Day 1
CCASSC Agenda Day 1 & 2
CCASSC Action Minutes Dec. 2015
County Fiscal Letter – Hal Budget Report
Continuum of Care Reform Overview Document
Pathways to Well-Being Document
Whole Person Care Document
Donna DeRoo Power Point Presentation on QI
Donna DeRoo PDCA Roadmap
Day 2
RFA Link
CCTA Report Out Field Advisor Flyer
CCTA Report Out Fed Case Review Flyer
CCTA Report Out Advanced Analytics Flyer
BAA Training System Study (John B. Cullen)
CCASSC AGENDA
February 18-19, 2016
Sea Venture Hotel
100 Ocean View Avenue
Pismo Beach, CA 93449
https://www.seaventure.com
Thursday, February 18, 2016
10:00 – Noon
Director’s Roundtable
 Welcome New Members/Introductions
 2016 Budget Update
 Update on State budget & current fiscal issues.
 Hal Hunter, Deputy Director, Kings County
 County Roundtable Issues
 Homeless/Housing Services
 AB403/CCR
 “Pathways” (Katie A.) – Shared Training Plan
 Whole Person Care
Noon – 1:00 PM
Lunch
1:00 – 1:30 PM
Welcome & Introductions (redux)
 Review 12/15 Action Minutes
 Additional Agenda Items?
1:30 – 1:45 PM
Update: Poverty White Paper & CSAC Presentation with SJVPH
Directors
 Patty Poulsen
1:45 – 2:45 PM
Presentation: Performance Management & Quality
Improvement (PMQI)

2:45-3:15 PM
Donna DeRoo, Assistant Director, Central California
Center for Health and Human Services
Discussion and Potential Partnership: Central Valley Health
Policy Institute (CVHPI) Leadership Institute and CCASSC


Donna DeRoo, Assistant Director, Central California
Center for Health and Human Services
San Joaquin Valley Public Health Consortium
3:15 – 3:30 PM
Break
3:30 – 4:00 PM
CCR Implementation Support Needs: Needs Assessment

David and Patty
1
4:00 – 4:15 PM
Future Meetings


4:15
Dates/locations reviewed
Topics (CYC; additional RFA, CCR and/or CPM
presentations?)
ADJOURN
CCASSC AGENDA
February 18-19, 2016
Sea Venture Hotel
100 Ocean View Avenue
Pismo Beach, CA 93449
https://www.seaventure.com
Friday, February 19, 2016
8:30 – 9:00 AM
Breakfast
9:00 – 9:20 AM
CCASSC Research Update
Patty Poulsen
9:20 – 10:00 AM
Presentation: Merced County’s “All Dads and All Moms Matter”
programs.

10:00 – 10:30 AM
University/CalSWEC Reports




10:30 –10:45 AM
Break
10:45 –11:45 AM
Updates





Noon
Scott Pettygrove, Director, Merced County HSA
CalSWEC
Fresno State
CSU, Stanislaus
CSU, Bakersfield
RFA
CCTA
APS Training
IHSS Training
BAA Training System Study (John Cullen)
ADJOURN
2
CCASSC Action Minutes
December 10-11, 2015
Pismo Beach, CA
In attendance: Day 1: S. Pettygrove, D. Foster, J. Rydingsword, H. Hunter, S. Bugay, K. Harwell, M.
Sawicki, R. Ringstad, J. Webb, L. Collins, C. Kothari, M. Miller, D. Neira, P. Poulsen, K. Woodard, S. Pearl,
C. Utez, D. Murphy. Day 2: V. Rondero Hernandez, J. Webb, L. Collins, C. Kothari, M. Miller, D. Neira, P.
Poulsen, K. Woodard, S. Pearl, C. Utez, D. Murphy
1. Confirmation of 2016 Chair-elect and 2016 Vice-Chair (2017 Chair elect):
o Delfinio Neira (Fresno County) is the 2016 Chair
o Chevon Kothari (Mariposa County) is the 2016 Vice-Chair
2. 2016 CCASSC Budget:
o Santa Barbara’s decision to withdraw from CCASSC beginning the 2016 membership
year was discussed. D. foster submitted a draft 2016 budget for consideration with a
reduction in operating costs to offset the loss of Santa Barbara’s membership dues
($11,500.00 reduction). No decision made as to whether budget reduction should be
adopted vs. use of the annual surplus.
 ACTION: Final decision on how to manage loss of S.B. County revenue will be
made at the February 2016 meeting.
3. Opportunities to Expand/ Develop CCASSC:
o Considerable discussion about the future of CCASSC and how it can learn and grow from
successes learned by other consortia (SACHS and BASSC). Most urgent need seems to be
development of a “Leadership Academy/ Institute”, something which both SACHS and
BASSC have in place. Other opportunities to learn from BASSC are of interest.
 ACTION: It was suggested that an invite be extended to Trent Roher (SF County)
to join us at a 2016 meeting. His dual roles as BASSC Chair and CWDA President
give him great insight into how to sustain and grow
University/Agency/Consortium partnerships.
 ACTION: Jim Rydingsword and David Foster will work on a formal invitation for
Trent.
 ACTION: Jim & David will solicit questions/agenda items prior to Trent’s visit to
the group.
4. Linkages/Eligibility Engagement Training:
o David Foster indicated CCTA has an existing curriculum used with eligibility staff
in Madera County as part of Linkages.
 ACTION: David will locate curriculum and provide outline/learning objectives to
CCASSC members.
5. April Meeting location:
o Chevon Kothari offered Mariposa County to host the April 2016 meeting.
 ACTION: Stephanie Pearl will work with Mariposa staff on logistics.
6. Core 3.0 Presentation by Joanne Pritchard (CCTA):
 ACTION: Joanne Pritchard will provide Stephanie Pearl with the latest copy of
the “Core 3.0 Implementation Guide and Time Frames” for her to distribute to
the group.
 ACTION: Joanne will provide Stephanie with 3.0 Team Contacts and 3.0 County
“Lead” contacts for her to distribute. Please add/delete as needed and let
Joanne /David know about the changes.
7. APS Training

ACTION: Juliet Webb offered to contact the Governor’s APS Program Liaison
(Lori Delagrammatikas) and invite her to a future CCASSC meeting for discussion
about APS issues.
February 4, 2016
COUNTY FISCAL LETTER NO. 15/16-45
TO:
ALL COUNTY WELFARE DIRECTORS
ALL COUNTY WELFARE FISCAL OFFICERS
SUBJECT:
FISCAL YEAR 2015-16 REVISED PERCENTAGE CALCULATION
FOR THE 2011 REALIGNMENT PROGRAMS IMPACTED BY
SENATE BILL (SB) 1020 (CHAPTER 40, STATUTES OF 2012)
AND SB 1013 (CHAPTER 35, STATUTES OF 2012) AND
ADJUSTMENT TO JANUARY AND FEBRUARY 2016
PROTECTIVE SERVICES SUBACCOUNT
REFERENCE:
GOVERNMENT CODE SECTION 30027.6.
GOVERNMENT CODE SECTION 30029.8.
CFL NO. 14/15-40, DATED JANUARY 29, 2015
This letter informs counties of the Fiscal Year (FY) 2015-16 revised Protective Services
Subaccount percentage distribution pursuant to Government Code section 30027.6.
Attachment I displays the FY 2015-16 revised Protective Services Subaccount base
percentage distribution. This percentage includes each county’s FY 2014-15 Protective
Services Subaccount base and the growth distributed by the State Controller’s Office
(SCO) on December 24, 2015, (refer to website: California State Controller's Office:
Fiscal Year 2014-2015).
Attachment II displays the necessary adjustments to the 2011 Realignment revenues
required to correct distributions for the months of September 2015 through
November 2015. These adjustments were reflected in the January 2016 and
will be reflected in the February 2016 Local Revenue Fund distribution to counties.
Each county’s final adjusted distribution percentage has been determined based on a
percent to total of the revised base in the amount of $2.1 billion as displayed in
Attachments I and II.
An additional amount of $32.7 million was set aside for distribution to the San
Francisco County Welfare Department, the county designated to receive funding
CFL No. 15/16-45
Page Two
that will be used to reimburse the state for realigned contracts and services that will
continue to be administered by the California Department of Social Services
(CDSS) pursuant to Government Code section 30029.8.
The CDSS will continue to issue the federal fund advances as previously provided and
will remain the single state agency for the administration of federal funding. The
Department of Finance (DOF) is required to provide an annual county distribution
schedule for the Protective Services Subaccount to the SCO, which is done in
coordination with CDSS and County Welfare Directors Association. The DOF provided
the revised county distribution schedule for FY 2015-16, consistent with the overall
distribution percentages contained in Attachment I to SCO in December 2015.
If you have any questions regarding this CFL, please direct them to
CDSS2011Realignment@dss.ca.gov.
Sincerely,
Original Document Signed By:
LILIA A. YOUNG, Chief
Financial Management and Contracts Branch
Attachments
2011 REALIGNMENT
FY 2015-16 PROTECTIVE SERVICES SUBACCOUNT REVISED BASE
COUNTIES
ALAMEDA
ALPINE
AMADOR
BUTTE
CALAVERAS
COLUSA
CONTRA COSTA
DEL NORTE
EL DORADO
FRESNO
GLENN
HUMBOLDT
IMPERIAL
INYO
KERN
KINGS
LAKE
LASSEN
LOS ANGELES
MADERA
MARIN
MARIPOSA
MENDOCINO
MERCED
MODOC
MONO
MONTEREY
NAPA
NEVADA
ORANGE
PLACER
PLUMAS
RIVERSIDE
SACRAMENTO
SAN BENITO
SAN BERNARDINO
SAN DIEGO
SAN FRANCISCO
SAN JOAQUIN
SAN LUIS OBISPO
SAN MATEO
SANTA BARBARA
SANTA CLARA
SANTA CRUZ
SHASTA
SIERRA
SISKIYOU
SOLANO
SONOMA
STANISLAUS
SUTTER
TEHAMA
TRINITY
TULARE
TUOLUMNE
VENTURA
YOLO
YUBA
SAN FRANCISCO-59TH CO
TOTAL
FY 2014-15
PROTECTIVE
SERVICES
SUBACCOUNT
BASE DIST. BY SCO
FY 2014-15
GROWTH
DISTRIBUTED
BY SCO ON
DECEMBER 2015
FY 2015-16
PROTECTIVE SERVICES
SUBACCOUNT
BASE
REVISED
ATTACHMENT I
FY 2015-16
PROTECTIVE SERVICES
SUBACCOUNT
PERCENTAGE
REVISED
$79,902,483.35
$796,711.17
$1,595,317.25
$17,139,131.89
$2,507,268.08
$1,512,078.50
$44,551,456.38
$4,009,889.47
$7,318,369.94
$46,818,085.81
$2,865,702.14
$11,249,940.89
$8,610,182.41
$1,467,558.64
$56,601,895.45
$7,344,213.02
$4,730,426.29
$3,466,591.46
$626,615,393.52
$6,441,300.90
$6,255,257.06
$1,798,574.76
$10,062,231.48
$14,030,912.20
$989,307.02
$1,036,898.73
$15,960,303.39
$5,660,568.93
$3,342,500.67
$99,888,462.25
$16,527,441.75
$1,970,313.01
$107,303,565.59
$100,557,987.13
$2,223,676.94
$104,412,582.25
$139,290,964.65
$43,151,422.13
$38,185,581.93
$15,592,178.30
$19,738,033.81
$14,901,699.22
$73,832,173.61
$11,313,426.02
$13,240,250.49
$808,051.56
$3,449,336.23
$12,748,822.94
$22,707,727.46
$21,470,308.01
$6,210,488.50
$5,967,426.38
$2,222,003.76
$23,225,192.80
$3,381,740.24
$22,089,824.84
$9,719,891.54
$7,184,393.20
$32,721,000.00
$5,853,797.69
$68,219.09
$113,502.33
$1,168,416.83
$187,832.20
$108,627.10
$3,303,676.69
$289,522.01
$542,340.71
$3,242,773.24
$222,631.26
$793,113.02
$694,272.29
$116,569.69
$3,887,489.60
$546,272.81
$305,090.66
$225,994.43
$44,762,218.13
$483,680.98
$437,364.29
$136,752.42
$732,671.62
$1,007,469.19
$79,914.45
$82,877.29
$1,087,866.39
$400,850.88
$227,073.47
$7,245,227.49
$1,222,351.08
$144,637.56
$7,861,089.01
$7,071,612.89
$170,450.98
$6,981,344.38
$10,314,749.64
$2,961,370.70
$2,601,639.42
$1,147,894.61
$1,501,013.58
$1,023,341.55
$5,599,238.33
$759,926.72
$850,821.68
$67,960.53
$237,471.66
$912,733.53
$1,518,674.71
$1,606,017.62
$431,093.31
$415,331.54
$181,450.44
$1,692,043.44
$229,403.95
$1,530,081.08
$608,614.56
$520,466.25
$0.00
$85,756,281.04
$864,930.26
$1,708,819.58
$18,307,548.72
$2,695,100.28
$1,620,705.60
$47,855,133.07
$4,299,411.48
$7,860,710.65
$50,060,859.05
$3,088,333.40
$12,043,053.91
$9,304,454.70
$1,584,128.33
$60,489,385.05
$7,890,485.83
$5,035,516.95
$3,692,585.89
$671,377,611.65
$6,924,981.88
$6,692,621.35
$1,935,327.18
$10,794,903.10
$15,038,381.39
$1,069,221.47
$1,119,776.02
$17,048,169.78
$6,061,419.81
$3,569,574.14
$107,133,689.74
$17,749,792.83
$2,114,950.57
$115,164,654.60
$107,629,600.02
$2,394,127.92
$111,393,926.63
$149,605,714.29
$46,112,792.83
$40,787,221.35
$16,740,072.91
$21,239,047.39
$15,925,040.77
$79,431,411.94
$12,073,352.74
$14,091,072.17
$876,012.09
$3,686,807.89
$13,661,556.47
$24,226,402.17
$23,076,325.63
$6,641,581.81
$6,382,757.92
$2,403,454.20
$24,917,236.24
$3,611,144.19
$23,619,905.92
$10,328,506.10
$7,704,859.45
$32,721,000.00
4.06575579%
0.04100685%
0.08101614%
0.86797167%
0.12777629%
0.07683861%
2.26884004%
0.20383763%
0.37268092%
2.37341481%
0.14641971%
0.57096828%
0.44112968%
0.07510446%
2.86783737%
0.37409258%
0.23873682%
0.17506767%
31.83040797%
0.32831747%
0.31730112%
0.09175500%
0.51179271%
0.71297852%
0.05069242%
0.05308924%
0.80826377%
0.28737548%
0.16923561%
5.07927132%
0.84152813%
0.10027105%
5.46002409%
5.10278272%
0.11350701%
5.28125166%
7.09289502%
2.18623466%
1.93374618%
0.79365671%
1.00695574%
0.75501556%
3.76589002%
0.57240476%
0.66806603%
0.04153225%
0.17479373%
0.64770244%
1.14858799%
1.09406219%
0.31488130%
0.30261031%
0.11394918%
1.18134084%
0.17120647%
1.11983365%
0.48968056%
0.36529192%
1.55132188%
$1,970,716,517.34
$138,516,933.00
$2,109,233,450.34
100.00000000%
ATTACHMENT II
2011 REALIGNMENT
JANUARY AND FEBRUARY 2016 LOCAL REVENUE FUND (LRF) ADJUSTMENTS
COUNTIES
ALAMEDA
ALPINE
AMADOR
BUTTE
CALAVERAS
COLUSA
CONTRA COSTA
DEL NORTE
EL DORADO
FRESNO
GLENN
HUMBOLDT
IMPERIAL
INYO
KERN
KINGS
LAKE
LASSEN
LOS ANGELES
MADERA
MARIN
MARIPOSA
MENDOCINO
MERCED
MODOC
MONO
MONTEREY
NAPA
NEVADA
ORANGE
PLACER
PLUMAS
RIVERSIDE
SACRAMENTO
SAN BENITO
SAN BERNARDINO
SAN DIEGO
SAN FRANCISCO
SAN JOAQUIN
SAN LUIS OBISPO
SAN MATEO
SANTA BARBARA
SANTA CLARA
SANTA CRUZ
SHASTA
SIERRA
SISKIYOU
SOLANO
SONOMA
STANISLAUS
SUTTER
TEHAMA
TRINITY
TULARE
TUOLUMNE
VENTURA
YOLO
YUBA
SAN FRANCISCO-59TH CO
TOTAL
SEPTEMBER 2015
OCTOBER 2015
NOVEMBER 2015
TOTAL
FY 2015-16
SEPTEMBER 2015
OCTOBER 2015
NOVEMBER 2015
LOCAL
LOCAL
LOCAL
SEPTEMBER
PROTECTIVE SERVICES
LOCAL
LOCAL
LOCAL
REVENUE
FUND
RECEIPTS
REVENUE
FUND
RECEIPTS
REVENUE
FUND
RECEIPTS
SUBACCOUNT
PERCENTAGE
REVISED
REVENUE
FUND
REVISED
REVENUE
FUND
REVISED
REVENUE
FUND
REVISED
$6,737,372.51
$67,178.64
$134,517.05
$1,445,170.55
$211,412.69
$127,498.37
$3,756,576.08
$338,113.63
$617,084.51
$3,947,698.13
$241,635.83
$948,594.33
$726,010.05
$123,744.46
$4,772,668.36
$619,263.59
$398,869.26
$292,302.78
$52,836,171.63
$543,130.10
$527,442.89
$151,655.71
$848,446.74
$1,183,085.66
$83,418.31
$87,431.24
$1,345,771.81
$477,298.82
$281,839.45
$8,422,589.02
$1,393,592.88
$166,136.67
$9,047,830.08
$8,479,043.32
$187,500.30
$8,804,062.55
$11,745,005.61
$3,638,525.28
$3,219,805.93
$1,314,731.52
$1,664,309.80
$1,256,510.37
$6,225,524.36
$953,947.39
$1,116,417.11
$68,134.86
$290,847.82
$1,074,979.97
$1,914,714.19
$1,810,375.06
$523,668.01
$503,173.03
$187,359.22
$1,958,346.84
$285,148.13
$1,862,612.68
$819,580.66
$605,787.59
$2,763,379.05
$6,686,755.17
$66,673.93
$133,506.44
$1,434,313.10
$209,824.37
$126,540.48
$3,728,353.22
$335,573.41
$612,448.40
$3,918,039.39
$239,820.44
$941,467.61
$720,555.60
$122,814.77
$4,736,811.69
$614,611.12
$395,872.58
$290,106.73
$52,439,217.74
$539,049.61
$523,480.26
$150,516.34
$842,072.43
$1,174,197.23
$82,791.59
$86,774.37
$1,335,661.13
$473,712.92
$279,722.02
$8,359,310.79
$1,383,122.93
$164,888.50
$8,979,854.47
$8,415,340.95
$186,091.63
$8,737,918.33
$11,656,766.34
$3,611,189.33
$3,195,615.79
$1,304,854.05
$1,651,805.98
$1,247,070.31
$6,178,752.50
$946,780.46
$1,108,029.56
$67,622.97
$288,662.70
$1,066,903.73
$1,900,329.10
$1,796,773.85
$519,733.73
$499,392.73
$185,951.60
$1,943,633.93
$283,005.84
$1,848,619.02
$813,423.22
$601,236.36
$2,742,618.01
$8,762,566.44
$87,371.93
$174,951.67
$1,879,575.90
$274,961.46
$165,823.24
$4,885,769.26
$439,747.57
$802,574.59
$5,134,340.89
$314,269.40
$1,233,733.30
$944,242.18
$160,940.93
$6,207,289.80
$805,408.69
$518,765.79
$380,166.38
$68,718,252.41
$706,390.15
$685,987.51
$197,242.07
$1,103,482.25
$1,538,710.63
$108,493.11
$113,712.29
$1,750,298.78
$620,770.58
$366,557.87
$10,954,343.98
$1,812,494.44
$216,075.87
$11,767,526.91
$11,027,767.93
$243,861.22
$11,450,485.03
$15,275,449.29
$4,732,233.44
$4,187,650.80
$1,709,928.06
$2,164,586.45
$1,634,206.15
$8,096,861.32
$1,240,695.45
$1,452,002.11
$88,615.59
$378,274.07
$1,398,109.34
$2,490,260.15
$2,354,557.61
$681,077.93
$654,422.34
$243,677.73
$2,547,008.39
$370,861.11
$2,422,497.40
$1,065,939.28
$787,881.93
$3,594,026.09
THROUGH
NOVEMBER
LRF RECEIPTS
A
$22,186,694.12
$221,224.50
$442,975.16
$4,759,059.55
$696,198.52
$419,862.09
$12,370,698.56
$1,113,434.61
$2,032,107.50
$13,000,078.41
$795,725.67
$3,123,795.24
$2,390,807.83
$407,500.16
$15,716,769.85
$2,039,283.40
$1,313,507.63
$962,575.89
$173,993,641.78
$1,788,569.86
$1,736,910.66
$499,414.12
$2,794,001.42
$3,895,993.52
$274,703.01
$287,917.90
$4,431,731.72
$1,571,782.32
$928,119.34
$27,736,243.79
$4,589,210.25
$547,101.04
$29,795,211.46
$27,922,152.20
$617,453.15
$28,992,465.91
$38,677,221.24
$11,981,948.05
$10,603,072.52
$4,329,513.63
$5,480,702.23
$4,137,786.83
$20,501,138.18
$3,141,423.30
$3,676,448.78
$224,373.42
$957,784.59
$3,539,993.04
$6,305,303.44
$5,961,706.52
$1,724,479.67
$1,656,988.10
$616,988.55
$6,448,989.16
$939,015.08
$6,133,729.10
$2,698,943.16
$1,994,905.88
$9,100,023.15
$166,175,042.48
$164,926,582.80
$216,125,774.48
$547,227,399.76
TOTAL
DIFFERENCE
JANUARY 2016 LRF ADJUSTMENT
FEBRUARY 2016 LRF ADJUSTMENT
FOR SEPTEMBER, OCTOBER
& NOVEMBER 2015
PROTECTIVE SERVICES
SUBACCOUNT DISTRIBUTIONS
FOR SEPTEMBER, OCTOBER
& NOVEMBER 2015
PROTECTIVE SERVICES
SUBACCOUNT DISTRIBUTIONS
4.06575579%
0.04100685%
0.08101614%
0.86797167%
0.12777629%
0.07683861%
2.26884004%
0.20383763%
0.37268092%
2.37341481%
0.14641971%
0.57096828%
0.44112968%
0.07510446%
2.86783737%
0.37409258%
0.23873682%
0.17506767%
31.83040797%
0.32831747%
0.31730112%
0.09175500%
0.51179271%
0.71297852%
0.05069242%
0.05308924%
0.80826377%
0.28737548%
0.16923561%
5.07927132%
0.84152813%
0.10027105%
5.46002409%
5.10278272%
0.11350701%
5.28125166%
7.09289502%
2.18623466%
1.93374618%
0.79365671%
1.00695574%
0.75501556%
3.76589002%
0.57240476%
0.66806603%
0.04153225%
0.17479373%
0.64770244%
1.14858799%
1.09406219%
0.31488130%
0.30261031%
0.11394918%
1.18134084%
0.17120647%
1.11983365%
0.48968056%
0.36529192%
1.55132188%
$6,756,271.41
$68,143.15
$134,628.61
$1,442,352.29
$212,332.30
$127,686.59
$3,770,245.90
$338,727.27
$619,302.68
$3,944,023.07
$243,313.02
$948,806.78
$733,047.43
$124,804.87
$4,765,629.97
$621,648.50
$396,721.01
$290,918.77
$52,894,193.97
$545,581.70
$527,275.27
$152,473.91
$850,471.75
$1,184,792.36
$84,238.15
$88,221.07
$1,343,132.66
$477,546.33
$281,227.35
$8,440,481.27
$1,398,409.73
$166,625.46
$9,073,197.35
$8,479,551.35
$188,620.32
$8,776,122.19
$11,786,621.31
$3,632,976.37
$3,213,403.54
$1,318,859.37
$1,673,309.13
$1,254,647.43
$6,257,969.34
$951,193.85
$1,110,159.01
$69,016.23
$290,463.56
$1,076,319.80
$1,908,666.58
$1,818,058.31
$523,254.13
$502,862.81
$189,355.10
$1,963,093.64
$284,502.42
$1,860,884.04
$813,726.88
$607,024.00
$2,577,909.79
$6,705,512.09
$67,631.20
$133,617.15
$1,431,516.02
$210,737.07
$126,727.29
$3,741,920.35
$336,182.44
$614,649.91
$3,914,391.94
$241,485.02
$941,678.47
$727,540.11
$123,867.22
$4,729,826.17
$616,978.11
$393,740.48
$288,733.13
$52,496,804.16
$541,482.78
$523,313.89
$151,328.39
$844,082.23
$1,175,891.11
$83,605.28
$87,558.27
$1,333,041.82
$473,958.56
$279,114.51
$8,377,068.62
$1,387,903.59
$165,373.62
$9,005,031.15
$8,415,845.17
$187,203.23
$8,710,187.89
$11,698,069.38
$3,605,682.12
$3,189,261.49
$1,308,950.89
$1,660,737.69
$1,245,221.36
$6,210,953.72
$944,047.61
$1,101,818.47
$68,497.72
$288,281.33
$1,068,233.50
$1,894,326.92
$1,804,399.38
$519,322.97
$499,084.84
$187,932.49
$1,948,345.08
$282,364.98
$1,846,903.37
$807,613.41
$602,463.48
$2,558,542.16
$8,787,146.19
$88,626.37
$175,096.76
$1,875,910.49
$276,157.50
$166,068.04
$4,903,548.11
$440,545.66
$805,459.52
$5,129,561.14
$316,450.73
$1,234,009.62
$953,394.94
$162,320.10
$6,198,135.73
$808,510.49
$515,971.80
$378,366.36
$68,793,715.75
$709,578.67
$685,769.50
$198,306.20
$1,106,115.96
$1,540,930.35
$109,559.39
$114,739.53
$1,746,866.33
$621,092.48
$365,761.77
$10,977,614.48
$1,818,759.19
$216,711.58
$11,800,519.35
$11,028,428.67
$245,317.90
$11,414,146.05
$15,329,574.30
$4,725,016.59
$4,179,323.91
$1,715,296.71
$2,176,290.89
$1,631,783.23
$8,139,058.97
$1,237,114.22
$1,443,862.88
$89,761.90
$377,774.30
$1,399,851.91
$2,482,394.69
$2,364,550.38
$680,539.65
$654,018.88
$246,273.55
$2,553,182.04
$370,021.31
$2,420,249.15
$1,058,325.90
$789,489.99
$3,352,806.43
B
$22,248,929.69
$224,400.72
$443,342.52
$4,749,778.80
$699,226.87
$420,481.93
$12,415,714.36
$1,115,455.36
$2,039,412.11
$12,987,976.15
$801,248.77
$3,124,494.87
$2,413,982.48
$410,992.18
$15,693,591.87
$2,047,137.10
$1,306,433.29
$958,018.26
$174,184,713.87
$1,796,643.15
$1,736,358.67
$502,108.50
$2,800,669.94
$3,901,613.82
$277,402.81
$290,518.87
$4,423,040.81
$1,572,597.37
$926,103.63
$27,795,164.37
$4,605,072.50
$548,710.66
$29,878,747.85
$27,923,825.19
$621,141.46
$28,900,456.13
$38,814,264.99
$11,963,675.08
$10,581,988.94
$4,343,106.98
$5,510,337.71
$4,131,652.02
$20,607,982.03
$3,132,355.68
$3,655,840.36
$227,275.85
$956,519.18
$3,544,405.22
$6,285,388.19
$5,987,008.07
$1,723,116.75
$1,655,966.53
$623,561.13
$6,464,620.76
$936,888.71
$6,128,036.56
$2,679,666.20
$1,998,977.48
$8,489,258.39
B-A
$62,235.57
$3,176.22
$367.36
($9,280.75)
$3,028.35
$619.84
$45,015.80
$2,020.75
$7,304.61
($12,102.26)
$5,523.10
$699.63
$23,174.65
$3,492.02
($23,177.98)
$7,853.70
($7,074.34)
($4,557.63)
$191,072.09
$8,073.29
($551.99)
$2,694.38
$6,668.52
$5,620.30
$2,699.80
$2,600.97
($8,690.91)
$815.05
($2,015.71)
$58,920.58
$15,862.25
$1,609.62
$83,536.39
$1,672.99
$3,688.31
($92,009.78)
$137,043.75
($18,272.97)
($21,083.58)
$13,593.35
$29,635.48
($6,134.81)
$106,843.85
($9,067.62)
($20,608.42)
$2,902.43
($1,265.41)
$4,412.18
($19,915.25)
$25,301.55
($1,362.92)
($1,021.57)
$6,572.58
$15,631.60
($2,126.37)
($5,692.54)
($19,276.96)
$4,071.60
($610,764.76)
$0.00
$0.00
$0.00
($4,640.37)
$0.00
$0.00
$0.00
$0.00
$0.00
($6,051.13)
$0.00
$0.00
$0.00
$0.00
($11,588.99)
$0.00
($3,537.17)
($2,278.82)
$0.00
$0.00
($276.00)
$0.00
$0.00
$0.00
$0.00
$0.00
($4,345.45)
$0.00
($1,007.86)
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
($46,004.89)
$0.00
($9,136.48)
($10,541.79)
$0.00
$0.00
($3,067.41)
$0.00
($4,533.81)
($10,304.21)
$0.00
($632.70)
$0.00
($9,957.62)
$0.00
($681.46)
($510.78)
$0.00
$0.00
($1,063.18)
($2,846.27)
($9,638.48)
$0.00
($305,382.39)
$31,117.79
$1,588.11
$183.68
$0.00
$1,514.17
$309.92
$22,507.90
$1,010.38
$3,652.30
$0.00
$2,761.55
$349.82
$11,587.32
$1,746.01
$0.00
$3,926.85
$0.00
$0.00
$95,536.04
$4,036.65
$0.00
$1,347.19
$3,334.26
$2,810.15
$1,349.90
$1,300.48
$0.00
$407.52
$0.00
$29,460.29
$7,931.13
$804.81
$41,768.20
$836.50
$1,844.15
$0.00
$68,521.87
$0.00
$0.00
$6,796.67
$14,817.74
$0.00
$53,421.93
$0.00
$0.00
$1,451.22
$0.00
$2,206.09
$0.00
$12,650.78
$0.00
$0.00
$3,286.29
$7,815.80
$0.00
$0.00
$0.00
$2,035.80
$0.00
$0.00
$0.00
$0.00
($4,640.38)
$0.00
$0.00
$0.00
$0.00
$0.00
($6,051.13)
$0.00
$0.00
$0.00
$0.00
($11,588.99)
$0.00
($3,537.17)
($2,278.81)
$0.00
$0.00
($275.99)
$0.00
$0.00
$0.00
$0.00
$0.00
($4,345.46)
$0.00
($1,007.85)
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
($46,004.89)
$0.00
($9,136.49)
($10,541.79)
$0.00
$0.00
($3,067.40)
$0.00
($4,533.81)
($10,304.21)
$0.00
($632.71)
$0.00
($9,957.63)
$0.00
($681.46)
($510.79)
$0.00
$0.00
($1,063.19)
($2,846.27)
($9,638.48)
$0.00
($305,382.36)
$31,117.78
$1,588.11
$183.68
$0.00
$1,514.18
$309.92
$22,507.90
$1,010.37
$3,652.31
$0.00
$2,761.55
$349.81
$11,587.33
$1,746.01
$0.00
$3,926.85
$0.00
$0.00
$95,536.06
$4,036.64
$0.00
$1,347.19
$3,334.26
$2,810.15
$1,349.90
$1,300.49
$0.00
$407.53
$0.00
$29,460.29
$7,931.12
$804.81
$41,768.19
$836.49
$1,844.16
$0.00
$68,521.88
$0.00
$0.00
$6,796.68
$14,817.74
$0.00
$53,421.92
$0.00
$0.00
$1,451.21
$0.00
$2,206.09
$0.00
$12,650.77
$0.00
$0.00
$3,286.29
$7,815.80
$0.00
$0.00
$0.00
$2,035.80
$0.00
100.00000000%
$166,175,042.48
$164,926,582.80
$216,125,774.48
$547,227,399.76
$0.00
($448,027.26)
$448,027.26
($448,027.26)
$448,027.26
California’s Child Welfare
Continuum of Care Reform (CCR)
Overview
California Department of Social Services
Presented by Sara Rogers
December 11, 2015
1
Background
Context for Change:
• Proportion of children in Group Homes has remained fairly
constant despite efforts to reduce it.
• Poor outcomes for children placed in group homes for long
periods of time.
• Lawsuit settlement increased Group Home rates by 33%
with no new requirements
Legislative mandate*:
Reform Group Homes & FFAs with robust & diverse stakeholder input
Legislative report with recommendations
Builds on previous reform efforts: SB 933, RBS Reform
* Senate Bill 1013 (Chapter 35, Statutes of 2012)
2
Vision
• All children live with a committed, permanent and
nurturing family
• Services and supports should be individualized and
coordinated
• System focus is on achieving a permanent family and
preparation for successful adulthood
• When needed, congregate care is a short-term, high
quality, intensive intervention that is just one part of a
continuum of care available for children, youth and
young adults
3
Guiding Principles
• The child, youth and family’s experience is valued in:
– Assessment
– Service planning
– Placement decisions
• Children shouldn’t change placements to get services
• Cross system and cross-agency collaboration to improve
access to services and outcomes
• Recognizing the differences in the probation system
4
The Goal:
Children in
Resource
Families
Permanent
Family
Children in
Congregate
Care
5
The Work Ahead…
Will take “a village”!
1-1-17
CDSS will be collaborating with a
wide array of stakeholders in the
implementation work
Pre-Implementation
Preparation
AB 403
CCR Report
•
•
•
•
•
•
•
•
•
Policies
Rates
Outreach
Orientations
Tools
Training
Accountability
Recruitment
Performance
measures
•
•
•
•
Applications
Reviews
Licenses
Mental Health
Certification
• Data testing
• Training & TA
Implementation:
Children & families
served differently!
•Extensions
•Data collection
•Monitoring
•Technical Assistance
•Policy Revision
6
DRAFT
Proposed CCR Implementation Framework
Stakeholder
Implementation
Advisory Committee
State/County Implementation
Team
CDSS, DHCS, CWDA, CPOC, CBHDA, CSAC
County Representatives
Providers, Youth, Caregivers, Tribes,
Advocates, Counties, Legislative Staff and
others
CCR Implementation Workgroups
Program &
Licensing
Rate
Structures
Oversight
Framework
Resource
Family
Approval
Training
Mental Health
Deliverables
Program Instructions
• Regulations
• ACLs/CFLs
• Forms
Capacity Building Activities
• Outreach Activities
• Communication Materials
• Training Curricula
• Mental Health Certification
• Readiness tools
Accountability & Oversight
Framework
• Accreditation Process
• Application review process
• Provider Performance
measures
• Consumer Survey
7
CCR Implementation Timeline
01/2016
01/2017
01/2018
Stakeholder Engagement
2016 Legislation
2017 Legislation
2018 Legislation.
Legislative Reports and Updates
Initial Policy & Program Development
Retention & Recruitment of Caregivers 2016
Interim Standards
Regulations
Retention & Recruitment
Outreach & Communication
Provider & Caregiver Readiness
Child Welfare & Probation Readiness
Initial Licensing
Rates & Payments
Licensure & Rate Setting of Providers
Initial Training
Ongoing Training & Technical Assistance t
Assessment
Resource Family Approval - Early Implementation (Cohort 2)
Resource Family Approval - Statewide Implementation
Oversight & Performance: FFAs & STRTCs
Data Measure & Methodology
8
Key Strategies
• Continuum of Care Reform is a comprehensive framework
for changing the continuum of services that support children,
youth and families across placement settings (from relatives to
congregate care) in achieving permanency.
• Pillars for this framework include:
–
–
–
–
Increased engagement with children, youth and families
Increased capacity for home-based family care
Limited use of congregate care
Systemic and infrastructure changes: rate structures, training,
accreditation, accountability & performance, mental health
services
9
Increased Engagement
• Child & Family Team
• Up-front and continuing assessment along
common domains
• Aligns with the practice changes identified in
California Child Welfare Core Practice Model
(Statewide Practice Model) & Katie A
• Quality Parenting
Initiative (QPI)
10
Foster Families Resource Families
Resource Family Approval:
Foster
Family
Adoptive
Family
Relative
Caregiver
• Related and non-related families
• Training for all families
• Resource Families still choose the
role they play in the system:
temporary or permanent
• Prepared for permanency-no
additional approvals necessary
Resource Family
• Foster Family Agencies and
residential care providers will also
approve resource families.
11
Increasing Capacity for
Home-Based Family Care
• Advancing Resource family approval statewide implementation.
• Additional funding for support, retention, recruitment and training of
resource families & relatives for placing agencies ($17.2 million GF)
• Foster Family Agencies provide Core Services:
– May provide core services to children in county approved families
• Updated and expanded training requirements across provider and
caregiver categories
• Approved Relative Caregiver (ARC) Funding Option Program (2014: $30
million investment)
12
Reducing Congregate Care
• Licensed residential care is re-envisioned to provide short
term therapeutic care including “core services” that are
designed to transition children quickly to a home setting.
• Residential care should only be used when intensive 24-hr
care is required that can not be provided in a home based
setting.
• Providers must immediately begin planning for a safe
transition to a home based setting.
• Providers must have the capacity to approve resource families
and to transition children and youth to a home setting safely
(either directly, or through relationships with other providers).
13
Core Services
FFAs and STRTCs make available core services either directly or
through formal agreements:
• Services shall be trauma informed and culturally relevant
• Ensure the delivery mental health services (specialty and non-specialty)
• Transitional support services for placement changes, permanency,
aftercare
• Education, physical, behavioral and mental health supports
• Activities to support youth achieving a successful adulthood
• Services to achieve permanency & maintain/establish family connections
• Active efforts for ICWA-Eligible children
14
Oversight, Accountability & Provider
Performance Measures
• National Accreditation
• Cross Departmental Oversight Framework
• Evaluate provider performance along common
domains
• Client satisfaction surveys
• Public transparency of provider performance
15
Other Key Elements
• New provider rate structure:
– Sunset RCL system (1-14)
– Create new STRTC rate
– Create tiered FFA rate structure
• Multi-year implementation:
– New requirements take effect 1/1/2017
– Provisions for extensions up to two years
– Additional extensions for providers and longer for
those serving probation youth
16
Questions and Contact Info
• Questions can be sent to: ccr@dss.ca.gov
• Additional information on the CDSS website
at:
http://www.cdss.ca.gov/cdssweb/default.htm
17
Continuum of Care Reform (CCR) Gap Analysis
As you think about implementation in your County, make a note of what elements you have in place in
these two critical implementation areas:
What is in place to engage children, youth,
families, resource families:
The gaps:
1
What is in place to build resource family capacity?
The gaps?
2
Training Needs Related to Gaps
3
INITIAL DRAFT OF TRAINING PLAN
1/13/16
PATHWAYS TO WELL-BEING:
REALIZING AN INTEGRATED, CONJOINT TRAINING PLAN
Vision:
All public and professional organizations, community-based groups, and families shall have
access to a uniform series of foundational training resources that support the integration of
care provided by multiple organizations and the well-being of children in foster careand their
families.
Mission:
The integrated training plan aims to establish unifyunified the content necessary to understand
and provide the core services of an integrated practice model and encourages the conjoint
integrated delivery of foundational training regarding the mental health and well-being of
children in foster care across all partnering organizations and community-based groups that is
developed from shared values, philosophy and evidence-based practices for serving high-risk,
high-need children, youth and their families.
Comment [LF1]: Applies to children not yet
in the foster care system as well and CCR will
include probation youth. This will be useful to
ensure that partners across the system of care
who are involved know what is needed to
ensure that foster youth and actually all youth
receive care that reflects the state of the art
service and that reflects evidence-based
practices. Let’s establish this once and keep it
up! While foster youth are certainly the
current impetus, is it really necessary to limit
our language in this way?
Guiding Principles:
The guiding principles for the development of the shared training plan are largely derived from
the desired implementation of evidence-based practices across multiple state and communitybased organizations in California. This desire is given extra urgency as the result of the recent
settlement of legal actions and legislative changes being implemented across the State.
Pathways to MentalBehavioral Health Services Core Practice Model Guide, with additions for
the encouragement of conjoint training. The shared training plan aims to address a need for
consistency of information regarding policy and practice expectations across all agencies,
partners, and families involved in the delivery, monitoring, and receipt of mentalbehavioral
health services for children in foster care. Consistency is considered an essential component of
fairness in service delivery. Further, the shared training plan seeks to provide access to families
and other community partners with the same foundational information about
mentalbehavioral health care for children in the foster care system as that received by
professional staff to support the concept of equality and shared responsibility for . The
combined emphasis on consistency and community education is believed to result in improved
well-being outcomes for children.
1
Comment [LF2]: This includes the changes
in Child Welfare from the federal audit, the
Katie A Settlement Agreement, the transfer of
responsibility for 3632 services to education
with special tracking of foster youth, and now,
CCR.
To that end, the shared training plan will embrace the following principles for training content
and training delivery:
1. Promotion of Cross-System Training Delivery: Promotion of joint trainings and access to
training resources for the child welfare and mentalbehavioral behavioral health
workforces to enhance shared understanding, skills, values, and collaboration in the
case management and service delivery processes.
2. Promotion of Conjoint Training Delivery: Promotion of conjoint training delivery for two
or more types of audiences and uniform access to training resources for all agencies,
community-based organizations, and families concerned with the well-being of children
in foster care in order to promote shared understanding and build trusting relationships.
3. Collaboration: Advancement of collaborative processes between the child welfare and
mentalbehavioral health workforces systems and the families with whom they are
partnering to create positive outcomes.
4. Teaming: Promotion of team-based approaches among the child welfare worker,
mentalbehavioral health provider, family, youth, and other involved organizations and
individuals to provide consistent, quality case management and treatment services to
address children’s mentalbehavioral health needs and to improve their mental
healthsafety, permanence and well-being outcomes.
5. Evidence-based Practice: Promotion of the use of evidence-based and evidenceinformed practices within the training plan, with emphasis on values, philosophy and
practices that span the context and target populations within specific models. regarding
collaboration, teaming, screenings, assessments, and other aspects of case management
and treatment.
6. Trauma-informed Practice: Emphasis on skillful responses to the prevalent and
pervasive influences of trauma on children’s and adults’ mentalbehavioral health and
overall development.
7. Family and Youth Voice/Engagement: Support for the meaningful participation of
families and youth in the curriculum development process and in the delivery of training
to ensure deep understanding of the youth and family experience in service delivery.
8. Advocacy: Promotion of training and certification for parents, youth, and other partners
to assist families with self-empowerment, resiliency, well-being, and navigation through
the child welfare and behavioral health systems.
Coordinating Organizations:
The main coordinating organizations for the development and approval of the shared training
plan are:



California Department of Health Care Services (DHCS)
California Department of Social Services (CDSS)
Shared Management Structure’s Community Team, a group of community
representatives operating under the conjoint auspices of the California Department of
2
Comment [LF3]: Is there a difference
between 1 and 2?

Health Care Services and the California Department of Social Services pursuant to the
Settlement Agreement for Katie A. v. Bonta
Pathways to Well-Being Workgroup, a subcommittee of the Statewide Training and
Education Committee (Pathways Workgroup)
DHCS and CDSS will provide oversight of the shared training plan and orchestrate connections
for the Community Team and Pathways Workgroup with other state, county, and partnering
agencies that have interest in the plan.
The Community Team or their designated participants will contribute their expertise and
experience as advocates, service providers, and service recipients involved in and concerned
about the public child welfare and mentalbehavioral health, or other involved systems within
the Integrated Training Plan and content development process.
The Pathways Workgroup will contribute their expertise in content development, training
delivery, and knowledge of existing training products for topics related to the shared training
plan.
Goals of the Coordinating Organizations:
1. Develop a shared, integrated training plan that specifies a series of foundational topics
for the practice areas of child welfare and behavioral health concerning the
mentalbehavioral health and well-being of children in the foster care system and other
public systems that serve them and their families.
a. Topics will encompass knowledge, skills, and values for professional staff from
governmental or community-based organizations, as well as educational
materials for parents, youth, caregivers, and other service providers and or
community-based support persons that help each of these groups understand
and participate in the public child welfare and behavioral health systems as
related to children in care, basics of case management, and principles of
mentalbehavioral health treatment.
b. As applicable, the plan will include recommendations for conjoint audiences,
training sequencing, training standardization, and modalities for training
delivery.
2. Establish guidelines for collaboration and communication between the Pathways
Workgroup and the Community Team for development of the shared training plan.
3. Establish and execute a vetting process for the development of documents that explain
and constitute the shared training plan. The vetting process will include identification of
stakeholder groups whose comments will be solicited, and provide suggested options by
which the members of the stakeholder groups may provide commentary (such as
emails, focus groups, on-line surveys, etc.).
4. Develop learning objectives for each of the foundational topic areas.
3
5. Identify existing, available training materials that cover topic areas in the shared training
plan, and promote the sharing of information about such training resources on the
websites of the entities represented in the Pathways Workgroup and the Community
Team and other proactive methods.
6. Promote the extension of linkages across the websites of the collaborating entities in
the Pathways Workgroup, Community Team, and other partners for access to training
resources and related information, such as announcements for training events and
sources for technical assistance.
7. Identify gaps in the coverage of foundational topics specified in the shared training plan
and advocate for resources for the development of training products to fill those gaps.
8. Revise the shared training plan to reflect new training needs.
9. As applicable, issue recommendations to CDSS, DHCS, CWDA, CBHDA, CIBHS, CalSWEC,
or other partners regarding goals 1-8.
Ongoing Communications Among Coordinating Organizations
The Community Team (and/or their designated workgroup) and the Pathways Workgroup each
host in-person meetings or web conferences, respectively, on a regular basis. It is expected that
the shared training plan will be a focus of attention for each of these groups during their
regular convenings. The Community Team and the Pathways Workgroups will each provide one
or more liaisons to the other group to communicate updates, commentaries, and other
advisements as needed for the development of the shared training plan via in-person or
conference call briefings, or by email correspondence. Communications from DHCS and CDSS
to the Community Team and the Pathways Workgroup can be provided by the DHCS and CDSS
members in these groups.
Addenda:
(Addendum A) Vetting Process
A basic outline of the vetting process follows; further details remain to be articulated. It is
envisioned that the vetting of the shared training plan and supporting documents would occur
at the same time, while the vetting of learning objectives for foundational topics would follow
after a longer period of development.

The Community Team and Pathways Workgroup will determine when drafts of the
shared training plan, learning objectives for foundational topics, and related supporting
documents are ready for vetting by partnering agencies and groups, and the timelines
involved for the steps of the vetting process and for product finalization.
4






The Community Team and Pathways Workgroup will identify stakeholders, content
experts, and designated staff from the child welfare and behavioral health training
systems from among their respective memberships or from external groups who have
interest in reviewing drafts and providing structured feedback to assist in the
development of the shared training plan, learning objectives, and related documents.
Drafts of the shared training plan, learning objectives, and supporting documents will be
made available online to vetting audiences for their review.
Feedback from the vetting groups may occur through a variety of structured modalities
agreed upon by the Community Team and Pathways Workgroup, such as webinars,
focus groups, and online surveys, which are considered most conducive for engaging
particular targeted audiences.
Explanations about the expectations for participating in the vetting process will be
communicated to interested parties in the identified vetting groups.
Comments from the vetting groups will be synthesized and serve as the basis for
modifying the draft plan and related documents.
The Community Team and Pathways Workgroup will determine when the shared
training plan and related documents are ready for finalization and dissemination.
(Addendum B) Products Related to the Shared Training Plan:





Preliminary List of Foundational Topics
Explanations of the Shared Training Plan for professional and lay audiences
Learning Objectives
Inventory of existing, available resources that support the shared training plan
“Clearinghouse” websites with resources for the shared training plan, information
regarding sources of technical assistance, announcements for training events, and links
to partnering agencies.
(Addendum C) Preliminary topic list:
This preliminary, suggested list of topics is drawn from the October 2015 Meeting Summary of
the Community Team and from feedback received by the Pathways Workgroup from an online
survey of attendees of the Final Statewide Leadership Team Convening in August 2015. It
should be noted that the survey inquired about general training needs at the county and
regional levels and was not specific to foundational, conjoint training. Topics recommended by
survey respondents are tagged with an asterisk.



Child Welfare 101
Title IV-E
MentalBehavioral Health 101
5















Mental Health Services Act
MentalBehavioral Health Systems of Care / Continuum of Care
Trauma-informed Practice and Implementation Tools (including screening &
assessment)*
Early Periodic Screening Diagnosis and Treatment
Psychotropic Medications
Intensive Care Coordination and IHBS
How to increase utilization of IHBS*
Medi-Cal Eligibility, Claiming, Billing Practices*, and Collaborative Documentation
Consent, Data Sharing, and HIPAA
Collaboration*
Youth Engagement*
Child and Family Teaming and Team Meetings (referrals; facilitation; adversarial
relationshipsshared power)*
Fiscal Models and Funding Sources
Outcomes*
Philanthropy & Philanthropic Organizations
Potential Audiences for Conjoint Trainings:
This list was created by the Community Team at its October 2015 meeting.
















Behavioral Health Clinicians (in the public and private sectors)
Child Protective Services Social Workers (in the public and private sectors)
Parent Partners
Resource Parents
Biological Caregivers
Kin Caregivers
Youth / Transitional Age Youth (TAY)
Foster Family Agencies
Family Preservation Providers
Short-term Residential Treatment Centers (STRTCs)
DHCS/CDSS staff
County MentalBehavioral Health and Child Welfare associations
Court Partners
Judges and Attorneys
Court Appointed Special Advocates (CASA)
Probation Staff
6












Law Enforcement
Faith-based Leaders
Educational Liaisons/Special Education Local Plan Areas (SELPAs)/Teachers
Regional Center Services
Managed Care Plans
MentalBehavioral Health Plans
Prescribers (Physicians)
Foundations & Philanthropies
Fiscal Counterparts
Community Resources
Mentors
Children’s Informal Supports
7
Providing Whole-Person Care to Medicaid High-Utilizers in California: Opportunities
for County-Based Pilots in California’s 1115 Medicaid Waiver Renewal
A New Opportunity for California
The recent expansion of health care coverage to low-income Californians through the Affordable Care Act has
provided unprecedented opportunities both for access to coverage and for enhanced collaboration among
providers of historically siloed services to Medi-Cal eligible clients. At the same time, many California counties
are taking on increased responsibilities for the provision of services that touch many of our most vulnerable
Medi-Cal eligible residents, including those needing behavioral health, social services supports, and those
involved with the criminal justice system. Within this context, there is a new opportunity to advance local
efforts to improve the health outcomes of some of our most vulnerable populations, to use resources more
effectively through a coordinated and more holistic approach across sectors, and to better aligns services for
low-income populations.
Meaningful local collaboration is already happening today. For example, efforts are now underway to
coordinate the delivery of mental health and substance use benefits between Medi-Cal Plans, Specialty Mental
Health Plans, and county systems. Other local efforts are focused on enrolling vulnerable populations, such as
individuals who are being released from county jails, into Medi-Cal coverage and linking them to a health home.
To develop systematic approaches that link service delivery across separate systems of care, focus systems on
improving health outcomes while using resources more effectively, and take current local efforts to scale, a
programmatic and financing structure for Whole-Person Care is needed. The absence of a systematic WholePerson Care approach today results in poorer health outcomes for many low-income residents, continued
utilization of high-cost services (e.g. emergency room, hospitalization, and incarceration), and a less efficient use
of Medicaid funds and other critical resources. With the upcoming renewal of California’s 1115 Medicaid
waiver, California can build upon and expand current county efforts to test a systematic framework for
Whole-Person Care and align payment incentives to ensure effectively coordinated care across multiple local
agencies for the highest need patients.
Fall 2014
Whole Person Care Working Definition
The coordination of health, behavioral health and social services in a patient-centered manner with the goals of
improved health and well-being for individual and family outcomes and more efficient and effective use of
resources.
Vision and Framework
Our vision is for counties and local agencies to provide Whole-Person Care as described in the definition for the
highest need patients – their “high users of multiple systems” that have historically been served by county
systems – through collaborative leadership and systematic coordination with other public and private entities
identified by the county. County agencies will identify these clients with shared data, coordinate their care in
real time, and evaluate individual and population progress. Clients will have an individualized care plan and a
single accountable, trusted care manager that supports them getting them needed services. Financial flexibility
will permit providers across partnering sectors to do what is right for the client and will align incentives for
providers to collaborate. These components describe a framework for providing Whole-Person Care.
Whole-Person Care County Pilots in California’s 1115 Medicaid Waiver Renewal
As a centerpiece of California’s 1115 Medicaid waiver renewal demonstrating payment reform and delivery
system transformation, California should propose authority for development of County Whole-Person Care
Pilots that incorporate the Whole-Person Care framework described above. These pilots would test innovative
care coordination and collaboration strategies for the targeted Medi-Cal populations, and would allow
participating counties additional flexibility in how they allocate resources to best address the issues contributing
to the target population’s health conditions and current utilization of services across sectors. A key component
envisioned to be authorized through the waiver is the ability to use waiver funds for services not traditionally
covered in the Medicaid program, such as targeted housing assistance. While counties would have flexibility to
test approaches for identifying the target population and range of services and supports provided, all
participating counties would be measured against a uniform set of identified outcomes focused on overall
improvements in health, well-being, and efficiency.
Fall 2014
“Most people spend more time and energy going around
problems than trying to solve them.” – Henry Ford
Donna DeRoo, MPA, ABD
dderoo@csufresno.edu
(559) 228-2160
• December 2012 - Pilot Performance
Management Project with Fresno County
(NACCHO)
• June 2013 – CDPH funding to Expand to
Madera and Merced Counties
• January 2014 – CDPH to expand to San Joaquin
and Tulare Counties
• June 2015 – CDPH Develop and conduct
Intermediate Quality Improvement with CDPH
Teams
• November 2015 – NACCHO funding to expand
to Stanislaus County
• January 2016 to 2019 – CDPH Intermediate
Quality Improvement Training and Coaching
2
Public Health Accreditation Domains
1
2
Assess
7
3
Inform &
Educate
Investigate
8
Access
to Care
4
9
Workforce
Community
Engagement
10
QI
5
EvidenceBased
Practices
6
Policies &
Plans
11
Public
Health Laws
12
Admin &
Mgmt
Governance
Standard 9.1
Use a Performance Management System to Monitor Achievement of
Organizational Objectives
Standard 9.2
Develop and Implement Quality Improvement Processes Integrated into
Organizational Practice, Programs, Processes, and Interventions
3







Lead IQI project facilitation
Provide consultation to CDPH leadership and
staff
Develop intermediate IQI curriculum
Conduct IQI training with five teams
Develop an IQI coaching plan
Conduct IQI coaching
Created the IQI Guidebook for California
4
Session
Session
Session
Session
Session
Session
Session
Session
0:
1:
2:
3:
4:
5:
6:
7:
QI Introduction Review
QI Project Initiation
Current State Assessment
Root Cause Analysis
Identify and Select QI Solutions
Pilot Select QI Solutions
Analyze and Evaluate Pilot Results
Adapt, Adopt or Abandon Decision
and Hold the QI Gains
Session 8: Capstone and Storyboard Presentation
5









All about problem solving
Removes system inefficiencies
Increases our effectiveness
Hold ourselves accountable
Supports performance-based decision
making processes
Empowers employees to be agents of
change
Decreases frustrations
Energizes our work
Boosts employee satisfaction
6
Leadership
Commitment
Customer
Focus
Teamwork &
Collaboration
Employee
Empowerment
QI
Infrastructure
Culture
of
Quality
Continual
Process
Improvement
7

Extra work

Evaluating processes

Looking for “bad apples”

Process and behavior changes do not
hold
8




Empowers staff to make great strides
towards quality
Energize our work
Removes inefficiencies, improves the
process, decreases frustrations
Boosts employee satisfaction
9
Quality Control
•Set of activities for
ensuring quality in
products. The
activities focus on
identifying
defects in the
actual products
produced.
Source:
http://www.diffen.com/difference/Quali
ty_Assurance_vs_Quality_Control
Quality
Assurance
Quality
Improvement
•Set of activities
for ensuring
•Focused on
improving an
quality in the
processes by
which products
are developed.
existing
process, service,
or outcomes.
10



Introduction to QI for…
◦ Leadership
◦ Supervisors & Managers
◦ Staff
EVERYONE
Leading to
Intermediate and
Advanced QI
Training
Implement QI “Immediately”
QI projects may vary depending upon the level of QI
experience
◦ Beginner QI projects:
◦ Intermediate QI projects:
◦ Advanced QI projects:
1st year with QI
2nd Year with QI
3rd Year with QI
11

Large teams
◦ Greater difficulty
coordinating schedules
for meetings
◦ Tend to involve lengthy
discussions with little
consensus
◦ Project moves much
slower and may stall out
Optimal size is 6 -12 members

Small teams
◦ May miss representation from
key groups
◦ Limits insight into what is
really happening with the
process and the underlying
root causes
◦ Can feel overwhelmed by
having to accomplish so many
tasks with little resource
support
◦ Small team projects tend to
have a lot of “do overs” due to
missing information
D
12
Team Roles & Responsibilities
Team Sponsor
• Authority in the
organization to
implement suggested
changes, overcome
barriers, and allocate
resources
• Understands the
implications of the
proposed change on the
various parts of the
system
Project Lead
Team Members
• Driver of the project
• Schedules and facilitates
QI meetings
• Understands the details
of the process the team is
trying to improve
• Actively participates
contributing ideas and
participating in the team
processes and decisions.
• Holds team members
accountable to fulfill their
roles and responsibilities
• Prepares summary
updates for Sponsor
• Select cross functional
and technical experts
that are involved with the
process day-in day-out
• Where the selected
process impacts different
departments the project
should have
representation from
those departments
• Accountable to complete
their action items on time
• Show up and participate
for all QI team meetings
13
The Expert
The
Researcher
The Planner
The Team
Player
The Leader
The Creative
High
Performance
Team
The
Communicator
14
15
16
10%
• Standardize the
Improvement and
Establish Future
Plans
• Use Data to
Check Results of
the test
50%
• Identify an
Opportunity and Plan
for Improvement
ACT
PLAN
CHECK
DO
20%
• Test the Theory for
Improvement
20%
17
18
Maintaining Momentum
Leadership
QI Champions
• Consistently models PM & QI behaviors
• Has QI team(s) present their findings during all-hands meetings
• QI & PM are constant agenda items
• Early adopters tend to be your QI champions – leverage their
enthusiasm and desire to continuously improve
• Support QI teams with the time and space to create significant
improvements
Leadership
Staff
• Staff are actively involved in QI identification, prioritization,
and implementation
• Support staff as they strive for continuous quality
improvement
Leadership
Project
• Pace the QI projects throughout the year to prevent QI
saturation and burnout
19
Learning
Continuous Improvement
20
D
21
22
 Program
created in 2004:
 CVHPI’s mission to create capacity to address
inequities in health in the San Joaquin Valley
 Cohort
1 in 2005; Cohort 11 completes in May
 Year-long program
 7 day-long seminars; team project; individual
support; networking with >250 other graduates
 Designed
for emerging leaders,
 Graduates have advanced to key leadership roles in
population health advocacy, policy and programming
throughout the region and state.
23
We seek to support the development
of population health leaders for the
San Joaquin Valley.
We help leaders use advanced health
policy analysis, development, and
implementation tools to advance
health equity in the San Joaquin Valley.



Practice skills in examining how national, state and local
population health and health care policies create and to health
and health care challenges in the Central San Joaquin Valley
Practice skills in building and supporting community-led
initiatives, using the social and environmental determinants of
health inequities frame, to improve population health in the
region.
Sharpen capacity to use state-of-the-art analytic tools to:





Explain health and health care inequities;
Assess public health and health care initiative;
Facilitate multi-sectoral engagement in health improvement
Implement and evaluate policy and program change.
Explore new models of community benefit leadership that
emphasize resource mobilization, values alignment, and
collaborative problem solving
Cohorts 1 through 9
 Session 1 – Introductions, Leadership Model and Health Policy
101
 Session 2 – Multicultural Issues in Health Policy and
Leadership
 Session 3 – Health Needs Assessment and Policy Analysis,
Strategic Planning and Resource Mobilization, Group Project
Identification
 Session 4 Emerging Issues in Health Policy Analysis and
Program evaluation, Group Project Design
 Session 5 – Health Care Access: Financing, Provider Shortages
Implications on the Public Health System
 Session 6 – Population Groups and Health Policy: Children,
Eldercare and People with Disabilities and Behavioral Health
 Session 7 – Alternative Goals for Health Policy, Assessing
Public Views on Health and Health Care, Values Alignment
and Program Implementation
 Session 8 – Integrated Health Systems: Financing/Delivery
Integration, Health Care and Social Service Integration
 Session 9 – Project Presentations and Graduation
26
Cohorts 10 and 11 have been specially designed to support Health
Equity Cohort members: San Joaquin Valley Public Health
Consortium member staff assigned to lead equity initiatives.
 Session 1 – Health & Health Disparity: Policy Implication
 Session 2 – Multicultural & Race
 Session 3 – Needs Assessment, Strategic Planning & Framework
 Session 4 Public Health Financing- Implications on the Public
Health System
 Session 5 – Chronic Disease, Equity and the Role of Public Health
 Session 6 –Preterm Birth & Children’s Health
 Session 7 – Equity Initiatives - STD’s and HIV and Public Health
 Session 8 – Goals for Health Policy: Philosophical & Political
Science Perspectives
 Session 9 – Project Presentation, Graduation
“HPLP has not only helped staff build
skills and acquire new contacts, it has
also improved the professional capacity
for the Department as a whole.”
Kathleen Grassi
Director
Merced County
Department of Public Health
Quote
Van Do-Reynoso
Director of Public Health
Madera County
Public Health Department
Quote
David Luchini
Assistant Director
Fresno County
Department of Public Health
31
PHASE
STEPS
PLAN
Select
Assess
Identify
Solutions
Implement
Analyze
Draw
Select Improvement
Opportunity
Assess Situation
or Process
Identify Root
Causes
Generate & Select
Solutions
Implement Trial/Pilot
Run of Solution
Analyze Trial
Run Results
Draw
Conclusions
 Identify QI project
opportunity
KEY TASKS
PDCA ROADMAP
DO
CHECK
 Map out the current
process or situation
 Populate the QI Project  Identify areas for
Charter
improvement
 Develop the problem
statement
 Identify any
performance gaps
 Select team members
 Evaluate baseline
data describing the
current state
 Develop QI aim
statement
 Determine scope
 Identify the target QI
audience
 Develop SMART
objectives
 Document potential
constraints and risks
 Establish PDCA
milestone dates
 If no baseline exists,
execute data
collection plan to
build baseline
 Confirm baseline
data supports quality
problem statement
 Begin to populate
Storyboard
DELIVERABLES
 Generate list of all
potential solutions and
improvements that
address the selected root
cause(s)
Preparation
 Evaluate and prioritize
potential solutions
 Finalize SMART objectives
 Review best practices to
identify potential
improvements
 Develop action plans for pilot
obstacles and risks
 Identify root causes
within your control and
out of your control
 Select the QI solution(s)
that will accomplish our QI
aim statement
 Deliver additional training for pilot
 Evaluate & prioritize
identified root causes
 Define the steps required
to implement the selected
solution
Implementation
 Identify all issues,
bottlenecks and
redundant loops
 Drill down into each
identified cause and
determine the root
cause
 Select the root cause(s)
that will form the QI
project
 Root Cause Analysis
 Update QI Charter
 Baseline Data
 Update QI Charter
 Update Baseline Data
 Begin Storyboard
 Update Baseline Data
 Set the pilot date
 Update data baseline for pilot
 Compare pilot
results to SMART
objectives
baseline data
 Develop pilot communication plan
 Build the QI action plan
 Conduct pilot on a small scale
 Communicate to key stakeholders
during pilot
 Document benefits, problems,
unexpected observations, and
unintended side effects
 Current Process Map
 Update QI Charter
 Populate the QI Pilot
Implementation Summary
 Compare pilot
results to QI aim
statement
baseline data
 Collect, chart, and display data to
monitor pilot effectiveness
 Confirm baseline data
validates selected root
cause(s)
 Develop communication
plan for stakeholders
 QI Charter Document
 Identify all possible
causes impacting the
current process
 Update Storyboard
 Update Storyboard
 QI Implementation Summary
 QI Action Plan
Adopt,
Adapt,
Abandon
 Determine if QI
project results are
to be Adopted,
Adapted, or
Abandoned per the
PDCA model
 If Adopt, begin
preparations for a
broader scale
rollout
 If Adapt, begin
preparation for
another DO cycle to
test a modification
to the process
 If Abandon, go back
to the PLAN stage
to review initial QI
aim, SMART
objectives,
processes and root
cause assumptions
Monitor
Hold the
Gains
 Take steps to
preserve your
gains and sustain
your
accomplishments
 Anchor the
process gains into
your quality
performance
system, internal
dashboard, or
alternative
reporting
mechanism
 Communicate
pilot outcomes to
key internal and
external
customers
 CELEBRATE
 Pilot Data Results
 Update Baseline Data
 Update QI
Implementation
Summary
 Update SMART Objectives
 Update Storyboard
 Communication Plan
 Did we achieve the
measure of success
stated in QI charter
aim statement?
 Did we achieve our
stated SMART
objectives?
 Did we eliminate a
root cause(s)?
 Did we encounter
unintended benefits?
 Did we encounter
unexpected
obstacles?
 Is our solution
scalable?
 Can we roll it out to a
broader audience?
 Do we need to make
any adjustments?
ACT
 Update the QI
Implementation
Summary
 Update the QI
Implementation
Summary
 Update Storyboard
 Update Storyboard
 Finalized
Storyboard
 Updated
Communication
Plan
TOOLS
 Update Storyboard
 QI Project Prioritization  Flowchart
Matrix
 Cross Functional
 QI Charter Document
Process Map
 Affinity Diagram
 Multivoting Tool
 QI Implementation Summary
 Cause & Effect Diagram
 Tree Diagram
 QI Action Plan
 5 Whys
 QI Aim Statement
 Value Stream Map
 QI Gantt Chart
 SMART Objective
Worksheet
 Affinity Diagram
 Root Cause Analysis
Table
 Check Sheets
 Check Sheets
 Multivoting Tool
 Storyboard
 Storyboard

 Flowcharts
 Storyboard
 Pie Charts
 Pareto Charts
 Radar Charts
 Histograms
 Run Charts
 Check Sheets
 Storyboard
Project coordinated by Central California Center for Health and Human Services, California State University, Fresno
 QI Implementation
Summary
 Storyboard
 QI
Implementation
Summary
 Communication
Plan
 Storyboard
 Check Sheets
 Run Charts
 Histograms
 Pareto Charts
 Quality Perf
System
RFA Update:
http://calswec.berkeley.edu/resource-family-approval-rfa-training-being-piloted
Central Region Field Advisor
And Coaching Training
Hosted by Central California Training Academy
Field Advisor Training:
Monday, March 7, 2016
9:00 AM – 4:00 PM
Building Coaching Capacity for Field Advisors:
Tuesday & Wednesday, March 8-9, 2016
9:00 AM – 4:00 PM Both Days
Fresno Pacific University – Merced Campus
3379 G Street, Bldg. P, Room #104, Merced
For those individuals who have been identified as a County Field Advisor for the
Common Core 3.0, please join us in our 3 day training.
o Training Day 1: Field Advisor Training.
o Training Day 2 & 3: Building Coaching Capacity for Field Advisors
As a Field Advisor, you are required to attend all 3 training days.
Please register using the link(s) provided below.
Please note you must complete the required Field Advisor eLearning module prior to
attendance. You will be provided access to the eLearning module and receive an email
with further instructions on how to access the eLearning module upon your
registration for the 3-day Field Advisor Training.
For Further Information Contact your Regional Training Coordinator:
Mayko Vang – mvang@csufresno.edu Phone # 209-261-5401
Cindy Friesen – cfriesen@csufresno.edu Phone # 559-284-8630
Register online through Eventbrite at:
http://field-advisor-and-coaching-training-march-7-8-9.eventbrite.com/
Registration Deadline: March 1, 2016
The Central California Training Academy presents
FEDERAL CASE REVIEW TRAINING
A four-day intensive overview to support the
Case Review Certification Process in California
Intended Audience: Selected Case Review staff across
California
What you’ll learn: This workshop will review the new Federal
Case Review tool, which is used to: 1) ensure child welfare
conformity with federal requirements; 2) determine what is
actually happening to children and families engaged in child
welfare services; and 3) assist the state and county to enhance
capacity to help children and families achieve positive
outcomes. This intensive, four-day workshop will prepare staff
with the materials needed to successfully conduct the
California Child and Family Review (C-CFSR) process.
How you’ll benefit:
 Understand the purpose and role of the case reviewer and
case review tools
 Demonstrate the skills required to complete the case
review tool accurately
 Synthesize information from a variety of sources
(organizing data in such a way that they can use the
information in the tool)
 Apply the organizational skills necessary for completion of
the case review tool
Follow-Up Coaching Sessions: Trainees are required to
participate in three of the following coaching call dates. Please
click on link to register for that date:
 Tuesday, March 29 from 10:00 – Noon
DATES:
March 15-18, 2016
TIME:
8:30am – 5:00pm
LOCATION:
Fresno Pacific
University Merced
Campus
3379 G. Street, Bldg. P
Room # 104, Merced
REGISTRATION
DEADLINE:
March 1, 2016
Please register online at:
https://federal-case-reviewtraining-march-15-thru18.eventbrite.com/
https://federal-case-review-training-3-29-2016.eventbrite.com/
 Thursday, April 12 from 10:00 – Noon
https://federal-case-review-training-4-12-2016.eventbrite.com/
 Tuesday, April 26 from 10:00 – Noon
https://federal-case-review-training-4-26-2016.eventbrite.com/
 Tuesday, May 10 from 10:00 – Noon
https://federal-case-review-training-5-10-2016.eventbrite.com/
Trainers: David Plassman, M.Div; Kate Acosta, MA & Judy Rutan, MPA
No charge for trainings. All trainings are provided to help meet
the Federal Review and AB638 Outcomes of Safety, Permanence
and Well Being.
For questions re: training
contact Judy Rutan at
jrutan@csufresno.edu or
559-731-2613
Central California Training Academy
WORKSHOP ANNOUNCEMENT
Advanced Analytics for Child
Welfare
Instructors
This session is intended to focus on how child welfare
staff might most effectively combine the data resources
they have, and the mandates under which they are
operating to develop an information management and
operations strategy that will allow them to focus on the
critical issues in their county child welfare system. In
particular, leaders are interested in understanding how to
make best of use of their information resources to
structure services that both meet their needs, and that are
consistent with their county’s Self Assessment and SIP
(system improvement plans).
Topics include






Thinking Systematically about Child Welfare:
From Investigations to Permanency
Effective Communication of Child Welfare
Outcomes
Developing Baseline Expectations for
Innovation
Informing Continuous Quality Improvement
Evaluating Contract Agency Performance
Using Longitudinal Information in the Budget
Process
We strongly encourage counties to bring a team
comprised of leadership, case reviewers,
analysts, quality assurance and / or
administrative staff, and other child welfare staff
who are responsible for monitoring and
improving outcomes for child welfare.
Jennifer Haight is a Senior Researcher at Chapin Hall at
the University of Chicago, and a senior staff member of
the Center for State Child Welfare Data. She has worked
extensively with staff from public and private child
welfare agencies to help them use their administrative
data more effectively to understand the functioning of
their child welfare systems and to facilitate continuous
program improvements. A particular focus has been
incorporating information about abuse and neglect
incidents into analyses of child welfare outcomes. More
recently, her work has focused on assisting public child
welfare agencies in the development and implementation
of performance-based contracting initiatives. Jennifer
holds a Bachelor of Arts degree from Grinnell College
and a Master of Arts degree from the State University of
New York at Binghamton.
Daniel Webster, M.S.W., Ph.D., is a senior research
specialist and project director at the Center for Social
Services Research at the University of California,
Berkeley. A consultant for the Annie E. Casey
Foundation for the past eight years, he has worked with
county and state child welfare staff in California,
Oregon, Washington and Alaska. Webster’s major fields
of interest include child welfare services, the mental
health needs of children in out-of-home care and poverty.
Date and time
March 22-24, 2016
9:00 am – 4:00 pm
Location
Professional Credit
BBS: Course meets the qualifications for 18 hours of
continuing education credit for MFT’s and/or LCSW’s as
required by The California Board of Behavioral
Sciences. Our provider number is: PCE 577.
BRN: Provider approved by the California Board of
Registered Nursing. Provider number is BRN00046 for
18 contact hours.
Ventura County Children & Family Services
Telephone Road Building, 2nd Floor
4651 Telephone Road, Ventura, CA 93003
To Register online please use the following link:
https://www.eventbrite.com/e/advanced-analytics-forchild-welfare-tickets-20901066653
For more information
 Contact Judy Rutan at (559) 731-2613
Scope of Work
Date :
John B. Cullen
Trainer Name:
Trainer Address:
Trainer Phone:
Trainer E-Mail:
January 16, 2016
johnbcullen@comcast.net
Dear, John B. Cullen
The Central California Training Academy would like to confirm your services for the following county(ies):
Alameda, Contra Costa, Marin, Monterey, Napa, San Francisco, San Mateo, Santa Clara, Santa Cruz, Solano, Sonoma,
The total fee for this agreement is:
Hourly Rate:
Max # of hours:
Term: 2/1/16 - 6/30/16
Introduction and Summary:
Bay Area Social Service Consortium (BASSC) Directors and Bay Area Training Academy (BAA) leadership are expressing the
imperative to improve focus on the provision of ongoing skill development for our county social services workforce. Several critical
issues have been identified regarding capacity building for BAA, including; structure, responsibility for new training, needed subject
matter, delivery methods, collaboration and coordination linkages, funding and cost sharing. In addition, there is consensus that a
broader scope of in-service trainings are needed but not well planned, developed or delivered in the Bay Area and, like the rest of
California, the training that is provided to our workforce varies greatly by county. BASSC County Directors acknowledged that
current and future law and regulatory changes, community service delivery expectations, staff retention, and funding challenges, all
demand an efficient, effective and equitable In-Service Training Structure in the Bay Area. The BAA offered that it must make changes
to its structure, operations, and financing, in order to have the necessary capacity to plan, develop and deliver a broader range of inservice training offerings to member counties.
The County Directors within BASSC supported moving forward on a work plan to identify what is needed to improve the capacity of
the BAA to provide a broad range of In-Service Training for county staff. Specifically County Directors asked that the initial scope of
work focus on capacity building in the Child Welfare and Adult Service program areas, describing a model structure that would
ultimately support a broader scope of in-services training requests beyond Child and Adult Services.
Purpose:
Prepare a report for BAA and BASSC review and discussion with recommendations for a model In-service training structure,
operational components, and
financial parameters necessary for BAA to address current and future Child Welfare and APS training needs. The model will also
address the larger goal of identifying what steps could be taken to improve the overall structure and training delivery system so that
county in-service training requests beyond Child and Adult Services can be routinely met.
Deliverables:
Phase One of this agreement will begin 1/1/16 – 3/30/16. Hours not to exceed 95 hours within this agreement time period.*
Services and deliverables expected in this agreement include:
• Conducting initial assessments through interviews with key county, state, regional training consortia, university, and other training
related partners.
• Review of training, policies, procedures and fiscal information with key informants
• A status report to the Bay Area County directors and BAA leadership at the April 7-8, 2016 BASSC meeting
Deliverbles Cont:
Phase Two of this agreement will begin from 4/1/16 - 6/30/16. Hours not to exceed 90 within this time period.*
Services and deliverables expected in this agreement include:
• Continue assessment interview, review of policies/regulations/fiscal information.
• Prepare report for BAA and BASSC review and discussion with recommendations for a model In-service Training structure, 11/14/13
operational components, and
financial parameters necessary for BAA to address Child Welfare and APS training needs.
• Conducting initial assessments through interviews with key county, state, regional training consortia, university, and other training
related partners.
• Review of training, policies, procedures and fiscal information with key informants
• A status report to the Bay Area County directors and BAA leadership at the April 7-8, 2016 BASSC meeting
Deliverbles Cont:
Phase Two of this agreement will begin from 4/1/16 - 6/30/16. Hours not to exceed 90 within this time period.*
Services and deliverables expected in this agreement include:
• Continue assessment interview, review of policies/regulations/fiscal information.
• Prepare report for BAA and BASSC review and discussion with recommendations for a model In-service Training structure,
operational components, and
financial parameters necessary for BAA to address Child Welfare and APS training needs.
• Present final report for review and comment at the June 2-3 BASSC meeting.
• Finalize report for dissemination by 6/30/16.
* Hours may vary month to month based on project needs.
Fiscal Items:
Due to Fresno State Foundation accounting policies, failure to receive this paperwork 30 days prior to training/coaching, may result
in cancellation of the training/coaching. Please take care to ensure that all sections are completed thoroughly and properly since
errors will cause a delay in processing. If you have questions about this form, please contact Stephanie Pearl at 559.228.4010. After
completion of monthly training/coaching, please submit an invoice by the 5th of the following month for timely payment.
Invoices received after the 15th of each month will require a separate justification letter written by the trainer/coach explaining why
the invoice is late and must be submitted with the invoice
Field Based Trainers/coaches will provide written documentation, monthly, which will specify learning objective(s), of each
individual, group, supervisor and/ or management session.
In the unlikely event that a training/coaching is cancelled either by the trainer/coach or CCTA, we will make every attempt to
reschedule, however, the CCTA/Fresno State policy is that unless a training/coaching actually occurs, we are unable to pay the
trainer/coach. If for some reason you have to cancel, we ask that you give as much notice as possible and try to arrange for a
substitute trainer.
If you are in need of recommendations for lodging or if you have any other questions please do not
hesitate to contact me by phone at:
or by e-mail at:
Thank you!
Sincerely,
559-228-4055
davidfo@csufresno.edu
Wording Examples
20 hours are confirmed for July 1 – September 30, 2013. The deliverables for this agreement are as follows:
- Provide field based training to staff on topics related to: utilize language of county self assessment, state improvement
plan and federal outcomes. Safety, Permanency and Well-being.
- If scope includes facilitation, you need to define the facilitation: EXAMPLE: Will facilitate permanency planning meetings
with Managers to review, update and develop policies and procedures to assist Family Finding Efforts.
- Review county data and state/national statistics, as needed, to assist in the development of policy and practices to
improve Exits to Permanency outcomes.
- Participate in Case Reviews as necessary to provide the above services.
* Hours may vary month to month based on county needs.
This agreement will begin September 15 – December 31, 2013. Hours not to exceed 30 hours with in this agreement time
period.
• Services and deliverables expected in this agreement include:
• conducting initial assessments through interviews with county constituents to plan for further assessment and identify
necessary training.
• Review of policies, procedures, and forms as well as observation of TDM and debrief.
• A status report is due to Training Specialist on June 30, 2013 to receive payment.
* Hours may vary month to month based on county needs.
* As much As possible, include dates for completion, meetings, trainings, observations. This will help with invoicing As well.
* Always feel free to contact me (Jennifer) for brainstorming language.
Wording Examples
Wording Examples
Purpose: Field Based Training is to increase safety, well being and permanence of families.
Field based trainers can work with individuals, groups, supervisors and/or management in identifying goals,
facilitating/and or modeling group process, training staff in creating safety plans, using SOP tools (ie. safety mapping, three
questions, solution focused/scaling questions, three houses, safety house, reflective listening) clarifying goals, and
measuring outcomes. Field based Trainers will continually integrate cultural humility, trauma informed practice, and
family engagement into each training session. Field Based Trainers will provide written documentation, monthly, which
will specify learning objective(s), of each individual, group, supervisor and/ or management session.
Wording Examples