new mexico child and family services reviews program improvement...

NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR:

NEW MEXICO CHILD AND FAMILY SERVICES REVIEWS

PROGRAM IMPROVEMENT PLAN

THE NEW MEXICO PROGRAM IMPROVEMENT PLAN FORMAT INCLUDES THE FOLLOWING SECTIONS: I. PIP General Information II. PIP Narrative

III. PIP Strategy Summary and TA Plan

IV. PIP Matrix V. PIP Measurement Plan and Quarterly Status Report VI. PIP Agreement Form I. PIP General Information CB Region: I II III IV V VI X VII VIII IX X State: New Mexico

Telephone Number:216.767.8611

Lead Children’s Bureau Regional Office Contact Person: John Disque

E-mail Address: [email protected]

Address: P.O. Drawer 5160, Santa Fe, NM 87502

State Agency Name: Children, Youth & Families Department Protective Services

Telephone Number: 505.827.8400


Lead State Agency Contact Person for the Child and Family Services Review (CFSR): Maryellen Bearzi

E-mail Address: [email protected]

Telephone Number:

Lead State Agency PIP Contact Person (if different):

E-mail Address:


Lead State Agency Data Contact Person: Retta Prophet

E-mail Address: [email protected] State PIP Team Members* (name, title, organization) 1. Pat Briggs, Director, New Mexico Citizen Review Board 2. Gini Silva, Executive Director, Advocacy Incorporated 3. Marcia Medina, Research and Evaluation Unit, CYFD/Protective Services

NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: 4. Simon Romo, Chief Children’s Court Attorney, CYFD/Protective Services 5. Cindy Clark-Thompson, Executive Director, Red Mountain Family Services 6. Brian O’Connell, Executive Director, Child Advocacy Networks 7. Judge John Romero, Second Judicial District Court 8. Arleen Lucero, County Office Manager, Valencia County, CYFD/Protective Services 9. Marsha M. Buesgens, Southeast Placement Supervisor, CYFD/Protective Services 10. Mark Ruttkay, Foster Care Manager, CYFD/Protective Services 11. Cory McCarrell, County Office Manger, Lea County, CYFD/Protective Services 12. Don Holden, Southeast Regional Manager, CYFD/Protective Services 13. Virginia Villarreal, County Office Manager, Chaves County, CYFD/Protective Services 14. Sarah Boone, Foster Parent & NMSU Family & Child Welfare Training & Research Project 15. Andrea Poole, Policy, Training & Federal Reporting Bureau Chief, CYFD/Protective Services 16. Shelly A. Bucher, New Mexico State University, Family & Child Welfare Training & Research Project 17. Margaret Aragon de Chavez, Recruitment Manager, CYFD/Protective Services 18. Matthew Esquibel, County Office Manager, Santa Fe County, CYFD/Protective Services 19. Linda McNall, Northeast Regional Manager, CYFD/Protective Services 20. Judge Fernando Macias, Third Judicial District Court 21. Karen Zarate, Critical Incident Manager, CYFD/Protective Services 22. Brenna Dotson, County Office Manager, Bernalillo East, CYFD/Protective Services 23. Marie Aberant, CASA Network, Valencia County 24. Lisa Madrid-Schleicher, Metro Regional Manager, CYFD/Protective Services 25. Jared Rounsville, Youth Services Bureau Chief, CYFD/Protective Services 26. Deborah Martinez, CFSR Coordinator, CYFD/Protective Services 27. Dr. Francine Anaya, Deputy Director, CYFD/Protective Services 28. Teresa Larson, Practice Improvement Bureau Chief, CYFD/Protective Services 29. Carol Watts, Value Options New Mexico 30. Delia Garcia, Research and Evaluation Unit, CYFD/Protective Services 31. Angela Peinado, Administrative Office of the Courts 32. Angelina Unale-Hale, County Office Manager, Bernalillo West, CYFD/Protective Services 33. Robin Yoder, Metro Region Placement Supervisor, CYFD/Protective Services 34. Linda Cravens-Rodriguez, Statewide Central Intake Manager, CYFD/Protective Services 35. Michelle Herrera, County Office Manager, Albuquerque West Investigations, CYFD/Protective Services 36. Brenda Manus, AART Manager, CYFD/Protective Services 37. Judy Flynn-O’Brien, Children’s Law Center, University of New Mexico 38. Nichole Garcia, County Office Manager, San Juan County, CYFD/Protective Services 39. Bart Sandoval, County Office Manager, Albuquerque, East Investigations, CYFD/Protective Services 40. Bernie Teba, Native American Liaison, CYFD/Office of the Secretary 41. Elizabeth Alarid, Professional Development Bureau Chief, CYFD 42. Donald W. Miller, Children’s Court Hearing Officer 43. Kasandra Gandara, County Office Manager, Dona Ana County, CYFD/Protective Services 44. Erin Hourihan, Child Haven, San Juan County 45. Pam Valencia, San Juan County Continuum, San Juan County Partnership 46. Maryellen Bearzi, Admin. Deputy Director, CFSR Statewide Lead, CYFD/Protective Services 47. Nora Buchanan, Quality Assurance Administrator, CYFD/Protective Services

NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: 48. David P. Montoya, Northwest Regional Manager, CYFD/Protective Services 49. Nicholas Dagones, Southwest Regional Manger, CYFD/Protective Services 50. Jill May, Adoption Manager, CYFD/Protective Services 51. Yvette Sandoval, CYFD/Protective Services 52. Donald Stage, Northwest Region Placement Supervisor, CYFD/Protective Services 53. Romaine Serna, Metro Deputy Director, CYFD/Protective Services 54. Megan Finno, Special Projects Coordinator, CYFD/Protective Services 55. Beverly Nomberg, Executive Director, La Familia 56. Judge Violet Otero, District Judge 13th Judicial District 57. Angela Adams, Director, CYFD/Protective Services 58. Annamarie Luna, Director, Hogares, Inc. 59. Retta Prophet, Research & Eval. Bureau Chief, CYFD/Protective Services 60. Sandra Wechsler, Shaening & Associates 61. Mary Ann Schaening, Shaening & Associates 62. Julienne Smrcka, Children’s Cabinet 63. Maurice A. McAlister, CYFD/Protective Services 64. Denise V. Balderas, CYFD Protective Services 65. Sharon Cosentino, Southwest Region Placement Supervisor, CYFD/Protective Services 66. Christine Archuleta, Northeast Region Placement Supervisor, CYFD/Protective Services

NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: II. PIP NARRATIVE A. OVERALL STRATEGY FOR PIP DEVELOPMENT New Mexico initiated efforts to develop the Program Improvement Plan (PIP) during the state self- assessment process. Using data from the National Data Profile, the agency’s Quality Assurance (QA) system, agency management information system (MIS) and the Citizen Review Board (CRB) along with information collected through stakeholder interviews and multiple focus groups, New Mexico designed the state self-assessment while simultaneously identifying strategies for program improvement. Our understanding of our performance in relationship to the established child welfare Safety, Permanency and Wellbeing Outcomes, Items and Systemic Factors was further examined and tested through the on-site review portion of the Child and Family Services Review (CFSR). New Mexico has been fortunate to have the interest and commitment of a wide variety and number of stakeholders who have collaborated with agency staff throughout the CFSR process. These people have continued to partner with us to develop this PIP. The state stakeholder team that initially formed to create the self-assessment, continued to meet to formally develop the PIP. These individuals have made a commitment to continue to work with the State throughout PIP implementation to review progress on a quarterly basis and make recommendations for enhancements and/or amendments to the PIP. New Mexico did not develop, and will not implement the PIP in isolation of or to the exclusion of other program improvement efforts. New Mexico recognizes that the true system improvement and reform can only be accomplished and sustained with efforts that extend beyond the two-year PIP implementation offered through the CFSR process. Therefore, the PIP is a component of larger strategic planning efforts that includes the state’s court improvement project, the agency’s strategic plan, the performance and accountability plan required through our legislative process and the strategic planning efforts of our state partners. B. STRATEGIES, GOALS, ACTION STEPS AND BENCHMARKS The matrix provides a concise outline of the multiple activities and benchmarks that will be undertaken over a two-year period. The narrative within this section provides contextual background and additional information for the summary information contained within the matrix. New Mexico’s child welfare practice model requires a holistic, community based, family centered approach to the provision of services where the child’s safety is the premier concern. Current practice is evaluated within this philosophical perspective and the strategies, goals, action steps and benchmarks contained within this program improvement plan are designed to support and advance the agency’s practice model. Within the program improvement plan, New Mexico is proposing a number of training projects. Some of the proposed training is event-limited for the purpose of training current staff on modifications to agency policies, procedures and practice. These modifications to agency practice will be incorporated into new worker training. The program improvement plan also includes a redesign of the agency’s ongoing training for new workers and the development of specialized training for new supervisors, in-home services and placement staff. These training opportunities will not be one-time events, but rather will be incorporated into the agency’s overall training plan. The effectiveness of the agency’s training efforts will be evaluated through multiple methods. First, each individual training event will include an evaluation for the purpose of collecting information from participants about the relevancy and perceived effectiveness of the training. For those training events that are to become part of the agency’s annual training plan, e.g.,

NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: CORE trainings, in addition to the training evaluations, the agency will pilot the curriculum to be able to make refinements before finalizing. The agency will also evaluate training content and delivery at least annually through structured reviews with subject matter experts using multiple sources of information to identify needs for revisions or enhancements. Ultimately, the effectiveness of any training will be measured by improvement in outcomes for the children and families served. New Mexico will also use existing mechanisms, for example, ongoing quality assurance efforts and individual employee evaluations to monitor the application of new or improved skills in our practice. New Mexico proposes to hold a Child Welfare Training Symposium to include the state agency, the schools of social work, and the children’s law center for the purpose of coordinating these training initiatives. New Mexico will be seeking assistance from the National Resource Center on Organizational Improvement to implement our training efforts. 1. Increase and enhance placement resources

Multiple factors influence foster care placement stability. New Mexico recognizes that improvements to the stability of foster care placement will only be realized through implementation of coordinated and comprehensive efforts that address the factors identified through the self-assessment and on-site review. These factors include limitations in the number of placement resources available to children and a need to more fully assess and address the needs of foster families and the children they serve. New Mexico’s approach to addressing these issues begins with redesigning the process for foster & adoptive home recruitment to increase the number & types of placement resources to meet needs of children/youth requiring out-of-home placement. New Mexico proposes to adopt a regionally based, data driven approach to recruitment of foster and adoptive homes. This approach builds upon an existing structure of the five regionally based recruitment specialists by formalizing relationships with the county-based field staff and providing county specific information to focus recruitment efforts. Included in the action steps are also efforts to design culturally appropriate recruitment materials available in both Spanish and English to support recruitment efforts, and the development of management information reports to track recruitment efforts and results. Recruitment materials will be designed in such a way to optimize the use of technology to provide for flexibility while presenting clear and consistent information to potential applicants. For example, brochures will be based upon PDF files that can be modified to include pictures of the target population and local contact information. The agency’s MIS system will be modified to allow for the collection of specified data elements to refine the agency’s ability to track families through the licensure process and therefore be able to identify opportunities to expedite decision-making processes. New Mexico determined that to provide for improved placement stability and to reduce maltreatment in foster care that both staff and foster parents could benefit from additional training to increase their skills. Children in foster care would be better served by staff that had been given the opportunity to learn and develop skills specific to assessing and studying potential and current foster care providers, assessing safety in out of home placement, assessing and addressing foster parents’ needs, and developing and implementing safety plans for children in out of home placements. Currently, New Mexico is working with the Consortium for Children on a federally funded grant to implement the SAFE homestudy process. SAFE provides for a standardized and comprehensive assessment of foster and adoptive parents. SAFE is currently being implemented in a number of states and New Mexico is proposing to adopt it as the model in New Mexico by incorporating it into agency policy and procedures and by including training on SAFE in new placement worker CORE training. New Mexico seeks to enhance the skill set of our foster parents by standardizing in-service training requirements for all current foster care providers. Currently, foster parent providers are required to receive ten hours of annual training, however the content of that training is not prescribed. New Mexico is proposing to define specific training requirements for foster parents to

NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: ensure that providers are exposed to and provided the most current information on topics relevant to the needs of children in foster care. Foster parents, in the state self-assessment and during the on-site review, described the need for additional support. Specifically, foster parents talked about the need for community based support services that would be responsive to their immediate needs. Currently, the child’s worker and the placement worker conduct regular visits to the foster home but may not be able to provide specific services and/or interventions that a foster family and foster child may require. Therefore, New Mexico is proposing to improve support services to foster parents through two opportunities. New Mexico will amend the existing contracts for our foster parent liaisons to focus their efforts on supports to foster parents and will also issue a request for proposals (RFP) directing the IV-B part II family support services to serve foster and adoptive families. The RFP will be written to mirror the outcomes of the Child and Family Services Review. 2. Enhancing the capacity of families to provide for their children’s needs New Mexico, consistent with our family centered practice model, believes that the effectiveness of any child welfare system is evaluated in terms of how it assists and supports families in providing for their children’s safety while enhancing their well-being. New Mexico believes that children’s safety and well-being is best provided and enhanced within the context of a permanent family and the continuity of family relationships. Further, New Mexico believes that it is through partnering with families that we develop and implement service plans that are effective and relevant. Therefore, within primary strategy 2, New Mexico is proposing action steps to increase and support family engagement and involvement. Family engagement and involvement is critical in the delivery of services. There are multiple action steps within the program improvement plan designed to enhance the agency’s ability to work with families. These include revisions to our in-home services program that promote family engagement while clearly recognizing the need to address safety and risk issues to prevent removal from the home and repeat maltreatment. New Mexico has experienced success in improving family engagement and involvement using a structured facilitated staffing process, team decision making (TDM). Through our State’s involvement with the Casey Foundation, we have been able to develop this facilitated staffing practice within our larger metro area. This program improvement plan seeks to build upon this effort by enhancing opportunities for facilitated staffings though an increase in the number of trained facilitators available in each region and developing criteria and protocols for staff to access the facilitators. During the implementation of our program improvement plan, New Mexico will be expanding facilitated staffing opportunities and making TDM available throughout the life of the cases. New Mexico has used the information collected through the state self-assessment and on-site review to make decisions about how resources are allocated and how to work differently and better with our community partners. The child welfare agency will continue to work with the multiple groups and organizations, such as the Court Improvement Project, which have been the foundations for so many of our successes. During the program improvement plan implementation period, New Mexico will be issuing requests for proposals (RFP) for our family support, family preservation, time-limited reunification, adoption promotion and support and independent living services. New Mexico is proposing to change the contracting process to implement performance-based contracts, which mirror the child and family service’s review outcomes, and to create incentives for providing services in those underserved areas of the state. New Mexico is proposing to create an educational liaison position to assist and support staff as they work with the school system to address the needs of children served. New Mexico will be focusing additional efforts to work with the Behavioral Health Purchasing Collaborative and local collaboratives to identify the needed behavioral health services within each local

NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: collaborative area, and to use this information to impact the state children’s behavioral health plan. New Mexico also proposes to work directly with the statewide entity for behavioral health services (mental health and substance abuse services) to create a staffing and review process to address the immediate needs of children and families with complex behavioral health or substance abuse issues. This process will provide for the identification and staffing by persons in authority within both systems who are empowered to make decisions regarding case planning, authorization of services and authorization for payments. New Mexico will be working with the National Resource Center on Child Maltreatment to improve our response to safety and risk throughout the life of the case. The results of these efforts will be used to further refine our family centered practice model and address concerns regarding repeat maltreatment, the number of children entering the system on an emergency basis (48-hour holds), timely reunification and youth living independently. Additionally, the agency will be conducting joint training with law enforcement, examining the practice of 48-hour holds authorized through our state law and piloting efforts to provide alternatives to custody. These efforts may, but not necessarily, include improved use of relatives to provide care for their kin, establishing crisis shelters for families and expanding family support services for families in temporary crisis. As the 48-hour hold practice is codified in state law and has been the practice in New Mexico for more than twenty-years, the State recognizes that immediate elimination of this practice is not feasible and cannot be independent of our community and agency partners. Therefore, New Mexico will include an examination of the 48-hour hold practice in our review of the New Mexico Children’s Code. That review process includes agency staff, the courts, and representatives from multiple community partners. In the past, this approach has resulted in unified recommendations for legislative action to amend the Children’s Code. 3. Enhance Permanency Planning New Mexico recognizes the importance of timely permanency for children. To achieve permanency, children must have the appropriate permanency plan that is specific to their needs. New Mexico had previously implemented concurrent planning in an effort to expedite permanency for children. However, our experience has indicated that our initial implementation of concurrent planning was not as effective as it could have been in that the population of eligible children was defined too broadly and resulted in consecutive implementation of plans rather than concurrent. New Mexico is proposing to redefine the target population and implement a new model of concurrent planning based upon the results of researching other practice models that have demonstrated effectiveness in other jurisdictions. Currently, our research is highlighting success in concurrent planning models focusing on children birth through three and their siblings. New Mexico has also identified the need for processes to move children to permanency more timely, specifically for those children in custody fifteen of the most recent twenty-two months, older youth and those children seeking an adoptive home. New Mexico will be partnering with the Court Improvement Project and our Youth Advisory Board to establish a framework, including the use of management information reports, to support permanency for children in these populations. In addition, New Mexico will continue to focus efforts on our youth. Identifying safe and appropriate housing for youth has been a challenge. In the program improvement plan, New Mexico is proposing activities designed to increase housing options for youth through section eight look-a-like housing and contractual services. New Mexico is also proposing to provide for a more rigorous review and approval process for accessing the independent living status option for youth under the age of eighteen and will provide heightened supervision of youth who are allowed to participate in this program. New Mexico will also be expanding efforts to safely reconnect youth with those persons important to them while also promoting the benefits of adoption for older youth.

NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: The use of management information reports and the involvement of quality assurance activities further the achievement of positive outcomes for children and families. New Mexico proposes to build upon the strengths of our quality assurance program by expanding quality assurance reviews, developing a process and protocol for a “360” examination of county based outcomes and field practices, continued implementation of county-based program improvement and re-design of outcome reports that reflect round two child and family services measures. C. IMPLEMENTATION AND MONITORING The program improvement plan (PIP) is designed to be implemented over a two-year period. The primary strategies were developed to address the key concerns identified through the state self-assessment process and the on-site review. In the first round of the CFSR, New Mexico’s primary key concerns centered on safety. As demonstrated in the second round of the CFSR, New Mexico has made improvements in this area. While this PIP continues to address safety in our Action Steps and benchmarks, emphasis has been placed on those areas of lesser performance – Placement Stability, Permanency and Well-Being. New Mexico will utilize our state stakeholder team to review PIP progress within thirty days of the close of each quarter. This timing allows for the collection of information related to the status of achievement of actions steps, and for the production of state data (QA unit and FACTS) that will be used to review compliance with program improvement. New Mexico will summarize this information, and as in the first round of the CFSR, will summit a written quarterly report within sixty days of the close of the quarter to the federal regional office. D. DATA AND MEASUREMENT PLAN Part V of the PIP provides the measurement plan. New Mexico did not achieve the two National Standards for Safety, nor Permanency Composites 1 and 4. New Mexico has reviewed the requisite approach from ACYF-CB-IM-07-05 to be used to establish the baseline and the required amount of program improvement. Baseline values for the aforementioned national standard measures will be established using the ACF generated Data Profile dated February 22, 2008. New Mexico’s design for reporting these quarterly Safety Outcome measures is quite strict. For example, for Recurrence of Maltreatment, the State considers all children with a substantiated report of maltreatment within a specified 12-month period and then queries the database to determine if the child has had a previous substantiation within a six-month period. A substantiation of maltreatment is counted as recurrence even when the previous substantiation falls outside of the original parameter period, resulting in a very rigorous standard for this Safety Measure. Additionally, and as noted in the “New Mexico Child and Family Services Review Data Profile: February 22, 2008, Additional Footnotes A & B,” there has been a continuous quality improvement process utilized in New Mexico to perfect the coding and mapping approaches, to assure NCANDS requirements are met for these Safety Measures. New Mexico will, for internal purposes and ACF’s quarterly reporting, continue to generate applicable safety measure results on a quarterly basis (12 months ending March 31st, June 30th, September 30th or December 31st). At any point that it appears NM has met an agreed-upon amount of improvement on either of their PIP safety measures, an applicable 12 month NCANDS submission will be made to ACF for verification. In accordance with historic precedence (see CFSR technical bulletin #1) the applicable NCANDS submission will be made 90 days after the 12 month period ends to ensure the most complete data are available. New Mexico recognizes the importance of determining whether or not their in-house results approximate those generated by ACF and that this identification of approximating results be done

NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: as early in the PIP process as possible. New Mexico will work with ACF in making comparisons between our in-house results versus ACF results. With respect to the Permanency Composites, New Mexico has appreciated the assistance received to date from both the Children’s Bureau Data Shop and the National Resource Center for Child Welfare Data and Technology to enable the State to use the federal syntax to generate composite measures for quarters ending in September and March. With continued assistance, the State believes that we will be able to include the results with our quarterly PIP reporting. New Mexico has only recently received the federal syntax for use with those quarters ending in December and June. With continuing technical assistance from the Children’s Bureau Data Shop and the National Resource Center, New Mexico anticipates that it will be able to utilize with complete accuracy the federal syntax to produce the required quarterly PIP reporting for the Permanency Outcome Measures. Once the National Resource Center and the Children’s Bureau has provided sufficient and timely technical assistance, New Mexico will supply quarterly PIP reporting for the Composite measures taking into account the same technical restraints impacting the Children’s Bureau’s ability to generate quarterly reporting. In the event that New Mexico’s in-house results show that we have met our agreed upon amount of improvement for either the 12 month period ending December 31st or June 30th of a given year these results will be verified using the next available AFCARS submission’s data, six-month period ending March 31st or the six-month period ending September 30th respectively. If the in-house results are as of September 30th or March 31st the applicable AFCARS submission will be used to verify results. For the State measures, the improvement goal is established using a comparable method based on sampling error level improvements beyond the baseline. Specifically, sampling error was calculated for each of the baseline figures (for most measures, baseline includes two six month periods beginning April 2006 to correspond with the “Period under Review”) and the improvement goal was established by adding the sampling error to the baseline statistic. There are two sources for the data used to create the State measures. One source is the Protective Services Quality Assurance (QA) Unit. The QA Unit conducts one county-based review each month using a process that mirrors the federal CFSR on-site review process. At each site, twelve cases are selected. During the time of this PIP implementation, the sample will be comprised of eight foster care cases and four in-home services cases. When there is not a sufficient number of in-home services cases available at a site, the number of foster care cases will be increased. The sample size of twelve may only be reduced when there is not a sufficient number of cases from which to draw the sample. At no time however, will the sample be less than eight cases, and it is anticipated that annually, the State will only be required to reduce the sample size to eight cases once. New Mexico has assigned counties one of four tier rankings according to population of the county. The counties are being scheduled for quality assurance reviews so as to include one tier-one site (large population), one tier-two site (medium population), and one tier-three site (small population) each quarter. Counties falling into the smallest population, tier-four sites are reviewed in an alternative manner. The quarterly reporting of QA data is based on a rolling twelve-month period. The second source of New Mexico State data is our management information system, FACTS. Protective Services workers from across the state use the system to record information documenting casework activities. Data reports are run within forty-five days of the close of each quarter. The timeframe allows for the completion and entry of information into the system.


III. PIP STRATEGY SUMMARY AND TA PLAN

PRIMARY STRATEGIES KEY CONCERNS TA RESOURCES NEEDED Need to increase placement stability for

children in foster care

1. Increase and enhance placement resources Improvements are needed in assessing and addressing needs of children and foster parents

The National Resource Center for Child Protective Services

Need to reduce maltreatment in foster care Training program not sufficiently

developing caseworker skills for assessing, supporting and monitoring out-of-home placement

The National Resource Center for Child Welfare Data and Technology

Additional supports and services needed for foster parents and relative foster parents

The National Resource Center on Organizational Improvement

Need to increase the placement options for children requiring out-of-home care

Need to improve effectiveness and consistency in the provision of voluntary services

2. Enhance the capacity of families to provide for their children’s needs

Need to improve engagement of families, youth and children in case planning

The National Resource Center for Child Protective Services

Need to enhance processes for safety planning and monitoring

Need to improve availability of services in rural areas of the state

The National Resource Center on Organizational Improvement

Need to decrease barriers to access for behavioral health and education services

Need to improve timeliness of achievement of permanency

3. Enhance Permanency Planning Need to increase efforts towards consistent & effective involvement of foster parents and youth in court hearings

The National Child Resource Center for Youth Development

Need to enhance and expand services to youth transitioning from foster care

The National Resource Center for Child Welfare Data and Technology


IV. PIP MATRIX STRATEGY MEASUREMENT PLAN AND QUARTERLY STATUS REPORT PRIMARY STRATEGY 1: Increase and enhance placement resources APPLICABLE CFSR OUTCOMES OF SYSTEMIC FACTORS: Safety Outcome 1;

Safety Outcome 2; Permanency Outcome 1; Permanency Outcome 2; Wellbeing Outcome 1; Wellbeing Outcome 3; Systemic Factors: Training, Service Array & Foster and Adoptive Parent Licensing, Recruitment, and Retention

GOAL: Enhance safety and stability in out of home placement to improve permanency and well being outcomes for children

APPLICABLE CFSR ITEMS: Item 2, Item 4, Item 6, Item 8, Item 9, Item 10, Item 12, Item 14, Item 15, Item 17, Item 23, Item 32, Item 33, Item 35, Item 44 & Item 45

ACTION STEPS AND BENCHMARKS

PERSON RESPONSIBLE

EVIDENCE OF COMPLETION

QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

1. Redesigned process for foster & adoptive home recruitment to increase the number & types of placement resources to meet needs of children/youth requiring out-of-home placement

Jill May As documented below

1.1 Establish five regionally based recruitment teams to determine priority needs, direct regional recruitment efforts and report to PS management team

List of each team participants

QTR 1

1.2 Establish regional benchmarks and create target goals for inquiries and applications

Copies regional benchmarks & targets

QTR 2

1.3 Develop recruitment materials for regional efforts

Copies of regional recruitment materials

QTR 3



PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

1.4 Modify FACTS to identify provider inquiries by type of inquiry

1.5 Develop MIS reports to

track applicant through licensing decision

Linnette Carlson Retta Prophet

FACTS Design document Sample Report

QTR 2 QTR 8

RENEGOTIATED ACTION STEPS AND BENCHMARKS



PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

2. Improve staff and provider skills to address safety & placement stability & improve permanency and wellbeing outcomes.

Andrea Poole

As documented below

2.1 Conduct Child Welfare Training Symposium with agency staff, CYFD training bureau and invite university & children’s law center training staff to coordinate & map training initiatives & efforts across partners.

Attendance roster from symposium

QTR 1

2.2 Revise New Mexico State University Joint Powers Agreement (JPA) to incorporate training activities/initiatives required by PIP

Copy of signature page from revised JPA

QTR 2

2.3 Establish work group to develop specialized CORE curriculum for placement staff

Jill May List of workgroup participants

QTR 1

2.4 Complete draft curriculum for specialized CORE training for placement staff

Draft syllabus QTR 4


NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: ACTION STEPS AND BENCHMARKS

PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

2.5 Field test specialized Core training for placement

Jill May Copies of field evaluation

QTR 5

2.6 Finalize Core training curriculum for placement staff

Copy of placement Core curriculum

QTR 7

2.7 Establish work group to create specific recertification training requirements and training plan for licensed foster care providers (relatives and non-relatives)

Mark Ruttkay

List of workgroup participants

QTR 2

2.8 Develop foster care provider training recertification implementation plan

Copy of recertification training requirements

QTR 2

2.9 Implement foster parent recertification training requirements

Copy of program implementation guideline or procedure implementing change.

QTR 3



PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

3. Fully implement SAFE into agency operations to provide for complete and comprehensive evaluation and reassessment of foster/adoptive parent and foster/adoptive home applicants

Mark Ruttkay

As documented below

3.1 Amend Placement policies

Copy of policies QTR 4

3.2 Amend Placement procedures

Copy of procedures QTR 4

3.3 Provide training to placement staff on revisions

List of training attendees

QTR 4

3.4 Develop plan for on-going SAFE certification for new staff & contractors

Copy of plan QTR 2

3.5 Include training on SAFE in specialized CORE placement worker training

Jill May Draft syllabus QTR 3



PERSON RESPONSIBLE


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QUARTERLY UPDATE

4. Improve support services to foster parents by analyzing and redirecting existing resources to respond to foster parents’ needs, specifically the need for improved access to individualized home-based interventions to support placement stability and reduce maltreatment in care, & for improved access to and responsiveness from agency.

Yvette Sandoval

As documented below

4.1 Amend foster parent liaison contracts to prescribe efforts for enhanced support to foster parents to improve access & responsiveness from agency.

Language from amended contract

QTR 2

4.2 Provide technical assistance to foster parent liaisons on efforts to promote placement stability and behavior management to include providing techniques that can be individualized to address the needs of the foster family.

Attendance roster & agenda

QTR 3


PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

4.3 Develop Request For Proposal (RFP) to provide family support services to foster families. Include in contract performance standards on maltreatment in foster care and placement stability

Yvette Sandoval

Copy of RFP QTR 1

4.4 Evaluate responses to request and award contract for family support services for foster parents if successful proposal

Notice of contract award(s)

QTR 2


NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: PRIMARY STRATEGY 2: Enhance the capacity of families to provide for their children’s needs.

APPLICABLE CFSR OUTCOMES OF SYSTEMIC FACTORS: Safety Outcome 1; Safety Outcome 2; Permanency Outcome 1; Permanency Outcome 2; Wellbeing Outcome 1; Wellbeing Outcome 2, Wellbeing Outcome 3; Systemic Factors: Service Array & Foster and Adoptive Parent Licensing, Recruitment, and Retention

GOAL: Families care for their children in a manner that provides for children’s safety while providing permanency, continuity of family relationships and services to meet their needs.

APPLICABLE CFSR ITEMS: Item 2, Item 3, Item 4, Item 7, Item 8, Item 13, Item 14, Item 15, Item 16, Item 17, Item 18, Item 19, Item 20, Item 21, Item 23 Item 25, Item 36 & Item 37


PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

1. Revise in-home services program

Michelle Herrera & Linda McNall

As documented below

1.1 Review and amend in-home services policies

Revised policies QTR 3

1.2 Review and amend in-home services procedures

Revised procedures QTR 3

1.3 Standardize/revise in-home services program forms

Copies of standardized forms

QTR 2

1.4 Modify FACTS application to track service type & assignment

Linnette Carlson

FACTS release notes QTR 3

1.5 Develop in-home services CORE training

Andrea Poole Copy of curriculum QTR 4

1.6 Develop MIS reports to monitor program implementation

Retta Prophet MIS reports QTR 5




PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

1.7 Conduct In-Home Services conference to review program modifications with existing staff

Michelle Herrera & Linda McNall

Curriculum and training attendance list

QTR 6




PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

2. Enhance the skill level of front line supervisors

Andrea Poole As documented below

2.1 Develop Clinical Supervisory CORE

Copy of curriculum QTR 5

2.2 Field test Clinical Supervisory CORE

Summary of field test and list of participants

QTR 6

2.3 Revise Curriculum based upon field test

Copy of revised curriculum

QTR 7

2.4 Revise Training requirements to require Clinical Supervisory CORE for all new supervisors within six months of hire

Copy of revised agency procedures on training requirements

QTR 7

2.5 Provide Clinical Supervisory CORE on Quarterly basis

Training calendar QTR 7




PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

3. Increase agency capacity above level of onsite review to provide for facilitated staffing opportunities to increase family involvement in case planning throughout life of case

Francine Anaya & Lisa Madrid

As documented below

3.1 Identify existing FTE positions for reclassification into Team Decision Making (TDM) facilitators

Listing of reclassified position tool numbers

QTR 1

3.2 Advertise to fill vacant positions and candidate selection process

Notice of advertisement or documenting status of position

QTR 1

3.3 Determine critical case decision making points to target for TDM staffing

Program Instruction listing critical decisions for TDM staffing

QTR 2

3.4 Providing training to facilitators on TDM model and expectations

Copy of curriculum and training attendee list

QTR 2

3.5 Develop protocols for accessing and utilizing facilitators and distribute to field staff

Copy of protocols QTR 2

3.6 Review utilization and revise protocol is required

Copy of review and if required, revised protocol

QTR 5



PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

4. Evaluate and realign as needed the IV-B part II (family support, family preservation, time limited reunification & adoption promotion and support) and Independent Living contracts to address safety, permanency and well being with emphasis on rural areas of the state.

Yvette Sandoval & Maya McKnight

As documented below

4.1 Write request for proposals (RFP) for IV-B part II & IL contracts. Include as part of proposal performance based contracting requirements

Copies of RFP QTR 1

4.2 Issue RFPs

Copy of notice issuing RFPs

QTR 1

4.2 Evaluate responses to request and select successful proposals

List of successful proposals

QTR 2

4.3 Award contracts

Copy of letters awarding contracts

QTR 2

4.4 Implement contracts

List of signed contract(s)

QTR 3




PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

5. Design and implement practice model to standardize safety management across program areas.

Maryellen Bearzi

As documented below

5.1 With assistance of NRC, establish workgroup to evaluate current practice and identify opportunities for improvement


QTR 2

5.2 Develop draft process and expectations for safety assessment and planning practices in investigation.

Copy of draft process QTR 4

5.3 Develop draft process and expectations for safety assessment and planning practices in in-home services


5.4 Develop draft process and expectations for safety assessment and planning in reunification cases


5.5 Develop draft process and expectations for safety assessment and planning in youth services




PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

5.6 Develop draft process and expectations for safety assessment and planning in adoption services


5.7 Develop agency procedures

Copy of procedures QTR 7

5.8 Incorporate into training efforts identified in PIP, specifically new worker CORE, placement CORE, supervisory clinical CORE & in-home services CORE.

Andrea Poole Copy of curriculum(s)

QTR 7




PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

6. Reinforce agency support and resources for accessing services

As documented below

As documented below

6.1 Establish joint staffing process with statewide entity to coordinate behavioral health treatment planning and permanency planning


Written protocol QTR 2

6.2 Participate in joint training/meetings with statewide entity to inform on child welfare issues

Agenda & list of attendees

QTR 3

6.3 Create Educational Liaison position with CYFD to assist caseworkers in working with and accessing services from Public Education Department

Teresa Larson FTE position number and copy of job description

QTR 1

6.4 In collaboration with Court Improvement Project, include cross training of child welfare partners, i.e., youth attorneys, Guardian ad Litems, judges, etc., on education law and IDEA as part of CIP strategic plan.

Simon Romo Copy of CIP strategic plan

QTR 2




PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

7. Work with structure of the Behavioral Health Purchasing Collaborative’s local collaborative to identify and advocate for behavioral health services for child welfare clients

Francine Anaya

As documented below

7.1 Identify staff to participate in the 13 local collaboratives.

List of participants QTR 2

7.2Develop county based data profiles and evaluate questions for local collaborative to identify strengths and gaps for child welfare clients

Data profile & questions

QTR 2

7.3 Train staff on data and questions to prepare staff to present to local collaboratives

Training roster & curriculum

QTR 2

7.4 Presentations at each of 13 local collaboratives

Calendar of completed presentations

QTR 4

7.5 Summarize results of local collaborative presentations, submit to Children’s Subcommittee to impact state children’s behavioral health plan

Summary of findings QTR 5



PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

8. Conduct Child Welfare Training Symposium with agency staff, CYFD training bureau and invite university & children’s law center training staff to coordinate & map training initiatives & efforts across partners. (repeat of strategy 1, item 2.1)

Andrea Poole As documented below

8.1Establish workgroup to revise new worker CORE, include representatives from program areas and university


QTR 1

8.2 Identify core learning objects

List of core learning objectives

QTR 1

8.3 Collect sample curriculums from other states for review and consideration

List of sources of sample curriculums

QTR 1

8.4 Develop curriculum

Draft curriculum QTR 2

8.5 Pilot curriculum

Results of pilot QTR 3




PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

8.6 Revise curriculum based on results of pilot

Summary of revisions QTR 4

8.7 Train CORE trainers List of training participants

QTR 5

8.8 Implement new CORE

Training calendar QTR 6



PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

9. Work with community partners to review state law and practice concerning emergency removal of children

As documented below

As documented below

9.1 Complete regionally based joint trainings with law enforcement and CPS to include impact of removal on children and to explore alternatives to emergency removal.

Andrea Poole Schedule of regionally based trainings

QTR 5

9.2 Include examination of emergency custody a.k.a. 48 hour hold in review of New Mexico Children’s Code through broad based task force

Simon Romo Summary status report, and, if applicable, any proposed legislation

QTR 7

9.3 If funding received through 2008 legislative process, implement pilot programs to provide service options as alternative to 48-hour hold.

Yvette Sandoval

If funding received, copy of contract scope of work

QTR 2


NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: PRIMARY STRATEGY 3: Enhance permanency planning. APPLICABLE CFSR OUTCOMES OF SYSTEMIC FACTORS: Permanency Outcome 1;

Permanency Outcome 2; Wellbeing Outcome 1; Systemic Factors: Case Review GOAL: Improve the timeliness and appropriateness of permanency planning for children and youth

APPLICABLE CFSR ITEMS: Item 7, Item 8, Item 9, Item 10, Item 12, Item 14, Item 15, Item 16, Item 17, Item 18, Item 19, Item 20, Item 23, Item 25, Item 28 & Item 29


PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

1. Create process to improve timeliness of permanency planning for children in foster care

Simon Romo & Teresa Larson

As documented below

1.1 Re-define target population and practice for concurrent planning

Memorandum of Decision to PS director with recommendations

QTR 2

1.2 Draft amended concurrent planning procedures for program instruction

Copy of program instruction

QTR 3

1.3 Provide training to permanency planning caseworkers on revised practice

Copy of curriculum and training attendees

QTR 4

1.4 Work with Court Improvement Project and Children’s Law Institute to educate and inform judicial partners of changes to concurrent planning

Conference materials from CLI.

QTR 7



PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

2. Create process to improve timeliness of achievement of permanency for children in foster care.

As documented below

As documented below

2.1 Develop MIS reports for PS managers to identify children in custody 13 of 22 months

Retta Prophet Report design template

QTR 4

2.2 Develop procedures to require formalized agency review for children in custody 13 months in-out-of home placement


Copy of Program Instruction

QTR 4

2.3 Include in CIP Strategic Plan efforts on high priority permanency planning issues to include: application of compelling reasons, improving the timeliness of hearings, and ongoing exploration of adoption for older youth with PPLA plan.

Simon Romo CIP Strategic plan QTR 2

2.4 Amend agency practice to expedite filing TPR petition from 90 days of change of plan to within 45 days

Copy of program instruction

QTR 1




PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

2.5 Train Children’s Court Attorneys on expedited timeframe for filing TPR

Simon Romo Copy of Trainee attendance

QTR 1



PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

3. Enhance agency use of data and quality assurance efforts to improve permanency outcomes

Teresa Larson As documented below

3.1 Expand current county-based QA to include review of specific areas of legal cases and foster parent records

Copies of protocol outlining case QA process and tools used to assess legal and foster parent records

QTR 1

3.2 Develop written protocol for county based 360 reviews

Copy of protocol QTR 1

3.3 Conduct minimum of six 360’s within 1st year of PIP implementation

List of completed 360’s

QTR 4

3.4 Implement new CRB reporting format to emphasize safety, permanency and well-being in court reviews

Copy of CRB report QTR 1

3.5 Re-design MIS NM Outcome reports for PS managers

Retta Prophet Report design document

QTR 3




PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

4. Enhance services to older youth in foster care

Jared Rounsville

As documented below

4.1 Make efforts through contracting for services and RFP process to expand transitional housing opportunities for older youth.

Copies of RFPs QTR 2

4.2 Provide information and training to youth at annual youth conference on adoption process and adoption issues

Copy of conference agenda

QTR 4

4.3 Amend agency procedures to provide for more rigorous review and approval process for Independent Living Status for youth under the age of 18.

Copy of amended procedures

QTR 1

4.4 Expand current opportunities for youth to establishing other permanent connections by recognizing youth’s return to their families of origin after emancipation. Create workgroup to develop agency practice for formalizing efforts to re-engage youth with family of origin.


QTR 3


PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

4.5 Develop guiding principles for youth re-engagement

Copy of guiding principles

QTR 4

4.6 Develop agency procedures for youth re-engagement

Copy procedures QTR 6

4.7 Provide training to youth services consultants and permanency planning workers on procedures

Training attendee list QTR 8



PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

5. Increase the number of and the quality of child-worker case visits.

Teresa Larson As evidenced below

5.1. Establish mechanism for monthly tracking and reporting on frequency of child-worker visitations.

Sample of tracking report

QTR 1

5.2 Review agency procedures on worker-child care visits to clarify agency expectations especially in regards to children placed out-of-state.

Andrea Poole Program instruction Guideline

QTR 2

5.3 Through joint powers agreement with university, provide 4 offerings of child-worker visitation training.

Schedule of trainings and training syllabus

QTR 2



PERSON RESPONSIBLE


QUARTER DUE

QUARTER COMPLETED

QUARTERLY UPDATE

6. For those children that are eligible for targeted case management, increase the percentage of children who meet TCM requirements, for example, diagnosis are current, monthly activities designed to address identified needs are documented and activities are included in over all service planning efforts.

Teresa Larson As evidenced below

6.1.Establish mechanism for quarterly tracking and reporting on percent of eligible children conforming to criteria.

Sample of tracking report

QTR 1

6.2 Develop protocol for accessing technical assistance for any county falling below 80%

Copy of memorandum of information to field staff

QTR 2


NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: V. PIP MEASUREMENT PLAN AND QUARTERLY STATUS REPORT A. NATIONAL STANDARDS

Safety Outcome 1: Absence of Recurrence of Maltreatment

National Standard 94.6 % Performance as measured in Final Report/Source Data Period

91.5%

Performance as measured in Baseline /Source Data Period

2006ab Baseline Performance = 91.0%

Negotiated Improvement Goal

91.5%

Renegotiated Improvement Goal

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Status

Safety Outcome 1: Absence of Maltreatment of Children in Foster Care

National Standard 99.68% Performance as measured in Final Report/Source Data Period

99.46%


2006ab Baseline Performance = 99.62%

Negotiated Improvement Goal

99.68%

Renegotiated Improvement Goal



Permanency Outcome 1: Timeliness and Permanency of Reunification National Standard 122.6 Performance as measured in Final Report/Source Data Period

109.0


2007ab Baseline Performance = 106.2

Improvement Goal 109.3 Renegotiated Improvement Goal


Permanency Outcome 1: Placement Stability

National Standard 101.5 Performance as measured in Final Report/Source Data Period

82.9


2007ab Baseline Performance = 84.9

Improvement Goal 87.4 Renegotiated Improvement Goal


NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: B. STATE DATA AND MEASUREMENT

Permanency Outcome 2: The continuity of family relationships and connections is preserved for children Data Element Visiting with parents and siblings in foster care Data Element Definition The percentage of cases at the end of the quarter rated as a “strength” on Item 13 from county-based

Quality Assurance Reviews using a rolling twelve-month period. Data Source Protective Services Quality Assurance Team Baseline and Baseline Period

35.2% Summary QA data April 1, 2006 through September 30, 2006 and October 1, 2006 through March31, 2007

Improvement Goal 40.9% Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Status

NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: Wellbeing Outcome 1: Families have enhanced capacity to provide for their children’s needs Data Element Worker – child visitation Data Element Definition The percentage of cases rated as a “strength” on Item 19 from county-based

Quality Assurance Reviews using a rolling twelve-month period. This will include data for both foster home cases and in-home cases and will include a review of both the frequency and quality of worker-child visitation

Data Source Protective Services Quality Assurance Team

Baseline and Baseline Period



Wellbeing Outcome 1: Famil ies have enhanced capacity to provide for their chi ldren’s needs

Data Element Needs and Services of child, parents and foster parents Data Element Definition The percentage of cases rated as a “strength” on Item 17 from county-based Quality Assurance Reviews

from county-based Quality Assurance Reviews using a rolling twelve-month period. Data Source Protective Services Quality Assurance Team Baseline and Baseline Period



NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: Wellbeing Outcome 2: Children receive appropriate services to meet their educational needs Data Element Educational Success Data Element Definition The percentage of cases rated as a “strength” on Item 21 from county-based Quality Assurance Reviews

from county-based Quality Assurance Reviews using a rolling twelve-month period. Data Source Protective Services Quality Assurance Team Baseline and Baseline Period



Well being Outcome 3: Children receive adequate services to meet their physical and mental health needs Data Element Case Management Services Data Element Definition The percentage of targeted case management (TCM) children with a current medical/mental health

diagnosis, a current plan of care and a progress note entered into FACTS. Data Source FACTS Baseline and Baseline Period

87.7% April 1, 2006 through March 31, 2007

Improvement Goal 88.1% Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Status (Enter the status into

the white box below the appropriate quarter.)

NEW MEXICO TYPE OF REPORT: PIP QUARTERLY REPORT FOR QTR: VI. PIP AGREEMENT FORM The following Federal and State officials agree to the content and terms of the attached Program Improvement Plan:

Name of State Executive Officer for Child Welfare Services Date

Children’s Bureau Date VI. AMENDMENTS This section should only be completed in the event or renegotiations regarding the content of the PIP, pursuant to 45 CFR 1355.35 (e) (4). Copies of approved, renegotiated PIP must be retained and distributed on [enter the date]. The renegotiated content of the attached PIP has bee approved (initialed) by State personnel, the Children’s Bureau regional Office with the authority to negotiate such content and is approved by Federal and State officials:

Approval of State Executive Officer for Child Welfare Services

Renegotiated Action Steps, Benchmarks or Improvement Goals

Date Person Responsible Evidence of Completion Quarter Due Quarter

Completed Approval Children’s Bureau

new mexico child and family services reviews program improvement...

Documents