2007 University Roundtable

Joyce James, CPS Assistant Commissioner

May 31, 2007

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Recent History: CPS Crisis• In FY 2004, there were a number of high profile

tragedies across the state in cases with previous CPS involvement.

• CPS Investigation staff were overwhelmed CPS Investigation caseloads were increasing The time to complete a CPS investigation was increasing CPS Investigation turnover rates were higher than other

stages of services 4 out of 10 new workers quit

• Supervisory tenure was decreasing.• High caseloads resulted in children being left in abusive

situations, repeated incidents of abuse and neglect, or premature closure.

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HHSC Review of CPS• On July 2, 2004, Governor Rick Perry issued Executive Order

RP 35 directing the Health and Human Services Commission to review and reform the state's Child Protective Services (CPS) program.

• Actions included: review of case files; administrative & organizational reform; partnering with law enforcement & local communities; review of state policy & statute.

• OIG Findings: Policies and procedures appear sound Staff, however, often did not comply with policies and procedures OIG concluded the result of caseworker failure to do so is being

overwhelmed with the volume of work.

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CPS Reform: (79th Legislative Session)

• CPS Reform is part of complex DFPS agency reform requiring project management framework to manage scope of change.

• 164 recommendations to improve CPS• Targeted Reform Issues:

Caseload and staff turnover are too high.

CPS needs to strengthen its focus on investigating allegations of child abuse and neglect.

CPS’ relations with law enforcement and the judiciary are not adequate to protect Texas children.

The agency does not have sufficient management controls.

The agency does not effectively support caseworkers.

CPS Reform Solutions• 79th Legislature enacted Senate Bill 6, with

sweeping reforms. Emphasis included:Strengthen investigations.Support quality casework and reduce caseloads. Improve services to families and children.Build community partnerships.Expand prevention efforts.Strengthen accountability.

Strengthen Investigations:Achievements

• Created an Office of Investigations • Improved screening to reduce unnecessary investigations

41 Screener positions

• Embedded Special Investigators with law enforcement background in CPS investigation units 430 Special Investigator positions created by end of FY07

• Implemented policies for audio/video taping of investigations and transportation of children

• Revised risk and safety tools to recognize high-risk cases; designed automation enhancements

• Retrained all field staff, supervisory level and above, on Risk and Safety Assessment

Support Quality Casework: Achievements

• Reduced investigation caseloads: Daily caseload 44 in FY 2004 to 34.7 in FY 2006

• Transformed direct delivery staff to “functional units” (support positions, lowered span of control)

• Deployed mobile technology to INV, FBSS staff.• Increased salaries for direct delivery staff.• Implemented statewide centralized placement

process.• Totally redesigned new caseworker training.

CPS Reform

Integrated Caseworker•Investigations

Child safety intervention•Documentation

•Working With Supervisor•Gathering Evidence•Case-related travel

•Reviewing Case Histories•Making Initial Collateral Contacts

•Transporting Children to Visits•Paperwork to Initiate Services

•Notification Letters•Supervising Parent-Child Visits

Case Aides•Transporting

Children to Visits•Supervising Parent-Child

VisitsDedicated Investigative

Caseworker•Investigations

Child safety intervention•Documentation

•Working With Supervisor•Gathering Evidence•Case-related travel

Clerical Staff•Paperwork to Initiate Services

•NotificationLetters

SpecialInvestigators•Investigations

•GatheringEvidence

OLD SYSTEM

Inefficient - all functions concentrated on a single

caseworker

NEW SYSTEM

Distributed - all functions performed by most

appropriate staff

Case Screeners•Review Case Histories

•Make Initial Collateral Contacts

Improve Services to Families and Children: Achievements

• Implemented performance management initiative• Expedited home studies• Expanded kinship care initiative statewide• Expanded family group decision making services to 59

counties• Collaborated on Health Care Delivery Model and medical

passport, forensic medical assessments• Activated Medicaid coverage for youth age 18 until 21

with a single application• Implemented Psychotropic medication protocols• Distributed education portfolios• Created Youth Specialist positions in each region• Created regional Nurse positions

Build Community Partnerships: Achievements

• Initiated remediation plan to address disproportionality of African American children in Texas child welfare system Formed Community Advisory Committees (Port Arthur, Houston, Dallas/Fort Worth

area, Austin)

• Developed protocol to co-locate CPS staff with law enforcement, school and medical professionals

• Signed cooperative agreements with TWC and local workforce boards to support youth transitioning to adulthood

• Developed joint investigation training with law enforcement to improve interview techniques and evidence gathering

• Participated in Ribbon cuttings for multiple transition centers• Created community engagement staff; 3700+ CPS volunteers across the

state• Held regular, regional stakeholder and town hall meetings

Expand Prevention Efforts:Achievements

• Created the Drug-Endangered Child (DEC) Initiative Task Force; 40+ DEC teams formed

• Established the Family Drug Court Program to integrate substance abuse treatment services into child abuse/neglect cases, when necessary

• Enhanced IMPACT application to better track intakes involving manufacture of methamphetamines

• Hired substance abuse specialists in each region• Signed At Risk Prevention and Innovative Prevention

contracts• Implemented evidence-based contracting

Improve Accountability:Achievements

• Performance indicators developed for direct delivery positions

• Created weekly reports to enable supervisors to have data needed to manage performance

• Policies, procedures and tools were implemented to strengthen contracting processes

• Community accountability was enhanced through the inclusion of DFPS Renewal web pages, posting information on our agency change efforts

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Improving Services: Next Steps

• 79th Legislature funded major improvements in CPS. Foremost among improvements was strengthening investigations.

• Enhancements are needed to services once the investigation indicates risk is present.

• Enhancements are recommended to: Keep families together, Reduce the length of time children remain in state care, Improve the quality and accountability of foster care, and Reduce the rate of growth in foster care.

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Strategy: Keep Families Together

• Engage families to ensure children can remain safely in their own homes through provision of family preservation services. Use Family Group Decision Making in an investigation to

prevent removal Lower FBSS caseloads Establish Strengthen Families Through Enhanced In-Home

Support program to offset certain poverty related factors

• Ensure adequate resources are available for purchased services for children and families prior to removal

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Strategy: Reduce Length of Time Children Remain in State Care

• Ensure services are realistic, accessible, available to children and families.Provide Family Group Decision Making to

additional families after removal to ensure realistic service plan, increase kinship placement

Provide adequate resources for purchased services that are designed to help reunite families

• Lower conservatorship caseloads.Enable regular, meaningful contact with children,

families (monthly face-to-face)

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Strategy: Reduce Length of Time Children Remain in State Care (cont)

• Achieve permanency in a timely manner.Support kinship placements with kinship workers,

daycare, financial assistance for eligible familiesExpedite adoptions with additional staff for timely

redaction of records Improve court services by increasing attorney and

support staff for DFPS.

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Strategy: Improve the Quality and Accountability of Foster Care

• Improve quality and accountability in DFPS services. Provide Tablet PCs for conservatorship care and licensing

staff for timely, accurate data entry and improved quality Expand Disproportionality sites Strengthen program support and administrative services

with staff and resources to make IMPACT and CLASS modifications

Integrate case information through use of technology, system improvements and dedicated staff to provide access to accurate, complete historical records.

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Strategy: Improve the Quality and Accountability of Foster Care (cont)

• Improve quality and accountability in contracted services. Strengthen licensing oversight through more thorough,

objective and specialized monitoring and investigation of foster care providers

Strengthen contract oversight with additional staff for improved monitoring and by using technology for better information to mitigate risk

Improve quality/timing background and criminal history checks and comply with federal regulations

Continue implementation and improvement of medical services

• Expand quality and capacity with substitute care annual statewide needs analysis.

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Strategy: Realize Foster Care Caseload Reduction

• Family Group Decision Making during an investigation, Strengthen Families Through Enhanced In-home Support, lower caseloads for FBSS workers, and a strengthened Kinship Care program should result in fewer children entering foster care.

• Family Group Decision Making after removal, Strengthen Families Through Enhanced In-home Support, lower caseloads for CVS workers, strengthened Kinship Care, and more staff to support adoption efforts should result in shorter stays in foster care.

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University and DFPS Partnership

Fruits of our Partnership:Stipend students shown to have improved

outcomes for children and family (Dr. Leung)

Social Work training positively impacts recruitment and retention

Research, data-driven practiceShared commitment to CPS Vision and

Values

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University and DFPS Partnership

Special Upcoming Needs:Key stakeholder input into our next federal

CFSR, scheduled for March 2008.• Contribution to Statewide Assessment

regarding Safety, Permanency and Well-Being • Participation as a Stakeholder in the process

Assistance with ongoing increases in CPS staff

Continued cultural change, incorporate practice changes