SYSTEMIC FACTORS

MANAGEMENT INFORMATION SYSTEMS

Full Utilization

Orange County is fully utilizing CWS/CMS at this time. Social work, clerical and public health nursing staff all have responsibility for data entry, with the assigned social worker responsible to ensure that all mandated data entry is completed.

Data Integrity

The Orange County CFS Self Evaluation Team (SET) has identified several areas in CWS/CMS where data cleanup is needed. Increased accuracy and timeliness of data entry in these areas in the future will result in a more accurate portrayal of case management activities. These areas include:

A PowerPoint presentation highlighting these training issues and the relevance of accurate and timely data entry has been completed, and on-going training in these areas is being provided by Training and Career Development staff for each case-carrying department.

Staff from Program Development, Quality Development, the Reporting Unit, the Social Services Agency Research Unit, and the Self Evaluation Team continue to identify needs for improved utilization and quality control monitoring.

Technical Support

Two units work as Site Support liaisons in Orange County, providing support to all CFS users working with various applications, including CWS/CMS, Word, Excel, Access, Power Point and Outlook. This group consists of 2 supervisors, 4 social workers (recently reduced to 2 due to budget constraints) and 15 technical staff. Site Support staff are available to provide technical assistance with printers, data backups, CWS/CMS and Word issues, and they also support multiple custom databases and work with the Social Services Agency Information Technology Department regarding network access issues. In addition they provide training to staff regarding CWS/CMS, Word, Windows and Outlook.

Monitoring tools

To monitor case management activities and data entry, managers review Business Objects and other reports regarding Orange County's CWS/CMS data on a regular basis. These reports address specific areas of CWS/CMS utilization and/or Division 31 requirements. The reports usually drill down to the case level, and are shared with supervisory and line staff as well. The reports enable managers and supervisors to identify areas of CWS/CMS data entry where training and clean up are required.

Business Objects reports are provided to managers and supervisors to track accuracy and timeliness of data entry. These reports monitor numerous areas of CWS/CMS including referral response timeliness, monthly social worker contacts, Health and Education data entry, referral closures, Relative/NREFM Reassessments due, and others.

Safe Measures is a desktop tool available to supervisors and managers to monitor CWS/CMS caseload management.

Orange County also receives a weekly extract from CWS/CMS that is housed in the Orange County Data Warehouse and is used to generate various reports using the ad hoc reporting tool Discoverer. Other databases also reside in the warehouse and consequently reports utilizing data from multiple systems can be generated. One example is a "Mutual Client Report." Production of this report on a regular basis enables staff from both Children and Family Services and Family Self Sufficiency to identify mutual clients towards the goal of providing coordinated case management services. This report is completed by matching data from two databases in the OC Data Warehouse - CWS/CMS and CDS-GIS-TOA (which contains the Family Self Sufficiency data). As yet, this cannot all be done using Oracle Discoverer, so the components from each database are matched using SPSS (Statistical Package for the Social Sciences).

Please see Attachment III for further information regarding databases used in Orange County.

Strengths

· CWS/CMS organizes a tremendous amount of relevant information, making it available for case planning purposes, and also for data collection and queries.

· Case information from other California counties is available through CWS/CMS.

· The Health and Education Passport (HEP), when completed, provides a summary of critical health and education information.

Needs and suggested actions

· More complete, up to date and accurate data entry to HEP, and other portions of CWS/CMS.

· Improved/refined query methods.

· Improved data entry knowledge and skills for staff (staff report feeling overwhelmed by needed knowledge base, as well as time taken for data entry).

· Improved method to record substance information in a mandated field where it can be queried.

· Increase tie-in to other state-wide databases, e.g. CalWIN and the new California Education database.

· Provide mechanism for service providers to input directly into CWS/CMS, resulting in increased information sharing between professionals, more complete records and reduced data entry demands for CFS staff.

CASE REVIEW SYSTEM

The Structure and Relationship of Orange County Juvenile Dependency Court

The Orange County Juvenile Dependency Court consists of 6 courtrooms. Three of the courtrooms are assigned judges and 3 are assigned commissioners. One or two county counsels are assigned to each courtroom to represent CFS. A court officer (non-case carrying senior social worker) is also assigned by CFS to each courtroom to support the case-carrying social worker and facilitate the flow of information and paperwork for each case.

Interactions between CFS staff, representing attorneys and bench officers are at times positive in their ability to negotiate effective case dispositions and planning for children and families. Examples include:

· Negotiations between attorneys, court, family, and social workers often occur, and at times facilitate resolution.

· Communication between the bench officers and the assigned SSW Facilitated by Court Officers.

· Positive communication between the Court and petition writers and dependency investigations staff, enhancing child safety and services to families.

Despite these positive examples, overall the culture of the Orange County Juvenile Court continues to be adversarial. Various stakeholders involved with the court frequently express their perception that the court utilizes tactics and attitudes more often associated with criminal proceedings than dependency court. Social work staff and supervisors report added stress and burnout because of treatment in court that is perceived to be disrespectful and nonprofessional. Consequently, social workers are reluctant to work in programs requiring intensive contact with the Court. Other professionals providing services to the family express similar concerns regarding the juvenile court environment.

CFS administration, management and staff have maintained on-going efforts to improve the relationship between CFS and Judicial staff. These efforts have included:

· Arranged meetings with CFS staff, County Counsel, representing attorneys and bench officers to discuss unresolved issues, and to provide training regarding court procedures.

· Open forums between the Presiding Judge and CFS staff on two occasions, and a forum for the Presiding Judge and foster parents on one occasion. At these forums the Presiding Judge and bench officers have communicated that a collaborative relationship is not consistent with their judicial role. As a result, CFS staff and foster parents have felt marginalized in their roles with dependent children and their families.

Unfortunately these attempts to rectify the situation have not been effective. CFS staff, attorneys and other professionals have indicated a need for increased professionalism and respect among all participants, including a respectful, strength-based attitude towards parents. Additionally, the need for cross-training for CFS staff, attorneys and bench officers that would increase understanding of legal and clinical issues, and reinforce commonality through the shared goal of child protection and services to family is indicated.

Probation

For those minors who come before the court under 602 WIC (delinquency) authority versus dependency, placement hearings are conducted in the delinquency courts. Overall, Probation does not find that matters related to placement take on the adversarial nature of criminal proceedings. However, it is a continual education process to remind the bench officers and the Public Defender's office that the court should not order minors to be placed under foster care in order to access a particular program. Additionally, it is necessary to remind the court that probation does not place minors in unlicensed group homes.

Probation stakeholder feedback regarding relationships within the judicial system: "Overall, I feel that the Probation Department's Placement unit is doing great work. We appreciate your willingness to meet and discuss how it functions and why. We have always maintained a great working relationship, even though at times we may not agree on how a minor's case should be handled. As the attorney for the minors, I have tried to share my concerns. I am glad that you have sought my input, I hope that some of my comments will cause some thought and bring up areas for possible review and revision if your department feels that they are in the best interests of the minors."

Appeals

Stakeholder feedback indicates that Orange County has a very active appellate court. This tends to set the standard for judicial practice. The high volume of accepted appeals, and the activities and rulings of the Appellate Court result in a cautious judicial environment, multiple continuances and an ultimate delay in permanency rulings.

Continuances

Continuances are cited as an issue for Orange County Juvenile Court by CFS staff, as well as other professionals involved in court cases. Continuances that are used to buy time for impacted court calendars, or for attorneys to see their clients and finish their investigations are most often cited as abuse of the continuance process. Potential adverse results of multiple continuances include delayed time to reunification and adoption, as well as complications in providing continuing services for parents who are CalWORKs recipients.

Termination of Parental Rights

CFS staff report that recommendations for termination of parental rights often go smoothly when the established policies and procedures are followed. However, complications with this process often occur as a result of some of the following unresolved issues:

· At the .26 hearing, there are often continuances which are based on concerns of appeals (alleged father needs notice, lack of transportation for incarcerated parents, notice issues, ICWA problems). These continuances can occur for up to a year.

· A current trend of the Court is to terminate FR services, but at the same time, authorize/order funding for continued services.

· A court environment that is often perceived as hostile and inconsistent adversely affects staff's ability to approach termination of rights and timely permanency for children in an effective manner.

· CFS perceives the Orange County judicial system as being unwilling to terminate parents' rights unless an adoptive home has been found. If a child is considered to be difficult to place, there are concerns that the child will become a "legal orphan."

Termination of Parental Rights-Probation

In regard to permanency planning, due to the age of our population (near emancipation) and the types of behavior they display (out of control, substance abuse, sex offender, emotionally disturbed), often emancipation becomes the permanent plan for our minors. Due to these behaviors, minors are often referred to Level 12 group homes in order to address their behavior. Unfortunately, minors often AWOL from placement or fail to follow program rules and are subsequently terminated. Parents, relatives, and non-relative extended family members often make the minor completing a program mandatory before they will allow the minor to return home. Unfortunately, adoption/legal guardianship opportunities for our minors are not feasible due to the behavioral, mental and emotional make up of this teenage population.

Once again, due to the age group of Probation's Placement population, terminating parental rights would not be in the minor's best interest. While the parents of a majority of our minors are inconsistent with contact and visitation, minors are not willing to have the parents rights terminated. In addition, due to the minor's age and delinquency, guardianship/adoption is not a viable option and would leave the minor a legal orphan.

Probation-Court Structure/relationship

Overall, the Court's response to Probation Placement cases is supportive. The Court does schedule frequent progress reviews in addition to six-month reviews in order to stay informed regarding minors' progress.

In as much as most probation minors have Juvenile Justice considerations in conjunction with child welfare concerns when they receive a placement order it is rare that termination of parental rights is a consideration.

Timely Notification of Hearings

Notice of Hearing to tribes, pre-adoptive parents and relative caregivers

CFS staff and stakeholder input, including input from bench officers, attorneys and clients, indicate that notices of hearing are generally received in a timely manner, with the following exceptions:

Caregivers Feedback to Court

The Notice of Hearing sent to all caregivers prior to each hearing provides an opportunity for the caregiver to agree or disagree with the CFS recommendation and to provide information and feedback to the Court. Additionally, caregivers may apply to the court for defacto parent status, which would entitle them to receive court reports and participate in court hearings. Unfortunately, many caregivers appear to be unaware or unclear about this process. In a March, 2004 survey of foster parents and relative/NREFM caregivers, only 46% of the relative/NREFM caregivers and 58% of the licensed foster parents indicated that they knew how to provide input to the Court for hearings.

Feedback from staff and stakeholders did not indicate an issue with children and youth receiving notices of hearings. However, current and emancipated youth and youth advocates consistently report that youth are confused and intimidated by court processes. Youth express a fear of talking in front of parents, and sometimes even their current caregivers regarding safety issues, as well as their feelings about their family's situation, reunification, and other issues. Youth have expressed a desire to meet more often with judges in chambers, and to have an advocate (or attorney) attend court with them so that the process can be explained. When youth talk about having an attorney assigned to them, they often state that the attorney did not help them understand what was happening in Court.

Probation-Timely Notification of Hearings

The parents are notified of the minor's next review hearing in a letter that accompanies a copy of the minor's case plan, approximately one month prior to the court date. Further, the court date is also contained within the case plan. If the parent/caregiver chooses to appear in court they will be told the date of the next hearing. The court does not send out a notice for six month reviews.

Probation stakeholder feedback indicates: "One of my concerns over the past few years and in light of consideration which was given to proposed California Rule of Court 1479. In that rule, (which wasn't actually adopted) the attorney for the minor will be asked to continue to play an `active' role in the post-dispositional delivery of services to a minor. Once again, my concerns with our juvenile justice system, are that we (the Orange County Juvenile Justice SYSTEM, handles a minor's case, send him into placement and then by statute we review his/her case at the 6, 12 and 18 month dates. While changes have been made to inform a minor that they may make a statement to the court through the PO writing the report, I feel that we should transport the minor to court for these proceedings. My concerns hinge once again on the theory that the system should be more involved in a minor's progress while on probation and especially so while in placement as we are their `family.' The system should involve the minor and pay greater attention to the minor and his/her needs. WE merely should not just `submit on the report' in court. Perhaps the court, minor's counsel and the probation department should have a more `collaborative' approach in choosing the most appropriate setting for a minor. This could be done as part of the dispositional plan as placement is being considered as an option in the minor's rehabilitation."

"While I am on the subject of a minor's comments in a periodic review or placement review report, I recently noticed that reports do not seem to be `original.' By this I mean that I have read reports which are almost a verbatim recitation of the LAST report written. There are some sentences which add additional information, but I am concerned that once again, it is easier to change a sentence or two and not rewrite the report from the beginning. I am also keenly aware of current budgetary issues not only to the probation department but to the system as a whole. It again just seems that we are too comfortable in taking shortcuts when dealing with our children."

General Case Planning and Review

Case plan development and engagement of parents and youth

Individualized case plans are created for each family at the time of initial provision of services (both voluntary and court-mandated), and are updated at least every 6 months throughout the period of service. The SDM Family Strengths and Needs Assessment is completed prior to development of the case plan, and information from this assessment is utilized for case plan development. Staff meet with parents to consult regarding strengths, needs and concerns, and discuss relevant services. Parents and children review the case plan, and signatures are obtained, when possible. Agreement with the case plan and willingness to authorize the services through their signature is required for parents to receive voluntary family maintenance services.

On-going case plans are reviewed with parents during monthly contacts, and case plans and services may be updated, as needed. Information received from the parents, youth, care providers and service providers is used to update case plans. Input from caregivers on case planning is discussed and documented in the Case Management Section of the Court Report. Behavioral goals for youth are often included in case plans, with discussion of progress completed during monthly social worker visits.

Other methods that facilitate engagement of parents, youth and children in case planning include:

· Team Decision Making

· Family Group Decision Making

· Wraparound-Develops the Plan of Care

· Permanency Planning Mediation (PPM) allows for caregivers, parents and youth to provide input regarding post adoption agreements.

· Emancipation Planning Conferences

· Development of the Transitional Independent Living Plan (TILP)

· Coordinated case planning for CFS and CalWORKs mutual clients facilitates engagement of family, CFS staff and CalWORKs staff. This decreases case plans that overlap and contradict each other, and supports effective use of resources.

· Coordination meetings between Continuing Programs and Investigations, and between Continuing Programs and Adoptions, have been established to support appropriate service delivery to families throughout the CFS system.

· Public Health Nurses interact with youth and families around case planning for health needs.

· Adoption Focus Unit staff work with pre-adoptive parents to form case plan activities that will facilitate timely adoption finalization.

Needs and Suggested Actions

Although staff and stakeholders indicate a marked improvement in and increased focus on family-engaged case planning (e.g. Wraparound and Family to Family), there is room for growth in this area. Unresolved issues and suggested actions in the area of case planning include:

· Stakeholder feedback indicates that parents are given too many case plan activities to complete, jeopardizing their ability to successfully complete the requirements.

· Goals need to be structured with short-term, prioritized time lines.

· Case Plans are fully documented in CWS/CMS, providing a permanent, electronic record of the case plan. However, unresolved issues include:

· Case Plan effective date-Division 31 states the effective date is when the supervisor signs the case plan. To make this happen in CWS/CMS requires careful dating and/or backdating by the sending social worker and approving supervisor-the process has not readily converted from paper to the computer. Also, the 6-month time line requires an effective date that is often prior to the Court ordering the case plan.

· The CWS/CMS template for the case plan does not readily support an individualized, collaborative case planning process, but may encourage the production of generic, "boiler plate" case plans.

· Laptops are needed to support development of case plans in the field, encouraging active parent and youth participation in the process (rather than the Social Worker creating the Case Plan in the office).

· Engagement of families in case planning in a strength based, respectful manner is inconsistent between social workers. CFS staff need additional training and supervision in engaging families in the process of writing individualized case plans that are based on the family's strengths and needs.

· Juvenile Court issues:

· Parents' attorneys don't always support case plan implementation with clients.

· Incarcerated parents:

· Educational information and planning needs to be included in court reports and case plans, particularly for special needs children, school readiness issues and emancipation issues. These issues will be addressed as Orange County CFS moves forwards in implementing AB 490.

· Increased collaboration with Family Resource Centers as the neutral go-between may support engagement of parents in case planning, and to support families in completing their case plan goals and activities.

Fairness and equity issues in case planning

· When appropriate, case plans can be formatted in Spanish, however the individualized content is in English. Other languages are not available at all.

· Bilingual SSWs are assigned cases with language needs. However, the caseloads for bilingual/bicultural staff are very high

· CFS contracts with outside agencies to provide translation services for special language needs.

· All staff are required to attend formal Cultural Diversity training.

· All parents are provided Civil Rights information when provided with initial services.

· The SSA Administration's Program Integrity Department is in place to assist clients who feel that they have been treated unfairly.

Probation-Parent-Child-Youth Participation in Case Planning

Within 30 days of a minor receiving a placement order, the assigned Probation Placement Officer will complete a case plan with the minor. The Probation Officer discusses the minor's goals, identifies the areas the minor needs to focus, and addresses the overall plan for the minor to follow in order to succeed. The Probation Officer meets with the minor a minimum of one time a month and continues to encourage the minor to do well both within the placement and school setting. Every six months the Probation Officer prepares a case plan and evaluates the minor's currents needs and goals.

In regard to parents, increased efforts have been made to encourage parents to meet with the Probation Officer to discuss the minor's case plan. Unfortunately, most of the placement minors' parents are either minimally involved, incarcerated, deceased, or their whereabouts unknown. Further, many of the parents are not interested in having their teenager returned home due to the minor's out of control behavior.

The Probation Placement population is comprised of approximately 30% of sex offenders. Further, 30% of the caseload have been prior dependent wards. In addition, a large part of the population suffers from mental and behavioral issues, including: ADHD, ADD, Oppositional Defiant Disorder, depression, bipolar disorder, suicidal tendencies, self-injurious behavior, aggressive/assaultive, sex offender, victim of sexual abuse, substance abuse and various stages of psychosis (often drug induced). At the same time, many minors do not wish to reunify with their parents due to the parent's mental illness, drug use, etc. In summary, the Probation placement minors often have a goal of emancipation and the parents are often minimally involved.

Probation stakeholder feedback regarding involvement of families in the reunification process: "Families are given every opportunity to participate in the reunification process. The probation officer has on-going communication with the families when reunification is appropriate. Orange County Probation is good about including families in all aspects of treatment and the reunification process."

Permanency Hearings

CFS policy and procedures are established as follows:

Concurrent Planning

In Orange County, concurrent planning begins at removal through the identification of relative/NREFMs, and an explanation of the reunification process to parents and potential caregivers. Additional policies and practices that support concurrent planning are as follows:

· Orange County has 9 Concurrent Planning (CP) social workers.

· The Dependency Investigations social worker meets with every available parent to discuss concurrent planning and to explain the processes of reunification, concurrent planning and relinquishment.

· The Dependency Investigations social worker completes a Prognosis for Reunification Assessment tool for every child with a reunification service plan.

· If the prognosis for reunification is poor, a Permanency Planning Assessment referral is completed:

· Concurrent planning is addressed in every court report when reunification services are in process.

· When no reunification services are offered, or when reunification is terminated, the case is referred immediately to the Adoptions Program.

· Continuing social workers complete a Permanent Placement Assessment 90 days prior to scheduling a permanency hearing.

Reunification Support

Intensive support services are available for birth parents to support early reunification, when possible:

· Birth parents are provided referrals for services from the time of the initial emergency response contact with the family.

· Full implementation of Team Decision Making (TDM), anticipated to be completed by the end of 2004, will mandate a TDM meeting for every child coming into custody. Strengths, needs and concerns will be identified for the family as a part of the meeting process, and service referrals will be provided. The TDM meetings will occur within one working day of the initial removal of the child.

· When appropriate, children are able to return home prior to the dispositional hearing under supervision by the Conditional Release Intensive Services Program (CRISP). CRISP social workers provide intensive supervision and services for birth families to maintain children safely in their home while parents work to strengthen their family and increase their ability to provide safe, appropriate parenting.

Support for Caregivers

When children are unable to return home quickly, intensive efforts are made to place them with relatives or non-related extended family members. When that is not possible, children are placed in foster homes, or group homes, according to their needs. In order to prepare relative, non-relative and other caregivers for the emotional and practical challenges of concurrent planning, specific recruitment, training and support is provided:

· Concurrent Planning families attend an information class, an Adoption Orientation, and seven core classes that address child abuse, juvenile court, grief, loss, attachment, discipline, placement, working with the birth family, culture, resources, teamwork, health, and drug exposed infants. Orange County Social Services Agency contracts with Kinship Center to provide a series of six classes on parenting special needs children. They also provide in office counseling for families to address issues related to adoption. SSA contracts with Holy Family to provide in home counseling services to families to support the adoptive placement. The contracted services are available to all potential adoptive families, including relatives.

· CFS provides a foster/kinship liaison and a unit of Support Services Workers who directly support the families and offer support groups. The Foster and Adoptive Recruitment TEAM recruits county families. Some of the other available support services include: Foster Family Support Services provided by Concept 7, respite care, Joseph's Hope preschool, YMCA ARK services for abused children, and Suddenly Parents Program.

Staff Communication

To facilitate communication and common goals between the case carrying social worker and concurrent planning and adoptive workers, regular, collaborative case staffings begin early in the case (e.g., prior to the Dispositional hearing, every three months for children under 3, and 6 months for those over 3 years). Specific procedures include:

· The Concurrent Planning worker and the Court Investigations worker collaborate closely during the jurisdictional and dispositional period of the case. The CP worker keeps the case open for three to six months to transition the case to the continuing social worker and to follow the progress of reunification and assist with concurrent planning. Formal staffings are scheduled when there is an identified need or concern.

· Non reunification cases are carried in the Adoptions program to facilitate permanency planning.

· A Permanency Planning Assessment is completed under the following circumstances:

Additionally, sixteen private agencies within Orange county work with the CFS Adoption Program to help recruit, train and complete home studies for concurrent planning families, and to assist in finding homes for children who are difficult to place.

Concurrent planning supported through inter-Agency agreements

· The Orange County CFS Adoptions Program and 16 private adoption agencies have formed the Adoption Consortium to support concurrent planning. Many of the private agencies have an MOU with the county regarding the placement of children in concurrent planning homes that are recruited, trained, and home studied by the private agencies.

· The private agencies also complete many of the caretaker home studies through the Private Agency Reimbursement Program.

· The Consortium meets bimonthly to discuss issues, share information, provide training, and resolve problems.

· CFS contracts with private agencies through the Bridge Builders program to provide education and in office and in home counseling to adoptive families.

General Case Planning and Review--Probation

In order to ensure that a case plan is prepared every six months, Probation Placement Officers are required to prepare a case plan prior to the six-month placement review hearings. The case plan is submitted to the supervisor, along with the court report, ILP (when appropriate) and required Probation semi-annual paperwork. The Probation Placement Unit currently utilizes the suggested case plan offered in the June 2002, Division 31 Training Manual.

Probation Placement Officers review minute orders to ensure that a six-month placement review was calendared. At this time, the process of maintaining court dates within each caseload is done by hand. Once our new Placement Management System is installed, court report calendars will be automated.

Termination of Parental Rights

When it becomes apparent that a parent is not willing or able to successfully complete his or her case plan activities and ameliorate the child welfare concerns, permanency options are put in place. This may include a recommendation to terminate parental rights, if appropriate. If termination of rights is not appropriate, or not in the child's best interest, the reasons for not making this recommendation are documented in CWS/CMS and in the Court report.

If the original prognosis for reunification was poor, and the child was initially assessed as adoptable, the child was placed in either a relative/NREFM home, or a concurrent planning home. Adoptions staff continues to work with the caregiver to facilitate adoption.

If a child was not initially placed in a Concurrent Planning home, 90 days prior to the hearing in which a permanent plan will be recommended, a Permanent Placement Assessment referral is completed and sent to the Adoptions Program. Adoptions staff will then assess the child for adoptability, and begin a search for a suitable adoptive home for the child.

Documentation of compelling reasons for not pursuing adoption or TPR and how this documentation is ensured.

When a child must have a permanent plan, the goal is to provide the most permanent plan for the child based on the child's age, situation and needs. When the prognosis for reunification is poor, or when reunification has failed, each child is assessed for adoptability. For a young child, adoption is the favored plan and any recommendation other than adoption would require compelling information that the alternate plan is in the child's best interest. If the child is considered to be adoptable, and other factors are favorable, termination of parental rights is recommended. If termination of parental rights is not feasible, compelling reasons for not recommending termination are documented in the appropriate court reports. When parental rights are not terminated, the feasibility of the permanent plan is re-evaluated every 6 months.

FOSTER/ADOPTIVE PARENT LICENSING, RECRUITMENT AND RETENTION

General licensing, recruitment and retention

Foster Home Licensing in Orange County

Orange County Department of Social Services' Children and Family Services is an authorized foster home licensing agency for the California Department of Social Services' Community Care Licensing Division. CFS is responsible for all licensing functions within the County of Orange, including processing licensing applications, conducting annual on-site visits and conducting complaint investigations.

Relative/NREFM Approval Process

Orange County CFS assesses all potential relative/NREFM caregivers for dependent children, applying the same health and safety standards required for foster home licensure. To complete this assessment process, the following procedure is followed:

· All caregivers, caregivers' partners, other adults in the home and other adults having consistent, on-going contact with the child are cleared for child abuse and criminal histories. These clearances are completed through live scan fingerprinting, and include results from the Child Abuse Central Index, the California State Department of Justice, and the Federal Bureau of Investigations. Additionally, a search of CWS/CMS is completed.

· The home and grounds of all potential relative/NREFM caregivers are assessed for health and safety issues, following criteria specified by the California Department of Social Services.

· All caregivers are assessed for their willingness and ability to provide care for the child, including the child's special needs. The child's personal rights are explained to the potential caregiver, and agreement is obtained regarding the care of the child before a caregiver is approved.

· All State-mandated documentation of the assessment process described above is documented in hard copy and on CWS/CMS, utilizing the State-mandated forms.

Recruitment of diverse foster homes

Traditionally, foster care recruitment, training and support activities in Orange County have been conducted in both English and Spanish. Recruitment activities have been completed through radio and television announcements, newspaper articles, and community efforts. More recently, analysis of relevant data that will provide information regarding the individual racial and ethnic identity, as well as the city of origin of children in care has been completed. An understanding of the identity and needs of the children in care provides guidance for current and future targeted recruitment efforts.

Recent steps to implement key strategies of the Family to Family Initiative, including Recruitment, Training and Support as well as Building Community Partnerships will establish a broader base for caregiver recruitment. Additionally, the implementation of Team Decision Making across all key decision points in a child's case will involve caregivers as essential members of the team, assuring a place for them to be heard, and a method of responding to needs and concerns.

Orange County CFS' recent finalization of a coordinated procedure for the identification, assessment and approval of relative/NREFM caregivers will support efforts to recruit and retain caregivers who provide a racial, ethnic and cultural match for children in care, while preserving the child's primary connections.

Cross-Jurisdictional Resources

Homes studies for prospective foster and adoptive homes within Orange County and counties contiguous to Orange County are completed by Orange County CFS Adoptions Program staff. Home studies for families living in non-contiguous counties and other states are completed by the child welfare agency responsible for adoptions in that constituency.

The Orange County Adoptions Consortium, a public-private consortium of 16 private adoptions agencies and Orange County CFS Adoptions Program meets bi-monthly to discuss possible adoptive placements for children who are difficult to place. Home studies for caregivers wishing to adopt are often completed by these private agencies. The private agencies are reimbursed by the State through the Private Agency Reimbursement Program (PARP). Additionally, the agencies provide potential adoptive families to CFS for adoptive matching of dependent children. This increases outreach to our of County homes for prospective adoptions.

Across states, nationwide searches for placement resources outside CA for children have been completed on a case by case basis. Confidentiality issues have resulted in the need for Court authorization before a child can be listed on a nation-wide search such as "Adopt America."

Needed Placement resources

Increased placement resources are needed for:

· Adolescents

· Adolescent mothers with their children

· Children with severe behavioral and mental health issues

· Sibling sets

· Hispanic and Vietnamese children

· All placement types, within Orange County Emergency placements

· Situations involving risk factors associated with the birth parents exhibiting difficult or dangerous behavior

Probation-General Licensing, Recruitment and Retention

The Placement Unit has implemented a formal process for conducting relative and non-relative extended family member approvals. At this time, the Placement Unit is able to comply with the steps necessary for approving the caretaker and home in accordance with AB1695 guidelines without any deterrents.

At this time, the Probation Department does not publicly advertise for the recruitment of foster parents, with the exception of information provided at the Orange County Fair through the Probation Department booth. In that there is a small number of minors within the Placement Unit, the number of minors that would be appropriate for foster care is very limited, and there are few families that are willing to work with minors that have criminal and other significant issues, there is a minimal need for foster homes. Further, nearly all foster families come forward as the result of wanting to become a foster parent for a specific child, or having been recruited by another Probation Foster Family.

· Information regarding the Probation Department Foster Family Agency (FFA) is listed on the Probation Department web-site for potential foster parents.

· Brochures regarding the Probation Department FFA are handed out to potential foster parents at the annual O.C. Fair (Probation booth).

· The Probation Department FFA Coordinator maintains weekly contact with foster parents to discuss any issues or concerns that would impact the minor.

· The Probation Department FFA Coordinator provides ongoing training for foster parents based on the risk and needs of probation minors.

· The Probation Department FFA Coordinator assists foster parents with appropriate community resources based on the risk and needs of the probation minors.

· The Probation Department FFA Coordinator and the foster parents attend scheduled FFA forums hosted by the Social Services Agency.

· The Probation Department FFA Coordinator participates on the County Foster Care Task Force (Foster Parent Recruitment and Retention Committee).

Probation-Placement Resources

The Placement Unit currently utilizes 38 programs, three foster families, a short-term placement facility as minors await long-term placement, and a Transitional Housing Placement Program for higher functioning youth. The programs that are contained within the Probation Department's approved Placement Facility List provide specialized services to our population. These specialized group homes provide treatment that consists of sex offender therapy, drug abuse counseling, mother/baby programs, anger management, etc. Ascertaining transitional housing for emancipating minors, especially sex offenders, tends to be unattainable. Minors who have significant emotional issues, and who are usually very assaultive or non-responsive, is another population in which there are extremely limited resources.

· The Probation Department utilizes placement facilities and group homes that provide specialized services based on the risk and needs of the probation minors.

· Additional placement resources are needed for the following probation minors: adjudicated fire setters, female sex offenders, severely emotionally disturbed and physically impaired minors.

· Transitional housing programs are especially needed for probation minors who are emancipating from the juvenile justice system and have no other positive support system in the community.

Probation stakeholder feedback regarding placement resources indicate "I believe that the Placement Unit is very timely in their attempts to locate the appropriate program for a client. We have had many hard to place minors throughout my five years here. I have been concerned at times with the length of time some of these minors must wait before the appropriate program is located. My feeling is that this undue waiting period is a result of the limited number of facilities which are utilized. While programs would be further away for the minor, and for his family and the probation department to visit and follow up on, these additional programs would be able to assist us in reducing the time that a "hard to place" minor would need to wait.

One of the areas in which I feel that WE could do better is dealing with what I will refer to as a limited number of placement facilities (i.e. group homes, treatment programs, etc.). While WE have contracts and working agreement with a number of facilities, I believe that we could expand the number of available programs. I am aware of Probation's policies about not using programs which are further out than a PO can drive to and return in one day. I feel that this policy, while a good one, could be expanded a bit to allow other programs which may not be geographically convenient, may meet the needs of additional minors. Of particular concern, especially at a time in which the California Youth Authority is experiencing great anguish over the problems with their programs and facilities."

QUALITY ASSURANCE SYSTEM

Quality Assurance Program

Orange County CFS has a Quality Development (QD) Unit that is responsible to monitor and support quality practice in selected areas, as well as to respond to client concerns.

Some of the activities completed by QD staff:

· Respond to client concerns

· Receive and track performance indicated by Federal and State outcome data. Orange County performance is compared with both Federal and State standards as a means of identifying areas of strength and areas identified for improvement. Orange County trends are also assessed.

· Review statistically valid random samples of open CFS cases to determine degree of accuracy and utilization in specified areas such as the Health and Education Passport and the Transitional Independent Living Plan.

· Request and evaluate periodic Business Objects reports to determine practice compliance in selected areas, such as monthly social worker contacts and timeliness of emergency response contacts.

Responding to Client Concerns

QD initially responds to CFS client inquires and concerns by gathering information regarding the services provided for identified cases and communicating those concerns to the appropriate program manager. If no resolution is possible at the program level, QD staff are assigned to investigate and respond in writing to the complainant. Responses are completed within 30 days of the initial contact from the complainant, and are reviewed by the assigned Program Manager and Deputy Director.

Monitoring and evaluating program practice and improvements

As a part of its on-going commitment to quality development, the Orange County Quality Development program attempts to identify service strengths and deficiencies, as a means of maintaining and improving performance. This service analysis is provided to program staff, on an on-going basis. If improved service recommendations are adopted, Quality Assurance staff monitor the implementation of said recommendations to ensure compliance and to statistically measure improved service or permanency outcomes.

Results of Business Objects reports that track social worker contacts are distributed to individual programs on a monthly basis. Results are program specific and used to evaluate program performance, address areas needing improvement, and assess data entry issues.

Monitoring documentation requirements for non-County service providers

· Compliance with performance standards is monitored by means of regular Quality Assurance Utilization Reviews.

· Case Review Conferences occur monthly with contract provider agencies, a Quality Development liaison, and contracts staff.

· Quality of services are evaluated as the assigned social worker completes a satisfaction survey at the conclusion of services.

Monitoring ICWA and MEPA compliance.

Orange County has developed an ICWA unit that monitors all ICWA activities. All incoming dependent children are assessed for Indian heritage by questioning available parents and relatives as to family history. Referrals are given to ICWA staff by the caseworkers to follow-up with the Bureau of Indian Affairs and to the individual tribes (not Federally recognized) who have been identified by family members. ICWA staff are responsible to track all pending inquiries to BIA and the individual Indian tribes, and to ensure that all follow-up information received is entered into CWS/CMS.

Monitoring how mental health needs have been addressed and effectiveness of services provided.

Orange County works closely with representatives of the Health Care Agency to provide needed mental health services to dependent children. In addition, dependent children are provided mental health services by contracted therapists and other medical professionals. Upon entry to the dependency system, children can be assessed by the Court Evaluation and Guidance Unit (CEGU) who will provide focused assessments to the child, their parents and/or caretakers, crisis consultation and intervention, as well as individual and group therapy. As the child progresses through the dependency system, many are referred to on- going therapy with contracted providers. Those children requiring psychotropic medication are also referred for evaluation and services, as authorized by the Orange County Juvenile Court. QD staff monitor the scope and effectiveness of the therapeutic services provided by means of regular Utilization Reviews (as outlined above), monthly Case Review Conferences, and social worker satisfaction surveys completed at the conclusion of services.

For children placed in a group home setting, psychologists from Orange County Mental Health Services for Children and Youth are co-located with CFS to ensure that appropriate mental health services are provided. The co-located psychologists provide diagnostic services, on-going therapy, and participate in case management decisions. Additionally, the CFS Group Home Monitoring and Support Unit works with group homes to develop program improvements.

Monitoring the provision of concurrent planning in every case receiving reunification services

Orange County has established a dedicated Concurrent Planning Unit to monitor the implementation of the concurrent plan throughout the life of a dependent child's case. Please see the description of concurrent planning services under the Case Review Section for further information.

Monitoring TPR timelines and documentation of compelling reasons

Termination of Parental Rights (TPR) timelines are monitored through both continuing and adoptions programs. Cases referred to adoptions early on for concurrent planning and assessment of adoptability are entered into adoptions logs and are a part of adoptions workers' statistics. Cases that are initially identified as having a high probability of reunification are monitored for TPR timelines through the submission of court reports and the scheduling of regular court hearings according to regulated time lines.

Monitoring development of a Transitional Independent Living Plan for each child age 16 and over

Orange County is committed to providing each youth 15.5 years and over with a TILP plan. In 2002, in an effort to ensure a completed TILP for each eligible youth, a Business Objects report was developed to identify every youth in care age 15.9 months and over. This report was used on a one-time basis to determine completion of a TILP for each youth. Since that time, a report is generated each month identifying youth who are reaching 15.9 years in that month. That report is provided to the assigned social worker and supervisor as a prompt to initiate the TILP. Additionally, the FEMA database will be used in the near future to generate a report of all age-eligible youth, and this result will be compared with the ILP database to determine that a TILP has been completed for each eligible youth.

A data base tracking system is used to monitor TILP referrals, services and outcomes. The data base tracks the youth's participation in ILP workshops, vocational assessments, employment training, educational tracking / academic enrichment programs, and transitional housing for both foster youth and emancipated youth. Given this foundation, queries can be developed to track the percentage of youth taking advantage of elements of the program services that could be considered milestones in the path to self-sufficiency, and of the program services in their entirety.

Supervisory Monitoring

Supervisors in Orange County review a wide range of social worker activities, including court reports, CWS/CMS data entry, case transfers and assignments, relative/NREFM caregiver assessments, contacts, contracted service referrals, and much more.

Quality Assurance Needs

· Increased supervision and monitoring of the quality of court reports, especially when unacceptable reports are submitted by the same worker over time.

· Consider expanding the role of Court Officers to assist with on-going quality control for court reports and other documents submitted to the courts.

· Identification of training needs for social workers demonstrating specific areas of need.

Probation-Quality Assurance System

Currently, the Probation Department has a stand-alone data base that tracks the individual placement cases. Each Deputy Probation Officer is responsible for monitoring the court dates, ILP's, Health Passports and reassessments. The Placement Supervisor generates a monthly list to ensure ILP's are current. She also reviews supervision lists to ensure minimum contacts have been made.

In an effort to automate quality assurance of the many functions that aid children in foster care, a new Placement Management System is being developed that will be integrated with our current Probation computer system. The Placement Management System will allow for the tracking of case plans, ILPs, Health and Education Passports, and court dates. In addition, it will allow for tracking of minor's who have siblings in the system, as well as document the minor's personal data, including ethnicity. Lastly, it will make the paperwork process for funding more efficient and allow for automated tracking of minors' movements between Placement and Juvenile Hall. Current manual systems have been put into place to verify that minor's receive an ILP when they become eligible, as well as every six months.

SERVICE ARRAY

Availability and provision of services

The availability and provision of a wide array of services to children, parents and resource families is a strength for Orange County. CFS clients access services through:

Keeping track of such a complex array of services, including eligibility criteria, services available and how to access those services is a considerable challenge for professionals and others. In June of 2002 a resource support hotline was developed to assist CFS social workers to obtain both contracted and non-contracted services for their clients. The hotline also tracks the types of resources requested to assist in future planning. Additionally, a large portion of the Orange County CFS Intranet is dedicated to the compilation of resource information, providing 24-7 on-line resource information to all CFS staff. Though these are excellent resource for CFS staff, stakeholder feedback indicates that other professionals, caregivers and community members attempting to find resources for children and families in Orange County often cannot locate the specific resources needed or determine eligibility criteria and how to refer or enroll a child or family into appropriate services. This points to the need for one central point of contact within Orange County for resource information.

Families receiving court-ordered services while their children are maintained in their home are eligible to receive the same services as families who's children are placed in care. However, families receiving emergency response services only, and those receiving voluntary family maintenance services are not always eligible for the full range of services and resources available to court-involved families.

Please see Attachment IV for a matrix summarizing many of the services available to CFS clients in Orange County. A brief description of each of the services, the purpose, population served and method of service delivery are provided.

CFS Service Array Strengths

Specific areas of strength cited by staff and stakeholders as a part of this assessment process include collaborative services such as:

· Wraparound

· Children's System of Care

· Critical Care Placement Unit

· Family Resource Centers

· Domestic Abuse Services Unit

· CalWORKs/CFS Mutual Clients Project

· Family Group Decision Making

· ILP services, including transitional housing

· Family to Family

Other identified strengths include:

· Creative social workers who find alternate resources when wait lists are long

· Conditional Release Intensive Supervision Program (CRISP)

· Supportive services for licensed foster parents, e.g. "The Team"

CFS Service Array Needs and Suggested Actions

Although staff, county agencies and other stakeholders have acknowledged a significant increase in collaboration and the availability and provision of services in Orange County, some gaps continue to exist. Many of the identified services needed already exist, but either the availability of the resource is limited, or there are service provision issues, such as geographical assignment of mental health services. Additionally, contracted services need to be outcome based, with child welfare outcomes tracked through contracted service providers and future contracts awarded according to performance based on these identified outcomes. Key needs identified by staff and through stakeholder interviews, surveys and focus groups include:

· Increased resources for caregivers

· Community-based, comprehensive relative caregiver support services, e.g. Family resource Centers

· In-home respite care and childcare for resource families

· Consultation to caregivers regarding mental health and behavioral issues, and access to professional therapy services for foster children.

· Increased substance abuse resources

· Implement a drug court in Orange County.

· Treatment/transitional facilities that will allow children to reside with their mother while she is in treatment.

· Treatment facilities for adults with severe substance abuse issues.

· Increased quantity and quality of substance abuse testing

· Child care and respite care

· Support services for families not in the child welfare system (preventive, early intervention)

· Increased focus on school readiness for foster children, including specialized preschools

· Increase availability of resources for clients needing intensive treatment. Services need to be geographically accessible and of sufficient intensity and duration to meet clients' needs.

· Increased housing and transportation resources.

· Mental health services, particularly intensive assessment and treatment services for seriously mentally ill children and adults, and for adults not eligible for Medi-Cal.

· Pediatric resources, particularly for children with serious emotional, physical or developmental disorders.

· School readiness programs, e.g. Head Start

· Intensive in-home parental aide services with skilled providers (e.g. similar to Boys Town in-home family preservation services)

· Parent education that is bilingual and geographically accessible, with classes targeted towards specific issues and age groups of children.

· On-going supportive services for parents after the CFS case closes.

In early 2003, at the request of the Children and Families Commission of Orange County, SSA chaired a study group to assess the needs of, gaps in, and barriers to services for children, aged birth to five, in the child welfare system, in particular foster children. Key stakeholders participated in the planning group from the following organizations:

Social Services Agency

Health Care Agency - Public Health Nursing and Behavioral Health Services

CalOptima

Orange County Department of Education

Child Advocate's Office

Court Appointed Special Advocates

Foster Parent Association

Regional Center of Orange County

County Childcare Coordinator American Academy of Pediatrics - Injury Prevention Task Force

Children and Families Commission Staff and Consultants

The study group identified the following recommendations, listed by priority:

1. Develop a comprehensive assessment center and system for children aged birth-five who are entering the foster care system and for high need children who are under the supervision of Social Services Agency / Children and Family Services. This assessment center and system should build on existing programs and infrastructure, such the Social Service Agency / Health Care Agency partnerships and the Foster Parent Auxiliary, to fill existing gaps. The center and system should include:

b. Biological family assessment and involvement

c. Foster family involvement in assessment and case planning

d. Integrated, multi-disciplinary team case management

f. Consideration of 25% of children birth to five who are placed out of the county

g. Integrate COPE parenting classes targeted for foster parents

h. Center for accurate information, referral, advocacy for foster parents

Fund Leveraging Opportunities: Medi-Cal, EPSDT, Title IV-E

2. Develop a relative caregiver support program to include:

a. Family Group Decision Making - for kids as they enter foster care and are placed in relative caregiver homes

c. On-going Parent Support Groups

d. Respite Care Activities - possible use of volunteers as providers

e. Access to psychology consultation - phone, in person, in home, behavioral specialists (possible integration with CCPU or YMCA consultation program)

f. Center for information, referral, advocacy

g. Attention to children placed with relatives out of the county

h. Consider building on FRC platform

Fund Leveraging Opportunities: Title IV-E, State First 5 relative caregiver support initiative

3. Fund strategies that would increase access to expert, professional mental health services for foster children and their caregivers. In so doing, build on existing resources to fill gaps resulting from insurance and eligibility criteria.

a. Professional training activities to build community capacity

b. Professional mental health services

c. Access to in-home behavioral specialists for foster parents and relative caregivers

d. Mental health services for children placed out of the county

Fund Leveraging Opportunities: Title IV-E, Medi-Cal

4. Childcare funding for foster parents.

b. Increase access to childcare for foster parents who cannot afford it and where subsidies are exhausted

c. Support in-home respite care programs - possible use of volunteers as providers

e. Childcare/respite care support for foster families in neighboring counties who have Orange County children in their care

Fund Leveraging Opportunities: Head Start, State childcare funding, Title IV-E (requires a State match or State approval to substitute a local match.)

5. Develop an alternative response system for children who are referred to the child abuse registry but who do not meet the threshold for SSA/CFS involvement.

b. Integrate with school-based programs

c. Same programs could be used by families post reunification.

Fund Leveraging Opportunities: Title IV-E

6. Support training programs for the various stakeholders involved with this population.

a. Foster Parents/Relative Caregivers

b. Biological Parents

c. Social Workers

e. Court Personnel/Judges

f. Medical Professionals - Physicians, Public Health Nurses

g. Partner with existing training resources such as colleges and universities, California Early Intervention Technical Assistance Network, professional associations, etc.

Fund Leveraging Opportunities: Health Care Foundations, Participant Fees, Title IV-E (training on child abuse issues, requires a State and County match), Title XX

7. Make children in the child welfare system; particularly foster children, a priority for Commission funded school readiness programs (i.e. the Home Based Activities Building Language Acquisition Program {HABLA}).

8. Strengthen the connection between school district school readiness programs and SSA/CFS including, but not limited to:

a. Creating program descriptions, with sufficient detail to be useful, about each school district's school readiness programs

b. Designating a single point of contact in each district for contact by social workers, foster parents, and relative caregivers

c. Facilitate a meeting between SSA/CFS's Foster Parent Advocates and the School Readiness Initiative (SRI) Coordinators for further planning

9. Create a searchable database of Commission funded programs for use by professional/service provider community and ideally parents.

10. Increase continuity of care by advocating for service delivery consistency across counties particularly to help meet the needs of children who are placed in counties other than their home county.

b. Increased access to Medi-Cal health care providers, especially specialists

Probation-Availability of Services

· The following programs are utilized to help children safely return to the families from which they were removed: Wraparound, Children's System of Care and Youth and Family Resource Centers (YFRC).

· Prior to placing a child outside of the home we would utilize the YFRC, which is a multi-agency collaborative approach to treating the minor with an on-site school. If the minor didn't qualify for the YFRC, we would refer to Wraparound if the family needed an intensive on-going process that is strength based and family centered. We may also refer to CSOC so that a coordinated case-plan can be developed with the consensus of all County professionals involved with the minor.

· The least restrictive setting is always considered first while at the same time maintaining community protection and the minor's safety. Relatives are considered but if they demonstrate that they do not have the ability to safely maintain the child at home, then the next best alternative foster care onto group home placement would be utilized.

Probation stakeholder feedback regarding services to minors:

· "All needs are being met. Additionally, Orange County has a strong ILP program that has been very beneficial to the residents." "All needs are being met." "Would like to see more transitional housing and aftercare services available to the minors after they complete long-term residential programs."

· Foster Parent stated that she would like the minors to get their clothing allowances in a timely manner. She feels that between probation and ILP the minors are provided with great services.

Probation Service Array-Areas of Need

Areas that needed improvement include assisting our Emancipating Foster Youth with housing. There is currently the THPP program that now has been modified to allow a level of supervision that meets the needs of the Probation Department in order to prepare children for emancipation but at the same time giving them the necessary level of supervision that does not jeopardize the communities safety. The new THPP site proposed would provide 24-hour supervision, which would allow these youth to learn the necessary skills in order to care for themselves.

Another program that is in the development stage is a housing program administered by the Orange County Housing Authority for former foster care youth 18-21 years of age that were in group home care after their 16th birthday. This program will give youth a housing voucher that is effective for up to 18 months to help them locate affordable housing that they will be able to maintain once they no longer have a voucher. These youth must be employed full-time or in a training program that they can complete prior to the expiration of their voucher.

Transitional housing for emancipating youth will be a focus item for the Probation Department in the System Improvement Plan.

Needs Assessment for Children, Parents and Caregivers

The needs of children, parents and caregivers in Orange County are assessed by CFS beginning with the first interactions. Needs assessments are summarized below by service program/areas, including Preplacement Preventive/Early Intervention and Emergency Response, Family Maintenance, Family Reunification and Permanency.

Preplacement Preventive/Early Intervention

Assessments done prior to opening a CFS case:

· Healthy Tomorrows/FMNC collaboration

· Domestic Abuse Services Unit (DASU)

· Child Abuse Registry

Family Reunification

· Assessments of the family's needs to successfully reunify begin immediately following protective custody:

· A Team Decision Making (TDM) meeting is available (and will be mandated when full implementation of TDM is achieved by the end of 2004) to assess safety and placement issues, with the TDM team discussing the family's concerns, strengths and needs.

· A SDM Strengths and Needs assessment is completed in order to formulate an initial case plan for the family.

· Prognosis for reunification is assessed, and a Concurrent Planning social worker is assigned.

· Public health nurses meet with each available parent soon after detention to assess health needs for each child.

· The family's needs and progress with the case plan are assessed at each monthly visit.

· Case Plans are updated a minimum of every six months.

· Contracted service providers complete monthly assessments of progress for each family member receiving services, including an initial Intake and Treatment Plan, as well as a closing summary of issues and progress.

· TDM meetings are available (and will eventually be mandated) when a Trial Visit or reunification is being considered.

· The SDM Reunification tool is completed before reunification is recommended.

Family Maintenance

· Children and adults receiving family maintenance services are seen monthly, with on-going assessment of needs and current services.

· Case plans are updated at least every six month, or more often, in accordance with the family's assessed needs.

· SDM Risk Reassessments and Strengths and Needs Assessments are completed at least every six month, or more often if the family's circumstances change.

· Service providers complete monthly feedback regarding progress for each family member receiving services.

Concurrent Planning/Permanency

· Concurrent planning social worker assigned at removal, continues with the family for 60-90 days.

· Assigned Investigative Senior Social Worker assesses prognosis for reunification.

· If prognosis is poor, a Permanency Placement Assessment is completed, and if appropriate, the child is placed in a Concurrent Planning Home

· Permanency Placement Assessments are completed for all children 90 days prior to a permanency recommendation going to Court.

· TDM meetings are available, and will be eventually mandated, for all cases prior to making a permanency recommendation.

· Every six months Permanency Placement Assessments are completed for all children in long term foster care or a pre-adoptive status to re-assess the permanent plan.

Caregivers

· Relative/NREFM caregivers are provided with orientation and training as a part of the assessment process. Part of this training is a discussion of the child's special needs, and the caregiver's willingness and ability to provide for those needs. An assessment of resources needed to support the caregiver's care of the child is completed at that time.

· On-going monthly contact with the caregiver provides an opportunity for continued needs assessment.

· Annual reassessment of the suitability of the caregiver's home and care of the child provides an in-depth assessment of needs for both the caregiver and child.

Medically Fragile and Developmentally Disabled Children

· Stakeholder input indicates that children with special medical needs are transitioned carefully and appropriately.

Assessment Strengths

In Orange County, assessment of strengths and needs is the basis for services for children, families and caregivers, provided throughout the Agency's continuum of services. In addition to the assessments described above, as-needed individualized assessments are provided through

· Wraparound

· Family Group Decision Making

· Permanency Planning Mediation

· School counselors contract through Orange County Department of Education (a program to review student records and make recommendations regarding educational progress and needs to support high school graduation)

· SDM and other selected assessment tools are utilized to coordinate consistent assessments for individuals and families.

· The implementation of TDM meetings provides a strength-based team approach to assessing strengths and needs for all key decision-points throughout the life of a case.

Assessment Needs

The following have been identified by stakeholders and staff as areas needing improvement:

· More individualized case plans for children and families that reflect specific strengths and needs rather than boiler plate services suggested by CWS/CMS templates and/or Court expectations.

· More accurate and consistent assessment and testing for substance involved parents.

· Further integration of SDM tools to Social Worker practice.

· Availability of comprehensive developmental assessments for young children

· Stakeholder input has suggested that every child under 6 have a mandatory developmental assessment, and that it be mandated that that assessment be documented in the Health and Education Passport.

Probation-Assessment of needs and provision of services to children, parents, and foster parents

Caregivers

· The Probation Department Foster Family Agency requires foster parents to attend an initial 40 hours of intensive training provide by the Social Services Agency.

· The Probation Department FFA Coordinator conducts a home study of each foster family home prior to placement of the probation minor.

· The Probation Department FFA Coordinator maintains weekly contact with foster parents to assess their needs, to discuss any issues or concerns regarding the probation minor and to provide information and referrals for additional services in the community.

· The Probation Department FFA Coordinator also provides training and educational videos for foster parents regarding the risk and needs of probation minors.

· The Probation Department FFA Coordinator refers foster parents to selective training sessions in the community that addresses the specific needs of their probation minors.

· The foster parents' needs, as well as the minors, are continuously met through bi-monthly in-person contact, as well regular phone contact. The FFA coordinator/probation officer routinely provides on-going training regarding licensing issues, discipline, and various communication techniques. Further, the foster parents are referred to outside training programs, classes, workshops, at the local community college, SSA, ILP, and other facilities.

Children

As minors enter the Placement Unit, their needs are immediately identified by means of the Placement Suitability Report, prior Probation Reports and current information obtained by the minor, parents/guardians, Juvenile Hall staff & teachers, CEGU, etc. The Placement Unit staffs new placement minors' cases on a weekly basis to determine which program would best meet the minors' needs. In that the issues surrounding the minor's removal from the home is due to delinquency on the minor's behalf, the case plan mainly encompasses treatment for the minor. Further, the timeliness of reunification goals differs from Social Services in that treating teenage minors with a multitude of issues and needs is not only timely, but an unpredictable process. Teenage minors are known to AWOL placement frequently. This delays the therapeutic process of further identifying and treating their issues. Often programs from which they have AWOL'd will not allow them to return, and the referral process must begin again, extending the timeframe in which the minor will complete a placement program. In addition, sex offender programs are longer in duration than other programs, averaging between 18 to 24 months in duration. Again, in these programs not only can the minor AWOL, but often are terminated from programs for continued sexually inappropriate behavior.

For those parents that are willing to be involved with their child's case plan, the facility where the minor is placed provides coordination of visitation and family therapy. Further, the probation officer and facility staff/therapist work with the family as reunification approaches to ensure a smooth transition.

The foster parents' needs, as well as the minors, are continuously met through bi-monthly in-person contact, as well regular phone contact. The FFA coordinator/probation officer routinely provides on-going training regarding licensing issues, discipline, and various communication techniques. Further, the foster parents are referred to outside training programs, classes, workshops, at the local community college, SSA, ILP, and other facilities.

Probation stakeholder feedback regarding assessing minors for placements indicates the following: "As a system we are able to identify children who may require placement at early stages of their involvement in the juvenile justice system. Although a child may not end up in placement we seem to be able to identify these kids at an early stage. We are able to keep track of them and their locations and be able to respond to temporary replacements until whatever caused a minor's removal from a program has been resolved. Of concern are cases in which minors are being considered for placement. In cases where there is also a 241.1 report being considered, I have some concerns that although there is a protocol for `staffing' a case with Social Services, I am unsure to what extent there is a `full consideration' being given by the Social Services Agency. It is my understanding that the probation officer who is writing the PSR/241.1 report will call Social Services on the phone and `staff' the case to determine whether the minor meets the criteria. As many of our clients are past the `adoptable' stage, I am concerned that this `staffing' is not done with sufficient depth. So I would like to see a more in depth review and analysis of a minor's situation.."

"I also feel that the Orange County Probation Department's Policy of not using `Placement as Punishment' in practice has meant that Placement is not utilized as rehabilitation or part of a disposition in instances where it might benefit a minor. While this policy may be intended to only place minors when there is no where else to go is an honorable one, it may be time to consider a change in philosophy, as it would open up the number of facilities and programs which could meet the needs of children with severe emotional disabilities. (Especially again in light of the unavailability of formal structured lock-down facilities to meet these minors' needs). I am aware of the plan for the Tri-County SED facility in San Bernardino (?) that unfortunately was built but never utilized due to state budgetary issues a few years ago."

Probation stakeholder feedback regarding assessment of minors' placement needs: "The referrals have been appropriate and steady; all referrals have been appropriate; although some of the referrals have had severe issues, they have all been appropriate."

Services to Indian children

Meeting State mandate and compliance with the Indian Child Welfare Act (ICWA) In August, 2003, CFS formed the ICWA Notification Unit designed specifically to ensure adequate and uniform mandated noticing to the Tribes and Bureau of Indian Affairs (BIA). This unit consists of one Social Services Supervisor, three Social Worker II's, and two clerical staff. The ICWA Unit also researches Indian ancestry of dependents by contacting and interviewing relatives and others who might have information on the child's ancestry, and by contacting all tribes with whom the child may be affiliated.

A temporary computer database is being maintained for tracking ICWA notification cases while a permanent database is being developed. Cases remain open in the ICWA Notification Unit for a maximum of 6 months while awaiting answers to the notification inquiries sent to appropriate tribes.

The result of the formation of the ICWA unit has been:

· A reduction in appeals based on improper ICWA notification

· Adequate and uniform mandated noticing to the Tribes and Bureau of Indian Affairs (BIA)

· Improved tracking of ICWA cases

Provision of services to meet Indian children's needs

While Orange County doesn't have any identified Indian lands or reservations, there are many California Indians living in the County. The Juanenos are an Orange County Mission Indian Tribe that originated at the San Juan Mission in San Juan Capistrano. There are children living in Orange County who are associated with the Juaneno tribe, but they are as yet not federally recognized.

One of the current goals of staff in the ICWA unit is to begin to network with the local tribes and start a "family to family" approach with the tribal members so that that Indian children needing out of home placement will be placed with their tribe. Identification of Indian homes by the tribe will be a first step to facilitate placement. The ICWA Unit will also begin networking with the other contiguous counties and tribes to identify resources for Indian children.

Strengths

· Orange county CFS is aware of the need to place and support Indian children according to their heritage and special needs. The Agency has taken steps through the formation of the ICWA unit and initial outreach to the local Juaneno tribe. Additionally, a member of the ICWA unit has become certified as an Indian Expert.

· The use of CWS/CMS and computer-based templates for compiling relevant information regarding Indian heritage and for noticing tribes is also a strength. The State ICWA Supervisor recently related that Orange County is one of the few counties doing this. County Counsel and other judicial personnel have noticed a strong improvement in compliance to notice requirements.

Needs

The ICWA unit is not yet a year old, resulting in a staff who have had to deal with a steep learning curve as they worked to acquire knowledge, information and expertise in supporting Indian children and families. The first priority of the Unit was to achieve compliance with notice requirements. Some areas of continued growth include:

· Interaction with local tribes in a professional and culturally sensitive manner.

· Collaboration between the County and the tribes to establish goals, objectives, and activities to increase, maintain, and improve County and tribal interaction.

· Promote the inclusion of tribal representation in the newly formed Family to Family program.

· Identify and maintain a database of Foster Families affiliated with local tribes.

· As resources allow, access specific trainings and conferences that include information regarding cultural and tribal issues as they relate to child welfare, and to promote opportunities to network with local tribes.

· Promote awareness for CFS Staff and the community regarding available services for Indian children.

Probation-Services to Indian Children

Orange County has no federally recognized Indian tribes. If a minor is identified as being of American Indian descent, compliance with ICWA requirements are met.

STAFF/PROVIDER TRAINING

Staff Training

Orange County has demonstrated leadership and worked proactively to set goals and objectives that support the State's Child Welfare Program. Orange County often implements promising practices, creating plans to reach goals that include cross-training with community providers and caretakers, and provide in-depth supervisor training, to explain rational and background for changes. Orange County has recently provided, in conjunction with the Public Child Welfare Training Academy in the Southern Region, a New Initiatives 101 Training, which is a two-day training for supervisors managers and directors. This class reviews the rational for new legislative action including ASFA (Adoption and Safe Family Act), CFSR (Children and Family Services Review), the PIP (Program Improvement Plan), AB 636 Child Welfare Services Redesign, and SIP (System Improvement Plan). This class addressed changes in Children and Family Services and asked staff to plan how they can do their work differently to meet these goals. Many supervisors, managers, directors attended with the Social Services staff the Family to Family Training and Team Decision Making Readiness Trainings. These two trainings were designed to be presented to Children and Family Services staff, CalWORKs staff and Community Partners all in the same classroom setting. The goal was to inform all involved of changes in Child Welfare Services Practices. These trainings were rolled out in early 2004, prior to the implementation of Family to Family and Team Decision Making and will continue to be provided over the next one to two years, as needed.

Orange County continues to provide training and support for other promising practices implemented over the last few years. These include Wraparound, Family Group Decision Making, Strength Based Practice and Structured Decision Making (SDM). Educational emails, newsletters, forums and trainings are provided on a regular basis to support these philosophies.

State Mandated Services

Orange County continues to provide training, required by law, on a regular basis. This training includes Civil Rights and Sexual Harassment Prevention, Cultural Diversity and orientation trainings to cover legislation and regulations specific to the staff's jobs. Orange County provides training to the Orangewood Children's Home staff working with children under six years of age under the auspices of AB 1197. This mandatory 4-hour monthly training, which covers a variety of topics, has been provided to the staff since 1999. Other recent training has included Relative/NREFM Assessment Training to inform staff of legislative changes in placement regulations, and CLETS Training (California Law Enforcement Telecommunications Systems) to meet state requirement in handling criminal records. Additionally, Two recent trainings were presented for Adoption staff including SAFE (Structured Analysis Family Evaluation) and MEPA (Multi-Ethnic Placement Act).

Legal Issues

Other trainings provided through the County of Orange and the Public Child Welfare Training Academy, continue to update staff regarding legal issues. Some of these include the PCWTA Court Room Drama Class, Advanced Court Testifying, New Legal Issues, Legal Aspects of Children's Issues, and Orange County's Court Survival Training and Advanced Court Survival Training to enhance staffs knowledge of Orange County Juvenile Court proceedings and their skills to testify at Orange County Juvenile Court.

New Social Worker Training

New Social Work staff are required to attend the New Employee Orientation in Orange County. This 15-session series covers all Children and Family Services programs from Initial Referral through Case Closings, and all special referrals and services available throughout the life of the case. Training includes expert guest speakers from County Counsel, Children and Family Services administration, Strength Based Practice, CAST (Child Abuse Services Team), Adoptions, Placement and Wraparound.

New Social Worker staff are also required to attend the Core Line Worker series of classes through the Public Child Welfare Training Academy. These 17 classes, over 15 full days, are based on the competencies developed by California Social Work Education Center (CALSWEC). These classes are designed to give new staff the basic understanding of social worker knowledge and skills required to do their jobs. Classes are taught by a number of different experts in the field of Child Welfare Services and use a variety of teaching methods. Topics include cultural competence, assessment, child development, identification of abuse and neglect, assessing safety and risk, interview skills, investigation skills, crisis intervention strategies, juvenile court, writing legal documents, preparing and presenting effective testimony, substance abuse, family violence, case planning and management and personal safety and time management.

In addition, all new staff receive on- the-job training from their immediate supervisors and lead workers in their units. This training is designed to address the skills and knowledge required for their specific assignments.

Supervisors and Managers

The Public Child Welfare Training Academy offer two other Core Series, one for supervisors and one for managers. These 6-day training series are designed to give supervisors and managers skills and a knowledge base needed to carry out their assigned duties and provide leadership and organization to the staff they supervise.

On-going Training

Orange County provides a variety of mandatory and voluntary trainings to provide staff the skills and knowledge needed to carry out their duties. The Public Child Welfare Training Academy provides advanced training, which is designed to enhance knowledge and skills for ongoing Social Workers. The Public Child Welfare Academy offers several classes in each of the following areas: Clinical practices used in Child Welfare Services, Culturally Competent Practice, Risk Assessment, Investigative and Interviewing Skills, Strength Based Practice Issues, Sexual Abuse Issues, Substance Abuse, Legal and Ethical Issues, Adolescent Issues, Out-of-Home Placement Issues, Adoption Issues, Multi-Disciplinary Practice and some Continuing Education Unit courses for licensure.

Orange County Social Services has offered several mandatory and voluntary classes for staff enhancement. Some of these included CWS/CMS classes, which are consistent with County policy and practice; Intranet Classes, which helped staff learn how to access program information on the Intranet, Speakers Bureau Training, Adolescent Sexuality Training, Separation, Grief and Loss Training and Meth Lab Recognition Training. Orange County also provides voluntary enhancement training from a variety of sources. This includes; computer training, personal and professional enhancement training through Public Services Institute with Rancho Santiago College including writing, grammar, stress, change and computer training. The CEO/HR Department provides PIP Training (Performance Incentive Plan), Leadership Training, Safety Training, CPR Training, and Good Driver Training.

Please see Attachment V-A for a list of training opportunities for staff.

Probation-Staff Training

· The Probation Department provides each staff with a minimum of 40 hours of annual mandatory in-house training to enhance their skills and knowledge for their position.

· The Probation Department also provides ongoing training, a