SUMMIT COUNTY CHILDREN SERVICES CLIENT ORIENTED PLAN (2007/2008)

PHASE I – SUMMARY OF CURRENT SITUATION:

It is the mission of Summit County Children Services (SCCS) to be first responders to allegations of child abuse and neglect, investigate in a timely manner and provide protective services when necessary. Consistent with this mission, SCCS provides services to strengthen families when children are at risk and alternative placements when children are removed from their home.

SCCS statistics mirror national Child Welfare trends of demographic make-up and client characteristics. Agency social workers manage caseloads that routinely include families with multiple problems including economic stress, chronic medical/mental health/substance abuse, and low education.

To ensure agency services match community needs, each year the agency completes an assessment of community and client needs and to identify upcoming agency priorities.

NATIONAL TRENDS The U.S. Census Bureau estimates the country’s overall population expanded to over 300 million in January of 2007, with approximately 73.5 million children younger than 18 years of age.

According to the U.S. Department of Health and Human Services data, referrals to Child Protective Service agencies decreased from 4.2 million in 2002 to 3.5 million in 2004. Of referrals in 2004, 62.7 % were screened in and 37% were screened out. The rate of all children involved in investigations, increased from 36.1 per 1,000 in 1990, to 47.8 per 1,000 in 2004.

The number of child abuse victims decreased from 903,000 (12.4 per 1000 children) in 2002 to 872,000 (11.9 per 1,000 children) in 2004. Children 3 years and younger had the highest rate of victimization at 16.1 per 1000. There were 1,490 (2.03 per 100,000) fatalities related to child maltreatment, including neglect (35.5%), abuse (28.3%) and multiple maltreatment (30.2%), with 81% of these deaths involving children under 4 years of age. Parents were involved as the perpetrator in 78.5% of the child death cases. . As of 2004 data, 542,000 children in the National Foster Care system at any time and approximately 268,000 enter the system each year. Significantly, children who had been prior victims of maltreatment were 84% more likely to experience a recurrence than those who were not prior victims.

SUMMIT COUNTY ASSESSMENT

Population The Public Children Services Association of Ohio estimates the Summit County population at 546,604 with 130,210 children under 18 years of age. Racial composition is estimated at Caucasian 455,867 (83.4%); African American 71,605 (13.1%); Asian 7,652 (1.4%). House-holds with two parents represent approximately 31% and 3,709 grandparents are raising grandchildren.

There were 620 biths (35.3 per 1,000) to teens aged 15.to 19 years.

Income, Public Assistance and Unemployment According to Census data the median house-hold income in 2005 was $43,941. Medium family income was $55,952. Poverty increased countywide to 17.8% of the population in 2004 compared 9.9% in 2000, with child poverty increased from 14% to 22.8%. Approximately 29,700 children live in poverty. From 2000 to 2005, unemployment rose from 4.2% to 5.9%.

Recipients of cash assistance through Ohio Works First decreased 50% from over 19,900 in 2000 to 9,973 in 2006. The number of county residents receiving nutritional assistance increased 47% from 33,704 in January 2000 to 49,606 in January of 2006. Countywide, 42,608 children were served by Healthy Start/Medicaid in February 2006.

Housing Estimated 2005 U.S. Census Data reveals that owner occupied housing was 155,503, reflecting an increase from 152,974 in 2000. Renter occupied housing decreased to 62,775 from 64,814 in 2000. Akron Metropolitan Housing Authority maintained a 98% occupancy rate for their 2,538 family housing units. in 2006.

The City of Akron, Department of Urban Development reports the number of homeless individuals on any given night was 1,050 in 2005 and 1,068 in 2006. It is roughly thought that 25% of the individuals in emergency shelters and 75% of those unsheltered are “chronically homeless”.

Education Summit County Public School enrollment totaled 78,315 with another 12,000 in non-public schools in the 2005-2006 school year. The graduation rate across the county averaged nearly over 90%, with only three districts having below a 90% rate of graduation. In 2004, of people aged 25 and older, 35% had only a high school diploma; 14% had no high school diploma 78,808 22% had some college, 17% had a bachelors degree, and 8% had a masters degree or higher.

Crime Akron Police Department data reflects an increase in adult arrests from 12,953 in 2000 to 13,169 in 2004. Felony convictions in Summit County Court of Common Pleas also increased from 3,419 in 2000 to 4,975 in 2005, as did misdemeanor convictions from 810 in 2000 to 1,450 in 2005. Adults on probation increased from 4,333 in 2004 to 4,901 at the end of 2005.

Juvenile Court felony cases increased from 1,389 in 2004 to 1,656 in 2005. Status offenses and misdemeanors decreased from 8715 in 2004 to 7,629 in 2005.

Substance Abuse The Summit County Alcohol, Drug Addiction and Mental Health Services Board reports an increase in clients receiving assessment and treatment services from: 5,802 in 2003, to 6,784 in 2004 to 7090 in 2005.

AGENCY ASSESSMENT Referrals were higher during 2006 compared to 2005, but lower than in 2002-2004. 2006 data also reflects a continued downward trend in the number of ongoing case plans, and the number of individuals receiving ongoing services.

During 2006, 9,987 referrals were received, representing a 7% increase from 9,299 referrals in 2005, but an 11% decrease from 11,200 referrals in 2004. Referrals received in 2006 involved 11,538 individual adults and 12,815 individual children. The Akron District accounted for 43% of referrals, Barberton District, 22%; West District, 16% and Northern District, 15%.

During 2006, the monthly average number of all people served by referral services was 2,976; an increase of 4% from the 2005 average of 2,855, but a decrease of 9% from the 2003/2004 average of 3,275..

The monthly average number of ongoing case plans was 1,058 in 2006. This represents a 5% decrease from the 2005 average of 1,111 and a 13% decrease from 2003/2004 average of 1,210.

During 2006, the monthly average number of children receiving ongoing services was 1,701; representing a 5% decrease from the 2005 average of 1,790 and a 15% decrease from the 2003/2004 average of 1,994.

During 2006, the monthly average number of children in agency custody was 1,052; representing a 5% decrease from the 2005 average of 1,102 and a 9% decrease from the 2002-2004 average of 1,159.

Families receiving ongoing services in 2006 reflect the following demographics:  62% are Caucasian and 38% African-American;  Average age of 33 years, with over 80% over 25  50% of households continue to be headed by single females;  50% of households are headed by single females;  The average age of children served receiving ongoing services decreased from 10 to 9 years, with 1,065 (34%) of the children five years and under, and 703 (23%) of children 15 years and older. Gender continued to be evenly split between males and females;  Approximately 70% of clients deal with substance abuse and/or mental health concerns  63% of clients deal with at least three stressors on an ongoing basis.

Since 2002, there has been a steady and significant decrease in the number of children in agency custody in kinship placements. During 2006, the monthly average number of children receiving ongoing services in kinship placements was 335. This represents a 2% increase from 2005, but an 8% decrease from the 2004 monthly average of 366 children and an 18% decrease from the 2002/2003 monthly average of 411 children.

There has also been a decrease in the number of children in agency foster homes. In 2006 the monthly average number of children was 307; representing a 17% decrease from the 2005 monthly average of 368. 2 An additional shift in services between 2002 and 2006 was a substantial increase in the number of children in contracted paid placements. While the total number of children in agency custody decreased during this time period, there was 79% increase in the number of children in paid placements; from 224 children in paid placements at the end of 2002 to 400 children in paid placement at the end of 2006.

During 2006, Intake workers averaged 16 new referrals assigned per month and average intake caseloads of open referrals was 23. The Protective Department averaged 13 cases per month.

Utilization Review data from the First Quarter 2007 showed that cases had appropriate assessments to determine needs and services were found to address identified risk factors for individuals served. Children overwhelmingly utilized planned services, with Independent Living as the most commonly non-utilized service by children.

The most common barrier to service utilization was client refusal to participate in services. Additional barriers were scheduling conflicts and parent incarceration. The most commonly non-utilized services by parents were: Parent Education, Drug Abuse/Alcohol Assessments and Treatment, and Information and Referral Services.

To meet the varied needs of families, SCCS directly provides abuse, neglect, and dependency services, social work counseling, out of home placements, case management and service coordination, and routine medical and dental services to children in agency custody. Agency Social workers rely heavily on partnerships with individual, family, and child service professionals throughout the community. This collaborative approach to services enhances the safety and well being of children and families served by the agency.

.

3 Client Oriented Plan (2007/2008)

Phase II - Resource Capability

SCCS Priority and Commitment Continue efforts to maintain a well trained, productive social work team and secure the necessary resources to best meet the needs of Summit County’s abused and neglected children.

Goal 1 Improve Service Quality to abused and neglected children Goal 2 Increase Productivity and Efficiency of Staff Resources Goal 3 Demonstrate Fiscal Responsibility and Public Accountability

SCCS’s Capability to Serve the Client’s Needs Based upon analysis of the current environment and client needs, Summit County Children Services assessed the availability of the following necessary resources:

Goal 1: Improve Service Quality to abused and neglected children  Family Support Services Approximately 70% of the families served by Summit County Children Services have substance abuse and/or mental health issues. In addition, approximately 65% of the families served deal with at least three major life stressors on a daily basis. Intensive in home services are needed to meet the multiple needs of families and maintain children in their own home or facilitate the reintegration of children returned home after placement.

 Foster/Adoptive Home Recruitment and Retention On a monthly basis, approximately 1,100 children are in agency custody. Contracted and out of county placements for children in agency custody continued to rise in 2006, with 400 children in such placements at the end of 2006. The agency has 315 licensed foster homes, however, more placement resources are needed within Summit County to ensure a ready pool of local, least restrictive placement options for children in agency custody.

 Thorough Investigations and Timely Client Contacts and The quality of child abuse and neglect investigations ultimately determines the outcome of agency interventions with families. More thorough investigations are needed to more effectively address issues related to child safety.

Timely client contacts are also needed to best meet the needs of families brought to the agencies attention. Delays in client contacts have been identified and alternative case management strategies are needed to ensure timely completion of case related activities.

 Risk Assessment and Decision Making Critical case reviews completed by the Ohio Department of Job and Family Services in 2006 reflected a need to strengthen the agency’s risk assessment process and improve supervisory oversight in casework decision making.

 Comprehensive Assessment Planning Model -Interim Solution (CAPMIS) The Ohio Department of Job and Family Services mandated CAPMIS processes for child abuse/neglect investigations and ongoing protective services in 2007. CAPMIS includes new requirements for client contacts, casework activities and documentation. An agency wide implementation plan is needed to assure agency staff are informed and trained relative to the new requirements.

Goal 2 Increase Productivity and Efficiency of Staff Resources

 Internal Productivity During 2006, intake workers were assigned an average of 16 new referrals per month, with a monthly average of 29 open referrals. Protective services caseloads averaged 13 cases per month.

Monthly caseload productivity reports are provided to social services managers in the Intake and Protective Services Departments to monitor caseload composition, size, and activity to ensure staff productivity and efficiency. Improved supervisory oversight and accountability is also needed to ensure sound case decision making and improve compliance with established mandates for client contacts and routine casework activities.

4  Information Technology The Ohio Department of Job and Family Services (ODJFS) developed a web based Statewide Automated Child Welfare Information System (SACWIS) to provide local agencies immediate access to case information. SCCS will be converted to the new system in June 2007 which necessitates extensive staff training to comply with expected performance and maximize benefits of the system. Such access to current and historical case information throughout the state will enhance the quality of services provided by our social services staff.

Electronic imaging of case files is also needed to provide immediate access to case information. This process will improve the efficiency and productivity of our social workers by reducing the time spent to retrieve and peruse hard copy case files.

 Human Resources Development Agency staff receives ongoing supervisory feedback about their performance and an annual performance evaluation is required for all employees. Individual training plans are also completed for social services staff to address specific areas identified for improvement. An improved method is needed to assure the timely completion of all staff performance evaluations.

The initial orientation and training provided to new social services staff provides the critical foundation for the agency’s services to children and families. A comprehensive, hands-on orientation and training program is needed for newly hired social workers.

Goal 3 Demonstrate Fiscal Responsibility and Public Accountability

 Fiscal Summit County Children Services has a long history of fiscal stability and responsibility. This prudent fiscal management has resulted in consistently clean audits.

Challenges to the 2007 budget include continuing to manage overtime and paid placements costs. Ongoing oversight and exploration of alternative local placement options are needed to maintain expenditures within the 2007 operating budget and to contain expenditures for the upcoming 6 year levy cycle.

The Agency’s operating Levy will be on the November 2007 ballot.

 Community Relations Community education and outreach activities are vital to ensure community awareness and understanding, and support for agency services. In addition, positive media relations and the development of strong community partnerships are needed to enhance the availability of resources to meet the needs of children and families served by the agency.

 Quality Assurance Summit County Children Services quality improvement activities comply with the requirements of the Council on Accreditation (COA) and the Ohio Department of Job and Family Services (ODJFS). Preparation for COA re-accreditation will be needed in 2007.

During 2006 internal audits reflected improved compliance with ODJFS mandates, however, further improvement is needed to ensure compliance with required case activities and documentation. Stringent oversight, monitoring and reporting will continue to ensure continuation of progress made in 2006.

Monitoring and reporting of service quality related to child abuse investigations, substitute care placements for children and ongoing collaboration with community service providers will be priorities for 2007 and 2008.

5 Client Oriented Plan (2007/2008)

Phase III - Nature & Magnitude of Identified Opportunities

SCCS’s Capability to Serve the Client’s Needs Upon review of clients’ identified needs, client population make-up, and resource availability affecting service delivery, SCCS identified the following priorities for 2007/2008:

Goal 1: Improve Service Quality to abused and neglected children  Family Support Services A pilot project initiated in 2006 to provide intensive, short-term, services to families will be expanded to all cases identified as high risk with children under five years of age. Services will be available 24 hours a day to strengthen family functioning and prevent children’s’ removal from their homes.

 Foster/Adoptive Home Recruitment and Retention Targeted neighborhood recruitment campaigns will be continued to increase the pool of available foster home resources in Summit County.

Recruitment activities will include: Foster-Ware Parties by current foster parents, increased stipends to current foster parents who successfully recruit new foster homes, and updates of the agency’s website. Community fellowship luncheons, literature drops and partnerships with neighborhood businesses and community groups will also be expanded in targeted zip codes.

Child specific recruitment activities of children awaiting adoption will include features in print and electronic media, the Ohio Adoption Photo Listing website, company newsletters, and match meetings with private adoption agencies.

A “Heart Gallery” of children will also be displayed through Summit County to promote awareness of the need for foster and adoptive homes for children in agency custody.

The Foster Parent Association will also be utilized to further identify and implement support services needed to maintain placement stability for children.

 Thorough Investigations and Timely Client Contacts and Supervisory alerts will be implemented to provide advance notice of specific investigation tasks to be completed. In addition, management reports will be utilized for stringent supervisory oversight of required investigation activities.

Weekly monitoring of client contacts will be implemented to ensure corrective actions are taken for clients in need of contact.

 Risk Assessment and Decision Making A multidisciplinary team of staff throughout the agency will be formed to evaluate case decision making for all children admitted to agency care by law enforcement.

All cases involving children under five years will receive monthly supervisory reviews to assess level of risk, service needs, and service collaboration with community providers. In addition, all cases identified as high risk will be referred to a minimum of three service providers with monthly contact to the providers to ensure service coordination.

 Comprehensive Assessment Planning Model -Interim Solution (CAPMIS) An implementation plan will be developed to train all agency staff on the CAPMIS requirements and related documentation processes. The plan will include a pilot of 10-12 staff to evaluate agency impact and resolve systemic issues prior to full implementation. Agency wide implementation is expected in June 2007.

Goal 2 Increase Productivity and Efficiency of Staff Resources

 Internal Productivity Monthly productivity reports will continue to be provided to managers to routinely monitor caseload size, composition, activity and outcomes. This will ensure prudent use of staff resources while maintaining service quality.

6 Increased supervisory oversight and reporting of compliance status related to client contacts and high risk decision making will also be implemented to further improve the timeliness of completing required activities.

Corrective action plans will be implemented to address identified staff and systemic performance issues as they arise to ensure timely resolution.

 Information Technology The ODJFS Statewide Automated Child Welfare Information System (SACWIS) will be implemented at SCCS in June 2007, replacing our current KIDS 2100 database. In preparation for the conversion to the new data system, ongoing data testing and staff training will occur throughout 2007.

SCCS will also purchase and implement a software system for document imaging. The system will scan case documents for immediate electronic access by social workers.

 Human Resources Development An evaluation schedule will be implemented to ensure the timely completion of annual performance evaluations. In addition, an employee appraisal system will be evaluated to integrate a pay for performance reward system.

New staff training will be revised to include an intensive, hands-on training and orientation period for 45 days from the date of hire. All new social work staff will attend the training to ensure consistency in orientation related to agency philosophy, standards, mandates and social work processes. In addition, all new social workers will be assigned an array of intake investigations to be completed in tandem with the training supervisor.

The current labor contract will also be reviewed with managers throughout the agency to assess the need for modifications in the upcoming contract renewal.

Goal 3 Demonstrate Fiscal Responsibility and Public Accountability

 Fiscal Monthly reports will be produced to provide stringent oversight of overtime costs. Flexible work schedules will also be expanded to further contain costs.

Contracted paid placements costs will be monitored monthly and SCCS will aggressively explore and pursue local less restrictive and less costly placement options for children in agency custody.

 Community Relations SCCS will continue aggressive community and media education during 2007 and 2008, with a focus on developing public and private sector partnerships. Key community leaders and organizations will also be engaged to expand community awareness and to provide ongoing feedback about community needs.

Planned activities include: continued marketing of the agency’s updated mission statement/logo and mandated services, speeches to targeted audiences by trained agency ambassadors, and groups of professionals invited into the agency for ongoing discussion and feedback about agency services and collaboration. A strategic plan for agency leadership in the community will also be developed.

Ongoing communication with print and electronic media will ensure timely information is provided about agency services, outcomes and priorities. .  Quality Assurance Internal audits will continue to monitor compliance with ODJFS and COA standards and quarterly outcome reports will be provided to program managers for action plan development in areas of non-compliance. Adherence with standards will be reported quarterly to the agency Board of Trustees. Client contact compliance will be monitored and reported separately to provide additional oversight.

Internal CQI reviews will monitor the quality of intake investigations and collaboration with community service providers through ongoing random reviews of completed investigations and specialized reviews of all cases identified as high risk.

Monthly outcomes specifically related to timeliness of investigations, child safety, client contacts, and client satisfaction will continue to be reported to the Board Trustees.

7 Departmental workgroups will continue to meet to provide on ongoing vehicle for problem identification and resolution by staff throughout the agency.

8