Wyoming Program Improvement Plan (PIP) 2010fosteringcourtimprovement.org/CFSR/CFSR2Reports/WY/PIPReport2ndRoundCFSR.pdfdevelop a comprehensive Program Improvement Plan (PIP) to create

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Wyoming Program Improvement Plan (PIP) 2010

I. PIP General Information

II. PIP Narrative Page 5

III. PIP Measurement Plan Page 17

IV. PIP Technical Assistance (TA) Plan Page20

V. PIP Agreement Form (authorizing signatures) Page 22

VI. PIP Matrix Page 24

CB Region: I II III IV V VI VII VIII x IX X

State: Wyoming

Lead Children's Bureau Regional Office Contact Person: Gloria Montgomery

Telephone Number: 303-844-1181

E-mail Address: [email protected]

State Agency Name: Wyoming Department of Family Services (DFS)

Address: Hathaway Building, Third Floor 2300 Capitol Avenue Cheyenne, WY 82002-0490


Lead State Agency Contact Person for the Children and Families Services Review (CFSR) Rick Robb, Administrator Protective Services Division within DFS



Lead State Agency PIP Contact Persons: Jenny Allen, Social Services Consultant Protective Services Division within DFS Karla McClaren, Quality Assurance Consultant Quality Assurance Unit within DFS

Telephone Number:307-777-1921 E-mail: [email protected]

Telephone Number: 307-777-7058 E-mail: [email protected]

Lead State Agency Data Contact Person: Chad Shaver, Project Analyst Quality Assurance Manager within DFS

Telephone Number:307-777-1982


mailto:[email protected]




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PIP Team Members

1. Ackerman, Tara, Court Improvement Coordinator, Wyoming Supreme Court

2. Anderson, Nicky, Assistant Deputy, Policy & Legislation within DFS

3. Anderson, Nicole, Program Coordinator, Juvenile Services within DFS

4. Babbit, Heather, Administrator, Economic Assistance Program within DFS

5. Bailey, J.R., Caseworker, Intensive Supervised Probation, DFS

6. Bell, Jeff, Regional Manager, Juvenile Services, DFS

7. Bovopoules, Niki, Caseworker, Juvenile Services, DFS

8. Brockman, Lisa, Medicaid Mental Health & Substance Abuse, Department of Health

9. Callahan, Jacquelyn, Supervisor, DFS

10. Carter, Alice, Representative, Wyoming Kinship Advocacy

11. Carter, Keith, District Manager, DFS

12. Clifton, Maureen, Social Services Consultant, DFS

13. Cook, Ramona, Caseworker, DFS

14. Cox, Marlane, Caseworker, Intensive Supervised Probation, DFS

15. Deiss, Kathy, District Manager, DFS

16. Delo, Rosemary, Business/Systems Specialist, DFS

17. DeVita, Andrea, Social Work Department ,University of Wyoming

18. Doak, Christy, Supervisor, DFS

19. Dugan-Doty, Deb, Administrator, Juvenile Services, DFS

20. Emerson, Pam, Caseworker, DFS

21. Fritzler, Paul, District Manager, DFS

22. Groth, Michelle, Caseworker, DFS

23. Hackl, Sylvia, Program Manager, Laramie County CASA

24. Halstead, Rhea, Casework Specialist 2, DFS

25. Hamilton, Cindy, Social Worker, Casey Family Programs

26. Hanes, Clint, Training Coordinator, DFS

27. Hans, Pat, President, Wyoming Foster & Adoptive Parents Association

28. Heimer, Ed, District Manager, DFS

29. Herb, Jeffery, Consultant, Juvenile Services, DFS

30. Hibbard, Debra, Social Services Consultant, DFS

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PIP Team Members

31. Hillard, Dana, Caseworker, DFS

32. Hutchinson, Lori, Representative, Wyoming Citizen Review Panel

33. Jacobsen, Joyce, Supervisor, Juvenile Services Probation, DFS

34. James, Bob, Supervisor, Juvenile Services, DFS

35. Jerding, Jeanne, Casework Supervisor, DFS

36. Johnson, Dianne, Representative, Wyoming Kinship Advocacy

37. Jolley, Rhonda, Supervisor, DFS

38. Kelly, John, Regional Manager, Juvenile Services, DFS

39. Kennah, Tom, Caseworker, DFS

40. Kennerson, Marilyn, ACF Children’s Bureau

41. Kucera, Jill, Senior Assistant Attorney General, Wyoming AG’s Office

42. Lacey, Glennda, QA Manager, Social Services, DFS

43. Lamm, Lauri, Consultant, Juvenile Services, DFS

44. Lebsack, Holly, Supervisor, DFS

45. Lewis, Tony, Director, DFS

46. Linson, Richard, District Manager, DFS

47. McAdams, Larry, Director, Eastern Shoshone DFS

48. McClaren, Karla, Quality Assurance Unit, DFS

49. McKinney, Brenden, Field Office Director, Casey Family Program

50. Montgomery, Gloria, ACF Children’s Bureau

51. Morrison, Allison, Supervisor, Juvenile Services, DFS

52. Moss, George, Director, Northern Arapahoe DFS

53. Murray, Joe, National Resource Center for Organizational Improvement (NRCOI)

54. Neely, Jennifer, Regional Manager, Juvenile Services, DFS

55. Obrecht, Stacey, Representative, Wyoming GAL Program

56. Patton, Marilyn, Wyoming Mental Health Division

57. Ringler, Amy, Caseworker, DFS

58. Roe, Melody, Associate Director, NRCOI

59. Rule, Juliette, Information Officer, DFS

60. Schafer, Diana, Social Services Consultant, DFS

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PIP Team Members

61. Schatz, Mona, Director, University of Wyoming Social Work Program

62. Schmidt, Korin, Wyoming Mental Health & Substance Abuse Services Division

63. Schuler, JoLee, Supervisor, DFS

64. Selvig, Sada, Supervisor, DFS

65. Sharif, Zaffer, Program Manager, Protective Services Division within DFS

66. Shineberg, Dana, Caseworker, DFS

67. Smith, Chris, Manager, Juvenile Services, DFS

68. Smith, Terry, Caseworker, DFS

69. Strauser, Stacey, Caseworker, Juvenile Services, DFS

70. Volk, Roberta, Caseworker, DFS

71. Ward, Dana, Social Services Consultant, DFS

72. Wilde, Dan, Deputy Director, DFS

73. Wiltjer, Lindee, Social Services Quality Assurance Manager, DFS

74. Yeaman, Carolyn, District Manager, DFS

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II. PIP Narrative

Introduction

In response to the second round of the Wyoming Child and Family Services Review (CFSR), the Wyoming Department of Family Services (DFS) collaborated with other state agencies, advocacy groups, communities, elected officials, and representatives from the legal system to develop a comprehensive Program Improvement Plan (PIP) to create better outcomes for children and families. Using a compilation of information from the DFS Quality Assurance (QA) unit, the self-assessment, information obtained from the Statewide Automated Child Welfare Information System (SACWIS) reports, a review by the Wyoming Legislative Services Office (LSO), and a report from the Wyoming Citizens Review Panel (WYCRP), DFS was able to initiate improvements and begin building strategies prior to the on-site CFSR review and prior to receiving the final report. Wyoming anticipates using many of these mechanisms and partners in order to sustain the improvements made throughout the PIP planning and implementation. The timing of Wyoming’s PIP and the Child and Family Services Plan (CFSP) allows Wyoming an opportunity to incorporate PIP strategies into the Five Year Plan in order to help ensure improvements are sustained over time. Wyoming’s child welfare goals focus on improving front-end services and safely keeping children and families in their homes while incorporating the Child and Family Services Review (CFSR) outcomes and performance measures. Communities must unite to protect children and families and adequately respond to child welfare issues. Wyoming realizes the importance of safety in the development of children and in the cohesion of the healthy family. We must strive to keep children safely in their homes and provide the necessary services and supports in order to ensure they can remain in their home. Improvements in our state will reflect a child welfare system where family centered practice is integrated into all stages of service delivery and families report feeling like they are listened to, supported, respected, and included in the entire process. Wyoming is fortunate to have community stakeholders including other state agencies, advocacy groups, representatives from the legal system, and communities dedicated to helping the Department of Family Services (DFS) construct and achieve the needed strategies to achieve these goals.

Through the PIP Kick-Off process, in partnership with the Region VIII federal office and the National Resource Center for Organizational Improvement (NRCOI), Wyoming developed five (5) overarching strategies to address the outcomes identified in the CFSR as not in substantial conformity. These strategies build on the strengths of the current child welfare system as well as on primary strategies that were identified and implemented in round one of the CFSR/PIP process. Wyoming recognizes that significant progress was made during round one and will utilize that growth to continue building a system that supports better outcomes for children and families. The five strategies are comprehensive and cut across many areas of the child welfare system and practice. Rather than matching each outcome area with a strategy, the approach is to utilize those strategies that will most effectively and simultaneously impact the entire child welfare system and create positive changes in as many outcome areas and items as possible. Work groups, composed of internal and external stakeholders, were built around each of the five

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strategies and each group worked to develop action steps to address the key concerns and underlying issues related to their strategy. These were then clarified and built into the PIP matrix.

Incorporated into each of these strategies are plans for technical assistance, training, and on-going quality assurance steps. Technical assistance is planned and will be coordinated and utilized in collaboration with the Region VIII federal partners from the Administration for Children and Families (ACF). Training components will look different in each area and will include all changes to policy, practice, and procedures generated through the development of the strategies action steps. The mode of delivery for training will be based on what is most appropriate and effective in relation to content.

Wyoming began developing a family centered service model during its first PIP implementation period and made fundamental changes to policy, practice, and training. However, Wyoming recognizes that continued integration and building on this foundation is still necessary. Wyoming recognizes that integrating and operationalizing family centered values and principles into its service delivery system is a key component to improving services to children and families. Wyoming envisions the primary strategies described in its current PIP as a continuation of an overarching goal of developing a family centered child welfare system. This PIP will focus on weaving the philosophy and framework of this model into each and every aspect of the work and into partnerships with other agencies.

Many of Wyoming’s strategies are comprised of several action steps related to policy development. Wyoming recently began utilizing a work group method for developing policy, which assists in modeling Family Centered Practice (FCP) for our field staff. Each work group is comprised of a combination of managers and/or supervisors, caseworkers, and state office consultants. The work groups have an opportunity to develop policy that meets federal and state requirements as well as meets the needs of the field. This method creates buy-in from the field and improves Wyoming’s ability to create policy that is easier for caseworkers/field staff to use and understand. This work group method of developing policy will continue throughout our PIP implementation.

Since the on-site CFSR review several important initiatives and projects have already occurred or are underway. These will create considerable improvement in Wyoming’s child welfare outcomes, which is evidenced by the improvement in Wyoming’s most recent composite scores. Implementation and evaluation will continue over the Program Improvement Plan period.

A Quality Assurance Unit has been developed within the department, which enables Wyoming to better analyze programs and practice using both quantitative and qualitative methods.

Legislative action occurred this year with regard to Wyoming’s MDT process. New legislation was enacted which states that MDTs shall be responsible for making recommendations for what needs to be addressed in the case plan as well as to review the case plan at each meeting. This effort should increase the MDTs ability to provide appropriate and adequate services to each family and ensure that appropriate progress is being made on each case.

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The Department of Health has begun outreach and training on their newly implemented Children’s Mental Health Waiver program. This program is intended to maintain children with a high level of need in their own communities, therefore creating more resources for making reasonable efforts to maintain children in their homes.

New legislation was enacted which provides funding for community Juvenile Service Boards across the state. These boards are specifically developed to meet the needs of the Juvenile Services population in Wyoming. The purpose of such boards is to guide counties in the development and enhancement of locally based services to create a continuum of care for at-risk youth and families. This system will allow for service decisions to be made at a local level, will aid in the development of local, regional and statewide partnerships, will ensure coordinated transitions within the human service system and will provide for improved services for youth from early identification and intervention through aftercare. Participating counties will complete an assessment of community needs and assets to include a definition of the target population to be serviced and service population demographics, the process used to identify the needs and assets of the community, the identification of the juvenile justice system problems and their scope, an outline of the local service system, a method to determine geographic service areas and boundaries, coordination with the judicial system and other youth/family service systems and the impact of local, state and federal laws and regulations. Each county will then create a strategic plan to include a central intake and assessment for juveniles with an initial point of contact established in the community, a detention “philosophy” as an agreement regarding who should be detained and for what reasons, a continuum of non-secure services and the identification of other funding sources to local juvenile services. These boards will improve outcomes in several CFSR areas including Service Array, Reasonable efforts (to prevent removal and to reunify), and Well-being.

Since the enactment of the Fostering Connections to Success and Increasing Adoptions Act of 2008 Wyoming has been working on creating a Health Oversight and Coordination Plan. This plan will define how Wyoming will monitor and coordinate the health needs of children in foster care, which will increase Wyoming’s children’s well-being.

Wyoming updated the new worker training/CORE curriculum. The new curriculum creates more opportunity for hands on transfer of learning through utilization of learning labs. This creates a more effective training process which will help workers perform better practice in the field.

Hi-fidelity Wraparound has been trained around the state and both state and private partners are becoming certified trainers and facilitators. This model fits hand in hand with the Family Centered Practice model and will benefit our caseworkers across the state by increasing collaboration between disciplines and improving access to services for families. The Wyoming Children’s Mental Health Waiver (WCMHW) has adopted the Hi-Fidelity Wraparound as the method to do case planning with their participants. Both

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Wraparound and WCMHW are strategies to prevent placements for Children In Need of Supervision (CHINS) adjudications.

Recently completed, the Barriers to Permanency Project was a partnership between Laramie County DFS, Casey Family Programs, the Children’s Justice Project and the American Bar Association. The focus of this project was to eliminate barriers to achieving timely permanency for youth. This was a two year project and had five major tasks including identifying and analyzing delays in achieving permanency, interactively developing recommendations and implementing reforms, establishing written protocols, developing procedures and providing multidisciplinary training, monitoring reforms and changes, and sharing results throughout the state. Several work groups were active during the PIP negotiation which included, Family Centered Case Planning, Court Preparation and Practice, and Risk Assessment and Safe Returns.

Wyoming has begun focusing on supervision and has taken a few steps toward increasing the competency and skill of supervisors and managers in the field. All managers and supervisors have been trained in Supervision for Success, which will enable supervisors to better meet the needs of their caseworkers. The focus is providing the knowledge, skills, and tools necessary for caseworkers to be successful in their jobs. In addition, quarterly supervisor meetings have been reinstated and Wyoming anticipates using these as a forum for building leadership, providing trainings, and skill building. These efforts will go hand in hand with Wyoming’s strategy to improve child welfare supervision.

The Positive Achievement Change Tool (PACT) is the new chosen Juvenile Risk Assessment to be utilized by the Department of Family Services in Wyoming as well as county and city partners around the state. The PACT is a valid and reliable tool to assess risk of recidivism. The Department’s main purposes of the PACT use are to determine a youth’s risk to re-offend as a way to target resources to higher-risk youth, identify the risk and protective factors (circumstances or events in a youth’s life that reduce the likelihood of the youth committing a crime) linked to criminal behavior so that the rehabilitative effort can be tailored to address the youth’s unique assessment profile, develop a case management approach focused on reducing risk factors and increasing protective factors, and, allow case managers to determine if targeted factors change as a result of interventions. The PACT also utilizes Motivational Interviewing which serves to maximize caseworker assessment and interview skills and elicit the most information from each juvenile and his/her family. The assessment is utilized as an initial step to determine the juvenile’s level of risk: low, medium, medium-high or high, while allowing for a thorough collection of information about each juvenile including criminal and social history, mental health, attitudes and behaviors, school, use of free time, employment, relationships, family information, living arrangements, alcohol and drug use, aggression and skills.

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Wyoming stands to benefit greatly from the use of the PACT assessment. Ultimately the assessment directly identifies factors correlated with future criminal behavior and thus identifies the higher risk youth needing additional services and by providing such (assessment driven interventions), ultimately reduces recidivism. The PACT provides an increased case management system and noted increased in staff proficiency by allowing probation officers to act more as agents of change and allowing juveniles the motivation to change versus being mandated to change. The PACT allows for an increased strength focused and family centered approach to the assessment and intervention process.

Wyoming participated in the Risk and Safety Breakthrough Series Collaborative (BSC) with Casey Family Programs and American Humane. One county was selected to participate in this collaborative and the information learned will be spread statewide through work group efforts and policy modifications. This collaborative looked at Risk and Safety and the mission was to increase the capacity, of each child welfare agency involved, to conduct assessments and make appropriate decisions to keep children safe from imminent danger and protect them from future maltreatment. This work is critical to improving safety in Wyoming. Included in Wyoming’s plan are steps to incorporate and spread the information learned from this project to all areas of the state.

Wyoming utilized the Adoption Exchange to provide trainings to key offices/counties on permanency issues. These trainings included sessions on connections for teens including OPPLA/APPLA, effective matching practices, and termination of parental rights.

The Department has engaged in an interagency planning team on at-risk children (PTAC), which has enabled the agency director to collaborate with other state agency heads in order to better coordinate services for youth in Wyoming. These efforts will continue and grow over PIP implementation and will lead to improvements in service array.

Youth Diversion Programs have been initiated in several areas of the state. These programs aim to divert youth from entering care by providing preventative services and supports. These programs will continue during PIP implementation and have the potential to expand and spread.

These projects provide a foundation for many of the action steps in our PIP strategies. Wyoming’s strategies build not only on successes of the first round PIP but also on projects that have been initiated since the second on-site review. Prior to the CFSR on-site review, Wyoming took immediate action to address the maltreatment of children in out-of-home placements as the state became aware of the incidents. Implementation of the action steps needed to address the safety of these children could not wait for development and approval of the PIP. A large percentage of the maltreatment in out-of-home care occurred in residential care and group home facilities. Most events involved a combination of certification and maltreatment issues. For this reason the department's action steps target group and residential level care. The department initiated four action steps to address the underlying issues resulting in children being placed at risk:

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The first was to implement special investigation policy and training that appropriately involves administrative levels in establishing the investigative/response team and direct in-put into corrective action when maltreatment is found. This policy requires coordination between Protective Services, Juvenile Services and Licensing. Institutional abuse/neglect is staffed at the administrative level. The result has been more robust and effective investigations and corrective actions that address the most significant safety issues.

A second has been to utilize contracts to ensure full implementation of corrective action where children have been repeatedly placed at risk.

The third includes the review of all incident reports for immediate referral to Child Protective Services (CPS) if appropriate or for follow-up to ensure compliance.

The fourth has been strict follow-up written into the corrective action plan where needed.

The department is working with facilities, communities and other departments in attempt to address on-going safety and well being issues, i.e. mixing vulnerable youth with more aggressive youth, admission policies that recruit serious juvenile offenders or children with mental health need that cannot be safely treated in the facility, and restraint policies/training. The combination of these actions steps makes us optimistic that we will achieve the national standard for safety of children in out-of-home placement in the near future if we have not already done so.

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PIP Strategy Summary

Each outcome area is addressed by a specific strategy. Although each outcome area is listed only once throughout the matrix, it should be noted that several of the outcomes are addressed by multiple strategies.

Wyoming’s five strategies include:

■ Increase Safety of Children and Families –

Safety is the state’s number one focus and priority and several important projects and efforts are already underway in this area. Rather than waiting for the final report and an approved PIP, the state has taken measures to ensure that safety is addressed promptly. During the exit interview the state learned that some key concerns regarding safety in Wyoming include misuse of safety and risk assessment tools, inappropriate track assignment, inconsistency in providing services to prevent removal, and inconsistency in responding to maltreatment reports. Through the on-site review and our assessment process the state has identified the need for our caseworkers in the field to improve the quantity and quality of their safety and risk assessments in all CPS cases, and to create a more family centered approach to these assessments. Wyoming must create a more transparent process for evaluating and determining safety and risk in each home and each family must understand and be involved in this process. Wyoming participated in the Breakthrough Series Collaborative (BSC) on Risk and Safety, in partnership with Casey Family Programs and American Humane. The Plan-Do-Study-Act (PDSA) method of change was used, which allowed our workers to come up with solutions that work for them, while at the same time meeting the need to improve safety. This process allowed for small tests of change and has helped create modifications in the child welfare system and practices that came from the feedback and response of caseworkers in the field and families with which they worked. Utilizing information learned from this collaborative, in addition to consultation with the NRCCPS, DFS will create a safety plan that is family specific, require that assessments be completed with families, and revise policies as needed. The new safety plan, composed on the initial visit with children and families, will provide pertinent safety information for the court review forms in order to help us involve all parties in safety determinations and discussions. A significant action step in increasing safety will be using the information gleaned from this collaborative to spread across the state. New information will be incorporated into statewide CPS policy to improve safety. The benefit of this particular process is that the change ideas come from the caseworkers. The training on the new policy and ideas that come out of this project will be done by the field workers who participated in the project, in conjunction with the state office. This process will model family centered practice methods for our field staff by including them in decision making, rather than telling them what they need to do. The safety plan, developed through the work with the BSC and NRCCPS will be used in all investigation and assessment protective services cases. This safety plan will be used during the first contact with the family so that safety issues identified through assessment can be alleviated by partnering with the family to create an individualized plan which will utilize the family’s natural supports and resources. This plan will help us enhance conversations and planning around safety with families and help us to better work with families and reduce the need for removal. This will show our reasonable efforts to prevent removal, even in crisis situations.

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To create consistency in response to reports of child maltreatment and the proper assignment of tracks within our differential response system, Wyoming will be creating a standardized intake process, which will include protocols/pathways for each type of maltreatment report. A decision tree will be built into the protocols. As a result of this standardization, cases should be more consistently assigned and responded to. This will also improve timeliness of investigation and response to all tracks. Similar reports will be assigned to the same track and receive comparable response by caseworkers. Our SACWIS system will be modified to require that a track be selected at the time a case is assigned. This will ensure that all cases are clearly assigned to a track.

Also, the Positive Achievement Change Tool (PACT) Assessment for Wyoming’s Juvenile Services population will be implemented consistently around Wyoming which will create comprehensive assessments and case plans. This will help to ensure that identified needs, including safety and risk, are addressed for each and every child and family.

■ Wyoming will address agency and court/judicial issues which affect children’s permanency and stability in their living situations as well as the continuity of family relationships and connections- Wyoming was not in substantial conformity with Permanency Outcome one (1) or two (2): “Children have permanency and stability in their living situation” and “Continuity of family relationships and connections is preserved”. All items included in these outcomes were rated as areas needing improvement (ANI), with the exception of placement with siblings. Some of the key concerns related to the ANI are: Problems maintaining stable placements, inconsistent establishment of timely and appropriate permanency goals, not always meeting Adoption and Safe Families Act (ASFA) requirements for termination of parental rights (TPR) in a timely manner, lack of diligent efforts to reunify, lack of diligent efforts to achieve the permanency goal of adoption in a timely manner, and not consistently supporting and assisting youth with a goal of OPPLA. In some cases Wyoming did not consistently place children in close proximity to their families, did not maintain connections for children with extended family, school, and community, made inconsistent efforts to search for potential relative placements, and did not always promote children’s relationships with both parents (specifically fathers). In order to address identified permanency issues, Wyoming will target outcomes using one strategy and two identified goals. The goals pertaining to this strategy are broken down into the two areas of court and judicial issues and agency issues, which will be addressed in partnership with stakeholders. This will enable Wyoming to look at permanency outcomes through separate lenses and target the issues identified in each area. Adequate permanency planning for the children and youth involved in the child welfare system is key to helping children and families achieve their immediate and long term goals. In order to accomplish this DFS will collaborate with the Children’s Justice Project (CJP) to strengthen Wyoming’s court systems to effectively manage juvenile cases and comply with federal guidelines. The agency and CJP will provide permanency data to key judges in Sweetwater and Sheridan counties on a monthly or quarterly basis in order to generate awareness of which children on each docket need a permanency hearing, which will promote timely permanency

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hearings. Also, a protective services liaison will be created to improve collaboration with CJP and coordinate efforts on permanency issues between the agency and court system. DFS will collaborate with the new Guardian Ad Litem (GAL) program and the Attorney Generals Permanency Unit, which was established during round one of the PIP process, to train all field staff and supervisors on permanency issues. These will include sessions on reasonable efforts, guidelines for permanency requirements, and quality permanency hearings. This group will also develop a standardized form for workers to use when requesting permanency hearings. DFS will partner with CJP in creating guidelines for multi disciplinary teams which will create a more family centered approach to these meetings and focus on achieving successful outcomes for children. This will include, improved training for MDT facilitators and team members (including representatives from the school district, DFS, mental health professionals, county/district attorneys, GALs, CASAs, and foster parents) to educate on issues addressing all aspects of permanency planning. Two specific programs that target children who have not reached permanency will be utilized in Wyoming: Wendy’s Wonderful Kids and Permanency Roundtables. These two programs will facilitate achieving timely permanency. Wendy’s Wonderful Kids is a program, funded by the Dave Thomas Foundation for Adoption, which provides a recruiter to Wyoming to find adoptive homes for children who have the goal of adoption but do not have an adoptive family placement. The recruiter develops child specific recruitment plans and strives to find match families for each child on their caseload. The optimum caseload for the recruiter is twenty (20) children. Permanency round tables will be used to support the caseworkers in achieving permanency for youth who have been in care long periods of time. The structure and process will be developed and round tables will begin in targeted areas where permanency outcomes seem to be suffering. Through this process permanency barriers will be addressed on a case by case basis and child specific permanency action plans will be created. These plans will be used to assist the caseworker and supervisor to achieve timely permanency for youth. A monitoring tool will be used in order to see how the cases staffed through this process progress. In addition to case specific problem solving, systemic barriers will be identified and a plan to address many of these issues will be implemented. Ideas and values incorporated in this process will be learned on individual cases and Wyoming expects there will be a transfer of learning to all cases on an individual caseworker and supervisor caseload.

■ Increase accessibility of Wyoming’s service array to support and engage families –

In addition to the direct relationship that this strategy has to this systemic factor, service array impacted many items in Wyoming’s CFSR. Wyoming struggled to provide adequate and appropriate services to all family members, which impacted Wyoming’s Permanency and Well Being outcomes. According to the final report, Wyoming was not in substantial conformity with Service Array and Resource Development in the following areas:

Accessibility of services is a concern in many areas of the state. Wyoming has a vast array of services, however they are not always available in rural areas of the state.

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Transportation to services for children and families living in rural areas and on the Indian Reservations is a major barrier.

The State does not have a process of distributing flexible funds needed by caseworkers to individualize services to children and families.

Although Wyoming is a rural state and is challenged by gaining access to the array of services available to assist families, DFS strives to ensure families have the services they need. Wyoming is committed to working closely with community partners and service providers to come up with creative solutions. By increasing the efficient use of Wyoming’s service array, families will have the tools they need to be successful. This strategy incorporates several specific steps to better utilize Wyoming’s resources. This strategy includes high level interagency collaboration. Directors of several state agencies, as well as the governor’s Sr. Policy Advisor, will sponsor a meeting at least quarterly to improve coordination of services for at-risk youth. This action step includes developing core values and principles, setting goals, completing activities, and measuring success. As a result of this collaboration, access to service array for our families and youth should improve. In order to resolve one of the major barriers to service array, a plan to utilize flexible funding for individualized services will be developed. This plan will clarify the process used to access these funds, and will allow local offices to access services specific to the needs of the children and families they are working with. DFS plans on promoting Community Juvenile Service Boards across the state to create local change and to improve access to needed service. Wyoming’s 2008 legislature passed the Community Juvenile Services Board bill to provide funding for counties who choose to participate in the creation of local juvenile service boards. Community juvenile service boards will be used to create local community planning efforts and partnerships in four primary areas: central intake and assessment, diversion and detention standards, continuum of non-secure services and identification of funding sources for local services. Participating counties will complete an assessment of community needs and assets to include a definition of the target population to be serviced and service population demographics, the process used to identify the needs and assets of the community, the identification of the juvenile justice system problems and their scope, an outline of the local service system, a method to determine geographic service areas and boundaries, coordination with the judicial system and other youth/family service systems and the impact of local, state and federal laws and regulations. Each county will then create a strategic plan to include a central intake and assessment for juveniles with an initial point of contact established in the community, a detention “philosophy” as an agreement regarding who should be detained and for what reasons, a continuum of non-secure services and the identification of other funding sources to local juvenile services.

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■ Provide supervision for improved outcomes in a culture of Family Centered Practice –

Wyoming has determined that several of its key concerns stem from lack of supervisor training and support. Supervisors play a crucial role in achieving positive outcomes for children and families. Increasing their skills and support should result in better overall outcomes across all CFSR areas. Primary concerns related to supervision include lack of adequate assessment, poor quality face to face visitation, difficulty engaging absent parents, and overall struggles with daily case activity. These are all concerns that can and will be addressed by Wyoming’s supervisors as a result of this strategy. Outcomes for children are impacted negatively by caseworkers that have poor supervision. This strategy seeks to strengthen Wyoming’s caseworkers by first strengthening our supervisors. Professionalism and adequate, targeted, supportive supervision are keys to recruiting and retaining a competent workforce. Front-line supervisors in Wyoming should have the knowledge, skills, and tools they need in order to educate and support caseworkers around day to day tasks, challenges, and difficulties that caseworkers face. In this strategy Wyoming plans to conduct strategic planning with a supervisory leadership group and determine the best plan for strengthening and improving agency family-centered child welfare and juvenile probation supervision to ensure well-being is addressed in all areas of casework. The strategic plan will incorporate how to improve supervision practice across the state, what quality supervision looks like, how to supervise effectively for well-being outcomes, and what the values and principles are with which we work from. Supervisors will learn to provide their caseworkers with the knowledge, skills, and tools necessary to do their jobs effectively. Wyoming will see improvements in practice and better outcomes for children and families.

Ultimately, Wyoming would like to implement a supervisor certification program, requiring certain training be completed and competencies be demonstrated by each supervisor prior to certification. This certification would be necessary for all supervisors. Although this will not be completed during PIP implementation, it is possible that part of the plan developed may include building of training modules to be used as a step toward certification.

Quarterly supervisor meetings will be conducted and utilized as a forum for planning, training, discussion, skill building and sharing, as well as enhancing the professional atmosphere of the supervisory group. These meetings will allow time for skill specific training and transfer of learning plans. Supervisors will be expected to utilize the information learned upon return to their respective offices.

■ Increase self-evaluative and continuous quality improvement capacity of local DFS child welfare units to achieve well-being outcomes for children and families through the development and implementation of program improvement plans called Mini PIP’s- In addition to the four main strategies, a sub-strategy will include Wyoming’s development of a Mini-PIP process, which will be accomplished with the support and partnership of the Wyoming Citizen Review Panel (WYCRP). The purpose of this sub-strategy is to support the statewide PIP by collaborating with local communities and giving communities an opportunity to do their part by identifying specific issues and improve outcomes in their areas. This will contribute to the overall increase in statewide scores and improved outcomes. Successes from communities will be spread through Wyoming with assistance from WYCRP, through coordination of community meetings to share data and findings and encourage community engagement, collaboration and

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solution planning. The process and procedures for the Mini-PIPs will be clearly defined (including the review process, approval process, and the implementation process) and goals will be set for when these will occur, where they will occur, and what each community will address. Data will be collected on outcomes in each community in order to help determine the where, when, and what of the project, as well as to monitor the success of each Mini-PIP. The overall goal of the Mini PIPs is to create a sustainable and effective process where DFS and communities can collaborate and engage in solution planning at a local level, while at the same time improving overall statewide outcomes.

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III. PIP Measurement Plan

Requirements: Wyoming is required to report measures for the following items for the PIP quarterly Reports: ITEMSCFSR ITEM CFSR Baseline

Item 1: Timeliness of investigation 21

Item 3: Services in home/prevent removal 37

Item 4: Risk of harm to child(ren) 65

Item 7: Permanency goal for child 40

Item 10: Other planned permanent living 4

Item 17: Needs/services 65

Item 18: Child/family involvement in plan 60

Item 19: Worker visits w/child 65

Item 20: Worker visits w/parent(s) 60 Baseline Period Baseline percentage and improvement goals will be established between 4/1/2010 and 6/30/2010 Process for reporting Item Specific Measures Overview: Wyoming proposes using a prospective design utilizing a re-structured version of the CFSR supervisor review process to obtain the data for measuring the specific CFSR items in the PIP. The Supervisor review is an automated SACWIS tool that replicates the CFSR item questions and is administered to each DFS supervisor on a monthly basis. DFS anticipates completing 30-35 reviews per month and anticipates establishing baseline scores and minimal goals of improvement for each item during the first quarter of PIP implementation.

Period Under Review: Cases are reviewed using 12 month review periods beginning 12 months prior to the date the case sample is sent to the supervisor. Review periods are adjusted for each month the review is administered (so rolling 12 month periods adjusted per month).

Sampling: Cases are randomly assigned to supervisors on the first day of the month. The sample uses cases that were open during any portion of the PUR that fit the following definitions:

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o In Homes Services: Includes all cases without associated placements that were open > 60 days during PUR. Prevention cases and In-Home services Juvenile Delinquent cases are reduced by 90% of their total in the universe in order to reduce their potential for selection and in order to approximate the proportion of these case types that were sampled during the 2008 CFSR onsite Review.

o Foster Care: Persons that were in out of home placement in accordance with AFCARS reporting rules during any portion of the PUR are included in the sampling universe. The foster care sample is stratified into the following categories:

Foster Care Category 1: children who were ages 16 or 17 as of the last day of the period under review (PUR) or the date that

they exited care, as applicable. These children could have any permanency goal and could have entered care either before or during the PUR.

Foster Care Category 2: children who were under age 16 as of the last day of the PUR or the date that they exited care, as applicable. These children will have a current permanency goal of adoption and will have entered care either before or during the PUR.

Foster Care Category 3: children who were under age 16 as of the last day of the PUR or the date they exited care, as

applicable, and who entered care during the PUR. These cases could have any permanency goal except adoption.

Foster Care Category 4: children who were under age 16 as of the last day of the PUR or the date that they exited care, as applicable, and who entered care prior to the PUR. These cases could have any permanency goal except adoption.

Sample Distribution: Cases are distributed by type in proportions approximating those used in the CFSR reviews. Each foster care category represents approximately 15% of the cases reviewed with the remainder of the cases representing in-home resulting in approximately 60% Foster Care and 40% In-home reviews conducted each month. As described in the overview, cases are assigned by supervisor so the number of reviews by geographic region is determined by the number of supervisors assigned to each region and the randomization of cases by region to each supervisor (i.e. many supervisors supervise cases across multiple offices/counties). In order to ensure that the largest metropolitan area (Cheyenne) is proportionally represented in the sample DFS generated numerous sample universes across numerous timeframes and calculated the proportion of applicable cases in the sampling universe for the Cheyenne office. The proportion of cases for Cheyenne ranged from 14-17%. The proportion of cases reviewed in Cheyenne each month will be approximately 16%, therefore the state believes that it is adequately representing the largest metro area because the proportion of cases reviewed matches closely with the proportion of applicable samples for the Cheyenne office.

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The state has developed an oversampling process to provide another randomly sampled case in the event that a selected case is invalid. The state will use the CFSR case elimination guidelines to make determinations regarding case elimination. Aggregation and Reporting: Percentage scores will be calculated for each item for reviews completed within each quarter. The percentage scores and the number of applicable items reviewed for each item will be submitted to ACF as part of the PIP quarterly report.

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IV. PIP Technical Assistance Plan

State: Wyoming Date Submitted: 7/7/2010

Primary Strategies Key Concerns TA Resources Needed

I. Increase Safety of Children and Families ●Consistency in the track assignment system

●Delays in initiating accepted abuse/neglect reports

●Improve the quality and use of risk and safety assessments with families

●Need to compose adequate case plans which address the needs of all family members

●Need for services to prevent removal

National Resource Center for Child Protective Services (NRCCPS) Breakthrough Series on Safety and Risk with Casey Family Programs and American Humane

II. Wyoming will address agency and court/judicial issues which affect children’s permanency and stability in their living situations as well as the continuity of family relationships and connections.

●Need for initial and sustained contact with absent parents giving particular attention to fathers ●Necessity for involvement of all relevant family members in the case planning process

●Need to establish appropriate and timely permanency goals ●The appropriate usage of Another Planned Permanent Living Arrangement as a permanency goal

●Additional collaboration with GAL program, Children’s Justice Project (CJP) and Attorney General’s Permanency Unit

●Need to better develop and work concurrent plans

●Response to termination of parental rights

American Bar Association Casey Family Programs NRC for Permanency and Family Connections (NRCPFC) The Adoption Exchange University of Denver School of Social Work

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III. Increase accessibility of Wyoming’s Service Array to Support and Engage Families

●Mental and physical health needs of the child

●Need for services to prevent removal

●Need for increased accessibility to services to help families achieve permanency in a timely manner

American Bar Association (ABA) NRC for Permanency and Family Connections (NRCPFC)

IV. Provide supervision for improved outcomes in a culture of Family Centered Practice

● Lack of engagement of all family members, specifically the absent parent

● Diligent searches for absent family members

Need for improved quality worker visits with children, parents, and care providers

Need for improved child welfare supervision and support

NRC for Permanency and Family Connections (NRCPFC) NRC for Child Welfare Data and Technology (NRCCWDT) NRC for Organizational Improvement (NRCOI) Child Welfare League of America (CWLA), Jeff Bormaster

V. Increase self-evaluative and continuous quality improvement capacity of local DFS child welfare units to achieve well-being outcomes for children and families through the development and implementation of program improvement plans called Mini PIP’s.

No TA needed for this strategy

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V. PIP Agreement Form

The PIP should be signed and dated by the Chief Executive Officer of the State child welfare agency and by the Children's Bureau Regional Office responsible for the State. The approved PIP with original signature must be retained in the Children's Bureau Regional Office. A hard copy of the approved PIP must be submitted to the following parties immediately upon approval:

State child welfare agency Children's Bureau (Child and Family Services Review staff) Child Welfare Review Project, c/o JBS International, Inc.

Agreements

The following Federal and State officials agree to the content and terms of the attached Program Improvement Plan:

__________________________________________________________________ Tony Lewis, Director Date __________________________________________________________________ Children's Bureau Date

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Amendments

This section should be completed only in the event of renegotiations regarding the content of the PIP, pursuant to 45 CFR 1355.35(e)(4). Copies of approved, renegotiated PIPs must be retained and distributed as noted above immediately upon completion of the renegotiation process.

The content of the attached PIP was renegotiated on [enter date]. The renegotiated content of the attached PIP has been approved (initialed) by State personnel and the Children's Bureau Regional Office with authority to negotiate such content and is approved by Federal and State officials:

Renegotiated Action Steps, Benchmarks or Improvement

Goal Date Person

Responsible Evidence of Completion

Quarter Due

Quarter Completed

Approval of State Executive Officer for Child Welfare

Services Approval Children's Bureau

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State: Wyoming Type of Report: PIP: Quarterly Report: (Quarter:___) Date Submitted: 7/7/2010

Strategy Measurement Plan and Quarterly Status Report

Primary Strategy 1: Increase Safety of Children and Families

Applicable CFSR Outcomes or Systemic Factors: Safety Outcome 1, Safety Outcome 2

Goal: Create a system that effectively assesses and responds to the safety of children and families in Wyoming

Applicable CFSR Items: Items 1, 3, and 4

Action Steps and Benchmarks Person Responsible

Evidence of Completion

Quarter Due

Quarter Completed

Quarterly Update

1. Create consistency in track assignment (per differential response system) by standardizing the abuse/neglect intake process, so that families receive timely, appropriate, and consistent response to their needs. 1.1 Create a design team, consisting of state office

staff, field supervisors, and caseworkers, that will construct the standardized intake/track assignment protocol, policy, and training to improve consistency and timeliness of agency response to reports of maltreatment.

1.2Design team will develop protocol/ pathways for many different types of referral reports in order to instruct the intake workers through the process of

Debra Hibbard

Team member list that specifies subject matter expertise in areas of intake/investigation, training and policy. Developed protocols and pathways.

QTR 1 QTR 2

25

gathering adequate information on each and every intake. 1.3The work group, including the SACWIS programmers, will create a decision making tree which will utilize the information gathered through the protocols in order to make track

assignment decisions and help workers respond timely.

1.4Supervisors participating in the work group will pilot (in Casper, WY) the newly developed standardized intake and track assignment process/decision tree in their offices and bring feedback to the group so necessary modifications can be made before it goes live in the field. 1.5The protocols will be integrated into the

SACWIS system. 1.6 New intake policy will be created, including the intake protocols and decision making tree. 1.7 95% of CPS managers, supervisors, and

caseworkers will be trained on the policy.

Debra Hibbard

Decision tree developed Pilot/trial completed in Casper, WY. Report that specifically addresses impact of pilot on timely response to reports of child maltreatment. SACWIS changes made New policy that addresses timeliness of maltreatment. Training report

QTR 3 QTR 3-4 QTR 6 QTR 6 QTR 7

26

2. Improve the field’s quality and timely use of abuse/neglect safety and risk assessments by using information learned through the Safety and Risk Breakthrough Series Collaborative (BSC) with Casey Family Programs and American Humane and spreading it statewide.

2.1 Information learned from the BSC will be piloted

in Uinta county. Synopsis of lessons learned will be used to inform CPS policy and practice across the state. Included in these policy changes will be: 1.)Workers will complete risk and safety assessments with families and/or have a transparent discussion regarding the results of the assessments, therefore improving family engagement, 2.) Workers will utilize a written family safety plan with families when appropriate, therefore creating more opportunity to prevent removal by providing adequate services to mitigate safety issues, 3.) Workers will include specific safety information in court reviews in order to keep the child’s team focused on specific safety concerns.

2.2 The state will consult with NRCCPS to work on creating a well defined assessment and safety planning process that builds on the family-centered approach used in WY. This will include incorporation of the BSC learning (discussed above) and identifying pertinent points and reasons over the life of a case where safety and

Jenny Allen Jenny Allen

Completion of BSC: June 2008- Oct 2009 Synopsis of lessons learned in Uinta as a result of the BSC. Date of Meeting with NRCCPS and participants

QTR 1 QTR 1

27

risk should be assessed and re-assessed.

2.3 Determination on practice changes and assessment over the life of a case will be made following consultation with NRCCPS.

2.4 An initial written safety plan will be developed and incorporated into the new policy.

2.5 The state will utilize information learned from the BSC and consultation with NRCCPS to inform new assessment policy, which will include a family centered approach. New policy will be written.

2.6 Statewide Training will be provided to 95% of CPS caseworkers, supervisors, and managers on new policy and practice.

2.7 Training will be incorporated into CPS CORE training for all new caseworkers.

Synopsis of key policies and practice changes that have been identified New safety plan form New policy Training report Enhancements to CPS CORE training based on BSC and NRCCPS input. Initial date when new cohort of trainees will be trained.

QTR 2 QTR 3 QTR 3 QTR 3 QTR 3

28

3. Link CPS assessment tool results to the family service plan document in order to assure that identified safety and risk issues are being addressed and necessary services are being provided (i.e. if substance abuse is identified in the assessment then it will be electronically tied to the family service plan to ensure the caseworker addresses it with the family). This will help focus the family, the MDT team, and the family service plan on safety issues.

3.1 Protocol will be developed to ensure key

risk/safety issues are incorporated into MDT discussion, court reviews, and reports.

3.2 Protective Services Division and SACWIS

programmers will create description for programming links and forms.

3.3 SACWIS programmers will make necessary changes to enable linkage of assessments with family service plan.

3.4 Field testing will occur in order to ensure the

proper linkage and functioning of the new system.

3.5 Policy will be written to reflect changes in case plan composition and procedures. This will include instruction around focusing case plan goals and alleviating safety issues identified and linked to family service plan.

Copy of new protocol SACWIS changes made Test completed New policy written

QTR 3 QTR 3 QTR 4 QTR 5 QTR 6

29

3.6 95% of CPS caseworkers, supervisors, and managers will be trained on new policy and procedure.

4. The Positive Achievement Change Tool (PACT)

implemented statewide in 2009 for use in all DFS Juvenile Services cases and participating county/city cases, which is now part of CORE training will be utilized to oversee the safety, well-being and permanency of the youth served.

4.1 The PACT Quality Assurance Coordinator and supervisors will randomly sample Juvenile Service cases annually to ensure the integrity of the assessment is being upheld. A monthly report will be sent to the division manager and administrator. Audits will include: Review of timely and accurate completion of

the PACT Assessment for each youth. Attention will be paid to appropriate utilization of motivational interviewing techniques and attainment of offense history and collateral information for thorough information collection for the PACT completion.

Assurance J.S. caseworkers are addressing each youth’s top risk factors in case planning. Striving to reduce risk factors will therefore decrease chances or recidivism/re-entry into the system

Nicole Anderson, Holly Meyer, Juvenile Services Supervisors Nicole

Training report

Monthly reports to division supervisor and administrator

Quarterly reports to federal partners providing synopsis of major findings

QTR 7 QTR 1 and each quarter thereafter

30

Renegotiated Action Steps and Benchmarks

Confirmation that case planning and services provided are appropriate based on youth’s assessed level of risk and needs. The PACT should be used to develop appropriate recommendations for each youth assessed.

Assurance the Assessment is being used to ensure youth’s living situation/placement is safe and appropriate. Safety can be monitored using a combination of PACT assessment with caseworker observation and professional skill and assessment.

Ensure appropriate and continual case management for ongoing assessment of needs via 90 day and event driven re-assessments and subsequent continued evaluation of appropriateness of case and permanency planning based on results

Analysis of J.S. caseworkers understanding of the assessment and its purposes and willingness and ability to utilize it correctly and appropriately.

Anderson, Holly Meyer, Juvenile Services Supervisors

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Primary Strategy 2: Wyoming will address agency and court/judicial issues which affect children’s permanency and stability in their living situations as well as the continuity of family relationships and connections.

Applicable CFSR Outcomes or Systemic Factors: Permanency 1 and 2, Case Review System

Goal 1: Wyoming will address court and judicial issues which effect permanency for children

Applicable CFSR Items: Items 5, 6, 7, 8, 9, 10, 11, 13, 14, 15, 16, 25, 26, 27, and 28



Quarter Due

Quarter Completed

Quarterly Update

1. A Protective Services Division liaison will collaborate with the Children’s Justice Project and Attorney General Protection Unit in order to coordinate efforts on identifying mutual concerns regarding barriers to permanency in the case review system, addressing how the agency and court system will remedy identified concerns.

Included in this effort is the development and implementation of a plan to provide permanency data to key judges on a (frequency) basis in order to collaboratively engage the courts in setting timely periodic reviews, permanency hearings and TPR proceedings.

Debra Hibbard & Tara Ackerman

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1.1 PSD liaison and CJP coordinator will meet on a

minimum quarterly basis to address focus areas by: developing remedies and strategies to barriers in the case review system in achieving timely permanency; and evaluating effectiveness of instituted processes and technical assistance provided to courts. Quantitative and qualitative data will be shared for review and determination of key focus areas as well as, subsequently, evaluation of effectiveness of applied strategies.

PSD liaison will attend quarterly CJP Advisory meetings to discuss the efforts and progress in addressing permanency issues in Wyoming, with emphasis on the case review system.

PSD liaison will participate in CJP training committee to partner in developing trainings for DFS and court/judicial system.

2. Improve the practices, procedures and training of

Multi-Disciplinary Team (MDT) Meetings to promote permanency by creating consistency across the state, increasing family-centered focus and more fully engaging and educating relevant parties.

Debra Hibbard & Tara Ackerman Debra Hibbard and Tara Ackerman Debra

6 Month Report illustrating how the system is progressing including successes and barriers. 6 Month Report illustrating how the system is progressing including successes and barriers. 6 Month Report/Training report

QTR 2-8 QTR 2-8 QTR 2-8

33

2.1 Collaborate with Children’s Justice Project to

revise MDT guidelines and/or policy, clarifying the purpose and practices and promoting permanency planning, which include: Define the purpose of the MDT Roles of the MDT members Define responsibility of the facilitator Define structure for consistent court reports Ensure safety, permanency and well-being are

addressed in MDT meetings

2.2 Collaborate with Children’s Justice Project to develop and provide MDT training to facilitators statewide, which will include: Expected outcomes and the facilitator’s role in

achieving positive outcomes Skills training/how to facilitate a MDT

meeting Juvenile Court Proceedings Aspects of training under 2.3

2.3Collaborate with Children’s Justice Project to

develop and provide training to MDT members, including a Representative from the school district, Department of Family Services, mental health professional, County/District Attorney, child’s attorney (GAL), volunteer lay advocate (CASA), foster parent and other service providers to educate on issues addressing all aspects of

Hibbard and Tara Ackerman

Revised guidelines/policy; 6 Month Report illustrating how the system is progressing including successes and barriers. 6 Month Report/ Training report 6 Month Report/ Training report

QTR 2-8 QTR 2-8 QTR 2-8

34

permanency planning, which include: All aspects of Permanency, including federal

(ASFA) and state laws Reasonable efforts to keep children in the

home Choosing best placement options, including

consideration of: proximity to parents, stability, and meeting child’s placement needs;

Visitation for children, parents and siblings Promoting and supporting positive

relationship with parents Effective concurrent planning casework

practice Preserving children’s important connections

Debra Hibbard and Tara Ackerman

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Goal 2: Wyoming will include stakeholders in developing solutions and strategies to ensure permanency is achieved in a timely manner for all children in foster care.

Applicable CFSR Items: Items 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 19, 20, 26, 27, and 28



Quarter Due

Quarter Completed

Quarterly Update

1. Agency will implement Permanency roundtables in targeted areas, in order to facilitate staffing of cases where permanency has been difficult to achieve, therefore creating support for the caseworkers and generating new ideas and plans for timely permanency on a case by case basis.

1.1 Partner with Casey Family Programs to define and

design a framework for permanency roundtables that will support success in bringing more children to permanency. Discussions and recommendations toward implementation will include: determination of expected program outcomes expected overarching protocols of program

and agency-specific guidance and procedures existing and needed support and monitoring

tools (including a case action plan template and a case-specific progress evaluation tool) participant selection and training orientation of agency staff phased site selection criteria case selection criteria procedures will include at least bi-monthly

evaluation of effectiveness in all active child

Jenny Allen, Karla McClaren, Diana Schafer, Maureen Clifton & Casey Family Programs staff

6 Month Report to include protocols and procedures; evaluation tool; case criteria Innovation sites will be specified.

QTR 2 QTR 2

36

cases Family Centered practice Diligent Search

1.2 In collaboration with Casey Family Services,

develop or modify existing training and provide to innovation sites roundtable participants. Training will include: purpose; innovation site selection process; case selection criteria; participant involvement and expectations; program protocols, program evaluation; and agency implementation plan.

1.3 Identify between seven (7) and ten (10) specific cases in selected innovation sites that meet the case selection criteria and schedule to review and implement new action plans for such cases (7-10 roundtable meetings per site).

1.4 Identify and report on lessons learned and changes that may be needed in practice.

2. The agency will collaborate with the Wendy’s Wonderful Kids (WWK) program grant in order to assist Wyoming in finding permanent homes for children who have been in care for long periods of time, have a goal of adoption, and do not have an adoptive family.

Jenny Allen, Karla McClaren Diana Schafer, Maureen Clifton & Casey Family Programs staff Jenny Allen

Training report Report on the process Report on the successes and barriers.

QTR 2-3 QTR 3-4 QTR 5-6

37

2.1 The agency will collaborate with the recruiter in developing an implementation plan based on WWK protocols, to support program success. The implementation plan will address agency management of grant-required deliverables, systematic implementation, orientation of appropriate agency staff, identification of agency supports to recruiter, such as access to needed child information and data, tracking and evaluation of efforts, including successful strategies to resolve barriers. 2.2 DFS staff will refer at least 15 youth to the Program. 2.3 DFS will fully implement the WWK program in order to increase permanency for youth in care with a goal of adoption but without an identified adoptive family.

2.4 WWK recruiter will utilize WWK database in order to monitor the outcomes and success of the program.

Jenny Allen

6 Month Report illustrating how the system is progressing including successes and barriers 6 Month Report on the progress of WWK 6 Month Report illustrating how the system is progressing including successes and barriers 6 Month Report on the progress of WWK

QTR 2 QTR 2 QTR 3 QTR 2, 4 and 6

38

3. Agency and the CJP will provide permanency data to key judges on a monthly or quarterly basis in order to generate an awareness of which children on each docket need a permanency hearing. 3.1Utilize available data to compile area specific reports, in two target areas (Sweetwater and Sheridan county), on which children/youth have been in care for ten (10) months. 3.2 Identify other agency data that the two courts could assist in Permanency. 3.3 Send reports to these two courts in order to trigger timely permanency hearings. 3.4 Identify two other counties where reports may be beneficial and present the information to those courts. 4. Enhance placement stability through:

Improved on-going assessment of child’s placement needs and assuring identified needs are met.

Improved on-going assessments of caregiver’s needs and their ability to meet child’s needs.

Provision of caregiver supports to meet child’s

Chad Shaver, Debra Hibbard & Tara Ackerman Dana Ward

Report on the information being sent to the courts 6 Month Report identifying other information requested by the courts 6 Month Report on the progress of the reports Report identifying other counties/courts

QTR 1 QTR 2 QTR 2-8 QTR 4

39

identified placement needs. Coordination of caseworker and foster care

coordinator efforts to effect stable placements 4.1 Collaborate with NRCPFC and stakeholders to

develop recommendations toward changes in policy and/or practice to improve placement stability efforts as listed above. Recommendations will inform benchmarks 4.2 - 4.3.

4.2 Update policy, practice and/or tools to provide foundation and guidelines for caseworker/foster care coordinator improvements in placement

stability efforts. 4.3 Develop and provide training and/or training material(s) to managers, supervisors, caseworkers and foster care coordinators on updated policy, tools and/or practice.

Dana Ward

Summary of recommendations and plan Revised policy and/or tools Training material and/or report

QTR 3 QTR 6 QTR 7


40



Primary Strategy 3: Increase accessibility of Wyoming’s service array to support and engage families.

Applicable CFSR Outcomes or Systemic Factors: Well-being 3 and Service Array and Resource Development

Goal: Support and keep families connected by increasing service array

Applicable CFSR Items: Items 22, 23, 36 and 37



Quarter Due

Quarter Completed

Quarterly Update

1. Continue partnership with Wyoming Planning Team

for At-Risk Children, Youth and Families (PTAC) which is composed of the department directors and top-level program staff of the Departments of Family Services, Education, Health, Workforce Services and Corrections and meets quarterly in order to better coordinate services among/across participating agencies.

1.1 Develop a charter with the agency directors which outline the purpose of the team and values and principles that drive the teamwork.

Nicky Anderson

Copy of Charter which addresses PTAC values and improving accessibility and individualization

QTR 1

41

1.2 Develop and implement team goals and action

plans that target an increase of accessibility of the array of services needed to achieve key child welfare outcomes.

2. Strengthen Family Centered Service and Wraparound

model that increases agency capacity to increase service accessibility and individualization of services statewide.

2.1 Develop a comprehensive plan to educate

stakeholders statewide. 2.2 Obtain internal permission to proceed with the

plan and present it to PTAC.

Nicky Anderson Diana Schafer

of services to children and families in WY. Summary of quarterly goals and plan(s) which show progress/barriers towards increasing statewide accessibility and individualization of key services needed by children and families served by DFS. Draft plan that describes how model will be strengthened through training of various

QTR 6 QTR 2 QTR 3

42

2.3 Implement the plan statewide.

3. Community Juvenile Service Boards (CJSB) will be

utilized to aid in the county/community evaluation of the local service array, to include the identification of service needs and the subsequent development of a strategic plan to aid in service provision and accessibility in order to properly connect families to appropriate services. Each participating counties’ strategic plan must:

Establish a means of central intake and assessment

for juveniles with an initial point of contact established within the community

Establish a detention standard and criteria designed to separate low-risk youth from higher risk youth

Establish a continuum of non-secure services, including early intervention, diversion, community services and placement and re-entry services

Identify funding sources for maintenance of plan

Technical assistance will be provided to participating and potential counties for help in forming/maintaining, developing/implementing boards, community assessment, strategic planning, budgeting, and so on.

Diana Schafer Jeff Herb, Debra Dugan-Doty

stakeholders statewide Approved plan Training schedule List of participating counties

QTR 7 QTR 1

43

DFS (in cooperation with partnering agencies) will conduct systemic project evaluations with the following performance indicators: Placement rates (number of youth in out-of-home

placement, length of stay in placement, re-entry into placement, number of days in placement)

Education rates (graduation rates by school district, school attendance, performance assessment for Wyoming students)

Juvenile Delinquency rates Detention rates (number of youth in detention,

length of stay in detention, re-entry into detention, number of days in detention)

3.1 Counties will provide monthly invoices outlining client services and cost of services to include report outlining new offenses committed by youth served. In addition, counties will undergo an annual evaluation and provide quarterly reports to the Juvenile Services Division which includes details regarding progress made towards their strategic plan, overall advancements/setbacks the board has made in local juvenile justice issues and plans for the next three months.

3.2 Positive outcomes stemming from strategic plans

will be shared with and promoted in counties with partners/stakeholders via region managers, steering committee and technical assistance representatives.

Jeff Herb, Debra Dugan-Doty

Bi-annual reports summarizing improvements in county’s service array as a result of strategic plans and activities

QTR 4

44

4. Review flexible funding process to assure

caseworkers can access funds to individualize services to meet the needs of children and families.

4.1 Form work group to identify issues regarding

accessing flexible funds. 4.2 Develop recommendations and create flexible

funding plan and/or policy. 4.3 Obtain approvals and implement plan and/or

policy.

Dan Wilde, Rick Robb, Debra Dugan-Doty

Work group roster Report summarizing issues and recommenda-tions Plan/policy

QTR 2 QTR 3 QTR 4


45



Primary Strategy 4: Provide supervision for improved outcomes in a culture of Family Centered Practice

Applicable CFSR Outcomes or Systemic Factors: Well-Being 1

Goal Supervisors will have the knowledge, skills, and tools to effectively supervise child welfare and juvenile probation caseworkers and will supervise using Family-Centered Practice values to effectively address well-being with all children and families.

Applicable CFSR Items: Item 18, 19 and 20



Quarter Due

Quarter Completed

Quarterly Update

1. Conduct strategic planning with supervisors. Plan will include aligning work done statewide with agency mission and values, as well as how to enhance the application of family-centered principles into supervision of casework practice to improve well-being outcomes.

1.1 Form a work group, consisting of supervisors and

managers from several jurisdictions across the state, who are recognized as leaders and early adapters. This group will also include state office partners.

Work group, Chris Smith & Deb Hibbard

Work group identified: names and positions

QTR 1

46

1.2 Contact NRCOI and NRCPFC for a joint consultation with agency to arrange technical assistance, specifically TA on strengthening and improving agency family-centered child welfare and juvenile probation supervision to ensure well-being isaddressed in all casework. Work group will attend joint consultation with NRCOI and NRCPFC to start planning how the NRCs can assist in development and implementation of a supervision strategic plan, part of which will address supervisor training.

1.4 Work group will conduct strategic planning by: Meeting every other month for at least one year

(six meetings) to develop the plan as a team in collaboration with NRCOI and NRCCWDT;

Defining current approach to supervision and identify the values and principles that should guide supervision;

Engage in brief time study to capture information on their current activities;

Identify strengths and barriers to the current system and what ideal supervision practice looks like;

Determine how Supervision for Success

Work group, Chris Smith & Deb Hibbard

Written request submitted to RO that outlines TA needs for joint consultation. Dates, names of individuals in attendance and synopsis of key recommendations as a result of consultation. Written values and principles; time study analysis; and strategic plan

QTR 1 QTR 1 QTR 1-4

47

principles will fit within the strategic plan; Develop a comprehensive strategic plan to

strengthen supervision; Ensure that the plan incorporates steps to address

improving supervision for diligent search and family engagement, as well as quality worker visits with children and parents.

Included in this plan will be methods to evaluate effectiveness of supervision in improving case management and outcomes (i.e. what outcomes will be achieved and how they will be measured).

1.5 Work group will finalize the strategic plan, which

will include prioritizing and sequencing for implementation.

1.6 Plan will be approved by administration/director’s unit.

1.7 Implementation of plan will begin by systematically engaging supervisors statewide, using the prioritized plan for implementation.

2. Hold quarterly supervisor meetings to improve

leadership and practice in ensuring well-being is addressed in casework practice across all stages of service delivery.

2.1 Meeting topics will be related to supervision plans

and may include discussion regarding barriers to

Work group, Chris Smith & Deb Hibbard Work group, Chris Smith & Deb Hibbard training unit

Final plan Memo of approval Summary of steps accomplished Report of dates of quarterly meetings, agenda topics and synopsis of

QTR 5 QTR 5 QTR 6-8 QTR 1-8

48

the process. 2.2 Supervisors will be asked to share effective

strategies and tools used in their areas to improve practice around well-being.

2.3 Systemic issues identified through supervision

and supervision plan will be discussed.

Work group, Chris Smith & Deb Hibbard training unit

barriers and/or implementation success in ensuring supervision is effectively occurring statewide to ensure well-being is addressed in caseworker practice that is grounded in family-centered practice.

QTR 1-8 QTR 1-8 QTR 7&8


49


Strategy Measurement Plan and Quarterly Status Report Primary Strategy 5: Increase self-evaluative and continuous quality improvement capacity of local DFS child welfare units to achieve well-being outcomes for children and families through the development and implementation of program improvement plans called Mini PIP’s.

Applicable CFSR Outcomes or Systemic Factors: Well-being Outcome 1

Goal: Create a sustainable and effective process where DFS and communities can collaborate and engage in solution planning that result in the achievement of well-being outcomes for children and families.

Applicable CFSR Items: Items 17, 19, and 20



Quarter Due

Quarter Completed

Quarterly Update

1. Finalization of Mini PIP procedures. a. Finalize the process for Mini PIP’s including

purpose, content expectation, agency- community collaboration, schedule, monitoring and evaluation aimed at achieving well-being outcomes for children and families.

Lindee Wiltjer and WYCRP

Finalized Mini PIP process aimed at achieving well-being outcomes for children and families

Quarter 1

50

2. Initiate community meetings to inform the development of 4 county specific mini PIP’s per year.

3. Develop, implement and monitor 4 county specific Mini

PIP’s per year based on, at least, CFSR data and community/staff input. 3.1.At least one PIP will include a focus on assessing

and addressing the needs of children, parents, and foster parents.

3.2.At least one PIP will include a focus on improving the frequency and quality of caseworker contacts with children in foster care and in-home cases.

3.3.At least one PIP will include a focus on improving the frequency and quality of caseworker contacts with parents in foster care and in-home cases.

Lindee Wiltjer & WYCRP

Quarterly synopsis of completed community meetings including area, dates and agenda. Quarterly synopsis of completed Mini PIP’s: strategies, implementation barriers and successes, monitoring processes and overall effectiveness of the strategy. Table of CFSR Outcomes, Items and Systemic Factors addressed in Mini PIP’s.

Quarter 2, 4, 6 & 8 Quarter 2, 4,6 & 8


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National Standards Measurement Plan and Quarterly Status Report

Documents

Wyoming Program Improvement Plan (PIP) 2010fosteringcourtimprovement.org/CFSR/CFSR2Reports/WY/PIPReport2ndRoundCFSR.pdfdevelop a comprehensive Program Improvement Plan (PIP) to create