Section I:CFSP Final ReportPDF Document

Transcription

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
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2010-2014 CFSP FINAL REPORT
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
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•
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
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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
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.
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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.
Action Steps:
Target
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.
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applicable):
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.
Action Steps:
Target
Status on Accomplishment / Progress made in the Revisions needed to reflect
Completion
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.
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
Completion
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
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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
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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.
Action Steps:
Target
Completion
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.
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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
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;
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•
•
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
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•
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
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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%
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•
•
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%
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•
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
Completion
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
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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
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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
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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
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
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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
Completion
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.
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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
Completion
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
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
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Action Steps:
Target
Completion
Date:
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:
Page 21 of 381
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.
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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
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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
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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
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
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%
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
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
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.
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
Completion
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
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.
Action Steps:
Target
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
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
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
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.
Page 32 of 381
Action Steps:
Target
Completion
Date:
objective:
applicable):
a. Obtain input from the
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
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
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
Date:
objective:
applicable):
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%
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•
The decreased average length of service measured from removal to adoption consummation.
FY 2012: 29.2 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).
•
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
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•
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
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.
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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.
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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
Completion
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
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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.
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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.
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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
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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
Date:
objective:
applicable):
Strategy 2.3e: Improve timeliness of finalizing adoptions.
Lead: Jillian Bonacquisti
Action Steps:
Target
Completion
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
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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
Completion
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
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
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.
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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
Completion
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
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.
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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
Date:
objective:
applicable):
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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.
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
Completion
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.
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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
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•
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.
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Both
Parents
704
611
640
658
689
Strategy 2.5a: Utilize family-centered strategies to achieve identified permanency goals.
Action Steps:
Target
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
Page 53 of 381
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;
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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
•
•
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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.
Action Steps:
Target
Completion
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.
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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
and Conservatorship
programs of CPS.
November 2013
Both the Fatherhood Specialist and the Parent Program Specialist Delete Action Step.
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
Completion
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
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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
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.
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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%
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•
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
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.
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.
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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.
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.
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Strategy 2.6b: Continue the delivery of transitional services for youth with disabilities.
Action Steps:
Target
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.
Page 65 of 381
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.
Action Steps:
Target
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.
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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
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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
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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
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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
Revisions needed to reflect change
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
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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
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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.
Action Steps:
Target
Completion
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
Completion
Date:
objective:
applicable):
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.
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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
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
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•
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
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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.
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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.
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Lead: Carol Self
Action Steps:
c. Implement and monitor
permanent managing
conservatorship to
permanency project.
Target
Completion
Date:
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.
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
Completion
Date:
objective:
applicable):
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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.
Action Steps:
Target
Completio past fiscal year toward meeting overall goal and
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
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.
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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
Completion
Date:
objective:
applicable):
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.
Action Steps:
Target
Date:
objective:
applicable):
a. Utilize feedback from the
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
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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
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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.
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Strategy 2.10b: Improve Family Based Safety Services Basic Skills Development.
Action Steps:
Target
Completion
Date:
objective:
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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.
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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
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
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
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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.
Action Steps:
Target
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
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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.
Action Steps:
Target
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
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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.
Action Steps:
Target
Date:
objective:
applicable):
Strategy 2.12c: Establish a statewide substance abuse workgroup to enhance staff recognition of substance abuse issues.
Lead: Milton Ayala
Action Steps:
Target
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
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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.
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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
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.
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
Completion
Date:
objective:
applicable):
Strategy 3.1c: Provide childcare services to eligible children as appropriated and funding allows.
Action Steps:
Target
Date:
objective:
applicable):
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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.
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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
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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
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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
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
Completion
past fiscal year toward meeting overall goal and change in circumstances (if
Date:
objective:
applicable):
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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
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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
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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
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
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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
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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.
Action Steps:
Target
Completion
Date:
objective:
applicable):
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
Date:
objective:
applicable):
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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
Children in Texas by staff.
Ongoing
c. Continue to identify and
implement improvements to
the Information Management
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.
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Change Lead to Jonathan Collins.
d. Identify and implement
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
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
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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
Completion
Date:
objective:
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applicable):
Action Steps:
Target
Completion
Date:
objective:
applicable):
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
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
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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
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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
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.
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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.
Action Steps:
Target
Date:
objective:
All action steps for this strategy are complete.
applicable):
Strategy 3.6b: Utilize interagency involvement to improve work with incarcerated parents involved with CPS.
Action Steps:
Target
Completion
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.
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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.
Action Steps:
Target
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.
Action Steps:
Target
Completion
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.
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to discuss methods to
enhance CPS service
delivery practices.
b. Assist regional staff to
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
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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.
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Action Steps:
Target
Completion
Date:
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.
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.
Action Steps:
Target
Completion
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.
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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.
Action Steps:
Target
Completion
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
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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.
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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.
Action Steps:
Target
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
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.
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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
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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
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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.
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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
Completion
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
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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
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
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.
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.
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.
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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
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.
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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
Completion
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.
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.
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
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
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
Completion
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.
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.
Action Steps:
Target
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.
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
Completion
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.
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.
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
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.
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.
Action Steps:
Target
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.
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.
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.
Action Steps:
Target
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
Page 132 of 381
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
Completion
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
Page 133 of 381
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.
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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
Completion
Date:
objective:
applicable):
Strategy 6.1b: AFDC Income Assistance Unit/AFDC Certified Group
Lead: Josie Aguilar
Action Steps:
Target
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.
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applicable):
underemployed or
unemployed parent’s income.
Strategy 6.1c: AFDC Home of Removal
Lead: Josie Aguilar
Action Steps:
Target
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
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
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.
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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
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.
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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
Completion
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
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-
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.
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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.
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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
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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.
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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
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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.
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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.
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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
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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
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•
•
•
•
•
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
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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
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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
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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.
were in the child's residence.
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.
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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
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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.
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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.
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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.
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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,
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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,
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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
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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.
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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.
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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
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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.
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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:
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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
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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
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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.
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•
•
•
•
•
•
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
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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
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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
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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
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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
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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.
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•
•
•
•
•
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
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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
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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.
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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
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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.
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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
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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.
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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
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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
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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
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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
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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.
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•
•
•
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.
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•
•
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.
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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.
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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.
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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
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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.
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
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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.
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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.
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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
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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.
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
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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
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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
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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.
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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.
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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.
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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.
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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
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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.
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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.
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•
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
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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.
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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.
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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
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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
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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.
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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.
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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.
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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.
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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.
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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
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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
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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.
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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
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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.
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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.
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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.
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Strategy 4.2c: Collaborate on a state and regional level with other state agencies,
including Health and Human Services Commission, Department of State Health
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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
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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.
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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.
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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
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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
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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
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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
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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.
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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.
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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.
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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:
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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.
•
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.
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•
•
•
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.
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•
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 %
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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.
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•
•
•
•
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
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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.
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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
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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
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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
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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
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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
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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
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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.
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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
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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
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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.
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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.
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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
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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
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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
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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
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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
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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,
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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
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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
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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
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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.
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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
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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:
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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.
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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,
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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.
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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.
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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
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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
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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
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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,
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•
•
•
•
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
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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
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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
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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
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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.
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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.
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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.
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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
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.
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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
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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
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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.
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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.
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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
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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
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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.
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DFPS works with the designated Indian Child Welfare Worker, employed by the Tribe,
to ensure that:
•
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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.
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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.
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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:
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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.
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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.
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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
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:
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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.
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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.
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
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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
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
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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
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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:
FFY 2012:
• 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:
• Adoption Purchased Services - AIPP funded payments to contracted child
placing agencies to conduct adoption recruitment, screening, home studies,
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•
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.
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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.
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i. CAPTA Coordinator
The name, address and fax number of the applicant agency.
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
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
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.
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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.
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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.
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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.
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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
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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;
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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.
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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
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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
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
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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.
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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
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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;
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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
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.
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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
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.
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•
•
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.
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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.
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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.
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.
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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
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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 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
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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
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•
•
•
•
•
•
•
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.
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•
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 2012: 2,623 African-American children
• August 2013: 2, 424 African American children
• August 2008: 657 African American foster and
adoptive homes
adoptive homes
adoptive homes
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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
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.
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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.
The Education Project responds to priorities (3), (7), (9a and b), and (13) of the Child
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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.
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•
•
•
•
•
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.
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•
•
•
•
•
•
•
•
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
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•
•
•
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;
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
•
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.
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•
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.
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
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•
•
•
•
•
•
•
•
•
•
•
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.
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;
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•
•
•
•
•
•
•
•
•
•
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 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
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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
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
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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
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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
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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
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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.
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
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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.
and DFPS are currently in the 6 month start-up phase which focuses on readiness
activities.
the state.
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Proposals
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
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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,
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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
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•
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
Travel
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
Travel
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
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3) Children with Disabilities Project
The Children with Disabilities Project responds to priorities (7), (9 a and b) and (13) of
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;
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•
•
•
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.
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Budget
1 Full Time Employee Developmental Disabilities Program
Specialist (state office)
Salary
Fringe
Travel
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
Travel
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
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The Education Project responds to priorities (3), (7), (9a and b), and (13) of the Child
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
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•
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
Travel
1% ERS contribution
$51,949
$ 9,599
$
0
$ 300
$ 6,500
$ 260
$ 519
Grand Total
$69,127
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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;
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•
•
•
•
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.
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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
Page 347 of 381
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.
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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
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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
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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
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 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
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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
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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
$ 3,544
Travel
$ 12,191
$ 6,500
$ 1,006
1% ERS Contribution
$ 2,012
Grand Total
$277,466
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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.
and DFPS are currently in the six-month start-up phase focusing on readiness activities.
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
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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
$ 1,680
Travel
$ 3,457
$ 6,500
$ 292
1% ERS Contribution
$ 584
Subtotal
$87,212
2 Full-time Foster Care Administrator FTEs
Salary
Fringe
Travel
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
Travel
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
Travel
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
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$25,297
Consultant resources for support and evaluation
Grand Total
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
87075
$217,614
3, 11
3) Children with Disabilities
87074
$516,547
7, 9a&b, 13
87076
$69,127
3, 7, 9a&b, 13
5) Texas Council of
Child Welfare Boards
87070
$25,608
11
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
87088
$639,439
3, 11, 13
Total:
$2,161,028
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/.
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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.
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
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
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.
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
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.
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.
Page 364 of 381
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.
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.
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• 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.
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.
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
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%
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
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
Gender
Female
Male
Female
Page 371 of 381
Percent
89.3%
10.7%
88.8%
Stage
Conservatorship
Conservatorship
Conservatorship
Conservatorship
Conservatorship
Male
Ethnicity
African
American
Anglo
Asian
Hispanic
Native
American
African
American
Anglo
Asian
Hispanic
Native
American
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
*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.
Page 373 of 381
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.
Page 374 of 381
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.
Page 375 of 381
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
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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
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
Page 378 of 381
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.
Page 379 of 381
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
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.
Page 381 of 381

Section I:CFSP Final ReportPDF Document

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