HomeMy WebLinkAboutMINUTES - 07171990 - IO.2 I.o.-2
TO: BOARD OF SUPERVISORS
�- Contra
CostaFROM: - •: ,••
INTERNAL OPERATIONS COMMITTEE V. _ .: �f
County
DATE: July 9, 1990 c°rrA
SUBJECT: STATUS REPORT ON THE RECRUITMENT AND RETENTION OF
FOSTER PARENTS
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATIONS:
1. Request the Social Services Director to outline for the
Board of Supervisors during budget hearings the fiscal and
programmatic implications of giving priority to filling
vacancies in foster home licensing at the expense of other
programs from which workers may wish to transfer to
licensing vacancies and provide the Board of Supervisors
with his recommendations for whether such a policy should be
implemented in order to maintain licensing programs at or
near full strength.
2. Request the Social Services Director to invite the Family
and Children' s Services Advisory Committee (FACSAC) to
comment to the Board of Supervisors during budget hearings
on the following issue:
Should the Social Services Department give sufficiently high
priority to filling vacancies in foster home licensing
through transfers from other programs that vacancies should
be created in other programs in order to maintain licensing
at full or near full strength?
3 . Request the Social Services Director to invite SEIU Local
535 to comment to the Board of Supervisors during budget
hearings on the following issue:
CONTINUED ON ATTACHMENTYeS_YES SIGNATURE:
RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION MITTEE
APPROVE OTHERZA,
SIGNATURES) SUNNE WRIGHT MCPEAK T M PO RS
ACTION OF BOARD ON July 17 , 1990 APPROVED AS RECOMMENDED _X OTHER
VOTE OF SUPERVISORS
X UNANIMOUS(ABSENT z IV
I HEREBY CERTIFY THAT THIS IS A TRUE
) 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: ATTESTED " /'??
PHIL BATCH OR,CLERK OF THE BOARD OF
Please see Page 2. SUPERVISORS AND COUNTY ADMINISTRATOR
BY DEPUTY
M382 (10/88) 0,,;�
Should the Social Services Department give sufficiently
high priority to filling vacancies in foster home licensing
through transfers from other programs that vacancies should
be created in other programs .in order to maintain licensing
at full or near full strength?
4. Request the Social Services Director to provide a further
status report on the efforts being made by the Department to
recruit and retain foster parents to our Committee on
December 10, 1990.-
BACKGROUND:
On October 31, 1989 the Board of Supervisors asked the Social
Services Director to provide our Committee with a further status
report on the success of the Department's efforts to recruit and
retain foster parents by July 1, 1990.
On July 9, 1990 our Committee met with staff from the Social
Services Department and the President of the Foster Parents'
Association and reviewed the attached report.
We should note that the attached report responds to the Board' s
request of October 31, 1989 and are in no way intended to respond
to FACSAC' s report on Foster Care. We were advised that the
Department will be reporting to the Board of Supervisors on July
24, 1990 regarding their response to FACSAC' s Report on Foster
Care.
The attached report notes that the staff available to license
foster home has been cut drastically during the past year because
of the financial pressures on the Department. As a result there
are admitted delays in processing applications to be foster
parents. There are now only 4. 5 licensing workers, available
countywide to license all foster homes in the County. The'
represents a 40o reduction in staffing in this function since
last fall. While there continues to be a net increase in the
number of licensed foster homes, the very interest which has been
generated cannot be adequately responded to by the Department.
As a result, we have included in our recommendations a request
for input and discussion as a part of budget hearings from the
Department, FACSAC and Local 535 whether the Department should
shift priorities enough to attempt to maintain foster home
licensing - at or near full strength even if this means leaving
vacancies unfilled in other important programs.
Other efficiencies have been accomplished by the Department,
including moving to two-year licensing of foster homes, rather
than licensing each home on an annual basis. Rates have also
been increased and other steps have been taken which are outlined
in the attached report.
We have also attached to this report a memorandum we received
from the President of the Foster Parents Association outlining
some of their concerns. We have taken these concerns into
account in formulating the recommendations we have set forth
above.
cc: County Administrator
Social Services Director
Rose Manning, Assistant County Welfare Director
Jose Olagues, President, Foster Parents Association
4112 Tulare Court, Concord, CA 94521
CONTRA COSTA FOSTER PARENT ASSOCIATION; 4112 Tulare Ct. , Concord, CA. 94521
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Date: July 6th, 1990
To: Internal Operations Committee Members
Contra Costa County
From: Jose' Olagues, President _
Subject: Foste.r Parent Recruitment and Retention Update
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On reviewing the update report dated June 14, 1990, the officers of this
association are pleased that the complaint investigation responsibilities
have been removed from the Recruiter Developer positions. Per previous
input, we felt that such investigative responsibilities were not compatible
with the recuitment efforts for which those position were created. We do
recognize the need for those responsibilities to still be carried out.
We are very distressed, however, about the very negative effects that the
staff reduction in the licensing unit has created. We do recognize that
efforts are being made to improve the present situation, but find the up
to six-month delay in processing new applications very counterproductive
to the stated goals of Social Services Department in this subject.
We find it particularly distressing knowing that:
o Several of the 105 new homes licensed during the last report
period, were a direct result of influence from an already
licensed foster family.
o Some of the referrals from foster-families "gave up" during the
lengthy waiting process, and opted to be licensed by private
agencies, which have a considerable shorter processing time.
This association is still committed to working in conjunction with the
Department in adddressing this critical subject , and thus urges that Tore
aggressive steps be considered to address the staff-shortage problem.
cc: Claude Van Harter
James Rydingsword
Rose Manning
SOCIAL SERVICE DEPARTMENT Contra Costa County
TO Claude Van Marter DATE June 14 , 1990
Assistant County Administrator
FROM James Rydingsword, Director cc
Social Service Department
SUBJ FOSTER PARENT RECRUITMENT AND RETENTION UPDATE
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Attached please find our report that will be presented to the
Internal Operations Committee at 10: 30 a.m. on July 9 , 1990.
We are submitting additional copies for distribution to all
Board members. We will be prepared to make a brief verbal
presentation of this report and respond to questions.
When we submitted our last report in October, we were asked to
report back in July 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 versus families licensed to care for a specific
child.
The attached report covers these areas. We have also added an
update on retention as well as comments on areas mentioned in
the last report and future recruitment plans.
JR:ceb
Attachments
a:fpupdate.cvm
m-disk 43
FOSTER PARENT RECRUITMENT
AND RETENTION PROJECT UPDATE
June 6 , 1990
Please refer to the prior reports submitted in April, 1989 , and
October, 1989, for background information (attachment A) . This
update, in accordance with the request of the Internal Operations
Committee, covers these specific questions:
1 . Number of foster homes;
2. Number of available foster beds;
3 . Number of foster families obtained through our recruitment
efforts versus families licensed to care for a specific
child.
We have added a report on retention as well as comments on areas
mentioned in the last report in October. We have also provided
some information on our future recruitment plans.
NUMBER OF FOSTER HOMES LICENSED SINCE SEPTEMBER 1 , 1990
(Attachment B)
The attached October, 1989, report on retention/recruitment
provided data from January through August, 1989. This updated
report extends the information through April, 1990. We have
issued 105 new licenses between September 1, 1989, and April 30,
1990. During this same period of time, we have lost 86 . homes for
a net increase of 19 homes. This equates to an approximate 5
percent increase.
NUMBER OF BEDS AVAILABLE
(Attachment C)
During the period of September 1, 1989, through April 30, 1990,
the available bed count has increased from 1210 to 1242 for a
gain of 32 beds, an approximate 4 percent increase.
NUMBER OF HOMES OBTAINED THROUGH OUR RECRUITMENT EFFORTS
VERSUS FAMILIES LICENSED FOR A SPECIFIC CHILD
During this report time, the Department implemented a Social
Service Reporting System (SSRS) , as explained in detail on pages
2 through 4 of the October report. However, since the SSRS was
not in place until April, 1990, the following information was
gathered manually. Once again, it is an approximate computation
but we believe it is quite accurate.
1
FOSTER PARENT RECRUITMENT
AND RETENTION PROJECT UPDATE
June 6, 1990
Of the 105 newly licensed homes, 42 were licensed for a specific
child, 60 were licensed as regular foster homes and 3 were
licensed for a specific child but were also available for other
placements. This breaks down to an approximate 60/40 split, and
therefore at least 60 percent of the 105 new homes were licensed
as a direct result of our recruitment publicity and activities.
RETENTION
As previously stated, 86 foster homes were closed from September,
1989, through April, 1990. We have kept accurate statistics on
these closures in an effort to improve our retention factor. Of
the 86 homes closed, 48 percent of the closings were due to
foster homes that were licensed for a specific child. As these
children turned 18 or left the home for various reasons, the
foster family indicated that they were no longer interested in
foster care. Another 22 percent moved out of the County, while
approximately 18 percent closed due to changes within the family
unit (divorce, death, etc. ) . Approximately 12 percent left to be
licensed by private agencies with 10 percent of those going to
FamiliesFirst, an agency with whom we have a working placement
agreement focused on drug-exposed infants.
STAFF ACTIVITIES
There have been several significant changes within the Foster
Care Licensing staff since the last report. These changes were
effective November 1, 1989. The major changes are as follows:
1. The number of Licensing workers Countywide was reduced from
7.5 to 4.5 workers.
2. Three Licensing workers were assigned to the Muir Road office
and 1.5 workers were assigned to the Hilltop office.
3 . The Recruiter/Complaint Investigator and the
Developer/Trainer positions were assigned to the Muir Road
office from the Antioch office.
4. The Recruiter/Investigator was promoted to the position of
Foster Care Licensing Supervisor. This was a temporary
appointment which became permanent on January 4 , 1990. The
appointment is significant because it united all of the
Licensing workers under one Supervisor and one Division
Manager for the first time since 1987.
5. The Recruiter position was not filled until February, 1990 ,
and since the Supervisor had to cover this function until
February, 1990, when a new Recruiter was appointed, many
recruitment activities were curtailed for four months.
2
T'
FOSTER PARENT RECRUITMENT
AND RETENTION PROJECT UPDATE
June 6 , 1990
There continues to be four orientation meetings per month
Countywide which are very well attended. In addition to
conducting orientation meetings and working with the media, the
Recruiter maintains the toll-free Foster Care line, represents
the County at Bay Area Recruitment meetings and speaks to
churches and civic groups on foster care.
Two orientation 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 September, 1989, through April , 1990, there was a total
attendance of 390 with 185 from West County, 88 from Central
County and 117 from East County. Approximately 32 percent 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.
Our toll-free line continued to be well received during this
period. There was a significant increase in the number of calls
received since the last report in October. An on-going ad
continues to run in five local newspapers. From September, 1989,
through April , 1990, there was a total of 419 calls Countywide.
This is up from 261 calls during the last report and allows for
an increase of 62 percent. Of these calls, 163 were received
from West County, 139 from Central County and 117 from East
County. For each call that is received on the toll-free line, a
return call is made and a packet of foster care information is
mailed out to the caller.
Our Recruiter has continued efforts to increase the number of
foster homes through a series of mailings to various churches and
civic organizations throughout the County with special focus on
the black community. In the last month the Recruiter has spoken
to the City Manager's Neighborhood Council in Richmond. This is
a black civic group with a great deal of influence in their
community. They too have pledged their assistance in our efforts
to step up minority recruitment.
ACCOMPLISHED GOALS
1. The Social Service Reporting System (SSRS) was implemented in
the Licensing Unit in April, 1990. This system was designed
to support all Children's Services programs, to provide data
on -foster home vacancies and to gather statistical
information necessary for reports and program planning.
Since Licensing is only the first phase of this system, the
long-term effects Countywide are not yet evident, but it is
anticipated that SSRS will save time and staffing as the
system expands to all Children's Services units.
3
FOSTER PARENT RECRUITMENT
•AND RETENTION PROJECT UPDATE
June 6, 1990
2. Also; in April , 1990 , the Foster Parent Handbook -was
completed for distribution. It is to be used as a resource
and information guide by foster families licensed by Contra
Costa County. The Handbook is currently being distributed to
foster parents by Licensing workers at renewal home visits
and to foster home applicants when their license is approved
(see attachment D. )
3 . Rate Increases:
Effective January 1, 1990, there was a 12 percent rate
increase for general foster care (attachment E) . In
addition, as a result of the Social Service Department
submitting a creative new plan to the State Department of
Social Services, a significant rate increase was granted for
Difficulty-of-Care rates. (A copy of the rate schedule is
attached--attachment F. ) The rates range from an additional
$45.00 to $806.00 per month. We strongly believe that these
rate increases will improve our ability to recruit new homes
and enable us to remain competitive with private agencies.
An additional rate increase of 5 percent will be added July
1, 1990.
4. The Licensing staff has continued to look at new and creative
ideas to accomplish the numerous licensing tasks and
functions with a reduced staff. Among the goals accomplished
was a reduction from yearly renewals to a two-year renewal
plan. Still in accordance with state regulations, the plan
allows for more time to be spent in processing new .
applications. In addition, workers have been assigned new
applications according to geographic area. This allows the
Licensing worker to set up a series of home visits in one
area of the County. Once again the result is more productive
use of staff time. In spite of our best efforts, however,
the amount of time required to process new applications has
nearly doubled. It is taking up to six months to process new
licenses, and each worker currently has an average of 30
licenses still pending. This is due primarily to the staff
reductions in November which has resulted in the average
. licensing caseload rising from approximately 75 to
approximately 150 cases.
5. May was designated as Foster Care Appreciation Month both in
Contra Costa County and on a state level: Our Foster Parent
Recognition Luncheon on May 19, 1990, was a huge success and
well received by our foster parents Countywide.
Additionally, as a result of our press releases to local
newspapers, we were fortunate to have six articles published
throughout the County honoring our foster homes. More
articles are scheduled for the coming months.
4
FOSTER PARENT RECRUITMENT
'AND RETENTION PROJECT UPDATE
June 6, 1990
FUTURE PROJECTS
1 . During the month of May, our involvement in the "Waiting
Child" campaign got underway. Sponsored by the Community
Task Force in San Francisco, the project involves five Bay
Area counties. Each county has selected four children in
permanent placement or adoption to be videotaped by Channel 5
(KPIX) . The purpose is to recruit more foster and adoptive
homes throughout the Bay Area. The children are seen on
Channel 5 (KPIX) during the 5:00 news each Wednesday evening.
This is followed up by Public Service Announcements during
the following week. Contra Costa County had their first
child aired on Wednesday, June 6th. We will have further
segments on June 13th and June 20th, and these will be
videotaped for further review (see attachment G) .
2. Another upcoming project involved Children's Hospital of
Oakland. Children's Hospital is in the process of developing
a program for the care of medically-fragile infants released
from their facility who are technologically dependent and
require foster care. We havd agreed to identify licensed
foster homes in our County who would be willing to work
exclusively with Children's Hospital. They will receive both
general and child-specific training in dealing with these
infants. More information will be made available as this
project develops (see attachment H) .
3 . We also plan to expand the amount of training available to
our foster parents through the Social Service Department. In
the past most training in foster care has been offered at the
community colleges on a year-round basis. We would like to
work in conjunction with the colleges and add our expertise
to their own. We have already offered our foster parents
training through our Department on the new Difficulty-of-Care
(DOC) rates. Plans are being made for further training in
areas .which are of special concern to our licensed homes
(such as AIDS) . .
RECRUITMENT PLANS FOR 1990
(Attachment I)
Effective June 1 , 1990, we will implement some exciting plans for
foster care recruitment which are designed to improve our efforts
to increase the number of licensed foster homes Countywide. We
are especially concerned with the need for minority homes,
particularly in West County. In order to remedy this situation,
there will be changes made in the Recruiter and Trainer/Developer
positions.
5
FOSTER PARENT RECRUITMENT
AND RETENTION PROJECT UPDATE
June 6, 1990
Effective June 1 , 1990:
1. Both positions will be redefined as Recruiter/Developer
positions. The foster home complaint investigations were
removed from these positions leaving the Recruiter valuable
time to increase recruitment efforts.
2. One Recruiter/Developer will be assigned to West County and
will be stationed in our Hilltop office in Richmond.
3. One Recruiter/Developer will be assigned to Central/East and
will be stationed in the Muir Road office in Martinez.
4. Contract with selected foster parents to assist us with
orientation and recruitment speaking engagements in the
community. This is' on a project basis, and we will begin in
West County.
5. Restructure the orientation and pre-service meetings. We
_ will utilize a panel which will include .a foster parent, the
Recruiter, a Licensing worker and, whenever possible, a
Placement worker.
6. In both items 4 and 5, we will place our greatest emphasis on
our minority communities.
For more information on our recruitment plans, please refer to
the attached memo from Rose Manning dated April 30, 1990.
We are confident that these new ideas will result in a
significant increase in our foster homes Countywide as well as
improve our retention factor. We will need to continue to
explore creative solutions to deal with staff reductions.
JR:ceb
Attachments
a:f pupdate.cvm
m-disk 43
6
RAttachment A
,IAL SE2VICE DEPAR7'MF.N'r Contra Costa County
Claude Van Marter DATE October 18, 1989
Assistant County Administrator
)M James Rydingsword, Director cc
Social Service Department -
by: Betty Allured, Division Manager
social Service Department
3J 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 i
attached comments from Jose Olagues, President of the Foster
Parent Association.
JR/BA: jap
Attachments
ALLURED3 :RECRUT.MEM
r
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 Holmes Obtained throw h 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 137 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 Retistry
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
i
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 Pro)ect 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 s.taff 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 i
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 Proiects
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 upuaLt
October 23, 1989
Page 7 '
C2. 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.
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 -
; IAL 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 were often 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
�n 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 redruitment 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.
AAL SERVICE DEPARTMENT CONTRA COSTA COUNTY
OVERVIEW OF FOSTER FAMILY RECRUIZMENT 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 i
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
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. onof
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 list" 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" f lyers 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 bows" 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.
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 10%.
-8-
BED CAPACITY OF LICENSED FOSTER HOMES
1150 ------------------------------------------•------------------------------
N
u1125 ----------------------------=---------=----------------------------------
m ■
b -
c1100 ---------------------------------------•---------------------------- ---
r
0 1075 -------------------------- -- ------------:,:,� esti ed} -•---
f
1050 ------------- ----- --------- - ------ ----- ------------ ------
B - --
d1025 -� -- ---------- ------------- --------•-------------•--------•• +
s
1000
Jan-88 Fcb-88 Mar-88 Apr-88 May-88 Jun-88 Jul-88 Aug-88 Sep-88 Oct-88 Nov-88 Dec-88
—9—
Number of Licensed Foster Homes
Calender Year 1988
450 ------------�. — — —
440 - - - ---------- --- -- - --
430 ----------- —
420
410 --
400
390 ----_---- --- —___ --- ----—
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 theartnership
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
-I1-
Attachment B
Number of Homes Number of Beds
12/31/8 429 1117
1/31/89 438 1107
2/28/89 429 1103
3/31/89 455 11.23
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
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)WRA -COSTA• FOSTER PARENT ASSOCIATION; 4 l 1 2 Tutlt4e Ct. , ; Concon.d, CA V4 � z
,TE: October 5th, 1989 .
) : Betty Attu�ted -
Ch.itd Wet6an.e Division
Sociat ! SeavZce Department
Contra Costa County
I
?OM: Jose ' J. Of-agues le-
JBJECT: Internat Operat ons Committee
FoLUW-up
RECRUITMENT AND RETENTION OF FOSTER
FAMILIES 'IN CONTRA COSTA COUNTS
ur appxeci-at.i.on to Soci-at Sekv.ice Department sta66 boa its necommend-
ti-on,.:and to the Board o6 SupervZ4or4 6o4 the proct.amat.i.on o6 the
onth o6 May as Foster Fami-ty Apprec.i,ati-on month. The A64oc.Lat.Lon
ooks 6orwa4d to .i.ncreased awaaeness. by .the .genekat pubt.i.c as a
esutt -o6 s.i.m.i,tar acts in the 6uture.
.Lx months a6te4 the depar.tment�s teport pontray.i.ng kmptovements kn
ecru.i,tment and retent.i.on o6 4ostea 6amd.t.Les, the o66.Lceas of th.i.s
ssoc.iat.i.on are st.i.tt concerned about how numbers are bel-ng
tabulated" to measure d.ncrease due to dZ4ect recru.Ltment e66ort4.
A mentioned .in my prev.i,ous memo (Aprd.t 89) , '.LS we wish to measure
:he success o6 recru.itment e64orts we ought to 64nd a way to exctude
tom the count those homes/jamkt.i.es that become t.Lcensed due to a
rember(o6 the 6am.i.ty) becoml-ng part of the 6o4te4 system.
Ater review and discussion by our o66.i.ce44 , one addit.i.onat concern
tas su46aced, It, was noted that the report gives an 4mpress.Lon that
.he "4ecnu.iter",.pos4.t.on. .speno.&.'the majAty.::b6:.:.i.ts e66o4t in Kec4u4t-
gent retated act.ivtt.ies . White such woutd be the des.Lrabte condition,
ve ane concerned that a gaeaten pont.ion o6 the ava.i.tabte time may
ye spent in compla.int-.i.nvest.i,gat.ion retated respons.i.b.i,t.i.t.i.es . . These
!atter respons.ib.it.i,t.i.es may atso not be the most compat.Lbte w.Lth the
tecru.itment ed 6orts being undertaken.
I Witt be gtad to expand my comments , shoutd such become necessary.
Attachment B
Number of Homes Number of Beds
12/31/8 429 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
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>'N1"RA -COSTA FOSTER PARENT ASSOCIATION; 4112 Tutkte Ct- , ; Concord, CA 94521
,TE : Oc-tobet 5th, 1989 .
Betty Attuted -
Ch.i.td Wetbate D-Lv.i zZon
Soc.iat' Setv;.ce Department
Contra Costa County
1
QOM: Jove ' J. Otagues G
IBJECT: Intetnat Operat and (Committee
Fbttdw-ut
RECRUITMENT -AND RETENTION OF FOSTER
FAMILIES IN CONTRA COSTA COUNTY
vL apptec.iat.i.on to Soc.i.at SetvZce Department sta66 bot .i.td Kecommend-
t.ion,. .and to .the Boatd ob Superv.i.sors boa .the proctamatZon ob .the
on.th o6 May ad Fodtet Faml-ty ApptecZat.i.on month. The AasocZatLon
ookd 6o4wa4d to Zncteased awateneds. by . the .9enetat pubtze ad a
evutt .o6 .6Zm.itat acts in .the 6utute.
Zx months abtet .the depattmen& report portray;-ng Zmprovements .J-n
ectu.i.tment and tezent.Lon o6 6oster bam.i,.ti-ed, the o j6kcera o6 thZA
64ockat.ion ate dt.Ltt concerned about how numbetd ane bekng
tabulated" to measute ZncLease due to dZ4ect rectaktment e66o4td.
d mentioned in my ptevi-ous memo (Apr.i.t 89) , L6 we wZAh to meaeute
he duccedd ob tecru.i.tment e66ottd we ought to jj-nd a way to exctude
tom .the count .those homed/6am.Lt.Le4 that became tLcensed due to a
embe4( o6 the 6am.ity) becom.i.ng pact o6 the 6oate4 system.
btet review and dZAcuds.bon by out obb.bcetd, one add.LtZonat concern-
ad 4u46aced. It wad noted that the teport g4ve4 an i-mpte444on that
he "tecru.iter".,pos.ttLon. .spenoa.'the majAty.::bb:::.i,ts e46o4t 4n tectu4t-
ent related activLtied . White such wouXd be the dedttabte condJ-t.Lon,
e ate concerned that a greater poktZon o6 .the avad.tabte tome may
e spent .in comptai-nt-.i.nvest!-gat.i.on tetated tedpond.L6.i.t.Ltj-e.6. Thede
atter rezpond.ibj-td.tZes may atso not be .the moat compat.Lbte with the
ectu.itment e66o4t4 being undettahen.
w.itt be gtad to expand my comments, dhoutd such become necesdaty.
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Attachment D
TO: CODE 24 , All Licensing Staff DATE: 4-2-90
25, All Children' s Services Staff
FROM: Rose Manning, Chief Children's Services Bureau
SUBJ: Distribution of Foster Parent Handbooks
The Department has published a Foster Parent Handbook to be used
as a resource and information guide by foster families licensed by
the County. These handbooks are currently being distributed to
foster parents by Licensing Workers at renewal home visits, and to
foster home applicants when their license is approved.
A copy of the handbook will be distributed to each Children's
Services unit for reference. Future revisions to the handbook will
be issued and distributed in the same manner as for department
manual sections.
This handbook will also be mailed to unlicensed relative caretakers
of children placed by Contra Costa County, as identified through
the Foster Care Information System. These will be mailed from
Stanwell approximately one month from now, and will include a cover
letter addressed to this group (see attachment) . Included in this
mailing will be relative caretakers who reside in nearby counties.
A small supply of the handbooks, with the attached cover letter,
will be sent to the Children's Services Division Manager in each
district, to be given to new relative caretakers when such
placements are made. Unit Supervisors and above may contact Margie
Robinson, Licensing Program Analyst, at 646-5154, with questions
about the handbook, or to reorder when district supplies get low.
RM:mr
Attachment E
F O S T ER CARE RATES RF H R C T=VE 1 / 1 / 9 0
APPLIES TO CHILDREN RECEIVING FEDERAL AND NONFEDERAL FOSTER CARE AND CBCC.
I. AFDC - FC BASIC RATE
0 - 4 5 - 8 9 - 11 12 - 14 15 - 20
$329 $357 $381 $423 $461
2. EMERGENCY FOSTER HOME PER DIEM RATE
0 - 4 5 - 8 9 •- 11 12 - l4 15 20
BASIC
$17 $18 $18 $19 $20
DIFFICULT TO PLACE
$20 $21 $22 $24 $25
3. DIFFICULTY OF CARE
In addition to a 12% rate increase, the Department has received approval for
an increase in the rate structure for Difficulty of Care. Numerous -policy
changes were required by the State prior to their approval of the increase
proposal.
CLOTHING ALLOWANCES
INITIAL
$190 $300 $300 $�03 $403
BACK-TO-SCHOOL
$159 $159 $159 $159 $159
YEARLY MAXIMUMS
$311 $383 $383 $481 $481
PRORATED BACK-TO-SCHOOL
SEPTEMBER $159
OCTOBER $143
NOVEMBER $127
DECEMBER $111
JANUARY $ 95
FEBRUARY $ 80
MARCH $ 64
AFRIY, $ 40
MAY $ 32
JUNE $ 16
Attachment F'
V. DOC RATE SCHEDULE (effective January 1, 1990)
POINTS MONTHLY RATES POINTS MONTHLY RATES
MILD SEVERE
5 $ 45.00 125 $582.00
10 67.00 130 605.00
15 90.00 135 627 . 00
20 112. 00 140 650. 00
25 134.00 145 672.00
30 157.00 150 694 .00
35 179.00 155 717.00
40 202.00 160 739. 00
45 224.00 165 762.00
50 246.00 170 784 . 00
55 269.00 175 806. 00
60 291.00
MODERATE
65 314.00
70 336.00
75 358.00
80 381.00
85 403.00
90 426.00
95 448.00
100 470.00
105 493.00 «-
110 515.00
115 538. 00
120 560.00
(� f
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Attachment G
KPIX 1
cr.� ,: 1 7 (415)362-5550
FOR IMMEDIATE RELEASE:
Contact: Shahnaz Taplin/David Landis
(415) 563-8109/(415) 765-8874
KPI% CHANNEL 5 JOINS COMMUNITY TASK FORCE ON HOMES FOR CHILDREN
IN LAUNCHING "BRIAN'S KIDS" APRIL 26 .ON EYEWITNESS NEWS AT 5 P.M.
Effort is part of station's ongoing FOR KIDS' SAKE campaign
A 4o% increase in the number of children entering foster care
has been reported in California in the last two years
--Community Task Force
SAN FRANCISCO, CA, APRIL 26, 1990 -- To help with the plight
of ever increasing numbers of foster children . who need stable
families, KPIS Channel 5 FOR KIDS' SAKE joins the Community Task
Force on Homes for Children in launching BRIAN'S KIDS, a weekly
segment on EYEWITNESS NEWS AT 5 P.M. The first segment airs
Thursday, April 26 at 5 p.m. and subsequent segments will air every
Wednesday at 5 p.m. on Channel 5.
These segments, hosted by KPIX's BRIAN SUSSMAN, will profile
Bay Area children who have little hope of being reunified with
their own biological families and who are wards of the court and
are available for adoption. The intent is to find stable,
permanent homes for these needy children. KPIX will air profiles
of the children once a week in the 5 p.m. news, and will also
support the effort through public service announcements airing
throughout the day.
"Our hope, " commented Sussman, "is that this effort will
Brian' s Kids, Page 2
stimulate a keen interest among our viewers far beyond just the one
child profiled per week. The numbers of children falling through
the cracks are skyrocketing, and this is KPIX's way of helping with
one of California's gravest social problems. "
Sussman, himself a father of an adopted child, has been
Channel 5's weather anchor since February, 1988. A California
native, Sussman is a familiar figure to Bay Area audiences, having
served from 1983-1987 as weather anchor for KNTV (San Jose) . He
is known nationally as well as a substitute weatherman for CBS THIS
MORNING, where he has been seen since 1988.
FOR KIDS' BARE is KPIX's ongoing stationwide campaign aimed
at addressing the issues of importance to children and families.
The award-winning campaign, seen on Channel 5 since 1986, has
received a national Emmy, a Presidential Citation and numerous
local awards.
For further information about BRIAN'S KIDS, please phone KPIX
at (415) 765-8874.
-30-
K Attachment H
SOCIAL SERVICE DEPARTMENT CONTRA ,, JSTA COUNTY
DATE April 30, 1990
TO: Rose Manning and Bureau Division Managers
FROM: Wilhelmina Johnson
SUBJ: CHILDREN'S HOSPITAL OF OAKLAND (CHO) PROPOSAL FOR
FOSTER HOMES FOR MEDICALLY FRAGILE CHILDREN
Please let me know your opinion on the following CHO proposal.
Bette Isabelle, the CHO Project Coordinator, wants a formal
agreement with us to recruit and train a core of 4 special foster
hones for medically fragile children.
Those 4 homes could care for up 8 medically fragile foster
children upon their release from CHO. These children would
otherwise remain at CHO because they cannot be safely discharged
home. Bette and CHO will help, document CPS risk factors, provide
health care and give specific foster parent training on medically
fragile children. See attached details.
Bette wants us to do or arrange. the following:
1. Do ER investigations and file petitions least one week
before child's CHO discharge date
2. Place children directly into the project foster homes at
detention
3 . Help her recruit project foster homes
4 . License or certify any homes that are not currently licensed
5. Determine and pay a specific FC rate to project foster homes
6. Train foster parents on the following subjects:
A. Orientation to the child welfare and foster care system
B. Basic foster care, including: child development,
Wellness care, common illnesses, resources and CPR
7 . Attend a 2-Day intensive CHO training session on medically
fragile health problems
8 . Help Bette facilitate an ongoing monthly group of project
foster parents
9 . Ensure foster pa-: nts make a long-term commitment to the
project
Gen 9c I fQ ew 3/86!
Attachment I
wOCIALSERVICE DEPARTMENT CONTRA COSTA COUNTY
MEMO TO: All Childrens ' Services Staff DATE: 4/30/90
FROM: Rose Manning
Bureau Chief
SUBJECT: Foster Care Recruitment Plan for 1990
---------------------------------------------------------------------
We are currently experiencing a critical shortage of foster homes,
especially in the black community in the west end- of the county. In
order to remedy this situation, I have devised a recruitment plan of
action to increase the number of foster homes countywide.
The licensing program is composed of four and one-half licensing
workers and two casework specialist positions designated as
Recruiter/Complaint Investigator and Developer Trainer. One and
one-half licensing positions are currently located in our Hilltop
office; the remainder of the staff operates from our Muir Road
office in Martinez.
The following is our proposed plan of action:
1. The Recruiter/Complaint Investigator position and the
Developer Trainer position will be redesignated as two
Recruiter/Developer positions.
2. Esther Gordon. will be assigned to West County and will
join our licensing staff in the Hilltop office.
3. Jan McDonald will be assigned to Central-East and will be
located in the Martinez licensing unit. :
4. The procedure for foster home complaints will be:
(a) Serious allegations of abuse/neglect in a foster
home will be investigated by the ER staff in the
appropriate office.
(b) Lesser complaints regarding facility violations or
minor offenses (such as supervision) will be handled
by the licensing staff.
There are unique problems in the west end of our county,
and careful attention must be given to minority recruit-
ment. We plan to enlist the help of interested minority
staff to aid us in our minority foster home recruitment,
specifically targeting the black community. Minority
staff could participate in orientation and training, as
well as speaking to churches and service organizations in
West County. Limited overtime or adjusted time will be
given to assist us in this endeavor.
Gen 9c (New 3/86)
TO: All Childrens' Services Staff DATE: 4/30/90
Page Two
In addition, we plan to obtain contracts with our foster
parents (a minimum of two for each area of the county) ,
who will be paid to assist with our foster care recruit-
ment, orientation/training, and speaking engagements
throughout the county. Once again, ourprimary target
will, be West County and our black community.
5. We will combine our orientation meetings and pre-service
meetings into a more cohesive presentation. There will
be two meetings per month in each district, combining
elements of orientations and training. This will result
in a reduction from 8 to 6 county-wide meetings, thus
allowing more staff participation. A panel of staff
members and foster parents will moderate these meetings.
6. Our networking with the school system will be greatly
expanded. Beginning in West County, the Recruiter/
Developer will become our liaison with the school dis-
tricts. We currently work only with the foster care
trainer at the community college level. This will be
expanded to working with Early Childhood Development
classes, perhaps offering one-day workshops three or four
times per year. Another avenue will be working with the
adult education programs throughout the county. We will
begin in West County and have a workshop offered quarter-
ly. Adult education information is mailed to every home
in the area, so this will also be free advertising!
7. Our monthly meeting schedule will be listed on community
service channels throughout the county.
8.. We will have "waiting child" advertisements once a week
in West and Central/East Times (We will use fictitious
scenarios of children so as not to break confidenti-
ality) .
9. The Recruiter/Developer will visit newly licensed foster
homes shortly after licensing to insure proper placement
and a feeling of team support with the agency.
10. As time allows, the Recruiter/Developer will visit homes
who give up foster care licenses within 30 days after
closure in order to conduct an exit interview.
We hope that this plan will ensure a significant .increase in the
number of foster homes in our county. The success of our plan will
rely. on your continued support as we strive to"survive" this foster
care crisis.
mg