HomeMy WebLinkAboutAgreement A-20-294 System Improvement Plan.pdfCalifornia - Child and Family Services
Review
Fresno County System Improvement Plan
December 27, 2019 – December 26, 2024
Table of Contents
Agreement No. 20-294
Table of Contents
SIP Narrative .......................................................................................................................... PAGE 1
Child Welfare /Probation Placement Initiatives ................................................................... PAGE 49
Five-Year SIP Chart (Child Welfare) ........................................................................ ATTACHMENT A
Five-Year SIP Chart (Probation) .............................................................................. ATTACHMENT B
PSSF Family Reunification Program & Evaluation Description .............................. ATTACHMENT C
PSSF Family Reunification Program & Evaluation Description .............................. ATTACHMENT D
PSSF Post-Adoption Services Program & Evaluation Description ……………………… ATTACHMENT E
PSSF Post-Adoption Program Services & Evaluation Description .......................... ATTACHMENT F
PSSF Family Preservation/Family Support Program & Evaluation Description …. ATTACHMENT G
CAPIT/CBCAP/PSSF Family Preservation/Family Support Program & Evaluation
Description………………………………………………………………………………………………………..ATTACHMENT H
CAPIT/CBCAP/PSSF Expenditure Workbook .......................................................... ATTACHMENT I
California - Child and Family Services Review
Introduction
Fresno County is a large county in Central California. Fresno County has a population of 994,400 and
is the 10th most populous county in the state. Fresno County is unique in that it has both significant
urban and rural areas. Fresno County has 15 incorporated cities comprised of: Clovis, Coalinga,
Firebaugh, Fowler, Fresno, Huron, Kerman, Kingsburg, Mendota, Orange Cove, Parlier, Reedley, San
Joaquin, Sanger and Selma 1.
Census-Designated locations include: Auberry, Big Creek, Biola, Bowles, Calwa, Cantua Creek,
Caruthers, Centerville, Del Rey, Easton, Fort Washington, Friant, Lanare, Laton, Malaga, Mayfair,
Minkler, Monmouth, Old Fig Garden, Raisin City, Shaver Lake, Squaw Valley, Sunnyside, Tarpey
Village, Three Rocks, Tranquility, and West Park.
Unincorporated Communities include: Avocado, Burrel, Dunlap, Highway City, Mercey Hot Springs,
Prather, Rolinda, and Tollhouse.
About the California Child and Family Services Review (C-CFSR)
The C-CFSR is a result of Assembly Bill (AB) 636 enacted in 2001, which provided a framework for
the development of a new outcome-based review to be conducted in all 58 counties in California.
The purpose of the C-CFSR is to strengthen the accountability system used in California for the entire
continuum of services from prevention through aftercare for the Child Welfare and Juvenile
Probation systems. The C-CFSR system establishes core outcomes that are central to maintaining
an effective system of child welfare services based on mandated federal measures and outcomes.
The C-CFSR system focuses on the safety, permanency, and well-being of foster and probation
children and youth. Included in the C-CFSR process is the County Self-Assessment (CSA), which
includes the Peer Review, the System Improvement Plan (SIP), and SIP Progress Reports.
The CSA is the first component of the five-year C-CFSR cycle, and it informs the development of the
County SIP. The CSA is a comprehensive assessment of the county population, Child Welfare and
Probation services, County-level performance on Federal and State outcome measures, and the Peer
Review. The CSA also includes child abuse prevention requirements for a needs assessment as
required by the Office of Child Abuse Prevention (OCAP). Fresno County completed its most recent
CSA in 2019.
Following the completion of the CSA, the California Department of Social Services (CDSS) and the
County enter into an operational agreement known as the SIP to address areas needing
improvement. The SIP is developed every five years by the lead agencies in collaboration with their
local community, prevention and early intervention partners and is approved by the county Board
of Supervisors (BOS). It provides an outline for how the county will improve their system of care for
children and families. The SIP also identifies how programs and services funded with Child Abuse
Prevention and Intervention Treatment (CAPIT), Community-Based Child Abuse Prevention (CBCAP),
and Promoting Safe and Stable Families (PSSF) funds will address priority needs within the Child
Welfare services continuum.
1 https://en.wikipedia.org/wiki/Category:Cities_in_Fresno_County,_California
California - Child and Family Services Review Following the development of the five-year SIP, the County Child Welfare Department and Probation
Placement Agency, in collaboration with their community partners, will develop and submit to CDSS
an annual SIP Progress Report.
The stakeholder feedback received during the CSA assisted in the development of the Fresno
County’s SIP. Stakeholders and core representatives provided insight into the needs of Child Welfare
and Probation populations. In addition, the CSA included Fresno County’s demographic information,
Child Welfare and Probation’s infrastructure, and outcome measure performance. The County has
utilized all of the information gathered from the CSA to identify strengths, needs, and gaps in
services to determine the goals and strategies to improve performance and outcomes for the 2019-
2024 SIP.
1 California - Child and Family Services Review
SIP Narrative
C-CFSR Team and Core Representatives
The 2019 Fresno County CSA was a collaborative effort involving many external stakeholders and
internal county staff. The contribution from stakeholders provided invaluable information for
the CSA and ensured the successful development of the SIP. Principal participants in the C-CFSR
process include representatives from the County Child Welfare and Juvenile Probation
departments, CDSS, and local community stakeholders. CDSS provided consultation, support,
and assistance to Child Welfare and Probation to ensure requirements and federal guidelines
were met throughout the process. Stakeholders consisted of required participants and other
agency/community organizations that deliver services to children and families in Fresno County
who were invited to participate in the CSA and SIP process and/or development.
The following list represents the Core Representatives:
Child Welfare:
• Delfino Neira, Social Services Director
• Tricia Gonzalez, Deputy Director – Child Welfare
• Dalvin Baker, MSML, Program Manager
• Laura Lopez, Program Manager
• Lauri Moore MSW, Program Manager
• Dana Parker, Program Manager
• Shawn Peyvandi MHC, Program Manager
• Renee Ramirez, Program Manager
• Rita Valenzuela Bohannon MSW, Program Manager
• Cheri Archuleta, Social Work Supervisor
• Justin Johnson, Social Work Supervisor
• Raymundo Zermeno, Senior Staff Analyst
• Michael Kifer, Staff Analyst
• Cheng La Yang, Staff Analyst
• Sharlee Lorenzo, Staff Analyst
Probation:
• Kirk Haynes, Chief Probation Officer
• Vicki Passmore, Juvenile Division Director
• Chris Maranian, Probation Services Manager
California Department of Social Services:
• Katie Sommerdorf, Outcomes and Accountability Manager
• Trang Do, Outcomes and Accountability Consultant
2 California - Child and Family Services Review • Krista Gurko, Social Services Consultant, Office of Child Abuse Prevention
C-CFSR Stakeholder Engagement
Fresno County developed its SIP goals and strategies from input received during the CSA process.
Throughout the SIP planning process, the Fresno Implementation Team (FIT) Data and Evaluation
committee, which includes Child Welfare management and Probation representatives, was
engaged in the SIP development process. The management team then sought buy-in from
internal staff, stakeholders, and community partners to continue the SIP efforts in Fresno County.
The SIP is a continuation of the work plan that was developed during the CSA and information
learned during the CSA has been utilized in the SIP’s development. The outcome measures
selected for the SIP, as described in the following pages, were gathered from a collective of
information throughout the CSA process. The information included in the development of the
SIP was comprised of baseline data from the CSA, feedback learned from focus groups, surveys
and stakeholder meetings, and ongoing collaboration with CDSS that assisted Fresno County in
learning about its strengths, areas needing improvement and gaps in service.
Stakeholder Meetings
As part of the CSA, a large stakeholder meeting was held in January 2019 that included core team
members, child welfare and probation representatives, and partners from various agencies in
Fresno County. Approximately 90 stakeholders were invited and of those, 57 attended, at an
attendance rate of 64%. Fresno County Staff Development facilitated small table discussions and
asked for feedback on pre-selected topics including: Re-Entry/Reunification, Recurrence of
Maltreatment, Placement Stability, Transitional Age Youth, service array, workforce efficacy and
development, engagement, and permanency. The large stakeholder meeting sought to examine
the strengths and needs within Fresno County’s continuum of care from prevention to aftercare.
The table below represents the stakeholders that participated.
Fresno County Stakeholder Meeting
Agency/Community Organization
Aspiranet Focus Forward
California Department of
Social Services (CDSS)
Foster Care Standards and
Oversight Committee
California Psychological
Institute
Fresno County Child Abuse
Prevention
(FCCAP)
Central Valley Regional
Center (CVRC)
Fresno County Superintendent
of Schools
Comprehensive Youth
Services
Fresno Police Department
County Counsel Marjaree Mason Center
Court Appointed Special
Advocates (CASA)
North Fork Rancheria
3 California - Child and Family Services Review Department of Behavioral
Health
North Star Foster Family
Agency
Department of Probation Picayune Rancheria
Department of Public
Health
Universal Health Network
Department of Social
Services
Valley Teen Ranch
First 5 Fresno County Workforce Development
Board
Child Welfare held focus groups the week of February 4, 2019 with Social Workers, Social Work
Supervisors, Resource Parents, Birth Parents and current and former Foster Youth. Probation
held focus groups on May 16, 2019 with Resource Parents, Birth Parents, and Probation Youth.
Probation Placement Officers participated via web-based surveys to provide their feedback. The
Fresno County Child Welfare, Data and Evaluation committee developed a set of questions for
each focus group that centered on permanency.
Child Welfare Program Managers and Supervisors that attended the planning meetings identified
Social Workers and Supervisors to participate in the focus groups. It was determined that the
Quality Parenting Initiative (QPI) group of resource parents that meet on a monthly basis would
be utilized to participate the resource parent focus group. A birth parent support group that is
facilitated through Fresno County’s Parent Partner contract was identified to participate in the
birth parent focus group. Finally, Fresno County’s Independent Living Skills (ILP) program agreed
to assist with the identification of youth to participate in the foster youth focus group.
Fresno County Staff Development was utilized to assist in conducting the focus groups for social
workers, social work supervisors, resource parents, birth parents, and foster youth. Focus
Forward facilitated the focus groups for Probation as well as the foster youth focus group. E-mail
invitations were sent out to social workers, social work supervisors and resource parents. Fresno
County’s Parent Partners reached out to birth parents to solicit their participation in the focus
group and an ILP social worker coordinated the foster youth focus group. The facilitators were
provided a script to explain the purpose of the focus groups and all participants signed a
confidentiality agreement.
The goal was to have 8-10 participants in each focus group. The social worker group and the
social work supervisor group each had nine participants. The resource parent group had the
largest number of participants at 30, as the focus group was held during one of the Quality
Parenting Initiative’s (QPI) regularly scheduled monthly meetings. The birth parents had 10
participants in the first focus group held on February 8, 2019 and a second focus group was
requested by the birth parents, which had three participants and was held on February 26, 2019.
The foster youth focus group had six participants.
4 California - Child and Family Services Review Peer Review
Fresno County’s Peer Review was completed during the week of February 25, 2019 with six Child
Welfare Social Workers and three Probation Officers from counties throughout California (listed
below). County Child Welfare agencies and Probation departments were responsible for jointly
conducting the Peer Review in collaboration with the California Department of Social Services
(CDSS). The Peer Review is the process by which counties learn, through qualitative examination
of county practice, how to improve services for children and families with respect to a specific
outcome. During the review, staff from peer counties interview host county case carrying social
workers and probation officers regarding county practice. Utilizing peers from other counties
promotes the exchange of best practice ideas between the host county and the peer counties.
The focus of the review for Child Welfare and Probation was on timely permanence. Child
Welfare selected P1: Permanency in 12 months (entering foster care) and Probation selected P2:
Permanency in 12 months (12-23 months in care).
Fresno County in conjunction with CDSS selected peer counties based upon their strong
performance in the selected focus areas. Child Welfare social workers from Madera, Riverside,
Sacramento, Santa Clara, Tulare and Ventura and probation officers from Monterey, Riverside
and Sonoma counties participated as peer reviewers. There were a total of six Child Welfare
services peers and three Probation peers.
During the five-day review, there were three review teams comprised of two Child Welfare peers
and one Probation peer. Each team reviewed six Child Welfare cases and two Probation cases.
A total of 34 Child Welfare cases and Probation cases were randomly selected by CDSS for
children with a removal date from October 1, 2016 to October 1, 2017. Child Welfare then
selected 18 cases for review from the 34 provided by CDSS, which included a variety of
permanency status, age ranges, genders, ethnicities, Indian Child Welfare Act (ICWA) status and
removal reasons. Probation selected nine cases for review.
Systemic Factors, Unmet Needs and Gaps in Services Identified in the CSA
A number of systemic factors, unmet needs and gaps in services were identified through the CSA
process. Fresno County has made efforts to include strategies and action steps in the SIP to
address as many of these areas as possible. Areas presenting opportunities for growth identified
by the C-CFSR stakeholders include, but are not limited to, the following:
Lack of participation by family members in Child and Family Team (CFT) meetings
Lack of preparation by the social worker for CFT meetings
More aftercare services needed for children and families when cases close
Need to strengthen Family Finding efforts throughout the life of the case
Delays in placing with relatives when an initial emergency placement is not possible
Need to expedite court ordered services for parents such as domestic violence services,
5 California - Child and Family Services Review substance abuse treatment, and mental health services
More services needed to rural areas such as transportation and substance abuse
treatment
More substance abuse services needed for youth
Staff turnover/lack of stability in workforce in Child Welfare
High caseloads for Child Welfare social workers
Inconsistent court reports – lack of detail as well as late reports
Following the completion of the CSA, the FIT Data and Evaluation committee engaged in regular
meetings to discuss the findings of the CSA and develop possible goals and strategies for the SIP.
In addition, Fresno County continued to collaborate with their stakeholders and CDSS through
the development of the SIP. Fresno County has designed its SIP goals and strategies based on
feedback received from stakeholder input and focus groups conducted during the CSA and
ongoing discourse with the leadership team and key stakeholders. The following pages describe
Fresno County’s SIP goals, strategies and action steps designed to improve outcomes for Child
Welfare and Probation families.
Prioritization of Outcome Data Measures/Systemic Factors and Strategy Rationale
Outcomes Measure and Strategy Selection
The Fresno County Department of Social Services (DSS) is committed to improving outcomes for
children and youth in the following areas:
Safety – Preventing and responding to the maltreatment of children and youth.
Permanency – Helping children remain with their family and out of foster care whenever
possible, by preserving family relationships and connections for foster youth, and by
establishing a permanent plan, such as guardianship and adoption, when it is unsafe for
youth to return home.
Well-Being – Partnering with families as they improve their capacity for meeting their
children’s physical, emotional, and educational needs.
Fresno County understands that community feedback and internal analysis such as that
conducted during the CSA and SIP development is paramount to upholding those commitments.
Based on the analysis of data collected during the CSA and SIP process through stakeholder
meetings, focus groups, and the peer review, Fresno County has identified the outcomes to be
addressed as the focus for this next 5-year SIP by Child Welfare, Juvenile Probation, and OCAP
providers:
Child Welfare – P1 Permanency in 12 Months (entering foster care)
Child Welfare – P3 Permanency in 12 Months (24 months or more)
Child Welfare – Staff, Caregiver, and Provider Training
6 California - Child and Family Services Review Child Welfare – Agency Collaboration - Court
Probation – P1 Permanency in 12 Months (entering foster care)
Probation – P2 Permanency in 12 Months (in care 12-23 months)
For priority outcome measure P1 – Permanency on 12 months (entering foster care) the target
improvement goal identified is to increase the permanency rate to 35% by the end of the five-
year SIP. A permanency rate of 35% falls below the national standard of 40.5% however, the
most recent data performance shows Fresno County has been trending in the negative direction
for this outcome measure. Therefore, Fresno County hopes to make progress for this outcome
measure in the current SIP cycle while looking for opportunities for further growth in the future.
For priority outcome measure P3 – Permanency in 12 months (24 months or more) the national
standard was chosen as the target improvement goal. This goal was chosen because the most
recent performance data reflects that Fresno County is trending in the positive direction in this
area and the national standard of 30.3% permanency rate is achievable.
In regards to the systemic factor, Staff, Caregiver, and Provider Training the target improvement
goal is to increase social work staff retention by 20% by the end of the 5-year SIP. A goal of
increasing social work staff retention by 20% was chosen because Fresno County employee data
collection information from 2015-2018 reflects that Fresno County’s turnover rate for social work
staff for that timeframe was 61%. In regards to the systemic factor, Agency Collaboration – Court
the target improvement goal is to decrease court continuances by 30% by the end of the 5-year
SIP. A goal of decreasing court continuances by 30% was chosen because Fresno County juvenile
court data from 2016-2018 reflects that the juvenile court continuance rate is 16.2% for that
timeframe.
Child Welfare – P1 Permanency in 12 Months (entering foster care)
The C-CFSR team has identified Permanency in 12 months (entering foster care) as a priority
outcome for the 2019-2024 SIP. As described in the CSA, Fresno County’s rate of permanency in
12 months from entering foster care has decreased from 26.8% in Q4 2014 to 21.6% in Q4 2018.
Despite Fresno County’s effort to improve its permanency rate in the previous SIP cycle, Fresno
County continues to perform well below the National Standard of 40.5%.
Fresno County has historically struggled to make a significant positive impact to the outcome
measure P1. In the previous SIP, Fresno County’s focus was on the visitation planning model as
the primary method with which to facilitate timely permanence. While the progression of
visitation between children and their parents is an important component in achieving
permanency, there are many other factors that impact permanency for children. As Fresno
County has integrated Continuum of Care Reform (CCR) over the past several years into its policy
and practices there is an emphasis on a greater team approach to the safety, permanence, and
well-being of children. Child and Family Team (CFT) meetings, Family Finding, Resource Family
Approval, Child and Adolescent Needs and Strengths (CANS) assessment, and Levels of Care are
just a few of the practices that have helped to re-shape how Child Welfare and Probation work
7 California - Child and Family Services Review with children and families to achieve positive outcomes.
In order to effect a positive change in achieving permanency for children in foster care, Fresno
County plans to focus its efforts on strengthening the components that appear to have the
greatest potential impact on timely permanence. According to the California Department of
Social Services’ legislative report on Continuum of Care Reform (CCR) released in January 2015,
the guiding concepts and principles for CCR include:
Working with the child, youth and family as part of a team is fundamental
Recognition that children and youth in foster care have been affected by trauma due to
being separated from their families in addition to the circumstances that led to their
removal
The need for culturally relevant services and supports for children and youth
Efforts to achieve legal permanency are necessary for every child and youth including
establishing connections to siblings and extended family members2
It is these guiding principles that lead Fresno County to believe that strengthening the CFT
process, augmenting Family Findings efforts, and expediting the timeframe with which parents
are engaged in services will lead to an increase in timely permanence for children in foster care.
Strategy 1: Strengthen child and family team (CFT) meetings in order to identify permanency
outcomes early and ongoing throughout the life of a case.
One strategy that Fresno County will use to address outcome measure P1 Permanency in 12
months (entering foster care) is Child and Family Team meetings. CFT meetings have the
common goals of safety, permanence, and well-being through shared decision-making and
building positive relationships between social workers and the families they serve. The CFT
meeting is a process by which staff, parents, extended family members, service providers and
youth are engaged in a teaming effort to coordinate, communicate and collaborate on such issues
as case plan development, stabilizing placements for children and youth, and establishing
permanent connections for children and families.
The results of the Fresno County stakeholder meeting and focus groups conducted during the
CSA revealed that birth parents, resource parents, social workers, and service providers saw the
benefits of CFT meetings in achieving positive outcomes for families. A study conducted in
Washington (District of Columbia) compared permanency outcomes for children who had family
team meetings with those who did not. The study found that, “The meetings significantly
increased the likelihood that children would be placed in kin foster homes, have family group-
type permanency goals, exit care faster, and be discharged to family or relatives.”3 The difficulties
reported for CFT meetings in the CSA were the overall lack of consistency, preparation, and
2 https://www.cdss.ca.gov/cdssweb/entres/pdf/CCR_LegislativeReport.pdf
3 https://www.sciencedirect.com/science/article/pii/S0190740910001027
8 California - Child and Family Services Review participation. Specifically, concerns were identified regarding the lack of preparation for CFTs by
social workers and the lack of participation by all team members, particularly family members.
Fresno County began working on the implementation of CFT meetings since the inception of
Continuum of Care Reform. CDSS mandates that a CFT meeting be held every six months for
every child in foster care. The implementation of CFT meetings has been a dynamic process that
constantly requires monitoring and evaluation. As a result, the department developed a CFT
workgroup comprised of department staff, community partners, and service providers to
implement and monitor the CFT process.
In 2018, the department had several staff participate in a training for trainers on the facilitation
of CFT meetings. Beginning in January 2019 through July 2019, the department trained all social
workers on facilitating CFT meetings. Fresno County’s current practice is to hold a CFT meeting
a minimum of every ninety days or more often as needed. Initially, case managers were
facilitating all CFT meetings however, in the latter part of 2019, Team Decision Making (TDM)
meeting facilitators began facilitating the initial CFT on all cases and are assisting with the
facilitation of the more challenging CFT meetings. TDM facilitators have received specialized
training and are more experienced on group facilitation therefore; they are better equipped to
handle the unique challenges that often come with leading group discussions. This training and
experience has helped provide greater consistency in the preparation of CFTs and assists in
having clear, concise, and focused discussions.
Fresno County continues to work to refine and enhance its CFT process and the CFT workgroup
is actively working to identify issues and challenges with the CFT process. CFT meetings are the
cornerstone of improving the goal of timely permanence for foster youth. The department
expects that the continued implementation of the CFT process and the action steps discussed
below will enhance the working relationships with families, service providers, and community
partners. By increasing our engagement efforts with families and partners through the CFT
process, the department anticipates greater openness, improved understanding, and solutions
that will be tailored to the unique needs of children and families served. Fresno County remains
committed to ensuring CFT meetings ongoing successful implementation in the 2019-2024 SIP.
Action Steps
A. Develop a policy and procedure guide adhering to the state guidelines and feedback received
during the CSA. The department is currently drafting the CFT procedures to support the
continued implementation of the CFT process. The policy will include the following elements
in accordance with State mandates:
Purpose of CFT meetings
Frequency of CFT meetings
Triggering events for CFT meetings such as a placement disruption or mental health
crisis for the child
Team participants or who should be invited
9 California - Child and Family Services Review Pre-meetings including individual and joint meetings designed to prepare birth
parents, youth, resource parents and others for the CFT meeting
The incorporation of the Child and Adolescent Needs and Strengths (CANS)
assessment in the CFT discussion
B. Provide training to staff on the CFT policy and procedure guide. The department is currently
working with Fresno County Staff Development on the implementation of continued
CFT/CANS training for staff. This training will be provided to newly hired social workers during
induction training. The training will also be open to all staff who need a refresher training on
CFT and CANS. The training will include best practices in the facilitation of CFTs along with
training to the policy and procedure guide. A significant challenge identified in the CSA was
the lack of preparation by social workers for CFT meetings and the lack of participation family
members. By training staff on best practices and providing the tools and language necessary
to fully engage clients in the CFT process, the department anticipates a shift in quality of CFT
meetings resulting in improved outcomes for youth and families.
B1. Child Welfare will collaborate with Fresno County Staff Development to provide training
to all social work staff on the CFT policy and procedure guide, including CANS, in induction
training.
B2. Child Welfare will collaborate with Fresno County Staff Development to provide a
refresher course to all current social work staff and have ongoing trainings for newly hired
staff.
C. Analyze compliance regarding the frequency of CFT meetings. Fresno County currently
documents CFT meetings in the Child Welfare Services/Case Management System
(CWS/CMS). Safe Measures captures the initial and ongoing CFT meetings through data
extracts from CWS/CMS. The department will monitor its compliance of the initial and
ongoing CFT meeting.
D. Evaluate and monitor CFT meeting implementation. The department will develop surveys for
CFT participants to determine:
The department’s adherence to the policy and procedure guide
The quality of the CFT meeting i.e. did the team accomplish the goals set forth in the
meeting
The responsiveness of team members i.e. were they actively engaged and
participating in the CFT meeting
Collecting information via surveys will assist in identifying and addressing the concerns
raised in the CSA regarding preparation and participation in CFTs. The department will
compile the data on a quarterly basis into a qualitative report to then be combined with the
10 California - Child and Family Services Review quantitative data collected on the frequency of CFT meetings. This data will then be shared
with the Child Welfare leadership team on a quarterly basis.
Evaluating and Monitoring
The CFT workgroup, which supports the monitoring of CFT implementation and development,
has been meeting since 2016. The CFT workgroup meets to discuss the strengths and areas
needing improvement of the CFT process. As previously mentioned, the workgroup is also
currently working on the development of a policy and procedure guide for CFTs. The CFT
workgroup will continue to meet and provide guidance and recommendations on evaluation
activities. The CFT workgroup will test the validity of the surveys that will be provided to CFT
participants. The CFT workgroup will utilize the CFT surveys as a means to evaluate the fidelity
of CFT implementation. It will also monitor the frequency of CFT meetings department wide
using data extracts from Safe Measures.
The department expects the CFT strategy to improve the performance over time for the following
federal outcomes measures:
P1 Permanency in 12 months (entering foster care)
P2 Permanency in 12 months (in care 12-23 months)
P3 Permanency in 12 months (in care 24 months or more)
P4 Re-entry into foster care
P5 Placement stability
The department’s Continuous Quality Improvement (CQI) unit monitors Fresno County’s
performance in these outcome measures as well as practice elements linked to the safety,
permanence, and well-being of children in foster care through quarterly case reviews.
Systemic Changes Needed
There are no systemic changes that are needed at this time.
Education and Training Needs
The department is in the process of working with Fresno County Staff Development on the
implementation of the CFT/CANS training that will be rolled out in 2020. The training will adhere
to State mandates in regards to the CFT process and CANS assessment as well as the county policy
and procedure guide currently in development.
Roles of Other Partners
The CFT workgroup includes partners from Fresno County Behavioral Health, Foster Family
agency representatives, and Fresno County Staff Development. In addition, the department is
looking to engage our Differential Response (DR) providers in CFT meetings for those families
who are exiting the Child Welfare system for linkage to aftercare services. The need for more
11 California - Child and Family Services Review aftercare services was an area identified as needing improvement in the CSA. The department
hopes to engage its contracted DR providers to fulfill the need for more aftercare services families
upon dismissal of their case.
The success of this strategy and impact of CFTs on the outcome measure performance depends
significantly on the role of partners within a family’s CFT and their support network.
Technical Assistance
The department does not anticipate the need for technical assistance for the successful
implementation of this strategy.
Strategy 2: Implement intensive family finding efforts to ensure that children and youth in care
can maintain and develop permanent connections with relatives and other important individuals
in their lives early and ongoing.
The purpose of undertaking family finding activities is to ensure that children and youth in care are
able to maintain and develop permanent connections with relatives and other important individuals
in their lives, as well as reduce the length of time children are in foster care. According to the National
Institute for Permanent Family Connectedness:
“The Family Finding model seeks to build or maintain the youth’s Lifetime Family
Support network for all youth who are disconnected or at risk of disconnection through
placement outside of their home and community. The process identifies relatives and
other supportive adults, estranged from or unknown to the child, especially those who
are willing to become permanent connections for him/her. Upon completion of the
process, youth have a range of commitments from adults who are able to provide
permanency, sustainable relationships within a kinship system, and support in the
transition to adulthood and beyond. Keeping safety at the forefront and using a family-
driven process, families are empowered to formulate highly realistic and sustainable
plans to meet the long-term needs of children and youth. Child outcomes may include
increased reunification rates, improved well-being, and placement stability, transition
out of the child welfare system, decreased re-entry rates, and stronger sense of
belonging for children.”4
Fresno County began its family finding efforts in 2008 while participating in the Family-to-Family
initiative. At that time, the department had two permanency specialists to assist social workers
with the identification of relatives and mentors in order to establish permanent connections for
children and youth in care. In 2011, Fresno County began participating in the California Partners
for Permanency (CAPP) grant, which was a five-year federal grant aimed at improving
permanency outcomes for all children and reduce the disparities for African American and
4 http://www.familyfinding.org/moreaboutfamilyfinding.html
12 California - Child and Family Services Review American Indian children in or entering foster care. At that time, the department created a
dedicated family finding unit.
Currently, the family finding unit is comprised of a social work supervisor, three social workers, and
two office assistants whose sole purpose is to assist social workers in locating relatives for children
and youth in foster care. California Welfare and Institutions Code sections 309 and 628 requires that
counties identify, locate and notify relatives of a child who has been removed from his or her home
as enacted by Assembly Bill (AB) 938. In alignment with state mandates, Fresno County requires that
a family finding referral be initiated within 30 days for every child who comes into the foster care
system.
It is the practice in Fresno County that throughout the life of a case, social workers routinely
inquire about relatives and mentors. At the time a child comes into care, Fresno County makes
concerted efforts to place with relatives or mentors if possible. In addition, staff can make a
referral to our Family Finding unit to assist with locating relatives for placement or permanent
connections. The Family Finding unit has provided training to social work staff in the case
management divisions on an ongoing basis. In addition, Family Finding staff has stationed
themselves in the various Child Welfare buildings to answer questions from social work staff and
to provide information and support on Family Finding efforts.
During the Peer Review, family finding was identified as an area needing improvement. While it
appears that social workers routinely submit family finding referrals, there is a breakdown in how
the information provided by the family finding unit is being used to establish and/or maintain
permanent connections for children and youth. Family finding plays a pivotal role in the safety,
permanence, and well-being of children in foster care. Fresno County believes that family finding
can lead to positive outcomes for children and youth in foster care by providing them with
lifelong connections to family. Whether family members are able to provide a permanent plan
for children in the absence of their parents or provide a sense of belonging by remaining
connected to a child in out of home care, family connections can lessen the trauma and loneliness
experienced by foster children and youth.
The department expects that the implementation of intensive family finding efforts and the
action steps discussed below will improve identification and engagement of relatives and other
important adults in the lives of foster children and youth across the child welfare spectrum.
Fresno County remains committed to augmenting its family finding and engagement efforts in
the 2019-2024 SIP.
Action Steps
A. Develop a Policy and Procedure Guide (PPG) for intensive family finding that clearly
defines the continuum of family finding and engagement efforts across the child welfare
spectrum from Prevention through Permanency. The department will organize a strategy
workgroup to assess current practices and compare with best practices (gap analysis) in
13 California - Child and Family Services Review the area of family finding. The Peer Review that was completed during the CSA involved
several California counties reviewing a sample of Fresno County’s cases specifically
looking at Permanency in 12 months (entering foster care). That review resulted in the
identification of several gaps in family finding efforts. First, concerns were raised with
how information provided by the family finding unit is being utilized by social workers to
engage family members and other important adults in the lives of children and youth in
foster care. Second, while there appeared to be consistent use of family finding at the
initial opening of a child welfare case, as the case moved through the system the use
Family Finding and Engagement efforts appears to taper off.
The Family Finding unit has provided training to staff in an effort to bolster Family Finding
and Engagement efforts department wide. Despite these efforts, the family finding unit
remains an underutilized resource within the department. By creating a strategy
workgroup and developing a PPG, that clearly outlines the expectations and best practices
regarding Family Finding, the department hopes to continue to strengthen and broaden
its efforts to identify and locate permanent family connections for children and youth in
foster care.
B. Provide training to staff on the family finding policy and procedure guide. The family
finding team will consult with Fresno County Staff Development on the development of
family finding training material. The training will, at a minimum, include:
When to make a family finding referral
What information to include in a family finding referral
How to proceed with the information received from the family finding unit
How to document family finding efforts in CWS/CMS
How to document family finding efforts in a court report
The supervisor’s role in reviewing family finding efforts
B1. The family finding unit will provide training to all social work staff on the family finding
police and procedure guide by individual units throughout the department until all staff
have been trained.
B2. The family finding unit will provide a refresher course to all current social work staff
and have ongoing trainings for newly hired staff.
C. Analyze current data collection methods for family findings referrals and outcomes.
Currently, the family finding unit collects data on the number of family referrals received.
The family finding strategy workgroup will combine that data with family finding
information that is documented in CWS/CMS.
14 California - Child and Family Services Review D. Evaluate and monitor intensive family finding efforts. The department will monitor family
finding efforts through the following activities:
Number of family finding referrals received
Family finding efforts as documented in CWS/CMS
Social work supervisor review of family finding efforts as documented in court reports
Number of children placed with relatives
CQI case reviews
Monitor federal outcome measures on permanency
Evaluating and Monitoring
The family finding team, which supports family finding and engagement efforts for the
department was formally established in 2011. The family finding team is the hub for family
finding and engagement information, resources, training tools, and data collection. The family
finding strategy workgroup work will work with the family finding team to provide guidance and
recommendations on evaluation activities. The family finding workgroup will also monitor the
number of family finding referrals through the family finding unit and data extracts from
CWS/CMS. In addition, the family finding workgroup will elicit feedback from social work
supervisors on the quality of information provided in court reports.
The department expects the intensive family finding strategy to improve the performance over
time for the following federal outcomes measures:
P1 Permanency in 12 months (entering foster care)
P2 Permanency in 12 months (in care 12-23 months)
P3 Permanency in 12 months (in care 24 months or more)
P5 Placement stability
The department’s Continuous Quality Improvement (CQI) unit monitors Fresno County’s
performance in these outcome measures as well as practice elements linked to the safety,
permanence, and well-being of children in foster care through quarterly case reviews.
Systemic Changes Needed
There are no systemic changes that are needed at this time.
Education and Training Needs
The department will consult with Fresno County Staff Development on training curriculum for
family finding efforts and engagement. The training will adhere to State mandates, best practices
as well as the county policy and procedure guide that will be developed
15 California - Child and Family Services Review Roles of Other Partners
This strategy involves no collaboration with outside agencies or partners.
Technical Assistance
The department does not anticipate the need for technical assistance for the successful
implementation of this strategy.
Strategy 3: Expedite services to parents to ensure that parents are able to reunify with their
children in a timely manner.
The CSA process revealed a barrier to timely permanence in regards to delays in connecting
parents to services. What the CSA process uncovered is that there are multiple systemic factors
hindering parents getting into court ordered services in a reasonable timeframe. Parents who
participated in the focus group held on February 8, 2019, reported extensive wait times for
parenting classes, mental health assessments, domestic violence treatment, and substance
abuse treatment. Social Workers also reported in their focus group that it takes a significant
amount of time for clients to have assessments completed, which slowed the overall movement
of the case.
Fresno County has a social work supervisor that oversees our service delivery team. At this time,
the service delivery team consists of a service coordinator who makes all of the initial referrals
for services when a family becomes involved with the child welfare system. The service delivery
team also consists of several substance abuse specialists that complete substance abuse
screenings in-house for child welfare clients. In 2019, the service delivery team began examining
Fresno County’s service delivery system to identify barriers to timely services. The initial analysis
revealed several factors that are leading to delays in services.
First, the department began examining reasons for delays in substance abuse treatment for
parents. What was discovered is that parents were not being referred to substance abuse
treatment following their assessment, as it was determined that there was no medical necessity
for treatment, per Medi-Cal criteria. As is often the case, when parents become involved with
the Child Welfare system due to the abuse and/or neglect of their children as a result of their
substance abuse issues, parents will frequently minimize their drug use. When parents are
referred for their substance abuse assessment, they often do not view their drug use as a
problem at the time and report this accordingly to the substance abuse specialist. As a result,
parents do not meet the criteria for medical necessity for substance abuse treatment. In
response to the findings regarding substance abuse treatment, the department put a practice
into place in which anytime a parent becomes involved with the Child Welfare system related to
their substance abuse issues, as identified in the Juvenile Dependency Petition, a referral will be
made for treatment regardless of the results of the substance abuse screening. This process
began in midyear in 2019.
16 California - Child and Family Services Review Next, the service delivery team also did an analysis of the type of domestic violence treatment
services that are being recommended for child welfare clients. An analysis was completed of the
domestic violence referrals made between January 2019 and May 2019, which totaled 202
referrals or approximately 40 per month. Of those assessments, 86% or 173 clients were referred
for a 52-week treatment program while 14% or 29 clients were referral for a 26 week or less
treatment program. The service delivery team reviewed all of the assessments completed and
found that they agreed with the treatment recommendation for 72% of the clients, they
recommended to downgrade the treatment for 22% of clients and recommended to upgrade the
treatment for 2% of the clients.
Fresno County will continue to work with its service delivery team, including our substance abuse
specialists and service coordinator, to identify barriers that lead to undue delays in services. In
order to move this practice forward, the department will continue to analyze its service delivery
system to identify barriers and gaps in services for parents and children. The department expects
the action steps discussed below will assist in identifying and eliminating systemic barriers that
cause delays in services to parents and hinder timely permanence for children. Fresno County
remains committed to expediting services to parents in the 2019-2024 SIP.
Action Steps
A. Create a strategy workgroup to continuing analyzing the current service delivery system
in Fresno County. As previously mentioned, the department has a service delivery team
that consists of a social work supervisor, service coordinator, and substance abuse
specialists. The department plans to create a workgroup that will include the service
delivery team and will serve as the primary evaluation group for service delivery
throughout child welfare. Currently, the service delivery team meets with contracted
providers, parenting, visitation, and behavioral health, on a monthly basis and non-
contracted vendors, such as substance abuse and domestic violence vendors, on a
quarterly basis. The service delivery workgroup will continue to engage with service
providers and vendors on a regular basis to identify any systemic barriers to service
delivery.
B. Review and monitor the current service delivery system. Fresno County’s service delivery
team and workgroup will continue to monitor the current service delivery system in a
similar manner to the 2019 analysis. Fresno County will review internal and external
factors that affect overall service delivery to child welfare clients in an effort to identify
any systemic barriers. The service delivery team and workgroup will complete an analysis
a minimum of every six months to assess the timeliness and quality of the following
services:
Substance abuse treatment
Domestic violence treatment
Mental health treatment
Parenting classes
17 California - Child and Family Services Review Visitation services
Finally, the service delivery team and workgroup will make recommendations to the
child welfare leadership team regarding changes to the current service delivery system
as a result of the ongoing system analysis.
C. Analyze child welfare staffing needs in order to ensure timely service delivery to parents.
The service delivery team and workgroup will identify any additional staffing needs
resulting from the analysis of the current service delivery system. For example, the
department has one service coordinator however, the team will determine if there is a
need for additional service coordinators and/or support staff in order to ensure successful
implementation of this strategy and make recommendations to the child welfare
leadership team for consideration.
D. Provide training for children welfare staff and service providers in order to expedite timely
service delivery to parents.
D1. Provide guidance and training for child welfare staff on the needs assessment of
parents so that appropriate referrals for services are made.
D2. Provide training to service providers regarding the child welfare court process and
timelines with which parents have to reunify with their children.
E. Monitor and evaluate the service delivery system with an analysis completed a minimum
of every six months on the timeliness and quality of services including:
Substance abuse treatment
Domestic violence treatment
Mental health treatment
Parenting classes
Visitation services
This will be accomplished by reviewing referrals for services, as initiated by the social
worker. The data will include the number of referrals received and the type and level of
treatment recommended based on the assessments completed. In addition, a
qualitative review will be completed on a sample of cases to determine if the department
agrees with the recommendations for services.
Evaluating and Monitoring
As previously mentioned, in 2019 the service delivery team completed an analysis in of substance
abuse services and domestic violence services that resulted in system changes designed to
18 California - Child and Family Services Review expedite services to parents. The service delivery team and workgroup will continue this analysis
on an ongoing basis to identify barriers to service delivery to parents and timely permanence for
children and youth. The department will utilize the service delivery team and workgroup as a
hub for data monitoring and evaluation. The department will develop a data dashboard to
monitor service delivery trends over time. This analysis will be completed a minimum of every
six months.
The department expects the expediting service to parents strategy to improve the performance
over time for the following federal outcomes measures:
P1 Permanency in 12 months (entering foster care)
Systemic Changes Needed
The department anticipates the need to educate vendors on child welfare practices and court
timelines so that services can be tailored to the unique needs of child welfare clients. Currently,
child welfare clients who are enrolled in services such as domestic violence treatment are
receiving the same curriculum, rules and timelines as those receiving the same treatment
through probation or parole.
Education and Training Needs
Social work staff need further training on needs assessments to avoid over-referring parents to
services that are not pertinent to the safety and well-being of their children. In addition, as
mentioned above there is a need to educate and train vendors on the dependency court process
and timelines. It is the recommendation that vendors receive training on the department’s Core
Practice Model that focuses on engagement with families.
Roles of Other Partners
This strategy will require intense collaboration with vendors, service providers, and other agency
partners for successful implementation of this strategy. This collaboration will occur during the
monthly meetings with contracted service providers and quarterly meetings with non-contracted
service providers.
Technical Assistance
The department does not anticipate the need for technical assistance for the successful
implementation of this strategy.
Child Welfare – P3 Permanency in 12 Months (24 months or more)
The C-CFSR team has identified Permanency in 12 months (24 months or more) as priority
outcome for the 2019-2024 SIP. Fresno County’s rate of permanency in 12 months (24 months
or more) has fluctuated from 24.2% in Q4 2014 to 29.5% in Q4 2018, as reported in the CSA.
19 California - Child and Family Services Review Most recently, Fresno County’s rate of permanency for this outcome measure is 25.2% for Q1
2019. The National Standard is 30.3%. Fresno County has consistently performed slightly below
the National Standard for this measure.
Similar to outcome measure P1 Permanency in 12 months (entering foster care), P3 Permanency
in 12 months (24 months or more), was a focus area in the prior SIP. In the previous SIP, Fresno
County focused on the visitation planning model to enhance permanent connections. In addition,
staff were trained, coached, and supported in communicating permanency options and the
termination of reunification services. For the current SIP cycle, Fresno County will focus on the
same strategies for outcome measure P3 Permanency in 12 months (24 months or more) that
are being utilized to address P1 Permanency in 12 months (entering foster care), omitting
strategy three, expediting services to parents .. As reported in the CSA, the most common form
of permanency for children in care 24 months or more is adoption, particularly for children ages
1-10. Therefore, Fresno County will focus on strengthening the CFT process and intensive family
finding efforts specifically around the permanent plans of adoption and legal guardianship.
P3: Permanency in 12 Months (24 months or more)
Strengthening Child and Family Team Meetings
Fresno County plans to utilize strategy one, strengthening child and family team meetings to
address P3 Permanency in 12 months (24 months or more). Child and Family Team meetings
take place every six months throughout the life of a case. The goal of CFT meetings is to support
the safety, permanence, and well-being of the children and youth in care. CFT discussions around
permanency will vary depending on where the case is along the child welfare continuum. For
example, when a parent was not successful in reunifying with their child, the department is
legally mandated to develop a concurrent permanent plan for that child. That permanent plan,
depending on the circumstances of the case, would likely be adoption.
While CFT meetings are vitally important throughout the life of a case, they become an essential
tool in identifying permanent families and permanent connections for children and youth in
foster care when the child is unable to return home to a biological parent. According to the
National Survey of Child and Adolescent Well-Being (NSCAW), “After children spend 12 to 18
months in foster care, their chances of leaving foster care decrease rapidly, and once children
spend 36 to 42 continuous months in foster care, their chances of leaving foster care are
extremely low.”5 Fresno County anticipates that by strengthening child and family team
meetings, the department will increase the rates of permanency for children and youth who have
experienced lengthier stays in the foster care system. By increasing our engagement efforts with
families, mentors, and service providers throughout the life of a case the department can
increase the likelihood of finding permanent, loving homes for children and youth. Fresno County
remains committed to ensuring CFT meetings ongoing successful implementation to address P3
Permanency in 12 months (24 months or more) in the 2019-2024 SIP.
6 https://www.tandfonline.com/toc/wasw20/current
20 California - Child and Family Services Review
Action Steps
The same action steps as outlined above for P1 Permanency in 12 months (entering foster care)
will be used for P3 Permanency in 12 months (24 months or more) (refer to strategy one,
strengthening child and family team meetings action steps as outlined on page nine).
Evaluating and Monitoring
When a parent is unable to reunify with their child(ren) the department develops a concurrent
permanent plan for the children including adoption and legal guardianship. Just as outlined in
strategy one, the CFT workgroup supports the monitoring of CFT implementation and
development. The CFT workgroup will be inclusive of the monitoring and evaluation of the CFT
process throughout the continuum of the child welfare system from prevention to permanency.
The CFT workgroup will continue to meet and provide guidance and recommendations on
evaluation activities that include all permanency options. The CFT workgroup will utilize the CFT
surveys as a means to evaluate the fidelity of CFT implementation. It will also monitor the
frequency of CFT meetings department wide using data extracts from Safe Measures.
The department expects the CFT strategy to improve the performance over time for the following
federal outcomes measures:
P1 Permanency in 12 months (entering foster care)
P2 Permanency in 12 months (in care 12-23 months)
P3 Permanency in 12 months (in care 24 months or more)
P4 Re-entry into foster care
P5 Placement stability
The department’s Continuous Quality Improvement (CQI) unit monitors Fresno County’s
performance in these outcome measures as well as practice elements linked to the safety,
permanence, and well-being of children in foster care through quarterly case reviews.
Systemic Changes Needed
There are no systemic changes that are needed at this time.
Education and Training Needs
The department is in the process of working with Fresno County Staff Development on the
implementation of the CFT/CANS training that will be rolled out in 2020. The training will adhere
to State mandates concerning the CFT process and CANS assessment as well as the county policy
and procedure guide currently in development.
Roles of Other Partners
The CFT workgroup includes partners from Fresno County Behavioral Health, Foster Family
21 California - Child and Family Services Review agency representatives, and Fresno County Staff Development. The need for more aftercare
services was an area identified as needing improvement in the CSA; this will include post adoption
services that will be addressed in CFT meetings.
The success of this strategy and impact of CFTs on the outcome measure performance depends
significantly on the role of partners within a family’s CFT and their support network.
Technical Assistance
The department does not anticipate the need for technical assistance for the successful
implementation of this strategy.
P3: Permanency in 12 Months (24 months or more)
Intensive Family Finding
As reported in the CSA, there appears to be a lack of family finding efforts throughout the life of
a case. The department makes a concerted to place children with relatives, if possible, upon their
initial removal from the home. In addition, there is most often a family finding referral at the
time of the initial removal if the department is unable to locate relatives. During the Peer Review
process, it was discovered that relatives may be located initially but sometimes are unable to
take placement of a child for various reasons such as; they are unable to pass a criminal
background clearance or their lack of space in the home. There appears to be lack of follow-up
to locate other relatives and/or permanent connections following the initial family finding
referral. Just as there is a need to continue child and family team meetings throughout the life
of a case, there is also a need to continue intensive family finding efforts to ensure that every
child exits the foster care system with a loving, permanent family.
In 2011, when Fresno County began participating in the CAPP grant and created a dedicated
family finding unit, the focus was on finding relatives and permanent connections for those
children and youth in the permanency planning division who had experienced extended stays in
foster care. In order to improve permanency outcomes for children and youth who are in care
24 months or more, the department will focus on intensive family finding and engagement
efforts. Fresno County remains committed to ensuring CFT meetings ongoing successful
implementation to address P3 Permanency in 12 months (24 months or more) in the 2019-2024
SIP.
Action Steps
The same action steps as outlined above for P1 Permanency in 12 months (entering foster care)
will be used for P3 Permanency in 12 months (24 months or more) (refer to strategy two,
intensive family finding action steps as outlined on page twelve).
Evaluating and Monitoring
The family finding team, which supports family finding and engagement efforts for the
22 California - Child and Family Services Review department, was formally established in 2011. The family finding team is the hub for family
finding and engagement information, resources, training tools, and data collection. The family
finding strategy workgroup work will collaborate with the family finding team to provide
guidance and recommendations on evaluation activities. The family finding workgroup will also
monitor the number of family finding referrals through the family finding unit and data extracts
from CWS/CMS. In addition, the family finding workgroup will elicit feedback from social work
supervisors on the quality of family finding efforts as documented in court reports.
The department expects the intensive family finding strategy to improve the performance over
time for the following federal outcomes measures:
P1 Permanency in 12 months (entering foster care)
P2 Permanency in 12 months (in care 12-23 months)
P3 Permanency in 12 months (in care 24 months or more)
P5 Placement stability
The department’s Continuous Quality Improvement (CQI) unit monitors Fresno County’s
performance in these outcome measures as well as practice elements linked to the safety,
permanence, and well-being of children in foster care through quarterly case reviews.
Systemic Changes Needed
There are no systemic changes that are needed at this time.
Education and Training Needs
The department will consult with Fresno County Staff Development on training curriculum for
family finding efforts and engagement. The training will adhere to State mandates, best practices
as well as the county policy and procedure guide that will be developed
Roles of Other Partners
This strategy involves no collaboration with outside agencies or partners.
Technical Assistance
The department does not anticipate the need for technical assistance for the successful
implementation of this strategy.
Child Welfare – Staff, Caregiver, and Provider Training
The C-CFSR team has identified Staff, Caregiver, and Provider Training as a priority outcome for
the 2019-2024 SIP. The CSA revealed concerns across all stakeholders and focus group
participants regarding social work staff turnover. As described in the CSA, Child Welfare data
specific to hires, retirements, resignations, promotions, transfers and terminations from 2015-
23 California - Child and Family Services Review 2018 reflects a consistent amount of turnover in social work staff. Between the years 2015 and
2018, Fresno County Child Welfare hired 379 social work positions. During the same period,
there were a total of 229 workers leaving social work positions at a rate of 61%. Of the 229 social
workers who left during this timeframe, 146 were due to resignations at a rate of 63%. Social
workers are resigning for various reasons such as; more lucrative job opportunities, returning to
school, or they completed the required two years needed in Child Welfare for Title IV-E
graduates. The table below illustrates the number and percent of resignations for social work
positions by year.
Fresno County Child Welfare Social Work Resignations
Year N %
2015 25 52%
2016 39 67%
2017 42 69%
2018 40 67%
There are three main impacts as a result of staff turnover; increased caseloads for workers across
all programs, increased training needs for newly hired social workers, and lack of continuity and
consistency for families who experience multiple social workers assigned to their case. These
impacts are interwoven with one another in that, high caseloads impact a social worker’s
availability and their ability to engage effectively with the families. In addition, there are
increased demands on the social work supervisors who continually have a turnover of staff whom
they must provide training, coaching and mentoring. As reported in the CSA, the average
caseload sizes from January 2018 through April 2019 according to task area are as follows:
Emergency Response
Average Number of Referrals Assigned per Month per Social Worker
2018 2019
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
18 19 21 23 25 21 15 19 23 25 23 27 17 19 19 29
Voluntary Family Maintenance Caseload Average
2018 2019
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
19 19 19 20 19 17 17 18 18 19 19 19 19 20 20 21
Family Reunification Caseload Average
2018 2019
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
24 23 23 23 22 23 22 22 22 21 21 20 23 24 25 26
24 California - Child and Family Services Review Permanency Planning Caseload Average
2018 2019
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
19 18 18 18 18 18 17 18 18 19 19 20 19 20 20 20
Assessment/Adoptions Caseload Average
2018 2019
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
21 22 24 25 26 27 27 26 27 25 23 22 23 23 23 24
Fresno County’s Child Welfare Leadership team have implemented targeted plans to stabilize
specific task areas that have been highly impacted by staff turnover. For example, some non-
case carrying staff have been required to assist in the investigation of referrals in Emergency
Response or complete mandated monthly contacts with children and families in the Family
Reunification area. In 2019, Fresno County began a telecommute pilot project in which social
workers were selected to work from home on certain days of the week under specific guidelines
in order to promote job satisfaction. Despite efforts to stabilize the workforce, social work staff
retention has continued to be a struggle for Fresno County.
In order to effect a positive change in the priority outcome Staff, Caregiver, and Provider Training,
Fresno County plans to focus its efforts on peer mentoring/training and social work supervisor
support and coaching.
Strategy 4: Develop a peer mentoring/ training program for social work staff so they feel more
supported and are better equipped to meet job expectations.
On February 7, 2019, Fresno County social workers participated in a focus group discussion
regarding reunification and permanency. In that discussion, social workers were asked about
their level of preparedness and training in working with families and how this might affect
permanency. Social workers described the transfer of learning from seasoned social workers as
more valuable to them than formal training. Social workers reported that having peer support
and learning the day-to-day functions of their job from experienced staff was beneficial to them.
Social workers generally expressed the need for concrete guidance, tools, and organizational
skills to support their daily job functions. Additional concerns reported by social workers were,
high caseloads, time constraints, and lack of experienced staff.
Staff turnover was not only a concern for social workers but for social work supervisors and birth
parents, as reported in their focus group discussions. Social work supervisors related that they
do not have enough time to coach, mentor and train their staff due to the demands of their
positions. Supervisors reported that having lead workers in units and/or divisions to assist in
coaching and mentoring new staff would be helpful and would bridge the gap between staffs’
training needs and the supervisor’s availability. Birth parents reported that having multiple social
workers throughout the life of their case caused confusion and delays in service delivery.
25 California - Child and Family Services Review
In 2008, a study examined the relationships among stress, social support, and intention to leave
employment in 418 public child welfare workers. Researchers found that workers with higher
levels of stress were more likely to think about leaving, while those receiving greater social
support were less likely.6 Another study examined the interactive effects of role stress, job
autonomy, and social support in predicting burnout and turnover intention among social
workers. The study included a subsample of 346 social workers identified from a cross-sectional
random survey of 1,500 California state-registered social workers. The results of the study
suggested that creating decentralized job conditions is essential for preventing burnout, and that
building supportive job conditions is needed to retain social workers who are experiencing high
role stress.7
Fresno County would like to address staff retention on multiple levels including creating a peer
mentoring/training program for new staff. Currently, the practice is to place newly hired social
workers into task areas in which vacancies exist. The department will review the process by
which new social workers are placed in their respective task areas and develop a method that
looks at purposeful placement of staff based on their level of experience and skill set. In addition,
Fresno County will honor the social worker’s feedback from the CSA and develop a peer
mentoring/training program that can help staff feel more supported. The department hopes to
assist staff in developing engagement, organizational and critical thinking skills. The department
expects the action steps discussed below will assist in developing a mentoring/training program
for newly hired social work staff in the 2019-2024 SIP.
Action Steps
A. Convene a mentoring/training workgroup to create a strategic plan for a
mentoring/training program. The mentoring/training workgroup will include members
of the leadership team, staff development, and members of the Family Reunification
training unit. The department will build upon the ideas and structure behind the Family
Reunification training unit, and other specialized units, to examine how this might be
expanded from its current size and functionality.
B. Collaborate with Fresno County Staff Development to coordinate the social worker core
training with the practice elements needed for the mentoring/training program in order
to ensure core training curriculum and mentoring/training practice elements are aligned.
It is essential for child welfare to partner with Staff Development, as the
mentoring/training program will be utilized to augment formal training so that newly
hired social workers feel supported and adequately trained to meet their job
expectations.
C. Develop a work proposal for the mentoring/training program. The mentoring/training
6 https://www.tandfonline.com/toc/wasw20/current
7 https://www.tandfonline.com/doi/full/10.1080/03643100801922357
26 California - Child and Family Services Review workgroup will develop a work proposal, which will be presented to the child welfare
leadership team for input and feedback. The work plan/proposal will include:
Which task areas need a mentoring/training program
What are the staffing needs for a mentoring/training program
Criteria to be a mentor/trainer
How long are newly hired social workers connected to a mentoring/training
program
How will it be determined which task area newly hired social workers are placed
How will the program’s effectiveness be evaluated
D. Develop a training curriculum for trainers/mentors utilizing the current family
reunification training unit as a model to develop and expand the current training program
for newly hired social workers.
E. Evaluate and monitor mentoring/training program.
E1. Develop and administer job satisfaction surveys for newly hired social workers. The
mentoring/training workgroup will develop job satisfaction surveys for newly hired social
workers to determine indicators of staff retention and turnover. The surveys will be
administered every six months for the first two years of employment.
E2. Develop and administer exit surveys for all social workers leaving county employment.
This data will be compiled and shared with the child welfare leadership team on a
quarterly basis.
Evaluating and Monitoring
The mentoring/training workgroup will serve as the team to evaluate and monitor this strategy.
The workgroup will collect data derived from the job satisfaction surveys. This data will include
both quantitative and qualitative data collected from the surveys. The department will develop
a data dashboard to monitor staff retention trends over time.
Systemic Changes Needed
This strategy will require systemic changes in how social work staff are placed and trained. There
will also likely need to be a shift in staffing resources. These proposed changes will be presented
to the child welfare leadership team and vetted with staff.
Education and Training Needs
The department will collaborate closely with Fresno County Staff Development on training
elements and practices for the mentoring/training program.
27 California - Child and Family Services Review Roles of Other Partners
This strategy involves no collaboration with outside agencies or partners.
Technical Assistance
The department does not anticipate the need for technical assistance for the successful
implementation of this strategy.
Strategy 5: Enhance social work supervisor training and coaching in order to help supervisors
provide greater support and guidance to their staff.
Beginning in January 2019, Fresno County DSS has contracted with CPS HR Consulting to provide
leadership training to social work supervisors. The training consists of 10 classes to which
supervisors will complete all 10 as a cohort over a nine-month period. There will be six cohorts
to complete the training in 2019 and five cohorts to complete the training in 2020. The training
consists of the following topics:
Creating a Culture of Trust
Leading Effectively
Motivation and Teams
Changing Organizational Habits
Communicating Effectively
Conflict Resolution
Problem Solving and Decision Making
Coaching as a Management Tool
Extraordinary Leader
The goal of the leadership training is to provide specialized supervisor training consistent with
efforts to promote and enhance professional skills, management capabilities and organizational
performance. Fresno County has experienced significant turnover in social work staff, which has
included supervisors. As a result, the current social work supervisor staff is relatively
inexperienced when compared to the level of experience from previous years. Supervisors would
like concrete tools to effectively manage and support staff.
In addition to the CPS HR training, Fresno County works with contracted with services, currently
Victoria M. Sanders (VMS) training, to provide ongoing coaching and training to supervisors. Each
supervisor is assigned a coach who meets with them on a monthly basis and the sessions are
customized to the individual needs of that supervisor. The coach also meets with the supervisor’s
staff to understand the effectiveness of that supervisor’s leadership style. The coach also
provides training on Safety Organized Practice (SOP) designed to deepen SOP practice within
child welfare. In providing leadership training, the department believes this will assist in
developing the supervisors’ coaching, problem-solving, organizational and critical thinking skills.
28 California - Child and Family Services Review It is the hope of the department that with additional training and supports for supervisors this
will translate into social workers feeling more supported and thus increase staff retention. The
department expects the action steps discussed below will assist in assessing the social work
supervisor’s ability to support and coach their staff in the 2019-2024 SIP.
Action Steps
A. Collaborate with Fresno County Staff Development to monitor the completion of the
supervisor leadership training. The department will collaborate with Staff Development
to monitor the completion of the supervisor leadership training and develop a training
plan for newly hired social work supervisor that did not have the benefit of attending the
training.
B. Create a workgroup to develop assessment tools to evaluate the effectiveness of the
social work supervisor leadership training and ongoing contracted coaching for
administration to supervisors and line staff. The goal of providing leadership training and
ongoing coaching to assist social work supervisors in developing the skills and tools to be
an effective leader within the department. Following the completion of leadership
training the department’s expectation is that supervisors will utilize the practical tools
they learned in the training in order to support, coach, and lead their staff.
C. Develop evaluation tools/surveys to assess the fidelity of supervisor’s use of the
leadership skills and tools learned in leadership training and coaching sessions. The
department has administered fidelity assessments to staff in 2017-2018 to assess the
social work supervisor’s ability to effectively model and coach the elements of Safety
Organized Practice. The department will seek to develop a similar tool to assess the
supervisor’s leadership skills (post training).
D. Administer evaluation surveys and develop a schedule to administer evaluation surveys
annually.
D1. The department will work with Staff Development to administer evaluation surveys
to all social workers whose supervisor has completed leadership training.
D2. Administer evaluation surveys to all social workers annually. The results of these
surveys will be combined with the data collected from strategy four regarding employee
job satisfaction and retention rates.
Evaluating and Monitoring
The supervisor coaching and support workgroup will serve as the team to evaluate and monitor
this strategy. The workgroup will collect data derived from the evaluation tool used to assess the
supervisor’s use of leadership skills. The data from these evaluations will be combined with data
collected from strategy four and one data dashboard for Staff, Caregiver, and Provider Training
29 California - Child and Family Services Review will be developed.
Systemic Changes Needed
There are no systemic changes that are needed at this time.
Education and Training Needs
The department will collaborate with Fresno County Staff Development in order to monitor the
completion of the leadership training.
Roles of Other Partners
This strategy involves no collaboration with outside agencies or partners.
Technical Assistance
The department does not anticipate the need for technical assistance for the successful
implementation of this strategy.
Strategy 6: Improve the quality of court reports in order to provide comprehensive and detailed
assessments and recommendations to the court regarding child welfare families.
The visiting peer review counties identified Fresno County’s court reports as needing
improvement. Peer reviewers reported there was a lack of detail in the court reports.
Specifically, they found that in reviewing the reports for the peer review, they were left with
many questions about the case, services to the family, and the children’s well-being. In addition,
the peer reviewers found that many of the social workers who were interviewed lacked an
understanding of why the children were removed initially. This may be, in part, due to staff
turnover and several different social workers managing the case over time.
Fresno County has court writing units in Emergency Response (ER) and Family Reunification (FR).
The court writers in ER prepare the petition and the detention report while the writers in FR
complete the jurisdictional report or the combined jurisdictional/disposition report, whichever
has been ordered by the court. Reports that are generated out of these two units are generally
consistent and do not suffer from the same issues as those prepared by the case managing social
worker. The case manager is responsible for any Review of Dependency Status (RDS) reports,
Interim Reviews, Addendums reports and other reports.
Fresno County will address the quality of court reports in several ways including training,
supervisor oversight, and policies surrounding court reports. Currently, the supervisors over the
court writer units and county counsel provide training to staff on various elements of the court
process and the writing of court reports. While this training may be helpful to staff there is a
need for additional training and support for social workers in producing high quality, detail
oriented reports. In addition, supervisors will receive training in order to provide quality
30 California - Child and Family Services Review oversight, coaching and guidance on court report writing. The department will also ensure that
its policies and procedures are aligned with the expectations of generating quality court reports.
The department expects the action steps discussed below will aid in improving the quality of
court reports in the 2019-2024 SIP cycle.
Action Steps
A. Convene a workgroup to develop a plan to improve the quality of court reports. The
workgroup will include child welfare leadership, supervisors and social workers from the
court writer units, court officers and case carrying social workers. The court officers will
provide specific input from the court regarding any specific concerns the judges may have
with the quality of reports.
B. The workgroup will review a sample of court reports to identify strengths and areas
needing improvement on current court reports. The sample will include reports written
by court writers as well as reports written by case managing social workers across all task
areas.
C. The workgroup will review court reports from other counties for formatting and content
to select the elements that would work best for Fresno County.
C1. Determine elements to include in Fresno County’s court reports that are in-line with
best practices and feedback from the court. As an example, several of the peer review
counties advised their counties include the entire history of a case in every court report.
Fresno County does not engage in this practice, as the feedback received from the Fresno
County juvenile court judges has been that they do not want that amount of information
in every report, as they are generally familiar with the history of the cases they hear in
their respective courtrooms. Therefore, Fresno County will look to strike a balance
between adding important and vital details to reports without restating the entire case
history.
D. Consult with county counsel on developing a checklist for social workers to ensure that
court report writing standards are met. There appears to be a need moving forward to
staff on writing more detailed and focused reports.
E. Provide training to social workers and social work Supervisors on court report writing.
E1. The department will provide training to all child welfare social workers on court report
writing by task area throughout the department until all staff have been trained.
E2. Provide a refresher course to all current social work staff and have ongoing trainings
for newly hired staff.
31 California - Child and Family Services Review F. Monitor court reports for consistency and detail (post training).
F1. Court reports are reviewed on a continuous basis by social work supervisors for
consistency and detail. Social work supervisors will be responsible for the oversight of
their staff’s court reports and ensuring that they are thorough, detailed, focused, and
contain all of the necessary elements as outlined in the training.
F2. Court officers will review court reports on a quarterly basis to ensure that all
standards are met using the checklist tool developed for social workers. Court officers
are in a unique position to provide oversight and feedback as to the quality of reports
being presented to the court.
F3. A qualitative data report will be developed on a quarterly basis and provided to
leadership. Areas that are meeting the standard, as well as areas needing improvement
will be addressed by the social work supervisor to their staff.
Evaluating and Monitoring
The workgroup will serve as the oversight for the collection of information on the quality of court
reports. Feedback will be elicited from social work supervisors and court officers as to the quality
of court reports over time. The quality of court reports strategy is inextricably tied to strategy
seven, reducing court continuances. The department will monitor department caused court
continuances through data collection methods by the court and court officers, as outlined in
strategy seven. The department will collect qualitative data from social work supervisors and
court officers as to the quality of court reports and combine that information quantitative data
being collected on department caused court continuances on a quarterly basis.
Systemic Changes Needed
There are no systemic changes that are needed at this time.
Education and Training Needs
The department will work with court writer unit supervisors and county counsel to develop
training on writing effective and detailed court report writing for social workers and social work
supervisors.
Roles of Other Partners
The department will collaborate with county counsel and the court to assist with successful
implementation of this strategy.
Technical Assistance
The department does not anticipate the need for technical assistance for the successful
implementation of this strategy.
32 California - Child and Family Services Review Child Welfare – Agency Collaboration – Court
The C-CFSR team has identified agency collaboration with the court as a priority outcome. The
Fresno County peer review conducted the week of February 25, 2019, brought to light several
areas needing improvement in regards to collaboration with the court. The peer review counties
highlighted the lack of detail in Fresno County’s court reports and the social worker’s lack of
knowledge of their case, particularly around the reason for removal. In addition, Fresno County
has struggled with court continuances over the past several years. While some court
continuances are to be expected, excessive continuances due to late reports, poor quality of
reports, and overall lack of knowledge of the case ultimately slows the overall movement of a
case and potentially delaying timely permanence for children. The tables below illustrate the
rate of continuances that were caused by DSS, such as late reports, and then all continuances for
the years 2016-2018.
Fresno County Juvenile Court Continuances – Caused by DSS
2016 2017 2018
January 11.5% 10.1% 14.3%
February 7.8% 10.0% 9.5%
March 11.5% 13.7% 10.0%
April 8.1% 11.9% 7.1%
May 6.5% 7.8% 7.0%
June 8.6% 11.8% 11.0%
July 9.4% 9.3% 10.0%
August 8.7% 9.9% 9.7%
September 9.4% 11.3% 8.4%
October 10.1% 12.1% 10.8%
November 10.1% 13.8% 7.6%
December 12.0% 11.0% 10.8%
Total 9.5% 11.0% 8.9%
Fresno County Juvenile Court Continuances – All
2016 2017 2018
January 17.2% 16.4% 19.8%
February 17.3% 14.2% 14.3%
March 17.3% 19.6% 14.9%
April 12.8% 15.8% 15.3%
May 12.1% 12.4% 13.3%
June 16.7% 16.1% 14.1%
July 15.3% 16.1% 17.3%
August 15.2% 15.2% 14.2%
September 15.3% 15.4% 18.7%
October 18.6% 15.7% 20.9%
November 18.0% 17.8% 14.8%
December 17.4% 15.8% 23.2%
Total 16.1% 15.9% 16.7%
33 California - Child and Family Services Review
The tables illustrate that from 2016 through 2018 the Fresno County Juvenile Court experienced
a rate of court continuances from 8.9% - 11.0% that were caused by DSS. These court
continuances may have been caused for a variety of reasons such as late or missing reports. In
contrast, for the same time period, the Fresno County Juvenile Court experienced a rate of court
continuances from 15.9% - 16.7% that are caused by DSS or other reasons. Other reasons may
include, the parent’s or child’s attorney requests a continuance, or the court continues the
hearing on its own motion. When a comparison is made between court continuances caused by
the department and all other continuances the greater majority of the court continuances are
caused by the department. The department plans to address Agency Collaboration – Court by
reducing court continuances that are caused by the department.
Strategy 7: Reduce court continuances in order to avoid unnecessary delays in case progression
for children and families
Fresno County is in the process of actively examining the causes for court continuances and is
committed to finding solutions to minimize continuances. The department has a number of
policies and procedures on its court processes that provide guidance to staff on such topics as
timelines for submitting court reports and discovery, content of court reports, and noticing
requirements. Fresno County also has social workers identified as court officers who serve as the
DSS representative in all court hearings. Court officers also provide support and guidance to case
managers on court processes. The court officers are in a unique position to collect data on court
continuances and provide insight on issues before the court.
As previously mentioned, the department has a monthly meeting with the Juvenile Court Judges
and court personnel to foster collaboration and address any concerns or training needs that may
arise. The department has identified several issues to be addressed in regards to court
continuances and ongoing collaboration with the court. First, the department will be looking at
ways to reconfigure the way court data is collected to ensure accuracy and completeness.
Second, the department is will be looking for opportunities to elicit input and feedback from the
court specific to court continuances. Lastly, the department will review and update its current
policies and procedures on court processes.
In order to move this practice forward, the department will continue to partner with the Court
to analyze existing data on continuances and develop a process for collecting detailed and
accurate data. A workgroup will be developed to review all policies and procedures as they relate
to the court process and work with the Child Welfare Program Specialist to revise the policies as
appropriate. The workgroup will also identify any training needs for staff in regards to court
continuances. The department will also continue to work together with the court as they explore
options for contracted legal representation for parents. The department expects the action steps
discussed below will help promote greater collaboration and partnership with the court in the
2019-2024 SIP cycle.
34 California - Child and Family Services Review Action Steps
A. Convene a meeting with the juvenile court judges. The department will convene a small
group discussion with the juvenile court judges to have a detailed and in-depth discussion
about court continuances. It is the hope that the court can assist the department in
developing next steps and realistic milestones to address court continuances. In addition,
the department will discuss court continuances during the monthly meetings held with
the court in order to monitor progress and mitigate concerns.
B. Analyze current data collection methods for continuances. The department will work
with the court and the court officers, who represent the department in court, to obtain
clear data on the number and reasons for court continuances. The department will focus
its efforts on identifying department caused continuances.
C. Train supervisors to monitor, review and remind staff of court report due dates during
weekly/monthly conferences.
D. Expand the use of technology to improve timeliness of court reports such as electronic
filing, going paperless, text reminders for mediation and court hearing in an effort to
minimize continuances. The department is currently pursuing several of these ideas and
will continue to work towards developing its use of technology to improve the timeliness
of court reports.
E. Develop a data dashboard to monitor department caused court continuances. Data will
be collected from the court and court officers on a quarterly basis to monitor
continuances over time.
Evaluating and Monitoring
The department will continue to evaluate and monitor court continuances through data
collection from the court and court officers. The department will continue to meet with the
juvenile court judges and court personnel to discuss challenges in regards to court continuances
and to make adjustments to policy and practice as information and tools are evaluated through
the implementation of this strategy.
Systemic Changes Needed
The systemic changes needed for successful implementation of this strategy involve expanding
the use of technology. The department has been in the process of going paperless since 2018.
This process requires a great deal of procedural changes and coordination for successful
implementation. As part of the department’s efforts to go paperless, the department is exploring
methods for electronic signatures on department wide documents, which includes court reports
and other court documents.
35 California - Child and Family Services Review Education and Training Needs
The department will collaborate with the Information Technology (IT) department as the use of
technology is being explored for this strategy. Should the need for training arise, the department
will consult with the IT department Staff Development to assist in creating training tools.
Roles of Other Partners
The department will collaborate closely with the court, as the feedback and buy-in from the court
will be essential to the successful implementation of this strategy.
Technical Assistance
The department will seek technical assistance from its IT department to assist with obtaining the
technology needed to implement electronic signatures.
36 California - Child and Family Services Review Probation –
Introduction
During the County Self-Assessment (CSA) process, Probation was able to obtain valuable
feedback from the Stakeholder Meeting, Peer Review, Focus Groups, and Federal Data Measures.
Through the CSA process, it was determined that Probation will focus on improving Federal Data
Measure P-1 Permanency in 12 Months (entering foster care) and P-2 Permanency in 12 months
(in care 12-23 months) for the System Improvement Plan (SIP).
Prioritization of Outcome Data Measures/Systemic Factors and Strategy Rational
Permanency has been a continuing challenge for our foster youth on Probation; therefore, efforts
will be made to improve the outcomes for both P1 Permanency in 12 months (entering foster
care) and P2 Permanency in 12 months (in care 12 – 23 months). The National Standard for P1 is
40.5% and Probation’s baseline performance for Q4 2018 was 18.6%. Additionally, the National
Standard for P2 is 43.6%, and Probation’s baseline performance for Q4 2018 was 14.3%.
Through the self-assessment process, systematic factors that have contributed to Probation’s
struggle to achieve the National Standard regarding the permanency measures were identified,
and through the 5-year system improvement plan cycle, strategies will be implemented to make
improvement.
These strategies will focus on improved and continuous family finding efforts and
implementation of services to be available to reunifying families.
Youth who are on Probation for victimizing a sibling in the home, often related to a sex offense,
and the family is unable to provide a plan of care, are removed from the home and enter foster
care in an effort to mitigate future victimization. In these circumstances, achieving permanency
in 12 months is often challenging due to various reasons. Often times the victim of the offense
continues to reside in the home, and as it is deemed unsafe to return the youth home to prevent
further victimization. Additionally, when a youth is placed in a sex offender program, their
timeline of completion is dependent on how well they are responding/participating with the
program. Another factor that can delay completion of a sex offender program within one year is
if the youth runs away or gets terminated from the placement. If this occurs and the placement
will not allow the youth to return to their program, the youth will lose the progress they made at
the previous treatment program, as most clinicians will not accept the progress made from
another program.
Other challenges of achieving permanency occur when neither parent is suitable, and family
finding efforts are unable to locate and identify a willing and/or suitable placement option for
the youth. In these circumstances, upon the youth completing their Court-ordered programs, a
Welfare & Institutions Code (WIC) 241.1 staffing with Child Welfare is initiated and the youth is
transferred to the jurisdiction of the Dependency Court, as keeping them on probation is no
37 California - Child and Family Services Review longer justified.
Family finding is a continuous process, and the inception of the Child Family Team (CFT) meetings
has assisted the family finding process. Probation currently has two full-time social workers from
Focus Forward, a community-based organization, whose primary responsibility it to facilitate
CFTs and assist with providing services to youth and their families. The engagement that the
social workers have with the youth and their families has been helpful with the family finding
process, and it is expected that their role will continue to assist with youth reaching permanency
in a timely manner.
It should be noted that permanency in 12 months (in care 24 or more) was identified as an area
of focus for the previous SIP but remains an area that needs improvement. Probation did not
meet the outcome goals identified in the previous SIP cycle due to much of the resources at the
time being dedicated to the implementation of everything related to the Continuum of Care
Reform. One of the previous strategies to improve outcomes for this measure was to pursue
guardianship for youth placed with long-term caregivers but unfortunately, probation was not
able to achieve this goal during the previous SIP. It is promising to note that probation was
successful in having guardianship granted for a foster youth on probation through our
Delinquency Court in August of 2019. Therefore, guardianship will now be a realistic permanency
option for foster youth on Probation.
Unlike Child Welfare, Probation has not had services available to parents, outside of wraparound
services, to assist with strengthening parenting practices. It is believed that improved parenting
practices will lead to a more stable environment for reunifying youth, therefore improving
permanency. Child Welfare utilizes Focus Forward to provide Nurturing Parenting Programs for
parents in their jurisdiction, and probation currently utilizes Focus Forward to facilitate their
CFT’s. Due to Focus Forward having the ability to provide this programming, and the working
relationship already established with probation, the plan is to begin implementing the Nurturing
Parent Program for parents with placement involved youth on probation.
Strategy: Improve Family Finding
Actions Steps
A. Provide Family Finding training to the Probation Officers assigned to the Placement Unit.
(June 2020 – June 2021)
To ensure all Probation Officers assigned to the Placement Unit know how to use the
resources available to conduct family finding efforts, training(s) will be provided. The
Probation Services Manager (PSM) assigned to the Placement Unit will coordinate with
Child Welfare for Child Welfare to provide training regarding family finding resources
available through the two department’s collaborative partnership. Additionally, the
Placement PSM will research available training opportunities, which may include the
Chief Probation Officer of California (CPOC) training curriculum.
38 California - Child and Family Services Review B. Develop Protocol to ensure Family Finding is a continuous process. (June 2021 –
December 2021)
In an effort to promote family finding as a continuous process for all youth in foster care
and on probation, the Placement Unit PSM will develop a system to ensure this is
occurring. Options may include the PSM having regular scheduled meetings with the
respective officers assigned to the Placement caseloads to discuss family finding
strategies and outcomes and making family finding a reoccurring topic at unit meetings.
C. Develop system to evaluate and monitor family finding efforts. (June 2021 – June 2022)
The Juvenile Division Director, the Information Technology Manager, and the Placement
Unit PSM, will work together to develop data tracking points in the departments pre-
existing case management system. The ability to track efforts and outcomes of family
finding will allow for well-informed decision-making and analysis for continued efforts in
this category.
D. Placement probation officers and support staff to receive CWS/CMS training (June 2020
– June 2021)
To ensure appropriate information is being entered and captured for accurate outcome
information related to permanency and other foster youth related data, all probation
officers assigned to the placement unit and related support staff will be required to attend
CWS/CMS training. The PSM will be responsible to schedule this training, which is
currently being offered via CPOC’s training curriculum.
Strategy: Provide Parental Support
Action Steps
A. Develop contract with Focus Forward to provide Nurturing Parenting Program (January
2021 – January 2022)
The PSM, Juvenile Division Director, and the Administrative Director will coordinate with
Focus Forward to develop a contract where probation officers can refer identified parents
of youth in placement to the Nurturing Parenting Program.
B. Provide training to probation officers regarding the Nurturing Parenting Program.
(January 2022 – June 2022)
The PSM will work with Focus Forward to provide a presentation to the probation officers
regarding the curriculum of the Nurturing Parenting Program and present how the
referral process will work.
C. Identify and refer reunifying families to the Nurturing Parenting Program (June 2022 –
Ongoing)
Upon completion of the training and referral system being developed, the probation
officers will begin presenting the program to the families and making referrals as
appropriate.
39 California - Child and Family Services Review
D. Develop system to evaluate and monitor referrals and outcomes of the Nurturing Parent
Program participants. (March 2022 – Ongoing)
The Juvenile Division Director, the Information Technology Manager, and the Placement
Unit PSM, will work together to develop data tracking points in the departments pre-
existing case management system. The ability to track efforts and outcomes of the
Nurturing Parent Program, which will allow for well-informed decision-making and
analysis for continued efforts in this category.
40 California - Child and Family Services Review Summary of Child Welfare Data for Performing and Underperforming Measures
***These measures indicate areas of focus for this SIP Report
**Most recent State performance is the combined total for all counties in California
Measures highlighted in green indicate areas that are meeting the Federal or State standard.
Measures highlighted in red indicate areas that are not meeting the Federal or State standard.
Baseline Quarter vs. Current Performance Quarter
Measure
Baseline
(Q4 2018)
Current
Performance
(Q1 2019)
Desired
Direction
Most Recent
State
Performance**
National
Standard or
Goal
S1
Maltreatmen
t in Foster
Care
5.88% 4.59% ↓ 7.33
%
≤8.50
%
S2
Recurrence of
Maltreatment
5.8% 6.1% ↓ 9.2% ≤9.1%
P1
Permanency in
12 months
(entering
care)***
24.9% 23.2% ↑ 33.6
%
≥40.5
%
P2
Permanency
in 12 months
for children in
care 12-23
months
5252.0
%
48.4% ↑ 45.3
%
≥43.6
%
P3
Permanency
in 12 months
for children in
care 24
months or
more
28.1% 25.2% ↑ 32.3
%
≥30.3
%
P4
Re-entry to
foster care in
12 months
9.6% 8.1% ↓ 10.3
%
≤8.3%
P5
Placement
stability
4.2020
%
4.11% ↑ 3.75
%
≤4.12
%
41 California - Child and Family Services Review
Measure
Baseline
(Q4 2018)
Current
Performance
(Q1 2019)
Desired
Direction
Most Recent
State
Performance**
National
Standard or
Goal
2B
Timely
Response
(Immediate
Response)
9898.7% 97.7% ↑ 96.2% ≥90.0%
2B
Timely
Response
(10 days)
8787.3% 83.2% ↑ 90.0% ≥90.0%
2D
Timely
Response –
Completed
(Immediate
Response)
93.1% 91.6% ↑ 91.6% N/A
2D
Timely
Response –
Completed
(10 days)
5656.7% 54.3% ↑ 64.6% N/A
2F
Timely Visits
(Out of
Home)
93.0% 93.3% ↑ 95.0% ≥95.0%
2F
Timely Visits
in Residence
(Out of
Home)
94.5% 94.8% ↑ 79.4% ≥50.0%
4A
Siblings (All)
5151.6% 54.3% ↑ 52.0% N/A
4A
Siblings
(Some or All)
76.8% 77.4% ↑ 72.4% N/A
Source: California Child Welfare Indicators Project
42 California - Child and Family Services Review Measure Baseline
(2018 Q4)
Current
Performance
(2019 Q1)
Desired
Direction
Most Recent
State
Performance
National
Standard or
Goal
4B Least
Restrictive
(Entries First
Placement)
Relative Homes
14.0% 12.6% ↑ 29.8% N/A
County Foster Homes
22.2%
20.8% N/A 20.8% N/A
Foster Family Certified Homes
58.8%
61.4% N/A 36.8% N/A
Group Homes
3.6%
3.9% ↓ 9.9% N/A
Other
1.4%
1.3% N/A 2.6% N/A
Measure Baseline
(2018 Q4)
Current
Performance
(2019 Q1)
Desired
Direction
Most Recent
State
Performance
National
Standard or
Goal
4B Least
Restrictive
Placement
(Entries
Predominant
Placement)
Relative Homes
2626.0% 29.0% ↑ 41.1% N/A
County Foster Homes
17.1% 16.7% N/A 17.3% N/A
Foster Family Certified Homes
4747.9% 45.4% N/A 29.9% N/A
Group Homes
5.0% 4.7% ↓ 7.1% N/A
Other
4.0% 4.2% N/A 4.7% N/A
Source: California Child Welfare Indicators Project
43 California - Child and Family Services Review Summary of Probation Data for Performing and Underperforming Measures
***These measures indicate areas of focus for this SIP Report
Measures highlighted in green indicate areas that are meeting the Federal or State
standard.
Measures highlighted in red indicate areas that are not meeting the Federal or State
standard.
Baseline Quarter vs. Current Performance Quarter
Measure
Baseline
(Q4 2018)
Current
Performance
(Q1 2019)
Desired
Direction
National Standard
S1
Maltreatment
in Foster Care
9.3% 12.69% ↓ ≤8.5%
P1
Permanency in
12 months
(entering care)
18.6% 17.5% ↑ ≥40.5%
P2
Permanency in
12 months for
children in care
12-23 months
14.3% 7.1% ↑ ≥43.6%
P3
Permanency in
12 months for
children in care
24 months or
more
0.0% 11.1% ↑ ≥30.3%
P4
Re-entry to
foster care in
12 months
50% 25% ↓ ≤8.3%
P5
Placement
stability
2.7373% 2.23% ↑ ≤4.12%
Source: California Child Welfare Indicators Project
44 California - Child and Family Services Review
2F
Timely Visits
(Out of Home)
7272% 69.9% ↑ ≥95.0%
2F
Timely Visits in
Residence
(Out of Home)
79.6% 74% ↑ ≥50.0%
Source: California Child Welfare Indicators Project
S1 - Maltreatment in Foster Care
Every effort continues to be made to ensure youth are placed in safe and appropriate
placements, including Short Term Residential Therapeutic Programs and Resource
Families. To mitigate maltreatment in care, probation officers will continue to ensure
timely monthly face-to-face visits with the youth and maintain regular contact with the
care providers. Additionally, probation officers will inquire about the youth’s physical,
emotional, and psychological status during their contacts.
P1 - Permanency in 12 months (entering care)
Achieving permanency in 12 months (entering care) for youth on probation is
challenging due to multiple factors. At the time of disposition, the Court may order the
youth to serve a commitment at the Juvenile Justice Campus, with the amount of days
dependent on the youth’s age, delinquent history, and severity of offense. Upon
completion of the commitment, youth may remain in custody pending suitable
placement. Youth who have not performed well in previous placements or have unique
needs such as being a victim of human trafficking or severe behavioral issues are often
more difficult to place as programs are less likely to accept, therefore prolonging their
time pending placement.
Once placed, it is not uncommon for probation youth to abscond from placement,
resulting in their whereabouts being unknown, which leads to the Court issuing a
warrant for their arrest. Upon being arrested and returning to custody, the cycle
repeats itself regarding a possible commitment in custody and the time it takes to locate
a suitable placement willing to accept the youth.
The above mentioned challenges combined with the challenges to locate suitable family
who are willing and/or capable completing the RFA process all have an effect on
probation’s ability to reach permanency in 12 months with youth in foster care and one
probation
P3 - Permanency in 12 months for children in care 24 months or more
The challenges of achieving permanency in 12 months for children in care 24 or months or
45 California - Child and Family Services Review more, and on probation are the same as the barriers identified with reaching permanency
in 12 months. If youth continue to be in care after 24 months, it is likely that the continued
family finding efforts have not been successful and/or the youth has significant challenges
that have prevented him or her from remaining in a placement for a period of time.
P4 - Re-entry to foster care in 12 months
Unfortunately, reunification and permanency efforts are not always successful. While every
effort is made to prepare and provide supports to a reunifying family, sometimes those
efforts fail. In those situations, due to a variety of circumstances, the only option may be
return the youth to foster care.
2F - Timely Visits (Out of Home)
Due to the continued turnover of staff in the Probation Department, combined with
reassignments and promotions, maintaining accurate and timely CWS/CMS entries will continue
to be a challenge. During this rating period, the placement unit had multiple new hires in the
unit who were required to undergo their initial probation officer training while simultaneously
learning about managing their caseloads of foster youth on probation. Regardless of staffing
issues, monthly face-to-face contacts are a priority and are completed, but improvement is
needed with data entry.
Summary of Child Welfare SIP Prioritizations
As previously stated, Fresno County Child Welfare has prioritized the following outcome
measures that were performing below the National Standard. In addition, Fresno County has
prioritized the following systemic factors that were noted as an area needing improvement in the
CSA for this 5-year SIP. Please see the Strategy Analysis section on pages 21 – 33 for further
analysis of these measures:
Child Welfare – P1 Permanency in 12 Months (entering foster care)
Child Welfare – P3 Permanency in 12 Months (24 months or more)
Child Welfare – Staff, Caregiver, and Provider Training
Child Welfare – Agency Collaboration – Court
Fresno County Child Welfare’s baseline data shows performance below the National Standard for
the following outcomes measures:
2B Timely Response (10 days)
2F Timely Visits (Out of Home)
Fresno County Child Welfare’s performance in outcome measures 2B and 2F are below the State
46 California - Child and Family Services Review Standard. However, compared to P1, the discrepancy between Child Welfare’s performance and
the State Standard is minimal. In addition, measure P3 was selected even though the discrepancy
between Fresno County’s performance and the National Standard is not as significant as P1, it
was a logical choice as the strategies implemented for P1 should have a positive impact on P3.
Finally, the systemic factors of Staff, Caregiver, and Provider Training and Agency Collaboration
– Court were identified as areas needing improvement in the focus groups and Peer Review
conducted during the CSA process. Measures 2B and 2F were not identified as areas needing
improvement in the CSA.
2B Timely Response (10 Days)
2015 2016 2017 2018
88.5% 90.6% 89.5% 88.6%
Based upon a four-year trend, Child Welfare’s performance for measure 2B was at or slightly
below the State goal of 90% of referrals with a timely response for 10-day response. For the
years 2015, 2017, and 2018, Fresno County was .5% - 1.5% percent below the State standard.
This reduction in timely response may be due, in part, to staff turnover. According to the CSA,
social work staff turnover for the same time period was at 61%. Vacant positions increase
caseloads for existing Social Workers thus causing delays in response times. As reported in the
CSA, caseload sizes in Emergency Response (ER) average 15-29 referrals per month.
It is the expectation that Fresno County Social Workers in ER complete 100% of responses within
the mandated timeframes. Fresno County will be addressing this area through close monitoring
and reviews. For example, Social Work Supervisors meet with their staff on a monthly basis at
which time Safe Measures is reviewed for compliance with timeliness. In addition, Program
Managers (PM) randomly pull referrals to review for quality assurance purposes to ensure a
thorough assessment was completed and documented, the referral was responded to timely,
and Structured Decision Making tools were completed, as appropriate.
2F Timely Visits (Out of Home)
2015 2016 2017 2018
94.1% 95.3% 94.4% 93.8%
The standard for 2F Timely Visits (out of home) is 95%. From 2015-2018, Fresno County was at
or slightly below the State standard. For the years 2015, 2017, and 2018, Fresno County was .6%
- 1.2% percent below the State standard. It should be noted that measure 2F Timely Visits in
Residence (Out of Home) the State standard is 50% however Fresno County is consistently well
above this benchmark. This is due to a policy requiring that all out of home visits be conducted
in the residence. Fresno County will continue to strive to meet the standard for both outcomes
measures. The department is committed to continuous analysis and implementation of quality
improvement measures to increase positive outcomes for children and families. Organizational
and systemic process concerns will be addressed by the Child Welfare Leadership team.
While there are no national standards for the following outcome measures, baseline data
47 California - Child and Family Services Review suggests that Fresno County needs to improve its performance when compared to statewide
performance for the following outcome measures:
• 4B Least Restrictive Placement (Entries with First Placement)
o Relative Homes
• 4B Least Restrictive Placement (Entries Predominant Placement)
o Relative Homes
These outcome measures will be addressed by Fresno County Child Welfare with the
strengthening of other initiatives such as Child and Family Team meeting, Family Finding, Child
and Family Service Reviews (CFSR), and/or through prevention and intervention services
performed by the county’s OCAP funded partners.
Prioritization of Direct Service Needs
PSSF, CAPIT, and CBCAP funding provides child abuse prevention and intervention services
throughout the county to ensure the health and well-being of children and families. To the extent
possible, the services funded are evidence-based and/or evidence-informed programs.
The Fresno Council on Child Abuse Prevention (FCCAP) acts as the coordinator of community
efforts to prevent and respond to child abuse and neglect in Fresno County. FCCAP provides
evidence- based prevention and intervention education programs such as; Mandated Reporter
training, Adverse Childhood Experiences (ACES), Stewards of Children (SOC), and Talking about
Touching (TAT).
Selection process for the priority direct service needs funded by CAPIT
The following services were identified as being effective in preventing child abuse and neglect.
Parenting Education
Early Intervention Services for children ages 0-5
Housing Assistance
Transportation
Neighborhood Resource Centers
Families involved in the child welfare system present with multiple struggles that require support
and services to meet their unique needs. With the development of Neighborhood Resource
Centers coupled with feedback obtained through the CSA, the department determined the scope
of services that should be provided to at risk families. Prevention services funded through CAPIT
provide a safety net for children and families at high risk of abuse and neglect.
Evidence-Based and/or Evidence Informed Programs
The Fresno County Department of Social Services is committed to utilizing CAPIT service providers
that employ evidence-based and/or evidence informed programs and practices.
CAPIT service providers, specifically Exceptional Parents Unlimited (EPU), utilize the North
48 California - Child and Family Services Review Carolina Family Assessment Scales (NCFAS) at intake to assess the family’s needs, prioritize goals
and services and develop a case plan. The NCFAS is also used to measure the family’s progress
following the delivery of services. In addition, all Neighborhood Resource Centers input data
regarding families and services in the Efforts to Outcome (ETO) database. Providers may
incorporate other assessment tools that are evidence based or evidence informed to determine
the efficacy of program services. Providers are encouraged to show that their work incorporates
best or promising practices or evidence based or evidence informed practices.
Populations at greatest risk of maltreatment
Children ages 0-5
Parents who are former victims of child abuse or neglect
Families with disabilities
Families with a history of domestic violence
Families with a history of substance abuse issues
Racial and ethnic minorities
Pregnant and parenting teens
Homeless families
Commercially Sexually Exploited Children (CSEC)
Families in rural communities
Contract Selection Process (CAPIT/CBCAP/PSSF)
Fresno County engages in a competitive Request for Proposal (RFP) process to select programs
and services funded by service providers funded through CAPIT, CBCAP, and PSSF. Current
providers are based upon an RFP issued in 2016, which solicited Neighborhood Resource Center
services and Differential Response. A new RFP will not be conducted until 2021.
For the upcoming RFP, the Department intends to continue to use CAPIT, CBCAP, and PSSF
funding to continue to support NRCs and DR. As described in the CSA, there is a lack of resources
and services for populations located in rural communities in Fresno County.
Selection Process for the Priority Direct Service Needs Funded by PSSF
Promoting Safe and Stable Families (PSSF) funding managed by the Department of Social Services
and the oversight authority resides with the Administrative Branch. The criteria for determining
which services will be provided using this particular funding stream is based on the needs of the
children and families involved with child welfare. As identified in the CSA, the priority needs
identified include:
More aftercare services for children and families when cases close
The need to expedite parents getting into court ordered services
More services to the rural areas
More substance abuse services for youth
49 California - Child and Family Services Review It was determined that aftercare services for children and families upon the closure of a case was
a priority need. Fresno County has dedicated PSSF funding to four contracted agencies to provide
preventative services through Differential Response (DR) and Neighborhood Resource Centers
(NRC), which includes a pathway four response for families who have reunified. Some of these
services include parenting education, counseling, substance abuse treatment for adults and
youth, domestic violence treatment, and housing. The goal of these aftercare services to support
families as they transition out of the foster care system and reduce recurrence of maltreatment
and re-entry into the foster care system. In addition, Differential Response providers offer
services and support to Fresno County’s rural communities.
Fresno County also identified the need to expedite parents getting into court ordered services as
a priority need. Similar to the aftercare services, court ordered services are provided through
PSSF funding. As part of the SIP, Fresno County will work with vendors and service providers to
identify and eliminate barriers to getting parents into court ordered services timely and
efficiently. The Department of Social Services has dedicated service coordinators, substance
abuse specialists, contracted mental health providers, domestic violence partners, parent
partners, and cultural brokers to connect, guide, and support parents as they engage in services.
Child Welfare/Probation Placement Initiatives
Child Welfare
Mental Health Screening Tool
Fresno County utilizes the Child Welfare Resource Referral, which serves as a mental health
screening tool. In 2019, the tool was revised and includes behavioral indicators to assist staff in
articulating the level of severity in different areas of consideration. The tool is completed by the
assigned social worker for each child/youth who is detained by Fresno County Juvenile
Dependency Court. The tool is located in CWS/CMS as part of the referral/case management
section. The tool is sent upon completion to the Child Welfare Mental Health (CWMH) team for
prioritization and referral to one of the contracted vendors. The CWMH team triages the referrals
and provides consultation to social work staff regarding mental health questions they may have
related to a youth or family. They also determine the expediency of the referral based on the
responses within the screening tool. Referral levels are: Urgent (3 days); Priority (15 days); and
Routine (30 days). The Child Welfare Resource Referral is not being utilized routinely for yearly
mental health re-screening as required in the Katie A. vs. Bonta lawsuit. Child Welfare went
through a re-organization of several divisions in an effort to comply with yearly mental health re-
screenings.
Child & Adolescent Needs and Services (CANS)
CANS implementation began on September 1, 2018. Fresno County began providing an
introduction training to CFT meetings and the CANS tool. The department trains staff to align the
50 California - Child and Family Services Review work of all our team members with identified strengths and needs of the child to help achieve a
collaborative, consensus-based assessment that aids system understanding of presenting issues,
impact and effectiveness across multiple levels – family, program, system.
As Fresno County continues through 2019, the Regional Training Academy is developing
additional training to align CANS, CFT, case planning, Structured Decision Making and Safety
Organized Practices. The additional training will be offered to staff in early 2020. The Central
California Training Academy is currently revamping social worker core training in and will also be
available in 2020.
Interagency Resources and Placement Committee (IRPC) aka Interagency Placement Committee
(IPC)
Interagency Resources and Placement Committee (IRPC) is a committee that consists of
Education, Behavioral Health, Probation and Child Welfare. IRPC meets weekly and reviews
referrals for wraparound services as well as recommendations for Short Term Residential
Therapeutic Placement (STRTP). The team is provided packets with a referral that provides
information as to the youth as well as all supporting documentation from the case that would
support the recommendation for wraparound or STRTP placement.
The Social Worker and/or Probation officer provide a verbal presentation based on an outline
that is provided to give additional information regarding the youth. The outline allows the team
members to hear the current circumstances and ensure that all options have been
explored. Additionally, IRPC learns about the Child & Family Teaming meeting recommendations
and heavily weighs its decision on that outcome.
Child & Family Teaming (CFT)
Fresno County began CFT’s in 2017. The purpose of CFT’s is to have an informed discussion with
the child and family team to collaboratively develop a case plan that outlines the current situation
with clear expectations and agreements regarding the safety, well-being, and relationships
leading towards permanency for the child. CFT’s are held throughout the life of the case. The first
teaming meeting will be held within approximately 60 days of a child entering foster care.
Subsequent CFT’s will be held every 90 days thereafter or whenever a significant change occurs,
and communication and planning is needed. A CFT must convene when there is a placement
change, significant event, formal change to the case plan, or by request of the family or team
member.
As of April 2019, Fresno County has six CFT facilitators and they have completed 31 CFTs in
addition, to continuing to facilitate Team Decision Making meetings at Intake. We expect this
number to increase as we move through the year, as the CFT facilitators will now schedule the
initial CFT following removal.
Family Finding and Kinship Support
Fresno County prioritizes placement of children with relatives and non-related extended family
members in an effort to support permanency and permanent connections. Fresno County has a
51 California - Child and Family Services Review dedicated family finding unit to assist in locating relatives and to provide support to Social
Workers in pursuit of making permanent connections for children.
Foster Parents Recruitment Retention Support (FPRRS)
Child Welfare applied for received FPRRS funding for the 2018-2019 budget year. Child Welfare
used this funding to provide pre-service training for resource parents, to purchase items for
relatives who have taken placement of their kin in order to meet the buildings and grounds
requirements of the RFA Written Directives. FPRRS funding was also utilized to pay for
extracurricular activities for foster youth. Finally, FPRRS funds are used to support the
Mockingbird Constellation of Resource Families.
Assembly Bill (AB)12
Fresno County social workers supervise approximately 200 non-minor dependent youth between
18-21 years old. An Independent Living Plan (ILP) Social Worker is responsible to work with
current and former foster youth aged 14-21 years old. Each ILP social worker is assigned to a
specific Permanent Plan Living Arrangement (PPLA) unit and is the point of contact for ILP services
with that unit and the PPLA social workers. ILP social workers attend meetings with their assigned
PPLA unit and maintain a list of all the ILP eligible youth in that unit. They make quarterly contacts
with those ILP eligible youth. They participate in CFTs, 90-day Transition conferences, and TDMs
for any ILP eligible youth.
ILP social workers engage the youth one on one and provides referrals and direction to the youth
that are ILP eligible either in or after they exit foster care. They assist the AB12 re-entry process.
ILP staff meet with the youth, complete the SILP readiness assessment, reviewing and verify the
eligibility requirements, maintain monthly contact until the youth has re-entered care, complete
the case plan, write the re-entry court report, and attend Court as needed. ILP social workers also
create curriculum and teach weekly enrichment classes. The courses offered include: ILP
Orientation, Housing & Finance, Safety, Self-Esteem Building, Access to Higher Education, Life
Skills, DMV Preparation, and Sexual Health & Adolescent Risk Prevention. Lastly, ILP social
workers meet with youth on a “drop-in” basis and assist them with needs they may have,
including finding clothing, shelter, and resources.
Certain ILP social workers function as liaisons for youth from other counties to receive ILP services
in Fresno County, as these youth would not have the opportunity to receive ILP services since
they are placed outside of their county of origin. ILP social workers participate on Fresno County
Child Focus Team and review all the cases of youth aged 14-17 that are coming into foster
care. The ILP social worker reaches out to the ongoing SW to assist with getting the youth linked
to ILP. The ILP social workers also put on events such as ILP graduation and smaller celebrations.
Fresno Implementation Team (FIT)
FIT began in 2015. Its purpose is to embed the core practice model into the Child Welfare System
in order improve our outcomes. The success of FIT shall be determined by six data measures:
1. Decrease entries into foster care
2. Decrease reoccurrence of maltreatment
3. Increase rate of first placement with kin
52 California - Child and Family Services Review 4. Increase overall Kinship placements
5. Increase timeliness of Permanency
6. Decrease reentry into foster care
Each subcommittee’s goals are created to help achieve the one or more of the six data measures.
There are seven subcommittees that makeup the FIT team:
1. Supervisor Learning Circles (SLC)
2. Communication
3. Data & Evaluation
4. Family Teaming
5. Equity & Practice
6. Campus Development
7. Child Welfare Training Plan
Continuum of Care Reform (CCR)
Fresno County has fully implemented CCR. Fresno County efforts regarding CCR are centered on
our Resource Family Approval (RFA) units. First, priority is given for relative home approval to
relatives who obtained emergency placement of their kin and must now complete the approval
process. Second, priority is for those families interested in becoming a resource parent but who
do not yet have placement of a child. Fresno County engaged Foster Family Agency (FFA)
partners to assist in processing non-relatives who are interested in foster care.
FFAs, STRTPSs, and social workers will provide trauma informed and culturally relevant core
services to foster youth. These core services are offered to the child along the continuum of care
or the placement settings deemed best and most appropriate for the youth or child on their path
towards reunification or permanency.
Secondary Traumatic Stress (STS)
Fresno County began STS education for staff in 2017. STS training is mandatory for all staff. At
this time, Fresno County is receiving technical assistance from private contractors. They teach,
coach and mentor supervisory staff who in turn, transfer these skills, knowledge, and abilities to
social work staff. Fresno County has completed five modules. The curriculum of these early
modules included: Understanding Secondary Traumatic Stress, focusing on rewarding aspects of
the job, and increased ability to perform job tasks with excellence. Supervisory staff recently
completed training for modules six through nine and will begin training social work staff soon.
Attachment A
5 – YEAR SIP CHART CHILD WELFARE
Priority Outcome Measure or Systemic Factor: 3-P1 Permanency in 12 Months (entering foster
care)
National Standard: ≥40.5%
CSA Baseline Performance: 21.7% (Q4 2018). According to the Q4 2018 data reports, there
were 938 children with entries between 1/1/2017-12/31/2017. Of those 938 children, 204
exited from foster care to permanency (reunification, guardianship, or adoption) within 12
months (21.7%)
Target Improvement Goal: Year 3 (December 27, 2021 – December 27, 2022): ≥26.1%
Year 4 (December 27, 2022 – December 27, 2023): ≥30.5%
Year 5 (December 27, 2023 – December 27, 2024): ≥035.0%
(Due to the time it will take to implement the strategies and the methodology for 3-P1, the
county does not anticipate any significant data changes until Year 3).
If the permanency population remains static at 938 children for the next 5 years, Fresno County
will have to establish permanency for approximately:
• 44244 children to meet the year 3 benchmark goal of ≥26.1%
• 286 children to meet the year 4 benchmark goal of ≥30.5%
• 328 children to meet the year 5 benchmark goal of ≥35.0%
Priority Outcome Measure or Systemic Factor: 3-P3 Permanency in 12 Months (24 months or
more)
National Standard: ≥30.3%
CSA Baseline Performance: 28.1% (Q4 2018). According to the Q4 2018 data reports, there
were 427 children in care 24 months or more between 1/1/2018-12/31/2018. Of those 427
children, 120 exited from foster care to permanency (reunification, guardianship, or adoption)
within 12 months (28.1%).
Target Improvement Goal: Year 3 (December 27, 2021 – December 27, 2022): ≥28.8%
Year 4 (December 27, 2022 – December 27, 2023): ≥29.5%
Year 5 (December 27, 2023 – December 27, 2024): ≥30.3%
(Due to the time it will take to implement the strategies and the methodology for 3-P3, the
county does not anticipate any significant data changes until Year 3).
California - Child and Family Services Review If the permanency population remains static at 427 children for the next 5 years, Fresno County
will have to establish permanency for approximately:
• 122 children to meet the year 3 benchmark goal of ≥28.8%
• 125 children to meet the year 4 benchmark goal of ≥29.5%
• 129 children to meet the year 5 benchmark goal of ≥30.3%
Priority Outcome Measure or Systemic Factor: Staff, Caregiver, and Provider Training
National Standard: N/A
CSA Baseline Performance: 61% (as reported in the CSA). According to Fresno County’s
employment data from 2015-2018, Child Welfare hired 379 Social Worker positions. During the
same time period, there were 229 workers leaving social work positions at a rate of 61%.
Conversely, the retention rate is 39%.
Target Improvement Goal: Increase staff retention by 20% by the end of year five of the SIP.
Year 2 (December 27, 2020 – December 27, 2021): 44%
Year 3 (December 27, 2021 – December 27, 2022): 49%
Year 4 (December 27, 2022 – December 27, 2023): 54%
Year 5 (December 27, 2023 – December 27, 2024): 59%
(Due to the time it will take to implement the strategies and the methodology for Social Work
Staff Retention, the county does not anticipate any significant data changes until Year 2).
Priority Outcome Measure or Systemic Factor: Agency Collaboration - Court
National Standard: N/A
CSA Baseline Performance: There is no baseline performance as reported in the CSA regarding
Agency Collaboration – Court. Current court data from 2016-2018 reflects the overall Juvenile
Court continuances rate between 16.1% - 16.7%.
Target Improvement Goal: Decrease court continuances by 30% by the end of year five of the
SIP.
Year 2 (December 27, 2020 – December 27, 2021): 15.4%
Year 3 (December 27, 2021 – December 27, 2022): 14.2%
Year 4 (December 27, 2022 – December 27, 2023): 12.9%
Year 5 (December 27, 2023 – December 27, 2024): 11.7%
(Due to the time it will take to implement the strategies and the methodology for Agency
Collaboration - Court, the county does not anticipate any significant data changes until Year 2).
California - Child and Family Services Review Strategy 1: Strengthen child and family
team (CFT) meetings in order to identify
permanency outcomes early and ongoing
throughout the life of a case.
CAPIT Applicable Outcome Measure(s) and/or Systemic Factor(s):
3-P1 Permanency in 12 Months (entering foster care)
3-P3 Permanency in 12 Months (in care 24 months or more)
CBCAP
PSSF
N/A Title IV-E Child Welfare Waiver Demonstration Capped
Allocation Project
Action Steps: Implementation
Date:
Completion Date: Person Responsible:
A. Develop a CFT policy and procedure guide
adhering to the state guidelines and feedback
received during the CSA.
June 2020 December 2020 CWS Program Manager
CFT Implementation Workgroup
CWS Program Specialist
B. Provide training to child welfare staff on
the CFT policy and procedure guide.
B1. Provide training to all new child
welfare staff on the CFT policy and
procedure guide in induction training.
B2. Provide a refresher course to all
current staff and have ongoing courses
for newly hired staff.
January 2021 December 2021 CWS Program Manager
CFT Implementation Workgroup
Fresno County Staff Development
California - Child and Family Services Review
C. Ensure that all CFT meetings are
documented in CWS/CMS in order to
accurately capture the frequency of CFT
meetings as provided in Safe Measures.
January 2022 December 2022 CWS Program Manager
CFT Implementation Workgroup
CWS SIP Strategy Lead
D. Evaluate and monitor CFT meeting
implementation including.
D1. The department will evaluate and
monitor adherence to the policy and
procedure, quality of the CFT meeting,
and responsiveness of team members by
developing, testing the validity, and
administering surveys to participants.
D2. The department will also monitor
the number of CFT meetings through
monthly Safe Measures data extracts.
January 2022 December 2022 CWS Leadership Team
CWS Program Manger
CWS SIP Strategy Lead
CFT Implementation Workgroup
California - Child and Family Services Review Strategy 2: Implement intensive family
finding efforts to ensure that children and
youth in care can maintain and develop
permanent connections with relatives and
other important individuals in their lives
early and ongoing.
CAPIT Applicable Outcome Measure(s) and/or Systemic Factor(s):
3-P1 Permanency in 12 Months (entering foster care)
3-P3 Permanency in 12 Months (in care 24 months or more)
CBCAP
PSSF
N/A Title IV-E Child Welfare Waiver Demonstration Capped
Allocation Project
Action Steps: Implementation
Date:
Completion Date: Person Responsible:
A. Develop a family finding policy and
procedure guide that defines the continuum
of family finding and engagement efforts
across the child welfare spectrum from
prevention through permanency.
June 2020 December 2020 CWS Program Manager
CWS Family Finding Social Work Supervisor
Family Finding Strategy Workgroup
B. Provide in-house training to child welfare
staff on the family finding policy and
procedure guide.
B1. The family finding unit will provide
training to all child welfare staff on the
family finding policy and procedure guide
by individual units throughout the
department until all staff have been
trained
B2. Provide a refresher course to all
current staff and have ongoing trainings
for newly hired staff.
January 2021 December 2021 CWS Program Manager
CWS Family Finding Social Work Supervisor
CWS Family Finding Unit
Family Finding Strategy Workgroup
California - Child and Family Services Review
C. Analyze current data collection methods
for family finding referrals and outcomes,
including the number of referrals received
and the information that is documented in
CWS/CMS on family finding results.
January 2022 June 2022 CWS Program Manager
CWS Family Finding Social Work Supervisor
Family Finding Strategy Workgroup
D. Evaluate and intensive family finding
efforts including:
D1. Monitor the number of family finding
referrals received, from staff.
D2. Evaluate family finding efforts as
documented in CWS/CMS, social for
consistency.
D3. Social work supervisors will review of
family finding efforts as documented in
court reports, to ensure social workers
have followed up on family finding results
and engaged relatives and mentors
appropriately in the child’s case plan.
D4. The department will monitor the
number of children/youth placed with
relatives.
D5. Evaluate CQI case reviews, monitoring
that monitor federal measures on
permanency.
June 2022 June 2023 CWS Program Manager
CWS Family Finding Social Work Supervisor
Family Finding Strategy Workgroup
California - Child and Family Services Review Strategy 3: Expedite services to parents to
ensure that parents are able to reunify with
their children in a timely manner.
CAPIT Applicable Outcome Measure(s) and/or Systemic Factor(s):
3-P1 Permanency in 12 Months (entering foster care)
CBCAP
PSSF
N/A Title IV-E Child Welfare Waiver Demonstration Capped
Allocation Project
Action Steps: Implementation
Date:
Completion Date: Person Responsible:
A. Create a strategy workgroup to continue
analyzing Fresno County’s current service
delivery system.
June 2020 December 2020 CWS Program Manager
CWS Social Work Supervisor
CWS Services Coordinator
B. Review and monitor Fresno County’s
current internal and external service delivery
system to identify any systemic barriers to
timely service delivery.
January 2021 December 2021 CWS Program Manager
CWS Social Work Supervisor
CWS Services Strategy Workgroup
C. Analyze child welfare staffing needs in
order to ensure timely service delivery to
parents.
January 2022 June 2022 CWS Program Manager
CWS Social Work Supervisor
CWS Services Strategy Workgroup
California - Child and Family Services Review
D. Provide training for child welfare staff and
service providers in order to expedite timely
service delivery to parents.
D1. Provide guidance and training for
child welfare staff on the needs
assessment of parents so that
appropriate referrals for services are
made.
D2. Provide training to service providers
regarding the child welfare court process
and timelines with which parents have to
reunify with their children.
June 2022 June 2023 CWS Program Manager
CWS Social Work Supervisor
CWS Services Strategy Workgroup
E. Monitor and evaluate the service delivery
system with an analysis completed a
minimum of every six months on the
timeliness and quality of services including:
substance abuse treatment, domestic
violence treatment, mental health treatment,
parenting classes, and visitation services.
June 2023 December 2024 CWS Social Work Supervisor
CWS Services Coordinator
CWS Services Strategy Workgroup
California - Child and Family Services Review Strategy 4: Develop a peer mentoring/
training program for social work staff so
they feel more supported and are better
equipped to meet job expectations.
CAPIT Applicable Outcome Measure(s) and/or Systemic Factor(s):
Staff, Caregiver, and Provider Training CBCAP
PSSF
N/A Title IV-E Child Welfare Waiver Demonstration Capped
Allocation Project
Action Steps: Implementation
Date:
Completion Date: Person Responsible:
A. Convene a mentoring/training workgroup
to create a strategic plan for a
mentoring/training program.
June 2020 December 2020 CWS Program Manager
CWS Social Work Supervisors
B. Collaborate with Fresno County Staff
Development to coordinate the social worker
core training with practice elements and
practices needed for the mentoring/training
program in order to ensure the core training
curriculum and mentoring/training practice
elements are aligned.
January 2021 December 2021 CWS Program Manager
CWS Social Work Supervisors
DSS Staff Development Staff
Mentoring/Training Workgroup
C. Develop a work proposal for the
mentoring/training program to present to the
Child Welfare Leadership team.
January 2022 June 2022 CWS Program Manager
CWS Social Work Supervisors
DSS Staff Development Staff
Mentoring/Training Workgroup
California - Child and Family Services Review
D. Develop a training curriculum for
trainers/mentors utilizing the current family
reunification training unit as a model to
develop and expand the current training
program for newly hired social workers.
June 2022 June 2023 CWS Program Manager
CWS Social Work Supervisors
DSS Staff Development Staff
Mentoring/Training Workgroup
Evaluate and monitor the mentoring/training
program, which will include.
E1. Develop and administer job
satisfaction surveys for newly hired social
workers and to be administered every six
months for the first two years of
employment.
E2. Develop and administer exit surveys
for all social workers leaving county
employment.
June 2023 December 2024 CWS Program Manager
CWS Social Work Supervisors
DSS Staff Development Staff
Mentoring/Training Workgroup
California - Child and Family Services Review Strategy 5: Enhance social work
supervisor training and coaching in order
to help supervisors provide greater
support and guidance to their staff.
CAPIT Applicable Outcome Measure(s) and/or Systemic Factor(s):
Staff, Caregiver, and Provider Training CBCAP
PSSF
N/A Title IV-E Child Welfare Waiver Demonstration Capped
Allocation Project
Action Steps: Implementation
Date:
Completion Date: Person Responsible:
A. Collaborate with Staff Development to
monitor completion of the supervisor
leadership training and develop a plan for
ongoing leadership training opportunities for
newly promoted supervisors.
June 2020 January 2021 CWS Program Manager(s)
DSS Staff Development
B. Create a workgroup to develop
assessment tools to evaluate the
effectiveness of the social work supervisor
leadership training and ongoing contracted
coaching for administration to supervisors
and line staff.
June 2021 January 2022 CWS Program Manager(s)
DSS Staff Development
C. Develop evaluation tools/surveys to
assess the fidelity of supervisors’ use of the
leadership skills and tools learned in
leadership training and coaching sessions.
January 2022 December 2022 CWS Program Manager(s)
DSS Staff Development
CWS Strategy Workgroup
California - Child and Family Services Review
D. Administer evaluation surveys and
develop a schedule to administer evaluation
surveys annually.
D1. Administer evaluation surveys to all
social workers whose supervisor has
completed leadership training.
D2. Administer evaluation surveys to all
social workers annually.
December 2022 December 2024 CWS Program Manager(s)
DSS Staff Development
CWS Strategy Workgroup
California - Child and Family Services Review Strategy 6: Improve the quality of court
reports in order to provide
comprehensive and detailed
assessments and recommendations to
the court regarding child welfare
families.
CAPIT Applicable Outcome Measure(s) and/or Systemic Factor(s):
Staff, Caregiver and, Provider Training
CBCAP
PSSF
N/A Title IV-E Child Welfare Waiver Demonstration Capped
Allocation Project
Action Steps: Implementation
Date:
Completion Date: Person Responsible:
A. Convene a workgroup to develop a plan
to improve the quality of court reports.
June 2020 December 2020 CWS Program Manager
CWS Social Work Supervisor
CWS Social Workers
B. Review a sample of court reports to
identify strengths and areas needing
improvement.
June 2020 December 2020 CWS Program Manager
CWS Social Work Supervisor
CWS Social Workers
CWS Strategy Workgroup
C. Review court reports from other counties
for formatting and content.
C1. Determine elements to include in
Fresno County’s court reports that
are in-line with best practices and
feedback from the court.
January 2021 June 2021 CWS Program Manager
CWS Social Work Supervisor
CWS Social Workers
CWS Strategy Workgroup
California - Child and Family Services Review D. Consult with County Counsel on
developing training materials checklist for
social workers onto ensure that court report
writing standards are met.
June 2021 December 2021 CWS Program Manager
CWS Social Work Supervisor
CWS Social Workers
County Counsel
CWS Strategy Workgroup
E. Provide training to social workers and
social work supervisors on court report
writing.
E1. The department will provide training
to all child welfare staff on court report
writing by task area throughout the
department until all staff have been
trained.
E2. Provide a refresher course to all current
staff and have ongoing trainings for newly
hired staff.
January 2022 December 2022 CWS Program Manager
CWS Social Work Supervisor
CWS Social Workers
County Counsel
CWS Strategy Workgroup
F. Monitor and evaluate court reports for
consistency and detail (post training).
F1. Court reports are reviewed on a
continuous basis by Social Work
Supervisors for consistency and detail.
F2. Court officers will review court
reports on a quarterly basis to ensure
that all standards are met using the
checklist tool developed for social
workers.
January 2022 December 2023 CWS Program Manager
CWS Social Work Supervisor
CWS Social Workers
CWS Strategy Workgroup
California - Child and Family Services Review
F3. A qualitative data report will be
developed on a quarterly basis and
provided to leadership. Areas that are
meeting the standard, as well as areas
needing improvement will be addressed
by the Social Work Supervisor to staff.
California - Child and Family Services Review Strategy 7: Reduce court continuances in
order to avoid unnecessary delays in
case progression for children and
families.
CAPIT Applicable Outcome Measure(s) and/or Systemic Factor(s):
Agency Collaboration – Court
CBCAP
PSSF
N/A Title IV-E Child Welfare Waiver Demonstration Capped
Allocation Project
Action Steps: Implementation
Date:
Completion Date: Person Responsible:
A. Convene a meeting with the juvenile
court judges to have a detailed and in-depth
discussions regarding court continuances.
June 2020 December 2020 CWS Program Manager
CWS Social Work Supervisor
CWS Court Officers
B. Analyze the current data collection
methods by CWS court officers and juvenile
court staff regarding court continuances to
ensure that the most accurate information is
being collected.
January 2021 April 2021 CWS Program Manager
CWS Social Work Supervisor
CWS Court Officers
C. Train supervisors to monitor, review and
remind staff of court report due dates during
weekly/monthly conferences.
January 2021 April 2021 CWS Program Manager(s)
CWS Social Work Supervisor(s)
California - Child and Family Services Review D. Expand the use of technology to improve
timeliness of court reports including: the use
of electronic signatures for court reports, text
reminders for social workers as to court
report due dates, and other technology based
methods to improve efficiency.
April 2021 April 2022 CWS Program Manager
CWS Social Work Supervisor
Fresno County Information Technology
Department
E. Monitor the implementation of this
strategy. This will occur through the
development of a quarterly data dashboard
process to evaluate the data indicator and
outcome measure performance. The
dashboard will monitor department caused
court continuances over time.
April 2022 December 2024 CWS Program Manager
CWS Social Work Supervisor
CWS Court Officers
CWS Program Technicians
Fresno County Information Technology
Department
Attachment B
5 – YEAR SIP CHART PROBATION
Probation
Priority Outcome Measure or Systemic Factor: P1 Permanency in 12 months (entering
foster care).
National Standard: 40.5%
CSA Baseline Performance: Probation’s baseline performance in P1 Permanency in 12
months (entering foster care) from Q4 2018 was 18.6%.
Target Improvement Goal: Increase Permanency in 12 months (entering foster care) to
38.9 by the end of the five-year SIP cycle.
Year 3: increase by four children which is 25.4%
Year 4: increase by four children which is 32.2%
Year 5: increase by four children which is 38.9%
Priority Outcome Measure or Systemic Factor: P2 Permanency in 12 months (in care
12-23 months).
National Standard: 43.6%
CSA Baseline Performance: Probation’s baseline performance in P2 Permanency in 12
months (in care 12-23 months) from Q4 2018 was 14.3%.
Target Improvement Goal: Increase Permanency in 12 months (in care 12-23 months
to 42.8% by the end of the five-year SIP cycle.
Year 3: increase by two children which is 23.8%
Year 4: increase by two children which is 33.3%
Year 5: increase by two children which is 42.8%
California - Child and Family Services Review Strategy 1: Improve Family
Finding Efforts
Improve and increase family finding efforts
and permanency planning by engaging
extended families throughout the life of a
case.
CAPIT Applicable Outcome Measure(s) and/or Systemic
Factor(s):
3-P1 Permanency in 12 Months (entering foster care) and 3-
P2 Permanency in 12 months (in care 12-23 months)
CBCAP
PSSF
N/A Title IV-E Child Welfare Waiver Demonstration
Capped Allocation Project
Action Steps: Implementation
Date:
Completion
Date:
Person Responsible:
A. Coordinate with Child Welfare to
provide training to Probation
Officers regarding family finding
resources available through our
collaborative partnership.
June 2020 June 2021 Probation Services Manager
B. Develop Protocol to ensure
Family Finding is a continuous
process.
June 2021 December
2021
Probation Services Manager
D. Develop system to evaluate and
monitor family finding efforts
June 2021 June 2022 Probation Services Manager
Juvenile Division Director
IT Manager
California - Child and Family Services Review
January 2020 December
2025
Probation Services Manager
Placement Probation Officers
E. Placement Probation Officers
and Support Staff receive CWS/CMS
training.
June 2020 June 2021 Probation Services Manager
California - Child and Family Services Review
Strategy 2: Provide Parental
Support
Implement services to parents to
improve reunification efforts.
CAPIT Applicable Outcome Measure(s) and/or Systemic
Factor(s):
3-P1 Permanency in 12 Months (entering foster care) and 3-
P2 Permanency in 12 months (in care 12-23 months)
CBCAP
PSSF
N/A Title IV-E Child Welfare Waiver Demonstration
Capped Allocation Project
Action Steps: Implementation
Date:
Completion
Date:
Person Responsible:
A. Develop contract with Focus
Forward to provide the Nurturing
Parenting Program.
January 2021 January 2022 Probation Services Manager
Juvenile Division Director
Administrative Director
B. Provide training to probation
officers regarding the Nurturing
Parenting Program.
January 2022 June 2022 Probation Services Manager
C. Identify and refer reunifying
families to the Nurturing Parenting
Program
June 2022 June 2023 Probation Officers
D. Develop system to evaluate
and monitor referrals/outcomes of
Nurturing Parent Program
participants.
March 2022 June 2023 Probation Services Manager
Juvenile Division Director
Administrative Director
Attachment C
CAPIT/CBCAP/PSSF
PROGRAM AND EVALUATION DESCRIPTION
PROGRAM DESCRIPTION
PROGRAM NAME
Supervised Visitation
SERVICE PROVIDER
Comprehensive Youth Services
PROGRAM DESCRIPTION
Comprehensive Youth Services (CYS) provides visitation services for children and their parents and siblings.
Services consists of two levels, Supervised Visitation (SV) and Intensive Supervised Visitation (ISV). SV is
provided to lower risk families that the Juvenile Dependency Court orders to be supervised. ISV is provided to
higher risk families that have significant issues such as untreated mental health needs, emotional abuse that
includes a severe disconnect between the parent and child, severe physical abuse, and families with high
conflict or those who are at risk of domestic violence.
The following characteristics are applicable to both SV and ISV. Visitation services are provided as often as two
times per week or as few as one time per month. The frequency of visits is determined by the Juvenile
Dependency Court or is at the discretion of DSS. One visit is defined as 60 minutes, though visits may be
extended longer. Services are intended to keep a child safe, supported and free from unnecessary stress during
their family visit. A “visitation monitor” supervises the visits and is present at all times. In addition to ensuring
child safety, the visitation monitor may actively direct or “coach” the parents, as deemed appropriate, to
enhance parenting skills. This may include the provision of input on the following topics and concepts: infant
care; day-to-day activities of motherhood/fatherhood; approaches to raising children; understanding the source
of a child's behavior; helping children build healthy self-esteem; and resolving family conflicts to promote
reunification.
Services are available in English and Spanish.
FUNDING SOURCES
SOURCE LIST FUNDED ACTIVITIES
PSSF Family Reunification Parent/Sibling Visitation
OTHER Source(s):
IDENTIFY PRIORITY NEED OUTLINED IN CSA
Feedback from various groups convened as part of the CSA process (focus groups, stakeholder meeting, and the
Peer Review process) identified visitation as an important component of successful reunification and essential
to the facilitation of a successful reunification (CSA Page 16 and 175).
TARGET POPULATION
Children, youth, and family members involved in the Child Welfare System.
TARGET GEOGRAPHIC AREA
California - Child and Family Services Review CYS provides services to families who reside in Fresno County.
TIMELINE
Contracted services are fully implemented. EVALUATION
PROGRAM OUTCOME(S) AND MEASUREMENT & QUALITY ASSURANCE (QA) MONITORING
Desired Outcome Indicator Source of Measure Frequency
Transition parents
toward less restrictive
or unsupervised visits
with their child(ren)
90% of families in
visitation services for
over one month will
demonstrate
improved parent-child
interaction.
80% of families
receiving services will
be ready to move to a
lower level of
visitation within 3-6
months.
Visitation form and/or
parent self-report
questionnaire
Visitation Form
Monthly
Monthly
Quality Assurance (QA) Monitoring
Services and activities
are delivered as
contractually required.
Program will be
evaluated for efficacy
of delivered services
and successful
accomplishment of
program outcomes
Monitoring through
any combination of
on-site visits, desk
reviews, meetings,
and provider self-
monitoring
Ongoing activities conducted
throughout the year.
CLIENT SATISFACTION
Method or Tool Frequency Utilization Action
Survey developed by CYS Completed by
participants after
service delivery or
separation from
program.
Surveys are reviewed
by CYS after
completion or
separation from
program.
Any issues identified are
reviewed, and can serve to
inform programmatic changes
Attachment D
CAPIT/CBCAP/PSSF
PROGRAM AND EVALUATION DESCRIPTION
PROGRAM DESCRIPTION
PROGRAM NAME
Specialized Co-Occurring Disorder Treatment
SERVICE PROVIDER
Exceptional Parents Unlimited
PROGRAM DESCRIPTION
EPU provides Specialized Co-Occurring Disorder Treatment Services using the Dialectical Behavioral Therapy
(DBT) treatment model to address substance abuse and mental health needs of parents reunifying with their
children. DBT is a 6 to 12 month program that includes skills training group, individual therapy, and phone
coaching outside of office visits. The goals are to teach participants skills and techniques to manage emotions,
thoughts, and behavior. This specialized program is intended for families involved in Child Welfare Services
where other agency mental health/substance abuse treatment services have not been successful. The model is
replicated from another County where use of DBT has been successful for families in reunification. EPU does
not provide client transportation, however, services are accessible via public transportation.
FUNDING SOURCES
SOURCE LIST FUNDED ACTIVITIES
PSSF Family Reunification
Co-Occurring Disorder treatment services through Group and/or Individual Therapy
OTHER Source(s):
IDENTIFY PRIORITY NEED OUTLINED IN CSA
Results from the CSA stakeholder meeting and focus groups identified challenges with mental health and
substance abuse services, the need for timely assistance, and the availability of more of these services for
families (CSA Page 9 and 14).
TARGET POPULATION
CWS families in the reunification process identified as needing both mental health and substance abuse
services/treatment, particularly where prior treatment services have been unsuccessful.
TARGET GEOGRAPHIC AREA
County-wide.
TIMELINE
Contracted services are fully implemented through 2022.
California - Child and Family Services Review
EVALUATION
PROGRAM OUTCOME(S) AND MEASUREMENT & QUALITY ASSURANCE (QA) MONITORING
Desired Outcome Indicator Source of Measure Frequency
Improve parent
functioning in targeted
behaviors:
• Mindfulness
• Interpersonal
Effectiveness
• Emotion
regulation
• Distress
tolerance
70% of clients in the 6-
month cycle will
demonstrate
improvement in
managing one or more
targeted behaviors
80% of clients in the
12-month cycle will
demonstrate
improvement in
managing their one or
more targeted
behaviors
DBT Difficulties in
Emotional Regulation
Scale (DERS); and
Parenting Stress Index
(PS-4)
DBT Difficulties in
Emotional Regulation
Scale (DERS); and
Parenting Stress Index
(PS-4)
DERS and the PS-4 are
completed pre and post
services
Quality Assurance (QA) Monitoring
Services and activities
are delivered as
contractually required.
Program will be
evaluated for
efficacy of delivered
services and
successful
accomplishment of
program outcomes
Monitoring through any
combination of on-site
visits, desk reviews,
meetings, and provider
self-monitoring
Ongoing activities
conducted throughout
the year.
CLIENT SATISFACTION
Method or Tool Frequency Utilization Action
Survey developed by
EPU
Completed by
participants after
service delivery or
separation from
program.
Surveys reviewed after
completion or separation
from program.
Any issues identified are
reviewed and can serve to
inform programmatic
changes.
Attachment E
CAPIT/CBCAP/PSSF
PROGRAM AND EVALUATION DESCRIPTION
PROGRAM DESCRIPTION
PROGRAM NAME
Post-Adoption Support Services
SERVICE PROVIDER
Aspiranet
PROGRAM DESCRIPTION
Aspiranet provides post-adoption support services to families that have finalized adoption through the County of
Fresno Department of Social Services (DSS). The program, called REACH (Resources, Education, Advocacy, Crisis
Counseling and Hope), is designed to empower and strengthen families who are experiencing current issues or
challenges with regard to their adoption. Services focus on providing families a variety of supportive services to
navigate the unique challenges of adoptive parenting and to improve family functioning and stability. The goal is
to stabilize a family and reduce the likelihood of re-entry into foster care. Core services include: information and
referral, support groups/educational classes, mental health screening, assessment and intervention, quarterly
newsletter/adoption website, resource library/directory, and community outreach and advocacy. Services can
also be home-based to meet the needs of families with no transportation.
FUNDING SOURCES
SOURCE LIST FUNDED ACTIVITIES
PSSF Adoption Promotion and Support Post-Adoption Services • Individual/Family Counseling • Information and Referrals • Support Groups and Education Classes • Advocacy
OTHER Source(s):
IDENTIFY PRIORITY NEED OUTLINED IN CSA
Lack of mental health and aftercare services were identified during the CSA stakeholder meeting (CSA Page 173).
Post-permanency support services are critical to encourage the adoption of children and youth who have special
needs and to keep them safe and stable in their new families after adoption completion.
TARGET POPULATION
Fresno County families who have finalized adoptions through DSS. Families can be referred by Child Welfare staff
or access services on their own.
TARGET GEOGRAPHIC AREA
County-wide. Any family that resides in Fresno County and has finalized an adoption through DSS.
TIMELINE
Fully implemented contracted services through 2022.
California - Child and Family Services Review EVALUATION
PROGRAM OUTCOME(S) AND MEASUREMENT & QUALITY ASSURANCE (QA) MONITORING
Desired Outcome Indicator Source of Measure Frequency
Decrease the likelihood
of post-adoption
placement disruption
and reduce/prevent re-
entry into foster care
90% of families children
served will not will not re-
enter the foster care
system
Aspiranet’s database Monthly
Post-adoptive families
receiving services will
show an increase in
emotional wellness and
attachment to their
adopted child(ren)
80% of families parents
will report an overall
increase in emotional
wellness and attachment
with their adopted
child(ren)
Parent Stress Index
Administered at time of
intake and upon completion
of program
Quality Assurance (QA) Monitoring
Services and activities
are delivered as
contractually required.
Program will be evaluated
for efficacy of delivered
services and successful
accomplishment of
program outcomes
Monitoring through any
combination of on-site
visits, desk reviews,
meetings, and provider
self-monitoring
Ongoing activities
conducted throughout the
year.
CLIENT SATISFACTION
Method or Tool Frequency Utilization Action
Client satisfaction
questionnaire
Provided to each
actively participating
family every 6 months.
Survey is also accessible
via Aspiranet’s website
Questionnaires are
reviewed as received.
Any issues identified are
reviewed and can serve to inform
programmatic changes.
Attachment F
CAPIT/CBCAP/PSSF
PROGRAM AND EVALUATION DESCRIPTION
PROGRAM DESCRIPTION
PROGRAM NAME
Adoption Support Services
SERVICE PROVIDER
Fresno County Department of Social Services
PROGRAM DESCRIPTION
Services are designed to encourage and support adoptions out of the foster care system, when adoption is
in the best interest of the child. Staff work to match children in care with the most appropriate adoptive
parents who can meet their needs for safety, permanence and well-being. Services may include Adoption
Assistance Program, pre-placement preparation, placement stability activities, post placement/finalization
services, and conducting home study evaluations of prospective adoptive parents.
FUNDING SOURCES
SOURCE LIST FUNDED ACTIVITIES
PSSF Adoption Promotion and Support Pre and Post-Adoption Support Services for families
OTHER Source(s):
IDENTIFY PRIORITY NEED OUTLINED IN CSA
Timely and successful adoptions are important to maintain a child’s wellbeing, however successful
adoptions can be affected by the age of the child, families lacking knowledge of the court system and/or
difficulty understanding of child behaviors. Adoption is the most common form of permanency for children
in care for 24 months or more. (CSA Page 161).
TARGET POPULATION
Children and families involved in Child Welfare Services who are unable to reunify with their birth
parent(s) and adoption is deemed the most appropriate permanent plan, and families who have finalized
adoptions. In addition, targets families whose cases have originated in Fresno County, however, the
adoptive families have moved out of county.
TARGET GEOGRAPHIC AREA
Fresno county and areas out of county consistent with adoptive parents’ residency.
TIMELINE
Services are implemented internally by DSS. Services will continue during SIP period 2019-24.
California - Child and Family Services Review
EVALUATION
PROGRAM OUTCOME(S) AND MEASUREMENT & QUALITY ASSURANCE (QA) MONITORING
Desired Outcome Indicator Source of Measure Frequency
Increase timely and
successful adoptions of
children
Permanency rate
reaches or exceeds the
National Standard of
30.3%.
CWS/CMS data Annually
Quality Assurance (QA) Monitoring
Services and activities
are delivered as
required by Welfare
and Institution Codes
and DSS policies.
Supervisor must
guide, direct, coach and
mentor Social Worker
staff on laws and
regulations that govern
the adoption process
Supervisor monitor staff
work through reviews,
evaluations, and
inspection.
As needed
CLIENT SATISFACTION
Method or Tool Frequency Utilization Action
Family satisfaction
questionnaire
50% of families will be
randomly surveyed at
the time of adoption
finalization.
Questionnaires are
reviewed as received.
Any issues identified are
reviewed and can serve to inform
programmatic changes.
Attachment G
CAPIT/CBCAP/PSSF
PROGRAM AND EVALUATION DESCRIPTION
PROGRAM DESCRIPTION TEMPLATE
PROGRAM NAME
Neighborhood Resource Center/Differential Response Site 2 – Fresno 93706/93722
SERVICE PROVIDER
Centro La Familia Advocacy Services, Inc.
PROGRAM DESCRIPTION
Differential Response (DR)
Centro La Familia Advocacy Services, Inc. provides voluntary home-based case management services to
families with current risk factors of abuse/neglect to strengthen family functioning. Services may include
access to Neighborhood Resource Center (NRC) or linkage/referrals to other community-based providers.
Case plans are driven by the results of the evidence-based North Carolina Family Assessment Scale
(NCFAS), which is administered by case management staff. Case managers work with families to achieve
case plan goals. Services are provided in English, Spanish and Hmong and are focused in the Fresno metro
93706/93722 zip codes, areas identified by DSS as highest in child abuse/neglect referral rates.
Neighborhood Resource Center (NRC)
Contractor provides child abuse prevention and intervention services through a Neighborhood Resource
Center (NRC) located at 302 Fresno Street, Ste. 102, Fresno CA 93706. NRCs are characterized by a
commitment to work in partnership with local residents, including the beneficiaries of services, to
strengthen families and build strong, healthy communities. NRC services include access to health
insurance and services, case management, parent education, housing advocacy, family economic support,
availability of healthy foods, resource and referrals, and other site-specific services. The NRC develops
skills and knowledge so that families can prevent and address future family challenges. Services are
available in Spanish, English and Hmong.
FUNDING SOURCES
SOURCE LIST FUNDED ACTIVITIES
PSSF Family Preservation
• Services may include, but not be limited to, family assessment, case management, basic life skills and advocacy, family health and wellness, etc.
PSSF Family Support • Services may include, but not be limited to, family assessment, case management, basic life skills and advocacy, family health and wellness, etc.
Other Source(s): (specify)
IDENTIFY PRIORITY NEED OUTLINED IN CSA
Given a high rate of poverty and substantial economic hardship, families benefit from family support
California - Child and Family Services Review services, advocacy, and concrete assistance (CSA page 26). The provision of primary/secondary
prevention services in these areas can reduce the number of children entering or re-entering in foster care
(CSA Page 48, 50 and 53).
TARGET POPULATION
Vulnerable families with children at risk of abuse or neglect, or families with one or more risk factors. DR
target families that have come to the attention of CWS but do not meet the legal definition of child abuse.
The NRCs target unserved and underserved, low to moderate income children and families in identified
high-risk areas, primarily in zip code areas of 93706 and 93722.
TARGET GEOGRAPHIC AREA
Fresno County, with special focus on serving those families living in the metro communities (93706 and
93722 zip code areas), identified as areas with the high numbers of CWS referrals.
TIMELINE
Fully implemented contracted services.
EVALUATION
PROGRAM OUTCOME(S) AND MEASUREMENT & QUALITY ASSURANCE (QA) MONITORING
Desired Outcome Indicator Source of Measure Frequency
All families receiving
case management will
demonstrate
improved family
functioning
67% of families parents
who accept case
management services
will improve family
functioning and
complete their case
plan goals
Results of the North
Carolina Family
Assessment Scale
(NCFAS) assessment
tool for DR case
managed families and
the Protective Factors
Survey for NRC case
managed families.
Survey for NRC case
managed families
NCFAS assessment and Protective
Factors Survey are completed at
entry and at exit.
Completed at case management
entry and at exit.
Families referred to
CWS will not be re-
referred.
80% of families’
children that receive
DR services will not
have a recurrence of
allegations within 12
months.
CWS/CMS Annually
Quality Assurance (QA) Monitoring
Services and activities
are delivered as
contractually required.
Program will be
evaluated for efficacy
of delivered services
and successful
accomplishment of
program outcomes
Monitoring through
any combination of on-
site visits, desk
reviews, meetings, and
provider self-
monitoring
Ongoing activities conducted
throughout the year.
CLIENT SATISFACTION
Method or Tool Frequency Utilization Action
Satisfaction Survey Completed by
participants mid-way
and at the end of the
program
Surveys reviewed after
mid-way and at the
end of the program
Problem areas addressed by staff, as
appropriate to resolve issues
Attachment H
CAPIT/CBCAP/PSSF
PROGRAM AND EVALUATION DESCRIPTION
PROGRAM DESCRIPTION TEMPLATE
PROGRAM NAME
Neighborhood Resource Center/Differential Response Site 2 – Fresno 93702/93703
SERVICE PROVIDER
Exceptional Parents Unlimited, Inc.
PROGRAM DESCRIPTION
Differential Response (DR)
Exceptional Parents Unlimited, Inc. provides voluntary home-based case management services to families
with current risk factors of abuse/neglect to strengthen family functioning. Services may include access to
Neighborhood Resource Center (NRC) services or linkage/referrals to other community-based providers.
Case Plans are driven by the results of the evidence-based North Carolina Family Assessment Scale
(NCFAS), which is administered by case management staff. Case managers work with families to achieve
case plan goals. Services are provided in English, Spanish and Hmong and are focused in the Fresno metro
93702/93703 zip codes.
Neighborhood Resource Center (NRC)
Contractor provides child abuse prevention and intervention services through a Neighborhood Resource
Center (NRC) located at 1835 North Winery, Fresno, CA 93703. NRCs are characterized by a commitment
to work in partnership with local residents, including the beneficiaries of services, to strengthen families
and build strong, healthy communities. NRC services include access to health insurance and services, case
management, parent education, housing advocacy, family economic support, availability of healthy foods,
resource and referrals, and other site-specific services. The NRC develops skills and knowledge so that
families can prevent and address future family challenges. Services are available in Spanish and English.
FUNDING SOURCES
SOURCE LIST FUNDED ACTIVITIES
PSSF Family Preservation • Services may include, but not be limited to, family assessment, case management, basic life skills and advocacy, family health and wellness, etc.
PSSF Family Support • Services may include, but not be limited to, family assessment, case management, basic life skills and advocacy, family health and wellness, etc.
CAPIT • Parenting Education Nurturing Parenting Program
CBCAP • Incredible Years Program
Other Source(s): (specify)
IDENTIFY PRIORITY NEED OUTLINED IN CSA
Given a high rate of poverty and substantial economic hardship, families benefit from family support
California - Child and Family Services Review services, advocacy, and concrete assistance (CSA page 26). The provision of primary/secondary
prevention services in these areas can reduce the number of children entering or re-entering in foster care
(CSA Page 48, 50 and 53).
TARGET POPULATION
Vulnerable families with children at risk of abuse or neglect, or families with one or more risk factors. DR
target families that have come to the attention of CWS but do not meet the legal definition of child abuse.
The NRC target unserved and underserved, low to moderate income children and families in the
93702/9303 zip codes.
TARGET GEOGRAPHIC AREA
Fresno County, with focus on serving those living in the metro communities of Fresno that involve high
numbers of CWS referrals (zip codes 93722/93706/93702 & 93703).
TIMELINE
Contract awarded July 1, 2017 – June 30, 2022. Fully implemented
EVALUATION
PROGRAM OUTCOME(S) AND MEASUREMENT & QUALITY ASSURANCE (QA) MONITORING
Desired Outcome Indicator Source of Measure Frequency
All families receiving
case management
will demonstrate
improved family
functioning
67 % of families
receiving case
management services
will improve family
functioning and
complete their case
goals.
The North Carolina
Family Assessment
Scale (NCFAS)
assessment tool for
DR case managed
families and the
Protective Factors
Survey for NRC case
managed families.
DR case Survey for
NRC case managed
families.
NCFAS assessment and Protective
Factors Survey are completed by case
manager at entry, 7-weeks and at exit.
Surveys conducted at intake and at exit.
Completed at case management entry
and at exit.
Families referred to
CWS will not be re-
referred.
80% of families that
receive DR services will
not have a recurrence
of allegations within
12 months.
CWS/CMS Annually
Quality Assurance (QA) Monitoring
Services and
activities are
delivered as
contractually
required.
Program will be
evaluated for efficacy
of delivered services
and successful
accomplishment of
program outcomes
Monitoring through
any combination of
on-site visits, desk
reviews, meetings,
and provider self-
monitoring
Ongoing activities conducted
throughout the year.
CLIENT SATISFACTION
Method or Tool Frequency Utilization Action
Satisfaction Survey Completed by
participants mid-way
and at the end of the
program
Surveys reviewed
after mid-way and
at the end of the
program
Problem areas addressed by staff, as
appropriate to resolve issues and ensure
continuous quality improvement
Attachment I
(1) DATE
SUBMITTED: 11/8/19
(2)
DATES
FOR
THIS
WORKB
OOK
thru
(3) DATE
APPROVED
BY OCAP
(4) COUNTY: Fresno (5) PERIOD OF SIP: thru (6)
YEARS: 5 Internal Use Only
(7) ALLOCATION (Use the latest Fiscal or All County Information Notice for
Allocation): CAPIT: $ 331,526
CBCAP
: $42,288 PSSF: $1,185,703 PSSF & CBCAP FY 19-20
No. Program Name
Applies to
CBCAP
Programs
Only
Name of Service Provider
Service
Provide
r is
Unkno
wn,
Date
Revised
Workbo
ok to be
Submitt
ed to
OCAP
CAPIT CBCAP PSSF OTHER
SOURCES
NAME OF
OTHER TOTAL Dollar amount to be spent on CAPIT Programs CAPIT is used for Administration Dollar amount to be spent on CBCAP Programs CBCAP is used for Administration Dollar amount to be spent on Family Preservation Dollar amount to be spent on Family Support Dollar amount to be spent on Time-Limited Reunification Dollar amount to be spent on Adoption Promotion & Support Dollar amount of PSSF allocation to be spent on PSSF activities (Sum of columns G1-G4) PSSF is used for Administration Dollar
amount
from other
sources
List the
name(s) of
the other
funding
source(s)
Total dollar amount to
be spent on this
Program (Sum of
Columns E, F, G5)
A B C D1 D2 E1 E2 F1 F2 G1 G2 G3 G4 G5 G6 H1 H2 I
1 Supervised
Visitation Services Comprehensive Youth
Services $0 $0 $0 $0 $12,140 $0 $12,140 $0 $12,140
2
Specialized Co-
Occurring Disorder
Treatment
Exceptional Parents
Unlimited $0 $0 $0 $0 $225,000 $0 $225,000 $0 $225,000
3 Post Adoption
Support Services Aspiranet $0 $0 $0 $0 $225,000 $225,000 $0 $225,000
4 Adoption Promotion
and Support
County of Fresno
Department of Social
Services
$0 $0 $0 $0 $12,139 $12,139 $0 $12,139
5
Neighborhood
Resource
Center/Differential
Response
Centro La Familia
Advocacy Services $42,288 $0 $177,85
6 $177,856 $0 $0 $355,712 $0 $398,000
6
Neighborhood
Resource
Center/Differential
Response
Direct
Service
Exceptional Parents
Unlimited $289,238 $42,288 $177,85
6 $177,856 $0 $0 $355,712 $0 $687,238
7 $0 $0 $0 $0 $0 $0 $0 $0 $0
Totals $331,526 $42,288 $355,71
2 $355,712 $237,140 $237,139 $1,185,703 $0 $1,559,517
30% 30% 20% 20% 100%
California -Child and Family Services Review Signature Sheet
For submittal of: CSA • SIPl!I Progress Report • ___ !!!!!!I ____ _
County
SIP Period Dates
Outcom e Data Period
Mailing Address
Name
Siunature* b
Phone Number
Mailing Address
December 27, 20 19 t o Dece mb er 26, 202 4
20 18 Quarter 4
Countv Chief Probation Officer ,;
• • • • • -~--. ... ·· I
3333 E . American Av e, Sui t e B Fresno, CA 93725
Public Agency Designated to Administer CAPIT and CBCAP ----------------• • • I .. • •
Name •· • I •
Signature * --'~ Phone Number .
Mailing Address • • • • .
Board of Supervisors (BOS) Si 6mature
BOS Approval Date . : ....
Name Ern es t Budd y Mend es
s· e*
Mail the original Signatu{e _Sheet to:
*Signatures must he in :l~lucji~k
STATE OF CALIFORN IA -HEALTH AND HUMAN SERVICES AGENCY
Children and FamikScrviccs_Division·
Outcomes and An:ountahility St-ction'
California I )cpartmcnt oJ Social Sen ice~
·74_4 i;·Strect!;Ms 8-12-9f·:~".) /f"
' ··~~ !, ·•'" .... :.~;:• ···: . ·i:r._,·_. 1~ ,'. _.··' •/•,'
S~<.:r:ame nto, CA·958L1; i'-)•t'.:'i-:;:
CALIFORNIA DEPARTMENT OF SOCIAL SERVICES Rev . 12/20 17