1. RECOMMENDATION Create local boards Clarify the purpose, powers, and duties of existing county-level DFCS boards Consists of five to seven members.

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RECOMMENDATION Create local boards

Clarify the purpose, powers, and duties of existing county-level DFCS boards

Consists of five to seven members Report programs’ outcomes annually by December 15th

Provide a list of constituent groups to the county-level DFCS boards

PROGRESSSuccessfully Completed Training has been completed for Regional and County Directors Local Board Handbook and training material have been updated Current Board Members will continue to serve until their term

expires

LOCAL BOARDS

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REGIONAL ADVISORY BOARDSRECOMMENDATION Create regional-level DFCS advisory boards that:

Consists of at least five members Meet quarterly Improve communication between the county departments within the

region Improve and streamline service delivery Provide for the consistent application of state policy of DFCS in each

region

PROGRESS

Successfully Completed Regional Advisory Board members have been identified and will meet

quarterly

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DFCS STATE ADVISORY BOARD

RECOMMENDATION Create a state-level DFCS advisory board

Consists of twenty members Review and make recommendations Meet at least quarterly

Division Director or Governor and DFCS Director Provide a quarterly report to the board in advance

PROGRESS Recommendation have been successfully made to Governor’s Office of

Appointments

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DFCS DIRECTOR

RECOMMENDATION Appointed by and reports directly to the Governor An employee of DHS DFCS director required qualifications

PROGRESS

Successfully Completed Accomplished through SB 138

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DFCS-DHS RELATIONSHIP

RECOMMENDATION Provide that DHS maintain authority over DFCS

DFCS budgeting and appropriation of funds Rules and regulations for the operation and management of DFCS

PROGRESS

Successfully Completed

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DATA SHARING BETWEEN AGENCIESRECOMMENDATION DHS is required to develop and implement a workable state-wide system Establish an interagency data protocol to collect and share data DHS will continue to partner with various agencies for the care and protection of children DHS and other agencies may notify the chairperson of any recommendations

PROGRESS Agreement established with Georgia Department of Public Health (GDPH) and the Georgia

Bureau of Investigation (GBI) to aide Child Fatality Review Panel GDPH will provide the Division with death certificate data and certified birth certificates Agreement to share data in place with the Department of Juvenile Justice (DJJ), Department of

Education (DOE), Department of Community Health (DCH) and Department of Behavioral Health and Developmental Department (DBHDD) regarding Children in Need of Services (CHINS)

Data-sharing agreements/policies are being researched for the Department of Early Care and Learning (DECAL) and the Georgia Crime Information Center (GCIC)

Meeting requested with department leaders regarding protocols and procedures, specific data information to be shared, authorized authorities, reasons for sharing data, and compliance with all state and federal law

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CUSTODIAL RECORDSRECOMMENDATION Review statutes, rules, or regulations allowing DFCS to

Share children’s mental and physical health and conduct records with foster care providers

Share children’s mental and physical health and conduct records with child care providers

Promulgate legislation regarding care providers access to record in relations to children in care

PROGRESS A draft of Policy 2.6 Confidentiality and Safeguarding of Records was

updated and is in the process of being approved that incorporates mandated requirements to allow foster parents access to the medical and educational records of foster children in their care.

Authority already exist for child care providers OCGA Section 49-5-41(c) (4)

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CHILD ABUSE REGISTRYRECOMMENDATION Maintain the names of those convicted or substantiated cases of child

abuse and/or neglect Compliant with constitutional requirements SB 138 Section 11

PROGRESS In analysis with OIT regarding the necessary technical requirements and

cost/budget to build the application High level business requirements have been identified.

* Funding has not yet been designated for development, maintenance, and resources for the registry.

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CASELOADS

RECOMMENDATION Support Governor’s Plan to hire DFCS staff to achieve

Caseload ratio of fifteen cases to one caseworker Supervision ratio of five caseworkers to one supervisor

PROGRESS Filled 141 positions allocated to the Region Currently filling the 34 positions allocated to the Special Investigation Unit Current casework to caseload ratio is 19.5:1 (average)

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COMPENSATION & CAREER PATH

RECOMMENDATION Increase compensation for caseworkers and supervisors to be more in alignment

with industry standards Career advancement opportunities Encouragement for advancement in certifications and/or advancement degrees

PROGRESS Child Welfare incentive payments were processed effective 7/1/15 A meeting with Human Resources took place on 8/18/15 to continue work on

career ladder completion

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INTERNAL COMMUNICATIONRECOMMENDATION Improve internal communication related to employee performance and satisfaction

PROGRESS

Feedback on Vision, Mission, Guiding Principles in process PR Consultant will develop final draft by 10/1/2015 Information and feedbacks has been received by all levels of staff

Branding Branding consultant, Jeff Penix is conducting an assessment of the current

state of the agency A targeted branding strategy that will include an internal campaign will be

developed and implemented beginning in early 2016 An overview of branding was presented to front-line staff in July 2015 and

to leadership in August 2015 Overview of branding will be presented to supervisors in 10/2015

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INTERNAL COMMUNICATION (continued)

RECOMMENDATION Improve internal communication related to employee performance and

satisfaction

PROGRESS

Employee Recognition Luncheon hosted by First Lady at Governor’s Mansion (June 2015) Office of Family Independence employees are recognized in weekly updates Child Welfare Employees are recognized with monthly awards

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INTERNAL CULTURERECOMMENDATION Implement a system similar to the “Just Culture” model

Increases employees’ confidence Reduces fear of retribution

PROGRESS Adopting a number of workforce resiliency practices that were successfully

implemented in North Carolina and resulted in a dramatic increase in staff retention. They include: Meaningful involvement of front-line workers and supervisors Use of “appreciative inquiry” (focus on what is working well) “Mistakes “ being viewed as an opportunity to learn A focus on identifying and addressing systemic root causes

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PROCESSES & TECHNOLOGY

RECOMMENDATION Partner with Georgia Tech Improve the technological tools available to DFCS and its employees Implement predictive analytics

PROGRESS The Master Services Agreement with Georgia Tech was signed on 7/1/15 Digital Mobile Application Conference scheduled September 2015 Lean Process Training scheduled September 2015

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PRACTICE MODEL

RECOMMENDATION Adopt a standard practice model Train staff on standard practice model Design technology to fit the model

PROGRESS Implementing and currently finalizing the design of a comprehensive

Georgia Practice Model informed by Solution-Based Casework (SBC) that is safety based and includes trauma informed elements.

Successfully hired 11 out of 15 Practice Coaches and two practice coach managers to provide ongoing coaching and SBC mentorship

Provided SBC Trainings to Leadership, Regional Directors & Practice Coaches (there are two additional manager retreats scheduled for October)

Established practice model workgroups

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TITLE IV-E STUDENT TRAINING

RECOMMENDATION Bring the Title IV-E Child Welfare Student Training Program in alignment

with federal requirements Determine the amount of funding from participating schools of social work Execute a contract with Georgia State University Recruit students and implement the program beginning in Fall 2015

PROGRESS Currently implementing: Five Universities are currently participating and

interviewing applicants

UNIVERSITIES PARTICIPATING IN THE IV-E PPROGRAMUniversity of Georgia (UGA)

Albany State University (ASU)Valdosta State University (VSU)Georgia State University (GSU)

Savannah State University (SSU)

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SUPERVISOR-MENTOR PROGRAM

RECOMMENDATION Intense one-on-one support to supervisors (roughly two weeks at a time)

Mentors responsible for small caseloads (roughly three supervisors at a time)

Secure approximately $1.1 million funding for mentor salaries, benefits, and travel costs

Establish job descriptions for mentors Begin recruiting and hiring

PROGRESS SFY2016 budget allocated $220,000 to fund the pilot Developed a project implementation plan to pilot the supervisor-mentor

program in two counties Currently recruiting for two full-time mentors In the interim, two veteran trainers are serving in those roles.

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PANIC BUTTONRECOMMENDATION Work with Georgia Tech to develop a panic button for caseworkers safety

PROGRESS A Master Services Agreement (MSA) with Georgia Tech was executed

and signed on 7/1/15 to begin building the panic button solution The MSA includes customizing the notification technology to use the

panic button and a pilot across the state for 50 buttons A kick-off meeting that included DFCS field leadership and front line staff

was held on 7/17/15 to introduce the panic button GA Tech has begun work on designing the panic button. The pilot of the

panic button is scheduled to begin January 2016 within 12 counties Statewide implementation scheduled for rollout March 2016

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SAFETY TRAINING

RECOMMENDATION Conduct training sessions

Educate caseworkers how to verbally deescalate tense crisis situations

PROGRESS Training began for Verbal Judo on July 27 and will continue through

September 18, 2015 Targeted training completion date is by the end of September 2015 Verbal Judo “train the trainers” sessions for DFACS staff are scheduled

for September 21-25, 2015

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LAW ENFORCEMENT PARTNERSHIPS

RECOMMENDATION Increase contact between DFCS staff and law enforcement

Arrange meet-and-greets Conduct joint training sessions

PROGRESS “Meet & greets" are scheduled throughout the counties/ regions for

September. They are to held at least annually Notifying law enforcements of reports Conducting joint DFCS and Law Enforcement investigations and ensuring

case manager safety

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SCORECARDRECOMMENDATION To be published quarterly Include trackable information and measures of workforce improvement, most

important measures of agency improvement, performance measures, caseloads and turnover rates

PROGRESS

The following are scheduled for deployment:REPORT DEPLOYMENT DATE

Ratio of Case Managers to Cases September 2015

Ratio of Supervisors to Cases September 2015

Ratio of Managers to Cases September 2015

CPS Investigation for Past 1 Month September 2015

Summary of Intake Calls for Past 1 Month (Number of Calls Received by CPS Intake Communications Center)

September 2015

Family Support Services Cases for Past 1 Month (Number of Family Support Cases) September 2015

Number of Family Preservation Cases October 2015Percentage of Children Who Return Home within 12 Months of Removal November 2015

Percentage of Children Who Exit Foster Care and Re-Enter within 12 Months November 2015

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Dashboards of Scorecard

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PUBLIC RELATIONSRECOMMENDATION Develop and implement a statewide public relations campaign Organize communities throughout the state to

Support the child welfare system goals and staff Help educate others on the system

PROGRESS Blueprint for Change roadshows have occurred in Region 1 (Northwest Georgia),

Region 5 (Athens area), Region 12 (Savannah area) and Region 7 (Augusta area) Roadshows are scheduled for remaining regions during the remainder of 2015 and 2016.

During the four-day roadshow Director Cagle meets with legislators, local media, foster parents, the faith-based community, law enforcement, judges, staff and local leadership.

The intent of the roadshow is to share the plans of the Division to shore up gaps in service and practice as well as gather feedback from constituents. The feedback is used to develop action items to address concerns and follow back up with stakeholders and constituents.

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PUBLIC & PRIVATE FUNDINGRECOMMENDATION Identify funding opportunities through federal programs and private organizations To better qualify for funding

Ensure strong accountability for how funds are used Routinely report progress and deliverables to any funding sources

PROGRESS Katrina Mitchell hired as Director of Strategic Partnerships to support grant

solicitation efforts (start date 10/1/2015) Submitted grant application to the Whitehead Foundation to fund development

and implementation of a learning collaborative involving Division staff and key external providers/partners.• Increase knowledge and skill related to child welfare practice and subject

matter• Strengthen partnerships targeting positive outcomes for families and

children

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PREDICTIVE ANALYTICSRECOMMENDATION Determine best model of predictive analytics for application to child welfare

practice Evaluate models to improve decisions by DFCS personnel relating to child

safety

PROGRESS Data collection from allied state agencies is complete Collected data from public health, birth and death records for children  under

18 being analyzed against child welfare data and will yield a data analysis for consideration of a composite set of factors that identify high risk families and children.

Next steps: apply data analysis to the building of a data  model that will yield the best use of resources to address child safety

Future: use predictive analytics in foster care/adoptive  cases to identify factors which lead to permanency     

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FAMILY SUPPORT

RECOMMENDATION Evaluate the Family Support practice Determine if changes are needed

PROGRESS We are currently in the design phase of the practice model and reviewing it

to determine if changes need to be made to Family Support

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DFCS-SCHOOL COLLABORATIONRECOMMENDATION Require Child Protective Services investigation include contact information with

the child’s school Establish permissive limits on data-sharing CPS investigators and school officials ability to exchange information about a child

PROGRESS A Draft of the Investigation policy chapters 5.2 and 5.6 is updated to includes this

requirement currently in the approval process Existing data sharing agreement with GA Department of Education (GA DOE) Scheduled (Summer/Fall 2015): focus group with local education agencies

(statewide) to determine what additional information is needed to better serve children/youth in foster care

Future: development of individual information sharing assignments with local education agencies

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DILIGENT SEARCH FOR RELATIVESRECOMMENDATION Expand the DFCS diligent search policy Specify the information that must be collected for any relative search Develop a statewide standardized report Require permanency timelines (child’s established bond with non-relative

caregivers) Require expedited permanency timelines for young children (seven and under) When to discontinue search

PROGRESS State/field office workgroup convened to develop a project plan to meet the

recommendations Identified strengths/challenges in Child Welfare Policy & Practice as they relate

to the recommendations TED Talk delivered to staff on the importance of family diligent search and

relative placements

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FOSTER PARENT RECRUITMENT & TRAINING

RECOMMENDATION Develop robust public-private partnerships (faith-based and university partners) Evaluate the IMPACT curriculum and make recommendations Clarify DFCS policy regarding ongoing training for foster parents Designate a responsible person for training coordination Restore DFCS support for the Adoptive and Foster Parent Association of Georgia

(AFPAG) annual statewide conference

PROGRESS In final stages of developing MOU with P686/Fostering Together Formulating a statement of need for a university partner to assess and evaluate the

IMPACT curriculum Supported increased foster parent attendance of 435 at the AFPAG Conference

(Feb/2015), and (2014) the number of attendees were 188 Hiring state level resource development team Evaluating CHOA proposal to provide trauma informed training to caregivers and

staff

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ROOM, BOARD & WATCHFUL OVERSIGHT (RBWO) PLACEMENTS

RECOMMENDATION Conduct a study of all RBWO placements Address any gaps in the continuum of care that are identified by the study

PROGRESS State Office Placement Resources Operation Unit operational as of April

2015 Developed statement for the placement resources operations study Proactively searching for a qualified vendor

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DRIVER’S LICENSES FOR OLDER FOSTER YOUTH

RECOMMENDATION Develop partnerships with the private insurance industry

Remove barriers for older youths obtaining driver's licenses

PROGRESS Collaborated with youth RBWO providers, DHS & DOAS Risk Managers,

and Deputy Director of Insurance Programs, GA’s County Associates to create the GA DFCS Auto Insurance Proposal for youth

DOAS is vetting the proposal with various underwriters Met with Commissioner of Department of Drivers Services to identify and

eliminate barriers from foster youth obtaining state-issued drivers license or state IDs

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DFCS PUBLIC REPORTING

RECOMMENDATION Report DFCS performance on

Child fatality measures Caseload standards for caseworkers Use of psychotropic medications

Intake and investigation measures Time from the report to the agency's first contact with child Time from the initial report to closure of the investigation

PROGRESS Contracts with GSU of School of Public Health for CY2014 & CY2015 to provide

added integrity to the annual child death report Report information 2014 to be released in January 2016 Office of Child Advocate (OCA) is leading child death initiatives to ensure staffing and

follow-up does occur so action items are complete Next steps scoreboard measures will be reformatted for a public-facing website

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KENNY A. EXIT STRATEGYRECOMMENDATION Develop an exit strategy Assess and replicate reforms resulting from the consent decree

PROGRESS Currently in the process of negotiating a Kenny A exit plan with Children’s

Rights Incorporated (CRI) Developed reports in LENSES to track safety and well-being outcomes Senior Leadership and Regional Directors participate in G2 Meetings to

acquire, share and implement strategies throughout the state Improved Kenny A. and statewide outcome measures through continuous

tracking and cadences Piloting the Child Welfare Employee Selection Protocol (ESP) in an effort to

attract and retain top talent to serve as Social Services Protection and Placement Specialist

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EXTERNAL STAKEHOLDERS

RECOMMENDATION Engage external stakeholders systematically in the development of DFCS

policy Inform community members of their input into DFCS policy Simplify and streamline DFCS policy for clarity

PROGRESS All policy being vetted with EmpowerMEnt, relevant stakeholders Reinforced input on policy and practice updates, and changes between

external and internal stakeholders regarding the commitment of safety, permanency, and the well-being of children

Conducted roadshows in Regions 1, 5, 12, and 7 Future: Follow procedures outlined

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MOBILE TECHNOLOGIES

RECOMMENDATION Improve caseworkers’ access to information in the field using mobile

technology for their ability to apply policy

PROGRESS All case managers initially equipped with cell phones now replaced with

smartphones thus providing quick access to State emails and messaging Smartphones provided to field staff contain a “hot spot” feature that staff

can use to access SHINES in the field using their tablets Attending Digital Conference sponsored by GTA

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CASE MANAGEMENT DATABASERECOMMENDATION Ability to operate without constant interruption in the field Supports DFCS’ policy standards Adaptable to accommodate new legal mandates and best practices Aligned with the agency’s practice models

PROGRESS Server and software upgrades were implemented for SHINES in March

2015 which resulted in an improvement in the application. Process in place to work closely with the policy unit to ensure policy

changes and new state or federal laws are reflected in GA SHINES Next Steps: GA SHINES team will participate in workgroups to identify

requirements for the new practice model

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QUESTIONS

&

COMMENTS