A CHAMPS Guide On Foster Parent Recruitment And Retention
A CHAMPSGuide onFoster ParentRecruitmentand Retention:STRATEGIES FOR DEVELOPINGA COMPREHENSIVE PROGRAMAPRIL 2019
A CHAMPSGuide onFoster ParentRecruitmentand Retention:STRATEGIES FOR DEVELOPINGA COMPREHENSIVE PROGRAMCONTENTSINTRODUCTION2SIX KEY DRIVERS OF A COMPREHENSIVE PROGRAMFOR FOSTER PARENT RECRUITMENT AND RETENTION4MOVING FROM PLAN TO PROGRAM6 FOSTER AND ADOPTIVE PARENT DILIGENT RECRUITMENT PLANS6 CROSS-WALK OF DILIGENT RECRUITMENT REQUIREMENTSAND COMPREHENSIVE DILIGENT RECRUITMENT PROGRAM ELEMENTS7ALIGNING KEY DRIVERS AND IMPLEMENTATION STRATEGIESFOR A COMPREHENSIVE DILIGENT RECRUITMENT PROGRAM91 COMPREHENSIVE PROGRAM ELEMENTS AND STRATEGIESTHAT SUPPORT CHILD-CENTERED GOALS92 COMPREHENSIVE PROGRAM ELEMENTS AND STRATEGIESTHAT SUPPORT DATA-DRIVEN GOALS103 COMPREHENSIVE PROGRAM ELEMENTS AND STRATEGIESTHAT SUPPORT LEADERSHIP GOALS114 COMPREHENSIVE PROGRAM ELEMENTS AND STRATEGIESTHAT SUPPORT COLLABORATION AND TRANSPARENCY GOALS 125 DRIVER: YOUTH AND PARENT VOICE136 DRIVER: SUSTAINABILITY14LESSONS LEARNED FROM DILIGENT RECRUITMENT GRANTS15ADDITIONAL RESOURCES16APPENDIX18 A WORD ON LEADERSHIP BY TIM DECKER18
INTRODUCTIONCHAMPS, which stands for Children Need AmazingParents1, is a national campaign to ensure brightfutures for kids in foster care by promoting the highestquality parenting. The primary goal of CHAMPS isto drive improvements to foster parenting policiesthroughout the United States. In support of this goal,CHAMPS provides information and tools to encourageand assist decision makers in strengthening fosterparenting in their communities. More informationabout CHAMPS is on the back cover.There are pressing factors that make fosterparent recruitment and retention an urgent issuenationally and in states. This year, 2019, marks thefifth consecutive year where the numbers of childrenin foster care are increasing. Parental substance useand the ongoing opioid crisis are having a major impacton the increasing numbers of children entering fostercare around the country2. In fact, over one-third ofchildren entering foster care do so at least in part asa result of parental substance abuse. Ongoing newsreports highlight persistent foster parent shortagesand contributing to foster parent shortages is thehigh turnover rate among foster parents. Estimatesshow that between 30 and 50 percent of families quitfoster parenting within the first year. What’s more,implementation of the Family First Prevention ServicesAct seeks to curtail the inappropriate use of congregatecare for children and places a new emphasis on theimportance of family foster care. The good news isfoster parents report that their greatest challenges areoften dealing with child welfare practices and policies,not an unwillingness to parent children and youth.Therefore, by improving practice and policy we canbetter support the families who are our mostimportant intervention.Our hope is that this publication will contribute to stateand tribal agency efforts to address challenges andachieve excellence in the recruitment, development,and support of foster parents, including relative — orkinship — caregivers. In particular, the release of thispublication is timed so that it can serve as a timelyresource to child welfare agencies that are in the processof developing new five-year Diligent Recruitment plans3.This publication has several objectives:1. Provide useful information and suggestionsfor innovative, promising approaches forinclusion in Diligent Recruitment plans.2. Encourage agencies to go beyond writing aplan and spur new and improved programming,resulting in agency-wide prioritization offoster parenting.3. Promote broad incorporation of the six keydrivers of better outcomes for children andfamilies in recruitment and retention policiesand programs. These drivers were featured at anational convening on foster parenting hostedby CHAMPS and the Brookings Institution inJanuary 2019.4. Highlight evidence-based policy solutionsfeatured in the CHAMPS Policy Playbook tostrengthen foster parent recruitment, supportand retention.1 More information about CHAMPS is available at www.fosteringchamps.org2 American Academy of Pediatrics Council on Foster Care, Adoption, and Kinship Care; Waite, Douglas; Greiner, Mary V.; and Laris, Zach (2018)“Putting Families First: How the Opioid Epidemic is Affecting Children and Families, and the Child Welfare Policy Options to Address It,” Journal ofApplied Research on Children: Informing Policy for Children at Risk: Vol. 9 : Iss. 1 , Article 4. Available at: isk/vol9/iss1/43 Diligent Recruitment plans—and indeed comprehensive Diligent Recruitment programs—rightly encompass strategies that pertain to adoptive aswell as foster and kinship families. This report, however, focuses specifically on identifying and supporting foster families, including relative fosterfamilies. Many of the resources referenced herein, however, provide valuable information for broader work on diligent recruitment.2
This report is organized as follows:1. A description of six key “drivers” that should guidethe development of any comprehensive programfor foster parent recruitment and retention;2. A description of the elements of a comprehensiveprogram and how they align with the federallyrequired elements of a five-year DiligentRecruitment Plan;3. Recommended strategies for implementationof a comprehensive program for foster parentrecruitment and retention;4. A summary of lessons learned from the federalDiligent Recruitment grants; andEffective Foster ParentRecruitment and Retentionare Critical to Placement StabilityPLACEMENT INSTABILITY negatively affects children’ssafety, permanency and well-being. Several factorspositively affect placement stability, includingrecruiting and retaining a sufficient number of fosterparents who have the skills, temperament and5. A list of resources for more information.social supports necessary to care for children andBased on an examination of federal and state policy,research, best practice approaches and system reformefforts, we believe that transformational changefor children, families and child welfare agencies isachievable when foster parenting is prioritized in policyand practice. This report draws on the existing bodyof resources and information related to quality fosterparent recruitment and retention and identifies six keydrivers of better outcomes. Foster parent recruitmentpolicies and programming are most effectivewhen they:youth with challenging behaviors and other healthissues. With an adequate pool of such foster parents,children can be matched with families that canprovide the consistency and stability necessary forthem to heal and thrive. Once children are placed,preventing disruptions depends in large measure onongoing support from peers, the child welfare agencyand the community.1. Are child-centered;2. Are data-driven and informed by continuousquality improvement;3. Demonstrate multi-level agency leadership;4. Are based on collaboration and transparencywithin the agency and with familiesand community;5. Incorporate youth and parent voice; and6. Are sustainable.3
SIX KEY DRIVERS OF A COMPREHENSIVE PROGRAMFOR FOSTER PARENT RECRUITMENT AND RETENTION1KEY DRIVER:CHILD-CENTEREDRecruitment and retention efforts willbenefit from using a child-centeredapproach. Being child-centered meanspolicies, programs and practices arefocused on helping each individualchild heal and grow. It is based onan understanding of trauma, healthychild development and that qualityparenting is foundational to achievingpositive outcomes for children.Therefore, foster parents and workersneed the training, resources andsupport in child-centered practicesthat will drive better outcomes inchildren’s health, development,education, and relationships. Thisincludes facilitating relationshipsthat focus on meeting the needsof children and families.2KEY DRIVER:DATA-DRIVENAND INFORMEDBY CONTINUOUSQUALITY IMPROVEMENTAgencies can improve their recruitmentand retention efforts through improveduse data-driven decision making. A datacollection and analysis system will notonly help agencies have enough trainedand available families to meet changingneeds, but also ensure that the bestpossible match between family and childoccurs. Good matches promote placementstability, which benefits children’s safety,permanency and well-being. Implementingmore data-driven approaches can helpagencies assess the effectiveness ofdifferent services along the continuum,including response to inquiries fromprospective foster parents, orientationsessions, pre-service training, licensingand ongoing support. Data, such as fromsurveys or interviews, can also identifythe reasons for losing foster families.3KEY DRIVER:LEADERSHIP WITHINAND ACROSS AGENCIESEngaging child welfare managersand high-level staff within andacross child- and family-servingagencies is critical to achieving andsustaining excellence in foster familyrecruitment and retention. Consistentinvolvement of key staff with decisionmaking responsibility for programs,policy, data, contract management,budgeting, quality improvement andtraining is important to ensuringthat foster parenting is an ongoingpriority. Key staff should be includedin the development, implementationand evaluation of o recruitmentand retention plans and programs.Agencies that have foster parentadvisory boards should invite key stafffrom across the agency to participatein meetings.Foundational elements of datacollection and analysis should identify: child-specific characteristics inorder to make the best matcheswith families; characteristics of successful caregivers; foster parents’ skills, interests,placement preferences, andplacement capacity and training; information about communitiesand neighborhoods that should betargeted for recruitment efforts sothat children in care remain closeto home and school of origin; and indicators that point to barriers,delays and inefficiencies in thelicensure and approval process toensure that those interested andqualified to become foster parentsare able to complete the process.4
45KEY DRIVER:KEY DRIVER:COLLABORATIONAND TRANSPARENCYEffective and transparentpartnerships are integralto successful foster parentrecruitment, support and retention.Foster families should be prioritypartners as they spend more timewith children in care than do anyother professional partners. Fosterparents can play an importantrole in development of diligentrecruitment plans and programs.Transparency with current andprospective foster parents meansproviding them with importantchild-specific information as well asinformation about agency policies,support services, permanencyoptions and the like. Communitypartners, including faith-basedorganizations, neighborhoodassociations, civic groups andemployers are trusted sources ofsupport to birth, foster, kinshipand adoptive families and sharean interest in promoting strongfamilies and communities. Theseorganizations can assist witha range of activities, includingoutreach and referrals, informationdissemination, translation,community benefits, publicservice announcements, fosterfamily appreciation events, afterschool and tutoring assistance forchildren, staff training, meetingor event space and more. Manyemployers are doing their partto support foster parenting byproviding benefits for employeeswho are foster parents that aresimilar to benefits for birth andadoptive families.YOUTH ANDPARENT VOICEYouth and families in childwelfare regularly remind us,“Nothing about us without us.”This sentiment captures the criticalneed to hear and be informed bythe insights and perspectives ofyouth in foster care and of fosterparents as child welfare systemsdevelop approaches for recruiting,developing, and supportingfoster families. As professionalsexplore new strategies, data, andevidence-based practices, one ofthe best sources of informationand expertise are the very peoplewho live the foster care and fosterparenting experience every day.6KEY DRIVER:SUSTAINABILITYWith any new policy or initiative,maintaining support and focuscan be challenging, especially inthe face of changes in leadership,budget, priorities and needs. To betruly effective, a strong recruitmentand retention program should bemade a priority across the agencywith an emphasis on sustainability.In addition to establishing fosterparenting as an agency-widepriority, ongoing efforts should bemade to build new and maintainexisting strategic partnerships withcommunity-based organizations,including faith-based organizations,civic groups, schools, health careproviders, and employers.5
MOVING FROM PLAN TO PROGRAMFOSTER AND ADOPTIVE PARENT DILIGENT RECRUITMENT PLANSAs a condition of receiving federal Title IV-B funds, statechild welfare agencies must have an approved stateplan for child welfare services, including a plan that“provides for the diligent recruitment of potential fosterand adoptive families that reflect the ethnic and racialdiversity of children in the State for whom foster andadoptive homes are needed.”4The Children’s Bureau within the U.S. Departmentof Health and Human Services is responsible forapproving and overseeing state Child and FamilyService Plans5, which include Foster and AdoptiveParent Diligent Recruitment Plans. Guidance fromthe Children’s Bureau to states outlines key elementsthat are expected to be included in a comprehensiveDiligent Recruitment plan.6In addition to the requirements for a DiligentRecruitment plan, as described in the Child WelfarePolicy Manual and through Program Instruction, theChildren’s Bureau previously provided a description ina federal funding announcement of what constitutesa comprehensive, multi-faceted Diligent Recruitmentprogram.7 That description of a comprehensiveprogram outlined 18 elements, which appear inthe chart below.With this publication, and informed by its work withexperts in foster parent recruitment and retention,CHAMPS encourages agencies to go beyond developinga plan and focus on designing a comprehensiveprogram based on the elements identified in the chartbelow. A comprehensive approach will help ensure thatfoster parent recruitment, retention and support isestablished and maintained as an ongoing priority.The chart cross-walks the eight federally-requiredelements of a diligent recruitment plan with the 18elements of a comprehensive diligent recruitmentprogram. The cross-walk shows how a plan can serveas the basis for a more comprehensive approach thatincorporates best practices and can be sustained overtime. In the next section, we offer specific, actionablestrategies that align with key drivers for better outcomes.This approach, we believe, can significantly strengthenfoster parent recruitment and retention efforts.4 42 U.S.C. 622, Section 422(b)(7) of the Social Security Act5 The Children’s Bureau hosts a searchable database of state and tribal Child and Family Service Plans ocs/state search/SearchForm6 See Program Instruction ACYF-CB-PI-19-02, which contains federal guidance on 2020-2024 Child and Family Services Plans.7 This description of a comprehensive, multi-faceted diligent recruitment program is from the Funding Opportunity Announcement forAdoptUSKids, HHS-2012-ACF-ACYF-CQ-0269, from the U.S. Department of Health and Human Services, Administration for Children andFamilies, Administration on Children, Youth and Families, Children’s Bureau (April 25, 2012). It is also included in the tip sheet, “What is DiligentRecruitment?” from the former National Resource Center for Diligent Recruitment at AdoptUSKids.6
CROSS-WALK OF DILIGENT RECRUITMENT REQUIREMENTSAND COMPREHENSIVE DILIGENT RECRUITMENT PROGRAM ELEMENTSFederally-required elementsof Diligent Recruitment planCHAMPS-recommended elements of comprehensiveDiligent Recruitment programA description of thecharacteristics of children forwhom foster and adoptivehomes are needed; Procedures for consistently updating the characteristics of children inSpecific strategies to reach outto all parts of the community; Procedures for ongoing analysis of the current pool of available fostercare utilizing information and analysis of AFCARS data and other dataavailable to the State, region, or county;and adoptive placement resources; Collaboration and public-private partnerships with groups representativeof the communities from which children come, to help identify andsupport potential foster and adoptive families;Diverse methods ofdisseminating both generalinformation about being afoster/adoptive parent andchild specific information; General, targeted, and child-specific recruitment, including relationshipmining for youth, to meet placement needs of children in care; Recruitment and development of homes, including relative homes, thatcan provide placement as a part of concurrent planning for the child; Recruitment and development of homes that can accommodate siblingsin care so siblings can be placed together or reunited when they havebeen separated in care; Recruitment of foster homes to ensure children and youth may bemaintained in their schools when placed in foster care; Procedures for providing training to prospective foster and adoptiveparents regarding the characteristics, needs, and issues of children whohave experienced trauma, as well as adoption clinical issues;Strategies for assuring thatall prospective foster/ adoptiveparents have access to agenciesthat license/approve foster/adoptive parents, includinglocation and hours of servicesso that the agencies can beaccessed by all members ofthe community; Procedures to ensure that all prospective parents, including relativesand people who have important existing relationships with youth in care,have access to the home study process, including foster and adoptiveparent training at a local or community level and that the home studiesare initiated and completed in a timely manner; Utilization of a “customer service” model in responding to prospectivefoster and adoptive parents, and to reduce the dropout rates; Procedures or processes to address barriers presented by the agencyin order to increase the rate of retention of prospective foster andadoptive parents and to reduce the dropout rates; Dual licensure of foster and adoptive homes;.Continued7
Strategies for training staff towork with diverse communitiesincluding cultural, racial, andsocio-economic variations; Procedures for training staff to engage effectively with diverse cultural,Strategies for dealing withlinguistic barriers; Procedures to deal with linguistic barriers;Non-discriminatory feestructures; and Procedures to ensure a non-discriminatory fee structure, includingProcedures for a timely searchfor prospective parents fora child needing an adoptiveplacement, including theuse of exchanges and otherinteragency efforts, providedthat such procedures ensurethat placement of a child in anappropriate household is notdelayed by the search for asame race or ethnic placement. Utilization of adoption exchanges, including www.AdoptUSKids.orgracial, and economic communities who are reflective of the children andyouth in foster care; Training strategies for staff and community partners;the use of purchase of service arrangements with public and privateagencies (including community-based and other organizations) whennecessary to facilitate and support placement;and/or regional or local exchanges; Procedures and processes to eliminate barriers to the interjurisdictionalplacement of children.88 This description of a comprehensive diligent recruitment program is from the Funding Opportunity Announcement for AdoptUSKids, HHS2012-ACF-ACYF-CQ-0269, from the U.S. Department of Health and Human Services, Administration for Children and Families, Administration onChildren, Youth and Families, Children’s Bureau (April 25, 2012).8
ALIGNING KEY DRIVERS AND IMPLEMENTAT
recruitment and retention; 4. A summary of lessons learned from the federal Diligent Recruitment grants; and 5. A list of resources for more information. Based on an examination of federal and state policy, research, best practice approaches and system reform efforts, we believe that transformational change
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