notice of regular meeting agendanotice of regular meeting pasteur medical building 1111 n. lee...
TRANSCRIPT
NOTICE OF REGULAR MEETING
PASTEUR MEDICAL BUILDING
1111 N. LEE AVENUE, SUITE 500 OKLAHOMA CITY, OKLAHOMA
August 17, 2018
9:00 a.m. AGENDA
I. Call to Order and Determination of Quorum Chairman Jay Scott Brown
II. Welcome and Introductions
Chairman Jay Scott Brown
III. Review and Approval of the Minutes from the June 22, 2018 Commission Meeting. Discussion and possible action
Chairman Jay Scott Brown
IV. Report from the Oklahoma Office of the State Auditor and Inspector OCCY Agency Audit
Discussion and Possible Action
Mr. Mike Starchman, CPA, RN Mr. Eric Meigs, BBA
V. Finance Report An update regarding the OCCY budget, expenses and balances
Discussion and Possible Action
Ms. LaTisha Edwards, CPO
VI. Presentation regarding of Oklahoma County Drug Court Discussion and possible action
The Honorable Kenneth Stoner
VII. Presentation of the Draft SFY 2019-2023 State Plan for the Prevention of Child Abuse and Neglect Discussion and possible action
Ms. Beth Martin, MA, CCC
VIII. Overview of OCCY – Including Statutory Tasks and Rules Commission Departments
o Office of Juvenile Systems Oversight o Post Adjudication Review Board o Child Death Review Board o Free-standing Multidisciplinary Team o Planning and Coordination o Children’s Endowment Fund
Discussion and possible action
Director Annette Wisk Jacobi
IX. OCCY Subcommittees Discussion and Possible Action
Chairman Jay Scott Brown
X. Director’s Report on Agency Activities Personnel Agency Activities
Discussion
Director Annette Wisk Jacobi
XI. Presentation by Big Brothers Big Sisters of Oklahoma Mentoring Children of Incarcerated Parents Project
Discussion
Ms. Melissa Ramirez, CEO
XII. Commissioner Announcements (Report only – no discussion)
ALL
XII. Adjournment
Remaining meeting dates for CY 2018: September 21 (SPECIAL) / October 26
________________________________________________________________________________________________________________ OCCY Meeting Minutes Page 1 of 4 Meeting Date: June 22, 2018
OKLAHOMA COMMISSION ON CHILDREN AND YOUTH 1111 N. LEE AVE., STE. 500
OKLAHOMA CITY, OKLAHOMA 73103
REGULAR MEETING June 22, 2018
MINUTES
Call to Order and Roll Call Angela Marsee called the meeting to order at 9:03 a.m. Members present were: Tom Bates, Jay Scott Brown (arrived 9:39), Sid Brown, Steven Buck, Jason Charles, Ken Couchman, Wanda Felty, Becky Pasternik-Ikard, Edward Lake, Sheryl Marseilles, Angela Marsee, Lori McGinnis-Madland, Tera Snelson (arrived 9:10), Noel Tyler, and Mike Warren. Members not present were: Jason Charles, Todd Pauley, Joy Hofmeister, and Terri White. Guests present: Jacqueline McDaniel, Sherry Fair, Jeanean South, Teresa Deck, Beth Martin, Erin Gagnon, Sherie Trice, Grant Moak, Sarah Johnson, LaTisha Edwards, Jackie Shipp, Erin Wolf, Kristi Atchley, Joe Dorman, Debra Andersen, and Nicole Poindexter. Review and Approval of the Minutes from the March 30, 2018, Commission meeting - All Dr. Brown motioned to accept the minutes as written. Director Lake seconded. Judge Warren abstained. All others present voted in the affirmative. Motion passed. Office of Child Abuse Prevention (OCAP) Report – Interim Commissioner Tom Bates / Beth Martin Commissioner Bates began by addressing budget issues at the Oklahoma State Department of Health (OSDH). He informed the Commission that the Office of Child Abuse Prevention (OCAP) grants will be reinstated for State Fiscal Year 2019. After speaking with the OKDHS team and other health and human service directors, Commissioner Bates feels that the grants are a good investment. He then turned his presentation over to Beth Martin, Director of the Family Support and Child Guidance Service at OSDH. Ms. Martin gave a brief update concerning the survey to collect information and opinions about child abuse and neglect services. The hard copy surveys have been distributed to parents, service providers and citizens in general. It was also possible to complete the survey online. She explained that about one thousand surveys had been returned and that they are still gathering and processing the data. Public Comment Ms. Sherry Fair thanked Commissioner Bates and staff from the State Department of Health for reinstating the OCAP grants. She gave a testimonial to the importance of these funds. She also complimented Commissioner Bates on his willingness to meet with OCAP Contractors and she wanted him to know that they felt heard. Presentation of the Green Shoe Foundation – Jeanean South / Teresa Deck Ms. Jeanean South gave a brief history of the Green Shoe Foundation and its goal of limiting the effects of childhood trauma through training retreats. She then introduced Ms. Teresa
________________________________________________________________________________________________________________ OCCY Meeting Minutes Page 2 of 4 Meeting Date: June 22, 2018
Deck who gave a detailed powerpoint presentation covering Adverse Childhood Experiences (ACEs). Presentation of the Oklahoma Alliance for Healthy Families – Jacqueline McDaniel Ms. Jacqueline McDaniel gave a detailed powerpoint presentation concerning the history and purpose of the Oklahoma Alliance for Healthy Families (Alliance). The Alliance is non-profit organization that advocates for science-based, health policies in Oklahoma, specifically advocating for pro-immunization policies. Ms. McDaniel also asked the Commission if they would partner with the Alliance and if the Agency could include the OCCY logo on materials signifying that OCCY was an Alliance partner. After a lengthy discussion, it was decided that OCCY should not be the entity to partner with as the Commission is made up of other state agencies/groups. Therefore, it was decided, that the Alliance should seek partnerships with each individual agency/group. Finance Report – LaTisha Edwards Ms. Edwards went over the OCCY financial report handout. A discussion was held about carry over funds. Secretary Buck motioned to accept the budget report as presented, Commissioner Pasternik-Ikard seconded. All present voted in the affirmative. Motion passed. Nomination and Election of Commission Officers – Chairman Jay Scott Brown Chairman Brown gave a brief explanation of rules governing officers for the Commission. Dr. Brown motioned to nominate and elect Jay Scott Brown as Chair of the Oklahoma Commission on Children and Youth for one year – through the end of his fourth term, June 30, 2019. Judge Warren seconded. All present voted in the affirmative. Motion passed. Child Welfare Report and Update – Director Ed Lake Director Lake updated the following:
Director Lake gave an explanation of the Office of Client Advocacy (OCA). He stated that Gail Wettstein is the Interim Advocate General for OCA.
Director Lake explained that three co-neutrals had agreed to monitor and guide the process to close the Laura Dester Shelter in Tulsa. He stated that the OKDHS was under a court mandate to close the facility by June 30th 2018. The Department instituted a deadline of June 26th to find placements for the remaining youths in the facility. Director Lake stated that he did not think there would be a need to appeal the court’s decision of the June 30th deadline because out of the 44 youths in the facility when the order was made in March, only two remained and their placement dates were set for June 25th 2018.
Director Lake explained that the OKDHS was looking for Intermediate Care Facilities (ICF) for disabled children. These ICFs would be designed for the most challenging youths. Director Lake stated that they are designed based off of adult models.
Director Lake explained that OKDHS needs more options for children with extra challenging needs such as those with dual diagnosis. He also stated that “E Enhanced” and E+ facilities are planned to help and that clinical support will be included.
Director Lake stated that specialized foster homes are being developed to help with the needs of youth similar to those currently housed at JD McCarty.
________________________________________________________________________________________________________________ OCCY Meeting Minutes Page 3 of 4 Meeting Date: June 22, 2018
Recognition of Dr. Sid Brown – Chairman Jay Scott Brown Chairman Brown gave a history of Dr. Sid Brown’s time with the Commission. He also explained that this would be the last meeting with Dr. Brown as a Commissioner as he has served his four, two-year terms. Chairman Brown then presented a certificate of appreciation to Dr. Brown and thanked him for his contributions to OCCY. Dr. Brown then spoke to the Commission about his role with the Commission moving forward. He stated that he plans on remaining engaged with OCCY. Director’s Report on Agency Activities – Director Annette Wisk Jacobi Director Jacobi gave a presentation highlighting the following items in her written report.
Two new Galt employees are now working with OCCY. Talitha Byrd is providing overall support including reception and Tanesha Fugett is working with Child Death Review Board. In addition, Intern Sarah Johnson from Oklahoma State University will be working with Raegan Qualls in the Office of Juvenile System Oversight.
The Children of Incarcerated Parents - Mentoring contract with Big Brothers Big Sisters of Oklahoma comes to an end on June 30, 2018. However, OCCY needs more time to develop a Request for Proposal for a new contract. For this reason, the current contract will be extended for a few additional months.
The OCCY staff plans on attending an all-day retreat on July 12th. Director Lake has allowed Dr. Shannon Rios from OKDHS to present on overview of logic models during the morning. Commissioner Sheryl Marseilles has agreed to present information about burn out during the afternoon.
The OCCY staff now has professional looking id badges thanks to staff from the Office of Juvenile Affairs.
OCCY and OKDHS, specifically the Office of Client Advocacy, continue to move forward with creating a Foster Child Complaint System. There are some technological challenges in getting the OCCY and OKDHS systems to interface.
Commissioner Announcements – All DA Marsee spoke about resource availability. She explained that projects like Green Shoe are mostly available in the metro areas and that these resources are crucial in the rural areas. She explained that the DA council is always looking for ways to expand these resources to those communities that need them the most. Judge Warren updated the Commission on a project to place “Specialist Judges” in areas of the state where experience in the juvenile court system is lacking. Ms. Felty updated the Commission on the Start Project, which is collaboration between the OKDHS and the University of New Hampshire. She said that the group from New Hampshire would be back on July 24th to present their report and recommendations to the Project Ms. McGinnis-Madland gave a brief description of the Oklahoma Association of Youth Services, Inc. and stated that they are looking for a new Executive Director to start in January of next year.
________________________________________________________________________________________________________________ OCCY Meeting Minutes Page 4 of 4 Meeting Date: June 22, 2018
Ms. Marseilles shared with the Commission details on CASA’s partnership with the Center for Applied Research at the University of Oklahoma. She said that they had been collecting data and are preparing for the second round of data collection. Secretary Buck yielded to Kristi Atchely of the Oklahoma State Department of Education (SDE) who then talked about the upcoming Trauma Informed Summit that will be held October 2nd 2018. Secretary Buck then thanked SDE for their work on this Summit. He then informed the Commission that OJA is transitioning away from a cost reimbursement model to a fee for service model. He also explained that OJA currently has a surplus of secure care beds. Mr. Couchman shared a personal story that involved a conversation between his daughter, himself and a state representative candidate in order to emphasize the importance of civic engagement. Director Tyler informed the Commission that the Oklahoma Department of Rehabilitative Services (DRS) is close to reopening their priority one group home; this will house individuals with the most severe disabilities. She also explained that DRS’s federal oversight group mandated that their State Plan be updated, which they completed. Ms. Snelson requested help from the Commission on “clean up” for upcoming laws coming into effect. She also made the Commission aware of Tulsa County’s Judge Doris Fransein retirement. Ms. Snelson reported that Judge Fransein would be retiring in approximately six months. Chairman Brown praised the PARB staff for their hard work while PARB Program Manager Sara Vincent has been on extended leave. Adjournment The Commission adjourned at 11:21 AM.
Next Meeting Date: August 17, 2018
Oklahoma State Plan
for the Prevention of
Child Abuse and Neglect
2019-2
023
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The Oklahoma State Plan for the Prevention
of Child Abuse and Neglect
2019 - 2023 The Office of Child Abuse Prevention is located within the Family Support and
Prevention Service of the Oklahoma State Department of Health (OSDH) in compliance
with 63 O.S. §1-227.3. This report is also available on the OSDH website at
fsps.health.ok.gov. For more information, contact the Family Support and Prevention
Service at (405) 271-7611.
ABOUT THE FAMILY SUPPORT AND PREVENTION SERVICE
Family Support and Prevention Service promotes the health, safety and wellness of
Oklahoma's children and families by:
● providing funding, training, technical assistance and oversight to local
organizations/agencies that serve families with young children;
● providing training to professionals that work in the area of child
maltreatment prevention and intervention;
● providing information and educational materials upon request; and
● providing infrastructure to family support/child maltreatment
prevention efforts.
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Table of Contents
Oklahoma State Prevention Plan (2019-2023)
Executive Summary ................................................................................................................................ 4
Vision .................................................................................................................................................... 5
Goals ..................................................................................................................................................... 5
Introduction............................................................................................................................................. 6
Child Abuse and Neglect Statistics ....................................................................................................... 7
Adverse Childhood Experiences (ACEs) .............................................................................................. 7
Child Maltreatment is a Public Health Issue ......................................................................................... 9
The Challenge........................................................................................................................................ 10
State Funding Shifts ............................................................................................................................ 10
Family Characteristics Increase Risk of Child Maltreatment ............................................................. 11
Prevention Works ................................................................................................................................. 12
Child Abuse and Neglect is Preventable ............................................................................................. 12
Introduction of the Protective Factors ............................................................................................. 13
Strategic Priorities ................................................................................................................................ 15
Building Blocks ............................................................................................................................... 16
INFRASTRUCTURE ............................................................................................................... 16
RESOURCES ............................................................................................................................ 18
COMMUNITY INVOLVEMENT .......................................................................................... 19
KNOWLEDGE ......................................................................................................................... 23
Next Steps for Implementation ............................................................................................................ 27
Appendices............................................................................................................................................. 28
Survey and Community Café Data ...................................................................................... Appendix A
Child Abuse Prevention Network ........................................................................................ Appendix B
References .............................................................................................................................................. 29
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Executive Summary
Preventing child abuse and neglect has been recognized by the Centers for Disease
Control and Prevention (CDC) as a public health priority. One reason for this is the large
number of children who experience maltreatment every year. Data reveal more than
15,000 Oklahoma children were victims of abuse and neglect during State Fiscal Year
(SFY) 2017. That is enough to fill 211 school buses to capacity. When compared to
national rates, Oklahoma is among the highest in the country, ranking 41st out of 50 states
for rates of confirmed child abuse and neglect (15.9/1,000 in OK vs. 9.0/1,000 in U.S.).1
The impacts of maltreatment are costly and long lasting. Oklahoma must work to detect
and prevent instances of child abuse and neglect early and implement effective
intervention strategies to ensure all children are safe and healthy.
Oklahoma’s public health system is uniquely positioned to address this growing epidemic.
The public health system provides the kind of broad-based prevention strategies that
encompass not only direct services to families, but also includes public education efforts
to change social norms and behaviors, family and community engagement, as well as the
policies and institutions that help create a strong prevention system. Such a public health
approach to the prevention of child abuse and neglect addresses the risk factors that lead
to maltreatment before incidents ever occur. Public health and prevention system partners
collaborate to identify and implement strategies to support safe and healthy children and
families. Together, these partners have created the Oklahoma State Plan for the
Prevention of Child Abuse and Neglect and will collaborate to ensure its goals are met.
The process for creating the 2019-2023 Oklahoma State Plan for the Prevention of Child
Abuse and Neglect began by gathering numerous stakeholders to provide feedback
regarding the needs of children, families, and professionals serving Oklahomans. This
process served as a tool for identifying system gaps and barriers, assessing geographical
needs through data, recommending improvement strategies, and gathering input from
parents and professionals in order to carry out actions to ensure a system that is responsive
to their needs. Data was gathered through surveys and Community Café style focus
groups centered on parents, stakeholders and professionals across the state. Combined
with secondary research, the results were used to develop the vision, goals and strategies
for the plan. A summary of the resulting strategic plan is as follows on the next page.
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VISION All Oklahoma Children will be healthy and safe.
GOAL 1: INFRASTRUCTURE
Ensure Oklahoma has sufficient infrastructure to support a strong child abuse and
neglect prevention system.
GOAL 2: RESOURCES
Ensure Oklahoma has sufficient resources to deliver services that promote healthy
families and prevent child abuse and neglect.
GOAL 3: COMMUNITY INVOLVEMENT
Collaborate to ensure safe and healthy social, physical, and mental and emotional
environments for community members.
GOAL 4: KNOWLEDGE
Educate Oklahomans about child development, effective parenting strategies, and child
abuse and neglect.
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Introduction
When people think of child maltreatment, they often think of cuts, bruises, and broken
bones, but the injuries children experience go far beyond physical symptoms. Child
maltreatment can impact short- and long-term health outcomes, mental health, social and
cognitive development, and even the types of risky behaviors in which adolescents, teens
and adults engage, including sexual behaviors, substance abuse, and delinquency.2 In fact,
stress and trauma during a child’s earliest years can permanently alter their brain’s size,
chemistry, and development.3
4
Child maltreatment is a frequent occurrence and has been on the rise in Oklahoma
in recent years. The number of Oklahoma children confirmed to be victims of abuse and
neglect in State Fiscal Year (SFY) 2017 was more than double that of confirmed victims
in SFY 2010, increasing from 7,248 to 15,289.5,6 The majority of these victims were under
the age of 6 years-old (58 percent) and more than three-fourths experienced neglect (88
percent).7 The most common perpetrator of these instances of maltreatment is a biological
or step-parent (79 percent).8 That means many of these instances might be prevented
through family-centered prevention and intervention services that help caregivers
understand the needs of young children, appropriate discipline techniques, and link
caregivers to resources and concrete supports to lessen stress, decrease Adverse
Childhood Experiences (ACEs), and reduce instances of neglect.
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Adverse Childhood Experiences (ACEs) occur frequently among Oklahomans and
accumulate over time, contributing to
short- and long-term personal, familial,
and societal outcomes including early
death. ACEs include such things as
family and neighborhood violence,
mental illness and substance abuse in the
family, divorce, incarceration of a family
member, death of a parent/guardian,
poverty, and being the victim of abuse.
Such experiences cause stress responses
in a child’s developing brain, including
extreme fear and helplessness.
Continued stress responses over a
prolonged period creates a buildup of
high levels of stress hormones in the body, interrupting normal physical and mental
development – even changing the brain’s architecture.9
13,191
11,714
8,605
7,248
8,110
9,842
11,418
14,159
15,252
15,187
15,289
62,559
61,327
53,394
45,811
48,393
44,232
57,088
69,410
66,868
64,437
62,828
- 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Victims of Child Abuse and Neglect, SFY 2007-2017
Investigated/Assessed Substantiated
Source: Oklahoma Department of Human Services, Child Welfare Services.
NOTE: Numbers are a duplicated count of children since a child could be the subject of more than one investigation or assessment.
THREE KINDS OF RESPONSES TO STRESS
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The cumulative effects of ACEs are undeniable. Individuals who have experienced three
or more ACEs are much more likely to abuse alcohol or drugs, experience depression,
and attempt suicide.10, 11 According to Oklahoma’s Behavioral Risk Factor Surveillance
System (BRFSS) survey, 16 percent of adults have experienced four or more ACEs. Many
of these individuals reported having experienced physical, sexual and emotional abuse.
These people are five times as likely to misuse prescription drugs than those with zero
ACEs, twice as likely to be a heavy/chronic drinker and/or report binge drinking, and are
more likely to be obese, smoke cigarettes, and/or suffer from chronic illness (e.g. asthma,
COPD, kidney disease, physical disability).12 These consequences of adverse experiences
are costly and can severely impact a person’s quality of life and that of their children and
family.
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Child maltreatment is a costly public health issue. A recent study found the total
lifetime cost of just one year of new confirmed cases of child abuse and neglect in the
U.S. was as much as $124 billion.13 This includes long-term expenses associated with
fatal and non-fatal abuse, including childhood and adult medical expenses, child welfare
costs, special education costs, criminal justice expenses, and lost productivity. The same
study estimated the average lifetime cost for just one victim of non-fatal child
maltreatment to be $210,012. In SFY 2017, 15,289 Oklahoma children were confirmed
victims of child abuse and neglect. That means, Oklahoma can expect more than $3.2
billion of lifetime costs associated with only those children identified as maltreatment
victims during SFY 2017 alone.
States withstand the worst of these child welfare expenses. A recent Child Trends survey
revealed during SFY 2014 more than half (56 percent) of costs associated with child
welfare came from state and local dollars.14 While the number of Oklahoma children
placed in out-of-home care has declined over the last three years, too many children find
themselves being cared for in foster homes, group homes, or kinship care arrangements.
During SFY 2016, the Oklahoma Department of Human Services (DHS) reported a 16.1%
increase in expenditures from the previous fiscal year for child welfare services, reaching
$457.7 million.
72.2
54.0
70.0
67.9
77.2
55.8
47.8
65.9
67.6
36.7
73.0
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0
Physical Abuse (More than once)
Verbal/Emotional Abuse (More than once)
Sexual Abuse (Touched more than once)
Sexual Abuse (Forced to touch more than once)
Sexual Abuse (Sex more than once)
Mental Illness in Household
Problem Drinker in Household
Illicit Drug Use in Household
Incarcerated Household Member
Parents Separated/Divorced
Violence Between Adults
Prevalence of 4 or More ACEs Respondents with Specific Experiences, Oklahoma, 2014
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The Challenge
While child abuse and neglect are preventable, many challenges to implementing and
sustaining the kind of system, services, and culture change necessary to support families
remain.
State funding has shifted investments away from prevention services to address the
growing need for intervention through child welfare services. Early on, the state
invested in creating the infrastructure to implement the evidence-based program models
necessary to provide a continuum of services to expecting parents, infants, toddlers and
children prior to kindergarten entry, which comprises the majority of confirmed victims
of maltreatment in Oklahoma. However, diminishing resources over the years have
caused the number and availability of services to dwindle. Instability in funding in recent
years has come at a cost to the state’s overall child abuse and neglect prevention system.
Decreases in funds not only mean less resources for direct services, it also creates
inefficiencies in maintaining a statewide system. Things like ongoing budgetary threats
and unmanageable caseloads have caused uncertainty among service providers and
burnout, creating costly turnover considering the amount of specialized training required
for effective service delivery. Additionally, the more funds required to recruit and train
new workers due to turnover, means even fewer funds available to serve families, provide
quality assurance and quality improvement, and deliver technical assistance and
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new workers due to turnover, means even fewer funds available to serve families, provide
quality assurance and quality improvement, and deliver technical assistance and
supervision – all of which are vital to a well-functioning family support system. When
compared to the long-term costs associated with child welfare services and child abuse
and neglect, prevention services offer a less costly method to address maltreatment.
Many common family characteristics increase the risk of maltreatment. Child abuse
and neglect may result from a number of situational risk factors common among families.
One contributor is family economic instability.15 Loss of employment and incomes at or
below poverty levels create parental stress, cause strain on relationships, and limit access
to safe child care and basic necessities like food and shelter. In 2015, nearly half of
children in the state (49 percent) lived in low-income families.16 Of those children in low-
income families, 17 percent (75,450) did not have an employed parent compared to 2
percent (10,649) of children in families with higher incomes.17 Access to safe, affordable
child care is another common challenge facing caregivers. Since SFY 2003, the number
of licensed child care centers and homes declined by nearly half, dropping from 6,267 to
3,359.18, 19 Limited access to child care can lead to a parent’s inability to work or choosing
to place children in unlicensed care which can lead to maltreatment. Caregivers struggle
to access health care and mental health treatment as well. The Oklahoma Department of
Mental Health and Substance Abuse Services estimates between 700,000 and 950,000
adult Oklahomans are not getting the mental health or substance abuse treatment they
need.20 In 2016, 135,000 parents were without health insurance and 70,000 Oklahoma
children were uninsured, making access to treatment even more challenging.21 Parents
who are in good physical, mental, and emotional health are better able to care for children
and ensure their safety and well-being.
22
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Oklahoma caregivers experience difficulties accessing needed supports and services.
A recent survey conducted by the Oklahoma State Department of Health shows parents,
regardless of income, have trouble finding affordable, quality child care, mental health
screening and treatment, services to address child development, and services that are
appropriate for their culture or language.23 Additionally, the survey revealed low-income
caregivers are less likely to: know how to help their child learn; know what to expect from
their child’s development; and believe their child misbehaves just to upset them. Parental
age also impacts the likelihood a caregiver knows about available resources, the types of
services they need, and how easily they can access such services and resources. Teenage
parents experience more challenges accessing prenatal care and child education resources
than older parents in their 30s or 40s. Older parents are more likely than young parents to
have a positive view of the safety and support of their community, more easily find
community resources when needed, and were more likely to have used parent support
programs and disability resources. When caregivers lack access to needed support and
services, families can experience stress that may lead to child abuse and neglect, as well
as potential long-term consequences for children.
Prevention Works
The good news is child abuse and neglect are preventable. While child maltreatment
is a complex problem rooted in poor relationships and environments, research suggests
effective intervention strategies are targeted at all levels of societal culture, community
involvement, relationships among families and neighbors, and individual behaviors. Such
effective prevention strategies focus on modifying policies, practices, and societal norms
to create safe, stable, nurturing relationships and environments.24 A strong public health
approach to prevention requires an understanding of risk factors that lead to maltreatment,
as well as an understanding of the protective factors that help buffer children from risk
and adversity.
Protective factors instilled in families and communities can insulate children from the
long-term effects of ACEs and prevent child maltreatment. That is why Oklahoma must
ensure the strong infrastructure, resources and policies are in place to support strategies
that build protective factors among families. Research has shown protective factors to be
associated with lower rates of child abuse and neglect and with optimal child
development. Protective factors help parents and caregivers find resources, supports and
coping strategies that allow them to parent effectively, even when under stress.25 Useful
protective factor frameworks may have a broad or targeted focus, including:
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Centers for the Study of Social Policy, Strengthening Families™ Protective
Factors;26
Administration on Children, Youth and Families, Protective Factors for
Victims of Child Abuse and Neglect; and
Centers for Disease Control and Prevention, National Center for Injury
Prevention and Control.
For the purpose of this document, the Strengthening Families™ Protective Factors
Framework has been utilized.
When in place, protective factors help mitigate the risk factors that contribute to
maltreatment. These protective factors include:
● Parental Resilience: No one can eliminate stress from parenting, but a
parent’s capacity for resilience can affect how a parent deals with stress.
Resilience is the ability to manage and bounce back from all types of
challenges that emerge in every family’s life. It means finding ways to solve
problems, building and sustaining trusting relationships including
relationships with your own child, and knowing how to seek help when
necessary.
● Social Connections: Friends, family members, neighbors and community
members provide emotional support, help solve problems, offer parenting
advice and give concrete assistance to parents. Networks of support are
essential to parents and offer opportunities for people to “give back”, an
important part of self-esteem as well as a benefit for the community. Isolated
families may need extra help in reaching out to build positive relationships.
● Concrete Support in Times of Need: Meeting basic economic needs like
food, shelter, clothing and health care is essential for families to thrive.
Likewise, when families encounter a crisis such as domestic violence, mental
illness or substance abuse, adequate services and supports need to be in place
to provide stability, treatment and help family members get through the crisis.
● Knowledge of Parenting and Child Development: Accurate information
about child development and appropriate expectations for children’s behavior
at every age help parents see their children and youth in a positive light and
promote their healthy development. Parents who experienced harsh discipline
or other negative childhood experiences may need extra help to change the
parenting patterns they learned as children.
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● Social-Emotional Competence of Children: A child or youth’s ability to
interact positively with others, self-regulate their behavior and effectively
communicate their feelings has a positive impact on their relationships with
their family, other adults, and peers. Challenging behaviors or delayed
development create extra stress for families, so early identification and
assistance for both parents and children can head off negative results and keep
development on track.
27
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Strategic Priorities
Rationale
If strategic priorities and plans across state and local government, non-profit, faith-based,
and community organizations are coordinated, parents, caregivers, and families will have
access to the resources, services, programs and supportive networks to ensure safe, stable,
nurturing relationships and environments for children and prevent instances of child
maltreatment. The Family Support and Prevention Service at the Oklahoma State
Department of Health, state prevention system partners and stakeholders will collaborate
to achieve this goal.
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INFRASTRUCTURE STRATEGY: INVESTMENTS
Advocate for investments in evidence-based family support and child abuse and
neglect prevention services, programs and resources.
Description A strong, robust prevention system is necessary to support healthy, stable
families and safe children. The foundation of that system includes investments
in programs and services. Understanding current investments and system gaps
is essential to reducing instances of child abuse and neglect.
Desired
Outcomes Understand the investments being made by prevention system partners
Track strategic investments in resources and services to close gaps in the
prevention system
Increase access to parent support and child abuse and neglect prevention
programs
Lead
Organization(s) Oklahoma Chapter of Prevent Child Abuse America (Parent Promise)
Actions and
Milestones Publish an annual children’s prevention budget outlining funding for
children and family support services and make recommendations to direct
resources to meet state and local needs.
Advocate for targeted increases in resources and investments based on
needs assessments, data, and annual funding report.
Metrics Increase in funding for child abuse and neglect prevention services,
programs and resources.
Distribute a proposed annual child abuse and neglect prevention budget
Resources
Needed
Organization or Resource Role
Oklahoma Commission on
Children and Youth (OCCY)
Oklahoma Institute for Child
Advocacy (OICA)
Oklahoma Chapter of Prevent
Child Abuse America (Parent
Promise) (PCA)
Oklahoma State Department of
Health (OSDH)/Family Support
and Prevention Service (FSPS)
Oklahoma Partnership for School
Readiness (OPSR)
Collect funding information and
distribute Children’s Prevention
Budget
OICA, PCA, OSDH, OPSR and
other organizations will advocate
for strategic, targeted investments
to close gaps in the prevention
system
http://fsps.health.ok.gov
17
INFRASTRUCTURE STRATEGY: POLICY
Advocate for policies that support healthy families and prevent
child abuse and neglect.
Description Policies that ensure access to needed family supports are at the heart of a well-
functioning child abuse and neglect prevention system. Strategic policies can
increase access to services that help parents support their families and care for
their children.
Desired
Outcomes Increase in number of child care centers, homes, and/or slots available
Improve access to resources and services
Reduce duplication of data collection
Increase workforce capacity and preparation, particularly in rural areas
Lead
Organization(s) OICA
OCCY
Actions and
Milestones Make recommendations for policies that improve access to vital support
services, including safe, quality child care, transportation, and services for
children with special needs.
Advocate for reasonable eligibility criteria for services that are aligned
across agencies and programs as appropriate
Advocate for a common intake system and cross-agency information
sharing to improve ease of access to resources and services
Explore the implementation of innovative approaches to close workforce
gaps to meet local needs, including things like Community Health Worker
credentials and Apprenticeship for Early Childhood occupations
Metrics Increase # of child care slots
Increase # of referrals to child care
Increase new legislation that addresses child and family well-being
Resources
Needed
Organization or Resource Role
DHS Child Care
Resource and Referral Agencies
OICA
OPRS
Direct funding to child care
subsidy
Provide information regarding
gaps in services
Advocate for family well-being
legislation
Improve data share agreements
across agencies
http://fsps.health.ok.gov
18
RESOURCES STRATEGY: OPTIMIZE AND DIRECT RESOURCES
Optimize resources across prevention system partners and make recommendations
to direct resources to meet state and local needs.
Description Identifying cross-agency resources and opportunities for blended funding
maximizes resources available for child abuse and neglect prevention
programs and services. Utilization of available federal, state, non-profit, faith-
based, and community-based resources to identify and address unique
regional and community needs is an important strategy for supporting
families.
Desired
Outcomes Understand and better meet the unique needs of each community/region
Improve collaboration among government, non-profit, faith-based and
community organizations at the local and state levels
Improve access of caregivers to the most needed resources
Lead
Organization(s) OSDH
Oklahoma Chapter of Prevent Child Abuse America (Parent Promise)
Actions and
Milestones Support local communities in developing needs assessments to determine
resource needs and service gaps.
State and local organizations collaborate to direct resources to close
identified gaps, reduce duplications, and increase accessibility.
State and local organizations prioritize collaborations that increase
accessibility of services for children with special needs, early intervention,
child development, childcare, mental health treatment, culturally
appropriate and bilingual services.
Metrics Increase in number of resources (per targeted community)
Increase in number of persons receiving services (per targeted community)
Increase in number of persons ‘have used service’ (OCAP survey 2018)
Increase in perception of access ease (OCAP survey 2018)
Increase in # of community needs assessments completed
Resources
Needed
Organization or Resource Role
OSDH
DHS
Community Organizations
Parent Promise
Survey annually
Report to OCCY Board annually
Provide seed grants to
communities to assist in
identifying gaps in services (needs
assessment)
Provide TA regarding needs
assessment to local communities
http://fsps.health.ok.gov
19
COMMUNITY INVOLVEMENT STRATEGY: PARENTAL RESILIENCY
AND SOCIAL CONNECTIONS
Professional and community organizations partner to increase the availability of
local parent support groups and other community networking events.
Description Social networks provide emotional support, help connect families to resources
like concrete supports, and assist caregivers with problem solving.
Professional and community organizations must collaborate to create more
opportunities for parents and caregivers to interact in supportive environments
and develop strong relationships.
Desired
Outcomes
Increase connections within local communities
Increase Parental Resiliency and Social Connections
Create opportunities for free or low-cost family-centered activities
Ensure families feel safer in their neighborhoods and communities
Lead
Organization(s) DHS
OSDH
Office of Faith Based and Community Initiatives
Actions and
Milestones Increase the availability of local parental support groups.
Encourage development and promotion of free or low-cost local family
activities (faith community, child care, head start, etc.).
Metrics Increase in the number of parent support groups
Increase in ‘have friends/family nearby’/’people can depend on each
other’ protective factors as surveyed by the OCAP survey 2018
(OCAP survey 2018)
Increase in trained workforce to facilitate parent support groups
Resources
Needed
Organization or Resource Role
DHS
OSDH
Faith Based Community
Ensure availability of low cost/free
family activities in communities
Assist with community initiatives
Workforce development
http://fsps.health.ok.gov
20
COMMUNITY INVOLVEMENT STRATEGY: DEVELOP SAFE
COMMUNITIES
Professional and community organizations collaborate to mitigate the effect of
violence within families and communities.
Description Experiencing violence within a family or community can create toxic stress
and long-term impacts on children. Helping families feel safe in their
neighborhoods aids in increasing community and social connectedness.
Desired
Outcomes Increase connections within local communities
Ensure families feel safer in their neighborhoods and communities
Lead
Organization(s) Law Enforcement Agencies
Office of Juvenile Affairs (OJA)
Community Organizations (formal & informal, neighborhood watch…)
Actions and
Milestones Community members work with local law enforcement to establish and
maintain neighborhood outreach efforts (community policing programs,
etc.).
Increase the number of services available to prevent juvenile delinquency
(evidence based delinquency prevention programs, behavior management
services, bully prevention programs, afterschool programming, etc.)
Metrics Increased Social Connections within targeted communities (OCAP survey
2018)
Decrease in agree + strongly agree ‘sometimes it’s necessary to physically
discipline child’ (OCAP survey 2018)
Decrease in substantiated child abuse and neglect cases
Resources
Needed
Organization or Resource Role
Office of Juvenile Affairs
Oklahoma Coalition Against
Domestic Violence and Sexual
Assault
Law Enforcement
Support community
implementation of violence
prevention programs
Support community neighborhood
outreach programs
Educate on the role of Protective
Factors in mitigating adverse
experiences
http://fsps.health.ok.gov
21
COMMUNITY INVOLVEMENT STRATEGY: IMPROVE MENTAL
AND EMOTIONAL WELL-BEING
Professional and community organizations partner to improve mental and
emotional wellbeing of families.
Description Parents and caregivers must be mentally and emotionally well to ensure safe,
stable, nurturing environments for children to grow and thrive. Professional
and community organizations must work together to ensure caregivers have
access to early screening and treatment services.
Desired
Outcomes Improved family stability
Early identification of post-partum depression and connections to services
Increased access to and utilization of mental health services
Lead
Organization(s) ODMHSAS
Oklahoma Health Care Authority (OHCA)
OSDH
Actions and
Milestones Provide post-partum depression information to infant caregivers
Increase awareness of post-partum depression through education
campaigns and other avenues
Increase the availability of trauma-informed, evidence-based mental health
treatment assessment and services for parents and caregivers
Increase access to concrete supports and Respite for caregivers
Metrics Change in percent of mentally healthy days (BRFSS)
Increase in number of postpartum depression screenings completed
Decrease in number of ‘overwhelmed by stress’ responses (OCAP survey
2018)
Decrease in inpatient hospital mental illness/substance abuse
(OK2SHARE)
Decrease in suicide rate (OK2SHARE)
Increase in # of workforce trained in trauma-informed care
Resources
Needed
Organization or Resource Role
OSDH/Maternal & Child Health
ODMHSAS
OHCA
Ensure availability of mental
health screening and treatment
Ensure trauma-informed training is
available for workforces
Educate general population in
trauma-informed care
http://fsps.health.ok.gov
22
COMMUNITY INVOLVEMENT STRATEGY: OUTREACH
TO HIGH-RISK POPULATIONS
Professional and community organizations partner to educate high-risk populations about
factors that can lead to child abuse and neglect.
Description Children represent a vulnerable population susceptible to maltreatment,
particularly those too young to understand inappropriate abusive behaviors,
those who have experienced abuse in the past, and those born to very young
parents. Organizations must collaborate to expand access to important child
abuse and neglect prevention programs targeted to these high-risk
populations.
Desired
Outcomes Young children receive prevention education regarding appropriate and
inappropriate touch
Access to sexual risk avoidance programs
Access to services and programs for teen parents (e.g. home visiting)
Lead
Organization(s) OSDH
ODMHSAS
Community Organizations
University Research Programs
Actions and
Milestones Ensure the availability of teen pregnancy prevention and sexual health
education programs for vulnerable youth, including foster children and
juvenile offenders
Ensure the availability of sexual abuse prevention programs available to
young children (e.g. Stop, Go and Tell, etc.)
Ensure the availability of mentoring and counseling programs for high risk
youth
Ensure parents have the tools to be their child’s first and best resource for
sexual education
Metrics Increase in the number of sexual abuse prevention programs
Increase in number of sexual education programs
Increase in number of parenting teens enrolled in home visiting programs
Resources
Needed
Organization or Resource Role
OSDH/MCH/FSPS
Community Organizations
Public/Private Schools
Support local communities in
implementing sexual risk
avoidance programs and teen
pregnancy prevention programs
Support education efforts on
protective factors at the
community level
http://fsps.health.ok.gov
23
KNOWLEDGE STRATEGY: EDUCATE CAREGIVERS
Professional organizations increase the number of child development trainings to
community members and professionals who work with children.
Description Understanding typical child development is a critical tool for effective
caregiving. Misunderstanding the capacity of young children to understand
and behave in certain ways, can lead to unrealistic expectations, inappropriate
discipline techniques, and neglect. By expanding access to child development
training, more caregivers and professionals will have a better comprehension
of typical developmental milestones.
Desired
Outcomes Increased knowledge of typical child development and developmental
milestones
Improved understanding of positive discipline techniques
Early identification of developmental delays and linkages to services
Lead
Organization(s) OSDH/FSPS/Early Intervention
Public/Private Schools
Head Start
Actions and
Milestones Promote child development resources through medical and educational
organizations
Provide accessible and affordable parent education classes in the
community
Metrics Increase in number of ‘know how to help child learn/believe child
misbehaves/know what to expect from development’ (OCAP survey 2018)
Increase in number of trainings/parent classes (per targeted community)
Resources
Needed
Organization or Resource Role
OSDH
Pre-K Programs
Head Start
Provide opportunities for
workforce development regarding
child development
http://fsps.health.ok.gov
24
KNOWLEDGE STRATEGY: PROMOTE RESOURCES
Professional organizations promote parenting classes and parenting resources to
caregivers and community members.
Description Often times, families and caregivers with the most need for parenting
resources and supports know the least about the options available to them or
how to access such resources. Promoting things like parenting classes, support
groups, and resource directories, will allow more families and caregivers to
access the support they need.
Desired
Outcomes Increase the number of caregivers with knowledge of local resources and
supports available
Strengthen social networks and community support
Improve caregiver knowledge of positive parenting strategies, child
development, existing resources, etc.
Lead
Organization(s) OSDH
Community Agencies
DHS
Actions and
Milestones Promote awareness and attendance of parent support programs
Promote the use of parenting and caregiver resources such as the Parent
Pro and the Child Guidance Child Care Warmline, including types of
services offered and eligibility criteria
Inform targeted family-serving organizations to provide information with
consistent messaging about local resources
Metrics Change in number parenting classes (OCAP Survey 2018)
Change in support network (OCAP Survey 2018)
Change in level of awareness (OCAP survey 2018)
Resources
Needed
Organization or Resource Role
OSDH/Parent Pro Website
Heartline 211
DHS/Resource & Referral
Ensure parent education resources
are available in the community
Ensure screening, referral and
treatment services are available for
children at risk of developmental
delay
Centralize information availability
for parents and caregivers
http://fsps.health.ok.gov
25
KNOWLEDGE STRATEGY: EXPAND TRAININGS
Increase the number of trainings and educational materials available about child
abuse and neglect to both professionals and community members.
Description Recognizing the signs of child abuse and neglect, as well as risk factors
associated with situations that may lead to abuse and neglect, are important
strategies for preventing child maltreatment. Educating professionals and
community members who regularly interact with children and families about
these signs and risk factors will help create more supportive environments and
communities for children and families by identifying concerning situations
early and intervening with supportive services before abuse or neglect occurs.
Desired
Outcomes Awareness of the signs of child abuse and neglect
Awareness of situational risk factors that can lead to child abuse and
neglect
Connections for families to appropriate supportive services
Knowledge of professionals and community members about recognizing
the signs of abuse and neglect and how to report suspected maltreatment
Lead
Organization(s) OSDH
OCCY
DHS
Actions and
Milestones Educate people about the definition that of types, causes, and signs of child
abuse
Provide formal trainings and outreach materials to community members
and professionals about reporting laws and procedures
Vary the number and ways child abuse and neglect trainings are provided
to professionals
Metrics Increase in the number of and variety of trainings taken (OCAP survey
2018)
Increase in the number of distributed child abuse and neglect materials
Increase in the number of child abuse and neglect trainings for
parents/community members
Resources
Needed
Organization or Resource Role
OSDH
OCCY
DHS
Ensure availability of child abuse
and neglect training for schools
and community
Ensure the availability of child
abuse and neglect training
regarding identification and
reporting
Ensure educational opportunities
are available regarding risk and
protective factors
http://fsps.health.ok.gov
26
KNOWLEDGE STRATEGY: IMPLEMENT STRATEGIC
COMMUNICATIONS
Implement a strategic communications plan to promote safe, stable and nurturing
environments for children and families.
Description Culture plays a significant role in creating social norms and influence
individual behaviors. Social marketing has proven to be an effective strategy
for influencing behaviors to improve individual lives and communities.
Strategic, targeted communications coordinated across all prevention system
partner organizations will aid in creating communities and social networks
that are more supportive of parents, caregivers and families.
Desired
Outcomes Reduced stigma around seeking treatment for mental health, substance
abuse, etc.
Increased community and social network connections
Increased knowledge by caregivers of positive parenting strategies, child
development, and signs of abuse and neglect
Lead
Organization(s) OICA
CAP Action Committee
OSDH/Parent Pro
Actions and
Milestones Utilize toolkits for community partners to educate and raise awareness of
child development, parenting strategies, and preventing child abuse and
neglect.
Recruit influential messengers to promote messages to targeted audiences.
Utilize different communications platforms to reach targeted audiences,
including such things as social media promotion, peer-to-peer messaging,
op-eds, press releases, etc.
Metrics Increase in number of people accessing online resources like Parent Pro
(website analytics)
Increase in number of people reached with targeted messages
Increase in the number of people who have heard of and/or utilized parent
support services (OCAP survey 2018)
Resources
Needed
Organization or Resource Role
OICA
CAP Action Committee
Community Initiatives
OSDH/Parent Pro Website
Recognize successful prevention
programs and influential people
who have contributed to the
awareness of child abuse and
neglect
Produce and distribute messages,
in a variety of formats, regarding
risk and protective factors
http://fsps.health.ok.gov
27
Next Steps for Implementation
The Office of Child Abuse Prevention (OCAP) within the Oklahoma State Department
of Health (OSDH) will work with prevention system partners to achieve the goals of the
Oklahoma State Plan for the Prevention of Child Abuse and Neglect (State Plan). The
FSPS will form a State Plan Working Group, made up of representatives from the state’s
core prevention system partners, to:
Refine and implement the included action plan, including specific activities and
necessary evaluation of progress;
Share information about resources, program requirements and policies, outcomes
measures, and other relevant information required to improve prevention activities;
Annually review progress toward meeting State Plan goals and revise the State Plan
as needed;
Report to partners, policymakers and the public about the effectiveness of the plan
in preventing child abuse and neglect; and
Implement actions for continuous quality improvement.
The State Plan Working Group will meet regularly to ensure ongoing progress is made.
http://fsps.health.ok.gov
28
Appendix I
Appendix: Parent and Stakeholder Survey and Community Café Materials
(including summary of data)
Appendix: Oklahoma Child abuse prevention network
http://fsps.health.ok.gov
29
References
1 Annie E. Casey Foundation. (2017). National KIDS COUNT Database. Retrieved from
https://datacenter.kidscount.org/data/tables/9903-children-who-are-confirmed-by-child-protective-services-as-
victims-of-maltreatment?loc=1&loct=2#ranking/2/any/true/870/any/19234. 2 Child Welfare Information Gateway. (2013). Long-term consequences of child abuse and neglect. Retrieved
from https://www.childwelfare.gov/pubs/factsheets/long-term-consequences/. 3 Psychology Today. (2015). 7 ways childhood adversity can change your brain. 4 10A, O.S. §1-1-105. Retrieved from:
http://www.oscn.net/applications/oscn/DeliverDocument.asp?CiteID=455456. 5 Oklahoma Department of Human Services. (2017). Child abuse and neglect statistics, State Fiscal Year 2017.
Retrieved from
http://www.okdhs.org/OKDHS%20Report%20Library/S17032_%20ChildAbuseandNeglectStatisticsSFY2017J
uly2016-June2017_cwsopoa_03262018.pdf. 6 Child Trends. (2016). DataBank Indicator, Child Maltreatment. Retrieved from:
https://www.childtrends.org/indicators/child-maltreatment/. 7 Oklahoma Department of Human Services. (2017). Child Abuse and Neglect Statistics, State Fiscal Year 2017. Retrieved
from
http://www.okdhs.org/OKDHS%20Report%20Library/S17032_%20ChildAbuseandNeglectStatisticsSFY2017July2016-
June2017_cwsopoa_03262018.pdf. 8 Ibid 9 Sacks, V., Murphey, D. (February 2018). Child Trends: Bethesda, MD. The prevalence of adverse childhood
experiences, nationally, by state, and by race or ethnicity. Retrieved from
https://www.childtrends.org/publications/prevalence-adverse-childhood-experiences-nationally-state-race-
ethnicity. 10 Merskey, J.P., Topitzes, J., Reynolds, A.J. (2013). Impacts of adverse childhood experiences on health, mental
health, and substance use in early adulthood: A cohort study of an urban, minority sample in the U.S. Child
Abuse and Neglect, 37(11),917-925. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4090696/. 11 Substance Abuse and Mental Health Administration. (2017). Adverse childhood experiences. Retrieved from
https://www.samhsa.gov/capt/practicing-effective-prevention/prevention-behavioral-health/adverse-childhood-
experiences. 12 Oklahoma State Department of Health. (2018). ACEs in Oklahoma: 2014 Behavioral Risk Factor Surveillance
System (BRFSS) survey data. 13 Fanga, X., Brown, D.S., Florencea, C.S., Mercy, J.A. (2012). The economic burden of child maltreatment in
the United States and implications for prevention. Child Abuse and Neglect, 36(2012), 156-165. Retrieved from
https://www.sciencedirect.com/science/article/pii/S0145213411003140. 14 Child Trends. (December 2017). Child welfare financing 101 infographic. Retrieved from
https://www.childtrends.org/multimedia/child-welfare-financing-101-infographic/. 15 Centers for Disease Control and Prevention. (2017). Child abuse and neglect: Risk factors and protective
factors. Retrieved from: https://www.cdc.gov/violenceprevention/childmaltreatment/riskprotectivefactors.html. 16 National Center for Children in Poverty. (2017). Oklahoma demographics of low-income children. Retrieved
from http://www.nccp.org/profiles/state_profile.php?state=OK&id=6. 17 Ibid. 18 Oklahoma Department of Human Services. (2003). Annual Report, SFY 2003. Retrieved from
http://www.okdhs.org/OKDHS%20Report%20Library/S03148_2003AnnualReport_okdhs_03092007.pdf. 19 Oklahoma Department of Human Services. (2017). Annual Report, SFY 2017. Retrieved from
http://www.okdhs.org/OKDHS%20Report%20Library/WeAreThatAgency2017DHSAnnualReport_02022018.p
df. 20 Oklahoma Department of Mental Health and Substance Abuse Services. (2017). Statistics and Data. Retrieved
from https://www.ok.gov/odmhsas/Additional_Information/Statistics_and_Data/. 21 KIDS COUNT Datacenter. (2017). Health indicators. Retrieved from
https://datacenter.kidscount.org/data#OK/2/27/28,29,30,31,32,34,33/char/0.
http://fsps.health.ok.gov
30
22 Ibid. 23 OSDH Survey Results. See Appendix A. 24 Centers for Disease Control and Prevention. (2018). Child and neglect: Prevention strategies. Retrieved from:
https://www.cdc.gov/violenceprevention/childabuseandneglect/prevention.html. 25 U.S. Department of Health and Human Services, Administration for Children and Families, Children’s
Bureau. Protective Factors to Promote Well-Being. Retrieved from
https://www.childwelfare.gov/topics/preventing/promoting/protectfactors/. 26 Center for the Study of Social Policy. The protective factors framework. Retrieved from:
(https://www.cssp.org/reform/strengthening-families/basic-one-pagers/Strengthening-Families-Protective-
Factors.pdf. 27 Harvard University, Center on the Developing Child. (2013). Building Adult Capabilities to Improve Child
Outcomes: A Theory of Change.
1
Director’s Report OCCY Commission Meeting
August 17, 2018
PERSONNEL Intern: Ms. Sarah Johnson completed her internship with OCCY in July. Her future plans include
working as a teacher’s aide and pursuing a degree in education.
OMES Personnel: While Dan Ingram was technically an employee of the Office of Management and Enterprise Services, previous to that work he was an OCCY employee. He remained at OCCY even after his position was consolidated within OMES. We are sad to announce that Dan will no longer be serving nor housed at OCCY beginning mid‐August. He is being assigned to work for the Oklahoma Corporation Commission. FINANCES State Audit: Defer to the presentation by Mr. Meigs and Mr. Starchman during the meeting. Budget Meetings: Defer to the presentation by Ms. Edwards during the meeting. LEGISLATIVE ISSUES Interim Studies of Interest to OCCY:
18‐015 Juvenile Life Without Parole; Reps. Emily Virgin and Mark Lepak
18‐036 How DHS has allocated and used federal funds given to Oklahoma. What state funds are for improving child care, both number served and quality of care; Rep. Todd Russ
18‐041 DHS/Foster Care; Reps. Rhonda Baker and Cyndi Munson
18‐042 Review process to safely reunify Oklahoma children to parents or guardian custodian; to include data comparison of other states; Rep. Mark Lawson
18‐057 An in depth look at domestic violence in the Northeast and South quadrant of OKC; Rep. George Young
Interim studies can begin no earlier than August 7, 2018 and must conclude by November 7, 2018. Studies 36, 41 and 42 have been combined. In addition, I will be participating in the continuation of Adverse Childhood Experiences Interim Study from the previous past year. With the resignation of Senator Griffin, Senator Kay Floyd will be implementing the work of that study that culminated into the passing of Senate Bill 1517.
2
DIRECTOR’S HIGHLIGHTED ACTIVITIES Tulsa Post Adjudication Review Board: Mark James and I met with Commissioner Tera Snelson and others at the Tulsa County Juvenile Bureau on June 25th in order to learn about their PARB needs. After the meeting, Tulsa staff had some innovative suggestions for future Tulsa PARB work. Those ideas are being developed and hopefully will manifest in a new contract by September 1, 2018. Community Café’s for the State Plan for the Prevention of Child Abuse and Neglect: I attended the café held at the Chickasaw Nation in Ada on June 27, 2018. They are participants from a variety of service organizations including OKDHS, the Pontotoc County Health Department, and more. Local media covered the event. Oklahoma Partnership for School Readiness Staff did an excellent job of facilitating the meeting and a great deal of information was gathered for the State Plan. Freestanding Multidisciplinary Teams: In an effort to tighten business practices, including contracts, OCCY staff met with OKDHS’ Nena Newman on June 27th to better understand the accounting and reporting expectations for the MDTs. Based on the information learned during this meeting, OCCY will be drafting new language for future contracts. Child Abuse and Neglect Task Force: I have joined the CAN Task Force and attended my first meeting July 6. I understand that there may be times that I must recuse myself from certain discussions or votes due to OCCY conflicts regarding grant funding opportunities. OCCY Staff Retreat: The OCCY participated in an all‐day retreat on July 12th at Oklahoma’s Credit Union. Thanks go to Dr. Shannon Rios of OKDHS for presenting an overview about logic models. All departments left the morning with a draft. Thanks also go to Commissioner Sheryl Marseilles for presenting information on burn out. As part of her presentation about the need to create new neural pathways in the brain as a tool for preventing burnout, she arranged for staff to attend an instructional painting session at Paints N Cheers in the Plaza District. This activity was provided by donations from past employees Lisa Smith, Jack Chapman and OCCY Commissioners and was greatly appreciated. The paintings are hanging in the hallways of OCCY. Oklahoma's Early Childhood Integrated Data System Work: On July 24th, I attended the presentation by Elliot Regenstein and Jonathan Furr of Foresight Law+Policy sponsored by Oklahoma’s Partnership for School Readiness. Please see their attached report. Central Oklahoma Juvenile Center (COJC): On August 2, Mark James and I toured COJC in order to see the recent changes that they have made to the facility in anticipation of welcoming young women back to their campus. We also learned about revised practices to keep the young men and women separate as much as possible. We very much appreciated the time that Superintendent Todd Anderson he spent with us.
3
OCCY Program Overviews: Continuous Quality Improvement efforts for the departments and projects continue. We continue to work on creating routine procedures for 1) contracts, 2) invoicing, 3) logic model development, 4) data collection, outcomes, 5) appointments, and 6) reporting. Foster Care Children’s Bill of Rights: OCCY and OKDHS continue to work on implementing this project. The law goes into effect November 1, 2018. There are difficulties in getting the OCCY and OKDHS databases to interface, but we continue to explore options. In addition, no funding was provided for this project, so OCCY will have to use carry forward monies to cover IT development costs. OCCY PROGRAM HIGHLIGHTS Death and Near Death of Children with Disabilities Task Force (Annette Wisk Jacobi): The work of this task force continues as they review cases and consider systemic recommendations. The Task Force’s recommendations report is due by the end of the calendar year. Consideration is being made to contract with a technical writer for the drafting of the report. Office of Juvenile System Oversight (Mark James): During the months of June and July 2018, there were 615 open cases within OJSO. Of these 615, 56 were new cases and 63 cases were closed. During this timeframe there was one routine visit to the Lawton Boys Group Home and one complaint visit to a children’s facility. Juvenile Competency Program (Mark James):
# of Referrals Competent Not Competent Other
May 8 1 4 3 pending
June 2 2
July 0
Post Adjudication Review Board (Mark James): On July 1, 2018, Gregory Parks PhD, began as chair of the Stat Post Adjudication Review Advisory Board. He replaced Cindy Nocton who completed two, two‐year terms. On July 25, 2018, the Governor appointed Jonette Dunlap, Oklahoma City, to the board. The board’s next meeting is September 28, 2018. In June 2018, the Lincoln County Post Adjudication Review Board began operation. The board had been inactive in recent years. Mark James assisted the volunteer members and the local officials in getting the initial meeting arranged. Child Death Review Board (Lisa Rhoades):
Facilitated two review meetings (July 25 & July 26) including the joint meeting with the Domestic Fatality Review Board.
Met July 31, 2018 with two OSDH colleagues to discuss potential to apply to participate in the Children’s Safety Network’s Child Safety Learning Collaborative.
4
Attended August 9, 2018 project meeting for Preparing for a Lifetime‐Injury Prevention workgroup. Main focus was possibly creating resources for targeted Tulsa Area Period of PURPLE Crying Barber Shop Project.
Freestanding Multidisciplinary Teams (Jennifer Hardin): Annual Team Reviews are currently being conducted. Of the 36 existing Teams, the following County Team reviews have been completed: Logan, Kingfisher, Johnston, Pushmataha, Love, Marshall, Murray, Okmulgee, Creek, Okfuskee, Choctaw, Craig, and Mayes. Jackson is scheduled for August 14th and Okfuskee is scheduled for August 16th.
Trainings provided for Multidisciplinary Teams, PARB and other Professionals (Cherra Taylor): Indian Child Welfare Act (ICWA) Presenter: Melissa Middleton, Legal Director of Child and Family Services of the Choctaw Nation – Durant July 31, 2018: Tulsa Technology Center‐Riverside Campus in Tulsa Total number of participants: 23 The Psychology of Hope Presenter: Chan Hellman, PhD, professor of social work and director of The Hope Research Center at the University of Oklahoma – Tulsa 1) August 15, 2018: Cameron University in Lawton; and 2) August 22, 2018: Tulsa Technology Center‐Riverside Campus in Tulsa. The Link Between Parental Mental Health and Substance Abuse, and Child Maltreatment Presenter: Jason Beaman, DO, MS, MPH, FAPA, assistant clinical professor and chair of the Department of Psychiatry and Behavioral Sciences of Oklahoma State University – Center for Health Sciences in Tulsa 1) September 4, 2018: Northwest Technology Center in Fairview; and 2) September 25, 2018: Green Country Technology Center in Okmulgee. Taking Your Child Sexual, Physical and Abusive Head Trauma Case from Investigation to Courtroom Presenter: Lawrence Braunstein, Esq., trial attorney and litigation partner of Braunstein & Zuckerman, Attorneys at Law in White Plains, NY. 1) October 17, 2018: Oklahoma State University – Tulsa Campus’ Conference Center in Tulsa; and 2) October 18, 2018: University of Oklahoma Continuing Education Conference Center in Norman Interviewing Child Victims with Disabilities Presenter: Scott Modell, PhD, of Modell Consulting Group in Nashville, TN November 7, 2018: Rose State College – Community Learning Center in Midwest City ChildFirst Ex: Expanded Forensic Interview Process
5
Presenters: Maria Rosales‐Lambert, program director and bi‐lingual forensic interviewer; and Vicki Boan, forensic interviewer, Oklahoma Interviewing Services, Inc. 1) October 15‐16, 2018: Catholic Charities in Oklahoma City 2) January 30‐31, 2019: Child Abuse Network in Tulsa 3) July 15‐16, 2019: PC‐CARE, Inc. in McAlester MISCELLANEOUS On Monday, July 23rd, the OCCY office had to be closed due to air conditioning issues. When staff arrived that morning, the temperature in the offices varied from 85 – 90 degrees. We were notified that the problem had been fixed, but it would take most of the day for the temperature to arrive at a comfortable level. I notified Secretary Buck that our offices were too warm to utilize the computers/do work and he in turn notified OMES. I received prompt responses from Ramona Parker and Melissa Milburn from OMES’ Real Estate and Leasing Services regarding the air conditioning incident. As our leasing agent, they came out to inspect the property to assure the situation was rectified, but they also quickly sent a letter to our building manager about additional office deficiencies – most importantly the flooring. Because of the intervention, we now have scheduled monthly meetings with our Building Manager, Gary Hudlow and he has developed an action plan for repairs to present to ownership that includes phasing in new flooring. I would like to thank Ms. Parker, Ms. Milburn and Mr. Hudlow for working together towards improving our office space.
Elliot Regenstein with Jonathan Furr
August 10, 2018
Oklahoma Early Childhood Integrated Data System: Summary of Stakeholder Feedback and
Proposed Next Steps
REALIZING THE BENEFITS OF INTERAGENCY LINKAGES 2
This document summarizes key themes gleaned from interviews with stakeholders engaged in Oklahoma’s state data systems work. The questions used as an interview protocol are included as an appendix; interviews did not strictly adhere to the protocol, but generally covered the issues raised by the questions. Interviews were conducted with:
Steve Buck, Office of Juvenile Affairs Natalie Burns, Oklahoma Partnership for School Readiness Sharon Butler, Department of Health Ginger Elliott-Teague, Department of Education Kay Floyd, Head Start Collaboration Erik Friend, Department of Education Annette Jacobi, Oklahoma Commission on Children and Youth Tracy Leeper, Department of Mental Health and Substance Abuse Becki Moore, Office of Management and Enterprise Services Leea Mote, Office of Management and Enterprise Services Fred Oraene, Oklahoma Health Care Authority Sophia Pappas, George Kaiser Family Foundation Austin Ralstin, Department of Mental Health and Substance Abuse Edd Rhoades, Department of Health Mark Sharp, Department of Education Dan Sterba, George Kaiser Family Foundation Paul Shinn, Department of Human Services
Interviewees were promised that quotes would not be attributed specifically to them in the final report. On July 24, 2018, the Oklahoma Partnership for School Readiness hosted a forum to discuss a draft of this report with interested parties. The authors presented an overview of the report’s findings and recommendations, and took questions from the audience. Some of the points included in this report are drawn from that conversation. A list of attendees at that event is included as an appendix. The stakeholders we spoke with were universally enthusiastic about the importance of developing an early childhood integrated data system at the state level, but were also realistic about how much work remains ahead for the state to accomplish that goal. This report starts by discussing what impact interagency data linkages could have on Oklahoma’s early childhood programs, with the recognition that the value of those linkages requires substantial further definition. It then describes what work has already been done to link data across agencies, and the role of the Oklahoma Partnership for School Readiness in the progress made so far. Finally, it makes recommendations for next steps that would allow Oklahoma to clarify its data use goals and speed the development of a system that helps achieve them.
REALIZING THE BENEFITS OF INTERAGENCY LINKAGES 3
REALIZING THE BENEFITS OF INTERAGENCY LINKAGES
Respondents widely acknowledged that while progress has been made, there is not a shared interagency goal. They agreed on the need for a clear message to the broader stakeholder community of why this work matters and what it could achieve. Without strong leadership and a clear vision, the sustainability of any work to improve data usage will be in constant jeopardy.
What will be the “elevator speech” for this work? In addition to a vision, respondents articulated the need for a roadmap on how that vision
would be achieved. What is the business plan or playbook? What are the next steps? How can the vision be articulated in terms that are broadly understood, with a focus on
outcomes for children and families, while also effectively protecting their privacy? Some respondents noted that some people involved in the work have a hard time getting out of
their tunnel and thinking holistically. Some advocacy groups do not believe in data sharing, and take the view that if it is not required
it should not be done. Longitudinal data sharing has been a hot-button political issue. One respondent noted that a legislative framework would be valuable to shaping this work.
There is no widely shared vision of what could be achieved with improved data sharing
I
When interagency linkages are successful, it is because the agencies involved feel like the benefit they receive from it is worth the time and energy the work requires. For several agencies – most notably the Department of Education – the benefits they stand to receive have not been articulated clearly enough to justify financial investment in a shared infrastructure. Articulating the key questions that agencies will be able to answer only with interagency linkages is an essential launching point for the process, and greater clarity regarding key questions is needed to move forward.
It is essential to understand that linking data across agencies is not an IT project – It is a change management project with an IT component. Being clear on what exactly the desired changes are is the critical starting point.
All of the agencies involved believe that it will be possible to achieve benefits and appear to be working in good faith to articulate it; respondents generally expressed appreciation for the fact that agencies are being very appropriate in looking out for their institutional best interest. Respondents acknowledged that where agencies were not seeing the value proposition of linked data it was not because those agencies were being obstructionist, it was because the value really had not been articulated for them.
Respondents were largely positive about the progress made with the Department of Education, while also realistic about the work yet ahead.
In addition to agencies buying into this work (individually and collectively), other stakeholders need to buy into it as well – including policymakers and parents.
Several respondents noted the need to articulate some use cases that help explain the value.
Agencies are still struggling to find the value proposition in the linkages work
REALIZING THE BENEFITS OF INTERAGENCY LINKAGES 4
Once data is produced, greater analytic capacity is needed to make it meaningful. While some state agencies have meaningful capacity to analyze data, some do not; moreover, there is a widely understood need for analytic capacity that looks at critical problems in a cross-agency manner.
Even those agencies that already have meaningful analytic capacity believe they could be more effective if they had additional capacity.
In some agencies that have analytic capacity, that capacity may not be focused on broader cross-cutting questions so much as on pressing concerns related to specific programs.
There is a lack of capacity from non-governmental partners to provide data analysis, but potentially some interest in building that capacity – which would require philanthropic investment.
Some respondents articulated the need for the state to provide support to community-level efforts including by producing data in forms that make it easier to use.
Some respondents noted that while in theory the Office of Management and Enterprise Services (OMES) could play a role in providing analytic capacity, it does not appear that OMES will in fact do so.
There is a significant need for more capacity to use data
These included:
For some early childhood providers the opportunity to show long-term outcomes is a critical value that would be served by stronger longitudinal linkages. This includes K-12 and post-K-12 outcomes.
Even more specifically, it would be useful to study later outcomes (both positive and negative) and then back map those to previous experiences, to start looking for patterns that might inform how services are provided.
o For example, imagine two communities with similar demographics where one has a high rate of children going on to higher education and a low rate of children going on to juvenile justice or prison, and the other is the reverse. Can we analyze what factors led to that difference?
One overarching goal articulated is that this is about shared services – how are agencies developing shared solutions? Data systems are an essential component of that.
In a tight fiscal context at the state level, better data use could lead to more efficient services. Defining cross-cutting outcomes that multiple agencies would be responsible for helping to achieve.
While multiple respondents expressed enthusiasm for this idea -- and even noted efforts that could be built on in the process of developing cross-agency outcomes – there was acknowledgment that this kind of process is much easier with strong gubernatorial leadership, and that not all agencies are currently ready for this kind of conversation.
Developing distinct counts of children being served. Providing community-level data dashboards. Supporting infant-toddler services.
Several stakeholders identified value propositions that mattered to them
The lack of a positive vision is particularly problematic when stakeholders voice concerns about data privacy and security, which are deeply important issues. A positive vision is needed to help people understand why this work is needed in the first place, and then strong governance, training, and data management protocols are needed to reassure the public that personally identifiable data is safe.
There are real political challenges to data linkages
REALIZING THE BENEFITS OF INTERAGENCY LINKAGES 5
Numerous respondents noted that while government cannot in all respects be run like a business, there are some ways in which it can – and that predictive analytics using aggregated data should be one of them. Respondents noted that businesses routinely use predictive analytics when making major decisions, and that government would benefit from being able to do the same.
Some respondents thought that the legislature was increasingly open to this notion, but would have to be persuaded that an up-front investment in predictive analytics capacity would lead to long-term payoff. Those respondents thought the business community might be useful in helping to make that case.
One respondent noted that there has been a lot of discussion about conducting performance audits of state agencies – but those audits will require a clear definition of success, and also the data necessary to analyze progress toward desired outcomes.
There is a strong interest in predictive analytics
Many interagency agreements in other states have focused on the ability to produce reports of aggregated data on a periodic basis, which are generally useful to inform policymaking and strategic decision making. Some of the respondents are more focused on getting “rapid-time” data designed to serve program operators on a daily or near-daily basis.
The difference between aggregated data and “rapid-time” data is significant to some stakeholders
In the current political environment agencies are keenly interested in the stories that data tells and want to influence that narrative. A key challenge for the state will be balancing that legitimate agency interest with the broader interest in following the story that the data tells, regardless of where it leads. The agencies’ desire to control the narrative may at times come into tension with the broader need to shape an ecosystem that meets the needs of children and families, particularly if agencies are placed into a defensive posture by external forces.
There are a lot of open questions about the impact of new data on the public at large, and how the public might be able to access easily new information.
How will data be contextualized? A deep understanding is necessary to explain data well to broader audiences.
Several respondents thought universities might be useful partners in providing broader data analyses that inform the larger public, as long as they could do so in a cost-efficient manner.
One respondent noted that the legislature may not want agencies to be in a strong position to make the case for themselves – and also that agencies may be afraid of what story the data tells.
Agencies are naturally concerned about who will provide the narrative
REALIZING THE BENEFITS OF INTERAGENCY LINKAGES 6
Some communities are working on building their data infrastructure – a pilot project in Little Dixie was referenced by multiple respondents – and it is not clear how that work will relate to statewide efforts. How will local pilots influence statewide system design, and how will statewide system design support local efforts?
Some respondents articulated the need for the state to provide support to community-level efforts including by producing data in forms that make it easier to use.
There are local efforts underway to share data between community providers (including Head Start) and local school districts. What can the state learn from those?
Tulsa is a pilot site for an initiative that just won a national innovation competition (and associated grant).
One respondent noted that local communities will always collect more data than the state, and that’s fine – the key is to ensure that efforts are harmonized to minimize duplication.
There is a need to connect state efforts to community-level work
Respondents understood that producing data is only a step toward understanding the story that the data tells – and that understanding the story the data tells is only a step toward using the data to drive policy changes that improve outcomes for children and families. There was widespread doubt that the state is poised to make meaningful changes in response to new data, as that would require major political will and significant change management capacity. One respondent noted that this would be a whole new way of working for agencies, which in many instances are not designed to do what data would allow them to do (or push them to do).
Here too there are deep concerns that agencies are too invested in the status quo to change even when the data says they should.
Actually using data to drive change is a whole different level, but is a goal the state needs to achieve
LINKING DATA ACROSS AGENCIES
In many states, the process of developing linked data systems has been led by a high-level executive branch leader with a vision for cross-agency work – and in many instances the struggle those states have had has been to sustain energy with program-level managers within individual agencies. But in Oklahoma the process has followed just the opposite approach: the agency staff deep in the work have come together because they see the need for linked data, even though agency leadership and the governor’s office have yet to embrace the issue.
This history has clearly impacted the strengths and weaknesses of the system as it has emerged to date. The lack of a holistic vision for the work is the kind of problem that is hard for agency staff to solve without high-level leadership buy-in.
The strength of the relationship among staff within agencies was cited as a positive by numerous respondents.
One respondent noted that the lack of high-level leadership may make it hard for agencies to put their true cards on the table.
Multiple respondents noted that ideally, high-level leaders would articulate the importance of this work and keep the pressure on to move it – but would leave key design and implementation decisions to experts in the field.
The process of developing linked data systems in Oklahoma has been atypically bottom-up
II
While there has been significant effort to build a Master Person Index for early childhood, that effort does not span many agencies. Respondents described a landscape in which there are numerous data-sharing efforts that are disconnected from each other, and that typically involve two agencies sharing data for a specific purpose. Respondents generally thought that these bilateral agreements were effective for their intended purposes, but that the work of those agreements was not coordinated across agreements.
Multiple respondents expressed a desire to see Oklahoma move to a more holistic system. This issue is also one that would benefit from higher-level leadership within the state
administration. As one stakeholder put it, “We do not have data systems, we have a lot of systems that have
data.” Some respondents talked about how far the state has to go to implement a governance
structure, while others seemed to think it was further along. This discrepancy may have come from a difference in focus – the Master Person Index is further along, whereas the idea of a holistic governance approach still has a ways to go. Even with regard to the MPI, however, there was some disagreement about the likely effectiveness of the existing governance structure.
Multiple respondents noted differing data standards across agencies, and identified the need for greater consistency to facilitate sharing.
At the stakeholder engagement forum one commenter noted that technology is changing far more rapidly than the state’s systems.
Some respondents also noted data sharing challenges within agencies; some agencies have a large number of systems that may not connect to each other, let alone other agencies’ systems.
In Oklahoma the landscape of data system linkages is still relatively decentralized
LINKING DATA ACROSS AGENCIES 8
A particular subset of the larger fragmentation is the disconnect between two efforts that in some states are more closely integrated. The effort to link data in early childhood has been driven by the state’s Health Department and agencies focused on health and social services; the Department of Education has been getting more actively involved in conversations, but the conversation has not been connected to discussions with any higher education or workforce agencies.
Multiple respondents expressed a desire to see these issues better connected, which is an issue that likely requires higher-level leadership to address.
While some states have worked to build a “P-20W” system that links from early childhood through higher education and the workforce, in Oklahoma
the early childhood work has been largely disconnected from higher education and workforce linkage efforts
The Health Department was widely acknowledged as a key driver of data linkage efforts, but in the last year the agency was rocked by a financial scandal that led to the resignations of the commissioner and other senior staff (including the senior official who had championed the data systems linkages work). The Department is now moving forward with a dramatically reduced budget and interim leadership, but those are difficult conditions in which to make headway on an initiative like linking data across agencies.
Turmoil at the Health Department has impacted the work
Respondents generally believed that the DISCUSS group represented a major positive step in that it brought together a group of agencies that had not previously worked together collectively. They generally thought the right conversations have been happening up until now, but are concerned about whether those conversations are advancing as they need to – there is a real worry that progress is hitting a plateau.
There is a strong sense that the relationships being forged through the DISCUSS process will serve the state well in the long term.
Many states are struggling to integrate Head Start data into broader state systems, and eventually Oklahoma will need to wrestle with this issue as well.
Different agencies have very different processes, and in Oklahoma agencies are relatively independent. This is a challenge to developing shared governance that is strong and sustainable.
The fact that the early childhood discussions are disconnected from the higher education and workforce discussions influences who is at the table. Ultimately high-level leadership should make a decision about the state’s approach, and whether these will continue to be two separate conversations.
A lot of agencies are at the table
LINKING DATA ACROSS AGENCIES 9
Respondents widely agree that when OMES was set up to consolidate IT functions across agencies there was not a strong consensus within the administration or legislature about exactly what its role would be, and that lack of role clarity has been an ongoing struggle for the agency writ large.
One anxiety some stakeholders have is about who will hold linked data, and OMES will likely need to be a part of that conversation. Multiple respondents originally thought OMES was going to end up being the central holder of all data (much like the South Carolina model for linked data that several respondents referenced), but that has not been the case.
Developing more consistent data standards is one role that was suggested for OMES. Some agencies have been frustrated with OMES, and there is clearly a disconnect in some
places between what OMES thinks its job is and what the agencies think its job is. One respondent expressed concern that OMES might not truly understand the early childhood
space, and that it simply might not be on their radar. This respondent said that OMES is not opposed to early childhood but just is not focused on it.
One respondent thought that the legislature is expressing concern about high costs relating to OMES, and that further legislative scrutiny could impact the agency’s future direction.
Another respondent described OMES as a middleman that is getting paid a lot for bad service.
The role of the Office of Management and Enterprise Services (OMES) is unclear, and different stakeholders have different visions
of what it should be
Three agencies are working together on a Master Person Index that will allow those agencies to identify children consistently across agencies. Those agencies are enthusiastic about the possibilities of having this linked data.
Not all stakeholders are clear on what operational impact the MPI will have. Not all stakeholders are clear on how decisions will get made with regard to the MPI. It
appears that the governance structure contemplates the DISCUSS committee as the final word on decisions about data management and use; there is no single backbone entity that has decision-making authority, and there is some concern about how this might play out in practice.
The Master Person Index is a potentially exciting start
THE ROLE OF THE OKLAHOMA PARTNERSHIP FOR SCHOOL READINESS 10
THE ROLE OF THE OKLAHOMA PARTNERSHIP FOR SCHOOL READINESS
OPSR has done a good job of getting stakeholders to the table, and of influencing existing data sharing agreements. OPSR is seen as having a good concept of what it is working toward, and of actively pursuing its goals. It was also credited for ensuring that early childhood is on the table in the state’s larger data systems work, and for bringing important information to the table. OPSR is seen as the agency most likely to hold the bigger picture, and to keep stakeholders focused on that bigger picture.
The fact that OPSR will not provide data to a linked system is both a strength and a weakness; it places OPSR apart from the other agencies in ways that give it freedom, but that also may be seen as limiting the skin it has in the game.
OPSR was credited with playing a “glue function” and supporting the building of strong relationships.
Some respondents argued that OPSR should be the visible leader of the data systems linkages work, because of its role in focusing on the larger ecosystem and its unique cross-cutting vision. Other respondents believed that OPSR has succeeded so far largely by keeping this work and its role lower on the radar screen, and believed that strategy should be continued; there was concern that if OPSR’s role was more visible that it would cause a backlash. As one respondent asked, does OPSR want to risk its existence on this project?
There is general agreement that OPSR’s positioning is unique and should be leveraged, but not agreement about the best way for it to take advantage of its unique role.
OPSR has a legislative mandate to track the effectiveness of the system and make recommendations, and its role should be consistent with that legislative mandate.
The Oklahoma Partnership for School Readiness (OPSR) is seen as a positive force in moving the data conversations
There is disagreement about what OPSR’s strategy should be going forward
OPSR has lost significant capacity in recent years that may impact its ability to be effective in this space. The staff OPSR has are generally well-regarded but respondents were unclear on how much capacity it would have for this work going forward.
There is concern about OPSR’s capacity
III
WHERE DO WE GO FROM HERE 11
WHERE DO WE GO FROM HERE
A fully realized early childhood integrated data system will include the following:
1. A vision of what can be accomplished with linked data, grounded in a key set of outcomes the data is meant to help achieve;
2. The capacity to build out a system that supports that vision; 3. The analytic capacity to make sense of the numbers the system produces; and 4. The capacity to make operational changes based on those analyses.
In all four areas the state has a great deal of work left ahead, but it has made some real progress on #2 and has some strengths to build on in #3 as well. The recommendations below are meant to address how the state can improve its position in all four of these areas, along with some overarching recommendations focused on the need for leadership in this initiative. All of the work will benefit from strong centralized leadership from the governor and legislature and deep engagement by all participating agencies; the Oklahoma Partnership for School Readiness can also play a valuable leadership and facilitation role in many or all of these work strands. As discussed at the stakeholder engagement forum, Oklahoma can develop more specific timelines for this work that map onto other agency and administration timelines during the coming period of transition.
IV
High level leadership will be needed for this work to succeed. The state has made significant headway that can be built on – but strong leadership will be needed to carry the work forward, and to keep work flowing through multiple process steps.
In many states the push for linked data has come from governors; governors are responsible for the entire system, and frequently see the need for data that can only be produced through interagency linkages. If the new governor believes in this work and influences agency heads to keep it moving, it is poised to yield important fruit. If the next governor does not believe in this work, it runs a serious risk of dying on the vine.
At the stakeholder engagement forum numerous participants commented on the importance of direct outreach to gubernatorial candidates.
In some states a push for linked data has come from the legislature, which may have a similar curiosity regarding key systemic questions. One strategy to consider is whether to develop draft legislation solidifying the framework of an integrated data system.
At this time it is not entirely clear which of those strategies is more likely to be successful in Oklahoma, and the election results will likely impact that calculus.
At the stakeholder engagement forum one suggestion was to focus not on the development of a data system, but on the need to improve the early childhood system as a whole – with the development of a data system providing needed support for that developing system.
A. Overarching Issues
WHERE DO WE GO FROM HERE 12
A. Overarching Issues (continued)
A vision needs to be developed based on the needs of stakeholders. Some of that work is already underway with key state agencies at the table, but for a vision to be successful it will require higher-level leadership from within government -- either at the governor’s office or legislature – and broader stakeholder engagement. The staff currently working on data have recognized these needs and are supportive of efforts that would engage higher-level leaders and additional stakeholders.
The broader vision also needs to include some specific use cases that will be responsive to stakeholder needs (with the governor and legislators critical stakeholders in this definition), with the understanding that the prioritized use cases may evolve over time.
The use cases developed need to be realistic to help manage expectations and establish early wins. The initial outputs of any linked system are generally annual or semi-annual reports that inform policy analysis, and the work plans for this system should reflect that reality. A few realistic early wins should be identified and aggressively pursued.
Some of the agencies involved have already identified promising use cases that are motivating their work on an integrated data system.
The work of developing a vision should be include the voices of families, and the final product should reflect the needs of families.
One suggestion at the stakeholder engagement forum was to do a study analyzing the gap between Oklahoma’s current performance and the national average in certain key measures of child success. The study could also include recommendations for achieving the national average and estimated costs to achieve that goal.
Agency leadership and buy-in will also be critical. In addition to leadership at the gubernatorial and legislative level, there will also need to be active engagement from core agencies.
The instability at the Health Department has affected many issues, including this one. Ideally stronger gubernatorial and legislative leadership would reduce the need for the Health Department to spearhead this work, but high-level bandwidth from the Health Department will still be necessary for system development to move forward.
The full and enthusiastic participation of the Department of Education and State Board of Education is ultimately necessary for the system to succeed; there is value in an integrated data system with linkages that just cut across agencies serving children birth to five, but many of the biggest impacts of an integrated data system come from studying the long-term outcomes that require the Department of Education’s engagement. Identifying the use cases that resonate the most with ODE is a high priority.
The continued uncertainty over the role of OMES is a challenge. It is not clear that OMES’ role will be clarified in the immediate future, and a better definition of its role may not be entirely necessary to begin articulating a vision – and even to start building out some capacity. But in any potential ideal state for an operating integrated data system, OMES will have a clearly defined role and be providing ongoing support.
B. Developing a Vision
WHERE DO WE GO FROM HERE 13
“Building a system” is about much more than just a set of technical linkages. Indeed, the necessary steps to building a system include a mix of political, legal, and technical work:
Implementing a governance structure. While existing committees provide a useful forum for interagency staff coordination, there is no formal structure for agency leadership to administer a multi-agency data initiative. That formal structure is necessary for the agencies to run the system, and for outside parties to engage with the system.
o The manner in which different agencies collect data varies widely, which is a challenge for interagency linkages. Particularly if the state is going to move to a more holistic approach, it needs to work on implementing standards for data quality.
Implementing the multi-agency data sharing agreement. The existing data sharing agreement establishes a framework for interagency data sharing, but needs to be housed and administered within a governance structure. Moreover, to date data sharing has been limited to projects involving two agencies; it may be necessary to revisit existing agreements to determine whether they can effectively support multi-agency projects.
o Protecting personally identifiable information is a critical aspect of data sharing, and Oklahoma should ensure that it is using up-to-date best practices in this area.
Buildout of the Master Person Index. To maximize its effect the Master Person Index should involve all agencies involved in the governance structure.
The personnel capacity to produce data, both centralized and across agencies. o Managing the governance structure and data sharing agreements are centralized
functions, and in many states governance sits outside the individual participating agencies and is defined in a master data sharing agreement. The same is true of the capacity to manage the Master Person Index, which is technical capacity that can be separated from staffing the governance structure (although it can also be housed in the same place). One key role of the centralized capacity is to monitor the progress of implementing the use cases, and also to manage the ongoing process of updating the use cases.
o Each participating agency will also need the capacity to produce data for interagency file sharing, and then produce outputs for end users.
o In developing the data sharing framework for a system it is important to anticipate continued rapid change in the available technology – otherwise the system will be outdated before it is finished.
o These capacities are necessary just to produce data in the first place; the capacity to use data effectively is discussed further below.
C. Building a System That Supports the Vision
The governor and/or legislature should define the scope of the vision. A key threshold question that has not been definitively resolved is whether Oklahoma will pursue an early childhood integrated data system as its own project, or whether that will become part of a larger effort linked to K-12 education, postsecondary education, and the workforce. The new governor and legislature should be engaged in resolving this issue and putting in place the framework necessary to build out the system.
There are some advantages to working solely within an early childhood frame, as there are already groups in place working on those issues. This may also slightly reduce the technical challenges of the buildout work.
On the flip side, the overall value proposition of the work is dramatically reduced without the connection to later years – including for the early childhood providers themselves, who are interested in knowing the long-term outcomes of the children they serve.
B. Developing a Vision (continued)
WHERE DO WE GO FROM HERE 14
D. Developing Use Capacity
Realistically, the state is years away from being able to produce new data that would impact how state government and communities operate. But if the state is going to move toward having an integrated data system, it should start planning for the impact of the data the system will produce. There is no point in building an integrated data system only to keep doing the same things the state has always done; the goal of the data system is to change practice in ways that lead to better outcomes for children and families. Engaging political leaders about the importance of this issue is critical, and a strategy will be needed to help policymakers understand the value of an early childhood integrated data system.
E. The Political Will and Capacity to Make Operational Changes
Maximizing the impact of data linkages requires the capacity to analyze and synthesize newly-produced data. This includes several different dimensions:
Public reports and dashboards. At both the state and community level, new data should be made transparent to inform decision-making. The prioritized use cases should drive the content of the reports and dashboards. There are numerous examples of state and local level data reports and dashboards that could inform Oklahoma’s approach to making data public.
State-level analytic capacity. As noted above, some state agencies already have this in place while others do not. In addition to each individual agency building its capacity, the system as a whole would benefit from some centralized and independent capacity that could look across agencies with a big-picture view. There are a variety of ways to position that capacity, and the governor and/or legislature should be engaged in defining and locating that capacity.
Capacity outside state government. Building an advocacy community with independent capacity to inform public debate could add value to the system, but would require philanthropic investment.
Research capacity. In some instances a research design is needed to unlock the true power of data. Some states have placed an emphasis on having access to centralized research capacity, either at a university or another external provider.
Local analytic and research capacity. Many communities will not have sufficient resources to develop significant capacity on their own. That puts the onus on the state to develop a support infrastructure for communities that allows them to leverage newly available data.
APPENDIX 1: INTERVIEW PROTOCOL: DISTRIBUTED PRIOR TO INTERVIEWS 15
Appendix 1: Interview Protocol, Distributed Prior to Interviews Oklahoma Partnership for School Readiness:
Interview Questions Regarding Data System Development
The following are questions that we expect to ask in interviews about the development of Oklahoma’s early childhood data system. We do not expect that all interviewees will be asked all of the questions, or that all interviewees will have answers to all of the questions. The goal is for interviewees to speak freely on the subjects they feel most comfortable discussing. Current Practices What state level resources are currently devoted to the development of a federated data
system? What actions and strategies were effective in working to develop this system? How is linked data currently being used by key stakeholders? What has been the role of the Office of Management and Enterprise Services? How have health agencies and the Department of Education interacted in this work? How have the agencies worked together on the mechanics of data generation (e.g. the
information request procedure)? How strong is the connection between the vision of agency leaders and the execution at the
program management level? What is the vision of agency leaders? What capacities exist inside and outside government to effectively utilize data once it is
produced? Specifically, what is the capacity for data use by: o Legislative staff o Agency staff o Providers o Research partners
What lessons can be drawn from past interagency data efforts, including the P-20 Council? How would you assess the importance and effectiveness of existing efforts for promoting
interagency data sharing and use? o The DISCUSS Committee o The CAR Workgroup o The Multi-agency Data Sharing Agreement o The Master Person Index project
How strong is the existing approach to data governance? Are there state legislative barriers to the disclosure of information? State agency
interpretations of state law that play a role here?
OPSR’s Role How has OPSR’s staff interfaced with state department staff on the development of a state
data system and what process indicators can Grantee report on the development of a data system? What role did the public-private partnership play in developing a statewide data system?
What regulatory or legislative opportunities exist that help efforts to build a statewide data system? How did OPSR help capitalize on these?
What legislative and regulatory barriers was OPSR able to help overcome in its effort to build a data system?
APPENDIX 1: INTERVIEW PROTOCOL: DISTRIBUTED PRIOR TO INTERVIEWS 16
Moving Forward How would you like to see data used? Do these potential use cases resonate?
o Establishing a distinct count across early childhood programs o Analyzing outcomes of children transitioning into the K-12 system o Providing “dashboard” data on early childhood service delivery to communities o Better understanding early childhood workforce characteristics and education
pathways For each agency – what are your key early childhood policy initiatives? How can integrated
data support your assessment of these policies? What plans are there to improve the use of data? Is there anybody else you’d recommend that I talk to?
APPENDIX 2: LIST OF ATTENDEES FOR PRESENTATION ON JULY 24 17
Appendix 2: Attendees at the July 24 Stakeholder Engagement Forum
List of Attendees: Melody Bays, Oklahoma City Community Foundation Lesli Blazer, Oklahoma Department of Human Services Natalie Burns, Oklahoma Partnership for School Readiness Sharon Butler, Oklahoma State Department of Health John Delara, Oklahoma State Department of Health Luann Faulkner, Oklahoma Department of Human Services Kay Floyd, Head Start Collaboration Robert Harbison, Oklahoma Partnership for School Readiness Foundation Melissa Houston, Oklahoma Department of Labor Annette Jacobi, Oklahoma Commission on Children and Youth Janice Keizer, American Institutes for Research Craig Knutson, Potts Family Foundation Tracy Leeper, Oklahoma Department of Mental Health and Substance Abuse Beth Martin, Oklahoma State Department of Health Lia Tepker-McHughes, Oklahoma Department of Labor Jennifer McKay, Oklahoma State Department of Education Cheryl McNair, Oklahoma Office of Juvenile Affairs Gina McPherson, Oklahoma State Regents for Higher Education Susan McVey, Oklahoma Department of Libraries Sharon Morgan, Oklahoma State Department of Education Rep. Monroe Nichols Fred Oraene, Oklahoma Health Care Authority Shelly Patterson, Oklahoma Health Care Authority Sumita Pokharel, Office of Management and Enterprise Services Pat Potts, Potts Family Foundation Ray Potts, Potts Family Foundation Mohsen Pourett, Oklahoma Office of Juvenile Affairs Charles Pruett, Oklahoma Department of Human Services Edd Rhoades, Oklahoma State Department of Health Paul Shinn, Oklahoma Department of Human Services Persephone Starks, Oklahoma State Department of Health Wanda Threatt, Oklahoma Department of Human Services
APPENDIX 3: EARLY CHILDHOOD DATA GOVERNANCE CONCEPTUAL TECHNICAL ARCHITECTURE 18
Appendix 3: Early Childhood Data Governance Conceptual Technical Architecture The purpose of this technical architecture diagram is to demonstrate how the various component parts of the state’s early childhood data system can align as part of a coherent structure. This is intended as a starting point for stakeholder and interagency development of the system architecture and technical requirements for the desired “end-state” system. That end-state vision can then serve as a guide for identifying gaps and developing plans to address them.
Component Description
1 Data Governance Structure
Establishes the formal structure for agency leadership to administer a multi-agency data initiative
2 Master Person Index (MPI) System Expansion of current system to include all agencies in the governance structure
3 Secure Interagency Data Exchange
Both the MPI and Multi-agency DSA support the secure exchange of data to support end-user functions; other security aspects addressed through the governance structure
4 Program/Agency Analyst Portal
Agencies establish an integrated data set with analytic tools and authorization procedures that enable data queries and analytics by authorized users within a secure environment
5 Integrated Reporting Data
Agencies agree to secure integration of data from multiple agencies for public reporting and dashboards displaying summary aggregated data
6 Integrated Research Data
Agencies agree to secure integration of data to establish research ready, de-identified datasets for authorized researchers
FOR IMMEDIATE RELEASE: Thursday, Aug. 9, 2018 Contact: Michael Walsh Executive Assistant (405) 606-4913 [email protected]
Oklahoma Commission on Children and Youth Welcomes New Commissioner
OKLAHOMA CITY, OK — Governor Mary Fallin has appointed new Commissioner, Lee Roland, to the Oklahoma Commission on Children and Youth (OCCY). Roland will fill the business and industry seat left vacant by Sid D. Brown in July. A former educator of 30 years, Roland now works as an education consultant and motivational speaker. He has given presentations across Oklahoma and the United States related to character education, working with children of poverty and teacher efficacy. Roland also serves as a pastor at The Parish located in the Plaza District and is the author of “Fantastic Voyage: A Story of School Turnaround and Achievement by Overcoming Poverty and Addressing Race.” He believes his involvement, passion and knowledge of community needs will help make a difference on the Commission by allowing him to cast a wider net to new audiences and policymakers. “I believe my experience as a consultant will prove twofold: I can share firsthand the formidable challenges that I have witnessed and or that have been shared with me by both schools and businesses, but equally important, I will be able to speak to how we have collaboratively problem solved or minimized the manifold issues that they encounter,” said Roland. OCCY works to improve services to children in the state of Oklahoma through coordination among public and private agencies, independent monitoring of the children and youth service system for compliance, and testing models and demonstration programs for effective services. Programs under OCCY include the Oklahoma Child Death Review Boards, the Post Adjudication Review Boards, and the Office of Juvenile System Oversight. OCCY was signed into law in 1982. For more than 35 years, OCCY has played a critical role in the protection of children by ensuring the services are following agency standards and policies and utilize best practices. “With his extensive background in education and his successful consulting operation, Mr. Roland will provide a ‘boots on the ground’ lens as well as a business professional’s perspective about how the broader community can address the needs of children and parents,” said Annette Wisk Jacobi, OCCY Executive Director. Commissioners meet to approve strategic plans, coordinate efforts between agencies and make recommendations to the Governor, Legislature, and child-focused agencies. They serve without compensation for up to four terms of two years each. The business and industry seat on the Commission aims to bring in novel strategies that would connect the business community with traditional social services.
“The Commission performs a very valuable role to our state by holding children service systems such as foster care, detention facilities and group homes accountable for providing safe, stable and nurturing environments for vulnerable children and youth. In addition, the Commission encourages supportive, prevention services be available to families before severe problems arise. The strength of the composition of the Commission is to bring to the table highly experienced people with varied areas of expertise related to the State’s interest in the wellbeing of all of Oklahoma’s children. We look forward to Mr. Roland’s contribution and are grateful for his willingness to serve,” said Jay Scott Brown, OCCY Chairman." To learn more about the Oklahoma Commission on Children and Youth, visit www.ok.gov/occy or for more information on Lee Roland, see www.leeroland.education.
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