Mark Miller, Director of Training

Maryam Fatemi; Regional Administrator

Tedji Dessalegn Regional Administrator

A Los Angeles “Regional Update”

Fairness and Equity Symposium April 16, 2008

Promoting Child and Family Well Being Through Principles of Fairness and Equity (Can we really change the tires while the bus is going 80 m.p.h?)

A Los Angeles “Regional Update”

Fairness and Equity Symposium April 16, 2008

Promoting Child and Family Well Being Through Principles of Fairness and Equity (Can we really change the tires while the bus is going 80 m.p.h?)

2

88 Cities 10 million residents—

Population exceeds that of 42 states

One of the most diverse populations in the world

Over half of the county residents speak a language other than English at home.

3% of the Nation’s population

Home to 28% of California’s population

Source: Public Policy Institute of California

Los Angeles CountyDepartment of Children and Family Services (DCFS)

Los Angeles County Overview

3

Purpose and Objectives Provide a brief overview of program and

practice changes to support outcome achievement (Safety, Permanence and Well Being)

What’s working, What’s challenging: The driving and restraining forces for change specifically related to Fairness and Equity

Describe and discuss these strengths and challenges from the perspective of local line operations in addressing dis-proportionality and disparity

Have fun, answer questions, learn, and get to the reception

4

Road Map For Change/Organizational Learning Brief Background/Overview: The Key – Change (Learning and Un-

Learning) takes “TIME”! The “Steps” (Domains of Inquiry, Focus of Effort In

Strengthening a “Culture of Support and Organizational Learning”)

1. Assessing/Evaluating Current “State” of Organization (discussion)

2. Targeting Outcomes and Establishing Benchmarks (discussion) 3. Identifying and Implementing Core Strategies/Best

Practice Linked to F and E (discussion)4. Targeting Caseload/Workload and Workforce Issues

(discussion)5. (Re) Invigorating Supervisory Base and Strengthening the

Management Supervisory Connection (discussion)6. Implementing Supports: Administrative, Training, Tools and

Protocols, Goal Reinforcement etc. (discussion)7. Monitoring Results and Providing Feedback (discussion)

The Key – Change (Learning and Un-Learning) takes “TIME”!

Across “Time” – Aiming for Incremental Improvement (Sometimes “Best” is the enemy of “Better”)

“Time” to assess/learn….then act (hopefully more strategically)

Buying “Time” for un-learning and learning new practice Buying “Time” for collaboration, teaming and true

engagement (macro/external, mezzo/internal and micro/case level)………….And then seizing the moment/opportunity for change?

5

6

1. Assessing/Evaluating Current “State” of Organization (Now Past Tense)

Organizational/Historical Factors Leadership/Management Transitions Sporadic Community, Judicial Partnership and

Engagement Efforts Use of Some “Dated” Tools and Strategies Internal Issues: Response/Approach to Critical

Incidents, Reliance on Out of Home Care Sporadic and un-sustained efforts to utilize data and

outcome tracking tools Other: Limited but emerging focus on F and E

issues and challenges

Los Angeles CountyDepartment of Children and Family Services (DCFS)

7

Age Relatives 11,891Birth - 2 Years 5,593 13.6% Foster Family Homes 4,0303 - 4 Years 3,817 9.3% Foster Family Agency Homes 7,1135 - 9 Years 10,060 24.5% Small Family Homes 22810 - 13 Years 9,784 23.9% Group Homes 2,50114 - 15 Years 5,202 12.7% Non-Related Legal Guardians 2,19116 - 17 Years 4,805 11.7% Adoptions Children Placed Not Finalized 1,15918 Years & Older 1,759 4.3% Other (Tribal, Medical Facility, Court Specified Homes) 232Age Total 41,020 100.0% Total 29,345

NOTE: - In the data above, 2,759 children receive D Rate and 1,619 receive F Rate care.

Gender - Child records previously designated Court Specified Homes were recoded by

Male 20,546 50.1% Revenue Enhancement to reflect their actual placement home category.

Female 20,474 49.9%Gender Total 41,020 100.0%

Ethnicity Children Who Ran Away During the Month 111White 6,079 14.8% Children Who Were Abducted During the Month 21Hispanic 17,675 43.1% NOTE: Runaway child data were extracted on 10/8/03 from the DCFS ARKS Database.

African American 15,647 38.1% Abducted child data are from the BCP Abduction database.

Asian/Pacific Islander 1,020 2.5%American Indian/Alaskan Native 230 0.6%Filipino 215 0.5% Homes BedsOther 154 0.4% Foster Homes 2,968 7,152Ethnicity Total 41,020 100.0% Foster Family Agency Homes (self-report) 5,205 13,711

Small Family Homes 173 529Group Homes* 347 4,284* Data are being tracked by DCFS Group Home Resource Development and Support Section.

Source: Data are from the Child Welfare Services/Case Management System Datamart, unless stated otherwise. Prepared by: ITS Division - Statistics Section

RUNAWAY AND ABDUCTED CHILDREN

FOSTER CARE RESOURCES

CHILD CHARACTERISTICS CHILDREN IN OUT-OF-HOME PLACEMENT

Los Angeles CountyDepartment of Children and Family Services (DCFS)

DCFS Child Welfare Services Fact Sheet (Sept. 2003)

8

6,111

6,575

2,7322,981

446 597

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

DCFS Employees CSWs SCSWs

2003

2005

Data Source: Los Angeles CountyDepartment of Human Resourceshttp://cao.co.la.ca.us/alpha.pdf

Los Angeles CountyDepartment of Children and Family Services (DCFS)

4.Targeting Caseload/Workload and Workforce Issues Increased Staffing

DCFS Workforce in 2003 & 2005

9

Lowered Caseloads

Lowered CSW & SCSW Attrition Rates

2003 (baseline) staffed at 100% yardstick

2005 staffed at

117% yardstick2008 Projection 120% staffed

upon hiring completion

Data Source: Staff yardstick information was determined by DCFS Negotiated MOU.

Los Angeles CountyDepartment of Children and Family Services (DCFS)

4. Targeting Caseload/Workload Issues and Workforce Issues Reduced Caseloads and Outcome Achievement: Title IV E Waiver

Environment

10

SCSW span of supervision

In 2003: 8 to 1

In 2005: 6 to 1

Los Angeles CountyDepartment of Children and Family Services (DCFS)

4. Targeting Caseload/Workload Issues and Workforce Issues Reduced Caseloads

11Data Source: DCFS Human Resource Division

Los Angeles County, Department of Children and Family ServicesCSWs Turnover Rate % Annualized

7.7% 7.5%

6.4%

8.4%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

2002 2003 2004 2005

(%)

An

nu

aliz

ed

Los Angeles CountyDepartment of Children and Family Services (DCFS) 4. Targeting Caseload/Workload Issues and Workforce Issues Lowered Attrition Rates

12

2. Targeting Outcomes and Establishing Benchmarks A re-invigorated effort in redefining

its goals and initiating strategies to address challenges which impact

achievement of the federally sanctioned child welfare outcomes:

Improved Safety (Reduced Detentions)

Increased Permanency Improved Well Being

Los Angeles CountyDepartment of Children and Family Services (DCFS)

13

Los Angeles CountyDepartment of Children and Family Services (DCFS)

Specific DCFS Strategies 3. Identifying and Implementing Core

Strategies/Best Practice Linked to Fairness and Equity SAFETY

COMMUNITY PARTNERSHIP POINTS OF ENGAGEMENT (INFORMATION SHARING, TEAMING,

ENGAGEMENT, ASSESSMENT, DECISION MAKING APPROACH AT KEY DECISION POINTS

STRUCTURED DECISION-MAKING (SDM) TOOLS, PROCESSES AND SUPPPORTS

MEDICAL/MENTAL HEALTH HUBS RAPID TDM EXPANSION MULTI-DISCIPLINARY ASSESSMENT TEAMS COMMUNITY AND ALTERNATIVE RESPONSE and ADDITIONAL

EARLY INTERVENTION SERVICES Discussion: Strengths and Challenges (A Regional Perspective)

14

3. Identifying and Implementing Core Strategies/Best Practice

PERMANENCY 

COMMUNITY PARTNERSHIP CONSOLIDATED HOME STUDY, FAMILY FINDING EFFORTS

(THROUGHOUT THE CONTINUUM OF SERVICE) OLDER YOUTH PERMANENCY, FAMILY FINDING AND

PERMANENCY PARTNERS PROGAM CONCURRENT PLANNING REDESIGN AND TRAINING PERMANENCY UNITS RELATIONSHIP WITH COUNTY COUNSEL AND JUDICIAL

PARTNERS

Discussion: Strengths and Challenges (A Regional Perspective)

Los Angeles CountyDepartment of Children and Family Services (DCFS)

Specific DCFS Strategies

15

3. Identifying and Implementing Core Strategies/Best Practice WELL BEING

COMMUNITY PARTNERSHIP TEAM DECISION-MAKING (TDM) LINKAGES CO-LOCATED MENTAL HEALTH STAFF COMMUNITY MENTAL HEALTH PARTNERS INCREASED EDUCATIONAL PARTNERSHIP Discussion: Strengths and Challenges (A Regional Perspective)

Los Angeles CountyDepartment of Children and Family Services (DCFS)

Specific DCFS Strategies

16

17

Los Angeles CountyDepartment of Children and Family Services (DCFS)

DCFS Children in Out-of-Home Placements

-

10,000

20,000

30,000

40,000

50,000

Los Angeles County, Department of Children & Family ServicesChildren in Out-of-Home Placements from CY 1998 to 2004 and

September 2005(Excluding Children in Guardian Homes)

OHP (Excluding Children in GuardianHomes)

41,252 47,899 36,655 31,791 28,640 26,482 23,637 22,923

1998 1999 2000 2001 2002 2003 2004 Sep-05

Update: January 2008: 18,846

18

Los Angeles CountyDepartment of Children and Family Services (DCFS)Fairness and Equity Issues

Multiple Factors Multiple Solutions Partnering with (and tapping the knowledge,

competence and commitment of) the community,

Highlighting What “It” Looks Like When It Works

Training, Coaching, Mentoring etc. Challenges and Next Steps Questions, Thoughts and Ideas

19

REVIEW AND DISCUSSION

THE END

THANKS FOR YOUR PARTICIPATION!