are you ready for alternative response?
DESCRIPTION
Are You Ready for Alternative Response?. Ohio’s Alternative Response Symposium May 13, 2010 Caren Kaplan American Humane Association Steve Hanson Supreme Court of Ohio Kristin Gilbert, Jennifer Justice, Leslie McGee, Cheryl Wolfe and Roger Ward Ohio Department of Job and Family Services. - PowerPoint PPT PresentationTRANSCRIPT
Are You Ready for Alternative Response?Ohio’s Alternative Response Symposium
May 13, 2010
Caren KaplanAmerican Humane Association
Steve HansonSupreme Court of Ohio
Kristin Gilbert, Jennifer Justice, Leslie McGee, Cheryl Wolfe and Roger Ward
Ohio Department of Job and Family Services
Purposes of Alternative Response and Child
Protection CPS was established to respond to
all reports of suspected child maltreatment -numbers overwhelm available resources
Currently either screen out or do not open for services more than half of the reports - yet many children are vulnerable
Purposes of Alternative Response and Child
Protection Investigatory practice is often
adversarial and alienates parents AR = way to serve more screened-in
reports at earlier stage by engaging families in a non-adversarial process of linking them to needed services
What is Alternative Response? Alternative to child protection
investigative response and one of several responses within a differential response system
Sets aside fault finding and substantiation decision
Usually applied to reports that do not allege serious and imminent harm
What is Alternative Response? Focuses less on investigative fact
finding and more on assessing and ensuring child safety
Seeks safety through family engagement and collaborative partnerships
Allows and encourages agencies to provide services without formal determination of abuse or neglect
Core AR Elements
1. Use of two or more discrete response tracks for cases that are screened in and accepted
2. Establishment of discrete response tracks is codified in statute, policy, or protocols
3. Track assignment depends on an array of factors (e.g., presence of imminent danger, level of risk, the number of previous reports, the source of the report, and/or presenting case characteristics such as type of alleged maltreatment and age of the alleged victim)
4. Original track assignment can change based on new information that alters risk level or safety concerns
Core AR Elements
5. Services are voluntary on a non-investigative track– families can choose to receive investigation
response – families can accept or refuse offered services if
there are no safety concerns6. No substantiation of alleged maltreatment for families
served in a non-investigative track; services are offered without a formal determination of child maltreatment
7. Alternative use of central registry depending on track, meaning name of alleged perpetrator is not entered into central registry for those individuals who are served through a non-investigative track
National Portrait of Alternative Response
Why Implement Alternative Response?
Many parents, reporters, and social workers become frustrated with limited responses available to children and families
CPS “investigation” is perceived as overly accusatory and adversarial as initial response for many reports
Focus on substantiation and identifying perpetrator does not contribute to family’s readiness to engage in services
Why Implement Alternative Response?
Majority of traditional CPS responses do not result in any services being provided
Overwhelming majority of cases are not served through court orders; evidence collection is not always needed
Alternative Response allows system to move more quickly to address safety needs
Why ImplementAlternative Response? Alternative response can support
families by applying available resources to services rather than investigations
Alternative response is often accompanied by greater efforts to identify, build, and coordinate formal and non-formal services and supports
Children are safer sooner
Serve screened in reports earlier
Engage families in assessment
Link families to needed services
12
Commonalities between Alternative and Investigation Response Pathways Focus on child safety Promote permanency within
the family whenever possible Value community services Recognize authority of CPS to
make decisions of placement and court involvement
Respond to changing family circumstances
[Schene, 2005]
Child Welfare Pathways
ARAR• No DispositionNo Disposition•No ACV/AP LabelsNo ACV/AP Labels•AR Specific RulesAR Specific Rules•Some Modified Some Modified
ToolsTools
•Safety Focus•Assessment•Strengths Based•Family Focused•Engagement•Linkage with Services•SACWIS•Statute/Laws
IRIR• DispositionDisposition
• ACV/AP LabelsACV/AP Labels•Forensic ResponseForensic Response•IR Specific RulesIR Specific Rules
Case Process Flow Chartsimplified
Report of Alleged Child Maltreatment
Screened Out CPSRefer to Community
Services or Community Response
Screened in CPSDetermine eligibility
for appropriate track/response
SafeRefer for Services
Unsafe/Substantiated
Court & Safety PlanCPS Case Open
SafeRefer for Services
UnsafeSafety Plan
CPS Case Open
InvestigationInvestigation ResponseResponse
Alternative Alternative Response Response
Opportunity to Change Pathways
PathwayChange
Principles and Assumptions of Alternative Response Circumstances and needs of families differ and so should the response
Majority of reports do not need an adversarial approach or court-ordered interventions
Absent an investigation:– child safety will not be jeopardized– services can be in place more quickly– families will be more motivated to use
services
Assumptions continued... Effective assessment tools can be put in
place to assure safety and an informed response
Frontline staff in CPS and agencies are trained in strength based and collaborative interventions
Only cases of greater severity need to be on the state central registry
Cases are monitored sufficiently to change course/paths when situation requires
Practice Shift
Focus on securing child safety through family engagement
Move from agency expert driven compliance approach to safety focused partnership with families and communities
Recognize and apply family and community strengths and resources; honor family wisdom about their circumstances, strengths and needs
Workforce Issues
Assessment is the key Engagement of and partnership with
family Clinical judgment and discretion One worker/one team - one family Warm hand off to community
providers Broker and networker Quality Social Casework Practice
Prerequisites for Success Skilled Workforce Alternative Assessment Manageable Workloads Expansion of Service Array Early Intervention
Prerequisites for Success Flexibility in thinking and approach Leverage flexible $$
wherever/whenever possible Formal meaningful partnerships with
AOD, MH, DV housing, and economic security (TANF) providers
Cooperative relationship between the family and the agency—foundation for the effective delivery of services
Clear definition, policies and protocols to guide implementation
Clear roles and responsibilities for CPS, judges, families and communities
Interconnectedness with data systems–Track progress/outcomes–Track assignment
24
Educating mandated reporters
Partnering with community agencies
Training staff and community partners
Working with courts and law enforcement
25
Prospective Benefits
More children are better protected over time by engaging more parents in the process of making sustainable changes
Rate of subsequent, repeat reports to CPS has been demonstrated to decrease
Both families and agency child protection workers are more satisfied with the outcomes
Involvement of larger systems of support Approach is cost neutral or saves money
over time
Lessons Learned
There is intrinsic value of family voice – as partners, guiding service planning and decision making
Community partnerships are most effective ways to protect children
There is a need to involve families and community stakeholders early in process
Lessons Learned
Communication among/across stakeholders & jurisdictions is essential – establish vehicles for regular contact
Assessment is ongoing and cumulative as trust builds - need to respond
Evaluation matters – bring evaluators in early and make the investment to do it well
Resources
American Humane– http://www.americanhumane.org/pro
tecting-children/programs/differential-response/
Quality Improvement Center on Alternative Response – http://www.differentialresponseqic.o
rg/ Caren Kaplan
With Gratitude
Establishing Alternative Response as an option for
Ohio’s Families
OHIO ALTERNATIVE RESPONSEPILOT PROJECT
How Did We End Up Here?
The Sequence of Events Two reports were critical of inconsistencies in
Ohio’s application of statutory definitions for child abuse, neglect and dependency– ABA Report– CFSR
Subcommittee on Responding to Child, Abuse, Neglect & Dependency (2004)
Final Report (January 2006) Advisory Committee on Children Families & the Court
2006 Recommendations Change to Child In Need of
Protective Services (CHIPS) legislative structure
Look into alternative/differential response as an option for handling some accepted reports of child maltreatment
2007 - Established Framework Received statutory authority to initiate a
pilot study Launched a nation-wide search for an
experienced consultants Selected American Humane, Institute for
Applied Research & Minnesota Partners - AIM
Conducted Regional Forums on Alternative Response to assist communities in self-identifying an interest in serving as a pilot site
Selected Pilot Counties
Red = 2006 substantiated & indicated child abuse reports Blue = Population as reported by census
data
Expanded Partnerships
Ohio’s Alternative Response Plan
Created a Design Team Two representatives per site were
appointed to a workgroup of the Supreme Court of Ohio’s Subcommittee on Responding to Child Abuse, Neglect and Dependency
Created a Model
The Design Team established: The “alternative pathway” as complementary
to (does not replace) Ohio’s existing child protective service response system.
Guiding Principles Assignment criteria Timeframes for decision-making Standard labels and their definitions Case Processing and flow Mechanisms for moving reports from one
track to another
Prepared for Implementation Establishing training for staff and
community
Evaluating local services
Developing a statewide message and educational materials
2008Offered Families a New Option
for Keeping Children Safe Alternative Response became an option for
families in pilots sites in July 2008. Random assignment of families for
evaluation purposes continued through September 2009.
By conclusion of data collection, 4,822 families had been assigned to the study:– 2,482 (51.5%) assigned to experimental track
(AR)– 2,340 (48.5) assigned to control track (“business
as usual)– 92 cases were excluded from study because of
track changes
From Activation to Integration: County-
Focus Maintaining child safety Developing routine Establishing ongoing support Collecting data: state and local Developing partnerships Building political will for change Problem solving
From Activation to Integration: State Focus
Responding to workers’ training needs Building political will for change Identifying the elements that are
critical to success, including dollars and services
Integrating alternative response into state’s priorities; aligning initiatives
Ensuring essential oversight and accountability
Pilot Challenges
Equity in workloads (randomization)
SACWISDual CaseloadsTensions between workers
Practice Challenges
• How to explain ARHow to explain AR• Dual caseloadsDual caseloads• Interviewing requirements; where rule Interviewing requirements; where rule
meets philosophymeets philosophy• Letting go of old ways; change Letting go of old ways; change
managementmanagement• Finding servicesFinding services
From the front line: what’s good?
• Family ResponseFamily Response• Time Spent in FieldTime Spent in Field• Increased/More Creative Services for FamiliesIncreased/More Creative Services for Families• Families’ SupportsFamilies’ Supports• Outcomes show promiseOutcomes show promise• Services reflect family needsServices reflect family needs• Caseworker satisfactionCaseworker satisfaction
From the front line: lessons….
• Importance of Importance of skilled decision-making at the front doorskilled decision-making at the front door (screening).(screening).
• Extended timeframes for assessmentExtended timeframes for assessment allow greater allow greater opportunity for engagementopportunity for engagement
• Caseload size has impactCaseload size has impact on workers’ ability to engage on workers’ ability to engage• Flexible Funding:Flexible Funding: effective response to families must effective response to families must
have the flexibility that allows both immediacy and have the flexibility that allows both immediacy and allows services to be determined by need rather than allows services to be determined by need rather than availability. availability.
From the front line: critical connections….
• HousingHousing• Gaps in substance abuse and mental Gaps in substance abuse and mental
health serviceshealth services• TransportationTransportation
Infinity and Beyond!
Pilot Study Time Frame:– July 1, 2008 - December 30, 2009 (18
months) Final Report
– April 2010 Dual Focus:
– Targeted Pilot Expansion RFA – March 2010 AR Symposium - May 13 & 14, 2010 Ten Expansion Pilots – June 2010
– Statewide Implementation
REQUEST FOR APPLICATIONS
Application Review Process EVALUATION by American Humane
Consultants using Criteria in Application
SELECTION: Recommendations made to ODJFS & SCO; decisions made by Subcommittee
NOTIFICATION on June 18th: Selected sites contacted via telephone (preferred) or E-mail
Application Criteria
AGENCY CAPACITY AND PLANNING (20 POINTS)
COMMUNITY CAPACITY (15 POINTS) TARGET POPULATION (10 Points) SERVICE DELIVERY STRUCTURE (20
points) EVALUATION CAPACITY (10 POINTS) ANTICIPATED CHALLENGES (15 POINTS) BUDGET PROJECTIONS/FINANCIAL
COMMITMENTS (10 points)
Expectations of AR Counties Participate in Ohio AR Leadership Council Assess reports of alleged CA/N using AR
approach as permitted by Ohio statute Provide services for families as directed
by assessment process and family service plan
Collect, analyze and report on specific data elements to assure ongoing AR efficacy
Timeline
May 13, 2010: Counties submitting proposals are required to attend Are You Ready for Alternative Response? from 2:00pm – 5:30pm
May 28, 2010: Deadline for submitting electronic applications to [email protected] with the subject line “Ohio AR Application.”
June 18, 2010: Selection/Announcement of ten pilot sites.
September, 2010: Families are assigned to Counties’ Alternative Response Pathways
What Lies Ahead?
Future Plans
Continue to support original 10 pilots Partner closely with the QIC-DR 6 county
pilot and support their implementation Review AR Project Final Report
recommendations and outline next steps Continue the critical support provided by
the AIM team Expand to 10 new counties by
September 2010
Future Plans
Build training infrastructure Bring on additional counties during
the first quarter of 2011 Review current policies and forms Draft Ch. 119 rules Continue to enhance SACWIS to
support the Alternative Response approach
It’s Important to Know….
Training
The 10 accepted sites will minimally have the following:– Two-day initial training that includes AR
101, procedural changes, pathway assignment and engagement techniques
– A community forum to help partners understand the changes that will be occurring within the agency’s approach with families
Training Each agency will have at least two on-site
coaching experiences provided by AIM staff The new sites will be a part of Ohio’s
Leadership Council, the partnership group of Ohio’s alternative response sites. As such, they will have the opportunity to participate in all activities available to the Council. In the past, this has included:– On-site coaching– Specialized training opportunities– Peer review opportunities– Quarterly Leadership Council activities
Training
It is recommended that all agency staff participate in the initial AR training
Training for all assists in avoiding organizational myths and internal friction
Generally, ongoing AR training has been directed to AR staff
Capacity and relevance determine the appropriateness of non-AR attending AR training experiences
Funding
Provided by Casey Family Programs
$20,000 per year for two years Operates on a calendar year All monies must be liquidated by
the end of each year Quarterly reports are required
Approved uses of funding:– Services– Travel– Staff– Training– Consultants– Cost associated with public events
Funding
Advantageous for counties to apply as group?
Will there be experimental and control groups?
Funding available per service plan? Alternative Response expansion
plans?
Additional FAQ’s
One Goal Two Approaches
AR Policy and Practice
Similarities
Child safety is the priority Comprehensive safety and risk assessments Holistic family assessment involving all
children and adults in the home Service plans developed with the family and
based on family needs, safety and risk issues Ongoing reviews of safety, risk and services Case closure based on increased safety, risk
reduction or agreement to terminate services
AR-Specific Rules
OAC 5101:9-14-03Implementation of pilot protocols for
public children services agencies in the alternative response pilot program
OAC 5101:9-14-04PCSA requirements for alternative
response to child abuse and/or neglect
AR Toolset
JFS 01401, CAPMIS Safety Assessment JFS 01409, CAPMIS Safety Plan JFS 01419, AR Family Assessment JFS 01423, AR Ongoing Case Assessment JFS 01418, AR Family Service Plan* JFS 01417, AR Family Service Plan Review* JFS 01422, AR Case Closure*
*The CAPMIS case plan, case plan review, and SAR tools may be used in lieu of these AR tools at the agency’s discretion
Differences
Additional decision within 24 hour screening timeframe:– Screen-in/Screen-out– Case Category– Priority– Pathway Assignment (CA/N reports
only)
Pathway Assignment Tool Not a registered JFS form (use is optional) Decision pending on SACWIS inclusion Automatic assignment to Traditional
Pathway– Allegations of serious harm to a child– Allegations of sexual abuse– Suspicious child fatality or homicide– Specialized Assessment required– Third Party Assessment required
Differences
Non-emergency initiation options (24 hours)– Attempt F=F with parent, child or
collateral source – Attempt phone contact with parent or
collateral source– Letter to parent, guardian or custodian
acknowledging a report was received and inviting the family to engage with the PCSA
Differences
Four (4) working days to make F=F contact with the child subject of the report and one parent or caregiver if not completed at the time of initiation
Four (4) working days to complete the assessment of safety with an additional three (3) working days to complete the JFS 01401 in SACWIS
No disposition; no ACV or AP* labels
*AR report histories cannot be used for Central Registry background checks
Differences
Forty-five days to complete the JFS 01419, AR Family Assessment*
A JFS 01418, Family Service Plan (FSP) may be developed any time after the assessment of safety is completed; updated as needed
The FSP must be developed no more than 15 days after the decision for ongoing services*
*Recommendations to change the timeframes for completion are pending
Differences
The JFS 01417, Alternative Response Family Service Plan Review can be used for both the 90 review and SAR
Case closure decision and information is documented on the JFS 01422, Alternative Response Case Closure
Court-involved cases and custody cases cannot be assigned to the AR pathway
Q & A
Alternative Response Mailbox: [email protected]
Child Protective Services: 614-466-1213– Dorothy Striker (Program Lead)– Catherine Lawhorn – David Thomas– Denielle Ell-Rittinger
Alternative Response
and SACWIS
Majority if not all of the data collection will be gathered from SACWIS
It is vital that counties use SACWIS If other data is needed, ODJFS will
ensure that it serves a clearly defined purpose and is related to statewide implementation
One example is services
Data
Counting What Matters
We will extract SACWIS data to inform pilots.
For families to improve, they must have services.
Concern: Service data is currently insufficient for determining…– The number of people needing specific services.– Duration between the referral and delivery.
It is critical for county leaders to know for future planning how many families need specific services, the demand for those services, and costs.
Counting What Matters
If we are unable to modify SACWIS that will allow us to report to counties, we will require counties to report this information to us on a per case level.
We prefer to obtain this information from SACWIS rather than counties. Thus, we care working closely with the SACWIS team to make a change in the Service screens.