Loading...
HomeMy WebLinkAboutMINUTES - 10311989 - IO.8 I.O.-8 TO:, . BOARD OF SUPERVISORS Contra 1 FROM: J/ Costa INTERNAL OPERATIONS COMMITTEE County DATE: October 23 , 1989 SUBJECT: RECRUITMENT AND RETENTION OF FOSTER PARENTS SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: 1. Acknowledge receipt of the attached report from the Social Services Director on the results of the Department' s efforts to recruit and retain more foster parents. 2. Request the Social Services Director to prepare another report on this subject and present it to the 1990 Internal Operations Committee by July 1, 1990 and for this purpose refer this matter to the 1990 Internal Operations Committee. 3. Remove this item as a referral to our Committee. BACKGROUND: On April 25, 1989 the Board of Supervisors approved a report from our Committee on the efforts which were being made by the Social Services Department to recruit and retain additional foster patents. The Department was asked at that time to report back to our Committee in October, 1989 on three specific issues: The total number of foster families. The total number of available foster home beds. CONTINUED ON ATTACHMENT:YeS YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RE OMMENDATION OF BOARD COMMITTEE APPROVE OTHER SIGNATURE(S): T ERS SUNNE WRIGHT McPEAK ACTION OF BOARD ON October 31, 1989 APPROVED AS RECOMMENDED X OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE X UNANIMOUS(ABSENT III ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. CC: County Administrator ATTESTED 1"99? Social- Service- Director } PHIL BATCHELOR,CLERK OF THE BOARD OF Assistant Social -Service Director SUPERVISORS AND COUNTY ADMINISTRATOR M382 (10/88) BY ,DEPUTY x The number of foster families which were obtained through the Department' s recruitment efforts vs. the number of families which were licensed to care for a specific child. On October 23 , 1989 our Committee met with the Social Services Director and members of his staff and reviewed the attached report. The highlights of the attached report are the following: Between January 1, 1989 and August 31, 1989 , the Department licensed 137 new foster homes and lost 53 homes, for a net gain of 84 homes - approximately a 20% increase. Between January 1, 1989 and August 31, 1989 the number of licensed beds 'in foster homes increased from 1117 to 1210, an increase of 93 beds or an 8.75% increase. Approximately 500 of the 137 newly licensed homes were available for any child. The other 50% were licensed for a specific child. It is apparent to our Committee that the efforts which have been made by the Social Services Department over the past several months have continued to be highly successful. Additional detailed information is contained in the attached report. We believe that the 1990 Internal Operations Committee should continue to oversee these efforts and we have therefore asked the Department to prepare and present to the 1990 Internal Operations Committee by July 1, 1990 a similar report which covers the period from September 1, 1989 through April or May, 1990 . %SOCIAL SERVICE DEPARTMENT Contra Costa County TO Claude Van Marter DATE October 18, 1989 Assistant County Administrator FROM James Rydingsword, Director cc Social Service Department by: Betty Allured, Division Manager Social Service Department SUBJ UPDATE TO REPORT ON RECRUITMENT AND RETENTION OF FOSTER FAMILIES IN CONTRA COSTA COUNTY ----------------------------------------------------------------------- ----------------------------------------------------------------------- Attached please find our report that will be presented to .the Internal Operations Committee at 2:30 on October 23 , 1989. We are submitting additional copies for distribution to all of the Supervisors. On the 23rd, we plan to make a brief verbal presentation of this report and will be prepared to respond to questions. As you recall, when we submitted our original report in April, we were asked to report back in October with an update on three specific items: 1 - number of total foster families; 2 - number of available foster beds; 3 - number of foster families obtained through our recruitment efforts vs. families licensed to care for a specific child. The attached report covers these areas. We have also added comments on several other areas of the initial report and we have attached comments from Jose Olagues, President of the Foster Parent Association. JR/BA: jap Attachments ALLURED3 :RECRUT.MEM • T Foster Parent Recruitment and Retention Project Update October 23, 1989 Please refer to the report submitted in April, 1989 (Attachment A) for background information. This update, in accordance with the request of the Internal Operations Committee, covers these specific questions: 1. Number of total foster homes; 2. Number of available foster beds; 3 . Number of foster families obtained through our recruitment efforts vs. families licensed to care for a specific child. We have added comments about other areas of our initial report which we believe are of particular interest. Additionally, we have added some comments from Jose Olagues, President of the Foster Parents Association. Number of Foster Homes Licensed Since January 1, 1989 The April report provided data through December, 1988. The updated material and charts attached (Attachments B,C,D) project that data through August, 1989. We have issued 137 new licenses between January 1, 1989 and August 31, 1989. During this same period of time we have lost 53 homes for a net increase of 84 homes. This equates to an approximate 20% increase. Number of Beds Available Please refer to Attachments B,C,D. From January 1, 1989 through August 31, 1989 the available bed count has increased by 93 - an approximate 8.75% increase. Number of Homes Obtained through our Recruitment Efforts vs Families Licensed for a Specific Child The Department is in the process of implementing a Social Service Reporting System (SSRS) which will have the capability of capturing this type of information quickly. and accurately (a brief discussion of that system is provided in the next section) . However, at this time it must be gathered manually from individual case reviews of each home licensed during the past nine months. It is therefore an approximate computation but one which we believe to be quite accurate. Of the 13.7 newly licensed homes, 61 homes were. licensed for specific children, 70 were licensed as regular foster homes Foster Parent Recruitment and Retention Project Update October 23, 1989 Page 2 and six families were licensed for a specific child but were also available for other placements. This breaks down to an approximate 50/50 split. We would assume that at least 50% of the 137 new homes were licensed following our recruitment publicity or activity. . Social Service Reporting System This system was specifically designed to support the Children' s Services programs, to provide data on Foster Home vacancies and to gather statistical information necessary for reports and program planning. The following briefly describes the function of SSRS as it relates to Licensing: Licensing Registry Information regarding licensed foster homes is entered to the on-line screen including information regarding the physical environment of the home (fences, pools, pets, school districts) and background of the operators (ethnic background, education, income) . The licensed capacity for the home and the operator' s preference for age and sex of children placed in the home is recorded. All of this information is used by the system in matching foster homes against selection criteria in the Foster Home Vacancy Match function. As children are placed in foster homes, . the placement worker records the foster home license number to the on-line placement screen. The system tracks the vacancies in a home by subtracting the children currently placed from the recorded licensed capacity of the home. As entries are made to record a child' s removal from placement, the number of vacancies is incremented so that the system always maintains an accurate account of vacancies. An on-line cross reference screen for each foster home provides a list of all children placed in a home at the time of inquiry. Complaints and violations against Foster Homes are recorded to the on-line system. At the time a complaint or violation is recorded, a report is generated for the Licensing worker and a notice is sent to the placement worker of any child placed in the home at the time of the complaint or violation. Contra Costa has designated specific type codes for licensed homes to identify homes licensed for open placements vs. homes licensed for placement of specific children. Type codes for placement of specific children identify the agency that is requesting the licensing (for example, Social Services or Probation) . This allows reports to be sorted by open placement or specific placement categories and also Foster Parent Recruitment and Retention Project Update October 23, 1989 Page 3 allows placement workers to search only homes licensed for open placement when using the Foster Care Vacancy Match function. The system generates the following reports for management of the Licensing program: ♦ Monthly listing of licensed homes (by department and by individual worker) . The homes are sorted by the Type code (as described above) and show capacity and available beds. ♦ Management reports detailing work completed, due, or overdue for licensed staff. ♦ Reports for placement workers listing children in current placement. ♦ -Listing of foster homes on voluntary hold, involuntary holds, complaints pending, or unresolved violations. ♦ State statistical reports for licensing with total counts for licenses issued, in force, terminated, and expired. ♦ Monthly report by worker to be used as a caseload management tool listing cases, work due or overdue, and complaints and violations pending. ♦ Registry of licensed homes by ethnicity and language of operator. ♦ Monthly summary report listing licensed homes sorted by Type showing capacity and vacancy by area, sex and age range of the children that the facility is licensed to accept. ♦ Reports to Licensing workers and notices to placement workers of children currently placed for licensed homes address changes and discontinuance of the license status. Foster Home Vacancy Match The Foster Care Vacancy Match function allows a placement worker to record desired selection criteria (for example, language of the operator or homes that accept medical problems) to an on-line screen; the system then searches the master file of licensed homes and displays homes with vacancies that match at least one of the criteria entered (homes with the most matches are displayed first) . Foster Parent Recruitment and Retention Project Update October 23, 1989 Page 4 Automation of the foster home vacancy tracking function will allow more timely and accurate tracking of vacant beds in foster homes thus better utlizing existing homes and identifying needs for other licensed homes. All licensing staff have completed the training for the use of the system. It is anticipated that the system will be ready for implementation by November 1, 1989. Staff Activities There has been no staff turnover for either the Recruiter/Complaint Investigator position or the Developer/Trainer position. Both of these staff people work flexible hours so they are available for evening recruitment, orientation and training meetings. The .goal for the Developer/Trainer is to increase the quality as well as the quantity of available homes. This has been addressed in the Orientation and Pre-Service Training for prospective foster families as well as in supportive interventions with currently licensed families. The Developer provides sufficient information so that applicants can make informed decisions. They are helped to assess their skills and limitations. This same process applies when services are provided to foster families having problems. Additionally, the Developer continues the .following activities: 1. Liaison with the Foster Care Education Program (Diablo Valley and Contra Costa College) ; ongoing planning with coordinators with goal of relevant training and increase in attendance. - First Aid Training: jointly planned for more classes to meet State mandated requirements. - Training in Behavioral Management - three all day sessions. - Developer assures that training schedules are circulated to CWS staff and encourages Placement Workers to refer foster parents. - Participates in an annual three-day Retreat with Foster Parents. 2. Newsletter Editor The Developer continues to provide information and recognition through this medium. Foster Parent Recruitment and Retention Project Update October 23 , 1989 Page 5 3 . Liaison with Foster Parent Association Developer networks with Foster Parent Association officers and attends meetings as agency representative and fields concerns to management. Because of this involvement, the Child Welfare Division Managers have begun quarterly meetings with the officers of the Foster Parent Association. That meeting provides a forum for discussion of concerns and presentation of suggestions for developing and enhancing a teamwork approach. 4. Pre-service Training —Plans and presents five hours of training to applicants. Assists applicants in making informed decisions as to whether foster care is right for them. Training involves helping people select out of the program as well as in. Input is provided licensing workers regarding special skills and limitations of applicants. 5. Supportive Intervention - Provide one-on-one support and training to foster parents experiencing difficulties. 6. Subsidized Emergency Foster Homes Coordinates emergency home slots, processes monthly demand forms, troubleshoots, arranges for new contracts, etc. 7. Miscellaneous Activities Arranges for FPA mailing, receives and monitors payment demands for foster parent training stipends, takes calls from applicants and foster parents regarding recruitment inquiries, training dates, etc. The Recruiter/Complaint Investigator conducts orientation meetings, provides information for media, maintains the toll-free Foster Care line, represents Contra Costa County at Bay Area Recruitment meetings, and investigates complaints involving foster families. ' Foster Parent Recruitment and Retention Project Update October 23, 1989 Page 6 At present there are four regularly scheduled orientation meetings which have been well attended. Two meetings, one daytime and one evening, are held in West County; one daytime meeting is held in East County; one evening meeting is held in Central County. For the period covering April, 1989 through September, 1989, there was a total attendance of 446 with 223 from West County, 129 from East County and 94 from Central County. Approximately 25% of those in attendance were brought in by articles in the newspaper or by our Public Service Announcements on the radio. A portion were responding to Foster Care segments they had viewed on television. The toll-free line has been in service for the period of April, 1989 through September, 1989. An ongoing ad is run in five local newspapers. As a result of this ad, we received a total of 261 inquiries with 96 from West County, 81 from East County and 87 from Central County. This line is also available for foster parents to call with questions or concerns. Many of our foster parents have made use of this service in the past six months. In May, 1989, our Recruiter was instrumental in the media recognition of Foster Parent Month and in the annual Foster Parent Recognition Luncheon. Five Foster families were recognized for twenty years of service. The Recruiter worked closely with Alex Christie (Oakland Tribune) on a series of articles on Drug Addicted Babies and their impact on the Foster Care System. She has done five radio presentations. We have attempted to focus on our increasing need for ethnically matched homes. Because of this, the Recruiter has spoken with members of nine West County churches about foster care. There are several other scheduled presentations. Three articles have been submitted and published by West County papers. Currently, both the Recruiter/Complaint Investigator and the Developer/Trainer are being transferred to the Muir Road office so that they will be more centrally located and can provide better county-wide service. Update on Special Projects 1. Specialized training for Foster Families. - At present, the Department is reviewing a proposal for a contractor to evaluate various training programs. } _ Foster Parent Recruitment and Retention Project Update October 23, 1989 Page 7 2. Handbook - This project is essentially complete, in its final proof and should be ready for the printer soon. We anticipate a slight delay due to the county freeze on expenditures. 3 . Request to D.S.S. to increase Difficulty of Care Payments to Foster Families providing care for children with special needs. The drug epidemic has had a significant impact on the population of children who are being placed. These children often have neurological deficits, developmental delays, and behavior problems which require special knowledge and exceptional commitment on the part of the foster parent. To be competitive with other placement agencies, the Department has requested State consideration of an increase in the Difficulty of Care Rate from $422 to $720 a month. This amount in addition to the basic would bring the maximum to: $1014 for children aged 0 - 4 $1034 for children aged 5 - 8 $1060 for children aged 9 - 11 $1098 for children aged 12 - 14. $1132 for children aged 15 and over. This does not represent additional County funding and would serve to keep children out of more expensive placement options. BA: jap ALLURED3:FPRRP.REP ' Attachment A SOCIAL SERVICE DEPARTMENT CONTRA COSTA COUNTY FOSTER PARENT RECRUITMENT AND RETENTION PROJECT REPORT April 3, 1989 EXECUTIVE SUMMARY: Beginning in September, 1987, the Contra Costa County Social Service Department began a project to help address the county's critical shortage of foster families. This was a two pronged challenge entailing both building a recruitment effort to bring new families into the program and strengthening the Dept'.s ability to retain existing foster homes. We began with an extensive review of the foster parent program assessment conducted by Kathy Armstrong, PhD, in. 1986. Three issues were central to the difficulties noted in the Department's foster parent program at the time: problems of awareness, of attitude, and of clarity. For example, among the public at large there was a lack of awareness of the need for new foster homes. Among prospective foster parents, there were inconsistent--and often unrealistic--impressions of the nature of the work. Among existing foster families, morale was at a low ebb, turnover was high, expectations and requirements wereoften unclear, and there were continuing complaints about lack of respect, teamwork, and support. It was our conclusion that a number of these difficulties could be eased with improved communications, both between the Department and its licensed foster parents and between the Department and the public at large. Thus, our major task has been to .identify and address the specific areas where improved communications could help enhance foster parent recruitment and retention. Over the last eighteen months, our work has included: --Assignment of two full time Social Casework Specialists to the project --A fifteen month contract with a public relations firm --An "information audit" of communications across the entire foster parent program --Redesigned curriculum, presentation, and written materials for foster parent orientation --New preservice training program --New guidance materials for licensing application packets Gen 9c (New 3/86) --A holiday season public awareness promotion at shopping malls in the three geographic areas .of the county in the winter of 1987 --A coordinated "look and feel" for all program publications with new logo and artwork --Numerous new flyers, posters and display materials --An enhanced and re-designed foster parent newsletter --A detailed 3-color introductory program brochure --An extensive print and broadcast media promotion campaign in the fall of 1988 --A comprehensive new foster parent handbook (currently in draft form) --A broad based community outreach effort targeted at schools, churches, and service organizations --Formal liaison established with the Foster Parent Association --Formal liaison established with the community colleges doing foster parent training --Establishment of a toll-free recruitment hotline (800) 548-5722 These projects are detailed in the body of this report.' The professional literature and experience of agencies which have embarked on recruitment projects is that it takes two years or so to reap the benefits of recruitment efforts. We are encouraged because the effects of our project have already been fruitful. The total number of licensed foster families rose by 8% in calendar year 1988; the foster bed capacity rose by" 10%,, turning around a five year decline in both of these areas. SOCIAL SERVICE DEPARTMENT CONTRA COSTA COUNTY OVERVIEW OF FOSTER FAMILY RECRUITMENT AND RETENTION PROJECT In 1986, the Youth Services Board contracted with Dr. Kathryn Armstrong to develop a strategy for recruiting more and better quality foster homes in Contra Costa County. In doing her study, Dr. Armstrong advised that, recruiting foster families was only one task needed to increase the number and quality of foster family resources in Contra Costa County. Support of existing families was also seen as critical given the morale of foster families. Foster families in the county felt they were not seen as a valued part of the placement team; that they were not supported or respected. Staff felt foster families were unclear of expectations and the constraints of the legal system. In the Fall of 1987, the Social Service Department commenced a "project" to address the issues identified in Dr. Armstrong' s report. When the project began, the critical shortage of foster families was such that active recruitment efforts could not be delayed while problems in the system were addressed. However, recruiting foster families only to lose them as they experienced problems in the system was not desirable either. Thus, after considerable analysis, the Social Service Department decided to focus on recruitment and retention issues simultaneously. Over the course of the eighteen months of the project, considerable work has been done including: (1) Two Full-Time Staff Two innovative positions were created in the foster home licensing program: Foster Family Recruiter/Complaint Investigator and Foster Home Developer/Trainer. Experienced staff was selected to fill these non-case carrying positions and assumed their responsibilities November 18, 1987. There has been no staff turnover since these- appointments were made. Results: While the basic job descriptions were in place when staff were appointed, each of the two positions has been refined as new skills were developed and new programs took shape. At the present time, the Recruiter has responsibility for maintaining relationships with the media, making public appearances, developing markets to distribute flyers and other publicity, among other duties. She also is assigned Gen 9c (New 3/86) to do the orientation meetings held in all areas of the county each month. The Developer-Trainer facilitates all the Pre-service Training Classes, meets regularly with each of the established foster parent groups and edits the quarterly newsletter for foster parents, the Foster Family Forum, among other duties. ( 2) Public Relations Firm Contract In September, 1987 , the Department contracted with the Professional Resource Group (PRG) for consultation and development of materials to "market" the foster family program. PRG is a Contra Costa County based firm specializing in public programs. Their Director, Carla Berg-Nelson, and staff met with the Department regularly, providing all the contracted services in a timely manner. Results All printed materials, including flyers and brochures, developed over the last year resulted from our collaboration with PRG. PRG also developed the media "blitz" done in the Fall of 1988 and edited the Foster Parent Handbook. One of the agreed upon goals with PRG was for their staff to teach Department staff basic skills which would allow us to continue marketing and public relations efforts after the contract expired. This was provided. ( 3) Information Audit The first step was to identify all the places in the program where improved communications might make a difference in foster parent recruitment and retention. The Armstrong report was divided by PRG into a one hundred ( 100) item checklist of objectives and concerns about the foster parent program as a whole. For each item, Department staff team members were asked to list possible responses, outline the issues that needed to be resolved in order to take action, and to rank the action items in terms of perceived priority. Results: ♦ Strategic Plan From the audit, an in-depth perspective was gained relating to the challenges confronting the foster care program,the steps necessary to deal with communications obstacles, and the feasibility of various types of response. This enabled the development of a strategic plan which defined and prioritized tasks. It also provided a reference guide that was used to check the work product, making sure the communications issues identified were, in fact, addressed. -2- ( 4) Foster Parent Orientation It was clear that it would serve little to stimulate a large quantity of new foster parent inquiries, unless there was an effective response to those inquiries. The logical place to begin was by addressing the quality of the introductory Orientation Meetings held for interested foster parent applicants. Since this meeting is the first opportunity for many prospective foster parents to. learn about the program, and the basis for making a decision whether to proceed, it was seen as a critical link in the recruitment process. The challenge at that point was to encourage people to become involved, but yet to be sufficiently candid about the challenges of being a foster parent. It is essential that those who do go on to apply for licensing have realistic expectations about the work they will be asked to do -- otherwise they are not likely to remain in the program. Results: In conjunction with PRG, the following was accomplished: ♦ Redesign curriculum A new orientation curriculum was developed with a detailed outline for the presenter. This created a standardized presentation that could be used by any staff member giving the program. ♦ Revamp presentation An important part of the rebuilding effort has been to establish an attitude of respect, professionalism and mutual support so that prospective foster parents will see themselves as important members of a team of child welfare professionals. Thus, the orientation presentation was evaluated with an eye to delivery as well as content, by looking not only at the information supplied, but the attitude and tone conveyed by the presenter, the atmosphere created in the setting, and opportunities for interaction between speaker and audience. ♦ Rewrite and Design Publications At the end of the orientation meeting interested prospects are given.. a packet of materials to take home, including application materials. Since the application process itself can be bewildering with its forms, rules and procedures, the written materials that accompany the forms were re-written and re-designed to include a clear outline of the steps in the application process, explaining not only what is needed -- but why. -3- ( 5 ) Pre-Service Training One of the issues raised by foster parents in Dr. Armstrong' s study was the lack of preparation provided by the Department prior to their receiving children in their home. The challenge to the Department was to provide basic information to prospective foster families in a format that ., would not erect a barrier to their -entering the program. Results- ♦ Two-session basic preservice training: The Foster Home Developer talked to current foster parents about their "wish fist" for preservice training, to other counties, and to the community colleges. She then developed a curriculum for Contra Costa County. The first preservice training began in March, 1988 and has continued on a monthly basis in the geographic areas of the county. ( 6) "Just Say Yes" Campaign Throughout the last 18 months, the Social Service Department has worked on public awareness and outreach efforts. The first of these was a holiday season promotion in late 1987. A contest was held for Department staff to develop a public awareness slogan, and "Just Say Yes" was selected. Flyers were developed by PRG that described foster parenting, discussed the critical need for new homes, and encouraged interested parties to attend 'an orientation meeting. Results: ♦ Slogan and flyer Colorful one page "Just Say Yes" flyers with new artwork were produced to promote the campaign. ♦ Shopping Mall Promotion Department staff set up decorated tables at area malls during the holiday season. Small labels, stating "Just Say Yes. . .Consider Foster Parenting" were produced and attached to scores of miniature candy canes. These were handed out in the malls, along with the new flyers, and staff responded to questions from interested parties. ( 7 ) Foster Parent Publications Over the course of the entire period, PRG and the Social Service Department were revamping existing publications and developing new ones. This included creation of a unified graphic design theme to give a coordinated "look and feel" to all foster parent publications. -4- Results: ♦ New Logo and Coordinated Design Themes All printed program materials were designed to look professional, yet friendly and inviting. PRG developed a new foster parent program logo, and combined it with "country print" borders for a cozy look. These new themes were incorporated in a series of new publications, as outlined below. ♦ New Program Brochure PRG designed a six panel program brochure to be the cornerstone promotional piece. It answers a broad range of basic questions about the "whos, whats, whys and hows" of foster parenting in Contra Costa County. Foster parent program brochures from several other agencies were reviewed prior to developing this product. ♦ Revamped Foster Parent Newsletter The quarterly foster parent newsletter went from being a "cut, paste, stapled" affair, to a tabloid-sized, professionally designed and printed document with color graphics, regular columns, news features and bulletins about training opportunities, support group activities, etc. This effort not only enhanced the flow of information (and increased the likelihood that the newsletter would be read) , but it also sent an important message about the Department' s renewed attitude of respect and support for foster parents. ♦ Flyers, Invitations, Programs, Displays Over the course of the year, other flyers were prepared for community group outreach efforts. For example, PRG designed the invitations and programs for the Foster Parent' s annual Recognition Luncheon in April, 1988. They also created a free-standing display to hold brochures for the recruiter to set up on display tables or when speaking to community groups. ( 8) Public Awareness and Media Campaign "Room to Share. . .Love to Spare" The climax of our communications efforts was a broad-based public awareness campaign in the Fall of 1988 . Using the new slogan "Room to Share. . .Love to Spare" , the campaign was conducted on two levels -- a community outreach effort combined with media promotion. -5- Results- ♦ Media Campaign Detailed press packets were prepared for the Bay Area media. Packaged in attractive blue folders with colorful graphics, the packets contained data sheets about the critical need for new foster families in the County, a summary of the Department' s rebuilding and renewal efforts, background on the work of foster parents, profiles of the types of children in foster care, a description of the process involved in becoming licensed, and new foster parent recruitment posters. These packets were sent to over 75 newspapers, plus radio and television stations in the Bay Area, along with scripts for public service announcements about the County' s new toll-free "Foster Parent Recruitment Hotline" . PRG also provided the staff recruiter with a comprehensive media contacts list to be used for future promotions. ♦ Community Outreach In addition to promoting public awareness through the media, an ongoing community outreach effort was launched to promote direct contact with institutions and organizations in the County that might have prospective foster parents in their ranks. Targets were elementary schools, churches and civic or service groups. The first step was to identify those resources county-wide. The next was to prepare a standard letter of introduction that may be customized on a word processor and sent to these groups, along with . materials they may post on bulletin boards and announcements they may place in their newsletters. The Department also created a "door-hanger" sized short flyer that may be economically produced in large quantities to distribute individual promotional pieces throughout the local schools. (9) Foster Parent Handbook A major goal in this project has been to "demystify" the foster parent system for both new applicants and existing foster families, to help foster parents understand the often-confusing welter of names, agencies, staff members, procedures and regulations that they must work with. Towards that goal the final project under the contract with. PRG has been to compile a new foster parent handbook that . will help clarify these matters. Results: Material collected from a variety of agencies, professional literature, and departmental material was compiled to produce a comprehensive new guide to the Contra Costa foster -6- parent program. Handbook chapters range from an explanation of the licensing process and the court system to tips on child development and family communications. The completed book, now in the final editing stage, will be published in a loose-leaf format so that sections may be easily updated or additions made over time. ( 10) Formal Liaison with the Foster Parent Association Until the onset of this project, there had been no official recognition of the Contra Costa Foster Parent Association or a commitment on the part of the Department to have staff participate in Association functions or meetings. The Department, during the course of 'this project, recognized that foster parents are their own best support on a day to day basis. The Department can and must provide resources to advocate on a state and federal level to improve the foster care program, must address problems in "our house" , and needs to ensure that foster parents have easy access to workers and administrators in the agency. However, foster parents must be encouraged to advocate from their perspective, must be empowered within the Department and the Court system, and must have the right to question decisions being made for the children in their care. Results: The Foster Family Developer/Trainer was assigned responsibility for establishing a formal 'Liaison with the Foster Parent Association. since Spring, 1988, she has attended as many association meetings, meetings of geographically-located foster parent support groups, and foster parent task force groups as possible. She has been . charged with communicating with foster-parent groups about Department' s responsibility to its partners in the placement process, as well as our openness- to innovative ways of improving our system in the future. ( 11) Formal Liaison with Community Colleges For many years, the community colleges -in central- and west county have had grants to provide training to licensed foster families. They have traditionally had a core of foster families who participated in classes that were offered. However, the majority of foster families do not take advantage of the training that is offered. f Results: The Foster Family Developer was assigned responsibility to work with the community colleges to identify barriers to families taking advantage of courses offered. Another function of this position is to encourage the colleges to -7- provide training identified by the Department as needed to improve problems in the foster care system. OUTCOME TO DATE: Both professional literature and experience of agencies doing recruitment projects indicate that it takes two years or so to reap the benefits of recruitment efforts. In Contra Costa County, however, it is encouraging that our county is already beginning to experience results from the efforts outlined above. Beginning in 1983 , Contra Costa County experienced a steady erosion both ,in the number of foster home beds and foster homes. As illustrated by the following graphs, both the total number of licensed foster families and the foster bed capacity rose in calendar year 1988: foster homes rose by 8% and bed capacity rose by 100. -8- BED CAPACITY OF LICENSED FOSTER HOMES 1150 ------------------------------------------------------------------------- N u112.5 ------------------------------------------------------------------- m ■ b ° e1100 -------------------------------------------------------------------- --- ■ 0 1075 ------------------------ -- -------- -�'�� estimated}-- t• L■ ------ f 1050 -------------------- --------- - B --- ------------------------------------ �■ ■ e d1025 ----- -■------------------------------------------------------------ s ■/ 1000 --T—T— Jan-88 Feb-88 Mar-88 Apr-88 May-88 Jun-88 Jul-88 Aug-88 Sep-88 Oct-88 Nov-88 Dec-88 -9- ,y Number of Licensed Foster Homes Calender Year 1988 450 _._............ - _............ - - - .-........_._.__......--------._.-._....-----------........ ---- - --- ._._........... -- -........_._._ 440 -............... - --- ..._.... - _.....-----------------------------------------.._._.-------- ---= ---- ----.............. - 430 --------------------------..._..------------ 420 _.......... --.............. -----.^..- ---- -- -- .........- -- _- ------._._._.._.... -._............_._._._............- ._ ..-----...._._-- 410 - - ----- -- ----- - ---- __ -- ------ -- - ---------- -- 400e _ - --- -.._....-------- - -- -- 390 --........ - -.....--- -- - -- ---- ........ -M --- - ----- ------------............... -._................----------......------ 380 _._._._................------------..---------------------------....- --...... - - ----- ---- -._._._..........- ---.......- ..._.__....._._...---..._....... 370 _..........-._.__._..............._._._._._.........__._._._.....--- -- ........_._.__......... ._._._._._.._....-- - - ._........... ---........... --------------....._...._._......._...- 360 ------...........-----._.........---------------------------._._.......-...._._._.-_.................__............-----------------------._............-------------...:.__._._._..........-._._._......--......._._.__...._.....-_ 350 Jan-88 Feb-88 Mar-88 Apr-88 May-88 Jun-88 Jul-88 Aug-88 Sep-88 Oct-88 Nov-88 Dec-88 -10- FUTURE PROJECTS: The Social Service Department has made sincere efforts to improve the foster care system in Contra Costa County, recognizing the critical role foster families play as members of the placement team. While significant progress has been made, much work remains to be done. Issues of respite care, increasing the difficulty of care rate, programs supporting foster families caring for drug-exposed babies, improved quality training for foster families, training for Department staff around the partnership relationship with foster parents, advocating for COLAs for foster families -- these are only a few of the issues remaining as challenges for the Department and foster parents to tackle together. overvw. lc disk #6, lc 4/5/89 -11- Attachment B Number of Homes Number of Beds 12/31/81 429 1117 1/31/89 438 1107 2/28/89 429 1103 3/31/89 455 1123 4/30/89 474 1153 5/31/89 491 1193 6/30/89 497 1193 7/31/89 501 1202 8/31/89 513 1210 BA: jap ALLURED3 :RECRTATT.BBB G A�ta�hme�� r ro W 0 r >o � Z � ` u 0 1.00 1 00i 7 N VA w r CO w CO CD w r• � 6 a • W iy\} fp 1 to O 7 0-1 0 d M a� O M t O -S O s O 3 O O O � O s S M AttaG�me�t � d 1p r � r M a d r IF r� co r W CA r7\j 1 co co ( O Z o r o a a d W N o r w d 1 � N � r� r O S iF U ' d a 4 r A 0 O o s Q O `^ N N . ... Attachment E -CONTRA COSTA- FOSTER PARENT ASSOCIATION; 4112 Tutkre Ct. , ; Concord, CA 94521 ----------------------------------------------------------------------------------- DATE: October 5th, 1989 . TO: Betty Att ur ed Ch.itd Wet6a4e D.iv.i.4.ion Socia. Servtce Department Contra Costa County 1 FROM: Jo4e' J. Otague4Q� SUBJECT: Internat Operat ono Committee FaI'Qt�t�-b.p RECRUITMENT ;AND RETENTION OF FOSTER FAMILIES IN CONTRA COSTA COUNTS Ou,% appree.i,at.ion to Soe.iat Service Department 4ta66 6or .it4 recommend- ation,. and to .the Board o6 Superv.i.4or4 6or the proctamat.ion o6 the month o6 May at Foster Fam.ity Apprec.iatZon month. The A44ac,i.at.ion took4 6o4wa4d to .inc4ea4ed awarene44- by the,.generae pubt is a4 a re4uit. o6 4.i.m.itar aet4 .in the 6uture. Six month4 a6te4 the departmentJ4 report portraying .improvements in recruitment and retention os 6o4ter 6am.i.tke4, the o661-ee44 o6 thi4 444oc.iation are 4t.itt concerned about how numbers are being "tabulated" to mea4ure .itncrea4e due to d.i,%ect %eeruitment e66ortt . At mentioned .in my prev.iou4 memo (Apr.it 89) , .i.4 we with to mea4ure .the 4uece44 o6 recru-itment e66ort4 we ought to 4tnd a way to exetude 6rom .the count .those homes/6am.U.i.e4 that become t.i.eensed due to a membe4(o6 .the 6am.ity) beeom.i.ng part o6 the 6o4ter 4y4tem. A.6ter review and d-i.4cus4.i.on by our o66.ieer4, one add.t.t.i.onat concern hat sur6aced. It wa4 noted that the report g.i.vez an .imprest-i.on that .the "reenu.iter" :poe:itar,n. 4pend4-",th.e`ma�,o}i tN. :�� its e6gort in %eeru.i.t- ment retated ac.t.i.v-Lt.i_et . White such would be the det,i.rabte condition, we are concerned that a greater portion o6 .the ava.itabte time may be spent .in eompta.int-.i,nve4t.igat.ion retated re4pon4.ib.it.i-tie4. Thele tatter respon4.i.b.i.tZt.i.e4 may atto not be the moot eompat.ibte with the recruitment e66ort4 being undertaken. I wl- t be glad to expand my comment4, thoutd ouch become neeestary.