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Oklahoma City Family Drug Court Training

April 3-4, 2014

This project is supported by Award No. 2013‐DC‐BX‐K002 awarded by the Office of Juvenile Justice and Delinquency Prevention Office of Justice Programs. The opinions, findings, and conclusions or recommendations expressed in this

publication are those of the author(s) and do not necessarily reflect the views of the Department of Justice

2Agenda8:30 ‐ 9:00 am Welcome & Introductions

9:00 ‐10:30 am FDC Best Practices: Review of Strengths and Opportunities for Growth

10:30 – 10:45 am Break

10:45 – 11:45 pm Sustainability Practices: Marketing Your Outcomes

11:45 – 12:45pm Grant Meeting/Working Lunch

1:00 – 2:00 pm Oklahoma City FDC Staffing

2:00 – 4:00 pm Oklahoma City FDC Court Session

4:00 – 4:30 pm Observation Debrief/Questions

Introductions

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Oklahoma County FDC Update

4/7/2014

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OKFDC Implementation Grant

• Project Goal # 1:  Implement an OK Co‐specific FDC program that integrates community level understand of strengths, challenges, and barriers with known information about FDC best practices and protocol.

• Project Goal# 2: Improve permanency outcomes for participant families.

• Project Goal# 3: Intervene in adult, child, and family risk factors through the provision of evidence‐based services, thereby decreasing risk for negative child and parent outcomes and increasing protective factors. 

• Project Goal# 4: Improve SA treatment outcomes for participant families.

OKFDC Enhancement Grant • Project Goal # 1: Expand the OKFDC capacity to serve OKFDC participants and 

their children through assessments and community‐based service linkages

• Project Goal 2: Enhance the service delivery of two evidence‐based parenting education programs, Celebrating Families Program (CF) and Strengthening Families Program (SFP), both designed to increase individual and family functioning, increase the likelihood of timely reunification with birth families, and decrease maltreatment recurrence. 

• Project Goal # 3:  Increase the capacity of community stakeholders through implementing a multi‐year education initiative addressing SA, child welfare, and trauma‐informed interventions.  

Strengthening Families/ Celebrating Families Programs

• To date, there have been two cycles of SFP comprised of sixteen families  (21 adults and 25 children have attended the Strengthening Families Program

• Currently an additional seven families are participating in the Celebrating Families Program 

Strengthening Families Graduation Video 

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FDC Stats as of January 2014 

• The average number of months from entering FDC until entering trial reunification is 9.25 months. 

• Currently 74% of the OKFDC accepted cases are still in the program or have graduated OKFDC, leaving only 26% of the accepted cases having been terminated from FDC since the start of our court in May 2012.

OKFDC Referrals 

• The OKFDC continues to allow eligible participants from other courtrooms into the OKFDC.  Records indicate that 29% of allreferrals have been from outside of the OKFDC Judge’s courtroom since we opened up FDC to all courtrooms and 13% of accepted referrals have been from outside of Judge’s court since expanding OKFDC eligibility to all courtrooms. 

OKFDC Numbers Served Reporting PeriodJanuary‐ June 2013

• Served 23 parents/ guardians• Accepted 10 new participants • Served 35 additional family 

members• 28 children were in out of 

home placement during the reporting period 

• 8 children were reunited with their parents or guardians 

Reporting PeriodJuly‐ December 2013

• Served 34 parents/ guardians• Accepted 14 new participants • Served 45 additional family 

members• 36 children were in out of home 

placement during the reporting period 

• 6 children were reunited with their parents or guardians 

* 2 removed from home 

FDC Best Practices: Review of Strengths and Opportunities for Growth

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FDC Survey• Built from the FDC Guidelines• Target population, scale and

scope• Inventory of FDC Best Practices • Challenges, strengths, goals• Consensus activity and priority

setting• Self Assessment• Action Planning

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Shared Outcomes

• Interagency Partnerships• Information Sharing• Cross System Knowledge• Funding & Sustainability

• Early Identification & Assessment

• Needs of Adults• Needs of Children• Community Support

FDC Recommendations

Agency Collaboration

Shared Mission & VisionShared Mission & Vision

Client Services

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Common Challenges and Barriers for FDCs

• Collaboration challenges• Screening and assessment – referral processes

• Engaging and retaining clients• Comprehensive programs – children’s services

• Performance measures/data collection• Budget/sustainability – scale and scope

What Partnership are you Representing?

1

1

1

1

2

3

4

5

0 2 4 6

Other

Court Staff

Judge

Attorney

Treatment Representative

ODMHSAS Staff

Child Welfare

CASA

n = 18

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Top FDC Strengths

1.72

2.39

2.44

2.44

2.44

2.5

2.83

2.89

2.94

2.94

0 1 2 3

Funding and Sustainability Strategies

Garner Community Support

Address the Needs of Children

Shared Outcomes and Accountability

Develop Interagency Partnerships

Ensure Interdisciplinary Knowledge

Early Identification and Assessment

Shared Mission and Vision

Effective Communication Protocols for…

Address the Needs of Parents

Disagree Somewhat Disagree

Somewhat Agree

Agree

n = 18

Importance of P&P Uniformity

0 1 2

The Country

The State

The County

Your FDC Team

Not Important Somewhat Important Very Important

n = 18

Create Shared Mission, Vision and Values

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The FDC has a process to revisitmission, goals, target population and

P&P of the FDC on a regular basis

Somewhat Agree

Agree

n = 18

Disagree

FDC Partner Referrals

Community Based Case Management Agency

Child Protective Investigators

Other Human Service Organizations

Directly by the Court

Parent Attorneys

None Less Than Half Half More Than Half

* On Average, 20 % of respondents answered “Don’t Know” for the amount of FDC parents referred by each partner

n = 18

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Prioritization of FDC Goals

0.94

1.12

1.72

2.22

Sobriety for parents despite reunification

Reunify children with their parents

Achieve permanency in a safe and timelymanner

Provide parents with reasonable efforts

Lowest Priority

Highest Priorityn = 18

Prioritization of Target Population

0.77

2

2.11

2.44

2.67

Children have not been removed

Children adjudicated/parents have notbeen successful in tx in the past

Substance Exposed Infant

Children have been adjudicated by thecourt

Children have been removed

Highest Priorityn = 18

Lowest Priority

Defining the Scale of Your FDC

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Defining Your Target Population# of Reports that Resulted 

in Investigation :   5,625

# of potential children

served in FDC

# of children of substance users: 733 (60% National Average)

Your defined target population

•Numbers based on   Oklahoma County Data Profile

# of substantiated allegations:  1,223

What percentage of families with substance abuse issues are currently served in the FDC?

44%

44%

6%

6%

0%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

0-10%

10-30%

30-50%

50-70%

70-90%

Responses (n= 18)

Most FDCs typically serve 5-10% of the parents. The largest FDCs serve up to

30-35% parents.

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What is the ideal percentage of families with substance abuse issues served in the FDC?

5.56%

11.1%

50.0%

22.2%

11.0%

0% 10% 20% 30% 40% 50% 60%

0-10%

10-30%

30-50%

50-70%

70-100%

Responses (n= 18)

35% would be approximately 240 children per year

Develop a Process for Early Identification and Assessment

0%

10%

20%

30%

40%

50%

60%

Agree Somewhat Agree Disagree Not Sure

n = 18

Develop a Process for Early Identification and Assessment

0 1 2

Joint policy to standardized screening andassessment

Includes an in-depth assessment of SUDissues and their impact on family

AOD routinely asks about children andfamiliy living and safety issues

Somewhat Agree

Agree

n = 18

Disagree

Don’t Know:

0 %

Don’t Know:11.1 %

Don’t Know:5.6 %

Address the Needs of Parents

0%

10%

20%

30%

40%

50%

60%

70%

Agree Somewhat Agree Disagree Not Sure

n = 18

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Address the Needs of Parents

Utilizes Peer Mentors/Recovery Coaches

Identified common drop-off points and modify programaccordingly

Provides outreach to parents who miss theirappointments

Offers an array of services that are gender specific

Engages in trauma-informed practices

Understands what motivates behavior change applieswhen responding

Client relapse leads to intervention to re-engage and re-assess child safety

Connected to an Evidence-Based Parenting Program

Somewhat Agree

Agree

Don’t Know:

0 %Don’t Know:

0 %Don’t Know:

0 %

Don’t Know:0 %

Don’t Know:5.6 %

Don’t Know:11.1 %

Don’t Know:5.6 %

Don’t Know:11.1 %

Disagree

Barriers To Participation in the FDC

1.22

1.56

1.56

1.72

2.06

3

0 1 2 3 4

Length of the Program

Timeliness to Access Tx

Availability of Resources

Multiple Demands of the CasePlan

Participant Resistance

Lack of Participant Stability

n = 18

Develop Interagency Partnerships

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0 1 2

Routinely Assess for Rates ofReferrals, Completions & Barriers

Somewhat Agree

AgreeDisagree

n = 18

Defining Your Drop off Points (Example)733 Substantiated cases of neglect and/or abuse due to

substance use disorders

Potential participants referred for behavioral health assessments

16% drop off = 622

Number of participants admitted to Tx13% = 546

Number of participants admitted into the FDC = 2496% drop off

4 successfully completed FDC(84% drop off)

Payoff

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* Numbers based on Oklahoma County Data Profile

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Address the Needs of Children

0%

10%

20%

30%

40%

50%

Agree Somewhat Agree Disagree Not Sure

n = 18

Address the Needs of Children

0 1 2

Developed linkages to a range of programs for childrentargeting on developmental needs

The FDC ensures children of FTC clients undergo acomprehensive health assessment

Children of FDC clients have access to services thatinclude interventions appropriate for different

developmental stages

Has access to a continuum of services for parents andtheir children

Uses National models and EBP for Substance AbusePrevention and Early Intervention services for children

Somewhat Agree

Agree

n = 18

Disagree

Don’t Know:11.1 %

Don’t Know:0 %

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Don’t Know:11.1 %

Don’t Know:11.1 %

Don’t Know:0 %

Historically Disadvantaged Groups

Monitors whether members of historicallydisadvantaged groups complete the program

at equivalent rates

Eligibility criteria is nondiscriminatory in intent andimpact

Assessment tools used are valid with members ofhistorically disadvantaged groups

Members of historically disadvantaged groupsreceive the same levels of care and quality

Somewhat Agree

Agreen = 18 Disagree

Don’t Know:5.6 %

Don’t Know:11.1 %

Don’t Know:5.6 %

Don’t Know:44.4 %

Create Effective Communication Protocols for Sharing Information

0%

10%

20%

30%

40%

50%

60%

70%

Agree Somewhat Agree Disagree Not Sure

n = 18

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The FDC has developed the capacityto automate data about theoutcomes of the participants

compared to the larger systems

The FDC utilizes community-wideaccountability systems to monitor childwelfare issues with specific indicators

Somewhat Agree

Agree

n = 18

Disagree

Don’t Know:47.1 %

Create Effective Communication Protocols for Sharing Information

Don’t Know:33.3 %

Evaluate for Shared Outcomes and Accountability

The FDC has an ongoing plan forevaluation

Somewhat Agree Agree

‹#›n = 18

Disagree

Don’t Know:

11.11 %

Implement Funding and Sustainability Strategies

0%

10%

20%

30%

40%

50%

Agree Somewhat Agree Disagree Not Sure

n = 18

Funding and Sustainability Efforts

The FDC has a community outreach andeducation plan to futher sustainability

efforts

The FDC's partners are able and willing toshare information about their budget and

staffing

Somewhat Agree

Agree

‹#›n = 18

Disagree

Don’t Know:5.6 %

Don’t Know:11.1 %

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Strengths of the Partnership

• The client and children being reunited after going through FDC and successful treatment. Client centered.

• A common belief in the policies of FDC ad focus on these principles.• Very concerned with all their participants• Collaboration• Open door communication• Dedicated team; good follow through; communication• Teamwork, communicate and holding everyone accountable for their actions• There is good collaboration among the FDC team members and a unity in the approach of

meeting the goals and objectives of the purpose of FDC. There are community support programs- Strengthening Families; Celebrating Families- that assist in reinforcing the goals and expectations of FDC so parents are not left without training and assistance in order to avoid further DHS involvement. FDC continues to apply evidence-based training and procedures and ensures the overall goal of FDC is the protection of the children and the best interest of the child with support for parents to overcome substance abuse.

Strengths of the Partnership

• That it shows the parents who are involved in FDC that whether or not they have a support system they have one within the partnership of the courts.

• Teamwork• Communication with all sectors at staff meetings.• Networking, communication, collaboration and corroboration• Dedicated staff who believe in the importance of a FDC program. Willingness to listen to all

opinions at the table. Current funding for treatment services through grant that been secured. Availability of training both in state and national training for many team members. The desire to continually improve.

• Making team decisions.• The ability of the majority of team members to communicate and listen to one another. The

desire to learn about what is working nationwide as well as best practices, etc. The desire to make the program succeed and improve outcomes for families involved.

• Team actively looking for ways to strengthen our FDC.• Providing seminars and in service to help achieve maximum efficiency related to all aspects

related to FDC and participants working in this endeavor.

Opportunities for Growth in the Partnership

• More agencies apart of FDC and just SOS getting the grant• I don’t see what further strengths are needed. Communications with the partnership is very

significant. • More grant money.• Ability to be totally honest.• Cross training in services.• Understanding what part all team members play.• More service providers willing and able to provide aid to parents and children in FDC. More

convenient transportation system for parents to get to service provider locations. More access to available job opportunities for parents who are willing to work. More Spanish language service providers. More available funds to ensure psych/mental health services are provided and that such services are provided on a timely basis. A steady stream of revenue to ensure sustainability of FDC.

• Focusing somewhat on the children and taking time to make sure they don’t need services that are falling through the cracks.

• Cross-training of team agencies.

Opportunities for Growth in the Partnership

• Having more involved partnerships that can provide a variety of needed services.• Better networking and information sharing, better awareness and access to community

resources.• Additional services and screening for children. The treatment providers providing additional

services for the whole family. Steps to enhance these services are underway. The FDC needs to establish a stakeholder advisory group and look at data more regularly and utilize this as a starting point for regular discussion on process improvement.

• More collaboration with service providers that deal specifically with our kids. (Counseling, etc.) Behaviors and issues related to being raised by parents who have substance abuse issues.

• Ongoing training regarding best practices and cultural awareness.• Work on ways to sustain FDC after grants run out.• Sharing information deemed necessary for the achievement of success with those who are

participants of the FDC.• Better knowledge of each section’s work and the resources that available to each. • An audit done after each cycle.

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Questions to ask:

• Does your site have a data collection system to analyze drop-off points?

• Does your site utilize a strategic person to enhance engagement and retention?

• Does your site offer cross-systems training?

• Does your site need to rethink your responses to client behavior?

• Has your site conducted a walk-through to gain a perspective from the client’s point of view?

Questions & Discussion

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Sustainability Strategies: Marketing Your Outcomes

HIGHER TREATMENT COMPLETION RATES

SHORTER TIME IN FOSTER CARE

HIGHER FAMILY REUNIFICATION RATES

LOWER TERMINATION OF PARENTAL RIGHTS

FEWER NEW CPS PETITIONS AFTER REUNIFICATION

COST SAVINGS PER FAMILY

FDC OutcomesWe now know some

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0

20

40

60

80

Com

plet

ion

Rat

eTreatment Completions

Up to 20-30% higher

0

20

40

60

80

100

FR R

ates

Reunification Rates

FDC vs Comparison

0

200

400

600

800

# of

Day

s

Days in Foster Care

Several Fewer Months

05

10152025

New

Pet

ition

New CPS Petition after FR

Up to 20-40% higher

Infrequent, In all conditions

(Source: Marlowe and Carey, May 2012)

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WHAT IS SUCCESS IN FDC?KEY OUTCOMES

Safety (CWS)

• Reduce re-entry into foster care

• Decrease recurrence of abuse/neglect

Recovery(AOD)

• Reduce time to reunification

• Reduce time to permanency

• Reduce days in care

Permanency(Court)

• Increase engagement and retention in treatment

• Increase number of clean UA’s

• Increase number of graduates

• Decrease Recidivism

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Why Evaluation Is Needed

• How do we know FDCs are effective and if they work?  Measured by what goals?

• How can the efforts and resources needed to operate the FDC be sustained?‐ Does the FDC save money?‐ Is there an ability to conduct a cost analysis?

• If the FDC is effective, should it be expanded?‐What is the scale of the FDC?

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EVALUATION IMPLEMENTATION- COLLECTING DATA

Alcohol & Other Drugs

COURT

Building and sustaining collaborative relationships through data sharing

Child WelfareSystem

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Court

Collects information regarding client progress in treatment and servicesCollects information regarding case management activitiesShares data regarding status of case, court dates, timelines; judicial orders; cost of processing cases. Uses data for resource management, case processing, funding decisions

Child Welfare

Collects information regarding client progress in treatmentCollects or receives judicial orders regarding the caseShares data regarding placement, case management activities, case outcomes; costs of foster care and other servicesUses data for case planning, case management, case tracking, policy decisions

AOD Treatment

Collects information about children of parents in treatmentShares progress, treatment episodes, completionUses information about the child to address issues related to abuse or neglect in treatmentUses data for case planning, case tracking, policy decisions

Cross-SystemsChecklist

Establish agreed upon data components and procedures for tracking clients and service impact Establish common outcome measuresFormulate and utilize formal communication tools to facilitate info gathering, facilitate reviews, and reduce duplicative reporting (Example: standardized report forms)Monitor the outcomes of information sharingUses data reports to modify policies and protocols

EVALUATION IMPLEMENTATION- COLLECTING DATA

SIMPLE OUTCOME QUESTIONS-PROGRAM DEVELOPMENT

• What do policy makers want to know?

• What are the current strengths and needs?

• How will we know if we’re getting there?

• How will we know when we get there?

• What outcomes will policy makers invest in?54

Effectiveness of the Innovationand Results Achieved

• Who cares enough about the results of this project/innovation to pay for it?

• What outcomes would be credible to prospective funders – who do we save money for?

• Is our information system strong enough to document results—and costs?

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In Identifying Stakeholders, it is Critical to Understand:

• Who or what organizations will help sustain FDCs?

• Who or what organizations will have influence and resources to support FDCs?

• Who or which organizations will be directly or indirectly affected by FDCs?

• Who or which organizations will support improving FDCs and producing outcomes? Who will resist it and why? and How resistance to that change can be addressed?

• What can these organizations contribute to improving FDCs?

• What is the best way to leverage insights or assuage objections and concerns?

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Potential Stakeholders

Mental Health Domestic Violence

Early Childhood Development

Child CareHousing Authorities

School System TANF

Alternative Education Programs

Community Service Organizations

Health and Disability

Independent Living Centers

Family Services

Faith Based Organizations

12-Step Community

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Dissemination Briefing – Key Questions

• What is the project?

• Who does it benefit? 

• How does it benefit? 

• What problem does it address, and what data is available on how serious the problem is? 

• How does the project compare with scale, practices and results in the larger system? 

• How does the project do it better than other programs? 

• How has the community benefitted from the project, and what has changed as a result of the project? 

• Why should the project be continued or expanded?

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• Who would go to bat for this project? Who are potential champions for the project among legislators, policy leaders, and media?

• Who have we briefed, kept current on the project—and walked through it?

• Do we have a marketing or media strategy? Do we have an “elevator pitch?”

Political & Community ResourcesNeeded to Sustain the Project

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• Show that it works• Show that it saves

money• Show that you’re

working collaboratively (working across agencies, serving shared clients)

Show

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• Data: The nuggets that are emerging

• Stories: Who are we helping and how can we and the beneficiaries—clients and other agencies—tell the story?

• Marketing approaches: Describing the innovation in clear, persuasive language

Tell

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• Testing data and stories on policy leaders as early as possible

• Which themes are most likely to make the case

-Prevalence-Developmental-Intergenerational-Outcomes-Cost savings

Tell

What rings the bell?

What message is most credible? What crises are most visible?

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Download a copy: http://www.cdc.gov/OralHealth/publications/library/pdf/success_story_workbook.pdf

Action Planning

Creating Structure to Sustain Change

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FDC Learning Academy 2010‐2014

30 webinars

57 hours of content

50 expert presenters

2123 attendees

45 states

4.3 satisfactory rating65

Family Drug Court Learning AcademyWebinar Series

This Changes Everything

2014

For more information, please visit the FDC Learning Academy Webinar Librarywww.cffutures.org/presentations/webinars/category/fdc-series

March 6th Tested and Proven – Utilization of Recovery Support Specialists as a Key Engagement and Retention Strategy in FDC (and Beyond)

April 10th Our Grant is Over – Now What? Re-financing and Re-Directing as Real Sustainability Planning for Your FDC

June 12th Closed Doors or Welcome Mat? Opening the Way for Medical Assisted Treatment in FDC

July 10th So How Do You Know They Are Really Ready? Key Considerations for Assessing Families in Recovery for Reunification

Aug. 14th Exploring Solutions Together – The Issue of Racial and Ethnic Disproportionality in FDCs

Sept. 11th Matching Service to Need – Exploring What “High- Risk, High-Need” Means for FDCs

This Changes Everything - 2014

Visit the FDC Learning Academy Blog

www.familydrugcourts.blogspot.com

• Webinar updates• Presenter info• Learning resources• Post a follow‐up question

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69FOR MORE INFORMATION OR TO SCHEDULE A SITE VISIT :Email: PeerLearningCourts@cffutures.org

Baltimore City Circuit Court, Juvenile Division

MarylandJudge: Robert B. Kershaw

Chatham County Juvenile Court,Family Dependency Treatment Court

GeorgiaJudge: Patricia P. Stone

Jackson County Family Drug Court16th Judicial District

MissouriCommissioner: Molly Merrigan

Pima County Juvenile CourtArizona

Judge: Susan Kettlewell

“David Sheff has written the most important book about addiction in a

decade. Clean is a blueprint for thinking clearly – and

empathetically – about America’s costliest and most misunderstood

public health crisis."– Benoit Denizet- Lewis,

The New York Times Magazine

Recommended Reading

For more information, please visit: www.davidsheff.com

Training and Staff Development

NCSACW Online Tutorials

1. Understanding Substance Abuse and Facilitating Recovery: A Guide for Child Welfare Workers

2. Understanding Child Welfare and the Dependency Court: A Guide for Substance Abuse Treatment Professionals

3. Understanding Substance Use Disorders, Treatment and Family Recovery: A Guide for Legal Professionals

Please visit:   http://www.ncsacw.samhsa.gov/71

Contact Information

Alexis Balkey, BA, RASFDC TTA Program CoordinatorChildren and Family Futures

abalkey@cffutures.org

(714) 505-3525

Phil Breitenbucher, MSWFDC TTA Program DirectorChildren and Family Futures

pbreitenbucher@cffutures.org

(714) 505-3525