County Information Systems

SIV_GB_Action1_Exhibit1_Region15_SelfAssessment_FFY2010

Program Evaluation and Analysis Section Child and Family Services Review Region 15 Self Assessment

In preparation for your Social Services review, please complete a self-assessment that describes your Region’s ability to provide quality services to your community. This self-assessment is outcome focused and intended to assist you in the overall evaluation process. In responding to each question, please provide information over the past 12 months (February, 2009 to February, 2010). It is not necessary to submit written documents or policies unless otherwise requested.

REGIONAL INFORMATION SYSTEM

Core Question:

How effective is the Region’s information system? (Please use the exploratory items below to answer this question)

Describe the Region’s methods and tools used for tracking, monitoring and maintaining current performance based data and reports, court orders, permanency, AFSA time frames and other information. Include any SHINES reports, regional reports, etc.

We utilize state-generated reports, as well as in house monthly reports, score cards, case reviews, permanency reviews/SAAG staffings, SHINES (i.e., diversion, eligibility, family team meeting, foster care, intake and resource development) and regional tracking reports (i.e., undocumented children, TPR, monthly conference guides and RBWO reports). We have monthly Data Days for Permanency and CPS to analyze trends and use the data to stimulate discussions with all levels of staff.

How is management ensuring data entered into the SHINES system is accurate and updated in a timely manner? Discuss any data reviews that have been completed and how corrections were made.

This information is discussed at Data Day sessions where we look at the regional numbers to determine if they are correct or if there is problem with the data. If it appears to be a problem, we look further into the situation to determine if it is a data entry problem, a glitch in the system, or a learning situation that requires training. Our Acting DIS reviews case entries in the system daily and connects with case managers, supervisors and management as needed for corrections. Reports are created at various management levels and reviewed frequently. Upper management uses OBIEE and the ‘report’ tab in SHINES to review information.

1 SIV_GB_Action1_Exhibit1_Region15_SelfAssessment_FFY2010

CASE REVIEW SYSTEM

Written Case Plan

Core Question:

How effective is the Region in ensuring that each family has a timely written case plan that is developed jointly with all applicable family members? (Please use the exploratory items below to answer this question) Describe how the region utilizes the family team process to develop case plans.

Currently, Gwinnett County has seven family team meeting coordinators. The Gwinnett FTM unit recently expanded its coverage of FTM's to now include Rockdale. This started in March of 2010. Having the family team meeting coordinators in the same unit allows the supervisor to to track and ensure FTM's are held timely. In Family Preservation, there is an initial staffing between the Supervisor, case manger and FTM coordinator. The FTM coordiantor that is assigned to the case during the case initial staffing conducts a prep interview with the family and schedules the FTM. The same process is completed for our permancey cases utlizing an in-house process called "Barrier Busters". During the FTM the case/famliy plans are developed. FTMs are held when changes are made to permanency plans, when new concerns arise, when a 6 or 12 month review is due, and when the case is proposed for closure. How does the region document children and parents’ active involvement in the Family Team Meeting and case planning process? (address both Placement/Adoption and Family Preservation cases)

Parents are contacted during the prep interviews to ensure all family members are invited. If a parent does not want the other parent to attend, the FTM coordinators contact that parent individually to get input from them. An integral part of the FTM Coordinator's work with the family is to discuss the areas of strength and the areas of needed growth for the family. This information is incooperated into the case/family plan. The FTM coordinators will invite any children who are of school age and above to attend the FTMs. If they are unable to attend, the case manager will visit them at school to get their input to share during the FTM as well. This is documented in Shines in the log of contacts and under the FTM tab.

What efforts have been made over the past year to fully engage absent parents (especially fathers) in the case process?

Discussions occur on each case during the intial staffings and during 'Barrier Busters' help identify the absent parents and which steps can be taken to engage that parent. FTM coordinators encourage both parents' participation during the prep interviews. If the absent parent is unable to attend, he/she is encouraged to attend by telephone. If he/she is unwilling to paricipate via telephone, the case manager will collect the

2 SIV_GB_Action1_Exhibit1_Region15_SelfAssessment_FFY2010 absent parent's input to share during the FTM and develeopment of the case/family plan. If the absent parent is locally incarcerated then a separate FTM is held to ensure a case/family plan is created.

Discuss any barriers to engaging children and parents in the Family Team Meeting Process. What measures have been utilized to alleviate these barriers? (address both Placement/Adoption and Family Preservation cases)

Some of the primary parents might cancel the FTMs but in turn the FTM coordinators will go to the home to perform the FTM. Often parents do not want to provide information on relatives or absent parents. Diligent efforts are used in locating them and part of that search is accurint searches. If part of the diligent efforts in locating the family have been used before, case managers are directed to try it again in the near future of the case. Some other barriers to having FTMs might be sexual abuse and domestic violence.

Periodic Reviews/Permanency Hearings

Core Question:

How effective is the Region in conducting periodic 6 month reviews and permanency hearings for all children in foster care (Please use the exploratory items below to answer this question)

Describe how 6 month reviews are conducted in the region. Describe the region’s judicial or panel review process and how the region ensures timely reviews.

Two of three juvenile court judges in Gwinnett County utilize citizens panels for permanency reviews. These reviews are coordinated by the Juvenile Court Panel Coordinator as children enter foster care. The coordinator schedules and notifies panel members, parents, committed families and resource families and case managers one month prior to the upcoming review. The notification for reviews from the third judge is done so by communication from the assigned SAAG as a part of our weekly court staffing practice. Supervisors also review case details for each child in their unit each month to stay abreast of upcoming permanency reviews as a part of their staffing practice. Six month reviews are conducted through the use of Citizen Panel Reviews in Rockdale County. On the last Wednesday of every month a list of cases that are in need of a Panel Review are turned into the Juvenile Court Clerk. This list includes the addresses of the child, parents, and all stakeholders so that they can be invited to the Panel. The Juvenile Court Clerk sends out invitation letters to everyone on the list. On the week prior to the Panel, Panel packets are turned in to the court each containing the most current records on the child and a written update. These packets are left at the Juvenile Court and prior to the Panel, all Citizen Panel members will read the case file to be prepared for the review.

Currently, the Foster Care Supervisor keeps a running log of when Panels are held on each case to ensure that the Panels are being held timely. To ensure that all case

managers are aware of the Panel process, training has been provided by the Panel Coordinator and Juvenile Court Clerk. Rockdale County DFCS has created a working relationship with the Panel team and Juvenile Court to ensure that we are working together to ensure the best interest of the families that we serve.

Permanency hearings are held at least every twelve months or sooner dependant upon the needs of the case. Typically, permanency hearings are held in conjunction with the extension of custody, as to ensure that these hearings are being completed timely. For those cases in which the Department has permanent custody, permanency is reviewed every six months by the Citizen’s Panel and yearly by Juvenile Court.

The Foster Care Supervisor also attends all court staffings with the SAAG and meets quarterly with the SAAG to staff every child in foster care to ensure that permanency for each child is being sought.

Identify strengths and barriers with the periodic review and permanency hearing process.

Monthly supervisory case staffings are held with each case manager to make sure our work moves children toward permanency. Furthermore, our data manager forwards reports each month as any child approaches their 8th month of care, as an added measure to make sure permanency reviews are completed. Judicial reviews to finalize permanency are held prior to any child’s 12 month in foster care. These reviews are scheduled at any point in time prior any child’s 12th month in foster care.

Termination of Parental Rights

Core Question:

How effective is the Region in filing for termination of parental rights when a child is in foster care for 15 of 22 months unless there is a compelling reason not to file, in accordance with the provisions of the Adoption and Safe Families Act? (Please use the exploratory items below to answer this question)

How does the Region ensure the timely documentation of an appropriate compelling reason for not filing a TPR petition? Identify where compelling reasons are documented in the case record/SHINES. Are compelling reasons documented in court orders?

The Region has made great improvements in filing for Termination of Parental Rights (TPR) when a child is in foster care for 15 of 22 months. The implementations of Permanency Roundtables in the region has been instrumental in ensuring TPRs are filed timely and in accordance with the Adoptions and Safe Families Act.

The Region ensures the timely documentation of an appropriate compelling reason for not filing a TPR petition by continuously staffing with the case manager, supervisor, administrator, SAAG and other regional staff members (Field Program Specialist). The purpose of these staffings is to develop a concrete plan of action to begin or delay the process to file a TPR petition. The plan is thoroughly documented in the respective case plans, which are updated and submitted for review every six months.

The Regional Management Team continues to have ongoing meetings with our court system and SAAGs in efforts to build a better working relationship; which would positively influence our ability to communicate clear goals and outcomes for the families we serve throughout the region.

Identify strengths and barriers to the TPR process as it relates to SAAGs, the agency and the court system. How are concerns or issues being addressed by the Region?

A strength relative to the TPR process as it relates to the SAAGs, the agency and court system (GAL), is they are invited, and strongly encouraged to participate in our case staffing, roundtables, etc. to provide and/or gain insight of the agency’s efforts to obtain permanency. However, the barrier is they are not always responsive to the invite to such forums to openly discuss posing concerns.

Discuss the Permanency Roundtable procedure utilized within your region. How effective have Permanency Roundtables been in achieving permanency for children in care? Discuss any barriers with Permanency Roundtables.

Permanency Roundtables are utilized as case consultations designed to improve the progress of children in foster care toward permanency. These consultations include a master practitioner, the case supervisor and the case manager; we also include other agency specialists (such as adoption coordinators, administrators) as well as key service providers. Our Guardian Ad Litems and SAAGs are encouraged to attend as well. Region XV has conducted a permanency roundtable on every child that we have had in care over 8 months. We have experienced an increase in permanency achievement since the implementation of the roundtables. Our success has been so great that we have moved this practice to our family preservation cases in the form of Safety Roundtables.

QUALITY ASSURANCE METHODS

Core Question:

Describe the Region’s quality assurance process (mini reviews, record reviews, targeted reviews, supervisor case conferencing, FORG etc.). Include a discussion on how the region ensures that appropriate services are provided to meet the children’s and family’s identified needs, including follow up with service providers.

Case record reviews focusing on service authorizations, monthly staffing between case managers and supervisors. Weekly cadence meetings held by units, program administrators and sections. We found that having the stafffings weekly (Barrier Busters) with all supervisors, administrators and FPS', more ideas and perspectives were generated to choose from which produced better plans and back-up plans for the families. The push to involve our families more centrally in the case at the very beginning for us has been beneficial in moving cases more effectively and with better results. The permanency and safety roundtables have both been effective also in moving cases in the right direction with good results. We have also become more effective in involving participants in our FTM process. That has recently become regionalized and it is much easier for the case managers to get these completed. Unit meetings have also been utilized and expanded to cover more in depth information to foster more creative learning.

How did the Region monitor the QIP from the last review? Please attach a copy of the regional QIP from the last review.

The QIP was introduced to staff in a Values related presentation, this allowed for Q&A focused on why we do the work that we do. Supervisors have monthly cadence meetings to discuss their WIGS. Supervisors complete a peer record review and details findings using a scorecard, the results are presented at the weekly cadence. Graph progress toward identified goals monthly.

What methods were found to beneficial and effective in achieving the outcomes that were set forth from the Region’s QIP?

Supervisor’s weekly cadence meetings about their WIGS and weekly scorecards. Review of the QIP in section and unit meetings. Setting staffing dates and times for consistency with the QIP. Graph progress toward identified goals monthly.

What methods were found to ineffective in achieving the outcomes that were set forth from the Region’s QIP?

One of the items we did not develop as much were the building partnerships within the community. These are established in some areas but could certainly be enhanced by more. We have met with the school and DJJ but we still need to set those meetings more often to discuss the needs of our joint clients.

SERVICE ARRAY

Core Question:

How effective is the Region’s array of services in meeting the needs of the children and families it serves, including family preservation and foster care cases? (Please use the exploratory items below to answer this question)

What services are available in the Region to address the issues of domestic violence and substance abuse?

Parent Aide, Homestead, Early intervention, Intensive Family Intervention(IFI), DJJ, Court Services, churches, Outpatient Substance Abuse treatment, Eligibility services, Vocational rehabilitation, Fatherhood program, head start, ILP services, Domestic violence counseling and treatment, CORE Services, High Fidelity wrap around services,

Specify the following services utilized in the region:

Services to protect children in the home and prevent removal:

Homestead, Parent aide, Early Intervention, Community resources(church counseling), IFI, Core services, GRN CSB services, safety Plans, Safety Resources and PUP funds

If a child is placed in a Safety Resource, how is the length of time they reside in this safety resource monitored? How is the stability and safety of this resource monitored?

The length of time is monitored by monitoring the families progress of reducing the the safety concerns to allow the child to return to the home with services. The safety resource is monitored by visiting the home and interviewing the child and collaterals that are involved with the family and safety resource

Once the child is placed in a Safety Resource, how is the Region ensuring ongoing services are provided to birth parents to expedite the children’s return to the birth family home?

Services to the parents begin immediately to reduce the safety concern for the child in the home. Also with interviews with the service providers and the parents. We try to utlize safety resources for no longer than month. When a child is placed in a safety resource it is immediately staffed with the supervisor, administrator, and Field Program Specialist at our weekly staffings(Barrier Busters). There must be a plan in place to resolve the situation with the parent or make a long term plan that all parties can agree with. CM report on status each week in supervisory staffings. The CM still

7 SIV_GB_Action1_Exhibit1_Region15_SelfAssessment_FFY2010 sees the child in the safety resource and if status or the plan changes it is re-staffed at the next Barrier Buster session.

Services to promote reunification of children in foster care:

FTM's, Wrap around support, IFI services, Substance abuse treatment, counseling, Parent education, fatherhood programs,

Services to promote timely adoptions:

My Turn Now, Wendy's wonderful Kids, Wednesday's Child, the Heart Gallery, In House staffings between resource development and adoption workers to identify matches or special recruitment needs.

Services to support adoptive families and prevent disruption after placement and finalization:

Ensure services that are needed in place prior to finalization, Special needs determination is submitted and approved for all children. Presentation staffings are thorough and all involved parties are included. Core services and the mentor team are used immediately if issues arise.

Describe the services the Region provides to youth in foster care to prepare them for independent living and to make the transition from foster care to adulthood?

Clients participate in ILP/life skills at placement or by attending ILP workshops. The focus is on budgeting, housekeeping, preparing resumes, interviewing skills, completing job applications, how to seek housing,etc. Case managers ensure youth have completed high school or obtained their GED. Youth are encouraged to attend college, Tech or Trade school. They are informed and assisted in filing for financial aid. Youth who are working are required to open a savings account. Transitional living assessments are completed on those whom are mature/qualified to have their own apartment. If appropriate youth are assisted with obtaining an apartment and maintaining it.

Identify strengths and barriers or gaps in the provision of services in the region.

Housing is an issue for youth who have been difficult to maintain once they become 17 and older. There is little to no service available once they turn 18 and can not be maintained in care. The Agency has been successful in referring those youth to the Covenant house which assists in meeting the clients needs, if they comply with the program.

RESOURCE DEVELOPMENT

Core Question:

How effectively has the Region implemented a process for ensuring the diligent recruitment of potential foster and adoptive families of children needing foster and adoptive homes? (Please use the exploratory items below to answer this question)

Describe the Region’s Resource Development staffing arrangements and structure.

The Regional Resource Development staffing arrangement and structure is as follows: There are a total of 9 case managers (7 in Gwinnett & 2 in Rockdale) and 1 supervisor of the unit. The unit is responsible for recruitment events, IMPACT trainings, re-evaluations, resource home maintenance, adoption matching, and post placement for adoption matches for children from across the state. One initiative the Resource Development unit has partnered with is EMBRACE. EMBRACE was organized in 2006 in response to a recommendation of First Lady Mary Perdue’s Children’s Cabinet. Its purpose is to increase the number of foster families in Georgia who are prepared to address the specific needs of those foster children who have been placed into state custody. EMBRACE is funded primarily with public dollars and works in collaboration with the state’s Division of Family and Children’s Services (DFCS). One strategy the region as incorporated from the EMBRACE practice model is the Foster Parent Liaison position. Ms. Paula Canant has been identified as the liaison for the region. The Foster parent Liaison links foster parents to each other and to community resources, as well as, facilitates positive communication and problem solving between foster parents and caseworkers and with community stakeholders (individuals, civic and faith organizations, the media, businesses and others).

Describe strategies for recruiting foster and adoptive families for the Region including recruitment efforts that reflect ethnic and racial diversity.

Some of the strategies for recruiting in the region have included presentations with local church groups, along with brochures and posted displays in various community- based agencies within the region. There also has been some specialized recruitment events geared toward the Hispanic population (more so in Gwinnett County). Lastly, the state has launched the Each One Reach/Recruit One (EORO) in efforts to involve all areas of the department in the recruitment of families in each respective region. A representative from the region actively participates in monthly cadence call to identify/share accomplishments, as well as, any solutions to noted barriers throughout the state.

Identify strengths and barriers to recruitment efforts.

Overall, the region receives an abundance of adoption inquiries; in alignment with our high need for foster homes in the region. We have adopted the aforementioned initiatives to aid in the recruitment and maintaining of these foster homes in the region. This has allowed the the unit to focus more on recruitment of new foster homes. A ongoing barrier is the Hispanic community still is not receptive to our recruitment efforts. This is partly due to our limited ability to communicate due to language limitations. However, the region does have contractual services with providers to assist in communicating with other cultures of different languages.

Staff and Provider Training

Core Question:

How effective is the Region in providing and ensuring completion of adequate initial training for supervisory and case management staff in child welfare services? (Please use the exploratory items below to answer this question)

Evaluate how well initial training prepares new staff to carry out their job responsibilities.

New Staff go through series of training offered by Education and Training Section as well as inhouse. It encompasses four phases. Phase I include making connection, keys-foundation online and classroom; foster care/CPS online and classroom track. Phase II - engagement with families; Phase III - CFSR and Phase IV linking with community resources. To prepare new staff to carry out their job responsibilities, a field practice advisor is assigned who guides the new staff in all phases towards certification and even after. In addition, there is supervisory guidance by the training coordinator and direct line supervisors. Further training is provided within 6-12 months of initial certification which include; substance abuse, family violence, emotional survival, documentation and comprehensive assessment.

How does the region ensure staff have the necessary skills and knowledge needed to perform their duties, including integrating skills acquired during training into quality case management?

We ensure that each worker has the knowledge and skills needed to complete the job by providing them with continuing education and learning opportunities. We reiterate the skills learned in training during cadence meetings, unit meetings and through special trainings. We review cases through scorecards and FORG reviews then go over each one of them with the workers to explore areas that need improvement. We conduct live reviews of cases to further explore areas where improvement is needed by giving peer feedback. We staff cases with the workers weekly to give them guidance. The region has asked for trainings to be brought in when a need is

10 SIV_GB_Action1_Exhibit1_Region15_SelfAssessment_FFY2010 identified. During our Data Tuesdays we go over new information in SHINES and look at areas for improvement. We have also utilized the PEAS and Karots from the educational unit for in house meetings.

Evaluate how well the ongoing training addresses the skills and knowledge base needed by staff to perform their jobs

Ongoing professional development training is provided to enchance the skills and knowledge base needed by staff to perform their jobs. These include working with teens, working with relatives, working with fathers, interviewing techniques, family centered practice, and core of other trainings and seminars in the child welfare practice. Staff are provided at least 20 hours of ongoing training each year for professional development.

What regional trainings have occurred over the past 12 months? (Include trainings developed and provided by the region as well as any Education & Training Section trainings)

The region has provided the following trainings in the last 12 months as follows: 1. From Good to Great ------June to December 2009 2. Georgia Shines Refresher (OCP 212) ------June 2009 3. Intate/Screening for Case Managers (OCP 415)----July 2009 4. FTM Training for Facilitators (OCP 325)------August 2009 5. Substance Abuse (OCP-304)------September 2009 6. Field Operation Review Guide (OCP 702) ------October 2009 7. Leading to Achieve Results (OCP 409)------February 2010 8. Pertnership Against Domestic Violence ------March 2010 9. Shines Enhancement ------March 2010

Identify any strengths or barriers with training.

Strengths: Eagerness of staff to learn about policy and procedures in order to do the job. Bringing knowledge gain to the work that promotes permanency and self sufficiency.

Barriers: Alotting time away from job responsibilities to attend training.

How does the Region implement and support concepts, knowledge and skills learned during provided training? (Do supervisors and other management staff encourage and support concepts and skills learned? Are they discussed during case conferences and unit meetings, etc.? If training brings new ideas and practices to the county are they supported?)

The region support concepts, knowledge and skills learned during training through follow-up and feedback. Supervisors routinely engage staff in discussion around the application of skills learned in unit meetings, case staffings and conferences. As a

support to staff, there is management involvement in the case planning and management through participation in barrier boosters, round table and data days.

AGENCY RESPONSIVENESS TO THE COMMUNITY

Core Question:

Describe how the Region receives and responds to input from external stakeholders for meeting child welfare goals and objectives. (Please use the exploratory items below to answer this question)

What collaborative and community partnerships is the region involved in?

The agency is involved in many collaboratives ranging from the collaboration with the school counselors to the courts to the local Family Connection Group (termed 'The Gwinnett Coalition in Gwinnett County') A list of the groups various staff participate with include: School Attendance Protocol Committee Regular meetings with the school Social Workers Youth Fire Setter Program, Suicide Protocol Committee Gwinnett Sexual Assault Center Committee County Protocol Committee Child Fatality Review Committee Juvenile Pre-petition Committee Emergency Assistance Committee for the homeless Emergency Preparedness Committee Safety Committee for the prevention of child abuse Executive Committee and Board for the Gwinnett Coalition

Additionally, we have social services case managers co-located at the Lawrenceville Police Department as well as one school system where we traditionally had a high number of referrals. We are in the process of placing a case manager at juvenile court to work with unruly juveniles who have significant behavioral issues so that deprivation doesn't occur as the result of no other options for these teens.

Describe how the region receives and responds to input and complaints from external stakeholders for meeting child welfare goals and objectives?

If the region receives a complaint from one of our community partners, we sit down and discuss the issue and most often communication is at the root of the complaint; however, if the complaint is the result of our mishandling of information or from lack of action, we address it internally and correct it as quickly as possible.

Identify strengths and barriers within your community.

A strength in the Gwinnett community is the large number of non-profits (over 175) who have a focus on impacting the most needy citizens; however, connecting that large of a number of non-profits and their resources can be problematic. The Gwinnett Coalition does a good job of coordinating the agencies. Another strength that can also present challenges is the court's protectiveness toward the children of Gwinnett - to the degree that it sometimes views taking custody of child or keeping a child in custody as preferable to leaving the child with family that may not be perfect, but present no safety or risk to the child. We continue to work on providing the judges, CASA and GAL's with information regarding the long-term statistics of children who spend signficant time in foster care or who are placed in foster care unnecessarily.

OTHER ISSUES

Discuss staff changes in the past year and the impact in meeting time frames and the delivery of quality services to families.

Turn over has been of particular concern this past year due to the inability to quickly re-hire as needed. 10 critical hires were approved and recently filled in Gwinnett County; however we have operated under a consistent deficit of 12 case managers. This has a negative effect on our community as we are sometimes delayed in response and impacts our permanency timeframes.

How has the region utilized the Field Program Specialists over the past 12 months to assist in meeting the CFSR requirements?

Our FPS have been with us on a weekly basis providing the agency with guidance and direction as relates to the goals of the CSFR. They sit in on Barrier Busters weekly for case staffings and transfers; act as practitioners for safety and permanency roundtables; do 2nd and 3rd level reviews and follow up on goals with ECEM, EPEM, etc. Monthly random record reviews in permanency and family preservation that focus on quality documentation of health, education and required regional contact standards.

Describe any pilot programs, special projects, and/or special waivers in which the Region is involved.

This past year we placed one case manager at our highest reporting school in an effort to provide support and an expedited response. This was very successful and we found that as we educated the school on the work of our agency our reports decreased. We have since pulled that case manager back to regular rotation, though she still covers that school. We are looking to expand that practice to another school in the near future. We also implemented one case manager in the CPS process-one case manager works the case from intake to CPS closure. This was implemented in an effort to ensure there were no gaps in service. We continue to assess the benefit of this practice.

Region XV has three Personal Advocate positions, two who focus on OFI and one who focuses on foster care and adoption (this person also serves as the Foster Care Liaison.) These are positions held by case managers with a minimum of two years of experience. They are tasked with receiving, evaluating and resolving complaints of clients, their families and or representatives concerning the quality and availability of services and issues involving client rights. They also serve as a liaison between Social Services clients and OFI services. They have been invaluable in their ability to provide expedited resolution to the issues faced by the families we serve. Region XV has also initiated regional peer record reviews. A separate initiative is the cross-reading of cases by supervisors in the region. Cases are assigned randomly to supervisors and are reviewed in an effort to have a fresh and unbiased look at the case. These reviews are discussed weekly in our Cadence of Accountability and reviewed weekly thereafter until the issues within the review are resolved. Additionally, we have integrated our Administrators and they now oversee a both CPS and Foster Care services. This has proven beneficial in following the continuum of case progression from intake to closure. We are also incorporating Safety Roundtables in all of our CPS cases. It is an expected outcome that this will greatly increase safety and increase our efficiency working with families. Region XV has parterned with the EMBRACE Initiative and there is a foster parent liasion in each county. The Foster parent Liaison links foster parents to each other and to community resources, as well as, facilitate positive communication and problem solving between foster parents and caseworkers and with community stakeholders (individuals, civic and faith organizations, the media, businesses and others).

Please note and/or include any additional information, reports or data that may be helpful in the overall review process.

Through out the review timeframe we have experience turn over and delays in filling vacancies due to the current economic state of the agency. In assessing our deficits and the needs of the agency we have identified many issues with case management staff. We have had both positive and negative turnover as a result.

Case managers, supervisors, and administrators have assisted as needed with the below reports from November 2009 to March 2010.

Adoption AFCARS clean-up- Nov. 2009 Permanency AFCARS missing placements- Nov. 2009 NCANDS reports- Jan. 2010 to Feb. 2010 Permanency AFCARS report- March 2010

Adoption Assistance Application cleanse- Feb. 2010 SMILES/SHINES RBWO report- Monthly (Nov. 2009-present)