Day 1

CCASSC Agenda Day 1 & 2

CCASSC Action Minutes Dec. 2015

County Fiscal Letter – Hal Budget Report

Continuum of Care Reform Overview Document

Pathways to Well-Being Document

Whole Person Care Document

Donna DeRoo Power Point Presentation on QI

Donna DeRoo PDCA Roadmap

Day 2

RFA Link

CCTA Report Out Field Advisor Flyer

CCTA Report Out Fed Case Review Flyer

CCTA Report Out Advanced Analytics Flyer

BAA Training System Study (John B. Cullen)

1

CCASSC AGENDA

February 18-19, 2016

Sea Venture Hotel

100 Ocean View Avenue

Pismo Beach, CA 93449

https://www.seaventure.com

Thursday, February 18, 2016 10:00 – Noon Director’s Roundtable

Welcome New Members/Introductions

2016 Budget Update

Update on State budget & current fiscal issues.

Hal Hunter, Deputy Director, Kings County

County Roundtable Issues

Homeless/Housing Services

AB403/CCR

“Pathways” (Katie A.) – Shared Training Plan

Whole Person Care

Noon – 1:00 PM Lunch 1:00 – 1:30 PM Welcome & Introductions (redux)

Review 12/15 Action Minutes

Additional Agenda Items? 1:30 – 1:45 PM Update: Poverty White Paper & CSAC Presentation with SJVPH

Directors

Patty Poulsen 1:45 – 2:45 PM Presentation: Performance Management & Quality

Improvement (PMQI)

Donna DeRoo, Assistant Director, Central California Center for Health and Human Services

2:45-3:15 PM Discussion and Potential Partnership: Central Valley Health Policy Institute (CVHPI) Leadership Institute and CCASSC

Donna DeRoo, Assistant Director, Central California Center for Health and Human Services

San Joaquin Valley Public Health Consortium

3:15 – 3:30 PM Break 3:30 – 4:00 PM CCR Implementation Support Needs: Needs Assessment

David and Patty

2

4:00 – 4:15 PM Future Meetings

Dates/locations reviewed Topics (CYC; additional RFA, CCR and/or CPM

presentations?)

4:15 ADJOURN

CCASSC AGENDA

February 18-19, 2016

Sea Venture Hotel

100 Ocean View Avenue

Pismo Beach, CA 93449

https://www.seaventure.com Friday, February 19, 2016

8:30 – 9:00 AM Breakfast 9:00 – 9:20 AM CCASSC Research Update Patty Poulsen

9:20 – 10:00 AM Presentation: Merced County’s “All Dads and All Moms Matter”

programs.

Scott Pettygrove, Director, Merced County HSA 10:00 – 10:30 AM University/CalSWEC Reports

CalSWEC

Fresno State

CSU, Stanislaus

CSU, Bakersfield 10:30 –10:45 AM Break 10:45 –11:45 AM Updates

RFA

CCTA

APS Training

IHSS Training

BAA Training System Study (John Cullen)

Noon ADJOURN

CCASSC Action Minutes

December 10-11, 2015

Pismo Beach, CA

In attendance: Day 1: S. Pettygrove, D. Foster, J. Rydingsword, H. Hunter, S. Bugay, K. Harwell, M.

Sawicki, R. Ringstad, J. Webb, L. Collins, C. Kothari, M. Miller, D. Neira, P. Poulsen, K. Woodard, S. Pearl,

C. Utez, D. Murphy. Day 2: V. Rondero Hernandez, J. Webb, L. Collins, C. Kothari, M. Miller, D. Neira, P.

Poulsen, K. Woodard, S. Pearl, C. Utez, D. Murphy

1. Confirmation of 2016 Chair-elect and 2016 Vice-Chair (2017 Chair elect):

o Delfinio Neira (Fresno County) is the 2016 Chair

o Chevon Kothari (Mariposa County) is the 2016 Vice-Chair

2. 2016 CCASSC Budget:

o Santa Barbara’s decision to withdraw from CCASSC beginning the 2016 membership

year was discussed. D. foster submitted a draft 2016 budget for consideration with a

reduction in operating costs to offset the loss of Santa Barbra’s membership dues

($11,500.00 reduction). No decision made as to whether budget reduction should be

adopted vs. use of annual surplus.

ACTION: Final decision on how to manage loss of S.B. County revenue will be

made at the February 2016 meeting.

3. Opportunities to Expand/ Develop CCASSC:

o Considerable discussion about the future of CCASSC and how it can learn and grow from

successes learned by other consortia (SACHS and BASSC). Most urgent need seems to be

development of a “Leadership Academy/ Institute”, something which both SACHS and

BASSC have in place. Other opportunities to learn from BASSC are of interest.

ACTION: It was suggested that an invite to have Trent Roher (SF County) join us

at a 2016 meeting would be good. His dual roles as BASSC Chair and CWDA

President give him great insight into how to sustain and grow

University/Agency/Consortium partnerships.

ACTION: Jim Rydingsword and David Foster will work on a formal invitation for

Trent.

ACTION: Jim & David will solicit questions/agenda items prior to Trent’s visit to

the group.

4. Linkages/Eligibility Engagement Training:

o David Foster indicated CCTA has an existing curriculum used with eligibility staff

in Madera County as part of Linkages.

ACTION: David will locate curriculum and provide outline/learning objectives to

CCASSC members.

5. April Meeting location:

o Chevon Kothari offered Mariposa County to host the April 2016 meeting.

ACTION: Stephanie Pearl will work with Mariposa staff on logistics.

6. Core 3.0 Presentation by Joanne Pritchard (CCTA):

ACTION: Joanne Pritchard will provide Stephanie Pearl with the latest copy of

the Core 3.0 Implementation Guide and time frames for her to distribute.

ACTION: Joanne will provide Stephanie with 3.0 team contacts and 3.0 County

“Lead” contacts for her to distribute. Please add/delete as needed and let

Joanne /David know about the changes.

7. APS Training

ACTION: Juliet Webb offered to contract the Governor’s APS Program Liaison

and invite her to a future CCASSC meeting for discussion.

February 4, 2016

COUNTY FISCAL LETTER NO. 15/16-45

TO: ALL COUNTY WELFARE DIRECTORS ALL COUNTY WELFARE FISCAL OFFICERS

SUBJECT: FISCAL YEAR 2015-16 REVISED PERCENTAGE CALCULATION FOR THE 2011 REALIGNMENT PROGRAMS IMPACTED BY SENATE BILL (SB) 1020 (CHAPTER 40, STATUTES OF 2012) AND SB 1013 (CHAPTER 35, STATUTES OF 2012) AND ADJUSTMENT TO JANUARY AND FEBRUARY 2016 PROTECTIVE SERVICES SUBACCOUNT

REFERENCE: GOVERNMENT CODE SECTION 30027.6. GOVERNMENT CODE SECTION 30029.8. CFL NO. 14/15-40, DATED JANUARY 29, 2015

This letter informs counties of the Fiscal Year (FY) 2015-16 revised Protective Services Subaccount percentage distribution pursuant to Government Code section 30027.6.

Attachment I displays the FY 2015-16 revised Protective Services Subaccount base percentage distribution. This percentage includes each county’s FY 2014-15 Protective Services Subaccount base and the growth distributed by the State Controller’s Office (SCO) on December 24, 2015, (refer to website: California State Controller's Office: Fiscal Year 2014-2015).

Attachment II displays the necessary adjustments to the 2011 Realignment revenues required to correct distributions for the months of September 2015 through November 2015. These adjustments were reflected in the January 2016 and will be reflected in the February 2016 Local Revenue Fund distribution to counties. Each county’s final adjusted distribution percentage has been determined based on a percent to total of the revised base in the amount of $2.1 billion as displayed in Attachments I and II.

An additional amount of $32.7 million was set aside for distribution to the San Francisco County Welfare Department, the county designated to receive funding

CFL No. 15/16-45 Page Two

that will be used to reimburse the state for realigned contracts and services that will continue to be administered by the California Department of Social Services (CDSS) pursuant to Government Code section 30029.8.

The CDSS will continue to issue the federal fund advances as previously provided and will remain the single state agency for the administration of federal funding. The Department of Finance (DOF) is required to provide an annual county distribution schedule for the Protective Services Subaccount to the SCO, which is done in coordination with CDSS and County Welfare Directors Association. The DOF provided the revised county distribution schedule for FY 2015-16, consistent with the overall distribution percentages contained in Attachment I to SCO in December 2015.

If you have any questions regarding this CFL, please direct them to CDSS2011Realignment@dss.ca.gov.

Sincerely, Original Document Signed By:

LILIA A. YOUNG, Chief Financial Management and Contracts Branch

Attachments

ATTACHMENT I

2011 REALIGNMENT

FY 2015-16 PROTECTIVE SERVICES SUBACCOUNT REVISED BASE

FY 2014-15 FY 2014-15 FY 2015-16 FY 2015-16

PROTECTIVE GROWTH PROTECTIVE SERVICES PROTECTIVE SERVICES

COUNTIES SERVICES DISTRIBUTED SUBACCOUNT SUBACCOUNT

SUBACCOUNT BY SCO ON BASE PERCENTAGE

BASE DIST. BY SCO DECEMBER 2015 REVISED REVISED

ALAMEDA $79,902,483.35 $5,853,797.69 $85,756,281.04 4.06575579% ALPINE $796,711.17 $68,219.09 $864,930.26 0.04100685%

AMADOR $1,595,317.25 $113,502.33 $1,708,819.58 0.08101614%

BUTTE $17,139,131.89 $1,168,416.83 $18,307,548.72 0.86797167%

CALAVERAS $2,507,268.08 $187,832.20 $2,695,100.28 0.12777629%

COLUSA $1,512,078.50 $108,627.10 $1,620,705.60 0.07683861%

CONTRA COSTA $44,551,456.38 $3,303,676.69 $47,855,133.07 2.26884004%

DEL NORTE $4,009,889.47 $289,522.01 $4,299,411.48 0.20383763%

EL DORADO $7,318,369.94 $542,340.71 $7,860,710.65 0.37268092%

FRESNO $46,818,085.81 $3,242,773.24 $50,060,859.05 2.37341481%

GLENN $2,865,702.14 $222,631.26 $3,088,333.40 0.14641971%

HUMBOLDT $11,249,940.89 $793,113.02 $12,043,053.91 0.57096828%

IMPERIAL $8,610,182.41 $694,272.29 $9,304,454.70 0.44112968%

INYO $1,467,558.64 $116,569.69 $1,584,128.33 0.07510446%

KERN $56,601,895.45 $3,887,489.60 $60,489,385.05 2.86783737%

KINGS $7,344,213.02 $546,272.81 $7,890,485.83 0.37409258%

LAKE $4,730,426.29 $305,090.66 $5,035,516.95 0.23873682%

LASSEN $3,466,591.46 $225,994.43 $3,692,585.89 0.17506767%

LOS ANGELES $626,615,393.52 $44,762,218.13 $671,377,611.65 31.83040797%

MADERA $6,441,300.90 $483,680.98 $6,924,981.88 0.32831747%

MARIN $6,255,257.06 $437,364.29 $6,692,621.35 0.31730112%

MARIPOSA $1,798,574.76 $136,752.42 $1,935,327.18 0.09175500%

MENDOCINO $10,062,231.48 $732,671.62 $10,794,903.10 0.51179271%

MERCED $14,030,912.20 $1,007,469.19 $15,038,381.39 0.71297852%

MODOC $989,307.02 $79,914.45 $1,069,221.47 0.05069242%

MONO $1,036,898.73 $82,877.29 $1,119,776.02 0.05308924%

MONTEREY $15,960,303.39 $1,087,866.39 $17,048,169.78 0.80826377%

NAPA $5,660,568.93 $400,850.88 $6,061,419.81 0.28737548%

NEVADA $3,342,500.67 $227,073.47 $3,569,574.14 0.16923561%

ORANGE $99,888,462.25 $7,245,227.49 $107,133,689.74 5.07927132%

PLACER $16,527,441.75 $1,222,351.08 $17,749,792.83 0.84152813%

PLUMAS $1,970,313.01 $144,637.56 $2,114,950.57 0.10027105%

RIVERSIDE $107,303,565.59 $7,861,089.01 $115,164,654.60 5.46002409%

SACRAMENTO $100,557,987.13 $7,071,612.89 $107,629,600.02 5.10278272%

SAN BENITO $2,223,676.94 $170,450.98 $2,394,127.92 0.11350701%

SAN BERNARDINO $104,412,582.25 $6,981,344.38 $111,393,926.63 5.28125166%

SAN DIEGO $139,290,964.65 $10,314,749.64 $149,605,714.29 7.09289502%

SAN FRANCISCO $43,151,422.13 $2,961,370.70 $46,112,792.83 2.18623466%

SAN JOAQUIN $38,185,581.93 $2,601,639.42 $40,787,221.35 1.93374618%

SAN LUIS OBISPO $15,592,178.30 $1,147,894.61 $16,740,072.91 0.79365671%

SAN MATEO $19,738,033.81 $1,501,013.58 $21,239,047.39 1.00695574%

SANTA BARBARA $14,901,699.22 $1,023,341.55 $15,925,040.77 0.75501556%

SANTA CLARA $73,832,173.61 $5,599,238.33 $79,431,411.94 3.76589002%

SANTA CRUZ $11,313,426.02 $759,926.72 $12,073,352.74 0.57240476%

SHASTA $13,240,250.49 $850,821.68 $14,091,072.17 0.66806603%

SIERRA $808,051.56 $67,960.53 $876,012.09 0.04153225%

SISKIYOU $3,449,336.23 $237,471.66 $3,686,807.89 0.17479373%

SOLANO $12,748,822.94 $912,733.53 $13,661,556.47 0.64770244%

SONOMA $22,707,727.46 $1,518,674.71 $24,226,402.17 1.14858799%

STANISLAUS $21,470,308.01 $1,606,017.62 $23,076,325.63 1.09406219%

SUTTER $6,210,488.50 $431,093.31 $6,641,581.81 0.31488130%

TEHAMA $5,967,426.38 $415,331.54 $6,382,757.92 0.30261031%

TRINITY $2,222,003.76 $181,450.44 $2,403,454.20 0.11394918%

TULARE $23,225,192.80 $1,692,043.44 $24,917,236.24 1.18134084%

TUOLUMNE $3,381,740.24 $229,403.95 $3,611,144.19 0.17120647%

VENTURA $22,089,824.84 $1,530,081.08 $23,619,905.92 1.11983365%

YOLO $9,719,891.54 $608,614.56 $10,328,506.10 0.48968056%

YUBA $7,184,393.20 $520,466.25 $7,704,859.45 0.36529192%

SAN FRANCISCO-59TH CO $32,721,000.00 $0.00 $32,721,000.00 1.55132188%

TOTAL $1,970,716,517.34 $138,516,933.00 $2,109,233,450.34 100.00000000%

TOTAL $166,175,042.48 $164,926,582.80 $216,125,774.48 $547,227,399.76 100.00000000% $166,175,042.48 $164,926,582.80 $216,125,774.48 $547,227,399.76 $0.00 ($448,027.26) $448,027.26 ($448,027.26) $448,027.26

2011 REALIGNMENT

JANUARY AND FEBRUARY 2016 LOCAL REVENUE FUND (LRF) ADJUSTMENTS

ATTACHMENT II

A B B - A

ALAMEDA

$6,737,372.51 $6,686,755.17 $8,762,566.44 $22,186,694.12

4.06575579%

$6,756,271.41 $6,705,512.09 $8,787,146.19 $22,248,929.69

$62,235.57

$0.00 $31,117.79

$0.00 $31,117.78 ALPINE

$67,178.64 $66,673.93 $87,371.93 $221,224.50

0.04100685%

$68,143.15 $67,631.20 $88,626.37 $224,400.72

$3,176.22

$0.00 $1,588.11

$0.00 $1,588.11

AMADOR

$134,517.05 $133,506.44 $174,951.67 $442,975.16

0.08101614%

$134,628.61 $133,617.15 $175,096.76 $443,342.52

$367.36

$0.00 $183.68

$0.00 $183.68

BUTTE

$1,445,170.55 $1,434,313.10 $1,879,575.90 $4,759,059.55

0.86797167%

$1,442,352.29 $1,431,516.02 $1,875,910.49 $4,749,778.80

($9,280.75)

($4,640.37) $0.00

($4,640.38) $0.00

CALAVERAS

$211,412.69 $209,824.37 $274,961.46 $696,198.52

0.12777629%

$212,332.30 $210,737.07 $276,157.50 $699,226.87

$3,028.35

$0.00 $1,514.17

$0.00 $1,514.18

COLUSA

$127,498.37 $126,540.48 $165,823.24 $419,862.09

0.07683861%

$127,686.59 $126,727.29 $166,068.04 $420,481.93

$619.84

$0.00 $309.92

$0.00 $309.92

CONTRA COSTA

$3,756,576.08 $3,728,353.22 $4,885,769.26 $12,370,698.56

2.26884004%

$3,770,245.90 $3,741,920.35 $4,903,548.11 $12,415,714.36

$45,015.80

$0.00 $22,507.90

$0.00 $22,507.90

DEL NORTE

$338,113.63 $335,573.41 $439,747.57 $1,113,434.61

0.20383763%

$338,727.27 $336,182.44 $440,545.66 $1,115,455.36

$2,020.75

$0.00 $1,010.38

$0.00 $1,010.37

EL DORADO

$617,084.51 $612,448.40 $802,574.59 $2,032,107.50

0.37268092%

$619,302.68 $614,649.91 $805,459.52 $2,039,412.11

$7,304.61

$0.00 $3,652.30

$0.00 $3,652.31

FRESNO

$3,947,698.13 $3,918,039.39 $5,134,340.89 $13,000,078.41

2.37341481%

$3,944,023.07 $3,914,391.94 $5,129,561.14 $12,987,976.15

($12,102.26)

($6,051.13) $0.00

($6,051.13) $0.00

GLENN

$241,635.83 $239,820.44 $314,269.40 $795,725.67

0.14641971%

$243,313.02 $241,485.02 $316,450.73 $801,248.77

$5,523.10

$0.00 $2,761.55

$0.00 $2,761.55

HUMBOLDT

$948,594.33 $941,467.61 $1,233,733.30 $3,123,795.24

0.57096828%

$948,806.78 $941,678.47 $1,234,009.62 $3,124,494.87

$699.63

$0.00 $349.82

$0.00 $349.81

IMPERIAL

$726,010.05 $720,555.60 $944,242.18 $2,390,807.83

0.44112968%

$733,047.43 $727,540.11 $953,394.94 $2,413,982.48

$23,174.65

$0.00 $11,587.32

$0.00 $11,587.33

INYO

$123,744.46 $122,814.77 $160,940.93 $407,500.16

0.07510446%

$124,804.87 $123,867.22 $162,320.10 $410,992.18

$3,492.02

$0.00 $1,746.01

$0.00 $1,746.01

KERN

$4,772,668.36 $4,736,811.69 $6,207,289.80 $15,716,769.85

2.86783737%

$4,765,629.97 $4,729,826.17 $6,198,135.73 $15,693,591.87

($23,177.98)

($11,588.99) $0.00

($11,588.99) $0.00

KINGS

$619,263.59 $614,611.12 $805,408.69 $2,039,283.40

0.37409258%

$621,648.50 $616,978.11 $808,510.49 $2,047,137.10

$7,853.70

$0.00 $3,926.85

$0.00 $3,926.85

LAKE

$398,869.26 $395,872.58 $518,765.79 $1,313,507.63

0.23873682%

$396,721.01 $393,740.48 $515,971.80 $1,306,433.29

($7,074.34)

($3,537.17) $0.00

($3,537.17) $0.00

LASSEN

$292,302.78 $290,106.73 $380,166.38 $962,575.89

0.17506767%

$290,918.77 $288,733.13 $378,366.36 $958,018.26

($4,557.63)

($2,278.82) $0.00

($2,278.81) $0.00

LOS ANGELES

$52,836,171.63 $52,439,217.74 $68,718,252.41 $173,993,641.78

31.83040797%

$52,894,193.97 $52,496,804.16 $68,793,715.75 $174,184,713.87

$191,072.09

$0.00 $95,536.04

$0.00 $95,536.06

MADERA

$543,130.10 $539,049.61 $706,390.15 $1,788,569.86

0.32831747%

$545,581.70 $541,482.78 $709,578.67 $1,796,643.15

$8,073.29

$0.00 $4,036.65

$0.00 $4,036.64

MARIN

$527,442.89 $523,480.26 $685,987.51 $1,736,910.66

0.31730112%

$527,275.27 $523,313.89 $685,769.50 $1,736,358.67

($551.99)

($276.00) $0.00

($275.99) $0.00

MARIPOSA

$151,655.71 $150,516.34 $197,242.07 $499,414.12

0.09175500%

$152,473.91 $151,328.39 $198,306.20 $502,108.50

$2,694.38

$0.00 $1,347.19

$0.00 $1,347.19

MENDOCINO

$848,446.74 $842,072.43 $1,103,482.25 $2,794,001.42

0.51179271%

$850,471.75 $844,082.23 $1,106,115.96 $2,800,669.94

$6,668.52

$0.00 $3,334.26

$0.00 $3,334.26

MERCED

$1,183,085.66 $1,174,197.23 $1,538,710.63 $3,895,993.52

0.71297852%

$1,184,792.36 $1,175,891.11 $1,540,930.35 $3,901,613.82

$5,620.30

$0.00 $2,810.15

$0.00 $2,810.15

MODOC

$83,418.31 $82,791.59 $108,493.11 $274,703.01

0.05069242%

$84,238.15 $83,605.28 $109,559.39 $277,402.81

$2,699.80

$0.00 $1,349.90

$0.00 $1,349.90

MONO

$87,431.24 $86,774.37 $113,712.29 $287,917.90

0.05308924%

$88,221.07 $87,558.27 $114,739.53 $290,518.87

$2,600.97

$0.00 $1,300.48

$0.00 $1,300.49

MONTEREY

$1,345,771.81 $1,335,661.13 $1,750,298.78 $4,431,731.72

0.80826377%

$1,343,132.66 $1,333,041.82 $1,746,866.33 $4,423,040.81

($8,690.91)

($4,345.45) $0.00

($4,345.46) $0.00

NAPA

$477,298.82 $473,712.92 $620,770.58 $1,571,782.32

0.28737548%

$477,546.33 $473,958.56 $621,092.48 $1,572,597.37

$815.05

$0.00 $407.52

$0.00 $407.53

NEVADA

$281,839.45 $279,722.02 $366,557.87 $928,119.34

0.16923561%

$281,227.35 $279,114.51 $365,761.77 $926,103.63

($2,015.71)

($1,007.86) $0.00

($1,007.85) $0.00

ORANGE

$8,422,589.02 $8,359,310.79 $10,954,343.98 $27,736,243.79

5.07927132%

$8,440,481.27 $8,377,068.62 $10,977,614.48 $27,795,164.37

$58,920.58

$0.00 $29,460.29

$0.00 $29,460.29

PLACER

$1,393,592.88 $1,383,122.93 $1,812,494.44 $4,589,210.25

0.84152813%

$1,398,409.73 $1,387,903.59 $1,818,759.19 $4,605,072.50

$15,862.25

$0.00 $7,931.13

$0.00 $7,931.12

PLUMAS

$166,136.67 $164,888.50 $216,075.87 $547,101.04

0.10027105%

$166,625.46 $165,373.62 $216,711.58 $548,710.66

$1,609.62

$0.00 $804.81

$0.00 $804.81

RIVERSIDE

$9,047,830.08 $8,979,854.47 $11,767,526.91 $29,795,211.46

5.46002409%

$9,073,197.35 $9,005,031.15 $11,800,519.35 $29,878,747.85

$83,536.39

$0.00 $41,768.20

$0.00 $41,768.19

SACRAMENTO

$8,479,043.32 $8,415,340.95 $11,027,767.93 $27,922,152.20

5.10278272%

$8,479,551.35 $8,415,845.17 $11,028,428.67 $27,923,825.19

$1,672.99

$0.00 $836.50

$0.00 $836.49

SAN BENITO

$187,500.30 $186,091.63 $243,861.22 $617,453.15

0.11350701%

$188,620.32 $187,203.23 $245,317.90 $621,141.46

$3,688.31

$0.00 $1,844.15

$0.00 $1,844.16

SAN BERNARDINO

$8,804,062.55 $8,737,918.33 $11,450,485.03 $28,992,465.91

5.28125166%

$8,776,122.19 $8,710,187.89 $11,414,146.05 $28,900,456.13

($92,009.78)

($46,004.89) $0.00

($46,004.89) $0.00

SAN DIEGO

$11,745,005.61 $11,656,766.34 $15,275,449.29 $38,677,221.24

7.09289502%

$11,786,621.31 $11,698,069.38 $15,329,574.30 $38,814,264.99

$137,043.75

$0.00 $68,521.87

$0.00 $68,521.88

SAN FRANCISCO

$3,638,525.28 $3,611,189.33 $4,732,233.44 $11,981,948.05

2.18623466%

$3,632,976.37 $3,605,682.12 $4,725,016.59 $11,963,675.08

($18,272.97)

($9,136.48) $0.00

($9,136.49) $0.00

SAN JOAQUIN

$3,219,805.93 $3,195,615.79 $4,187,650.80 $10,603,072.52

1.93374618%

$3,213,403.54 $3,189,261.49 $4,179,323.91 $10,581,988.94

($21,083.58)

($10,541.79) $0.00

($10,541.79) $0.00

SAN LUIS OBISPO

$1,314,731.52 $1,304,854.05 $1,709,928.06 $4,329,513.63

0.79365671%

$1,318,859.37 $1,308,950.89 $1,715,296.71 $4,343,106.98

$13,593.35

$0.00 $6,796.67

$0.00 $6,796.68

SAN MATEO

$1,664,309.80 $1,651,805.98 $2,164,586.45 $5,480,702.23

1.00695574%

$1,673,309.13 $1,660,737.69 $2,176,290.89 $5,510,337.71

$29,635.48

$0.00 $14,817.74

$0.00 $14,817.74

SANTA BARBARA

$1,256,510.37 $1,247,070.31 $1,634,206.15 $4,137,786.83

0.75501556%

$1,254,647.43 $1,245,221.36 $1,631,783.23 $4,131,652.02

($6,134.81)

($3,067.41) $0.00

($3,067.40) $0.00

SANTA CLARA

$6,225,524.36 $6,178,752.50 $8,096,861.32 $20,501,138.18

3.76589002%

$6,257,969.34 $6,210,953.72 $8,139,058.97 $20,607,982.03

$106,843.85

$0.00 $53,421.93

$0.00 $53,421.92

SANTA CRUZ

$953,947.39 $946,780.46 $1,240,695.45 $3,141,423.30

0.57240476%

$951,193.85 $944,047.61 $1,237,114.22 $3,132,355.68

($9,067.62)

($4,533.81) $0.00

($4,533.81) $0.00

SHASTA

$1,116,417.11 $1,108,029.56 $1,452,002.11 $3,676,448.78

0.66806603%

$1,110,159.01 $1,101,818.47 $1,443,862.88 $3,655,840.36

($20,608.42)

($10,304.21) $0.00

($10,304.21) $0.00

SIERRA

$68,134.86 $67,622.97 $88,615.59 $224,373.42

0.04153225%

$69,016.23 $68,497.72 $89,761.90 $227,275.85

$2,902.43

$0.00 $1,451.22

$0.00 $1,451.21

SISKIYOU

$290,847.82 $288,662.70 $378,274.07 $957,784.59

0.17479373%

$290,463.56 $288,281.33 $377,774.30 $956,519.18

($1,265.41)

($632.70) $0.00

($632.71) $0.00

SOLANO

$1,074,979.97 $1,066,903.73 $1,398,109.34 $3,539,993.04

0.64770244%

$1,076,319.80 $1,068,233.50 $1,399,851.91 $3,544,405.22

$4,412.18

$0.00 $2,206.09

$0.00 $2,206.09

SONOMA

$1,914,714.19 $1,900,329.10 $2,490,260.15 $6,305,303.44

1.14858799%

$1,908,666.58 $1,894,326.92 $2,482,394.69 $6,285,388.19

($19,915.25)

($9,957.62) $0.00

($9,957.63) $0.00

STANISLAUS

$1,810,375.06 $1,796,773.85 $2,354,557.61 $5,961,706.52

1.09406219%

$1,818,058.31 $1,804,399.38 $2,364,550.38 $5,987,008.07

$25,301.55

$0.00 $12,650.78

$0.00 $12,650.77

SUTTER

$523,668.01 $519,733.73 $681,077.93 $1,724,479.67

0.31488130%

$523,254.13 $519,322.97 $680,539.65 $1,723,116.75

($1,362.92)

($681.46) $0.00

($681.46) $0.00

TEHAMA

$503,173.03 $499,392.73 $654,422.34 $1,656,988.10

0.30261031%

$502,862.81 $499,084.84 $654,018.88 $1,655,966.53

($1,021.57)

($510.78) $0.00

($510.79) $0.00

TRINITY

$187,359.22 $185,951.60 $243,677.73 $616,988.55

0.11394918%

$189,355.10 $187,932.49 $246,273.55 $623,561.13

$6,572.58

$0.00 $3,286.29

$0.00 $3,286.29

TULARE

$1,958,346.84 $1,943,633.93 $2,547,008.39 $6,448,989.16

1.18134084%

$1,963,093.64 $1,948,345.08 $2,553,182.04 $6,464,620.76

$15,631.60

$0.00 $7,815.80

$0.00 $7,815.80

TUOLUMNE

$285,148.13 $283,005.84 $370,861.11 $939,015.08

0.17120647%

$284,502.42 $282,364.98 $370,021.31 $936,888.71

($2,126.37)

($1,063.18) $0.00

($1,063.19) $0.00

VENTURA

$1,862,612.68 $1,848,619.02 $2,422,497.40 $6,133,729.10

1.11983365%

$1,860,884.04 $1,846,903.37 $2,420,249.15 $6,128,036.56

($5,692.54)

($2,846.27) $0.00

($2,846.27) $0.00

YOLO

$819,580.66 $813,423.22 $1,065,939.28 $2,698,943.16

0.48968056%

$813,726.88 $807,613.41 $1,058,325.90 $2,679,666.20

($19,276.96)

($9,638.48) $0.00

($9,638.48) $0.00

YUBA

$605,787.59 $601,236.36 $787,881.93 $1,994,905.88

0.36529192%

$607,024.00 $602,463.48 $789,489.99 $1,998,977.48

$4,071.60

$0.00 $2,035.80

$0.00 $2,035.80

SAN FRANCISCO-59TH CO

$2,763,379.05 $2,742,618.01 $3,594,026.09 $9,100,023.15

1.55132188%

$2,577,909.79 $2,558,542.16 $3,352,806.43 $8,489,258.39

($610,764.76)

($305,382.39) $0.00

($305,382.36) $0.00

FEBRUARY 2016 LRF ADJUSTMENT

FOR SEPTEMBER, OCTOBER

& NOVEMBER 2015

PROTECTIVE SERVICES

SUBACCOUNT DISTRIBUTIONS

JANUARY 2016 LRF ADJUSTMENT

FOR SEPTEMBER, OCTOBER

& NOVEMBER 2015

PROTECTIVE SERVICES

SUBACCOUNT DISTRIBUTIONS

DIFFERENCE

SEPTEMBER 2015 OCTOBER 2015 NOVEMBER 2015

TOTAL

LOCAL LOCAL LOCAL

REVENUE REVENUE REVENUE

FUND FUND FUND

REVISED REVISED REVISED

FY 2015-16

PROTECTIVE SERVICES

SUBACCOUNT

PERCENTAGE

REVISED

SEPTEMBER 2015 OCTOBER 2015 NOVEMBER 2015 TOTAL

LOCAL LOCAL LOCAL SEPTEMBER

REVENUE REVENUE REVENUE THROUGH

FUND FUND FUND NOVEMBER

RECEIPTS RECEIPTS RECEIPTS LRF RECEIPTS

COUNTIES

Presented by Sara Rogers

December 11, 2015

California’s Child Welfare

Continuum of Care Reform (CCR) Overview

California Department of Social Services

1

Context for Change:

• Proportion of children in Group Homes has remained fairly constant despite efforts to reduce it.

• Poor outcomes for children placed in group homes for long periods of time.

• Lawsuit settlement increased Group Home rates by 33% with no new requirements

Legislative mandate*: Reform Group Homes & FFAs with robust & diverse stakeholder input

Legislative report with recommendations

Builds on previous reform efforts: SB 933, RBS Reform * Senate Bill 1013 (Chapter 35, Statutes of 2012)

Background

2

• All children live with a committed, permanent and nurturing family

• Services and supports should be individualized and coordinated

• System focus is on achieving a permanent family and preparation for successful adulthood

• When needed, congregate care is a short-term, high quality, intensive intervention that is just one part of a continuum of care available for children, youth and young adults

Vision

3

• The child, youth and family’s experience is valued in:

– Assessment

– Service planning

– Placement decisions

• Children shouldn’t change placements to get services

• Cross system and cross-agency collaboration to improve access to services and outcomes

• Recognizing the differences in the probation system

Guiding Principles

4

Children in Resource Families

Children in Congregate

Care

The Goal:

Permanent Family

5

The Work Ahead…

CCR Report

AB 403

Preparation

• Policies

• Rates

• Outreach

• Orientations

• Tools

• Training

• Accountability

• Recruitment

• Performance measures

Pre-Implementation

• Applications

• Reviews

• Licenses

• Mental Health Certification

• Data testing

• Training & TA

Implementation: Children & families served differently!

•Extensions •Data collection •Monitoring •Technical Assistance •Policy Revision

1-1-17

Will take “a village”! CDSS will be collaborating with a wide array of stakeholders in the implementation work

6

Program & Licensing

Rate Structures

Oversight

Framework

Resource Family

Approval Training Mental Health

Deliverables

CCR Implementation Workgroups

Program Instructions

• Regulations

• ACLs/CFLs

• Forms

Capacity Building Activities

• Outreach Activities

• Communication Materials

• Training Curricula

• Mental Health Certification

• Readiness tools

Accountability & Oversight

Framework

• Accreditation Process

• Application review process

• Provider Performance

measures

• Consumer Survey

DRAFT

State/County Implementation Team

CDSS, DHCS, CWDA, CPOC, CBHDA, CSAC County Representatives

Stakeholder Implementation

Advisory Committee Providers, Youth, Caregivers, Tribes,

Advocates, Counties, Legislative Staff and others

Proposed CCR Implementation Framework

7

CCR Implementation Timeline

2016 Legislation

Licensure & Rate Setting of Providers

01/2016 01/2017 01/2018

Retention & Recruitment

Provider & Caregiver Readiness

Stakeholder Engagement

Initial Licensing

Resource Family Approval - Statewide Implementation

Oversight & Performance: FFAs & STRTCs

Data Measure & Methodology

Resource Family Approval - Early Implementation (Cohort 2)

Child Welfare & Probation Readiness

Outreach & Communication

Ongoing Training & Technical Assistance t

Assessment

Retention & Recruitment of Caregivers 2016

2017 Legislation

Initial Policy & Program Development

Legislative Reports and Updates

2018 Legislation.

Interim Standards

Regulations

Rates & Payments

Initial Training

8

Key Strategies

• Continuum of Care Reform is a comprehensive framework for changing the continuum of services that support children, youth and families across placement settings (from relatives to congregate care) in achieving permanency.

• Pillars for this framework include: – Increased engagement with children, youth and families

– Increased capacity for home-based family care

– Limited use of congregate care

– Systemic and infrastructure changes: rate structures, training, accreditation, accountability & performance, mental health services

9

Increased Engagement

• Child & Family Team

• Up-front and continuing assessment along common domains

• Aligns with the practice changes identified in California Child Welfare Core Practice Model (Statewide Practice Model) & Katie A

• Quality Parenting

Initiative (QPI)

10

Resource Family

Relative Caregiver

Foster Family

Adoptive

Family

Resource Family Approval:

• Related and non-related families

• Training for all families

• Resource Families still choose the role they play in the system: temporary or permanent

• Prepared for permanency-no additional approvals necessary

• Foster Family Agencies and residential care providers will also approve resource families.

Foster Families Resource Families

11

• Advancing Resource family approval statewide implementation.

• Additional funding for support, retention, recruitment and training of resource families & relatives for placing agencies ($17.2 million GF)

• Foster Family Agencies provide Core Services:

– May provide core services to children in county approved families

• Updated and expanded training requirements across provider and caregiver categories

• Approved Relative Caregiver (ARC) Funding Option Program (2014: $30 million investment)

Increasing Capacity for Home-Based Family Care

12

• Licensed residential care is re-envisioned to provide short term therapeutic care including “core services” that are designed to transition children quickly to a home setting.

• Residential care should only be used when intensive 24-hr care is required that can not be provided in a home based setting.

• Providers must immediately begin planning for a safe transition to a home based setting.

• Providers must have the capacity to approve resource families and to transition children and youth to a home setting safely (either directly, or through relationships with other providers).

Reducing Congregate Care

13

FFAs and STRTCs make available core services either directly or through formal agreements:

• Services shall be trauma informed and culturally relevant

• Ensure the delivery mental health services (specialty and non-specialty)

• Transitional support services for placement changes, permanency, aftercare

• Education, physical, behavioral and mental health supports

• Activities to support youth achieving a successful adulthood

• Services to achieve permanency & maintain/establish family connections

• Active efforts for ICWA-Eligible children

Core Services

14

• National Accreditation

• Cross Departmental Oversight Framework

• Evaluate provider performance along common domains

• Client satisfaction surveys

• Public transparency of provider performance

Oversight, Accountability & Provider Performance Measures

15

• New provider rate structure: – Sunset RCL system (1-14)

– Create new STRTC rate

– Create tiered FFA rate structure

• Multi-year implementation: – New requirements take effect 1/1/2017

– Provisions for extensions up to two years

– Additional extensions for providers and longer for those serving probation youth

Other Key Elements

16

• Questions can be sent to: ccr@dss.ca.gov

• Additional information on the CDSS website at: http://www.cdss.ca.gov/cdssweb/default.htm

Questions and Contact Info

17

1

Continuum of Care Reform (CCR) Gap Analysis

As you think about implementation in your County, make a note of what elements you have in place in these two critical implementation areas:

What is in place to engage children, youth, families, resource families:

The gaps:

2

What is in place to build resource family capacity? The gaps?

3

Training Needs Related to Gaps

1

INITIAL DRAFT OF TRAINING PLAN

1/13/16

PATHWAYS TO WELL-BEING:

REALIZING AN INTEGRATED, CONJOINT TRAINING PLAN

Vision:

All public and professional organizations, community-based groups, and families shall have

access to a uniform series of foundational training resources that support the integration of

care provided by multiple organizations and the well-being of children in foster careand their

families.

Mission:

The integrated training plan aims to establish unifyunified the content necessary to understand

and provide the core services of an integrated practice model and encourages the conjoint

integrated delivery of foundational training regarding the mental health and well-being of

children in foster care across all partnering organizations and community-based groups that is

developed from shared values, philosophy and evidence-based practices for serving high-risk,

high-need children, youth and their families.

Guiding Principles:

The guiding principles for the development of the shared training plan are largely derived from

the desired implementation of evidence-based practices across multiple state and community-

based organizations in California. This desire is given extra urgency as the result of the recent

settlement of legal actions and legislative changes being implemented across the State.

Pathways to MentalBehavioral Health Services Core Practice Model Guide, with additions for

the encouragement of conjoint training. The shared training plan aims to address a need for

consistency of information regarding policy and practice expectations across all agencies,

partners, and families involved in the delivery, monitoring, and receipt of mentalbehavioral

health services for children in foster care. Consistency is considered an essential component of

fairness in service delivery. Further, the shared training plan seeks to provide access to families

and other community partners with the same foundational information about

mentalbehavioral health care for children in the foster care system as that received by

professional staff to support the concept of equality and shared responsibility for . The

combined emphasis on consistency and community education is believed to result in improved

well-being outcomes for children.

Comment [LF1]: Applies to children not yet in the foster care system as well and CCR will include probation youth. This will be useful to ensure that partners across the system of care who are involved know what is needed to ensure that foster youth and actually all youth receive care that reflects the state of the art service and that reflects evidence-based practices. Let’s establish this once and keep it up! While foster youth are certainly the current impetus, is it really necessary to limit our language in this way?

Comment [LF2]: This includes the changes in Child Welfare from the federal audit, the Katie A Settlement Agreement, the transfer of responsibility for 3632 services to education with special tracking of foster youth, and now, CCR.

2

To that end, the shared training plan will embrace the following principles for training content

and training delivery:

1. Promotion of Cross-System Training Delivery: Promotion of joint trainings and access to training resources for the child welfare and mentalbehavioral behavioral health workforces to enhance shared understanding, skills, values, and collaboration in the case management and service delivery processes.

2. Promotion of Conjoint Training Delivery: Promotion of conjoint training delivery for two or more types of audiences and uniform access to training resources for all agencies, community-based organizations, and families concerned with the well-being of children in foster care in order to promote shared understanding and build trusting relationships.

3. Collaboration: Advancement of collaborative processes between the child welfare and mentalbehavioral health workforces systems and the families with whom they are partnering to create positive outcomes.

4. Teaming: Promotion of team-based approaches among the child welfare worker, mentalbehavioral health provider, family, youth, and other involved organizations and individuals to provide consistent, quality case management and treatment services to address children’s mentalbehavioral health needs and to improve their mental healthsafety, permanence and well-being outcomes.

5. Evidence-based Practice: Promotion of the use of evidence-based and evidence-informed practices within the training plan, with emphasis on values, philosophy and practices that span the context and target populations within specific models. regarding collaboration, teaming, screenings, assessments, and other aspects of case management and treatment.

6. Trauma-informed Practice: Emphasis on skillful responses to the prevalent and pervasive influences of trauma on children’s and adults’ mentalbehavioral health and overall development.

7. Family and Youth Voice/Engagement: Support for the meaningful participation of families and youth in the curriculum development process and in the delivery of training to ensure deep understanding of the youth and family experience in service delivery.

8. Advocacy: Promotion of training and certification for parents, youth, and other partners to assist families with self-empowerment, resiliency, well-being, and navigation through the child welfare and behavioral health systems.

Coordinating Organizations:

The main coordinating organizations for the development and approval of the shared training

plan are:

California Department of Health Care Services (DHCS)

California Department of Social Services (CDSS)

Shared Management Structure’s Community Team, a group of community

representatives operating under the conjoint auspices of the California Department of

Comment [LF3]: Is there a difference between 1 and 2?

3

Health Care Services and the California Department of Social Services pursuant to the

Settlement Agreement for Katie A. v. Bonta

Pathways to Well-Being Workgroup, a subcommittee of the Statewide Training and

Education Committee (Pathways Workgroup)

DHCS and CDSS will provide oversight of the shared training plan and orchestrate connections

for the Community Team and Pathways Workgroup with other state, county, and partnering

agencies that have interest in the plan.

The Community Team or their designated participants will contribute their expertise and

experience as advocates, service providers, and service recipients involved in and concerned

about the public child welfare and mentalbehavioral health, or other involved systems within

the Integrated Training Plan and content development process.

The Pathways Workgroup will contribute their expertise in content development, training

delivery, and knowledge of existing training products for topics related to the shared training

plan.

Goals of the Coordinating Organizations:

1. Develop a shared, integrated training plan that specifies a series of foundational topics for the practice areas of child welfare and behavioral health concerning the mentalbehavioral health and well-being of children in the foster care system and other public systems that serve them and their families.

a. Topics will encompass knowledge, skills, and values for professional staff from governmental or community-based organizations, as well as educational materials for parents, youth, caregivers, and other service providers and or community-based support persons that help each of these groups understand and participate in the public child welfare and behavioral health systems as related to children in care, basics of case management, and principles of mentalbehavioral health treatment.

b. As applicable, the plan will include recommendations for conjoint audiences, training sequencing, training standardization, and modalities for training delivery.

2. Establish guidelines for collaboration and communication between the Pathways Workgroup and the Community Team for development of the shared training plan.

3. Establish and execute a vetting process for the development of documents that explain and constitute the shared training plan. The vetting process will include identification of stakeholder groups whose comments will be solicited, and provide suggested options by which the members of the stakeholder groups may provide commentary (such as emails, focus groups, on-line surveys, etc.).

4. Develop learning objectives for each of the foundational topic areas.

4

5. Identify existing, available training materials that cover topic areas in the shared training plan, and promote the sharing of information about such training resources on the websites of the entities represented in the Pathways Workgroup and the Community Team and other proactive methods.

6. Promote the extension of linkages across the websites of the collaborating entities in the Pathways Workgroup, Community Team, and other partners for access to training resources and related information, such as announcements for training events and sources for technical assistance.

7. Identify gaps in the coverage of foundational topics specified in the shared training plan and advocate for resources for the development of training products to fill those gaps.

8. Revise the shared training plan to reflect new training needs. 9. As applicable, issue recommendations to CDSS, DHCS, CWDA, CBHDA, CIBHS, CalSWEC,

or other partners regarding goals 1-8.

Ongoing Communications Among Coordinating Organizations

The Community Team (and/or their designated workgroup) and the Pathways Workgroup each

host in-person meetings or web conferences, respectively, on a regular basis. It is expected that

the shared training plan will be a focus of attention for each of these groups during their

regular convenings. The Community Team and the Pathways Workgroups will each provide one

or more liaisons to the other group to communicate updates, commentaries, and other

advisements as needed for the development of the shared training plan via in-person or

conference call briefings, or by email correspondence. Communications from DHCS and CDSS

to the Community Team and the Pathways Workgroup can be provided by the DHCS and CDSS

members in these groups.

Addenda:

(Addendum A) Vetting Process

A basic outline of the vetting process follows; further details remain to be articulated. It is

envisioned that the vetting of the shared training plan and supporting documents would occur

at the same time, while the vetting of learning objectives for foundational topics would follow

after a longer period of development.

The Community Team and Pathways Workgroup will determine when drafts of the

shared training plan, learning objectives for foundational topics, and related supporting

documents are ready for vetting by partnering agencies and groups, and the timelines

involved for the steps of the vetting process and for product finalization.

5

The Community Team and Pathways Workgroup will identify stakeholders, content

experts, and designated staff from the child welfare and behavioral health training

systems from among their respective memberships or from external groups who have

interest in reviewing drafts and providing structured feedback to assist in the

development of the shared training plan, learning objectives, and related documents.

Drafts of the shared training plan, learning objectives, and supporting documents will be

made available online to vetting audiences for their review.

Feedback from the vetting groups may occur through a variety of structured modalities

agreed upon by the Community Team and Pathways Workgroup, such as webinars,

focus groups, and online surveys, which are considered most conducive for engaging

particular targeted audiences.

Explanations about the expectations for participating in the vetting process will be

communicated to interested parties in the identified vetting groups.

Comments from the vetting groups will be synthesized and serve as the basis for

modifying the draft plan and related documents.

The Community Team and Pathways Workgroup will determine when the shared

training plan and related documents are ready for finalization and dissemination.

(Addendum B) Products Related to the Shared Training Plan:

Preliminary List of Foundational Topics

Explanations of the Shared Training Plan for professional and lay audiences

Learning Objectives

Inventory of existing, available resources that support the shared training plan

“Clearinghouse” websites with resources for the shared training plan, information

regarding sources of technical assistance, announcements for training events, and links

to partnering agencies.

(Addendum C) Preliminary topic list:

This preliminary, suggested list of topics is drawn from the October 2015 Meeting Summary of

the Community Team and from feedback received by the Pathways Workgroup from an online

survey of attendees of the Final Statewide Leadership Team Convening in August 2015. It

should be noted that the survey inquired about general training needs at the county and

regional levels and was not specific to foundational, conjoint training. Topics recommended by

survey respondents are tagged with an asterisk.

Child Welfare 101

Title IV-E

MentalBehavioral Health 101

6

Mental Health Services Act

MentalBehavioral Health Systems of Care / Continuum of Care

Trauma-informed Practice and Implementation Tools (including screening &

assessment)*

Early Periodic Screening Diagnosis and Treatment

Psychotropic Medications

Intensive Care Coordination and IHBS

How to increase utilization of IHBS*

Medi-Cal Eligibility, Claiming, Billing Practices*, and Collaborative Documentation

Consent, Data Sharing, and HIPAA

Collaboration*

Youth Engagement*

Child and Family Teaming and Team Meetings (referrals; facilitation; adversarial

relationshipsshared power)*

Fiscal Models and Funding Sources

Outcomes*

Philanthropy & Philanthropic Organizations

Potential Audiences for Conjoint Trainings:

This list was created by the Community Team at its October 2015 meeting.

Behavioral Health Clinicians (in the public and private sectors)

Child Protective Services Social Workers (in the public and private sectors)

Parent Partners

Resource Parents

Biological Caregivers

Kin Caregivers

Youth / Transitional Age Youth (TAY)

Foster Family Agencies

Family Preservation Providers

Short-term Residential Treatment Centers (STRTCs)

DHCS/CDSS staff

County MentalBehavioral Health and Child Welfare associations

Court Partners

Judges and Attorneys

Court Appointed Special Advocates (CASA)

Probation Staff

7

Law Enforcement

Faith-based Leaders

Educational Liaisons/Special Education Local Plan Areas (SELPAs)/Teachers

Regional Center Services

Managed Care Plans

MentalBehavioral Health Plans

Prescribers (Physicians)

Foundations & Philanthropies

Fiscal Counterparts

Community Resources

Mentors

Children’s Informal Supports

Fall 2014

Providing Whole-Person Care to Medicaid High-Utilizers in California: Opportunities

for County-Based Pilots in California’s 1115 Medicaid Waiver Renewal

A New Opportunity for California

The recent expansion of health care coverage to low-income Californians through the Affordable Care Act has

provided unprecedented opportunities both for access to coverage and for enhanced collaboration among

providers of historically siloed services to Medi-Cal eligible clients. At the same time, many California counties

are taking on increased responsibilities for the provision of services that touch many of our most vulnerable

Medi-Cal eligible residents, including those needing behavioral health, social services supports, and those

involved with the criminal justice system. Within this context, there is a new opportunity to advance local

efforts to improve the health outcomes of some of our most vulnerable populations, to use resources more

effectively through a coordinated and more holistic approach across sectors, and to better aligns services for

low-income populations.

Meaningful local collaboration is already happening today. For example, efforts are now underway to

coordinate the delivery of mental health and substance use benefits between Medi-Cal Plans, Specialty Mental

Health Plans, and county systems. Other local efforts are focused on enrolling vulnerable populations, such as

individuals who are being released from county jails, into Medi-Cal coverage and linking them to a health home.

To develop systematic approaches that link service delivery across separate systems of care, focus systems on

improving health outcomes while using resources more effectively, and take current local efforts to scale, a

programmatic and financing structure for Whole-Person Care is needed. The absence of a systematic Whole-

Person Care approach today results in poorer health outcomes for many low-income residents, continued

utilization of high-cost services (e.g. emergency room, hospitalization, and incarceration), and a less efficient use

of Medicaid funds and other critical resources. With the upcoming renewal of California’s 1115 Medicaid

waiver, California can build upon and expand current county efforts to test a systematic framework for

Whole-Person Care and align payment incentives to ensure effectively coordinated care across multiple local

agencies for the highest need patients.

Fall 2014

Whole Person Care Working Definition

The coordination of health, behavioral health and social services in a patient-centered manner with the goals of

improved health and well-being for individual and family outcomes and more efficient and effective use of

resources.

Vision and Framework

Our vision is for counties and local agencies to provide Whole-Person Care as described in the definition for the

highest need patients – their “high users of multiple systems” that have historically been served by county

systems – through collaborative leadership and systematic coordination with other public and private entities

identified by the county. County agencies will identify these clients with shared data, coordinate their care in

real time, and evaluate individual and population progress. Clients will have an individualized care plan and a

single accountable, trusted care manager that supports them getting them needed services. Financial flexibility

will permit providers across partnering sectors to do what is right for the client and will align incentives for

providers to collaborate. These components describe a framework for providing Whole-Person Care.

Whole-Person Care County Pilots in California’s 1115 Medicaid Waiver Renewal

As a centerpiece of California’s 1115 Medicaid waiver renewal demonstrating payment reform and delivery

system transformation, California should propose authority for development of County Whole-Person Care

Pilots that incorporate the Whole-Person Care framework described above. These pilots would test innovative

care coordination and collaboration strategies for the targeted Medi-Cal populations, and would allow

participating counties additional flexibility in how they allocate resources to best address the issues contributing

to the target population’s health conditions and current utilization of services across sectors. A key component

envisioned to be authorized through the waiver is the ability to use waiver funds for services not traditionally

covered in the Medicaid program, such as targeted housing assistance. While counties would have flexibility to

test approaches for identifying the target population and range of services and supports provided, all

participating counties would be measured against a uniform set of identified outcomes focused on overall

improvements in health, well-being, and efficiency.

Donna DeRoo, MPA, ABD

dderoo@csufresno.edu (559) 228-2160

“Most people spend more time and energy going around problems than trying to solve them.” – Henry Ford

2

• December 2012 - Pilot Performance Management Project with Fresno County (NACCHO)

• June 2013 – CDPH funding to Expand to Madera and Merced Counties

• January 2014 – CDPH to expand to San Joaquin and Tulare Counties

• June 2015 – CDPH Develop and conduct Intermediate Quality Improvement with CDPH Teams

• November 2015 – NACCHO funding to expand to Stanislaus County

• January 2016 to 2019 – CDPH Intermediate Quality Improvement Training and Coaching

3

Assess Investigate Inform & Educate

Community Engagement

Policies & Plans

Public Health Laws

Access to Care

Workforce QI Evidence-

Based Practices

Admin & Mgmt

Governance

1 2 6 5 4 3

7 8 12 11 10 9

Public Health Accreditation Domains

Standard 9.1 Use a Performance Management System to Monitor Achievement of Organizational Objectives

Standard 9.2 Develop and Implement Quality Improvement Processes Integrated into Organizational Practice, Programs, Processes, and Interventions

Lead IQI project facilitation

Provide consultation to CDPH leadership and staff

Develop intermediate IQI curriculum

Conduct IQI training with five teams

Develop an IQI coaching plan

Conduct IQI coaching

Created the IQI Guidebook for California

4

5

Session 0: QI Introduction Review Session 1: QI Project Initiation Session 2: Current State Assessment Session 3: Root Cause Analysis Session 4: Identify and Select QI Solutions Session 5: Pilot Select QI Solutions Session 6: Analyze and Evaluate Pilot Results Session 7: Adapt, Adopt or Abandon Decision and Hold the QI Gains Session 8: Capstone and Storyboard Presentation

All about problem solving Removes system inefficiencies Increases our effectiveness Hold ourselves accountable Supports performance-based decision

making processes Empowers employees to be agents of

change Decreases frustrations Energizes our work Boosts employee satisfaction

6

Culture

of

Quality

Employee

Empowerment

Teamwork &

Collaboration

Leadership

Commitment

Customer

Focus

QI

Infrastructure

Continual

Process

Improvement

7

Extra work

Evaluating processes

Looking for “bad apples”

Process and behavior changes do not

hold

8

Empowers staff to make great strides

towards quality

Energize our work

Removes inefficiencies, improves the

process, decreases frustrations

Boosts employee satisfaction

9

Quality Control

•Set of activities for

ensuring quality in

products. The

activities focus on

identifying

defects in the

actual products

produced.

Quality

Assurance

•Set of activities

for ensuring

quality in the

processes by

which products

are developed.

Quality

Improvement

•Focused on

improving an

existing

process, service,

or outcomes.

10

Source: http://www.diffen.com/difference/Quality_Assurance_vs_Quality_Control

Introduction to QI for…

◦ Leadership

◦ Supervisors & Managers

◦ Staff

Implement QI “Immediately”

QI projects may vary depending upon the level of QI

experience

◦ Beginner QI projects: 1st year with QI

◦ Intermediate QI projects: 2nd

Year with QI

◦ Advanced QI projects: 3rd

Year with QI

11

Leading to Intermediate and Advanced QI Training

EVERYONE

D

Large teams

◦ Greater difficulty coordinating schedules for meetings

◦ Tend to involve lengthy discussions with little consensus

◦ Project moves much slower and may stall out

Small teams ◦ May miss representation from

key groups ◦ Limits insight into what is

really happening with the process and the underlying root causes

◦ Can feel overwhelmed by having to accomplish so many tasks with little resource support

◦ Small team projects tend to have a lot of “do overs” due to missing information

12

Optimal size is 6 -12 members

13

Team Sponsor

• Authority in the organization to implement suggested changes, overcome barriers, and allocate resources

• Understands the implications of the proposed change on the various parts of the system

Project Lead

• Driver of the project

• Schedules and facilitates QI meetings

• Understands the details of the process the team is trying to improve

• Actively participates contributing ideas and participating in the team processes and decisions.

• Holds team members accountable to fulfill their roles and responsibilities

• Prepares summary updates for Sponsor

Team Members

• Select cross functional and technical experts that are involved with the process day-in day-out

• Where the selected process impacts different departments the project should have representation from those departments

• Accountable to complete their action items on time

• Show up and participate for all QI team meetings

Team Roles & Responsibilities

14

High Performance

Team The Leader

The Team Player

The Researcher

The Expert

The Planner

The Creative

The Communicator

15

16

17

PLAN

DO CHECK

ACT

• Identify an Opportunity and Plan for Improvement

• Test the Theory for Improvement

• Standardize the Improvement and Establish Future Plans

• Use Data to Check Results of the test

50%

20% 20%

10%

18

19

Leadership

QI Champions

• Consistently models PM & QI behaviors • Has QI team(s) present their findings during all-hands meetings • QI & PM are constant agenda items

Leadership

• Early adopters tend to be your QI champions – leverage their enthusiasm and desire to continuously improve

• Support QI teams with the time and space to create significant improvements

• Staff are actively involved in QI identification, prioritization, and implementation

• Support staff as they strive for continuous quality improvement

Leadership • Pace the QI projects throughout the year to prevent QI

saturation and burnout

Staff

Project

Maintaining Momentum

20

Continuous Improvement

Learn

ing

D

21

22

Program created in 2004: CVHPI’s mission to create capacity to address

inequities in health in the San Joaquin Valley

Cohort 1 in 2005; Cohort 11 completes in May

Year-long program 7 day-long seminars; team project; individual

support; networking with >250 other graduates

Designed for emerging leaders, Graduates have advanced to key leadership roles in

population health advocacy, policy and programming throughout the region and state.

23

We seek to support the development of population health leaders for the San Joaquin Valley.

We help leaders use advanced health policy analysis, development, and implementation tools to advance health equity in the San Joaquin Valley.

Practice skills in examining how national, state and local population health and health care policies create and to health and health care challenges in the Central San Joaquin Valley

Practice skills in building and supporting community-led initiatives, using the social and environmental determinants of health inequities frame, to improve population health in the region.

Sharpen capacity to use state-of-the-art analytic tools to: Explain health and health care inequities; Assess public health and health care initiative; Facilitate multi-sectoral engagement in health improvement Implement and evaluate policy and program change.

Explore new models of community benefit leadership that

emphasize resource mobilization, values alignment, and collaborative problem solving

Cohorts 1 through 9 Session 1 – Introductions, Leadership Model and Health Policy

101 Session 2 – Multicultural Issues in Health Policy and

Leadership Session 3 – Health Needs Assessment and Policy Analysis,

Strategic Planning and Resource Mobilization, Group Project Identification

Session 4 Emerging Issues in Health Policy Analysis and Program evaluation, Group Project Design

Session 5 – Health Care Access: Financing, Provider Shortages Implications on the Public Health System

Session 6 – Population Groups and Health Policy: Children, Eldercare and People with Disabilities and Behavioral Health

Session 7 – Alternative Goals for Health Policy, Assessing Public Views on Health and Health Care, Values Alignment and Program Implementation

Session 8 – Integrated Health Systems: Financing/Delivery Integration, Health Care and Social Service Integration

Session 9 – Project Presentations and Graduation

26

Cohorts 10 and 11 have been specially designed to support Health Equity Cohort members: San Joaquin Valley Public Health Consortium member staff assigned to lead equity initiatives.

Session 1 – Health & Health Disparity: Policy Implication

Session 2 – Multicultural & Race

Session 3 – Needs Assessment, Strategic Planning & Framework

Session 4 Public Health Financing- Implications on the Public Health System

Session 5 – Chronic Disease, Equity and the Role of Public Health

Session 6 –Preterm Birth & Children’s Health

Session 7 – Equity Initiatives - STD’s and HIV and Public Health

Session 8 – Goals for Health Policy: Philosophical & Political Science Perspectives

Session 9 – Project Presentation, Graduation

“HPLP has not only helped staff build skills and acquire new contacts, it has

also improved the professional capacity for the Department as a whole.”

Kathleen Grassi Director Merced County Department of Public Health

Van Do-Reynoso Director of Public Health Madera County Public Health Department

Quote

David Luchini Assistant Director Fresno County Department of Public Health

Quote

31

PH

ASE

ST

EPS

DEL

IVER

AB

LES

KEY

TA

SKS

TOO

LS

PDCA ROADMAP PLAN DO CHECK ACT

Solutions Generate & Select

Solutions

Assess Assess Situation

or Process

Identify Identify Root

Causes

Select Select Improvement

Opportunity

Implement Implement Trial/Pilot

Run of Solution

Analyze Analyze Trial

Run Results

Draw Draw

Conclusions

Adopt,

Adapt,

Abandon

Monitor Hold the

Gains

Identify all possible causes impacting the current process

Identify all issues, bottlenecks and redundant loops

Drill down into each identified cause and determine the root cause

Identify root causes within your control and out of your control

Evaluate & prioritize identified root causes

Select the root cause(s) that will form the QI project

Confirm baseline data validates selected root cause(s)

QI Project Prioritization Matrix

QI Charter Document

QI Aim Statement

SMART Objective Worksheet

Identify QI project opportunity

Populate the QI Project Charter

Develop the problem statement

Select team members

Develop QI aim statement

Determine scope

Identify the target QI audience

Develop SMART objectives

Document potential constraints and risks

Establish PDCA milestone dates

Develop communication plan for stakeholders

Map out the current process or situation

Identify areas for improvement

Identify any performance gaps

Evaluate baseline data describing the current state

If no baseline exists, execute data collection plan to build baseline

Confirm baseline data supports quality problem statement

Begin to populate Storyboard

Multivoting Tool

Tree Diagram

Generate list of all potential solutions and improvements that address the selected root cause(s)

Evaluate and prioritize potential solutions

Review best practices to identify potential improvements

Select the QI solution(s) that will accomplish our QI aim statement

Define the steps required to implement the selected solution

QI Implementation Summary

QI Action Plan

QI Gantt Chart

Check Sheets

Flowcharts

Storyboard

Compare pilot results to QI aim statement baseline data

Compare pilot results to SMART objectives baseline data

Pie Charts

Pareto Charts

Radar Charts

Histograms

Run Charts

Check Sheets

Storyboard

Did we achieve the

measure of success

stated in QI charter

aim statement?

Did we achieve our

stated SMART

objectives?

Did we eliminate a

root cause(s)?

Did we encounter

unintended benefits?

Did we encounter

unexpected

obstacles?

Is our solution

scalable?

Can we roll it out to a

broader audience?

Do we need to make

any adjustments?

QI Implementation

Summary

Storyboard

Determine if QI project results are to be Adopted, Adapted, or Abandoned per the PDCA model

If Adopt, begin preparations for a broader scale rollout

If Adapt, begin preparation for another DO cycle to test a modification to the process

If Abandon, go back to the PLAN stage to review initial QI aim, SMART objectives, processes and root cause assumptions

CELEBRATE

QI Implementation Summary

Storyboard

Communication Plan

Run Charts

Check Sheets

Histograms

Pareto Charts

Quality Perf System

Take steps to preserve your gains and sustain your accomplishments

Anchor the process gains into your quality performance system, internal dashboard, or alternative reporting mechanism

Communicate pilot outcomes to key internal and external customers

Flowchart

Cross Functional Process Map

Value Stream Map

Affinity Diagram

Check Sheets

Storyboard

Affinity Diagram

Cause & Effect Diagram

5 Whys

Root Cause Analysis Table

Multivoting Tool

Storyboard

Project coordinated by Central California Center for Health and Human Services, California State University, Fresno

Preparation

Populate the QI Pilot Implementation Summary

Set the pilot date

Finalize SMART objectives

Update data baseline for pilot

Develop action plans for pilot obstacles and risks

Develop pilot communication plan

Deliver additional training for pilot

Build the QI action plan

Implementation

Conduct pilot on a small scale

Communicate to key stakeholders during pilot

Collect, chart, and display data to monitor pilot effectiveness

Document benefits, problems,

unexpected observations, and

unintended side effects

QI Implementation Summary

QI Action Plan

Communication Plan

Update Baseline Data

Update SMART Objectives

Update Storyboard

Pilot Data Results

Update QI Implementation Summary

Update Storyboard

Update the QI Implementation Summary

Update Storyboard

Update the QI Implementation Summary

Update Storyboard

Finalized Storyboard

Updated Communication Plan

QI Charter Document Update QI Charter

Update Baseline Data

Update Storyboard

Root Cause Analysis

Update QI Charter

Update Baseline Data

Update Storyboard

Current Process Map

Baseline Data

Update QI Charter

Begin Storyboard

RFA Update:

http://calswec.berkeley.edu/resource-family-approval-rfa-training-being-piloted

For those individuals who have been identified as a County Field Advisor for the

Common Core 3.0, please join us in our 3 day training.

o Training Day 1: Field Advisor Training.

o Training Day 2 & 3: Building Coaching Capacity for Field Advisors

As a Field Advisor, you are required to attend all 3 training days.

Please register using the link(s) provided below.

Please note you must complete the required Field Advisor eLearning module prior to

attendance. You will be provided access to the eLearning module and receive an email

with further instructions on how to access the eLearning module upon your

registration for the 3-day Field Advisor Training.

Central Region Field Advisor

And Coaching Training Hosted by Central California Training Academy

Field Advisor Training:

Monday, March 7, 2016

9:00 AM – 4:00 PM

Building Coaching Capacity for Field Advisors:

Tuesday & Wednesday, March 8-9, 2016

9:00 AM – 4:00 PM Both Days

Fresno Pacific University – Merced Campus

3379 G Street, Bldg. P, Room #104, Merced

For Further Information Contact your Regional Training Coordinator:

Mayko Vang – mvang@csufresno.edu Phone # 209-261-5401

Cindy Friesen – cfriesen@csufresno.edu Phone # 559-284-8630

Register online through Eventbrite at: http://field-advisor-and-coaching-training-march-7-8-9.eventbrite.com/

Registration Deadline: March 1, 2016

Intended Audience: Selected Case Review staff across California

What you’ll learn: This workshop will review the new Federal Case Review tool, which is used to: 1) ensure child welfare conformity with federal requirements; 2) determine what is actually happening to children and families engaged in child welfare services; and 3) assist the state and county to enhance capacity to help children and families achieve positive outcomes. This intensive, four-day workshop will prepare staff with the materials needed to successfully conduct the California Child and Family Review (C-CFSR) process.

How you’ll benefit:

Understand the purpose and role of the case reviewer and case review tools

Demonstrate the skills required to complete the case review tool accurately

Synthesize information from a variety of sources (organizing data in such a way that they can use the information in the tool)

Apply the organizational skills necessary for completion of the case review tool

Follow-Up Coaching Sessions: Trainees are required to participate in three of the following coaching call dates. Please click on link to register for that date:

Tuesday, March 29 from 10:00 – Noon https://federal-case-review-training-3-29-2016.eventbrite.com/

Thursday, April 12 from 10:00 – Noon https://federal-case-review-training-4-12-2016.eventbrite.com/

Tuesday, April 26 from 10:00 – Noon https://federal-case-review-training-4-26-2016.eventbrite.com/

Tuesday, May 10 from 10:00 – Noon https://federal-case-review-training-5-10-2016.eventbrite.com/

Trainers: David Plassman, M.Div; Kate Acosta, MA & Judy Rutan, MPA

No charge for trainings. All trainings are provided to help meet

the Federal Review and AB638 Outcomes of Safety, Permanence

and Well Being.

DATES:

March 15-18, 2016

TIME:

8:30am – 5:00pm

LOCATION:

Fresno Pacific

University Merced

Campus

3379 G. Street, Bldg. P

Room # 104, Merced

REGISTRATION

DEADLINE:

March 1, 2016

Please register online at: https://federal-case-review-

training-march-15-thru-

18.eventbrite.com/

For questions re: training

contact Judy Rutan at

jrutan@csufresno.edu or

559-731-2613

The Central California Training Academy presents

FEDERAL CASE REVIEW TRAINING A four-day intensive overview to support the Case Review Certification Process in California

Central California Training Academy

WORKSHOP ANNOUNCEMENT

Advanced Analytics for Child

Welfare

This session is intended to focus on how child welfare

staff might most effectively combine the data resources

they have, and the mandates under which they are

operating to develop an information management and

operations strategy that will allow them to focus on the

critical issues in their county child welfare system. In

particular, leaders are interested in understanding how to

make best of use of their information resources to

structure services that both meet their needs, and that are

consistent with their county’s Self Assessment and SIP

(system improvement plans).

Topics include

Thinking Systematically about Child Welfare:

From Investigations to Permanency

Effective Communication of Child Welfare

Outcomes

Developing Baseline Expectations for

Innovation

Informing Continuous Quality Improvement

Evaluating Contract Agency Performance

Using Longitudinal Information in the Budget

Process

We strongly encourage counties to bring a team

comprised of leadership, case reviewers,

analysts, quality assurance and / or

administrative staff, and other child welfare staff

who are responsible for monitoring and

improving outcomes for child welfare.

Professional Credit

BBS: Course meets the qualifications for 18 hours of

continuing education credit for MFT’s and/or LCSW’s as

required by The California Board of Behavioral

Sciences. Our provider number is: PCE 577.

BRN: Provider approved by the California Board of

Registered Nursing. Provider number is BRN00046 for

18 contact hours.

Instructors

Jennifer Haight is a Senior Researcher at Chapin Hall at

the University of Chicago, and a senior staff member of

the Center for State Child Welfare Data. She has worked

extensively with staff from public and private child

welfare agencies to help them use their administrative

data more effectively to understand the functioning of

their child welfare systems and to facilitate continuous

program improvements. A particular focus has been

incorporating information about abuse and neglect

incidents into analyses of child welfare outcomes. More

recently, her work has focused on assisting public child

welfare agencies in the development and implementation

of performance-based contracting initiatives. Jennifer

holds a Bachelor of Arts degree from Grinnell College

and a Master of Arts degree from the State University of

New York at Binghamton.

Daniel Webster, M.S.W., Ph.D., is a senior research

specialist and project director at the Center for Social

Services Research at the University of California,

Berkeley. A consultant for the Annie E. Casey

Foundation for the past eight years, he has worked with

county and state child welfare staff in California,

Oregon, Washington and Alaska. Webster’s major fields

of interest include child welfare services, the mental

health needs of children in out-of-home care and poverty.

Date and time

March 22-24, 2016

9:00 am – 4:00 pm

Location

Ventura County Children & Family Services

Telephone Road Building, 2nd

Floor

4651 Telephone Road, Ventura, CA 93003

To Register online please use the following link:

https://www.eventbrite.com/e/advanced-analytics-for-

child-welfare-tickets-20901066653

For more information

Contact Judy Rutan at (559) 731-2613

Scope of Work

Date :

Dear, John B. Cullen

Term:

Deliverables:

Bay Area Social Service Consortium (BASSC) Directors and Bay Area Training Academy (BAA) leadership are expressing the

imperative to improve focus on the provision of ongoing skill development for our county social services workforce. Several critical

issues have been identified regarding capacity building for BAA, including; structure, responsibility for new training, needed subject

matter, delivery methods, collaboration and coordination linkages, funding and cost sharing. In addition, there is consensus that a

broader scope of in-service trainings are needed but not well planned, developed or delivered in the Bay Area and, like the rest of

California, the training that is provided to our workforce varies greatly by county. BASSC County Directors acknowledged that

current and future law and regulatory changes, community service delivery expectations, staff retention, and funding challenges, all

demand an efficient, effective and equitable In-Service Training Structure in the Bay Area. The BAA offered that it must make changes

to its structure, operations, and financing, in order to have the necessary capacity to plan, develop and deliver a broader range of in-

service training offerings to member counties.

The County Directors within BASSC supported moving forward on a work plan to identify what is needed to improve the capacity of

the BAA to provide a broad range of In-Service Training for county staff. Specifically County Directors asked that the initial scope of

work focus on capacity building in the Child Welfare and Adult Service program areas, describing a model structure that would

ultimately support a broader scope of in-services training requests beyond Child and Adult Services.

Prepare a report for BAA and BASSC review and discussion with recommendations for a model In-service training structure,

operational components, and

financial parameters necessary for BAA to address current and future Child Welfare and APS training needs. The model will also

address the larger goal of identifying what steps could be taken to improve the overall structure and training delivery system so that

county in-service training requests beyond Child and Adult Services can be routinely met.

Phase One of this agreement will begin 1/1/16 – 3/30/16. Hours not to exceed 95 hours within this agreement time period.*

Services and deliverables expected in this agreement include:

• Conducting initial assessments through interviews with key county, state, regional training consortia, university, and other training

related partners.

• Review of training, policies, procedures and fiscal information with key informants

• A status report to the Bay Area County directors and BAA leadership at the April 7-8, 2016 BASSC meeting

Deliverbles Cont:

Phase Two of this agreement will begin from 4/1/16 - 6/30/16. Hours not to exceed 90 within this time period.*

Services and deliverables expected in this agreement include:

• Continue assessment interview, review of policies/regulations/fiscal information.

• Prepare report for BAA and BASSC review and discussion with recommendations for a model In-service Training structure,

operational components, and

financial parameters necessary for BAA to address Child Welfare and APS training needs.

• Present final report for review and comment at the June 2-3 BASSC meeting.

• Finalize report for dissemination by 6/30/16.

* Hours may vary month to month based on project needs.

Alameda, Contra Costa, Marin, Monterey, Napa, San Francisco, San Mateo, Santa Clara, Santa Cruz, Solano, Sonoma,

The Central California Training Academy would like to confirm your services for the following county(ies):

Max # of hours:

Introduction and Summary:

Hourly Rate: 2/1/16 - 6/30/16

The total fee for this agreement is:

Purpose:

January 16, 2016

Trainer Name:

Trainer Address:

Trainer Phone:

Trainer E-Mail:

John B. Cullen

johnbcullen@comcast.net

11/14/13

Phase One of this agreement will begin 1/1/16 – 3/30/16. Hours not to exceed 95 hours within this agreement time period.*

Services and deliverables expected in this agreement include:

• Conducting initial assessments through interviews with key county, state, regional training consortia, university, and other training

related partners.

• Review of training, policies, procedures and fiscal information with key informants

• A status report to the Bay Area County directors and BAA leadership at the April 7-8, 2016 BASSC meeting

Deliverbles Cont:

Phase Two of this agreement will begin from 4/1/16 - 6/30/16. Hours not to exceed 90 within this time period.*

Services and deliverables expected in this agreement include:

• Continue assessment interview, review of policies/regulations/fiscal information.

• Prepare report for BAA and BASSC review and discussion with recommendations for a model In-service Training structure,

operational components, and

financial parameters necessary for BAA to address Child Welfare and APS training needs.

• Present final report for review and comment at the June 2-3 BASSC meeting.

• Finalize report for dissemination by 6/30/16.

* Hours may vary month to month based on project needs.

Fiscal Items:

Thank you!

Sincerely,

559-228-4055

davidfo@csufresno.eduor by e-mail at:

hesitate to contact me by phone at:

If you are in need of recommendations for lodging or if you have any other questions please do not

Due to Fresno State Foundation accounting policies, failure to receive this paperwork 30 days prior to training/coaching, may result

in cancellation of the training/coaching. Please take care to ensure that all sections are completed thoroughly and properly since

errors will cause a delay in processing. If you have questions about this form, please contact Stephanie Pearl at 559.228.4010. After

completion of monthly training/coaching, please submit an invoice by the 5th of the following month for timely payment.

Invoices received after the 15th of each month will require a separate justification letter written by the trainer/coach explaining why

the invoice is late and must be submitted with the invoice

Field Based Trainers/coaches will provide written documentation, monthly, which will specify learning objective(s), of each

individual, group, supervisor and/ or management session.

In the unlikely event that a training/coaching is cancelled either by the trainer/coach or CCTA, we will make every attempt to

reschedule, however, the CCTA/Fresno State policy is that unless a training/coaching actually occurs, we are unable to pay the

trainer/coach. If for some reason you have to cancel, we ask that you give as much notice as possible and try to arrange for a

substitute trainer.

Wording Examples

20 hours are confirmed for July 1 – September 30, 2013. The deliverables for this agreement are as follows:

- Provide field based training to staff on topics related to: utilize language of county self assessment, state improvement

plan and federal outcomes. Safety, Permanency and Well-being.

- If scope includes facilitation, you need to define the facilitation: EXAMPLE: Will facilitate permanency planning meetings

with Managers to review, update and develop policies and procedures to assist Family Finding Efforts.

- Review county data and state/national statistics, as needed, to assist in the development of policy and practices to

improve Exits to Permanency outcomes.

- Participate in Case Reviews as necessary to provide the above services.

* Hours may vary month to month based on county needs.

This agreement will begin September 15 – December 31, 2013. Hours not to exceed 30 hours with in this agreement time

period.

• Services and deliverables expected in this agreement include:

• conducting initial assessments through interviews with county constituents to plan for further assessment and identify

necessary training.

• Review of policies, procedures, and forms as well as observation of TDM and debrief.

• A status report is due to Training Specialist on June 30, 2013 to receive payment.

* Hours may vary month to month based on county needs.

* As much As possible, include dates for completion, meetings, trainings, observations. This will help with invoicing As well.

* Always feel free to contact me (Jennifer) for brainstorming language.

Wording Examples

* As much As possible, include dates for completion, meetings, trainings, observations. This will help with invoicing As well.

* Always feel free to contact me (Jennifer) for brainstorming language.

Wording Examples

Purpose: Field Based Training is to increase safety, well being and permanence of families.

Field based trainers can work with individuals, groups, supervisors and/or management in identifying goals,

facilitating/and or modeling group process, training staff in creating safety plans, using SOP tools (ie. safety mapping, three

questions, solution focused/scaling questions, three houses, safety house, reflective listening) clarifying goals, and

measuring outcomes. Field based Trainers will continually integrate cultural humility, trauma informed practice, and

family engagement into each training session. Field Based Trainers will provide written documentation, monthly, which

will specify learning objective(s), of each individual, group, supervisor and/ or management session.

Wording Examples