin area. The youth was 2010-2014 Final Report and CAPTA Update Page 291 of 381 provided Life Skills training classes, attended a Regional Youth Conference and Prom event. The youth was offered a Circle of Support meeting but it did not occur due to the youth's schedule. However, the youth and her foster parent discussed their goals with the Family Group Decision Making Specialist and information about Transitional Living Services, resources and benefits were provided by the Preparation for Adult Living staff. State agencies and Tribes must also exchange copies of their CFSP and their APSR. Describe how the State is meeting this requirement. DFPS has posted the completed Annual Progress and Services Report and Child and Family Service Plan on the public Web site for ease of online viewing. Tribal representatives are provided a link to the document. Activities and goals are discussed by both DFPS and Tribal representatives in the joint meeting between DFPS and all three federally recognized Tribes. 2010-2014 Final Report and CAPTA Update Page 292 of 381 2010-2014 CFSP Final Report E. Foster and Adoptive Parent Recruitment ►Summary of the progress and accomplishments made with regard to the diligent recruitment of potential foster and adoptive families during the 2010-2014 CFSP. The importance of recruiting families who will become foster and adoptive parents cannot be understated. DFPS remains committed to pursuing recruitment opportunities and has displayed that commitment in several ways over the past five years. Churches Helping in Love and Dedication (CHILD) is a DFPS faith-based recruitment program that reaches out to local faith communities. Since the CHILD recruitment program began, CPS staff have completed more than 1,470 presentations across the state to churches in a wide variety of denominations. Approximately 280 families have become foster and adoptive parents as a direct result of a CHILD presentation in their congregation. Through the DFPS Advisory Committee on Promoting Adoption of Minority Children, six Community Adoption Forums have been held since 2011 in areas where data indicates a higher degree of disproportionality. These forums have led to strong connections and partnerships with faith leaders. As a result of CHILD, the Community Adoption Forums, and the work of the DFPS Advisory Committee on Promoting Adoption of Minority Children lessons have been learned that have philosophically shifted and expanded the DFPS approach to recruitment in faith communities. DFPS is supporting, attending, and presenting region specific data at meetings across the state to share the new model of faith based collaboration. The message being shared with faith leaders by other faith leaders is that some families are called to foster and adopt but everyone is called to do something to aid children in the foster care and adoption system. As of February 2014, there have been 108 churches that have committed to developing Orphan Care Ministries. One of those churches has committed to helping each of the children free for adoption in Travis, Williamson, and Hays Counties in Region 7 find a forever family and has had families finalize adoptions of 16 children. The North Texas District of the Assemblies of God has also committed to partnering with DFPS and establishing Orphan Care Ministries in each of the 550 churches in that district. In 2010, DFPS began a project to redesign the Texas Adoption Resource Exchange (TARE) website. These enhancements were designed to help provide more information and increase responsiveness to families interested in adopting, as well as increase the ability to match waiting children with potential adoptive families. The enhancements to TARE and to the Adoption Family Network became available on August 28, 2011. 2010-2014 Final Report and CAPTA Update Page 293 of 381 Since the implementation of the redesign there have been almost 13,000 family accounts registered. In October 2010, Texas was awarded a federal Adoption Opportunities Diligent Recruitment Grant. As a result of this grant, a Heart Gallery has been developed in Region 5 and CASA has collaborated with CPS to mine cases they are provided for potential forever families for the child or sibling group. DFPS has collaborated with community partners to develop additional Heart Galleries across the state. These Heart Galleries increase the number of families that are introduced to a waiting child and increase awareness of the need for foster and adoptive families. DFPS has also pursued following the Fostering Connections Act and increased the number of relative and fictive kin caregivers that become verified as foster parents and subsequently receive Permanent Managing Conservatorship and Permanency Care Assistance for their relative child/ren. This increase in recruitment and verification of relative foster parents has resulted in relatives becoming verified and taking custody of 201 children in 2011, 535 children in 2012, and 582 children in 2013. Fostering Connections moves many children to much needed permanence and stability. While these caregivers may not tend to be long term foster parents they provide a forever family for their relative children. Over the previous four years the number of consummated adoptions has steadily increased. In FY 2009 there were 4,859 children in consummated adoptions and in FY 2013 that number rose to 5,364 children. It is also important to note that DFPS is recruiting for families interested in older youth. The number of children age 13 and older who have a consummated adoption rose from 365 in FY 2009 to 496 in FY 2013. Adoptive families like relative caregivers may not be long term foster parents but the increase in adoptions indicates that more adoptive families are being recruited and the result is moving more children to permanency. Data also indicates that the number of out-of-home placements children are experiencing has decreased. For example, in FY 2009 children who attained permanency through adoption experienced an average of 3.4 placements while in FY 2013, that number was an average of 2.2 placements for children adopted by relatives and 3.0 placements for children adopted by a non-relative. Another example is for children emancipating the system. In FY 2009 children emancipating experienced an average of 9.1 placements while in FY 2013 children emancipating experienced an average of 6.9 placements. 2010-2014 Final Report and CAPTA Update Page 294 of 381 2010-2014 CFSP Final Report F. Adoption Incentive Payments ►A description of the activities conducted as a result of receiving adoption incentive funds during the 2010-2014 CFSP. Adoption Incentive Payment Program (AIPP) funds were expended for the following services and activities by federal fiscal year: FFY 2010: • CPS Direct Delivery Staff - AIPP funded a portion of CPS direct delivery staffrelated costs. Based on the cost allocation percentages derived from the CPS random moment time study, these AIPP funds are used for activities that are allocable to Title IV-B, subpart 1 - child welfare services. • Adoption Purchased Services - AIPP funded payments to contracted child placing agencies to conduct adoption recruitment, screening, home studies, placement and other adoption support services. These contracted services augment the adoption activities of state staff which results in increased adoption consummations for Texas children. FFY 2011: • CPS Direct Delivery Staff - AIPP funded a portion of CPS direct delivery staffrelated costs. Based on the cost allocation percentages derived from the CPS random moment time study, these AIPP funds are used for activities that are allocable to Title IV-B, subpart 1 - child welfare services. FFY 2012: • CPS Direct Delivery Staff - AIPP funded a portion of CPS direct delivery staffrelated costs. Based on the cost allocation percentages derived from the CPS random moment time study, these AIPP funds are used for activities that are allocable to Title IV-B, subpart 1 - child welfare services. • Other CPS Purchased Services - AIPP funded a portion of expenditures for providing purchased services to treat children who have been abused or neglected, to enhance the safety and well-being of children at risk of abuse and neglect, and to enable families to provide safe and nurturing home environments for their children. FFY 2013: • CPS Direct Delivery Staff - AIPP funded a portion of CPS direct delivery staffrelated costs. Based on the cost allocation percentages derived from the CPS random moment time study, these AIPP funds are used for activities that are allocable to Title IV-B, subpart 1 - child welfare services. • Adoption Purchased Services - AIPP funded payments to contracted child placing agencies to conduct adoption recruitment, screening, home studies, 2010-2014 Final Report and CAPTA Update Page 295 of 381 • placement and other adoption support services. These contracted services augment the adoption activities of state staff which results in increased adoption consummations for Texas children. Other CPS Purchased Services - AIPP funded a portion of expenditures for providing purchased services to treat children who have been abused or neglected, to enhance the safety and well-being of children at risk of abuse and neglect, and to enable families to provide safe and nurturing home environments for their children. 2010-2014 Final Report and CAPTA Update Page 296 of 381 2010-2014 CFSP Final Report G. Child Welfare Waiver Demonstration Activities The 2013 Legislature required DFPS to apply for a Title IV-E waiver to allow the agency to use money earmarked solely for foster care for other efforts. The application for the IV-E waiver was submitted on February 27, 2014 and seeks to use the waiver to improve outcomes for children in DFPS custody in Harris County, the most populous county in the state. As part of the waiver DFPS has requested that it be allowed to expand the waiver to other parts of the state as appropriate. DFPS is waiting on a response from the federal government. 2010-2014 Final Report and CAPTA Update Page 297 of 381 2010-2014 CFSP Final Report H. CAPTA State Plan Requirements and Update i. CAPTA Coordinator The name, address and fax number of the applicant agency. Texas Department of Family and Protective Services 701 W. 51st St. Austin, TX 78751 Telephone (512) 438-3312 Fax: (512) 339-5927 The name, title, and telephone number of the individual designated to serve as the Child Abuse and Neglect State Liaison Officer with the National Center on Child Abuse and Neglect (NCCAN). Daniel Capouch, MSW, JD Director of Services, Child Protective Services Texas Department of Family and Protective Services P. O. Box 149030, Mail Code W-157 Austin, TX 78714-9030 (512) 438-4960 The name and telephone number of a contact person who will be able to answer questions about the application. Max Villarreal Division Administrator for Federal/State Support, Child Protective Services Texas Department of Family and Protective Services P. O. Box 149030, Mail Code W-157 Austin, TX 78714-9030 max.villarreal @dfps.state.tx.us (512) 919-7868 The applicant agency’s Employer Identification Number (EIN). The EIN of the applicant, Texas Department of Family and Protective Services, is 742639167. 2010-2014 Final Report and CAPTA Update Page 298 of 381 2010-2014 CFSP Final Report H. CAPTA State Plan Requirements and Update ii. Descriptions, Accomplishments and Proposal of Projects/Initiatives Using CAPTA Funds ►In accordance with section 106(b)(1)(A) of the Child Abuse and Prevention Act State Plan Requirements, this section specifies which of the 14 programs described in section 106(a) that were addressed with grant funds in FY 2013 in order to improve the child protective services system of the State. This section also contains descriptions of activities that the State intends to carry out with State Grant funds during FY 2014. Listed below are the descriptions of FY 2014 projects/initiatives that were selected from the 14 areas delineated in section 106(a)(1) through (14) of CAPTA. Descriptions 1) Evaluation of CPS Reform and Best Practice Initiatives The Evaluation of CPS Reform and Best Practice Initiatives responds to priorities (1), (4), and (7) in the Child Abuse Prevention and Treatment Act Amendments. Evaluation efforts are conducted by a Research and Evaluation Team that is part of the Policy Analysis Division within CPS. The Research and Evaluation Team is well qualified to support CPS through data driven analysis. Three of the five team members have PhD's and collectively the team has over 50 years of evaluation design and data analysis experience. The team supports the Texas child welfare system in achieving safety, permanency and well-being for children and families by providing strategic analysis and guidance on CPS operations, policies, processes and initiatives. The Research and Evaluation Team supports this work by: • Providing strategic analysis and guidance on child welfare assessments, models and quality assurance instruments and process in an effort to drive policy and practice. • Evaluating the effectiveness of major CPS program initiatives and significant programmatic changes. • Conducting data analyses to better understand how the CPS system is operating and outcomes for children and families. • Managing federal grants, external research requests and internal state office data requests. In FY 2014, the Evaluation of CPS Reform and Best Practice Initiatives were funded to: • Continue the evaluation of changes made to the intranet-based risk and safety assessment instrument as part of CPS Reform; • Continue the evaluation of Family Group Decision Making and Kinship Care through the Family Focus Evaluation; and • Continue to evaluate efforts to reduce Disproportionality. 2010-2014 Final Report and CAPTA Update Page 299 of 381 With regard to the first objective, efforts continue to support strengthening staff development. The evaluation of both the risk assessment and safety assessment instruments was completed in FY 2010. Over the past three years DFPS has undertaken an initiative designed to reinforce staff understanding of the concepts of safety and risk, referred to as the Enhanced Family Centered Safety Decision Making initiative. Extensive consultation and technical assistance, as well as grant support through the Children’s Justice Act, have been utilized in this project. Two statewide training conferences for all CPS management staff statewide were held in 2010 and 2011 to train staff on concepts and reinforce learning. During FY 2012, all managerial staff was provided a one-day training that focused on the necessity for sufficient information gathering in order to make necessary decisions regarding safety, risk, protective capacities, and safety/service planning. New case documentation guides were presented to these supervisory staff to enhance consistent and thorough documentation. These one-day sessions were followed by numerous webinars designed to give supervisors tips on developing the ability of their workers to gather sufficient information. Following these sessions, on-site technical assistance in the way of case consultations is being provided. Additionally, regionally based focus groups were conducted with staff with regard to their experiences with the case documentation guides in order to develop a comprehensive family assessment protocol. The second objective, the evaluation of the Family Focus Program, is near completion. CPS created the Family Focus division and initiative to specifically identify ways to enhance safety, permanency, and well-being for children through the provision of direct and support services to their caretakers, whether biological or through affinity. Efforts serve to increase parent participation in service planning and to strengthen an extended family’s ability to provide safe and permanent living arrangements within their kinship structure. An evaluation of the Relative and Other Designated Caregiver Assistance Program was completed in FY 2012. An evaluation of the Permanent Caregiver Assistance program will be completed in FY 2014. The third objective is related to Disproportionality. Disproportionality means a particular race or cultural group is over-represented in a program or system. This has been documented nationwide for decades in various programs and systems. Disparity is the condition of being unequal and refers to the difference in outcomes and conditions that exist among specific groups as compared to other groups due to unequal treatment or services. These include child protective services, special education services, juvenile justice, criminal justice, and health care. There are more African Americans and Native Americans in these systems than their percentage of the general population would indicate. This is true both nationally and in Texas. The Research and Evaluation Team continues to provide the annual disproportionality update and a legislatively mandated Rider 17 report. These efforts educate state leaders and the general public, as well as stakeholders, regarding efforts to reduce disproportionality and disparity in the Texas child welfare system. 2010-2014 Final Report and CAPTA Update Page 300 of 381 2) Disproportionality The Disproportionality Project responds to priorities (3) and (11) of the Child Abuse Prevention and Treatment Act amendments. In partnership with Casey Family Programs, the Disproportionality Project began to evaluate the data on children and families served by CPS and determine if casework practices impacted the disproportionality of African American children in the Texas child welfare system. Preliminary findings demonstrated that African American and Native American (although this population is very small in number) children and families are disproportionately represented in the CPS system. While it was anticipated that there would be similar findings with Hispanic children and families, statewide disproportionality was not supported by the data. Work within this project focuses on reviewing policy and practice in the service delivery system and working with the community to reduce disproportionality, and as a result, improve outcomes for all children. The Texas Legislature required the Texas Health and Human Services Commission and DFPS to analyze removal rates and other enforcement actions for disproportionality, taking into account other factors, such as poverty, single parent families and young parent families. A series of continuous analyses have found disproportionality to be an ongoing concern and also show that reductions in disproportionality are occurring. The most recent final disproportionality analyses are posted on the DFPS Web site. Disproportionality work now occurs in each region statewide. Currently, there are twelve Disproportionality Specialists, at least one in every region of the state, whose role is to establish disproportionality sites, advisory boards, and continue the work of reducing the disparate outcomes for children disproportionately in CPS care. Additionally, a Disproportionality Manager and Disproportionality Specialist have been hired at state office to coordinate work efforts with regional management and Regional Disproportionality Specialists. Effective January 2, 2012, the Disproportionality Specialist positions were transferred to the Health and Human Services Center for the Elimination of Disproportionality and Disparities. A State Disproportionality Manager and Disproportionality Specialist remain in the CPS State Office who work collaboratively with the Health and Human Services Commission for the Elimination of Disproportionality and Disparities Disproportionality Specialists. Further expansion of the work involves a cross-systems approach to engage other state agencies. Through the Interagency Council for the Elimination of Disproportionality and Disparities, CPS is addressing disproportionality and disparate outcomes by improving access to services and supports for African American children and families. 3) Children with Disabilities The Children with Disabilities Project responds to priorities (7), (9) and (13) of the Child Abuse Prevention and Treatment Act Amendments. 2010-2014 Final Report and CAPTA Update Page 301 of 381 Services to children with disabilities and special health care needs are provided through a collaborative effort of specialized CPS staff in coordination with the child’s primary caseworker. Depending on the needs of the children, the specialized staff may include placement staff, Developmental Disability Specialists, Well Being Specialists, Education Specialists, and Nurses. The focus of this effort is to ensure that the special needs of children with intellectual and developmental disabilities and special health care needs in the conservatorship of DFPS are met, including placement in the least restrictive setting available that can meet these children’s needs; access to comprehensive, coordinated health care and services; and access to appropriate educational services, including transition services for children moving from secondary school to post-secondary school activities. The Placement Team coordinates appropriate placements for children with intellectual and developmental disabilities to find the least restrictive placement setting, such as a foster home within or close to the child's community if possible. The Placement Team interacts with residential providers, community groups and professional groups to ensure appropriate residential resources are available and to increase placement options for children. The Placement Team also analyzes trends in placement needs and resource availability. Developmental Disability Specialists serve as subject matter experts for children with intellectual and developmental disabilities. They serve as consultants to CPS staff members for securing available services for these children, such as Medicaid waiver programs. They also facilitate referrals of appropriate youth aging out of DFPS conservatorship to the Department of Aging and Disability Services Guardianship Program. Developmental Disability Specialists provide training to CPS staff and caregivers regarding intellectual and developmental disability issues. Providing caregivers and caseworkers with knowledge and resources to address the needs of these children enables them to identify appropriate resources, provide better care and advocate for needed services. For some children with special needs, the Developmental Disability Specialist may assist with the placement. The Developmental Disability Specialist assists the CPS caseworker in obtaining a Determination of Intellectual Disabilities. Developmental Disability Specialists negotiate placements with CPS staff in the following targeted institutions, as defined by Texas Government Code 531.151: • DFPS licensed general residential operations for children with intellectual disabilities; • Intermediate Care Facilities for Individuals with Intellectual Disabilities; • Home and Community-based Services Homes; • Nursing facilities; and • State Supported Living Centers. If the facility accepts a child, placement approval is required by state office to ensure the placement is the least restrictive option. The Developmental Disability Specialist 2010-2014 Final Report and CAPTA Update Page 302 of 381 facilitates placement of the child with the approved facility within or close to the child's community if possible. The Developmental Disability Specialist assumes the role of secondary caseworker while the child resides in the facility, and completes the permanency planning instrument for the child to determine if the facility placement continues to be the most appropriate placement available. The Developmental Disability Specialist continues to search for an appropriate less restrictive setting in the community for the child. When an appropriate less restrictive community placement is secured the Developmental Disability Specialist will assist the CPS caseworker in transitioning the child to the community placement. A Developmental Disabilities Program Specialist is housed in state office. This position provides liaison functions for collaboration and coordination between regional specialized staff, caseworkers and supervisors, provider agencies, advocacy groups, stakeholders and other state agencies and programs. Through coordination of all of these efforts by various specialized staff, the unique needs of children with disabilities and special health care needs are met. CPS Nurse Consultants provide consultation to CPS staff regarding children’s health care issues during all stages of CPS intervention. Consultation may involve: • Performing face-to-face assessments of children on home visits or in CPS offices (e.g., accompanying workers on home visits and assessing children during visitation); • Reviewing and summarizing medical records and other medical information in an easy-to-read format (e.g., looking for trends that might indicate abuse and neglect or help workers make medical decisions); • Making recommendations to CPS staff about children’s health care; • Educating staff about disease processes, medications and treatment plans; • Providing or facilitating health-related classroom training for CPS staff (e.g., psychotropic medications); • Attending case staffings as requested (e.g., removal staffings, child death review teams, Family Group Decision Making, Circles of Support); and • Advocating for health-related services for children (e.g., contacting hospitals to facilitate discharge and home care, and accessing health care resources). As required by Texas Family Code Chapter 266, DFPS coordinated with the Health and Human Services Commission to implement a comprehensive health care program for children in DFPS Conservatorship called STAR Health. Some features of the plan are: • Expedited enrollment for immediate access to Medicaid benefits; • An initial Texas Health Steps evaluation within five days of entering foster care; • Integrated physical and behavioral health care; • Health care coordination through a medical home and service management; • Enhanced access to services through a network of providers and service coordination; • Service management for children with special health care needs; 2010-2014 Final Report and CAPTA Update Page 303 of 381 • • • Dental and vision services; A health passport; and Seven-day, 24-hour nurse and behavioral health hotlines for members, caregivers and medical consenters. Well-being specialists serve as the primary link between the STAR Health Liaison and DFPS staff. They collaborate and consult with the STAR Health Liaison to troubleshoot complex cases, analyze process effectiveness, and recommend solutions. They identify and analyze service gaps, barriers and other contract concerns. 4) Education Project The Education Project responds to priorities (3), (7), (9), and (13) of the Child Abuse Prevention and Treatment Act Amendments. CPS identified issues associated with meeting and improving educational outcomes for all children in foster care. CPS must ensure the provision of appropriate, grade level instruction to all foster children and ensure comprehensive services to children with disabilities. DFPS identified and designated subject matter experts with knowledge and skills needed to navigate the complex network of education and special education services. The use of trained and designated specialists to work with foster children, their families and foster care providers to improve educational outcomes and obtain education services for children with developmental disabilities enhances comprehensive services to children and results in compliance with federal and state legislation. A state office Education Specialist ensures statewide emphasis of this practice and incorporates changes needed into policy. The Education Specialists play a vital role in communicating and advocating for the educational needs and issues of children in the conservatorship of DFPS. At least one Education Specialist is assigned to each DFPS region and two Education Specialists are in the more highly populated areas of Dallas-Fort Worth and Houston. The Educational Specialists serve as subject matter experts and resources to CPS staff and external stakeholders, including school districts and private care providers. Education Specialists build community collaborations; provide presentations to school and community groups and advocate for children in foster care by participating in programs that enhance educational outcomes. Every school-aged child in DFPS conservatorship is given an Education Portfolio which moves with the child should they change placement. Education Specialists do not carry primary caseload responsibilities because they serve as the primary resource contact on any education issues referred to them by CPS caseworkers. Education Specialists participate in trainings, workshop seminars, webinars from Education Service Centers, national and state child welfare organizations, and state agencies that address issues of improving education outcomes and special education services. The regional Education Specialists provide training to CPS staff on developmental and educational issues and act as information and referral contacts. 2010-2014 Final Report and CAPTA Update Page 304 of 381 Education Specialists have focused on ensuring academic records are tracked throughout a child's stay in DFPS care, including moves from placement to placement, through the use of the Education Portfolio implemented in August 2007. The Education Portfolio was designed to meet the unique needs and requirements of school-aged children in foster care in the conservatorship of DFPS. The Education Portfolio provides a way to document school records, as well as required personal documentation, such as a copy of a birth certificate, to facilitate school enrollment. If a change in placement should occur, the Education Portfolio follows the child to the next placement. Transfers from school to school with a current Education Portfolio help ensure a child’s continued school stability and educational goals are being met and appropriate educational and ancillary services are offered. The Education Portfolio was developed in collaboration with Texas Education Agency and Health and Human Services Commission. Full distribution and implementation of the Education Portfolios began in August 2007. Regional Education Specialists and other DFPS staff report a 90.1 percent participation rate as of December 2013. Regional Education Specialists continue to train DFPS staff and private providers on the use of Education Portfolios. Regional Education Specialists train caseworkers and, with assistance from Residential Child Care Licensing staff, continue to monitor the successful implementation of Education Portfolios for all school-aged children in the conservatorship of DFPS. The development and distribution of the Educational Portfolio to every school age child in DFPS conservatorship was supported by the DFPS Executive Team. DFPS has supported and encouraged successful collaborations between the Education and Developmental Disability Specialists and the Residential Child Care Licensing Division which reviews Education Portfolios during their monitoring visits. The Residential Child Care Licensing monitors provide feedback forms to the Regional Education Specialists for follow up and updates. The CPS Accountability Division, state agencies under the umbrella of the Health and Human Services Commission, other state agencies that provide services to children in foster care and private organizations all provide support for the educational and ancillary services to children in foster care. A new automation field was added in summer 2009 with a narrative edit box for Section 504 of the Rehabilitation Act, Special Accommodations. This narration meets federal and state guidelines for providing necessary modifications to curriculum and learning environments to meet a child’s educational needs. Monthly reports are available to state and regional staff identifying Education Portfolio use by unit and region. Monthly reports have added two new categories, Ethnicity and Days in Care, to assist CPS staff in service planning. Education Specialists monitor and share these monthly reports with regional supervisors and directors. Education Specialists continue to support and work with community groups, stakeholders, and other agencies to ensure children experience positive educational 2010-2014 Final Report and CAPTA Update Page 305 of 381 outcomes while in the conservatorship of DFPS. Community groups and stakeholders, such as the Court Appointed Special Advocates and Disability Rights Texas, work collaboratively with Education Specialists in statewide workgroups, addressing issues such as Education Portfolios, homelessness and improving communication systems. Education Specialists attend and participate in Circles of Support, transition planning, and Preparation for Adult Living services. Education Specialists continue to encourage and provide resources and options to youth as they age into adulthood. Education Specialists have regular monthly telephone conference calls to share information with regional staff on current educational and medical topics. Education Specialists conduct presentations for school districts about the educational needs of children in DFPS care, behavior intervention strategies, in-service training to educators and staff on child abuse and neglect, and the use of the Education Portfolio. The Education Specialists interact on a regular basis with school district foster care liaisons, community groups, organizations and specialized associations to represent the needs of children in DFPS care. CPS Education Specialists joined the Education Committee of the Texas Supreme Court's Permanent Judicial Commission for Children, Youth and Families this year with participants from family court judges, other state and local agencies, foster youth, and other external stakeholders to develop a sustainable cross-systems collaborative model to improve the education outcomes for children and youth in foster care. CPS Education Specialists participated in the Education Summit February 2013 as presenters, resource contacts, and small group participants in developing strategies on improving the educational outcomes for all children and youth in foster care. The audience consisted of family court judges, agency administrators, external stakeholders, and former foster students. 5) Texas Council of Child Welfare Boards The Texas Council of Child Welfare Boards responds to priority (11) in the Child Abuse Prevention and Treatment Act amendments. The Texas Council of Child Welfare Boards is a forum developed to coordinate community services and resources for the protection of children. This initiative encourages the development of a model of local, regional and statewide child welfare board organizations that can be used nationally to promote public/private partnerships to directly ensure proper care and services to foster children and their families, as well as raising awareness of child abuse/neglect issues and tools for its prevention. The Texas Council of Child Welfare Boards has been effective in providing leadership through a comprehensive, cohesive network of local and regional child welfare boards. The county and regional boards are, in turn, able to support local services to vulnerable children and promote community child abuse and neglect prevention efforts. Local child welfare boards have historically been a major factor in the support of foster homes, and 2010-2014 Final Report and CAPTA Update Page 306 of 381 of foster children and their families. The Texas Council of Child Welfare Boards is committed to supporting local boards in their efforts through training, advocacy, policy guidance, assistance with local funding initiatives, statewide information distribution and networking, and child abuse/neglect prevention activities. Much of this mission is accomplished through their Web site and the networking of state, regional and local volunteers. The Texas Council of Child Welfare Boards has undertaken an annual survey of local child welfare boards. The survey identifies funds and other resources provided by county child welfare boards to the children and families served by CPS. The survey provides information about available funding sources, the types of expenditures and inkind donations made on behalf of DFPS staff and children and families served, and the number of volunteers and volunteer hours contributed. The Council continues to refine the survey in order to make it easier to complete and to encourage greater participation in the survey by local child welfare boards. The Council has also partnered with DFPS to create regular statistical reports on the DFPS Web site that are accessible to local and regional boards and to the Council. These reports supply local statistical information regarding children and families served by CPS that can be used by local boards in their advocacy and prevention efforts in their respective communities. 6) Parent Collaboration Group The Parent Collaboration Group responds to priority (3) in the Child Abuse Prevention and Treatment Act Amendments. The statewide Parent Collaboration Group model provides a mechanism to include biological parents, who have received services from CPS, in the design, implementation and evaluation of CPS programs, policies and services. Through this initiative, parents are involved in a collaboration effort focused on encouraging collaboration with parents who have been affected by the CPS service delivery system while providing a unique and valuable perspective on how to improve services to families and children. The mission of the Parent Collaboration Group is to provide: • Provide parent input to the agency regarding policy development; • Provide recommendations to the agency regarding how services may be improved for children and families; • Provide training opportunities to workers regarding the parent perspective; and • Provide support to parents and function as a means to link parents and CPS in partnerships. A subset of the Parent Collaboration Group is Regional Parent Support Groups (PSG). These groups provide regional/local opportunities for parents with open CPS cases greater insight of the CPS system. The PSG is a venue where parents who have successfully exited the CPS system share their experiences, knowledge of the system, procedures, etc. with parents currently involved with CPS. 2010-2014 Final Report and CAPTA Update Page 307 of 381 Regional Parent Support Groups provide opportunities to obtain input from parents on methods to improve safety, permanency and well-being for children receiving CPS services, as well as opportunities for meaningful engagement of parents and families. The Statewide Parent Collaboration Group has been effective in helping to identify policy issues and best practices. Additionally, member input has been included in the Child and Family Services Review, the Child and Family Services Review Program Improvement Plan, the Title IV-B State Plan, CPS Reform and the significant shift to a more family-focused child welfare system. All 11 regions now have at least one Parent Support Group and continue to expand. These forums provide parents with information about the CPS process in all stages of service. The parent facilitator shares their personal story, followed by a question and answer session and discussion of various community resources. The goal is for each region to have multiple Parent Support Groups. The Parent Program Specialist provides support and technical assistance to the PCG and assists the regions to further expand the Regional Parent Support Groups. 7) Family Group Decision Making The Family Group Decision Making project responds to priorities (3), (5), (7) and (11) in the Child Abuse Prevention and Treatment Act Amendments. Family Group Decision Making describes a variety of practices to work with and engage children, youth and families involved in the CPS system in safety and service planning and decision making. Through Family Group Decision Making, the unique strengths, needs and resources of children, youth and families are identified and used to develop individualized plans to ensure the safety, protection and well-being of children. CPS recognizes that families know themselves best and, when given the right tools and information, families have the ability to make well-informed decisions. This process encourages families to utilize their family connections, to find security and a sense of belonging within their own families, and to take responsibility to care for and provide a sense of identity for their children. Family Group Decision Making supports children, youth and families as they explore and connect with resources in their community. Family Group Decision Making promotes respect for children, youth and family culture and strengthens their desire to keep the child in their own community. By utilizing Family Group Decision Making, DFPS partners with children, youth and families to achieve safety, well-being and permanency for children. There are a variety of Family Group Decision Making models used by DFPS including: • Family Team Meetings – A Family Team Meeting is a pre-removal, quick response to child safety concerns. Family Team Meetings are used to achieve positive outcomes for children in the earliest stages of DFPS involvement and family connections by engaging family, community members and other caregivers in critical decisions related to child protection, safety, placement and 2010-2014 Final Report and CAPTA Update Page 308 of 381 • • permanency. During the Family Team Meeting process, all participants strive for a consensus when deciding how to ensure the safety of the child. Family Group Conferences – Families join with relatives, friends and community supports to develop a plan that ensures children are cared for and protected from future harm. Through the use of family private time, the “family group” is vested with a high degree of decision-making authority and responsibility. During family private time, the “family group” joins together to discuss and develop a plan for the child’s safety and well-being. Family Group Conferences are primarily used after the removal of a child, but may be used in the Family Based Safety Services stage of service as well. Circles of Support – A youth-focused/driven meeting is held with the primary purpose of developing a transition plan for older youth who are moving from substitute care to adulthood, and connecting youth to caring/supportive adults. Circles of Support include broad participation of the youth’s support network, such as substitute caregivers, teachers, siblings, pastors and other relatives, and is required for youth 16 years and older (though may begin as early as 14 years). The implementation and the subsequent updates of the Family Group Decision Making Evaluation supported the assumption that staff would see the introduction of this modality of involving family in the service planning process as a significantly different process of working with families. The evaluation identified issues related to workload, control, and differences in court operations, expectations and coordination with the broader community. Experiences with Family Group Decision Making suggest that there are several positive benefits to the children and families who participate. Greater involvement of extended family members results in increased levels of relative placements and family reunifications following a Family Group Conference. Compared to the Permanency Planning Team process, Family Group Conference participants, both the parents and relatives, experienced greater feelings of empowerment, clarity of expectations and satisfaction with the family service plan. Children whose families participated in Family Group Conferences experienced less anxiety and were better adjusted than children placed with relatives after the Permanency Planning Team process. Family Group Decision Making outcomes were better for all children, yet improved more for African American and Hispanic children than Anglo children, somewhat reducing the disproportional exits from care found in traditional services. As the Family Group Decision Making process has continued to expand and is now offered to youth and families at different points of CPS involvement, efforts to evaluate the impact on removals and permanency of Family Team Meetings and Family Group Conferences held in the Investigation or Family Based Safety Services stages of services were examined. On October 1, 2010, Texas Tech University conducted an independent Family Group Decision Making evaluation. The evaluation found that: • Family Team Meetings and Family Group Conferences reduce the odds of removal; 2010-2014 Final Report and CAPTA Update Page 309 of 381 • • Family Team Meetings increase the speed with which children attain permanent placement (reunified with their family or permanently placed with a relative); and Family Team Meetings and Family Group Conferences increase the odds of achieving the desired outcome of placement with family (reunification with family or permanent placement with relatives). Information about CPS use of Family Group Decision Making, including published evaluations, are available to the general public through the DFPS Web site. 8) Best Practices The Best Practice Initiative responds to priorities (2) and (3) of the Child Abuse Prevention and Treatment Act amendments. CPS created the Family Focus division and the Best Practice Initiative to specifically identify ways to enhance safety, permanency, and well-being for children. There are four Best Practice Specialists. Two of the Best Practice Specialist positions explore and develop best practices in the area of kinship/domestic violence, and substance abuse in adults and children. Two of the Best Practice Specialists focus on parent involvement/adult mental health, and fatherhood-related issues. Specific efforts used by Best Practice Specialists in order to strengthen services for children and families include, but are not limited to, the following: • Participation in activities to support community committees and internal DFPS committees with a focus on improving child welfare practices (such as the workgroup on Visitation guidelines, Legal Representation for Parents, and local Parent Collaboration Group meetings). • Ongoing collaboration with the Disproportionality Initiative to increase the use of Family Group Decision Making and relative placements for African American children and families. • Ongoing collaboration with Casey Family Programs through the Texas Strategic Consulting Leadership Team, court and legal stakeholders, substance abuse providers and others to review policies and practice and assure a family focused service delivery is being provided. • Ongoing collaboration with the statewide Youth Leadership Council and the statewide Parent Collaboration Group to ensure both the parent and youth voice inform policy and practice. • Ongoing activity the “Father Matters” Intranet site to provide caseworkers with access to resources, tools, tips and ideas for engaging fathers in the child welfare system. • Ongoing collaboration with Health and Human Services and the Attorney General Office on home visiting programs to better engage fathers. • Participation in the collaborative workgroups for Texas Integrated Funding Initiative and Child and Adolescent Transformation workgroup to improve mental health services to youth. 2010-2014 Final Report and CAPTA Update Page 310 of 381 • • • • • • • • • • Participation in training of staff, including participation in development of curriculum and content for a statewide supervisor training for all CPS supervisors and managers. Ongoing collaboration with Community stakeholders, faith based organizations, welfare professionals, and the Judiciary to host fathers roundtables throughout state. Continuation of collaboration with the Texas Council on Family Violence to address impact of domestic violence on children and families. Provision of leadership in working with the regional Substance Abuse Specialists and Family Drug Courts. Continuation of work to ensure the regional Memorandums of Understanding between DFPS and Outreach Screening Assessment Referral (OSAR) in all regions are in place. Participation in the joint initiative Texas Department of State Health Services (DSHS)-DFPS Legislative planning meetings that led to increased funding for families suffering from substance abuse disorders. Assisted DSHS in identifying sites for Pregnant/Post-partum Intervention (PPI) services across the state. Continuation of work with the Early Childhood Intervention program to maintain collaboration and develop policy that reflects best practice and collaboration efforts. Continuation of developing best practice policies regarding services to children and families who have behavioral health needs. Coordination of Drug Endangered Children activities throughout the regions. 9) Foster Care Redesign The Foster Care Redesign Project responds to priority 3, 11 and 13 of the Child Abuse Prevention and Treatment Act amendments. Recognizing that children in the Texas foster care system are best cared for in their home communities whenever possible, DFPS embarked on a mission to redesign the foster care system to optimize the location of providers and services in the areas in which they are needed and expand the spectrum of residential services which children and youth need. In 2010 DFPS joined other child welfare stakeholders in this effort. In addition to meeting with over 3,000 stakeholders, DFPS charged a preexisting Public Private Partnership, to serve as the guiding body for the development of recommendations for a redesigned system. This group is comprised of members of the judiciary, foster care providers, advocates, provider associations, foster care alumni, parent partners and DFPS staff. Together, this group reached consensus on a new foster care system and implementation plan along with eight quality indicators which serve as the basis for the new foster care model. These indicators include: • First and foremost, children are safe in their placements. 2010-2014 Final Report and CAPTA Update Page 311 of 381 • • • • • • • Children are placed in their home communities. Children are appropriately served in the least restrictive environment that supports minimal moves for the child. Connections to family and others important to the child are maintained. Children are placed with siblings. Services respect the child's culture. To be fully prepared for successful adulthood, children and youth are provided opportunities, experiences and activities similar to those experienced by their non-foster care peers. Children and youth are provided opportunities to participate in decisions that impact their lives. DFPS reviewed the Public Private Partnership's recommendations and endorsed the implementation of a new foster care system in Texas which significantly changes the manner in which the state procures contracts and pays for foster care and other purchased services that support safety, permanency and well-being in Texas. The new model and staged implementation plan is outlined in the January 2011 DFPS Foster Care Redesign Report, which can be accessed at: http://www.dfps.state.tx.us/documents/Child_Protection/pdf/2011-0214_FosterRedesignReport.doc. In August 2011, DFPS released a Request for Proposal for the first Single Source Continuum Contract as a part of the Foster Care Redesign. The Request for Proposal closed in November 2011. In December 2012, DFPS announced the final award of the first non-metropolitan contract to Providence Service Corporation of Texas to serve DFPS Region 2/9. The contract was executed February 1, 2013. DFPS and Providence Service Corporation of Texas completed a 6-month start-up phase in August 2013. Providence Service Corporation of Texas began providing services to children, youth and young adult under the Foster Care Redesign model on August 26, 2013. As of March 31, 2014, approximately 1,203 children were receiving services through the Providence Service Corporation of Texas continuum of care. An outcome evaluation is in progress and DFPS anticipates having the first full year's outcome data in September 2014. DFPS awarded the first metropolitan Foster Care Redesign Single Source Continuum Contract (SSCC) to ACH Child and Family Services of Fort Worth on December 16, 2013. The contract was effective on January 1, 2014. ACH Child and Family Services and DFPS are currently in the six-month startup phase focusing on readiness activities. Outcome and third-party evaluation information has been and will continue to be shared with stakeholders. The Public Private Partnership will consider this information in making recommendations for continued enhancement of the model as it rolls out across the state. 2010-2014 Final Report and CAPTA Update Page 312 of 381 Foster Care Redesign changes the manner in which DFPS procedures, contracts and pays for services for children in foster care and their families. The new performancebased model incorporates a collaborative-decision making, community-based approach to foster care and service planning, which relies heavily on good communication, the ability to solve problems quickly, and enhanced partnership between DFPS and the Single Source Continuum Contractor. In order to support successful implementation of the new system, as well as to ensure a robust Continuous Quality Improvement process, Child Protective Services has created a Foster Care Redesign division which structurally moves both the Single Source Continuum Contractor contract and foster care model, under one division. Over the past four years, DFPS contracted with Chapin Hall (affiliated with the University of Chicago) and the PDF Group, LLC to work collaboratively with stakeholders and DFPS on development of the redesign model and implementation plans for the initial catchment areas and eventually statewide roll-out of the model. Chapin Hall continues to assist DFPS in examining variables across regions, counties, and providers on pertinent measures. Chapin Hall is supporting the Continuous Quality Improvement process used to evaluate the performance of the Single Source Continuum Contractor in the initial catchment area, as well as assisting in the establishment of baselines and targets for some of the contract performance measures. This support includes providing technical assistance to both DFPS and the contractor on the Baseline, Target and Actual process which is used to inform decisions related to performance and central to the Continuous Quality Improvement Process. The PDF Group, LLC continues to assist DFPS by providing project management and guiding project communication and collaboration with both internal and external stakeholders, as well as assisting with development of the catchment specific implementation plans. Funding was used to support the start-up and staged transfer of administrative functions from DFPS to Providence Service Corporation of Texas and ACH Child and Family Services as a part of implementation of the Foster Care Redesign model through the Single Source Continuum Contract in DFPS Regions 2/9. Infrastructure costs necessary to support enhancements as a result of the new foster care model included: 1) improving the Statewide Automated Child Welfare System; 2) inclusion of additional financial expertise to support improved oversight and management as a part of the contract monitoring process; 3) hiring two local foster care redesign administrators (one in DFPS Region 2/9 and one in Region 3b) to oversee the day-to-day operations and implementation of the new system in the catchment area; 4) addition of a part-time subject matter expert to oversee the performance and evaluation of Foster Care Redesign; and 5) hiring of a program specialist to help coordinate and provide training, draft policy and operations manuals to support implementation in the identified catchment areas. 2010-2014 Final Report and CAPTA Update Page 313 of 381 FY 2014 Accomplishments Listed below are the major accomplishments for each of the FY 2014 projects/initiatives that were selected from the 14 areas delineated in section 106(a)(1) through (14) of CAPTA. 1) Evaluation of CPS Reform and Best Practice Initiatives The Evaluation of CPS Reform and Best Practice Initiatives responds to priorities (1), (4), and (7) in the Child Abuse Prevention and Treatment Act (CAPTA) Amendments. The Evaluation of CPS Reform and Best Practice Initiatives are designed to carry out research that will benefit Texas children by improving the efficiency and effectiveness of the CPS program. The Texas Legislature mandated substantial reform of CPS. Understanding the impact of these changes is important to assure that initiatives result in improved outcomes and children are not at increased risk of harm. The main accomplishments of this initiative are as follows. A. Evaluation of Risk and Safety Assessment An initial evaluation of the risk assessment instrument and safety assessment instrument was completed in FY 2010. Over the past three years DFPS has undertaken an initiative designed to reinforce staff understanding of the concepts of safety and risk, referred to as the Enhanced Family Centered Safety Decision Making initiative. Extensive consultation and technical assistance, as well as grant support through the Children’s Justice Act, have been utilized in this project. To that end, two statewide training conferences for all CPS management staff statewide were held in 2010 and 2011. During FY 2012, all managerial staff was provided a one-day training that focused on the necessity for sufficient information gathering in order to make necessary decisions regarding safety, risk, protective capacities, and safety/service planning. New case documentation guides were presented to these supervisory staff to enhance consistent and thorough documentation. These one-day sessions were followed by numerous webinars designed to give supervisors tips on developing the ability of their workers to gather sufficient information. Following these sessions, on-site technical assistance in the way of case consultations is being provided. Additionally, regionally based focus groups were conducted with staff with regard to their experiences with the case documentation guides in order to develop a comprehensive family assessment protocol. Results of these focus groups were reported in October 2012. In August 2013, the Enhanced Family Centered Safety Decision Making initiative was closed. B. Evaluation of Family Focus Family Focus is a CPS initiative that includes Family Group Decision Making (Family Team Meetings, Family Group Conferences and Circles of Support), Family-Based Safety Services, Kinship Care, Relative and Other Designated Caregiver Assistance Program, and the Permanent Caregiver Assistance program. 2010-2014 Final Report and CAPTA Update Page 314 of 381 Family Group Decision Making DFPS has entered into a grant partnership with the Kempe Center to evaluate a pilot effort to expand the use of Family Group Conferences into the Family Based Safety Services stages of service. Implementation began in FY 2012 with the evaluation to continue through FY 2014 and a final report due FY 2015. Circles of Support Building on the Circles of Support Satisfaction Survey Pilot completed in FY 2011, a statewide rollout of the satisfaction surveys began in FY 2012. The satisfaction surveys are administered at the completion of Circle of Support meetings to gauge the quality of the meetings. Surveys are administered nine months after a Circle of Support to gauge the effectiveness of completing the goals set at the initial meeting. Data collection continues until April 2013. A report of the results is on hold pending capacity on the Research and Evaluation team to accept the assignment. C. Evaluation of Disproportionality The legislatively mandated Rider 17 report was completed October 2012. The FY 2014 annual disproportionality update report was completed in March 2014. D. Improving Child/Youth Placement Outcomes: A System Redesign (referred to Foster Care Redesign) The purpose of the DFPS “Improving Child/Youth Placement Outcomes: A System Redesign” project is to create strategic sustainable placement resources that are appropriate and least restrictive for children in the DFPS foster care system. The approach for creating these placement resources will include identifying and implementing new processes to procure, contract and pay providers who deliver a full range of regionally available foster and residential care to children. The impact that the new processes have on placement resources will be studied prior to implementation using optimization and simulation modeling, an effort which is being led by Chapin Hall. These kinds of modeling will allow DFPS and its provider community to test operational strategies for the foster care system under different assumptions and conditions. The results will help to determine which conditions lead to sustainable placement resources, both appropriate and least restrictive, from the perspective of DFPS and the providers. The impact of an improved foster care system will be evident in child and family outcomes, especially those related to placement stability and child well-being. Since entering into a contract with DFPS in early 2010, Chapin Hall has worked closely with DFPS and Texas child welfare stakeholders toward development of a redesigned foster care model. The expertise and guidance Chapin Hall has provided to this project has resulted in definition of the project goal, child outcomes and quality indicators. It 2010-2014 Final Report and CAPTA Update Page 315 of 381 also assisted in the identification of system changes and interventions necessary to improve outcomes in the redesigned system. To date Chapin Hall has co-facilitated and provided direction in Public Private Partnership meetings, as well as guided a Fiscal Matters Workgroup. Casey Family Programs has agreed to collaborate with both DFPS and Chapin Hall on the Foster Care Redesign project. Casey Family Programs' primary role will be to evaluate the pilot project. The Research and Evaluation Team served in an advisory capacity regarding the evaluation design and provided technical assistance in identifying and accessing CPS data elements for analysis through the end of FY 2013. Additional capacity to fulfill this role was added to the Foster Care Redesign team and the consultation with the Research and Evaluation Team is no longer needed. E. Permanency Roundtables Permanency Roundtables (PRTs) are being phased in throughout the State, beginning in June 2012 with full implementation expected in November 2013. Permanency Roundtables are designed to increase the percentage and timeliness of children in the Permanent Managing Conservatorship of DFPS achieving permanency. The Research and Evaluation team currently completes biannual reports of the number of youth enrolled in the initiative and their quarterly permanency status. A report of outcomes for the first twelve months was completed in November 2013. A report of the 18-month outcomes is expected to be completed in April 2014. 2) Disproportionality Initiative The Disproportionality Project responds to priorities (3) and (11) of the Child Abuse Prevention and Treatment Act amendments. The Texas Legislature mandated DFPS and the Health and Human Services Commission to examine and address racial disproportionality in CPS, and if found, develop a remediation plan to ameliorate disparities. The analysis indicated disproportionality existed. A strategy was developed and the remediation plan began to address disproportionality by focusing on areas of the state where the highest rates of disproportionality existed. CPS hired a State Disproportionality Manager, regional Disproportionality Specialists, and established Disproportionality Advisory Boards. With Disproportionality Specialists stationed in each region, community work on disproportionality was supported and specialists served as resources to CPS staff. In January 2012, the regional Disproportionality Specialists were transferred to the Health and Human Services Center for the Elimination of Disproportionality and Disparities with legislative approval. The regional Disproportionality Specialists are now charged with providing technical assistance not only to CPS but also the other agencies under the Health and Human Services umbrella. A DFPS Disproportionality Program Specialist performs policy 2010-2014 Final Report and CAPTA Update Page 316 of 381 review and revision and assists in statewide disproportionality work efforts. CPS initially established a State Disproportionality Task Force with state level leaders and community partners to develop cross-systems efforts to address disproportionality. Effective September 2010, the State Disproportionality Task Force is operated through the Texas Health and Human Services Commission Center for the Elimination of Disproportionality and Disparities. The transfer of staff to the Center elevates disproportionality efforts to all human service agencies and expands the state efforts. Disproportionality work efforts continue to focus on the identified disproportionality sites, with expansion to a broader, more integrated approach to ensure sustainability and impact changes as a result of these efforts. Disproportionality work efforts focus on connecting with local communities using a Community Engagement Model. This approach includes information sharing activities with youth, parents, stakeholders and community partners; cultural competency training (such as "Undoing Racism", "Knowing Who You Are" and Poverty Simulations ); sharing data and case reviews; and involving community in a collaborative process of transforming how DFPS serves and supports families and children. Other community engagement efforts include providing information to and receiving information from communities, partnering with community organizations, and engaging the community through partnerships and community outreach programs. The types of information sharing activities vary according to the tenure of the program, community strengths, requests by the community, and unique local resources and needs. Although there have been a variety of site specific accomplishments, they are too numerous to mention. The following state level activities have been accomplished in FY 2013: • All CPS Regional Directors, Program Administrators, Program Directors, and state office management staff completed cultural competency training, along with community leaders, parents, foster care alumni and other agency leaders. Regional participation includes first and second level management, specialized workers and direct delivery staff. CPS conducted two "Undoing Racism" Workshops in FY 2013 in order to continue leadership training. • “Knowing Who You Are” is a Casey Family Program training designed to help child welfare staff develop awareness, knowledge and skills related to supporting the racial and ethnic development of youth in foster care. “Knowing Who You Are” courses are now part of Basic Skills Development for all new CPS workers and are delivered to direct delivery staff and supervisors in the regions. After a pilot with foster parents in Spring 2011, "Knowing Who You Are" has been revised to become the standard cultural competency training for all programs within DFPS. This expansion is currently being reevaluated. An additional course, “Supervisory Strategies to Support Knowing Who You Are,” has been implemented to provide supervisors with strategies to support caseworkers in racial and ethnic identity work. “Knowing Who You Are” is also being considered as an additional component to the Diligent Recruitment project. "Knowing Who 2010-2014 Final Report and CAPTA Update Page 317 of 381 • • • • • • • You Are" was presented to staff of the Administration for Children and Families in February 2013. To date, CPS has trained over 6,000 staff in the "Knowing Who You Are" project. CPS has partnered with Court Appointed Special Advocates and independent school districts to provide joint “Knowing Who You Are” training. Collaboration continues with universities across the state to help disproportionality staff build networks with individuals and organizations and hear the community voice through stakeholder focus groups. This helps to feed information, questions, ideas and offers of assistance to CPS with the expertise and assistance of university staff that organize and collect the data from these sessions. CPS continues to review outcome data by race and ethnicity to ensure equitable and family-centered services. Data is shared with the community and other partners. The Statewide Disproportionality Task Force includes state level agency heads from workforce, juvenile justice, education, housing, health care, judiciary, Health and Human Services Commission and DFPS. It also includes representatives from the faith-based community, parents, community partners and youth alumni, to develop cross-systems practice models to resolve disproportionate outcomes for children and families involved with CPS and other systems. The Task Force met in September and November 2011. The Task Force was disbanded in 2012 with the establishment of the Interagency Disproportionality Council. The Interagency Disproportionality Council was established during the 82nd Legislative Session per Senate Bill 501. The DFPS Deputy Commissioner represents DFPS on the new Interagency Disproportionality Council. As part of the Interagency Disproportionality Council, the DFPS Deputy Commissioner participated in the development of the Interagency. Disproportionality Advisory Committees and Disproportionality Staff partnered with the Advisory Committee for the Promotion of Minority Adoptions. Adoption Forums were held in Houston, Abilene, Dallas, Austin, San Antonio, and Corpus Christi. Additional forums are scheduled for FY 2014. These forums have led to increased faith-based involvement in adoptions with a focus on disproportionality. Texas is a leader in its efforts to reduce disproportionality in child welfare. The State Disproportionality Manager often provides technical assistance to other states and systems regarding their data, disparities, and potential work efforts. These efforts have resulted in additional collaborations, such as the Travis and El Paso County Model Courts, through the National Council of Juvenile and Family Court Judges, school districts, Texas Youth Commission, Adult Protective Services, the local mental health authority and others. In February 2012, technical assistance was provided to Illinois Division of Children and Families. In June 2012, technical assistance was provided to Oregon Division of Children and Families. Program Specialists are required to review policies and practices to ensure equity of services for all children and families. 2010-2014 Final Report and CAPTA Update Page 318 of 381 • The State Office Specialist and Manager participate in all major workgroups to ensure that disproportionality is addressed at all levels of the DFPS. Results of disproportionality efforts statewide have demonstrated the following: Goal All disproportionality specialists hired Staff have been trained in cultural competency African-American children placed with family members when possible Increased recruitment of African-American foster and adoptive homes Measure Regions 1, 2/9, 4/5, 7, 8, 10 and 11 each have one Specialist; Region 6 has two Specialists and Region 3 has three Specialists. In January 2012, the regional Disproportionality Specialists were transferred to the Health and Human Services Center for the Elimination of Disproportionality and Disparities with legislative approval. At the end of calendar year 2012 • Approximately 2,700 DFPS staff were trained in Undoing Racism. • More than 6,000 DFPS staff were trained in Knowing Who You Are. • Texas has approximately 130 Knowing Who You Are facilitators and four of six coaches. • Continued to certify facilitators and certifiers to maintain capacity. • August 2008: 2,718 African American children in Kinship placements • August 2009: 2,510 African American children in Kinship placements • August 2010: 2,840 African American children in Kinship placements • August 2011: 3,094 African American children in Kinship placements • August 2012: 2,623 African-American children in Kinship placements • August 2013: 2, 424 African American children in Kinship placements • August 2008: 657 African American foster and adoptive homes • August 2009: 727 African American foster and adoptive homes • August 2010: 643 African American foster and adoptive homes • August 2011: 712 African American foster and 2010-2014 Final Report and CAPTA Update Page 319 of 381 Goal Measure • • • Pilot sites expanded • • adoptive homes August 2012: 590 African American foster and adoptive homes August 2013: 466 African American foster and adoptive homes Fourteen Community Advisory Committees have been established to address Disproportionality and Prevention and Early Intervention State Task Force on Disproportionality was established in December 2008 Committees continue to be established through the HHSC Center for the Elimination of Disproportionality and Disparities. **As recommended by the Health and Human Services Commission (HHSC) to ensure consistency across all HHSC agencies, in 2012, DFPS adopted the HHSC methodology to categorize race and ethnicity. As a result, data broken down by race/ethnicity in 2012 and after is not directly comparable to race/ethnicity data in 2011 and before. 3) Children with Disabilities Project The Children with Disabilities Project responds to priorities (7), (9 a and b) and (13) of the Child Abuse Prevention and Treatment Act Amendments. Developmental disability specialists serve as subject matter experts in services for children with intellectual and developmental disabilities and provide consultation and training to assist staff in securing available services for these children. Six of the 12 developmental disability specialist positions are located in close proximity to children and youth with intellectual and developmental disabilities placed in DFPS licensed identified facilities. The distribution of the developmental disability specialists across the state benefits children and youth with intellectual and developmental disabilities by improving case planning, permanency planning, and transition planning. The Conservatorship worker remains the primary worker and the Developmental Disability Specialist the secondary worker. The Conservatorship worker in the child/youth's legal county has increased knowledge about the child/youth's needs through coordination with the Developmental Disability Specialist, thus aiding in permanency planning and increasing the continuity in case management services. The Developmental Disability Specialists continue to serve as the subject matter expert for cases involving individuals with intellectual and developmental disabilities and ensure that the child/youth's needs are met in the child’s placement by participating in case planning, transition and permanency planning, assisting with locating least restrictive placements, and identifying appropriate long term services and supports. 2010-2014 Final Report and CAPTA Update Page 320 of 381 The developmental disability specialists continue to focus on the needs of all children/youth with intellectual and developmental disabilities across the state, including being available for consultation and technical assistance to other stages of service, such as Investigations and Family Based Safety Services cases. Developmental Disabilities Specialists created a report that is run quarterly that pulls data on children with specific characteristics to improve identification of children with intellectual and developmental disabilities. Using this report they are able to outreach to caseworkers and supervisors to assist with obtaining services and supports for children with intellectual and developmental disabilities. The Developmental Disability Specialists continue to track and monitor statewide data to identify trends and training needs throughout the state. They provide training to CPS staff and foster parents regarding intellectual and developmental disability issues for children on both an individual and a formal basis. Developmental Disability Specialists assisted in case planning activities, identifying specific needs and services to meet the needs of children with intellectual and developmental disabilities. This includes individual case consultation with CPS staff and Permanency Conference meetings. In September 2013 the Developmental Disability Specialists and their supervisors held a face to face meeting. The two-day meeting included the following: presentation and discussion from a Department of Assistive and Rehabilitative Services contractor in the San Antonio area who wants to develop a specific vocational rehabilitation project for youth aging out of foster care; legislative updates from CPS subject matter experts on psychotropic medication, trauma informed care for children in foster care, changes to placement discharge process, mental health services for children at risk of coming into DFPS conservatorship. Additional presentations were provided by staff from the Department of State Health Services, Department of Aging and Disability Services, and Department of Assistive and Rehabilitative Services on legislation pertaining to employment services for individuals with intellectual and developmental disabilities. The Department of State Health Services staff also provided a review of children's and adult mental health services and changes to the assessment process and service delivery system. Professors from the University of Texas gave a presentation on the impact of nutrition on children with intellectual and developmental disabilities. The meeting also included time for the Developmental Disability Specialists and supervisors to address efficiencies in their work. The State Office developmental disability specialist continues to hold monthly teleconferences with the regional Developmental Disability Specialists and supervisors to address changes, concerns, and updates to serving children with intellectual and developmental disabilities. 4) Education Project The Education Project responds to priorities (3), (7), (9a and b), and (13) of the Child Abuse Prevention and Treatment Act Amendments. 2010-2014 Final Report and CAPTA Update Page 321 of 381 Education Specialists are placed in the regions throughout Texas to improve the educational outcomes and the well-being of children in CPS conservatorship who are in school and/or have special needs. An Education Specialist in state office ensures statewide incorporation of efforts will result in statewide, systemic changes. The education specialists have backgrounds, skills and training that reflect specialized knowledge in education services, special education services and childhood development. Education Specialists work with CPS direct delivery staff to develop referrals to necessary services and resources for children in DFPS conservatorship. The Education Specialists work with the regional placement coordinators on complex cases when interagency contacts are needed. The Education Specialists have expanded their roles to include follow-up regarding distribution and use of Education Portfolios and building community collaborations that support children in foster care. The Education Project activities include the following accomplishments: • Data indicates more than 90 percent of school age children have been provided an Education Portfolio. Residential Child Care Licensing staff has incorporated the task of reviewing for Education Portfolios during their regular monitoring visits. Feedback is given to the Regional Education Specialists to review and resolve issues with the Education Portfolios. • Education Specialists support improved educational outcomes for specific children by providing Surrogate Parent Training for individuals supporting children with special needs, attending Admission, Review, and Dismissal meetings, and participate in Circles of Support to review the student's current education status and offer students post-secondary education/vocational training options and opportunities. • Representatives from CPS and the Texas Juvenile Justice Department have named key agency liaisons and subject matter experts to increase academic, vocational, and transitional services to incarcerated foster youth. Regional Education Specialists, working with juvenile justice personnel, participate in planning for youth's education and transitional goals. • Education Specialists implemented DFPS policies to ensure educational stability for children in foster care directed by the Fostering Connection to Success and Increasing Adoptions Act. • Policy and residential contract elements continue to address the early education services for children from birth to five years. Children in the care of CPS, from birth to three years of age, are referred to local Early Childhood Intervention offices for assessments and services. Caregivers for children, ages three to five years, are to enroll children in pre-kindergarten programs offered in local public schools or through Head Start, if available in the community. A Memorandum of Understanding revised and implemented during 2010 between DFPS/the Department of Assistive and Rehabilitative Services Early Childhood Intervention is maintained to address services provided to children from birth to three years. 2010-2014 Final Report and CAPTA Update Page 322 of 381 • • • • • A Memorandum of Understanding developed and signed between DFPS and the Texas Education Agency to share selected demographic and education information on school age foster children enrolled in Texas public schools. In an effort to increase high school completion and graduation for youth in foster care, CPS policy directs foster youth to complete requirements for a high school diploma instead of opting for a General Education Development diploma. To opt for a General Education Development diploma, the caseworker must coordinate with the regional Education Specialist and obtain approval from their regional director. Education Specialists can help caseworkers and youth consider other options, such as vocational enrollment, credit recovery, and course completion through Texas Virtual School Network where foster youth have priority and tuition allotment. Regional Education Specialists act as subject matter experts to education service center staff as they offered training to the school-appointed foster care liaisons required by Texas Education Code §33.904. The Regional Education Specialists have been instrumental in securing additional behavior supports and intervention strategies for students experiencing school interruptions due to student behavior issues. DFPS, Texas Education Agency, and the Supreme Court Children’s Commission entered into a partnership to build a model cross systems workgroup at both the state and local level in a 17-month grant-funded collaboration to improve education outcomes for youth in foster care by connecting and involving the courts, child welfare, and education. Each system identified policies and practices which impacted the educational outcomes of children and youth in foster care. Each entity, by aligning specific policies with practices, improved internal systems to facilitate services and enrollment for children in foster care. Two selected schools from Houston Independent School District, a high school and a middle school, served as the pilot program to initiate significant enrollment procedures improvement, records transfer, and tracking processes at the school level. The three agencies participated in weekly calls and monthly onsite visits with district administrators from Houston. As part of the grant, the Texas Education Agency hired a dedicated Foster Care Liaison to work with the foster student population enrolled in Texas public schools. This staff person serves as a liaison to the foster care liaisons named by the 1200 school districts as directed by the 2011 Texas Legislature. The three agencies also produced a resource guide, expected to be published in June 2013, for school district liaisons and interested stakeholders. Staff members from the three agencies presented two webinars for the foster care liaisons on general information on the foster care system and records transfer for students in foster care. DFPS renewed a one year Memo of Understanding in February 2012 with Houston Independent School District to continue providing data on students in foster care attending a specific school within the district for purposes of monitoring and creating school-based student support team. One of the anticipated outcomes of the research and data collection is to identify and address student issues and resolve them immediately. 2010-2014 Final Report and CAPTA Update Page 323 of 381 • • • • • • • • Through Protective Service Announcements, DFPS staff were directed to maintain children and youth in their school of origin, if possible and in the children’s best interest. DFPS Residential Contracts issued a letter to residential providers and caregivers with an overview of the importance of maintaining school stability. The residential contractors and providers were reminded to maintain the student’s Education Portfolio and encouraged caregivers to participate in school meetings. DFPS added changes to the residential contract which directed caregivers on the procedure for enrolling and withdrawing a child or youth from a Texas school. In addition, DFPS issued letters to foster parents and providers emphasizing the importance of maintaining education stability. DFPS amended the Child Placement Authorization Form to reflect the specific person DFPS gave authority to enroll the student in school. The form added the federal directive that all children in foster care are eligible for immediate enrollment in the National School Lunch Program and caregivers would no longer have to complete a separate eligibility form. The Education Committee of the Children’s Commission issued a report titled “The Texas Blueprint: Transforming Education Outcomes for Children and Youth in Foster Care” March 2012. The report was a result of over 100 high level participants over an 18 month period to identify and strategize on improving the educational outcomes for children in foster care, beginning with School Readiness and including practices from child welfare, education, and the judiciary. The Texas Blueprint Implementation Task Force, charged with implementing the committee recommendations, began meeting in April 2013. The Texas Education Agency issued a letter to 1,200 School Administrators in September 2012 which emphasized the challenges children and youth in foster care face with multiple moves and the impact these multiple moves have a child’s education. The letter contained resources for educators to identify and report suspected child abuse, as well as resources for presentations on the effects of childhood trauma and strategies for improving instruction design and delivery. Regional Developmental Disability Specialists and Education Specialists participated in a series of workshops. Presentations from Disability Rights Texas, the Children’s Commission, and the Texas Education Agency updated the participants on federal, state, and agency practices and policies to strengthen education outcomes for students in foster care. Regional Education Specialists participate in the statewide Education Summit held in February 2013. The summit brought together high level school administrators, family court judges, external stakeholders, providers, foster youth, and staff from the Children’s Commission, DFPS, and the Texas Education Agency to support initiatives aimed at improving educational outcomes for children and youth in foster care. The agency representatives are coordinating plans for a 2nd annual Education Summit in 2014. The CPS Education Program Specialist is serving on the board for Texas Head Start. Children are eligible for enrollment in Head Start either through income eligibility or fall within categorically eligible status, such as children experiencing 2010-2014 Final Report and CAPTA Update Page 324 of 381 • • • homelessness or limited English language skills. Children in foster care are categorically eligible for enrollment in Head Start. For FY 2013, CPS successfully identified and mailed Letters of Verification to 7,502 parents and caregivers of children eligible for participation in free prekindergarten programs offered at local school districts as a result of state legislative initiatives. Education Specialists completed approximately 200 presentations to participants at school districts, education service centers, Court Appointed Special Advocates and family court judges on education-related issues on maintaining education stability, strategies for behavior interventions for trauma induced children, and special education law. Federal, state, and agency focus is on establishing and maintaining educational stability for children and youth in substitute care. o At the federal level, Foster Connections to Success and Increasing Adoptions Act of 2008 continues to impact several aspects of child welfare, including educational stability. This landmark legislation required states to ensure children in foster care experience fewer school disruptions by working with local child welfare and education authorities in reducing school moves if placement is disrupted. Fostering Connections allowed children to stay in the school the child was enrolled in at the time of placement, reducing educational gaps, incomplete course credits, promoting education stability, and freeing federal funds to cover transportation costs. o In January 2013, the President signed an amendment to the Federal Educational Rights and Responsibilities Privacy Act (FERPA) which allowed child welfare staff access to the educational records of children and youth in foster care without prior written consent of parents. Known as the "Uninterrupted Scholars Act," this amendment acknowledged that children's education benefitted from immediate school enrollment, and appropriate placement in grade level, identification of special education services and ancillary services. These measures underscored the commitment to ensure education stability to children and youth in foster care. o At the state level, the Texas Legislature, during the 83rd Session in 2013, enacted legislation to address education-related concerns children in the foster care system experience. The most significant piece of state legislation, under House Bill 2619 identified several areas: More direct involvement of the guardian ad litem and attorney ad litem in ensuring the educational needs and goals of the child are addressed and met; Identified the specific roles and education-related responsibilities of the caseworker, caregiver, education decision-maker for the child, and the school; Assurances that the student could remain in the school the child was enrolled in at the time of placement; 2010-2014 Final Report and CAPTA Update Page 325 of 381 • Excused absences from school for student appointments for health care and therapy, as well as court-ordered participation in family and sibling visitations; and The appointment of an Education Decision-Maker for each student in DFPS conservatorship. This was one of the recommendations from the Education Committee to reduce confusion to the school staff, caseworker, and caregiver on exactly what education-related responsibility belonged to whom. o The 2011 Texas Legislature directed school districts to name a Foster Care Liaison to facilitate enrollment and transfer of records for students in foster care. The 2013 Texas Legislature gave specific duties to the School District Foster Care Liaisons to improve educational outcomes and maintain school stability for students in foster care. o At the agency level, DFPS continues collaborate with Texas Education Agency and the Supreme Court of Texas Permanent Judicial Commission on Children, Youth, and Families, ("Children's Commission") on formulating strategies to improve education stability and improving education outcomes for children and youth in foster care. The group continues to meet quarterly. o The implementation phase for the Education Committee's recommendations began July 2013 as they identified three key workgroups and will continue to meet throughout FY 2014. The Education Committee established workgroups for Education Stability and Outcomes; Data Collections, and Training. o Texas Education Agency, working in collaboration with DFPS and the Children's Commission issued the final report in October 2013 for the 17month grant on improving educational outcomes for students in foster care. The final report identified significant recommendations on enrollment procedures, tracking student progress, and training for school staff and CPS staff. TEA published Foster Care & Student Success: Texas Systems Working Together to Transform Education Outcomes of Students in Foster Care as a guide for schools, educators, and child welfare workers. Education Specialists continued to build regional consortiums to support improving the educational outcomes for students in DFPS conservatorship during FY 2014. These regional consortiums invite internal and external stakeholders to participate in a work group which focuses on identifying issues which may serve as barriers in meeting the educational needs and goals of children in DFPS conservatorship. DFPS staff includes caseworkers, supervisors, program directors, regional education and developmental disability specialists, and other subject matter experts. External stakeholders, including representatives from community agencies, school superintendents, special education directors, church ministers, child care providers, and members of foster parent organizations, meet with DFPS/CPS staff quarterly to address concerns. The Regional Education Specialists present workshops on topics in child welfare and education for the School District Foster Care Liaisons at the regional Education Service Centers. 2010-2014 Final Report and CAPTA Update Page 326 of 381 • DFPS is participating in a collaboration with CASA (Court Appointed Special Advocates) as they develop a toolkit for training on education issues facing children in foster care. This training will be available to CASA volunteers, judges, child welfare staff, and interested stakeholders. 5) Texas Council of Child Welfare Boards The Texas Council of Child Welfare Boards responds to priority (11) in the Child Abuse Prevention and Treatment Act amendments. During FY 2013, the Texas Council of Child Welfare Boards (the Council) had meetings to further the implementation of the five year strategic plan. Meetings included a September 2012 Awards Luncheon as well as a January 2013 meeting and April 2013 meeting. The Executive Committee met in June 2013 for an annual Summer Planning Session to review and set the next five year strategic direction and develop implementation plans for FY 2014. The Council accomplished the following: • In September 2012 the Council held the Annual Awards Ceremony. Due to increased statewide participation and interest, the Council honored the winners with a luncheon. The Council presented awards to foster parents, outstanding female / male foster youth, staff, media, individuals and businesses from Texas who worked tirelessly to help children involved with CPS. The Council also presented $1,000 gift awards to the two graduating youth honorees towards postsecondary school expenses. • During FY 2013, the Council focused on updating and revamping the Texas Council of Child Welfare Boards website to provide collaborations with local entities all around the state that help lift these young adults up and educate them on opportunities to become productive adults. The web site, located at the following URL: http://www.tccwb.org/ continues towards being a resource for every board in the state to promote what each board is doing and educate the public on the work being done in each area. It enables boards to promote local fundraising and awareness efforts. Educators and parents can access information and training that directly relates to child abuse and neglect on the Web site, and the site has a "Get Involved" banner for the public. • The Council began working with McDonald’s and their fast food restaurants statewide to collaborate on child abuse prevention and adoption campaigns. The estimated time for rollout on these campaigns is November 2014 for Adoption Awareness Month. • The Council continued to collaborate with STAR Health to bring free traumafocused computer based training to therapists around the state who work directly with children in CPS care. • The Council and Prevent Child Abuse Texas collaborated on a two-day conference in San Antonio for 500 attendees, including child welfare board 2010-2014 Final Report and CAPTA Update Page 327 of 381 • • • • • • • • • • • members, CPS staff and the public. The Council provided a specific training track for Child Welfare Board members. The Council continues to participate with the Supreme Court Children's Commission and works to develop solutions for issues within the court system that affect children in care. The Council provided input on the annual Texas Title IV-B State Plan and new CPS policy. The Council continued to update the county child welfare board membership rosters with the assistance of the CPS Community Initiative Specialists. The Council distributed funds to local child welfare boards participating in the specialty license plates initiative to promote child abuse prevention, in cooperation with the Texas Department of Transportation. The Council continues to receive funding from the State Employee Charitable Giving campaign. It also continues to receive support from the Dell Employee Charities list, which matches employee donations. The Council continued involvement as a member of TexProtects Roundtable, which meets to prioritize Texas Legislative issues that impact the Texas child welfare system. The Council refined the Local Assistance Survey to gain needed information from county boards. The Council promoted Texas Heart Galleries in all regions and provided support for regional mass adoption days. The Council conducted onsite training for regional and local child welfare boards and provided technical assistance to boards that are struggling to either form or to maintain operations. The Council promoted local county board support for Family Group Conferences. The Council partnered with DFPS to create regular statistical reports that are accessible to local boards, regional boards, and the Council. These reports supply local data regarding children and families served by CPS and can be used by boards in their advocacy and prevention efforts in their respective communities. 6) Parent Collaboration Group The Parent Collaboration Group responds to priority (3) in the Child Abuse Prevention and Treatment Act Amendments. Statewide Parent Collaboration Group meetings are held quarterly. Recent meetings were conducted in October 2013 and February 2014 and are scheduled for July 2014. The Statewide Parent Collaboration Group, or its individual members, accomplished the following: • Delivered the Keynote Address at the September 2013 Center for Family Strengths Symposium; • Held a Parent Conference for the second time in El Paso, Texas; 2010-2014 Final Report and CAPTA Update Page 328 of 381 • • • • • • • • • • Parent Collaboration Group chair presented at the DFPS Council workgroup session; Presented at the Annual Prevent Child Abuse Conference Provided training for Parent and CPS Liaisons on the topic of Disproportionality, Provided parental input on Transferring Cases/Family Service Plan; Provided parental input on Visitation Plan/Temporary Visitation Schedule; Provided parental input on Child Safety Evaluation and Plan; Participated on the Visitation Assessment Subgroup; Participated on the Texan Care for Children Substance Abuse Collaborative; Completed Birth Parent Engagement Assessment Tool; Continued to hold monthly Parent Support Group meetings in each region. The support and guidance of the statewide Parent Collaboration Group has resulted in at least one regional Parent Support Group in each region of Texas. The purpose of the local Parent Support Group is to provide CPS parents with support and information from the parent liaison. Local Parent Support Group activities include participation by Parent Liaisons in CPS Leadership training and local staff meetings and provision of training opportunities to workers and direct delivery staff regarding the parent perspective. 7) Family Group Decision Making Initiative The Family Group Decision Making project responds to priorities (3), (5), (7) and (11) in the Child Abuse Prevention and Treatment Act Amendments. The Texas Legislature allocated resources to expand the Family Group Decision Making process statewide specifically to: • Conduct Family Team Meetings in 11% of confirmed investigations; • Offer a Family Group Conference to all families experiencing removal; • Expand the use of Family Group Decision Making in 10% of Family Based Safety Services cases statewide; and • Specialize Family Group Decision Making staff conducting Circles of Support. Family Group Decision Making conferences are conducted in all regions in Texas and are offered to youth and families at four primary points of CPS involvement, including Investigations, Family Based Safety Services, upon the removal of a child from the home, and when youth are transitioning out of substitute care. More than 26,000 conferences have been held since December 2003 to involve families in the safety and permanency planning for their children in substitute care, and over 16,700 conferences were held to aid youth in transition to adulthood. In FY 2012, 4,941 Family Group Conferences with youth and families in substitute care and 2,845 Circles of Support with transitioning youth were held. In FY 2012, 2,640 Family Group Conferences were held in 34.8% of Family Based Safety Services cases. In FY 2012, 11,221 Family Team Meetings were held to involve families in critical child safety decisions. Since the 2007 implementation of Family Team Meetings, CPS has 2010-2014 Final Report and CAPTA Update Page 329 of 381 continued to meet or exceed the legislative mandate to conduct Family Team Meetings in 11% of confirmed investigations. As part of a continued partnership with Casey Family Programs and American Humane Association, DFPS has trained all new internal and contracted Family Group Decision Making staff statewide with consistent curriculum. Specialized Family Group Decision Making training is targeted on the topics of child and youth involvement, substance abuse issues, and addressing domestic violence issues. Additionally, DFPS entered into a partnership with Casey Family Programs, the Kempe Center for the Prevention and Treatment of Child Abuse and Neglect, and two child welfare agencies (Larimer County, Colorado and South Dakota) to participate in a federal grant, “No Place like Home.” This grant is one of seven, three-year federal grants from the U.S. Department of Health and Human Services, Administration for Children and Families, to implement and evaluate Family Group Decision Making in child welfare. The grant began in October 2011 and concludes in September 2014. This evaluation will focus on: • the effectiveness of Family Group Decision Making on children and families receiving in-home services, • how Family Group Decision Making can meet the needs of children and families receiving in-home services, and • the effectiveness of Family Group Decision Making in equitably serving culturally diverse populations. The evaluation will feature rigorous (experimental or quasi-experimental) designs in all three sites addressing Family Group Decision Making process, outcomes, and costs. In addition to the evaluation efforts, the Kempe Center will also provide these child welfare agencies with training and technical assistance opportunities, customized to each site’s needs. There are also several opportunities for shared learning among the sites as well as with the other federal grantees. All of these resources should enhance the Family Group Decision Making practices underway in each of the sites. 8) Best Practices The Best Practice Initiative responds to priorities (2) and (3) of the Child Abuse Prevention and Treatment Act amendments. There are four Best Practice Specialist positions assigned to the following subject matter areas: substance abuse, mental health/domestic violence, parent involvement and fatherhood engagement. In order to have a comprehensive plan for utilization of the Best Practice Specialist positions, three of the Best Practice positions are assigned to the Family Focus Division (Parent Program Specialist, Fatherhood program specialist and Kinship/Domestic Violence specialist) and one is placed within the Investigation Division (Substance Abuse Program Specialist). All provide statewide consultation and subject matter expertise. By partnering with the Parent Program Specialist and other Family Focus and Permanency division staff, all of the Best Practice Program Specialist 2010-2014 Final Report and CAPTA Update Page 330 of 381 positions focus on the development of protocols and policy that will ensure a strengthsbased, family-centered philosophy is woven throughout CPS policy and the Texas child welfare system. In an effort to partner with families at all stages of service, it is important to have the family voice represented in all aspects of CPS work. The Parent Program Specialist position brings knowledge and skills from the perspective of a parent who has previously received services from CPS. This position provides feedback that assists in the analysis of current policy and the evaluation of service delivery strategies. A particular emphasis for this position has been to increase family skills in advocacy within the community in order to better access community services. In 2009, particularly after receiving feedback from the 2008 Texas Child and Family Services Review that emphasized the need to better engage fathers, CPS created the Fatherhood program specialist position for the Best Practices project. This position focuses specifically on fatherhood initiatives and increasing father involvement. The Advisory Committee for the Adoption of Minority Children in child welfare is focusing on the inclusion of faith based institutions to engage non-resident fathers in the adoption process. This process is designed to reduce the children of color in child welfare while also impacting disproportionality in the child welfare system. The initiative of the Advisory Committee for the Adoption of Minority Children in child welfare promotes non-resident father involvement within the child welfare system and the impact on safety, permanency and well-being outcomes for children. The target audience are faith institutions throughout the state that can identify non-resident and birth fathers whose children have had a formal placement in foster or kinship care. The Fatherhood Specialist plays a key role in presenting father engagement information to the Faith Based institutions on engaging fathers in the child welfare system. The Fatherhood Specialist participated in the planning and moderation of multiple Fatherhood Roundtables in different regions of the state. The Fatherhood Specialist partnered with Texas Court Appointed Special Advocates (CASA) and African American Support Conference to a host trainings dedicated to engaging fathers, the community, and Faith Based stakeholders. Through the enhanced engagement efforts, the trainings featured fathers, professionals, community members and faith based members who shared their personal experiences from within the case and life experiences. The Fatherhood Specialist continues to expand the Fatherhood roundtables directly into the communities which DFPS serves. The roundtable included fathers with and without CPS involvement. They offered their opinions on how to better engage fathers across systems and increase father involvement in their children's lives. The Fatherhood Specialist joined the Advisory Committee for the Adoption of Minority Children in Waxahachie, Texas and Midland, Texas for presentations to the faith community on engaging fathers in child welfare. Additional roundtables are planned for the regions, including a workshop specifically for male foster youth at the Texas Teen Conference. The Fatherhood Specialist routinely speaks at the Schools of Social work at Texas 2010-2014 Final Report and CAPTA Update Page 331 of 381 State and the University of Texas in Austin on the value of engaging fathers and the paternal side of the family when a child(ren) is in child welfare. The Fatherhood Specialist is a member of an interagency workgroup to enhance policy and practice for parents and their children involved in the child welfare system do to domestic violence in the household. The DFPS Intranet site “Fathers Matter” was created to provide guidance, resources and tools to staff on engaging fathers. The Fatherhood Specialist collaborates with others agencies and organizations, such as Office of Attorney General, Department of State Health Services, and the Austin Travis County Re-entry committee to enhance services for fathers and to update the website. In addition the Fatherhood Specialist has created A Father’s Toolkit brochure designed to assist fathers navigating the child welfare system. Both the Parent Specialist and Fatherhood Specialist worked to increase father involvement in supporting healthy families throughout Texas, and have held leadership roles in the Statewide Parent Collaboration Group. The Parent Program Specialist has worked to research best practices across the nation on creating a Foster Parent Mentoring Birth Parents initiative in Texas and the Parent Program Specialist has researched best practices across the nation on Parent Partner initiative in Texas. Both Specialists are intimately involved in guiding the work of the two Parent Partner Project sites El Paso and Dallas. The project is designed to improve the reunification outcomes rates by providing families with positive interventions and guidance as early as possible in the life of a case. An Achieving Permanency pilot project in the Houston area, a partnership with DePelchin Children’s Center, agrees to: assign a staff member to be a liaison between CPS and DePelchin; collaborate on site with the DePelchin Achieving Permanency Project coordinator; make placement referrals; and share documentation with the Achieving Permanency Project coordinator and project clinicians. DePelchin agrees to work collaboratively with the CPS caseworker to develop the family service plan; collaborate with and share case information with the CPS caseworker; manage incentives; train mentor foster parents; facilitate communication and activities between mentor foster parents and birth families; administer pilot study assessments; testify in court regarding cases involved in the Achieving Permanency Project, if the need arises; and write all reports required by the funder. DePelchin Children's Center will administer the pilot study assessments. There will be two interventions: 1) an added case manager to help the families navigate the system and provide some financial assistance, if needed; and 2) a foster parent will mentor the biological family and help continue contact between the birth family and child (ran). There will also be a control group. DePelchin will examine whether there is: reduced trauma and stress, reduced length of time for permanent placement, and positive permanency outcomes. Finally, a cost analysis will be performed. The Parent Program Specialist collaborated with other CPS staff on a Parent Toolkit which will provide information and resources to parents. The Parent Specialist serves 2010-2014 Final Report and CAPTA Update Page 332 of 381 on the Parent Resource Project workgroup exploring additional avenues to disseminate information in a timely manner to parents with children in CPS care. The Kinship/Domestic Violence Program Specialist participates in the Texas Family Violence Interagency Collaborative. The Collaborative has revised the statewide Memorandum of Understanding template for DFPS and domestic violence providers to reflect changes in both state and federal laws. In addition to developing the Memorandum of Understanding, a best practice guide for CPS and domestic violence shelter staff was developed and DFPS and Domestic Violence staff were trained. The Kinship/Domestic Violence Program Specialist also provides local assistance to CPS domestic violence regional liaisons. CPS Program Specialists have presented workshops at statewide conferences for the executive directors of local domestic violence services programs and for providers of the Battering Intervention and Prevention Program. The Parent Program Specialist also attends workgroups for the Texas Children's Mental Health Forum and Texas Systems of Care. The Kinship Specialist created an intranet website supporting Military families and caseworkers. The Kinship Specialist collaboration with staff to develop a Safety Visit Guide form for caseworkers to use during kinship visits. A quarterly newsletter was developed to provide keep kin caregivers informed regarding relevant policy changes and to educate them on safety and support services ability throughout the communities. The Parent Program Specialist coordinates with the statewide Parent Collaboration Group to select representatives for the DFPS Trauma Informed Care Workgroup. The Substance Abuse Program Specialist serves as an ad hoc member to teams and community groups developing and implementing integrated services and Family Drug Treatment Courts. The Substance Abuse Program Specialist works with evaluation teams from the Department of State Health Services. DFPS added a unique identifier to the CPS automation system (IMPACT) to identify clients participating in Family Drug Treatment Courts and the Department of State Health Services tracks treatment outcomes. The Substance Abuse Program Specialist planned and participated in a Family Drug Treatment Court planning session for judges, sponsored by the Texas Partnership for Family Recovery, to define best practices and develop a curriculum on how to start a Family Drug Treatment Court in Texas. The Substance Abuse Program Specialist works with Department of State Health Services and the National Center for Substance Abuse and Child Welfare to enhance the evaluation plan being developed for Family Drug Treatment Courts. The Substance Abuse Program Specialist provided technical assistance to Nueces and Tarrant counties to implement their Family Drug Treatment Courts. The Substance Abuse Program Specialist also assisted in developing a Family Drug Treatment Court Handbook for Nueces County. The Substance Abuse program specialist served on the Steering Committee of Texas Alliance for Drug Endangered Children, by participating in quarterly Committee meetings and regional trainings. The Substance Abuse Program Specialist also assisted in the revision of the Drug Endangered Children regional training curriculum and participated in a “train-the-trainer” meeting in Dallas. The Substance Abuse 2010-2014 Final Report and CAPTA Update Page 333 of 381 Specialist presented at two national conferences and three state conferences in FY 2013. A Memorandum of Understanding between Texas Alliance for Drug Endangered Children and DFPS is in progress. The Substance Abuse Program Specialist serves as liaison to the Regional Special Investigator Program Directors. The Department of State Health Services and DFPS developed a referral and consent for release of information form which facilitates and improves access of CPS families to substance abuse services. Other accomplishments include leading two workgroups to develop curriculum for substance abuse training for internal and external audiences, and providing consultation to regional Statewide Intake Program Directors on policy and case management. The Substance Abuse Program Specialist initiated the development of a CPS-Substance Abuse Intranet site. The intranet site makes it easier for all caseworkers in CPS to retrieve information about substance abuse and other relevant topics. The goal of the Web site is for caseworkers to have a quick resource to find easily understood and practice-oriented information on substance abuse topics. The Substance Abuse Program Specialist developed a protocol to improve coordination with the Outreach, Screening, Assessment, and Referral points of contact for clients in need of substance abuse services. A subsequent Memorandum of Understanding between DFPS and Department of State Health Services was implemented and has helped to reduce wait times for CPS clients in need of appointments. The Substance Abuse Program Specialist regularly provides assistance to resolve problems related to wait times. 9) Foster Care Redesign The Foster Care Redesign Project responds to priority 3, 11 and 13 of the Child Abuse Prevention and Treatment Act amendments. In December 2010, after an intense eleven month process, the DFPS Public Private Partnership reached consensus on a new foster care model and implementation plan for Texas. DFPS, having considered the Partnership's recommendations, endorsed the new foster care model and implementation plan which is outlined in the January 2011 DFPS Foster Care Redesign Report. This report is available at: http://www.dfps.state.tx.us/documents/Child_Protection/pdf/2011-0214_FosterRedesignReport.doc. The 82nd Legislature, Regular Session, enacted legislation that directed DFPS to implement the redesign foster care model. In August 2011, DFPS released a Request for Proposal for the first Single Source Continuum Contract as a part of the Foster Care Redesign. The Request for Proposal closed in November 2011. In December 2012, DFPS announced the final award of the first non-metropolitan contract to Providence Service Corporation of Texas to serve DFPS Region 2/9. The contract was executed February 1, 2013. DFPS and Providence Service Corporation of Texas completed a 6month start-up phase in August 2013. Providence Service Corporation of Texas began 2010-2014 Final Report and CAPTA Update Page 334 of 381 providing services to children, youth and young adult under the Foster Care Redesign model on August 26, 2013. As of March 31, 2014 approximately 1,203 children were receiving services through the Providence Service Corporation of Texas continuum of care. An outcome evaluation is in progress and DFPS anticipates having the first full year's outcome data in September 2014. DFPS awarded the first metropolitan Foster Care Redesign Single Source Continuum Contract (SSCC) to ACH Child and Family Services of Fort Worth on December 16, 2013. The contract was effective on January 1, 2014. ACH Child and Family Services and DFPS are currently in the 6 month start-up phase which focuses on readiness activities. Outcome and third-party evaluation information has been and will continue to be shared with stakeholders. The Public Private Partnership will consider this information in making recommendations for continued enhancement of the model as it rolls out across the state. 2010-2014 Final Report and CAPTA Update Page 335 of 381 Proposals 1) Evaluation of CPS Reform and Best Practice Initiatives The Research and Evaluation Team has changed its name to the Analytics and Evaluation Team to better reflect its mission now that it has been placed in the Policy Analysis Division. The mission of the Analytics and Evaluation Team is to support Texas CPS field and state office in achieving safety, permanency and well-being for children and families by: • Helping to define what they want to accomplish; • Developing a plan to achieve their goals; • Assist in tracking whether they are achieving their intended outcomes and if not, help to identify needed adjustments; and • Assist in helping them to effectively communicate their results. Goal and Objectives The goal of the Analytics and Evaluation Team is to help the agency perform better. Approach This is accomplished by serving as in-house consultants providing: • Assistance with development of critical thinking skills; • Propagating the principles of Continuous Quality Improvement throughout the agency; and • Providing customer support in the areas of planning, analysis and evaluation. Budget 4 Full Time Research Specialist V Salary Fringe Other Personnel Costs Travel Cost Pool/Central Fund .5% Addl PR Retirement Contribution 1% ERS Contribution Equipment for databases and licenses $226,732 $ 57,536 $ 3,427 $ 1,376 $ 26,000 $ 1,134 $ 2,267 $ 33,300 Grand Total $351,772 2010-2014 Final Report and CAPTA Update Page 336 of 381 2) Disproportionality The Disproportionality Project responds to priorities (3) and (11) of the Child Abuse Prevention and Treatment Act amendments. Goals and Objectives The purpose of this project is to address the systemic factors and identify practice improvements that can address the statewide disproportionate representation and disparate outcomes for African American and Native American children and their families within the Texas child welfare system, as well as, most recently, Hispanic children and their families in some areas of the state. Issues surrounding the disproportionate rate at which such children enter the CPS system, the equity with which children of color and their families are provided access to available services, and the disproportionate and disparate outcomes for African American and Native American children once they are engaged in the child welfare system (including all phases of service) will be examined in an effort to promote equity and improved outcomes for all children and families. Further, this initiative has defined the need for increased sensitivity with CPS staff in working collaboratively with families, whatever their racial or cultural backgrounds. Approach The approach of this project is to respond to areas that child welfare data indicate have the highest percentages of disproportionality by targeting efforts of Disproportionality Specialists in the specified locale. Since data indicate that disproportionality exists in every region of the state, expansion of these work efforts, including the hiring of Disproportionality Specialists in every region, has allowed CPS to respond statewide. In January 2012, the regional Disproportionality Specialists were transferred to the Health and Human Services Center for the Elimination of Disproportionality and Disparities with legislative approval. The regional Disproportionality Specialists are now charged with providing technical assistance to CPS and the other agencies under the Health and Human Services umbrella. CPS continues to collaborate with the Health and Human Services Center for the Elimination of Disproportionality and Disparities. Considerable efforts are made through Town Hall meetings and Focus Groups to reach out to community partners in an effort to both understand and mitigate the factors that contribute to disproportionality in all aspects of child welfare. CPS and its partners have emphasized the understanding that improving outcomes for youth and families with disparate results improves outcomes for all youth and families impacted by the Texas child welfare system. Work efforts for addressing disproportionality and disparities among Native American children in the system were initiated to build on lessons learned from efforts directed towards African American children. Specific tasks and strategies are being formulated by a strategic planning workgroup. Case reviews are complete and evaluation and reform measures are being developed to provide a foundation and a framework in which to begin these efforts. Casey Family Programs, CPS staff that are members of Tribes, 2010-2014 Final Report and CAPTA Update Page 337 of 381 Ysleta Del Sur Pueblo/Tigua Tribal members, Alabama-Coushatta Tribal members, and national tribal experts have partnered with CPS. A Disproportionality Manager along with the CPS Disproportionality Specialist coordinates statewide activities; assists with the development of grants as necessary to support further endeavors; liaisons with program evaluation staff; attends, develops, and delivers training and technical assistance as identified; and engages community partners in the process of issue identification. Further efforts indicate opportunities to weave CPS disproportionality work into every aspect of CPS program, policy, services, initiatives, and leadership development, as well as applications for cross-systems practice models. The community-based Health and Human Services Disproportionality Specialists will participate in these activities as directed by the Assistant Deputy Executive Commissioner for the Health and Human Services Center for the Elimination of Disproportionality and Disparities, while serving at the local level to identify community resources and engage community partners and staff in joint efforts to impact disproportionality and improve outcomes for African American and Native American children and families. These community resources will focus on mitigating the circumstances that bring children into care disproportionately, while promoting cultural sensitivity among CPS staff. By helping the CPS culture be more sensitive to families and including the parent and youth voice no matter their racial or cultural background, it is hypothesized that families will feel more empowered to express their needs and expectations; and, in that process, find greater equity of service. As contributing factors are identified, staff actively works to both increase awareness of and control for factors that create identified disparities. Each region tests services, resources and changes that are effective in lowering the rate of disproportionality in order to more effectively expand this work statewide and to other agencies and institutions of the state. Expected Outcomes The expected outcomes of this project are: • Greater sensitivity to the unique needs of all families served by CPS; • Individualized approaches to providing services and supports to families; • Enhanced understanding of the dynamics that contribute to disparate outcomes for families; • Greater awareness of individual cultural biases that impact service delivery; • Identification and elimination of policies and procedures within CPS that contribute to disproportionality; • Increased community participation and development of partnerships to create and increase the provision of services that prevent children from entering foster care, and exiting to permanency at higher rates; • Creation of a practice model that respects the cultural and ethnic differences of families and staff and that ensures equity; • Cross-systems approach to address disproportionality in order to have sustainable systemic change; and 2010-2014 Final Report and CAPTA Update Page 338 of 381 • Creation of a family-centered system that provides access to programs, services and supports equitably to all children and families. Budget In addition to the identified manager position, successful completion of this project will require funds for work in each region of the state and sustainability for state level crosssystems efforts. This includes costs for training, staff consultation, costs for stakeholder/CPS partnerships (meeting space, facilitation), and program development. 1 Full Time Employee Disproportionality Manager Salary Fringe Other Personnel Costs Travel Cost Pool/Central Fund .5% Addl PR Retirement Contribution 1% ERS Contribution Subtotal $66,259 $16,437 $ 2,160 $ 3,000 $ 6,500 $ 331 $ 663 $95,350 1 Full Time Employee Program Specialist V Salary Fringe Other Personnel Costs Travel Cost Pool/Central Fund .5% Addl PR Retirement Contribution 1% ERS Contribution Subtotal $56,285 $14,975 $ 2,160 $ 600 $ 6,500 $ 281 $ 563 $81,364 Travel Program Development Subtotal $ 900 $40,000 $40,900 Grand Total $217,614 2010-2014 Final Report and CAPTA Update Page 339 of 381 3) Children with Disabilities Project The Children with Disabilities Project responds to priorities (7), (9 a and b) and (13) of the Child Abuse Prevention and Treatment Act Amendments. Goals and Objectives The overall goals of the project will be to: • Ensure children with intellectual and developmental disabilities in the care of DFPS are placed in the least restrictive setting available that can meet their needs; • Develop experts in the knowledge and coordination of intellectual and developmental disability services and resources; • Improve the well-being of children with intellectual and developmental disabilities; • Improve the coordination between CPS and the Department of Aging and Disability Services regarding the guardianship referral process for children sixteen years and older with intellectual and developmental disabilities who will likely require a guardian and facilitate securing long term services and supports for children and youth in DFPS conservatorship and providing referrals for caregivers and CPS staff in all stages of service as requested for children with intellectual and developmental disabilities; and • Provide consultation and training to CPS staff members. Objectives related to these goals are to: • Promote the identification of children with intellectual and developmental disabilities; • Assess the needs of children related to their intellectual and developmental disability; • Improve access to intellectual and developmental disability services and raise awareness of the need for intellectual and developmental disability services, including behavioral health and auxiliary services such as vocational assistance; • Serve as subject matter experts for children with intellectual and developmental disabilities; • Consult and participate in child service planning activities and in identifying needed wraparound services; • Facilitate the transition of children out of facilities into least restrictive settings; • Serve as aging out of care guardianship coordinators for children with intellectual and developmental disabilities who require a guardian; • Advocate for Medicaid waiver slots for children with intellectual and developmental disabilities and placement on appropriate Medicaid waiver interest lists; • Facilitate Determination of Intellectual Disabilities for children with suspected intellectual and developmental disabilities; • Serve as a liaison with Local Authorities and facilitate related services, including long term services and supports; 2010-2014 Final Report and CAPTA Update Page 340 of 381 • • • Facilitate placements into Home and Community-based Services, Intermediate Care Facilities for Individuals with Intellectual Disabilities, State Supported Living Centers, nursing facilities, and General Residential Operations serving individuals with intellectual and developmental disabilities; Provide training to staff and caregivers about intellectual and developmental disabilities and available resources; and Participate in the formal review of guardianship decisions. Approach The Children with Disabilities Initiative will: • Educate CPS staff members about Medicaid waiver programs, long term services and supports, and eligibility requirements for children with intellectual and developmental disabilities; • Provide consultation and training to CPS staff members related to intellectual and developmental disabilities of children; • Collaborate with local, state and federal agencies and programs and caregivers that serve children with intellectual and developmental disabilities; • Educate CPS staff members about STAR Health resources for children with intellectual and developmental disabilities; • Coordinate all guardianship referrals to Department of Aging and Disability Services related to CPS children with intellectual and developmental disabilities that may require a guardian; • Assist caregivers and CPS staff members in accessing appropriate services; and • Conduct training and technical assistance for CPS staff members and caregivers related to intellectual and developmental disabilities and related conditions. Expected Outcomes As a result of project activities, children and their caregivers will have greater access to available resources and other supportive services. Caregivers will be better equipped to provide care for children in their own homes. CPS caseworkers will better understand the intellectual and developmental disabilities of children and be more successful in accessing available services. Information regarding intellectual and developmental disabilities and available resources will enhance the quality of placement services and permanency planning efforts for children in substitute care, as Developmental Disability Specialists will assist in identifying specific needs and services to meet those needs of children with intellectual and developmental disabilities. 2010-2014 Final Report and CAPTA Update Page 341 of 381 Budget 1 Full Time Employee Developmental Disabilities Program Specialist (state office) Salary Fringe Other Personnel Costs Travel Cost Pool/Central Fund .5% Addl PR Retirement Contribution 1% ERS Contribution Subtotal $50,661 $16,532 $ 480 $ 754 $ 6,500 $ 253 $ 507 $75,687 6 Full Time Employees Developmental Disability Specialists (regional) Salary Fringe Other Personnel Costs Travel Cost Pool/Central Fund .5% Addl PR Retirement Contribution 1% ERS Contribution Region 9 Emoluments Locality Pay Subtotal $275,893 $ 99,194 $ 7,724 $ 11,638 $ 39,000 $ 1,379 $ 2,759 $ 3,273 $440,860 Grand Total $516,547 2010-2014 Final Report and CAPTA Update Page 342 of 381 4) Education Project The Education Project responds to priorities (3), (7), (9a and b), and (13) of the Child Abuse Prevention and Treatment Act Amendments. Goals • Develop, implement and maintain an Education Portfolio for every school aged child in the conservatorship of DFPS Ensure children in foster care receive appropriate grade level placement and ancillary services to be successful in the school setting; • Improve education outcomes for children in substitute care by establishing appropriate data collection measures regarding children in substitute care with the Texas Education Agency, focusing on areas of special education services, high school graduation levels, disciplinary actions, attendance, grade level and other areas; • Provide training to internal stakeholders and external stakeholders on issues relevant to children in foster care; and • Build community partnerships with schools, agencies, associations and organizations that support the CPS mission to protect children in foster care. Approach Ongoing and developing projects include to: • Collaborate with internal and external partners on common issues impacting youth in conservatorship, including: o Earlier transition planning for youth in care, including life skills training, academic, vocational, and continuing education options; o Credit recovery for foster youth to obtain maximum credit requirements for high school graduation; and o Encouragement for obtaining a minimum of a high school diploma for every youth in foster care, and discouragement for overuse of the completion to high school studies path to a Graduate Equivalency Diploma; • Partner with Residential Child Care Licensing division regarding the inclusion of monitoring for the existence and use of the Education Portfolio during the audit process; • Continue collaborative projects with stakeholders, including but not limited to the Texas Education Agency, school district foster care liaisons, Texas Department of Assistive and Rehabilitative Services/Early Childhood Intervention program, Texas Head Start, Texas Workforce Commission, foster family associations, and the Children's Commission, to achieve school readiness and educational stability for children in foster care attending Texas public schools; • Strengthen the process for ensuring the person(s) authorized to make education and special education service decisions for children in conservatorship is identified, provided with necessary training, and prepared to ensure the child's educational needs and goals are met; and 2010-2014 Final Report and CAPTA Update Page 343 of 381 • Develop cross collaboration between Regional Education Specialists and Developmental Disability Specialists in identifying and delivering services to school age children with special needs in DFPS conservatorship. Budget 1 Full Time Program Specialist V FTE Salary Fringe Other Personnel Costs Travel Cost Pool/Central Fund .5% Addl PR Retirement Contribution 1% ERS contribution $51,949 $ 9,599 $ 0 $ 300 $ 6,500 $ 260 $ 519 Grand Total $69,127 2010-2014 Final Report and CAPTA Update Page 344 of 381 5) Texas Council of Child Welfare Boards The Texas Council of Child Welfare Boards responds to priority (11) in the Child Abuse Prevention and Treatment Act amendments. Goals and Objectives The Texas Council of Child Welfare Boards (Council) is a statewide organization comprised of volunteer representatives from the local and regional child welfare boards. The purpose of the Council is to provide leadership through a comprehensive, cohesive network of child welfare boards in order to support services to vulnerable children and to promote the prevention of child abuse or neglect to assure that all children live in a loving, nurturing, safe environment. The Council represents grass-roots child welfare boards through its assembly of representatives from all eleven regional child welfare board councils in Texas. The regional councils are composed of delegates from most of the 232 local child welfare or CPS boards appointed by their respective county commissioner courts. Council officers and members advocate for children through encouraging legislation to improve services to abused or neglected children and to prevent child abuse; working with CPS staff on programs that meet these children's needs; and networking with other agencies and organizations to provide the best care for abused or neglected children, while at the same time striving to prevent such abuse and neglect through public awareness and coalitions with other community service providers. The goals of the Texas Council of Child Welfare Boards Project include the following: • Provide support and technical assistance to local and regional child welfare boards regarding local, regional, and state child welfare board potentials that promote public/private partnerships in their respective communities as well as attracting national partners. • Encourage legislation to provide services to abused and neglected children and child abuse prevention within Internal Revenue Service guidelines for non-profit organizations. • Continue to enhance and update an electronic training module for local child welfare boards that will enhance child and family well-being outcomes through education and training on CPS services in Texas, particularly in the areas of education, disability services, mental health and outsourcing of foster care and case management; • Provide support to regional and local child welfare boards working with child protective services staff on programs that meet children’s needs in their communities. • Network and collaborate with other agencies and organizations to provide the best care, services and advocacy for abused and neglected children. • Analyze resources developed by local child welfare boards and used for prevention and intervention services, to identify gaps in services for public and private sectors and to address those gaps in order to increase the amount and quality of services available for child abuse and neglect; 2010-2014 Final Report and CAPTA Update Page 345 of 381 • • • • Fund a portion of an Executive Director’s salary for the Council to continue to pull together and coordinate data distribution and to maintain progress in facilitating the vision and operations of the Council; Increase and diversity funding through grants, donations and other community resources and to reduce the amount of funding provided by DFPS to the Texas Council of Child Welfare Boards. Continue to develop and update the Texas Council of Child Welfare Boards operations, policy manual and training resource to be made available to regional councils and local child welfare boards; and Collaborate in statewide educational conferences available to all child welfare boards, CPS staff and child volunteers across Texas. Approach The Council meets in person three times a year to develop statewide programs that advocate for child abuse prevention and services. Other Council and committee meetings are now held by teleconference. The Council has four standing committees: education, advocacy, resource development and awards. There are also special committees, or ad hoc committees, appointed by the President of the Council. The Council is a recognized 501(c)(3) non-profit Texas corporation. This Project is designed to continue to support the Council by funding a portion of the Executive Director’s salary in order to coordinate the efforts of the Council. The Executive Director’s duties are to: • Utilize the local, regional and state child welfare board organizational model to promote public/private partnerships. • Provide technical assistance, direction and guidance to local and regional Child Welfare Boards to effectively develop their organizations. • Analyze resources developed by local child welfare boards and used for prevention and intervention services, using the statewide inventory system. • Implement the models and methods developed to leverage and grow resources from both the public and private sectors to increase the amount and quality of services available to address child abuse and neglect locally and statewide. • Oversee the training of Council and local child welfare board members utilizing standardized policy and operations manuals and electronic training modules. • Coordinate, plan, and provide at least one training opportunity available to all child welfare board staff and volunteers across Texas. • Annually coordinate at least two meetings of the full Council and one special/planning meeting of the executive committee to provide education, direction and guidance to the membership. • Develop independent, consistent funding streams to operate the Council and fund its service, education and prevention projects. 2010-2014 Final Report and CAPTA Update Page 346 of 381 Expected Outcomes It is anticipated that the collaboration and cooperation from child welfare boards will be significant in that the resources available to address child abuse and neglect will increase due to new public and private partnerships developed by the boards. Accountability of local assistance from the state, regional and local collaborations will be improved due to accurate collection of data regarding funding and expenditures. With the employment of an Executive Director, the confidence in the operations of child welfare boards has increased. As the Council leadership continues to implement its fiveyear strategic plan, children and families will have access to a variety of services at the local level, CPS caseworkers will experience greater community support, child abuse prevention efforts will be expanded statewide. Budget Partial funding of Texas Council of Child Welfare Boards Executive Director Grand Total $25,608 $25,608 2010-2014 Final Report and CAPTA Update Page 347 of 381 6) Parent Collaboration Group The Parent Collaboration Group responds to priority (3) in the Child Abuse Prevention and Treatment Act Amendments. Goals and Objectives The Parent Collaboration Group Project goals are to: • Identify service gaps to families and children; • Identify the services that are working and should continue; • Identify areas of policy that need improvement; • Provide an avenue for parents to recommend policy changes; • Identify ways parents can be instrumental in improving a caseworker’s skills in relating to parents; • Facilitate parent volunteer participation in at least three statewide meetings by removing barriers associated with travel, per diem and childcare expenses; • Provide resources, direction and guidance to the regional meetings to effectively expand and sustain regional Parent Support Groups; • Support the disproportionality efforts at the regional and state level; and • Improve policy and practices related to engagement of fathers and younger parents. The objectives of the Parent Collaboration Group include the following: • Provide Stakeholder feedback to CPS to enhance child welfare services; • Develop structure for CPS-Parent partnerships in policy and practice components that will become a vital element of local, regional, and state operations; • Distribute the message to the staff and parents regarding the value of a family voice; • Improve the skills, qualifications, and availability of individuals providing services to children and families; • Increase father involvement; • Institute the Parent Collaboration Group Advisory Model throughout the state; and • Provide a link between CPS and parents. Approach The Parent Collaboration Group model is one in which DFPS staff partner with a statewide parent liaison and/or local parent liaisons to enhance services and communication between DFPS and families who receive CPS services. The Parent Collaboration Group model provides co-leadership with a staff person from state office and a parent who is a former recipient of CPS services. CPS regional management selects regional CPS staff and parent liaison representatives for the state Parent Collaboration Group. 2010-2014 Final Report and CAPTA Update Page 348 of 381 The Parent Collaboration Group was instrumental in the decision to hire a parent. The CPS Parent Program Specialist is the coordinator for the statewide Parent Collaboration Group. The CPS Parent Program Specialist is responsible for full coordination of quarterly meetings, submitting travel reimbursement forms for payment of expenses, travel, meals and childcare. The CPS Parent Program Specialist provides technical assistance and support for regional Parent Support Group activities as well as builds relationships with community based partners who work with families involved with CPS. There is now at least one Parent Support Group in each region. These groups continue to be nurtured and sustained. The Texas Child and Family Services Review identified a need for increased father engagement and involvement in case planning and service delivery for their children. Parent Collaboration Group participants will provide input on how DFPS can improve the well-being of children, specifically improving the physical, mental, and educational services provided to children, and how fathers can be more engaged and involved in case planning and service delivery for their children. Parents, both fathers and mothers, involved in the CPS system frequently come from low-income or middle-income families and are unable to afford travel and day care expenses to attend statewide meetings. In an effort to facilitate parent participation in statewide meetings, DFPS works to remove barriers preventing parents from attending the meetings. To accomplish this, continued funding from Child Abuse Prevention and Treatment Act will be used to provide travel, meals, day care expenses and mileage to parent participants who attend and perform public speaking/training at events arranged by the CPS Liaison or CPS Parent Program Specialist. The State Parent Collaboration Group recommends the following: • Establishing protocols for parent liaisons regarding training, supervision, and linkages among Parent Collaboration Group members, Court Appointed Special Advocates, attorneys, parents, and other stakeholders. • Developing a plan for the expansion of father participation on the Statewide Parent Collaboration Group and regional parent support groups. • Using parent liaisons at regional parent support groups, staff meetings, and as consultants on cases. • Educating parents on the foster care system. • Placing emphasis on approaches that increase father involvement in case planning and service delivery. The statewide Parent Collaboration Group will meet three times a year. Regional Parent Support Groups will continue to meet once a month, but no less than quarterly, according to local needs and resources. Statewide Parent Collaboration Group participants will engage in discussion of practices relevant to the CPS system. Parent representatives will identify those practices that work effectively and those that are problematic, and develop recommendations for enhancement to the current delivery system. The CPS Parent Program Specialist will provide feedback and 2010-2014 Final Report and CAPTA Update Page 349 of 381 recommendations from the state Parent Collaboration Group members to CPS management and program specialists regarding service gaps and casework practices that need improvement. The Parent Collaboration Group provides a mechanism to include parents in the design, implementation and evaluation of the CPS program. This initiative encourages collaboration with parents who are affected by the CPS service delivery system and provides a unique perspective on how to improve services to families and children. In FY 2014 the plan is to continue the statewide Parent Collaboration Group, to provide support and technical assistance to all regions, and to obtain input from parents regarding how to improve safety, well-being and permanency for children receiving services from CPS, as well as meaningful engagement of parents and families. Activities for FY 2014 will include: • Educate other constituent groups about parent issues/voice (i.e. foster parents); • Support development of better engagement practices of fathers to lead to better participation and expansion of father roles in CPS cases; • Identify ways to reach out to younger parents; • Continue to provide trainings to staff from a parental perspective; • Continue the expansion of the local Parent Support Groups that will assist parents in understanding the various processes of CPS and support the partnership between parents and DFPS; • Increase the number of parent liaisons in FYs 2014 and 2015, including more fathers; • Community outreach (regional for awareness of the Parent Support Groups); and • Enhance the Parent Collaboration Group training and exposure to key community stakeholders; • Develop tool to recruit parents; • Develop survey for caseworkers, lawyers and judges; • Develop and discuss platform skills training to CPS Liaison; and • Continue to provide trainings to Parent Liaisons and CPS Liaisons. Expected Outcomes • Improved cooperation and collaboration between parents and CPS; • Enhanced ability for CPS staff to work effectively with families; • Increased father involvement in CPS activities, especially decision making and case planning; • Improved services that meet the individual needs of the families; and • Improved safety, permanency and well-being outcomes for children. Budget The funding will be used to support quarterly statewide meetings. The state Parent Collaboration Group operating budget for FY 2015 is based on 22 parent liaisons and 14 DFPS liaisons, attending three state meetings. The Parent Program Specialist and 2010-2014 Final Report and CAPTA Update Page 350 of 381 the Fatherhood program specialist will provide technical assistance in the regions related to parent support groups. The proposed budget is calculated at an attendance rate of at least two parents per region and one CPS liaison per region and uses standard, approved state rates for travel costs. Lodging Meals Child Care Parking or Taxi costs Airline, Mileage $14,960 $ 9,140 $ 7,200 $ 4,572 $27,583 Grand Total $63,455 2010-2014 Final Report and CAPTA Update Page 351 of 381 7) Family Group Decision Making The Family Group Decision Making Process is now integrated into all stages of service thought the use of Family Team Meetings. Family Group Conferences, Circles of Support and other meetings that engage families in decisions. Substantial numbers of staff are dedicated to this process in each region across the state. 8) Best Practices The Best Practice Initiative responds to priorities (2) and (3) of the Child Abuse Prevention and Treatment Act amendments. Goals and Objectives The primary goal for the Best Practice project is to identify and promulgate best practice models for the Texas child welfare system throughout the state to assist with the cultural shift within DFPS necessary to embrace a more family focused service delivery system. The four Best Practice Initiative positions will provide leadership for strategies contained within the Program Improvement Plan that address areas that did not reach substantial conformity in the federal Child and Family Services Review for Texas. These areas include both outcomes and systemic factors. Key areas needing improvement include a need for better engagement of families in case planning (especially fathers), reduction of permanency barriers, and strengthening access to mental health and substance abuse services. The primary goals of the project are to: • Assist in the design, implementation, and evaluation of the CPS program services; • Assist in the research, review, and analysis of current policy and the evaluation of service delivery strategies to ensure family focused values and philosophy are being followed; and • Assist in policy and program development to assure that services demonstrate best practice approaches that are family driven, family centered, strength based and culturally sensitive. Approach There are four Best Practice Specialist positions assigned to the following subject matter areas: substance abuse, kinship/domestic violence, mental health, parent issues and fatherhood engagement. By partnering with the Parent Program Specialist and other Investigation, Family Focus and Permanency division staff, all of the Best Practice Program Specialist positions focus on the development of protocols and policy that will ensure a strengths-based, family-centered philosophy is woven throughout CPS policy and the CPS service system. The Parent Program Specialist position brings to the role knowledge and skills as a family member who has previously received services from CPS. In an effort to partner 2010-2014 Final Report and CAPTA Update Page 352 of 381 with families at all stages of service, it is important to have the parent voice represented in all aspects of CPS work. This position will provide feedback that assists in the analysis of policy and the evaluation of service delivery strategies. A particular emphasis for this position has been to increase family skills in advocacy within the community in order to better access and remove barriers to community services. The Parent Program Specialist will continue to coordinate and support the state Parent Collaboration Group meetings, encourage parent involvement and help CPS staff better understand the parent perspective. The Parent Program Specialist will participate in program planning, presentations, development and implementation of parent support activities across the state. The Fatherhood program specialist position provides leadership for strengthening the CPS engagement of fathers, a need identified in the 2008 Texas Child and Family Services Review. This position focuses specifically on fatherhood initiatives and increasing father involvement. The Fatherhood Specialist continues to have a leadership role in engaging faith community around adoption and the disproportionality efforts to improve the outcome and engagement of children of color in the child welfare system. This engagement includes working with the Committee for the Adoption of Minority Children and the statewide Task Force addressing Disproportionality in the child welfare system. The Fatherhood program specialist will increase the involvement of fathers when CPS is working with families at all stages of service delivery. This position is involved in the: • Assessment of critical practices and policy preventing full inclusion of fathers in the safety, permanency, and well-being of their children involved with CPS system. • Development of best practice strategies and policies to not only increase father involvement, but to also work with mothers to increase father involvement. • Recruitment and retention of fathers in the local parent support groups, fathers' panels, and parent collaboration efforts. • Provision of technical assistance to CPS staff, community and government organizations, and parents, emphasizing the importance of supporting and strengthening families involved with or at risk of involvement with CPS. The Lead Permanency Program Specialist serves in a leadership role on multiple internal and external workgroups, such as the CPS Statewide Conservatorship, and Parent Visitation Workgroups. The Substance Abuse Program Specialist is the statewide subject matter expert for substance abuse issues related to CPS. The Substance Abuse Program Specialist will continue to serve as a member of the Texas Office for the Prevention of Developmental Disabilities Task Force, and support regional efforts to develop new Family Drug Treatment Courts. The Substance Abuse Program Specialist will provide technical assistance related to substance abuse issues for multiple internal and external workgroups, such as the Texas Alliance for Drug Endangered Children, CPS Statewide Drug Testing Workgroup, and CPS Statewide Special Investigator Workgroup. The Substance Abuse Program Specialist will provide technical assistance to all regions to 2010-2014 Final Report and CAPTA Update Page 353 of 381 ensure the Memorandums of Understanding between DFPS and Outreach Screening Assessment Referral (OSAR) are adhered to. Budget 4 Full Time Employees Program Specialist V FTEs Salary $201,165 Fringe $ 51,048 Other Personnel Costs $ 3,544 Travel $ 12,191 Cost Pool/Central Fund $ 6,500 .5% Addl PR Retirement Contribution $ 1,006 1% ERS Contribution $ 2,012 Grand Total $277,466 2010-2014 Final Report and CAPTA Update Page 354 of 381 9) Foster Care Redesign The Foster Care Redesign Project responds to priority 3, 11 and 13 of the Child Abuse Prevention and Treatment Act amendments. Goal and Objectives The Texas Legislature directed DFPS to implement the redesign foster care model which changes the manner in which DFPS procedures, contracts and pays for foster care and other purchased services. In August 2011, DFPS released a Request for Proposal for the first Single Source Continuum Contract as a part of the Foster Care Redesign. The Request for Proposal closed in November 2011. In December 2012, DFPS announced the final award of the first non-metropolitan contract to Providence Service Corporation of Texas to serve DFPS Region 2/9. The contract was executed February 1, 2013. DFPS and Providence Service Corporation of Texas completed a 6month start-up phase in August 2013. Providence Service Corporation of Texas began providing services to children, youth and young adult under the Foster Care Redesign model on August 26, 2013. As of March 31, 2014 approximately 1,203 children were receiving services through the Providence Service Corporation of Texas continuum of care. An outcome evaluation is in progress and DFPS anticipates having the first full year's outcome data in September 2014. DFPS awarded the first metropolitan Foster Care Redesign Single Source Continuum Contract (SSCC) to ACH Child and Family Services of Fort Worth on December 16, 2013. The contract was effective on January 1, 2014. ACH Child and Family Services and DFPS are currently in the six-month start-up phase focusing on readiness activities. Outcome and third-party evaluation information has been and will continue to be shared with stakeholders. The Public Private Partnership will consider this information in making recommendations for continued enhancement of the model as it rolls out across the state. The proposed budget for FY 2014 would be used to purchase consultant services and funding to support the startup and staged transfer of administrative functions from DFPS to the Single Source Continuum Contractor in the redesigned system, as well as improving the Statewide Automated Child Welfare System to support implementation of the new model. In addition DFPS would be funding positions to support enhanced fiscal oversight and monitoring of the contractor, dedicated support to performance and evaluation of the new foster care model, one policy and training program specialist, as well as two Foster Care Redesign administrators dedicated to overseeing implementation and operations of the new foster care system in the two catchment areas. Budget 4.5 full-time employees to support fiscal monitoring and oversight as well as performance and evaluation of the Single Source Continuum Contracts and 2010-2014 Final Report and CAPTA Update Page 355 of 381 implementation and operations of the Foster Care Redesign model in the catchment areas. 1 Full-time Program Specialist V FTE Salary $58,423 Fringe $16,276 Other Personnel Costs $ 1,680 Travel $ 3,457 Cost Pool/Central Fund $ 6,500 .5% Addl PR Retirement Contribution $ 292 1% ERS Contribution $ 584 Subtotal $87,212 2 Full-time Foster Care Administrator FTEs Salary Fringe Other Personnel Costs Travel Cost Pool/Central Fund .5% Addl PR Retirement Contribution 1% ERS Contribution Subtotal $120,033 $ 33,441 $ 3,840 $ 3,663 $ 13,000 $ 600 $ 1,200 $175,777 1 Contract Manager I Salary Fringe Other Personnel Costs Travel Cost Pool/Central Fund .5% Addl PR Retirement Contribution 1% ERS Contribution Subtotal $ 82,828 $ 23,076 $ 0 $ 0 $ 6,500 $ 414 $ 828 $113,646 .5 Part-time Program Specialist VII FTE Salary Fringe Other Personnel Costs Travel Cost Pool/Central Fund .5% Addl PR Retirement Contribution 1% ERS Contribution Subtotal $59,499 $16,576 $ 4,368 $ 0 $ 3,250 $ 297 $ 595 $84,585 Enhancements to the Statewide Automated Child Welfare System 2010-2014 Final Report and CAPTA Update Page 356 of 381 $25,297 Consultant resources for support and evaluation Grand Total 2010-2014 Final Report and CAPTA Update Page 357 of 381 $152,922 $639,439 Budget Recap of FY 2015 Special Child Abuse Prevention and Treatment Act Projects Project Name 1) Evaluation of CPS Reform and Best Practice Initiatives Code Amt. Requested Priority 87077 $351,772 1, 4, 7 2) Disproportionality 87075 $217,614 3, 11 3) Children with Disabilities 87074 $516,547 7, 9a&b, 13 4) Education Project 87076 $69,127 3, 7, 9a&b, 13 5) Texas Council of Child Welfare Boards 87070 $25,608 11 6) Parent Collaboration Group 87073 $63,455 3 7) Family Group Decision Making 87072 $0.00 3, 5, 7, 11 8) Best Practices Specialists 87071 $277,466 2, 3 9) Foster Care Redesign 87088 $639,439 3, 11, 13 Total: $2,161,028 2010-2014 Final Report and CAPTA Update Page 358 of 381 Texas Citizen Review Teams The State must submit a copy of the annual report(s) from the citizen review panels and a copy of the State agency's most recent response(s) to the panels and State and local child protective services agencies, as required by section 106(c)(6) of CAPTA. Background There are twelve Citizen Review Teams as established by the Texas Family Code (TFC §261.312). Five of these teams are designated as meeting the requirements of Child Abuse Prevention and Treatment Act, Appendix I. This report consists of information concerning the issues addressed only by the five Child Abuse Prevention and Treatment Act (CAPTA) teams. They are located in Amarillo (Region 1), Austin, (Region 7), Edinburg (Region 11), Ft. Worth (Region 3), and Houston (Region 6). The Houston team focuses on issues concerning disproportionality. These sites represent a mixture of urban and rural communities, and reflect the broad range of issues encountered by Child Protective Services statewide. Structure As required, all Citizen Review Team members, including those of the CAPTA Citizen Review Teams, are volunteers who represent a broad spectrum of their communities. The members are nominated locally and approved by the DFPS Commissioner. CPS state office staff provide assistance in the areas of coordination, team development, training and statewide distribution of team reviews and recommendations. Local CPS staff facilitate the exchange of case-specific information, ensure that confidentiality is maintained, perform the required background checks on nominated members, and arrange for meeting space and clerical support. Reporting Process To coincide with the federal fiscal year reporting period, this report covers the period from October 2013 through September 2014. Information presented consists of data gathered by the CAPTA Citizens Review Teams. The teams utilize the Citizen Review Team Reporting form, a standardized form that was developed by CPS state office for the teams and modified in December 2012. . Agency Response Citizen Review Team recommendations are placed on the DFPS Web site after approval of each Annual Program and Services Report. In addition to the recommendations from the Child Abuse Prevention and Treatment Act (CAPTA) teams, it is anticipated that the recommendations and concerns expressed by other, nonCAPTA teams will be published on the website in the next fiscal year. The Web page for recommendations contains a Citizen Review Team specific mailbox that the public can use to comment on the recommendations. That Web page is: http://www.dfps.state.tx.us/Child_Protection/CRT/. 2010-2014 Final Report and CAPTA Update Page 359 of 381 State office program staff review Citizen Review Team recommendations and those recommendations are considered in policy development, training and procedures. The CAPTA teams often present recommendations for local CPS direct delivery staff about actions they would like to see taken on a particular case. These case-specific recommendations are communicated during the Citizen Review Team meeting to the CPS representatives who are present, and are recorded on the standardized reporting form. Actions on case-specific recommendations are handled at the regional level. Panel Activities In August 2012, a consultant with the National Resource Center for Child Protective Services met with fourteen coordinators of Texas Citizen Review Teams. Two of the coordinators are currently in the process of rebuilding their teams. Their teams have not been active and were not counted in the total number of teams. The group discussed the history of the Citizen Review Teams and also the findings from a survey of the Citizen Review Team members, completed by the resource center. During initial consultations and the onsite visit, one of the most significant challenges identified was that although CPS was providing the Citizen Review Teams individual, anecdotal case data, teams were being asked to make broad, systemic recommendations. Each of the teams was identifying cases at random and therefore the sample size for the anecdotal reviews was extremely small. Given the size and diversity of Texas, the teams did not have enough information to determine systemic issues and/or develop effective recommendations. As such, the department was having a difficult time responding to or implementing many of the recommendations, as they were based on limited data, often limited to a specific case and not supported by systemic data, not specific, or generally not actionable. During the site visit, a new process was developed in order to enhance the Texas Citizen Review Teams. More specifically, technical assistance from the resource center assisted the participants in determining that a better process would be to identify a critical systemic issue that all teams would focus on and that CPS state office personnel would provide data beyond case data. This would provide teams with a wide range of data from which to build their recommendations. For fiscal year 2014 the Citizen Review Teams continued their focus on child welfare cases that involve domestic violence and improvement policy, practice and outcomes for such cases. Teams are being provided state and regional quantitative data comparing domestic violence cases that had reentry from those that did not in order to identify trends by age, ethnicity, income, and other variables. Teams are provided current domestic violence policies and will be assisting in the development of new domestic violence policies. The coordinators are CPS staff assigned to this project. As a result of staff turnover and change in staff at the state office some of the teams have not been as active as in previous years. 2010-2014 Final Report and CAPTA Update Page 360 of 381 The Citizen Review Team coordinators work to establish local and statewide strategic planning, frequent and regular meetings of active teams, and formation of new teams. The Citizen Review Team coordinators meet regularly with state office program staff to discuss better ways to engage the community in the review process. A Citizen Review Team coordinator's manual has been developed and is available as a resource for each team. The five CAPTA Citizen Review Teams met as follows from October 2013 through September 2014: • • • • • Region 1 (Amarillo/Potter County): May 30,2014 Region 3 (Fort Worth/Tarrant County): no meeting dates Region 6 (Houston/Disproportionality): This team meets monthly. The team reviewed cases on November 13, 2013, April 9, 2014, and June 11, 2014 Region 07 (Austin/Travis County): May 19, 2014 and June 16, 2014 Region 11 (Edinburg/Hidalgo County): November 20, 2013 and February 26, 2014. The CAPTA Citizens Review Team coordinators continue to work with their communities to engage and encourage volunteers to become involved in efforts to gain feedback from the public. Summary of Findings CPS Protection Initiatives The following chart describes issues and concerns that relate to the CAPTA Citizen Review Team identified issues. These CRT reports will be taken to the Child Safety Review Committee in October, 2014. After that meeting the CRT re commendations and the CPS response will be posted on the public website. Other recommendations made by the teams were case specific and referred to regional management. Region 1 Issue Addressed The team examined a case where unsafe sleeping contributed to a child death. The foster parent placed a child on their stomach on an adult bed and the child never awoke. Recommendation Foster homes need training on child behaviors for children that tested positive for drugs. Minimum standards need to be met. Also, more home visits and more assessment training. All babies that have tested positive for drug should have a baby monitor at placement. RCCL and CCL would benefit from having crisis intervention to help workers cope with 2010-2014 Final Report and CAPTA Update Page 361 of 381 stress of child deaths. Invite a nurse to CRT meeting in cases of child death. Prior history in these cases would be helpful to team members. 1 The team looked at a case where a child death occurred in a foster home, but where the team felt that all policies were followed. Foster workers should be offered desk duty after a child death. Need for a crisis team to assist workers after a child death. Invite a nurse to CRT meeting in cases of child death. 6 Prior history in these cases would be helpful to team members. The team was concerned that For Investigations: insufficient information was • Ongoing training on sufficiency of gathered from all adults in the home information gathering for better, more to assess family dynamics such as accurate assessment for case transfer to domestic violence and supervision of FBSS children issues. • Consider a family team meeting as a way to bring all parties to the table to discuss There was concern that monthly reason for COS involvement, identify contacts were not made and there child safety threats and discuss services were service delays due to staff and roles of various parties. turnover. For FBSS: • Need to review case history for batter The team was concerned that case planning and assessment of need worker turnover played a role in the for family services. delay of FBSS services to the family, • Ensuring counselors are including family delay in family reunification and case progress and staff are keeping abreast of closure. Also that monthly services not being provided as planned documentation was not current. and agreed, and addressing concerns with service provider. • Consider family team meeting before case closure as a way to bring all parties to the table to discuss progress and next steps. 2010-2014 Final Report and CAPTA Update Page 362 of 381 6 The team discussed high staff turnover, high case loads, and taking over outdated cases. The CRT recommended refresher training on sufficiency of information to assist with assessment of risk of child safety. They were concerned that workers do not have enough quality time with families to gather sufficient information for family assessments. The CRT recommended training on domestic violence. They further discussed that high caseloads and case reassignments make it difficult to manage time and keep abreast of family's progress and contracted services, and make timely visits. The team recommended training on domestic violence for all staff. 7 7 11 The team recognized that the CPS worker attempted to engage the whole family, including father in services. The team was concerned about young parent with numerous intakes and investigations, but who did not want to engage in counseling services. The team would like to see life coaching services made available for those unwilling to participate in counseling The team was concerned that behavioral issues and school attendance issues were not being adequately addressed. Further concerned that employee turnover affected service delivery as well as the relationship with the family No recommendations were offered. Domestic violence training is needed. Referrals to domestic violence services needed. Prepare workers to deal with families that have one crisis after another. Find services geared to young parents, including birth control services. Consider referral to community resources such as Big Brothers/Big Sisters, Boys and Girls Club. Work with school to identify and assess issues such as Fetal Alcohol Syndrome, and bullying. 2010-2014 Final Report and CAPTA Update Page 363 of 381 11 11 11 Team discussed a situation where, Engage the court or DA to file for court despite repeated efforts by staff, ordered services when parents are nonfamily members were uncooperative cooperative. and participated in services only to satisfy agency requirements The team was concerned that few or Continue supervisor staffing and follow-up no collaterals or contacts were made with program directors to ensure that to fully assess current family supervisor are able to keep track of workers' functioning. caseloads. Team was concerned that victims of Appropriate domestic violence services for domestic violence and children who all family members. witness violence are not referred to appropriate services. Training for staff on domestic violence. Also discussed they need for consequences for clients who leave the area with advising the agency. Conclusion The Citizen Review Teams are an important component of the Texas child welfare system as CPS continues to improve outcomes and services for children, youth and families. Members voluntarily take time to review the cases with care in order to continue to hold CPS to high investigation standards. By considering innovative ways the community can work together with CPS for child protection, members have shown that improvement of the system is needed and possible. The issues identified and recommendations made by the CAPTA Citizen Review Teams are critical to identifying opportunities for statewide improvements in CPS policy, practice and training. 2010-2014 Final Report and CAPTA Update Page 364 of 381 2010-2014 CFSP Final Report I. Statistical and Supporting Information i. Child Protective Services Workforce ►As part of the information on workforce provided in the APSR, States are to report, to the extent possible how staff is recruited and selected. DFPS currently recruits for DFPS employees in several different ways: Internet Presence DFPS jobs are posted in the Health and Human Services Job Center. People who are not employed by DFPS or another Texas Health and Human Services agency can access the jobs center through the main DFPS Web site, http://www.dfps.state.tx.us. By selecting the "Jobs" link, users are taken to the "Come Work for Us" page that includes a CPS job preview video and written realistic job previews for CPS jobs, as well as a self-assessment that asks potential applicants questions to help them decide if CPS is the right fit for them prior to applying. Jobs posted in the Health and Human Services Job Center also automatically populate on the Texas Workforce Commission Web site for greater visibility. Pre-employment Testing Targeted employment selection instruments help identify the most qualified applicants. Tools include: 1) a pre-screening assessment for job applicants to assess skills and performance capabilities and 2) a behavioral descriptive interview guide geared at assessing how each candidate would respond to real life work situations. Targeted Degrees DFPS is required by the General Appropriations Act to target recruitment efforts to individuals who hold a bachelor’s degree or advanced degree in at least one of the following academic areas: Social work, Counseling, Early Childhood Education, Psychology, Criminal Justice, Elementary or Secondary Education, Sociology and Human Services. Hiring specialists attend career fairs where universities encourage students with these majors to attend. Stipends for CPS Investigators and Investigative Supervisors DFPS provides a $5,000 annual stipend to investigation caseworkers and investigation supervisors as authorized by the General Appropriations Act. Bilingual Recruitment DFPS recruits bilingual workers by using consistent testing for bilingual skills and implementing a consistent policy for bilingual pay. 2010-2014 Final Report and CAPTA Update Page 365 of 381 Extra Pay for Social Work Graduates DFPS provides a 6.8 percent or 3.4 percent additional starting salary for newly hired CPS employees who have a Master of Science in Social Work or a Bachelor of Social Work. Focused Recruitment Activities When certain criteria exists for any single job the agency will take special measures to ensure positions are filled timely and with staff that will stay. Criteria • Low applicant pool • Low quality of applicant pool • High number of vacancies Solutions • Offer 6.8 percent above base. • Offer locality pay in certain locations. • Organize job fairs in specific areas to interview many applicants. • Partner with DFPS Public Information Officers to produce special interest stories about jobs. • Add training sessions to accommodate all new hires. • Hire immediately rather than filling a specific training class. • Use additional hiring staff for the specific area, more hiring specialists and/or program staff. • Work with partners (Stark, NgA, CBCU) to expedite certain hiring activities. • Post jobs on job search Web sites or newspapers that target needed professionals. • Request certain positions be posted as a "hot job" in CAPPS. • Degrees and certifications required for child welfare workers and other professionals responsible for the management of cases and child welfare staff: Entry level positions require a four year degree from an accredited college or university. All majors are accepted, but there are targeted degrees that get priority consideration. DFPS is required by the General Appropriations Act to target recruitment efforts to individuals who hold a Bachelor’s degree or advanced degree in at least one of the following academic areas: Social work, Counseling, Early Childhood Education, Psychology, Criminal Justice, Elementary or Secondary Education, Sociology and Human Services. 2010-2014 Final Report and CAPTA Update Page 366 of 381 • Demographic information on current staff and recent hires: CPS Caseworker Turnover, Tenure and Race/Ethnicity Turnover Rate Agency Tenure 26.1% Less than 1 Year 29.4% 1-3 Years 25.4% Greater than 3 Years 45.1% African-American 31.1% Anglo 39.7% Hispanic 27.8% Other 1.4% Race/Ethnicity CPS Supervisor Turnover, Tenure and Race/Ethnicity Turnover Rate Agency Tenure 9.7% Less than 1 Year 0.9% 1-3 Years 2.5% Greater than 3 Years 96.5% African-American 26.6% Anglo 48.1% Hispanic 22.9% Other 2.4% Race/Ethnicity The starting salary for Investigation Caseworkers is $37,328.96, and for NonInvestigation Caseworkers is $32,328.96. • Information related to tracking staff turnover and vacancy rates: DFPS currently tracks staff turnover rates and the reasons for employee turnover, including promotions, retirements, dismissals, voluntary resignations, demotions due to voluntary and involuntary actions and lateral moves due to voluntary and involuntary actions. The tracking system captures turnover rates by month, fiscal year, DFPS region and position type, as well as by other elements of interest. 2010-2014 Final Report and CAPTA Update Page 367 of 381 Information on Child Protective Service Workforce For child protective service personnel responsible for intake, screening, assessment, and investigation of child abuse and neglect reports in the State, report available information or data on the following: • information on the education, qualifications, and training requirements established by the State for child protective service professionals, including requirements for entry and advancement in the profession, including advancement to supervisory positions; 1. Statewide Intake Specialist I: Graduation from an accredited four-year college or university OR currently employed as a Statewide Intake Specialist I. 2. Statewide Intake Specialist II: Employed as a Statewide Intake Specialist for 18 months AND Statewide Intake Specialist Certification OR currently employed as a Statewide Intake Specialist II OR previous experience as a Statewide Intake Specialist II in Texas Department of Family and Protective Services. 3. Statewide Intake Specialist III: Three and one half years cumulative Statewide Intake Specialist experience AND currently employed as a Statewide Intake Specialist II AND have received Statewide Intake Advanced Specialist Certification OR currently employed as a Statewide Intake Specialist III OR previous experience as a Statewide Intake Specialist III in Texas Department of Family and Protective Services. 4. Statewide Intake Specialist IV: Five and one half years cumulative Statewide Intake Specialist experience AND currently employed as a Statewide Intake Specialist III AND have an active Statewide Intake Advanced Specialist Certification OR currently employed as a Statewide Intake Specialist IV OR previous experience as a Statewide Intake Specialist IV in Texas Department of Family and Protective Services. 5. Statewide Intake Supervisor I: Two years of full-time experience in Texas Department of Family and Protective Services in child protective services*, adult protective services**, or protective services statewide intake. 6. Statewide Intake Supervisor II: Two years of full-time experience as a Statewide Intake Supervisor I, an Adult Protective Services Supervisor I, a Child Protective Services Supervisor I, or a Child Care Investigator Supervisor I. *Child protective services is professional social work where primary duties are providing social casework services to abused, neglected, or exploited children and their families; or in recruiting, studying, and certifying foster and adoptive homes. **Adult protective services are those provided by the agency or a protective services agency to disabled adults, ages 18 to 64, elderly persons, or persons served at Mental Health Mental Retardation facilities that are in a state of abuse, exploitation, or neglect. 2010-2014 Final Report and CAPTA Update Page 368 of 381 1. Child Protective Services Specialist II: Graduation from an accredited four-year college or university. 2. Child Protective Services Specialist III: Employed as a Child Protective Specialist for 18 months AND have received Child Protective Specialist Certification OR currently employed as a Child Protective Specialist III in Texas Department of Family and Protective Services OR previously employed as a Child Protective Specialist III in Texas Department of Family and Protective Services 3. Child Protective Services Specialist IV: Three and one half years cumulative Child Protective Specialist experience AND currently employed as a Child Protective Specialist III AND have received Child Protective Specialist Advanced Specialist Certification OR currently employed as a Child Protective Specialist IV in Texas Department of Family and Protective Services OR previously employed as a Child Protective Specialist IV in Texas Department of Family and Protective Services 4. Child Protective Services Supervisor I: Eighteen months of full-time experience in Child Protective Services* in the Department of Family and Protective Services (DFPS) or Protective and Regulatory Services/Department of Human Services and completion of Child Protective Services Specialist Certification OR A bachelor’s degree from an accredited college or university, plus eighteen months of full-time experience in Child Protective Services* or child placement services** in a public social services agency and completion of Child Protective Services Specialist Certification OR Currently employed as a Child Protective Services Supervisor I in the Department of Family and Protective Services. 5. Child Protective Services Supervisor II: Completion of Child Protective Services Specialist Certification and completion of the Child Protective Services Supervisor Certification OR Currently employed as a Child Protective Services Supervisor II in the Department of Family and Protective Services OR Currently employed in a Department of Family and Protective Services management position in the Child Protective Services program at a level above Child Protective Services Supervisor AND prior experience as Child Protective Services Supervisor in the Department of Family and Protective Services or Protective and Regulatory Services. Acceptable Substitutions: • Any current or former employee of the Texas Department of Family and Protective Services who meets the current Minimum Qualifications (with the exception of certification requirements) and who, as of September 1, 2000, has eighteen months experience as a Child Protective Services worker. • Any applicant who meets the current Minimum Qualifications (with the exception of certification requirements) and who has two years of experience as a Child 2010-2014 Final Report and CAPTA Update Page 369 of 381 Protective Services worker or supervisor in another state. *Child Protective Services is professional social work where primary duties are providing social casework services to abused, neglected, or exploited children and their families; or in recruiting, studying, and certifying foster and adoptive homes. **A Child placement service is the Decision Making process around placing and monitoring children in licensed 24-hour childcare facilities and in adoptive placement in compliance with state and federal regulations. The comprehensive CPS Training program provides staff with values and skills necessary for their roles at each stage of their CPS career. The training program includes New Employee Development, Continuing Education for Tenured Caseworkers and Supervisors and Leadership Development. A detailed description of the CPS training program can be found under Program Support of this year's 2013 Annual Progress and Services Report. See Program Support of this year’s 2013 Annual Progress and Services Report for additional data. Demographic information of the child protective service personnel Gender of Intake (INTK) and Investigation (INV) Staff in FFY 2013 Stage INTK INTK INV INV Gender Female Male Female Male Percent 80.1% 19.9% 77.9% 22.1% Ethnicity of Intake (INTK) and Investigation (INV) Staff in FFY 2013 Stage INTK INTK INTK INTK INTK INV INV INV INV INV Ethnicity African American Anglo Asian Hispanic Native American African American Anglo Asian Hispanic Native American Percent 28.8% 41.0% 0.9% 28.7% 0.5% 29.9% 40.3% 0.9% 28.4% 0.5% 2010-2014 Final Report and CAPTA Update Page 370 of 381 Age Group* of Intake (INTK) and Investigation (INV) Staff in FFY 2013 Age Stage Group* Percent INTK < 25 yrs. 5.1% INTK 25-29 yrs. 26.6% INTK 30-39 yrs. 37.6% INTK 40-49 yrs. 19.4% INTK 50+ yrs. 11.4% INV < 25 yrs. 6.4% INV 25-29 yrs. 26.8% INV 30-39 yrs. 36.3% INV 40-49 yrs. 19.8% INV 50+ yrs. 10.6% *Note: Age is based on the employee's age on the last day of the federal fiscal year (9/30/2013) or their age as of their last day with the agency during FFY 2013. Information on caseload or workload requirements for such personnel, including requirements for average number and maximum number of cases per child protective service worker and supervisor (section 106(d)(10) of CAPTA). Caseload information is as follows: Measure Statewide Intake Workload Equivalency Measure CPS Investigations Average Daily Caseload Avg Count 1.4 18.6 Max Count 14 82 Note: Because daily caseload is calculated during the state fiscal year, using a weighted factor based on each employee's tenure, neither count above is an accurate reflection of "CPS daily caseload". Rather, these counts represent cases assigned to each employee throughout the federal fiscal year. CPS Supervisors and Caseworker Caseload and Demographic Information (FFY 2013) Stage Avg Count Max Count Conservatorship 30.9 117 Family Based Safety Services 14.7 46 NOTE: Because daily caseload is calculated during the state fiscal year, using a weighted factor based on each employee's tenure, neither count above is an accurate reflection of "CPS daily caseload". Rather, these counts represent cases assigned to each employee throughout the federal fiscal year. Stage Conservatorship Conservatorship Family Based Safety Services Gender Female Male Female 2010-2014 Final Report and CAPTA Update Page 371 of 381 Percent 89.3% 10.7% 88.8% Family Based Safety Services Stage Conservatorship Conservatorship Conservatorship Conservatorship Conservatorship Family Based Safety Services Family Based Safety Services Family Based Safety Services Family Based Safety Services Family Based Safety Services Male Ethnicity African American Anglo Asian Hispanic Native American African American Anglo Asian Hispanic Native American 2010-2014 Final Report and CAPTA Update Page 372 of 381 11.2% Percent 29.8% 42.7% 1.0% 26.0% 0.5% 34.4% 29.7% 1.1% 34.3% 0.5% *NOTE: the last fiscal their day during Stage Conservatorship Conservatorship Conservatorship Conservatorship Conservatorship Family Based Safety Services Family Based Safety Services Family Based Safety Services Family Based Safety Services Family Based Safety Services *Age Group 1. < 25 2. 25 - 29 3. 30 - 39 4. 40 - 49 5. 50+ 1. < 25 2. 25 - 29 3. 30 - 39 4. 40 - 49 5. 50+ Percent 8.5% 29.5% 35.1% 15.9% 11.0% 5.7% 24.5% 40.3% 18.6% 10.9% Age is based on the employee's age on days of the federal year (9/30/12) or age as of their last with the agency FFY12. DFPS, like all HHS agencies, is required to use a private vendor for human resource functions. The system that is currently in place does not transfer the degree information between the application process and a new employee’s personnel record. Additionally, there is no uniform data format required by the application system. Consequently, this information is not available in a useful format. DFPS recognizes the importance of this information and has initiated a plan that will begin capturing this information at the time a candidate begins employment (is "onboarded"). The procedures of capturing this information by the hiring specialists have not been finalized, however, it is anticipated they will be in time for the data collection to begin by January 1, 2014. Additionally, the plan calls for next year’s summer interns to manually confirm or gather the data on employees (at least CPS caseworkers) that have already been hired and on-boarded. 2010-2014 Final Report and CAPTA Update Page 373 of 381 2010-2014 CFSP Final Report I. Statistical and Supporting Information ii. Juvenile Justice Transfers ►Report "the number of children under the care of the State child protection system who are transferred into the custody of the State juvenile justice system." Provide contextual information about the source of this information and how the State defines the reporting population (section 106(d)(14) of CAPTA). In Texas, juvenile justice cases are separate and distinct from child protective services cases brought by DFPS. Cases are not automatically transferred when a juvenile in the custody of DFPS becomes involved with a juvenile justice agency. Although the juvenile court may give responsibility for the child’s placement and care to the local juvenile probation department, DFPS often retains custody of the child and the two cases proceed separately. If a juvenile is committed to the Texas Juvenile Justice Department because of serious or repeated offenses, the court is more likely to dismiss DFPS custody. For this purpose of this report, DFPS considers a child transferred to a juvenile justice agency if DFPS custody was dismissed within 30 days before or after the child was adjudicated. To find this information, DFPS and the Texas Juvenile Justice Department compared their respective records to find the children in DFPS custody that were adjudicated to a county juvenile probation department. DFPS then determined which of those children were dismissed from its custody around the same time. Using this method, DFPS concluded there were 30 children in DFPS custody in state fiscal year 2013 whose custody was later transferred to a county juvenile probation department. To find this information, DFPS and the Texas Juvenile Justice Department compared their respective records to find the children in DFPS custody that were committed to the Texas Juvenile Justice Department. DFPS then determined which of those children were dismissed from its custody around the same time. Using this method, DFPS concluded there were three children in DFPS custody in fiscal year 2013 whose custody was later transferred to the Texas Juvenile Justice Department. 2010-2014 Final Report and CAPTA Update Page 374 of 381 2010-2014 CFSP Final Report I. Statistical and Supporting Information iii. Child Maltreatment Deaths Child Maltreatment Deaths Texas has a relatively robust and systematic, albeit manual, approach for ensuring that information regarding child fatalities can be made publicly available upon request. See Texas Family Code sec. 261.203. The process for responding to requests regarding near-fatalities has historically been carried out on a more ad hoc basis. However, Texas has been exploring whether revisions to the process are needed for nearfatalities. Texas is adding an indicator to its automated case management system that will allow the state to identify near-fatality cases and is continuing to consider whether the state can implement an automated process or should retain the manual processes currently in existence in order to comply with the federal Administration for Children and Families’ recently revised interpretation of this longstanding provision in CAPTA (Child Abuse Prevention and Treatment Act). The source of information used for reporting child maltreatment fatalities is the "reason for death" field contained in the DFPS IMPACT (Information Management Protecting Adults and Children in Texas) system. DFPS uses information gathered by law enforcement and medical examiner's offices to reach dispositions in the child fatalities investigated by DFPS. DFPS is the primary agency required by law to investigate and report on child maltreatment fatalities in Texas when the perpetrator is a person responsible for the care of the child. Information from the state's vital statistics department, child death review teams, law enforcement agencies and medical examiner's offices is often used to make reports to DFPS that initiate an investigation into suspected abuse or neglect that may had led to a child fatality. Also, DFPS uses information gathered by law enforcement and medical examiner's offices to reach dispositions in the child fatalities investigated by DFPS. Other agencies, however, have different criteria for assessing and evaluating causes of death that may not be consistent with the child abuse/neglect definitions in the Texas Family Code and/or may not be interpreted or applied in the same manner as with DFPS. 2010-2014 Final Report and CAPTA Update Page 375 of 381 2010-2014 CFSP Final Report I. Statistical and Supporting Information iv. Education and Training Vouchers Education and Training Vouchers ►Describe the methods the state uses to operate the Education and Training Voucher program efficiently. Information includes involving youth and young adults in assessments, improvements, and evaluations of the Education and Training Voucher Program. Education and Training Voucher program operations are contracted to BCFS Health and Human Services for the FFY 2014-2019. BCFS Health and Human Services employs an Education and Training Voucher Program Director and four Education and Training Voucher staff members to assist DFPS staff and students in accessing the Education and Training Voucher program. The primary responsibility of BCFS Health and Human Services is to verify Education and Training Voucher eligibility, process applications and issue voucher payments to either the student or to vendors. Policies are continually fine-tuned with BCFS Health and Human Services and solutions for improvements are identified and discussed. The program continues to receive regular feedback and input from the Texas Statewide Youth Leadership Council, Education and Training Voucher participants, DFPS staff, providers, partners and other public and private organizations. DFPS Transitional Living Services staff and DFPS legal regularly submit questions to ACF for additional guidance on the Education and Training Voucher program. BCFS Health and Human Services provides information to students and providers on the Education and Training Voucher Program through their website at http://discoverbcfs.net/texasetv. They offer both paper and electronic versions of the Education and Training Voucher application on this website which further streamlines services for applicants. This webpage is linked with the Texas Youth Connection Web site which provides additional information about the Education and Training Voucher program and other educational resources such as the state college tuition and fee waiver, college housing information and information about two DFPS Scholarships. Both websites have links to the College For All Texans website which is sponsored by the Texas Higher Education Coordinating Board and offers information about paying for college, finding the right college, and college costs. BCFS Health and Human Services maintains and updates a toll-free number (1-877-268-4063) to provide information and answer questions about the Education and Training Voucher programs. BCFS Health and Human Services are not contracted to provide outreach and marketing services of the Education and Training Voucher program. Instead regional Youth Specialists and Preparation for Adult Living staff are providing these services as needed. DFPS will explore developing printed informational handouts and flyers about the Education and Training Voucher program for Youth Specialists, Preparation for 2010-2014 Final Report and CAPTA Update Page 376 of 381 Adult Living, Transition Centers and DFPS providers to be used for marketing and outreach purposes. DFPS will seek input from Youth Specialists and Youth Leadership Councils on the content arrangement and print style for the informational materials. Programmatic updates are provided at the Statewide Preparation for Adult Living meetings throughout the year and at Chafee funded College and Teen conferences and other events such as at the Education Reach for Texas conferences where youth, young adults, DFPS staff, providers, community partners and institutions of higher education are in attendance. The Education and Training Voucher state office program staff continue to work with DFPS Legal, Purchased Client Services and the Finance/Budget departments, the Texas Education Agency and the Texas Higher Education Coordinating Board to refine and streamline program operations, practices and policies and to promote the Education and Training Voucher program. The Education and Training Voucher program follows the federal fiscal year schedule and reports data including the unduplicated number of ETV's awarded for academic years (Fall to Summer) since the vouchers are primarily used during this time period and for the CB school year (July 1st to June 30th). This information is available from the BCFS Health and Human Services upon request. Each year the goal of the Education and Training Voucher program is to increase the number of students that can access these funds. DFPS will submit a legislative appropriations request to the 84th legislature requesting state funds to cover the administrative costs associated with operating the Education and Training Voucher. If approved, all budgeted Education and Training Voucher funds can be allocated to students. DFPS reports Education and Training Voucher services provided to youth and young adults to the National Youth in Transition Database each reporting period. Service data will be reviewed for continuous quality program improvement. ►Describe the methods the state will use to: (1) ensure that the total amount of educational assistance to a youth under this and any other federal assistance program does not exceed the total cost of attendance (as defined in section 472 of the Higher Education Act of 1965); and (2) to avoid duplication of benefits under this and any other federal or federally assisted benefit program. BCFS Health and Human Services, the Education and Training Voucher program provider ensures that educational assistance to students who have applied for the Education and Training Voucher program and other federal financial assistance do not exceed the total cost of attendance. A student must submit a budget worksheet, along with the school's financial aid award letter/notification or a school payment voucher indicating the amounts and sources of any financial aid (federal and state) the student is receiving for the academic year. This ensures that duplication of benefits is not occurring. All eligible students are required to submit a Free Application for Federal 2010-2014 Final Report and CAPTA Update Page 377 of 381 Assistance (FAFSA) to determine which federal student aid program the student may be eligible for. Students must submit a renewal FAFSA each year they enroll in school. In Texas, the state college tuition and fee waiver is factored into the costs of attendance. The Education and Training Voucher staff will use this information to calculate the amount of Education and Training Voucher funds the student is eligible for each academic or school program year. Collaborations with Tribes (section 477 (b)(3)(G) Preparation for Adult Living staff provide each Tribe with updated information about eligibility for benefits and services of the Preparation for Adult Living programs and the Education and Training Voucher program as needed and upon request. Meetings are coordinated with the Preparation for Adult Living staff. Attachment F Annual Reporting of Education and Training Vouchers Awarded Name of State: Final Number: Total ETVs Awarded Number of New ETVs 2012-2013 School Year (July 1, 2012 to June 30, 2013) 925 361 2013-2014 School Year* (July 1, 2013 to June 30, 2014) 1000 400 2010-2014 Final Report and CAPTA Update Page 378 of 381 2010-2014 CFSP Final Report I. Statistical and Supporting Information v. Inter-Country Adoptions Inter-Country Adoptions Children adopted from other countries who are reported to be abused and/or neglected are entitled to child abuse/neglect intake and investigation services. Private childplacing agencies provide adoption and post adoption services to families adopting children from other countries. Services that specifically target children adopted abroad are not being developed by DFPS. The DFPS reporting system enables DFPS to identify the number of children removed from their families that were previously adopted internationally. DFPS obtains social histories when children come into foster care and also documents information related to the agencies that handled the placement or adoption, the plans for the child, and, if the child was removed due to abuse and neglect, the reasons for that removal. This enables staff to report information on inter-country adoptions that disrupt or ended in dissolution, resulting in DFPS being named the child’s managing conservator. In FY 2013 there were eleven children who came into DFPS foster care as a result of a terminated inter-country adoption. Three of the adoptions were by private agencies, six were by DFPS and two were by unknown agencies. The removal reasons for the eleven children were as follows: • Four children were removed due to refusal to accept parental responsibility; • Two children were removed due to refusal to accept parental responsibility and abandonment; • Two children were removed due to physical abuse/risk; • One child was removed due to physical abuse/risk and emotional abuse/risk; • One child was removed due to neglectful supervision; and • One child came back into DFPS care due to DFPS taking joint-managing conservatorship of the child for the purpose of providing residential treatment services. The plans for the eleven children were as follows: • Had a plan of family reunification; • Had a plan of independent living; and • Had a plan of adoption. 2010-2014 Final Report and CAPTA Update Page 379 of 381 2010-2014 CFSP Final Report H. CAPTA State Plan Requirements and Update vi. CAPTA Annual State Data Report Citizen Review Teams are citizen-based panels established by Texas Family Code 261.312 to evaluate DFPS casework and decision making related to investigating and providing services to abused and neglected children. Membership includes community representatives and private citizens residing in the area for which the team is established. Each Citizen Review Team consists of a minimum of five members. Teams are organized at the regional level. There are currently nineteen Citizen Review Teams operating in Texas. Five of these teams are designated as Child Abuse Prevention Treatment Act (CAPTA) Teams: Edinburg (Region 11), Tarrant County (Region 3), Travis County (Region 7), Potter County (Region 1) and Harris County (Region 6). The five CAPTA teams are required to meet at least quarterly to address a wide range of CPS issues from intake to adoption, and must produce an annual report of their activities as part of the Title IV-B State Plan. Out of the nineteen Citizen Review Teams statewide, two teams (one each in Region 3 and 6) are focused on disproportionality issues. In August 2012, a consultant with the National Resource Center for Child Protective Services met with 14 coordinators of Citizen Review Teams. The group discussed the history of the Citizen Review Teams and also the findings from a survey of Citizen Review Team membership conducted by the resource center. During initial consultations and the onsite visit, one of the most significant challenges identified was that CPS was providing the Citizen Review Teams individual, anecdotal case data and while asking teams to make broad, systemic recommendations. Each of the teams was identifying cases at random and therefore the sample size for the anecdotal reviews was extremely small. During the site visit, a new proposed process was developed in order to enhance the Citizen Review Teams in Texas. More specifically, it was determined that the state would identify a critical systemic issue that all teams would focus on, and that we would provide data beyond case data. This would provide teams with a wide range of data from which to build their recommendations. FFY 2013 transitioned the teams from nonspecific cases to cases involving domestic violence. Teams were provided state and regional quantitative data comparing domestic violence cases that had reentry from those that did not in order to identify trends by age, ethnicity, income, and other variables. For FFY 2014, Citizen Review Teams will continue the focus on CPS cases that involve domestic violence in order to improve policy, practice and outcomes for such cases. Teams will be provided a pull of cases involving domestic violence from FY 2013. Teams will be provided training regarding domestic violence and resources, current 2010-2014 Final Report and CAPTA Update Page 380 of 381 domestic violence policies and will be engaged in recommending new domestic violence policies and collaboration with communities for awareness and prevention. 2010-2014 Final Report and CAPTA Update Page 381 of 381
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