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Project Status Summary Executive Projects, Office of the Director

Unified Child and Youth Safety Implementation Plan

REPORT DATE PROJECT LETTER PROJECT NAME PREPARED BY PROJECT HEALTH STATUS

November6,2017 A Enhance

Community

Engagementat

theDistrictLevel

PamelaHeisler ☐Closed

☒ OnSchedule

☐Proceed

w/Caution

☐AtRisk

☐Initiation

☒Planning

☐Executing

☐Closing

PROBLEM STATEMENT

AllDHSChildWelfaredistrictsacrossOregondonotconsistentlyoroptimallyengagewithcommunitypartnersto

increaseresourcepartnershipsandsupportsforchildrenandfamiliesincommunities,aswellasforchildreninfoster

care.

STATUS SUMMARY

One-on-onemeetingscontinuetobeheldbyprojectmanagerstoengagecommunitypartnersandfieldstaffinthe

workoftheChildSafetyPlanprojects.AninternalplanningteammeetingwasheldSeptember14thwithrecurring

meetingssetmonthlytocoordinateeffortsandprovideasoundingboardforengagementwork.TheServiceEquity

WorkgroupcontinuestoreviewresponsesbyDistrictsregardingcommunityengagementonadvisorybodiesand

providecoachingtoimproverepresentation.Planstoconducta7-sitetouracrossthestatetoheardirectlyfromstaff

andcommunitypartnershasbeendelayeduntilJanuaryandwillbeexpandednowtoincludeallcurrentagency-wide

changeeffortsunderwayatDHS.ThisincludestheChildSafetyPlan,thennewlycreatedResearchAgenda,

organizationalrestructurework,andotherprojectsasdeterminedbyChildWelfareProgramManagers.Thestructure

ofthetourremainsthesame-therewillbeleadershipmeetings,fieldstafflisteningsessions,ayouthandfamilyprep

session,andaCommunityForumdrivenbyroundtablediscussions.ThetourwillnowkickoffonJanuary3rdinBend,

withthegoalofmovingthroughLaGrande,Roseburg,KlamathFalls,Hillsboro,Portland,andOregonCitybythefirst

weekofFebruary.ThefullworkgroupforthisprojectwillconveneonJanuary23rd.

QUARTERLY BUSINESS REVIEW (QBR) ALIGNMENT

ThisprojectdoesnotcurrentlyaligndirectlywithincurrentQBRmeasures.

WORK ACCOMPLISHED IN THE LAST REPORTING PERIOD

1. DistrictTourPlanandTimelinerevampedandnewdatesnegotiatedwithdistricts.

2. Districtself-assessmentofserviceequityresponsesandlearningcontinuestoinformnextsteps.

3. MetwithDHScommunityengagementteammonthlytostreamlineeffortsandbuildrelationships.

4. ConductedaDHS101presentationfortheOregonParentEducationCollaborative(OPEC)wheremanyof

ourchildwelfareinvolvedparentsarereferredforparentingeducation.

5. ParticipatedinacollaborationmeetingwithOregonParentEducationCollaborativetodeterminejoint

effortstoincreaseinformationsharingandimprovetheexperiencesofthefamilies.

6. ParticipatedinUndoingRacismtrainingconductedbythePeople’sInstitute-allplanningteammembers

havenowcompletedthetrainingasafoundationtomoveforwardwithcommunityengagementwork.

WORK TO ACCOMPLISH IN THE NEXT REPORTING PERIOD

1. Convenefullworkgroup–kickoffmeetingJanuary23rd.

2.Refinescopeanddevelopworkteamgoals.

3.ExecutiveDistrictTourwithanemphasisoncommunityengagementinbothdevelopmentandexecution.

RISK AND MITIGATION STRATEGY

RISK MITIGATIONSTRATEGY FURTHERACTIONNEEDED?

Integration Clarifycommunication

expectationsandtimelines

Ongoing

Resources Trackandtailortoneedsofeach

district

Ongoing

Communication Developcommunicationsstrategy

atstatelevelthatcanbemodified

butreflectedinlocal

communications

Ongoing

CONCLUSIONS/RECOMMENDATIONS

ThisprojectisinastrongpositiontomoveforwardwithaworkgroupmeetinginJanuarytoreflecton,andbuildfrom,

currentandpreviousworkinthisarea.Initialworkgroupconvening’swillfocusondefiningCommunityEngagement,

developingprinciplesforengagement,andexploringwaystofacilitateincreasedcommunityengagementand

opportunitiesforcontinuousfeedback.




November6,2017 B Recruitmentand

Retention

BrookeHall ☐Closed

☒☒☒☒ On Schedule

☐Proceed

w/Caution

☐AtRisk

☐Initiation

☒ Planning

☐Executing

☐Closing

PROBLEM STATEMENT

Recentresearchhasshownthereisanationalcrisisinrecruitingandretainingqualifiedstaffinchildwelfareagencies.

InOregon,highcaseworkervacancyratesresultinstaffingshortagesthatincreasetheworkloadsoftheremaining

staff,leavingthemwithlesstimetodevotetothecriticaldutiesassociatedwithassuringchildsafety.Inaddition,data

showsOregonsuffersfromlackofdiversitywithintheworkforce,whichcanimpedeeffortstoengagefamilies,

children,andcommunitypartnersandleadtoaninabilitytoretainstafffromdiversepopulations.

STATUS SUMMARY

Thisprojectcurrentlyhasthreeworkgroupsmeetingonaregularbasis;therecruitmentandretentionprojectteam,

therootcauseworkgroup,andthehiringworkgroup.Therecruitmentandretentionprojectteam’sroleistosetthe

scopeoftheproject,reviewandgiveinputonrelatedsubworkgroup’sefforts,contributetooverallprojectobjectives,

andprovideexpertise.Therootcauseworkgroupisresponsibleforidentifyingspecificissuesthatleadtoaninability

torecruitandretaincompetentchildwelfarecaseworkers,anddeterminingthebestmethodforaddressingissues

identified.Thehiringworkgroup’sroleistomapthehiringprocess,identifygapsorslowdownsassociatedwiththe

process,anddeterminehowtobestresolvethesegaps.TherootcauseworkgrouphasmetonceonOctober2nd,2017.

Duringtheinitialmeetingtheworkgroupwaspresentedwithlimiteddataregardingthecurrentmake-upofthe

workforceinOregon,aswellresearchdetailingissueswithrecruitingandretainingchildwelfarecaseworkers

nationwide.Theworkgroupthenidentifiedkeydatathatwasneededtoconductananalysis.Asecondmeetingwill

occurinNovemberinwhichtheworkgroupwillbepresentedwithmoredetaileddataregardingthemakeupofthe

workforce,theaverageworkload,andjobsatisfaction.Theworkgroupwillthenanalyzethedatatodetermineroot

causes.ThehiringworkgroupmetonceonOctober12th,2017.Duringthismeetingtheworkgroupmappedthehiring

processandidentifiedareasspecificgaps,andslowdownsintheprocess.Theworkgrouprecommendedseveral

solutionstoidentifiedgaps,includingdevelopingtrainingforsupervisorsspecifictothehiringprocess,establishinga

workgrouptoevaluatesupplementalquestionsanddevelopstandardquestionsrelatedtocompetencies,and

reviewingandupdatingtheDHShiringprotocol/procedure.


ThisprojectdoesnotaligndirectlywithcurrentQBRmeasures.


1. RootCauseworkgroupmeeting(October12th,2017)

2. Mappingworkgroupmeeting(October2nd,2017)

3. RecruitmentandRetentionWorkteammeeting(October27th,2017)

4.MetwithResearchteamtodiscussresearchagenda(September15th,2017andOctober18th,2017)


1. BegintoworkonRealisticJobPreview(November,2017)

2.MeetwiththeOfficeofContinuousImprovementtodiscussnextstepsformappingworkgroup(November6th,

2017)

3.ThirdProjectteammeeting(December2017)

4.Formworkteamforstandardizedquestions(November2017)


RISK MITIGATION STRATEGY FURTHER ACTION NEEDED?

Integration Projectteamlacksadequate

representationfromthefield

ContinuetoreachouttofieldProgram

Managerstosolicitparticipation

StakeholderConcern Previouseffortstoaddress

recruitmentwerenotfully

acceptedorimplemented.Planto

mitigate:involveHRandfield

supervisorsinprocess/planning

frombeginninginordertohelp

senseofsharedownershipof

projectandoutcomes

Nonenow

Resources Clarifytherolesand

responsibilitiesofallresources

andstakeholders

Mayneedleadershiptoprioritizework

forprogrammanagers


Theprojectiscurrentlyontrack.Projectscopehasbeennarroweddown,andworkonvariousphasesoftheproject

havebegun.Projectmanagerisworkingcloselywithresearchteam,asvariouspartsoftheDHSresearchagendawill

affectthisproject.




November6,2017 C Supervisor

Training

BrookeHall ☐Closed

☒☒☒☒ On Schedule

☐Proceed

w/Caution

☐AtRisk

☐Initiation

☒ Planning

☐Executing

☐Closing

PROBLEM STATEMENT

CurrentlythetrainingChildWelfareProgramsupervisorsreceiveinOregondoesnotadequatelypreparesupervisors

fortheirdiverserolewithintheagency.

STATUS SUMMARY

Thisprojectcurrentlyhasthreephases.Phaseone,whichbeganinSeptember2017,willredesignthesupervisor

quarterlymeetingstoincludeongoingprofessionaldevelopmentandtrainingopportunities,andcreatepeer

mentoringnetworksandcommunitiesofpracticeforsupervisors.Thefirstquarterlymeetingsinwhichadvanced

trainingwasofferedoccurredinSeptember2017,inwhichatrainingonvicarioustraumaandsecondarytraumawas

providedtostaff.Feedbackfromstaffindicatesthetrainingwaswellreceivedandmostfeltitwashelpfulandrelevant.

ThedesignofpeermentoringnetworksandcommunitiesofpracticeisscheduledtobegininNovember2017.Peer

mentoringwillbringsmallregionalsupervisorgroupstogethertodiscusstopicsrelatedtosupervision.Thegoalwill

beforsupervisorstoestablishrelationshipswithothersupervisorsoutsideoftheirimmediatearea,andprovide

opportunitiesforsupervisorstodiscusstopicsrelevanttotheirwork.Communitiesofpracticewillbringsmallgroups

ofsupervisorstogethertoengageinsharedlearning.Phasetwooftheprojectisthedevelopmentofaconferencefor

ChildWelfaresupervisorstobeheldinMarch2018.Aworkgrouphasalreadyformedtobeginplanningforthe

conferenceandarequestforproposalsisouttoconferencevenuesinBendandHoodRiver.Phasethreeoftheproject

istoidentifyanddeterminelongtermongoingclinicalsupervisiontrainingforallsupervisors.Thecurrentsupervisor

trainingisapartofourcontractagreementswithPSU.Aneedsandgapsassessmentisscheduledtobeginin

November2017.GoalforimplementationofaredesignedcurriculumisDecember2018.


ThisprojectpartiallyalignswiththefollowingQBRmeasures:

1.3FacetoFaceContact

1.4SafetyinFosterCare

1.5ChildrenSafelyMaintainedwithaParent


1. AttendedallSeptembersupervisorquarterlymeetings(September6th,20th,21st,and27th)

2. Meetingforsupervisorconferenceplanning(September29th,2017)

3. PresentedatChildWelfareProgramManagerMeeting(October11th,2017)

4. PresentedatChildWelfare/SelfSufficiencyDistrictManagermeeting(October12th,2017)


1.Beginneedsandgapsassessmentofcurrentsupervisortraining(November,2017)

2.Continuingplanningforsupervisorconference

3.Continuetomeetwithbothsub-workgroups(ongoing)

4.Begindesignofcommunitiesofpracticeandpeermentoring(November2017)



Communication Clarifytherolesand

responsibilitiesofallresources

andstakeholders

No

Schedule Scheduleforplanningthe

supervisorconferenceis

ambitious

Willcontinuetoworkwithsub-work

groupmemberstoensureworkis

completedinatimelymanner

Schedule Createdstaggeredtimelineand

startdatesforalltrainingrelated

projects

No


Projectisonscheduleandisproceedingasplanned.Currently,aneedsandgapsassessmentfortheinitialsupervisor

trainingisscheduledtobegininNovember2017,withthegoalofidentifyingtrainingareasinApril2018.Curriculum

designwillbegininApril2018,withatentativetrainingimplementationdateofAugust2018.Supervisorquarterly

andsupervisorconferenceplanningisproceedingwithanestimatedcompletiondateforbothsub-workgroupsin

Spring2018.




November 6, 2017 D Ensure Fidelity to the

Practice Model –

Part 1 Quality Review/

Accountability

Part 2 Training

Angela Leet

Brooke Hall

☐ Closed

☒ OnSchedule

☐ Proceed

w/Caution

☐ At Risk

☐ Initiation

☒Planning

☐ Executing

☐ Closing

PROBLEM STATEMENT

DHS Child Welfare does not adequately and consistently apply tools, assessments and practice models for decision

making of custody and child safety determinations to ensure child safety.

STATUS SUMMARY

Part 1 – Quality and Accountability

The project team has worked to further define scope and is moving into creating action steps to frame the project. The

field staff membership on the team has been increased to ensure equal or greater contribution from field as compared

to central office. The scope of this project has been refined to include implementation of the Child Welfare research

agenda and use of predictive analytic tools in practice. The project team has been introduced to the research agenda

and was invited to provide feedback, express concerns and has begun to explore how the Oregon Safety Model and

decision support tools will be utilized together.

Part 2 – Training

Training design and curriculum is dependent on tools implemented by the DHS research agenda. A needs and gaps

assessment is scheduled to begin in January 2018. Curriculum development and design will address identified gaps, as

well as any new components of the model.


This project aligns with priorities within QBR Priority 1 – Every child and youth in our care deserves to grow up safely.

Specific priority areas are; 1.1 re-abuse rates in foster care, 1.3 face to face contact, 1.4 safety in foster care, 1.5 child

safely maintained w/parents, 1.7 timelines of calls assigned, 1.8 timelines of investigation completion. Fidelity to the

practice model and accountability across child welfare is expected to positively impact these measures.


1. Finalized scope and integrated research and decision support (10/15)

2. Project team reviewed research agenda and spend two sessions on the content and provided feedback

(10/27)

3. Added 5 field staff to the project team (10/1)

4. Developed plan to ensure shared communication and integrated of work between project and research

implementation (10/1)

5. Received leadership commitment to the OSM model/project team prioritized field communication (10/27)

6. Project lead changed from Stacey Ayers to Tami Kane-Suleiman, Interim Child Safety Manager (10/1)


1. Complete communication one pager – Leadership commitment to

OSM Angela Leet/Tami Kane-Suleiman

2. Facilitate team development of action steps and work plan Angela Leet

3. Continue to integrate and align with research implementation Angela Leet/Kirsten Kolb

4. Development of internal communications strategy Angela Leet/Communications

5. Part 1 and Part 2 coordination Angela Leet/ Brooke Hall

6. Reflect and support work to implement DR service array Angela Leet/Tami Kane-Suleiman



Scope Internal communications and

transparency

Monitor and coordinate

Stakeholder Concern Ensure legislative and community

concerns are addressed

Ongoing

Budget Work within child welfare budget Monitor and track

Integration (Data/Research) Plan, evaluate, listen and

communicate

Ongoing


The project is on schedule and still within the planning phase however nearing the development of the work

breakdown structure/action steps. The executive projects team continues to work closely with research

implementation staff to ensure integration of decision support tools and OSM. Executive leadership communications

regarding priorities and plans for predictive analytic tools implementation within practice as well as commitment to

OSM will be required for project success.




November6,2017 E Continuumof

Care-Ensure

safesame-day

placements

andtreatment

accesswithin

Oregon

AngelaLeet ☐Closed

☒ OnSchedule

☐Proceed

w/Caution

☐AtRisk

☐Initiation

☒Planning

☐Executing

☐Closing

PROBLEM STATEMENT

Theurgencytofindplacementscompromisescertificationandlicensingstandards,impactschildsafetyand

constrainstheabilitytodetermineplacementbasedonchildren’sneeds.Inaddition,theabilitytomeettheneedsof

childrenandyouthisconstrainedbythecurrentmulti-agencymanagedcontinuumofcare.Itisbelievethatsystem

capacityissuesaswellasothersystembarriersaretheconsequenceofadisjointedandineffectivesystemofcare

acrosschildservingagencieswhoarecollectivelyresponsibleforthecontinuumofcare.

STATUS SUMMARY

Theprojectisintheactiveplanningphase.WithnewleadershipwithintheDepartmentofHumanServicesandatthe

OregonHealthAuthorityopenedopportunitiestobroadenthescopeofthisprojectorfirstaddressmacrosystemic

barriersacrosschildservingagenciesandsystems.TheprojectteamhasrequestedachargefromDirectors

PaksereshtandAllentoensurecrossagencypartnershipinbuildingthecontinuumofcare.Aproposalorwhitepaper

wassubmittedtoDirectorPaksereshtinOctoberwhichhighlightssystembarriers,introducedpotentialsolutionsand

requestedacharged“charge”fromthedirectors.ThedocumentwillbesharedwithabroaderaudienceinNovember

asameanstobeginaconversationandinvitefeedbackandadditionalideasfromthebroaderchildren’ssystemof

care.Theconversationsaswellasexecutivedirectionwillassisttheprojectteaminrefiningprojectscope.


ThisprojectalignswithprioritieswithinQBRPriority1–Everychildandyouthinourcaredeservestogrowupsafely.

Specificpriorityareasare1.1“re-abuseratesinfostercare”and1.4“safetyinfostercare”.Byaddressingthe

placementneedsacrossthesystem,itisexpectedfostercaresafetywillimprove.


1. Completedamemo/proposalforDirectorFariborzauthoredbyaSubcommittee(10/15)

2. Requestedasharedproject“charge”fromstateexecutiveleadership(10/15)

3. Metandconsultedwithchildsystemstateandcommunityprofessionals/stakeholders(ongoing)

4. Participatedandengagedincrosssystemcapacitycommitteesandcollaborativegroups(ongoing)


1. CoordinatewithResearchAgendaimplementationefforts AngelaLeet/AimeeFritsch

2. EnhancerelationshipbetweenstatewideSOCgovernance

infrastructureandproject(ongoing)

AngelaLeet

3. ParticipateinOHAcapacityeffortcommitees AngelaLeetandPeterRosenblatt

4. Collectfeedback,ideasandopinionson“IdealState”document

fromthechildren’ssystemofcare. AngelaLeetandPeterRosenblatt

5. ObtainasharedOHA/DHS“charge”andprojectscope AngelaLeetandPeterRosenblatt


RISK MITIGATIONSTRATEGY FURTHERACTION

NEEDED?

Budget Trackandadjustwhereneeded.Budgetwilldepend

oneachagency’sdesiredcommitment.Blended

fundingforprogramdevelopmentwillbea

considerationifneedarises.

Waiting

Scope Avoidduplicationinefforts.OHA’scapacityefforts

willneedtobeintegratedintothisprojectastonot

duplicatework.Itwillbecriticaltodefine

roles/responsibilityandlookatstateinteragency

groupsmeetingonliketopicsandensure

communicationandprojectclarity.

Ongoing

Integration Sharedcommitmentandcommunicationacross

stateagencies.

Ongoing

Sponsorship Engagenewstateagencyleadership Planning


Thisprojectisonschedulewithapotentialchangeindirection.Thefutureoftheprojectteamanditsworkis

contingentonthedesiresofstateagencyleadership.Itisimportantthisworkisalignedwithleadershipprioritiesbut

isalsoinresponsetobarriersandissueswhichhaveidentifiedbychildren’ssystemexpertsacrossthesystemofcare

overthecourseoftwoyears.Whileitiscriticaltoaddresscapacitygapsacrosstheservicecontinuum,thereis

governancereformneededaswellasstructuralconsiderations.Theprojectteamwillresumemeetingoncethereis

clarityondirectionandscope.




November6,2017 F Coordinated

ResponsetoAbuse–

Improveconsistency,

communication,

accountabilityand

transparency.

KrisSkaroand

AlainDatcher☐Closed

☒ OnSchedule

☐Proceed

w/Caution

☐AtRisk

☐Initiation

☐Planning

☒Executing

☐Closing

PROBLEM STATEMENT

SeveralentitieswithinDHSareresponsibleforrespondingtoabusereportsandensuringongoingchildsafety.This

hascreatedalackofclearlydefinedrolesandresponsibilities,alackofconsistentpoliciesandprocedure,alackof

adequatecommunicationandalackofaccountabilityandtransparency.

STATUS SUMMARY

TaskFencompasses15separateinitiatives.Acouplehavebeencompletedandothersareslatedtostartin2018,so

thatleavesaboutsixprojectsthatarecurrentlyactive.However,giventheurgencyofpreparingfornewlegislation

thatwillbeeffectiveonJanuary1,2018,projectsthatrelatetothosebillshavemovedtotheforefrontandmostofthe

workcompletedinthelastreportingperiodrelatestopreparingforcomplyingwiththenewlaws,whichrelateto

safetyinsubstitutecaresettings.


TheobjectivesofTaskFsupporttheprioritieswithinQRB1.1(childre-abuserate),1.2(childabuserate),1.4(safety

infostercare),and1.5(childrensafetymaintainedwithparents)by:

• ClarifyingtherolesandresponsibilitiesofvariousclassificationsofDHSstaffrelatingtoensuringchildsafety;

• EnsuringinformationissharedamongDHSstaffsothatsafetydecisionsaremadewithallavailable

information;and

• Establishingtransparencyandaccountabilityprotocolstosupportachild-safetyfocusedcultureacrossthe

Department.


1. SB243andrelatedlegislation:addnewtypesofabusetosubstitutecaresettingsandrequireinternaland

externalcommunicationswhenareportinsubstitutecareisreceived.TaskFhasbeenprimarilyfocusedon

thisinthelastreportingperiod,becausethebilliseffectiveonJanuary1,2018andtheDepartmentneeds

tobeprepared.

a. HeldameetingwithChildWelfareDirectortofinalizeoutstandingquestionsabouthowthe

Departmentplanstointerpretthelanguageinthebillpertainingtonewtypesofabuse.

b. Nearlycompletedgatheringinformationfromeachprogramareatodevelopacohesive,

Department-widetrainingplanforprovidersandeachtypeofDHSstaffimpactedbythe

legislation.ThiswillbepresentedtothelegislatureduringNovemberlegislativedays.

c. Conductedacompleteanalysisofallstatutorynotificationrequirementscomparedtocurrent

Departmentpracticetoidentifywherethegapsincommunicationare.Preparedmaterialsforthe

ChildWelfareDirectortoreviewtoallowthoughtfulconsiderationofwhereweneedtostrengthen

ourstatutorycompliance,whilebeingmindfulofcurrentworkloadandrestrictionsoninformation

–sharing.

d. Althoughthelegislationdoesnothaveasignificantimpactonchild-caringagencies(CCAs),there

aresomechanges.Toimplementthosechanges,KrisfacilitatedameetingtodiscussCCA

notificationsstaffquestionsregardingthelegislation;draftedaproposedCCAnotificationsruleto

reflectchangesinSB243and244;andfacilitatedameetingbetweenCCAnotificationsstaffand

countyjuveniledepartmentrepresentativetodetermineprocessfornotifyingcountiesofCCA

concerns.

2. TheChildWelfarePolicymakingSubgroup:althoughthisworkisonholduntilJanuarytoallowsubgroup

memberstofocusonlegislativeimplementation,thegroupdid:

a. FinalizerecommendationsformonthlySkypemeetingsbetweenCentralOfficeandfieldstaff

regardingpolicychanges.ThefirstSkypemeetinghasbeenscheduledforJanuary3,2018.The

planwasalsopresentedtoPolicyCouncilforfeedbackfromthefieldandincorporatedintothe

ChildWelfarePolicymakingProtocol.

b. Providedassistancewithalettertoleadershipregardingtheneedforadedicatedtrainingunit,the

lackofwhichhasdiminishedChildWelfare'sabilitytoeffectiveimplementpolicychangesinthe

field.

c. Finalizedrewritingofpolicy-relatedpositiondescriptions.ThosewereapprovedbyLauriePrice

andareintheHR/DASprocess.

3. CriticalIncidentResponseTeams(CIRT):inthelastreportingperiod,temporaryrulestocomplywithSB

819wereadopted.Aftertemporaryruleswereadopted,therestoftheprojectwasputonholdtoallow

otherworktocontinue,butremainingtaskswillberestartedafterJanuary1,2018.(Seenextsection.)

4. ProjectsRelatingtoCCAGaps:thisworkwaslargelyputonholdtofocusonlegislativeimplementation,but

Alaindidpresentadraft"closingdocument"regardingagapinDHS-OHAcollaborationinchild-caring

agency(CCA)oversightthatwasidentifiedbyaninternalaudittotheCCAOversightmeeting,which

includesrepresentativesfromDHS,OHA,andOYA.Theclosingdocumentwasreviewedbymeeting

participantsandfinalized.Theclosingdocumentdoesidentifyneededfuturework,butalsolaysoutin

detailthewaysinwhichDHSandOHAarecollaboratingtoeffectivelyoverseeCCAs.

5. OAAPI/CPSRoles,Responsibilities,andAlignment:SeveralpartsofTaskFrelatetoclarifyingrolesand

responsibilitiesbetweenOAAPIandCPSandaligningpolicieswhenpossible.Thisworkhasprogressed

quiteabitduringthelastreportingperiod,inthesensethatexecutive-leveldecisionshavebeenmadethat

wereneededtoguidethework.(TaskFwasnotthemaindriverofallthesepieces,buttheyareincluded

herebecausetheydosupportgoalswithinTaskF.)

a. LeadershipdecidedthatOAAPIwouldberesponsibleformoretypesofabuse:alleightCCAlicense

types;county-operatedsettingsthatareessentiallyCCAs,exceptthattheyaregovernment

operated;andfacility-basedDDsettings.KrissentaroughdraftofchangestoOAAPIrulesto

implementsomeofthesechangesintheshortterm.

b. Anotherleadershipdecisionwasmaderegardingreportsofabusebyonechildagainstanother,

whichisnotuncommoninresidentialcaresettings.Historically,thesereportshavebeenthe

responsibilityofCPSandCPShasgenerallyonlyinvestigatedachildasan"allegedperpetrator"in

casesofsexualabuse.AsthesereportsmovetoOAAPI,OAAPIhasadvocatedtochangethe

Department'spolicytosaythatwhenachildhaspossiblycommittedacrime(suchassexual

assault),lawenforcementshouldbenotified,butinthemajorityofcases,investigatingachildasa

perpetratorofchildabuseisrarelyusefulfortheallegedperpetratororvictim.Therefore,going

forward,OAAPIwillinvestigatethecircumstancessurroundingthesereports,butwillnotmake

dispositionsagainstachild,exceptinegregiouscasesinwhichOAAPIwillcontinuetodefertoCPS

tomakethosedispositions.

c. KrispresentedtoOAAPImanagementaboutthesevariousefforts.


1. SB243andrelatedlegislationwillbefocusofthenextreportingperiod.Specifically:

a. FinalizeSB243trainingplan;

b. Monitorprogram-levelprogressonthetrainingmaterials;

c. Reviewproposedrulechangesfromprograms;

d. Continuenotificationsgapanalysisandmakingrecommendationstochangerulesandprocedures

andtorollouttrainingifneeded;

e. ConveneworkgrouptodiscussformatofwebpagededicatedtoSB243information.

2. ChildWelfarePolicymakingSubgroup:

a. RestartprojectsthatareonholdafterJanuary1,2018,includingrewritingRuleAdvisory

Committee(RAC)protocolandcreatingframeworkforCross-ProgramImpactCommittee.

b. ParticipateinthefirstSkypecallwithfieldstaffonJanuary3,2018andthenreconvenethe

subgrouptorestarteffortsthatwereputonholdtofocusonlegislativeimplementation.

3. CIRTProject:DraftaCentralOfficeProtocolforrespondingtoCIRTrecommendations.Updatetemporary

rulesinpreparationforpermanentadoption.

4. OAAPI/CPSRoles,Responsibilities,andAlignment:continuetoworkwithOAAPIonupdatingandaligning

childabuseinvestigationrulestoreflectnewsettingsthatwillbeinvestigatedbyOAAPI.



Scope Thelargescopehasledtoquitea

lotofsubprojectswithinTaskF.

Thestrategyistocreate

subgroupstotacklespecificareas

andhaveprogramleadssponsor

eachsubgroup.


Thelegislativeimplementationpieceshavetakenpriorityoverallotherwork,butprojectmanagershavemadean

efforttobringalargerlenstothatworkandpromptprogramareastobethinkingmorebroadlyabouthowtomost

thoughtfullyandeffectivelycomeintocompliancewiththelaw.IthinkthepresenceofTaskFinthoseprogram-level

conversationshasbeenannoyingtosomeattimes,butultimatelyhelpfulindrivingapositivedirectionforthework.

Thatsaid,ithasmeantthatotherworkisonhold.Thegoalisthatprojectsthatwereputonholdwillbeeasytorestart

afterJanuary1,butit'salsoconceivablethatsomeofthemomentumwillhavebeenlost.Itwillbeimportanttohave

clearnextstepsfortheprojectsstartinginJanuary.

Project Status SummaryProject Status SummaryProject Status SummaryProject Status Summary Executive Projects, Office of the Director


REPORT

DATE

PROJECT

LETTER PROJECT NAME PREPARED BY PROJECT HEALTH STATUS

November7,

2017

G Centralizehotline

operations—create

standardprotocolsfor

screening;trainand

developscreenersto

determinewhenabuse

criteriaismet

AlainDatcher

☐ Closed

☒ On Schedule

☐ Proceed

w/Caution

☐ At Risk

☐ Initiation

☒ Planning

☐ Executing

☐ Closing

PROBLEM STATEMENT

Thelackofaconsistent,high-qualityscreeningprocesshasbeenidentifiedinmanyinternalandexternalauditsasa

majorfactorinfailingtoensurechildsafetyinOregon.Oregonalsolacksastandardizedtrainingcurriculumfor

screeners.

STATUS SUMMARY

Theprojectisonscheduleandcurrentlyintheplanningphase.DuringthemonthsofSeptemberandOctoberthe

projectmanagerandprogramleadscontinuedtooverseethedevelopmentandimplementationoftheproject’sscope.

Agovernancestructurehasbeenestablishedwhichiscomprisedofsevensubcommittees,onefocusgroupandan

oversightbodyknownastheCentralizedHotlineSteeringCommittee.TheCommunicationandCommunity

EngagementandWorkforceSubcommitteeswillconvenetheirfirstmeetingsbymid-December.Thesecommitteeswill

implementkeyaspectsoftheprojectscopeandbyfacilitatedbytheprojectteam.TheCentralizedHotlineSteering

Committeeconvenedon10/30toreviewsubcommitteechartersandapprovetheplantomoveforwardwith

conveningtheidentifiedsubcommittees.Followingastatewidereviewofagency-ownedfacilities,theprojectteamhas

narrowedtheirfocusonfacilitieslocatedinthePortland-Metropolitanarea.Oncesubcommitteeshaveconvened,a

communicationplanwillbeestablishedtoprovideinformationaroundtheproject’sdevelopment.

ConsultantsfromActionForChildProtectionhavebeenprovidedbyCaseyFamilyProgramstoprovidetechnical

assistanceindevelopingaprojectimplementationplanandtrainingcurriculum.Theprojectteamwillconduct

informationalinterviewsandteleconferenceswithchildwelfareagenciesacrossthecountrywhohavecentralized

theirchildabusehotlineoperations.SeveralaspectsofTaskGarebeingaccomplishedsimultaneously,including

creatingaprojectbudget,approvingafacilitytohousescreeningstaff,developingaprojectimplementationplanand

workbreakdownstructuresandassessingimpactstotheagencyandcommunitypartners


TheobjectivesofTaskGsupporttheprioritieswithinQBR1.7(TimelinessofCallsAssigned)by:

• Establishing transparency and accountability protocols to support a child-safety focused culture amongst

screeners;

• Developingarobustscreenertrainingacademythataddressesthelackofadequatetrainingamongstscreeners;

• Identifying differences in how OAAPI and CPS handle reports of abuse in a CCA and align policies and

procedureswheninthebestinterestofchildsafety;

• ConveneCaseyFamilyPrograms,OfficeofContinuousImprovement,OfficeofInformationServices,Officeof

FacilitiesManagementandotherdepartments to identifybest practicesacross theU.S.; explore technology

systemsthatcapturedata—includingtimelinessofcallsassigned;andlocatepotentialfacilitiestobeusedfor

screeningoperationsandtraining;

• Ensuringadirectcommunicationplanisconsistentandsharedwithallstakeholdersandcommunitypartners

withinDHSandthroughoutthestatesothatsafetydecisionsaremadewithallavailableinformation.


1. ApprovedCentralizedHotlineSteeringCommitteeCharterandprojectgovernancestructure.Seven

subcommitteesandonefocusgrouphasbeenidentified.Eachsubcommitteewillbegovernedbyacharter

andco-leadbymembersoftheprojectteam.

2. PresentedBusinessCasetoexecutiveleadershipandprogrammanagementinordertoprovidesenior

managementwithasubstantivebackgroundandupdateontheproject.Furthermore,tooutlinethe

rationaleforcentralizingthehotlineinonelocation,withonenumber,operating24/7/365asthebest

optiontoensureacomprehensiveandtimelyresponsetoreportsofchildabuse.

3. DraftednewmessagefromChildWelfareDirectorMarilynJonestobesenttostaffandstakeholders.

4. ConductedpreliminaryinformationgatheringfromWA,COandINtounderstandhotlinepracticesand

policies.

5. FinalizedprocurementagreementwithCaseyProgramsandACTIONtoprovidetechnicalassistanceon

screeningacademydevelopment.

6. Draftedprojectchartersfor7subcommitteestobeginconveningworkgroupsbyDecember2017.

7. MetwithDHSHumanResourcesDept.andSEIUtodiscussCBA,projectpartnershipanddevelopplanfor

assessingcentralizedscreening’simpactonemployees.


1. ProcureafacilitylocatedinthePortland-Metropolitanareatohousescreeningoperation.

2. ConveneCommunicationandCommunityEngagementandWorkforceSubcommittees.

3. Finalizechartersandshort-termcommunicationplanforsubcommitteesandpresenttoSteering

Committee

4. FinalizeprocurementagreementwithCaseyProgramsandACTIONtoprovidetechnicalassistanceon

screeningacademydevelopment.

5. Finalizesubcommitteeandfocusgroupchartersandidentifymembersofselectedsubcommittees.

6. DraftinterimCWDirector’smessageoncentralizedscreeninganddistributetoallstakeholdersand

partners.

7. AlignCentralizedScreeningworkplanwiththe3BranchInitiativetobringbothprojectsintoonescope

andsametimeline.

8. PresenttoDistrictManager,ProgramManagerandUnifiedPlanSteeringCommitteemeetings.

9. Draftaprojectimplementationplanandprovideaworkbreakdownstructuretocommitteemembers.

10. Confirmprojectbudgetforfacilities,trainingandtechnologyplan.



Communication&

Engagement

CharterforCommunicationand

CommunityEngagementSubcommittee

hasbeenratified.Subcommitteewill

conveneinDecembertobegindeveloping

communicationstrategyandlong-term

communicationplan.

N/A

Budget Severalquestionsmustbeanswered

regardingfinancingthehotlineoperation:

screeningacademy,facilityinfrastructure

andstaffing.Aseriesofreportsand

meetingsarebeingdraftedandunderway

toconfirmthesefigures.

Conductedfuturestatebusiness

mappingexercisewithOCI,DHSand

OAAPI.WorkingwithFacilitiesand

Budgetdepartment’stogetupdated

figuresandestimatesontheHotline’s

potentialcosts.


Thisprojectisonscheduleandwithinscope.Abusinesscasewascreatedtoinformseniormanagementoftheproject

andcontinuetomovetheprojectforward.Abudgetfortheprojectneedstobefinalizedthatincludesneeded

infrastructureandworkforceelements.Aspreviouslydetailed,chartershasbeenfinalizedthatwilldrivethe

CentralizedHotlineSteeringCommittee’sscopeofwork.Theprojectteamisfocusingonbestlocationsinthe

Portland-Metroarea,thoughnolocationhasbeenfinalized.Projectteamhasidentifiedspecificsubcommitteesand

contactedworkgroupleadsinordertofinalizechartersandmembership.Twosubcommitteeswillconveneby

December2017:CommunicationandCommunityEngagementandWorkforce.Meetingshaveoccurredwithseveral

entities,includingOAAPI,CaseyFamilyPrograms,Dept.ofFacilitiesandBudgetandourDataAnalyticsteam.

CaseyFamilyProgramshasagreedtoprovidetechnicalassistanceinprocuringaconsultantfromACTIONtodevelop

alongsideDHSascreeningacademy.Initialplanningmeetingshavetakenplacewiththeconsultingfirmtobegin

developingaprojectimplementationplan.




November6,2017 H Developand

implementa

statewidemodeland

expectationofgood

casepractice

betweencaseworkers

andsupervisors

TeresaGonczy

O’Rourke☐Closed

☒ OnSchedule

☐Proceed

w/Caution

☐AtRisk

☒Initiation

☐Planning

☐Executing

☐Closing

PROBLEM STATEMENT

GapsexistbetweenChildWelfarerulesandpolicyandtheoperationalguidancethatcaseworkersandsupervisors

followonaday-to-daybasis.Operationalguidanceisnotreadilyutilizedbyfieldfrontlinestaffbecausesomeparts

areoutofdate.

STATUS SUMMARY

Theprojectisintheplanningphase.Projectworkgroupmembersarebeingmetwithtodecideonthebestwork

groupformatforthedifferentaspectsoftheproject(policy/procedurealignment,proceduremanualredesign,etc.).

Focusgroupswithfieldstaffhavestarted.

Theproposedscopeoftheprojectincludes(1)ensuringthatChildWelfare’sadministrativerulesareadequately

explainedandbrokendownintoinstructionalguidanceinacomprehensiveproceduremanualforthefield;(2)

redesigntheproceduremanualforusability;(3)streamlinethetasksacaseworkermustaccomplishthroughoutthe

lifeofacase;(4)clarifying“bestpractices”toimplementpoliciesandrules;(5)settingtheexpectationthatcentral

officeprogrammanagerswillupdatetheproceduremanualaspoliciesandruleschange;(6)settingtheexpectation

thatthemanualwillbefollowedinthefield.


NoQBRmeasuresdirectlyalignwiththisproject.


1. TeresaGonczyO’Rourke,theHatfieldResidentFellow,hasstartedresearchingproceduremanualsfrom

otherstatesandothertypesofagencies.SheisconnectingwithCaseyFamilyFoundationaswell.

2. AmieFenderandaworkgroupledbyKrisSkarodevelopedacentralofficepolicymakingprotocolrequiring

childwelfarecentralofficeprogrammanagerstoupdatetheproceduremanualwhenchangingpolicy.

(Scope#5)

3. Focusgroupshavestartedwithcaseworkers-thefirstbeingheldinLinnCountyinAugustwithbothCPS

workersandPermanencyworkers.

4. Projectworkgroupmembersarecontributingthroughone-on-onemeetingswiththeprojectmanager.

Theseworkgroupmembersincludefieldsupervisors,centralofficeCWstaffinvolvedwithpolicyand

procedure,stafffromDHSpublicationswhocurrentlyupdatetheProcedureManual,HRstaffinvolvedwith

theworkloadallocationmodeling,andoutsidestakeholdersfromnon-profits.


1. Projectmanagercontinuesuser-centereddesignprocessthroughfocus

groupsandin-depthinterviewswithcaseworkersandotherfieldstaff.

2. Workgroupmembersdecidewhichsub-groupstobepartof.Project

managercontinuestodevelopandrefinedraftprojectcharterthrough

one-on-onemeetingsandsub-groupmeetings.Otherrelevantwork

teammembersareidentifiedandbroughtonboard.

3. ProjectmanagermeetswithDHStechnologystafftofurtheridentify

opportunitiesandbarriers.

AND MITIGATION STRATEGY


Process Childwelfarepolicyguidanceand

administrativerulesarenot

organizedinacentrallocation.

CoordinatewithLaceyAndresenand

KrisSkaro,aswellasothersubject

matterexpertsinChildWelfare

Integration Ensuresustainedleadership

commitmenttonewexpectations


Theprojectisonschedule,withengagedworkgroupmembers.ThescopeoftheoverallTaskHandtheaspectswhich

willfallundertheHatfieldFellowshiparestillbeingsolidified.Teresawilldevelopahand-offplantoChildWelfare

staffattheendofherfellowshiptoensuretheworkcontinues.




November6,2017 I Implement

Certification,

Safety,&Well-

beingReview

Staffings


☒ OnSchedule

☐Proceed

w/Caution

☐AtRisk

☒Initiation

☐Planning

☐Executing

☐Closing

PROBLEM STATEMENT

ThereisnostatewideoversightoraccountabilityfortheexecutionofFosterHomeReviewCommitteeplans,orthe

certification,safety,andwell-beingreviewprotocolstherein(notincidentbased).Inconsistentusageofthese

protocolsmeansDHSChildWelfaredoesnothaveaneffectiveearlywarningsystemtoreviewandaddresspotential

safetyconcerns.

STATUS SUMMARY

Nowthatthecurrentstateofthisprojectisunderstood,aprocessfornextstepshasbeenoutlined.Aninitialmeeting

withChildWelfareFosterCareCoordinatorswillbeheldon11/13.Atthismeetingwewillreviewtherelevanthistory

oftheCertificationStaffing’sanddeveloparoughprocessandtimelineforconductingobservationsofseveralWell-

beingStaffings,whichmayincludelocalfocusgroupsorinterviewsasneededtogatheragenuineideaoftheimpactof

WellbeingStaffings.LocationswillbedeterminedbyFosterCareCoordinatorsbasedontheirknowledgeofthefield.A

largermeetingwillthenbeheldwithcommunitypartnersinJanuarytofinalizetheplan,draftobservationtools,and

prepareforjointobservationsinthefield.


Thisprojectcurrentlyalignswithpriority1withinQBR–EveryOregonchildandyouthinourcaredeservestogrow

upsafely.Specificallymeasure1.4:offallchildreninfostercareduringa12-monthperiod,therateofvictimization

(per100,000daysoffostercare).


1. Outreachtoworkgroupmemberstosetmeetingdateandsharematerials

2.MeetingswithProgramleadtodeterminebestprocessandnextstepsgivencapacity

3. MeetingwithDistrict2(Multnomah)Certifiersregardinginvolvementinthisandotherprojects


1. MeetwithFosterCareCoordinators

2.Conveneexpandedworkgroup

3.Developdraftprocessandtimelineforworkgroupdecisionmaking



Integration Developcentralofficeoversight

responsibility.

Ongoing

Communication Developcommunicationsto

caregiversthatdiscusstheprocess

andpurposeofthereviews,

talkingpointsforcertifiers.

Ongoing

Process Establishoversightmechanismfor

regularreviewsofstaffingsand

subsequentfollowthrough.

Ongoing


Thisprojecthasbecomemorecomplexthaninitiallyconsideredintheoriginaldraftscope.First,becauseofthelackof

qualityassuranceandoversightcapacityatCentralOffice,butalsobecausefeedbackfromthefieldhasbeenstrongin

someareasthattheseWellbeingStaffingsareintensivefromaworkloadperspectivebutdonotyieldintendedresults.

Whatbeganasaprojecttoestablishoversight,hasbecomeaprojecttoevaluatetheefficacyofWellbeingReviewsasa

modeltofollowtoaddressclosed-at-screeningassessmentsagainstfostercareproviders.TheChildWelfareFoster

CareCoordinatorswillbeabletoshedlightonchallengesthefieldhasfacedintherolloutofthereviewsandfuture

observationsandinterviewswillprovideawealthofinformationforworkgroupmemberstoconsiderasthey

determinethebestpathforwardtoensuresafetyinout-of-homeplacements.




November6,2017 J Recruit,Train,

Support,and

RetainCaregivers


☒ OnSchedule

☐Proceed

w/Caution

☐AtRisk

☒Initiation

☐Planning

☐Executing

☐Closing

PROBLEM STATEMENT

DHShasbeenunabletorecruit,train,andretainenoughcaretakerstomeettheneedsofchildrenandyouthinOregon.

Notonlydoesthisplacecaseworkersinadifficultpositionofplacingchildreninhomesthatmaynotbethebest

match,butinsomecases,hasledtochildrenspendingtimeinDHSofficesorhotels.Interviews,surveys,and

numerousreportshaveidentifiedthatacombinationofinconsistenttraining,lackofongoingsupport,andlackof

recruitmentcapacitylocallyhasledtothisshortageofqualityhomes.

STATUS SUMMARY

TheCaregiverTrainingRedesignWorkgrouphasmetthreetimesandisnowonamonthlyschedule.Theyhavenow

draftedgoalsandmilestones,finalizedaprocessmap,andareinaninformationgatheringstageconsideringhowto

engageabroaderaudienceinthediscussionofcaregivertraining.Theyhavedraftedalistofprioritystakeholdersto

seekinputfrom,alongwithpotentialquestions,andmethodsforobtainingtheinformation.Thisinformation,along

withbestpracticesresearch,examplesfromotherstates,andaclearvisionforthefuture,willinformthedevelopment

ofCaregiverCoreCompetenciesearlyin2018.TherewasanopportunitytopartnerwiththeFosterCareProgramto

hostfocusgroupswithcaregiversineasternandcentralOregon.7DHSbrancheswereengagedtobring30foster

parentstogethertodiscusstheirexperienceswithtrainingaswellasongoingsupport.AFocusGroupSummarywill

bedevelopedwiththemesandprovidedtotheCaregiverTrainingRedesignWorkgroupforconsideration.


ThisprojectdoesnotalignwithprioritieswithinQBRmeasures.


1. Draftedgoalsandmilestones.

2. Finalizedprocessmap.

3. DevelopedfocusgroupquestionsandsurveyquestionsforFoundationsTrainersfor11/7meeting.

4. Developedlistofprioritystakeholderstoengageinexpandedconversationsontrainingalongwithpotential

questionsandmethodsofgatheringtheinformation.

5. FocusGroupsconductedwithcaregiversincitiesacrosseasternandcentralOregon.


1. AccomplishgoalsofMonthlymeetings.

2.Executeinformationgatheringplanwithstakeholders

3.Gatherresearchontrainingandcorecompetenciesfromotherstates

4.Planyouthfocusgrouptodraftattributes,skills,andcharacteristicsofanidealfosterparent

5.ExecutefocusgroupwithDHS-CWCertifiersfor11/7todiscusstrainingcontent,competencies,anddelivery

6.CompletetheFocusGroupSummaryReportanddistributetoWorkgroupaspartofinformationgathering

7.SetmeetingtoensurecollaborationwithMapleStarpilot,whichhasmaderevisionstofoundations



Communication Defineincharter. Agreeandwriteintocharter/s

Contracts EngageearlyandoftenwithPSU

toaligntimelinesanddeliverables

acrosstrainingefforts.

Ongoing

Integration SubCommitteereviewdelivery

andfidelityproblemsanddevelop

plantoaddress.

Ongoing


Thisprojectismovingforwardwithhighenergyandparticipationfromworkgroupmembers,ProgramLeads,andour

universitypartnersatPortlandStateUniversity.Previousworkandhistoryarebeingincorporatedandtheworkgroup

iseagertobuildfromexperiencetomoveforward.Therehasbeensomeminorconfusionregardingleadershipinthis

workduetoitbeingacollaborativeeffortbetweentwopartsoftheCWFosterCareProgram,ExecutiveProjects,and

PortlandState,butweareactivelyaddressingtheissuesandtheyshouldnotslowdowntheprocess.




November6,2017 JPart2 Recruit,Support,andRetainCaregivers


☒ OnSchedule

☐Proceed

w/Caution

☐AtRisk

☒Initiation

☐Planning

☐Executing

☐Closing

PROBLEM STATEMENT

DHShasbeenunabletorecruit,train,andretainenoughcaretakerstomeettheneedsofchildrenandyouthinOregon.Notonlydoesthisplacecaseworkersinadifficultpositionofplacingchildreninhomesthatmaynotbethebestmatch,butinsomecases,hasledtochildrenspendingtimeinDHSofficesorhotels.Interviews,surveys,andnumerousreportshaveidentifiedthatacombinationofinconsistenttraining,lackofongoingsupport,andlackofrecruitmentcapacitylocallyhasledtothisshortageofqualityhomes.

STATUS SUMMARY

AttheOctoberFosterCareRecruitment,Retention,andSupportSteeringTeammeetingaproposalwasmadetolaunchasubgroupfocusedonfosterparentdevelopmentandsupport.TheSteeringTeamwasenthusiasticaboutthischancetofocusonsupportandthesubgroupnowhas12members.ThenewWorkgroupkickedoffonNovember2ndwiththeirfirstconferencecallinordertohelptheFosterCareProgramdevelopanEmergencyBoardFundingRequestfor$750,000specificallytowardsfosterparentsupport.TheywillfinalizetheaskonacallonNovember13thandthenmoveintoin-personmeetingstobeginthelonger-termworkofdevelopinganimplementationplanforimprovedfosterparentsupportanddevelopment.TherewasanopportunitytopartnerwiththeFosterCareProgramtohostfocusgroupswithcaregiversineasternandcentralOregon.7DHSbrancheswereengagedtobring30fosterparentstogethertodiscusstheirexperienceswithtrainingaswellasongoingsupport.AFocusGroupSummarywillbedevelopedwiththemesandprovidedtotheCaregiverSupport&DevelopmentWorkgroup.


ThisprojectdoesnotalignwithprioritieswithinQBRmeasures.


1. MetwithGRACECoordinatortodiscusspotentialworkgrouptofocuswithinthebroaderworkofrecruitment,retention,andsupportofcaregivers

2. PresentedworkgroupproposaltoStatewideFosterCareSteeringTeamon10/4

3. FormedCaregiverSupportandDevelopmentWorkgroup

4. HeldfirstWorkgroupcalltodiscusspotentialEmergencyBoardaskforadditionalfunding

5. FocusGroupsconductedwithcaregiversincitiesacrosseasternandcentralOregon

6. MettocoordinatewithLeadershipAcademyTeamworkingtoimprovesupportsprovidedtocaregiversinearlystageofcertificationandtrainingprocess.


1. Holdworkgroupmeetingwithexpandedmembership(Oct4).

2. Finalizecharterandmapmilestones.

3. Evaluateinfrastructureneedsforstatewiderecruitment/retentionprogramsustainability



Communication Defineincharter. Agreeandwriteintocharter/s

Contracts Clearlydefineplansandtimelines. Ongoing

Integration Intandemwithimplementation,exploresustainabilityplans.

Ongoing


AsIsharedinthelastStatusSummary,thereisalotofattentionrightnowonourabilitytorecruit,support,andretainqualitycaregiversacrossourstate.Thisworkgroupisinaprimepositiontoevaluatecurrentpilotsandbestpracticesacrossthestateanddevelopandimplementationplantosustainandscaleeffortstosupportcaregivers.

project status summary - oregon...project status summary executive projects, office of the director...

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