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From YouTube: Committee on Public Health and Human Services 2-7-2018
Description
The Committee on Public Health and Human Services of the Council of the City of Philadelphia held a Public Hearing on Wednesday, February 7, 2018 to hear testimony on the following item:
170949 Resolution authorizing the Committee on Public Health and Human Services to hold hearings on the Department of Human Services' Community Umbrella Agencies scorecard.
Panel 1:
Cynthia Figueroa, Commissioner, Philadelphia Department of Human Services
Panel 2:
Dawn Holden, Chief Executive Officer, Turning Points for Children
Samea Kim, Esq., Associate Director, Pennsylvania Council for Children Youth & Family Services
Panel 3:
Donella Shaffer, Esq., Chief, Child Advocacy Unit, Defender Association of Philadelphia
Panel 4:
Casey Caramanica
Nadirah Collins
Shakia Rambert
Panel 5:
Tawana Ford Sabbath, MSS, Ph. D., Past President, Alliance of Black Social Workers
Ethelind Baylor, Vice President, District Council 47, aFSCME
Regan Kelly, Chief Executive Officer, Net Community Care (written testimony)
Committee on Public Health and Human Services
Chair: Councilwoman Cindy Bass (8th District)
Vice Chair: Councilwoman Maria D. Quiñones-Sánchez (7th District)
A
This
hearing
is
called
to
order.
This
is
the
public
hearing
of
the
City
Council
Committee
on
Public
Health
and
Human
Services.
The
purpose
of
this
meeting
is
to
hear
testimonial
resolution
number
one:
seven,
zero,
nine
four
seven,
which
sees
excuse
me
one:
seven,
zero,
nine
for
nine
members
of
the
committee
in
attendance,
our
councilman
alton
burger
councilman
bill
Greenlee,
and
we
expect
that
several
other
members
of
the
committee
are
enroute
right
now
and
will
soon
be
joining
us
and
do
any
of
the
other
members
have
opening
remarks.
A
No
okay,
I
do
have
some
remarks
that
I
would
like
to
make
before
we
call
the
first
panel
to
testify
and
I
want
to
start
by
thanking
everyone
for
coming.
Nothing
is
more
important
than
our
young
people
and
by
being
here
today,
you
are
signaling
a
commitment
to
our
youth,
especially
those
that
are
under
DHHS
supervision
of
signal
that
they
manner
these
youth,
whether
in
temporary
foster
care
seeking
permanent
family
placement
or
somewhere
in
between
deserve
the
very
best
and
city
services.
A
My
question
raised
from
the
scorecard
is,
is
that
what
we
are
providing
in
September
of
2017
DHHS
offered
a
draft
report,
title
evaluation
of
the
improving
outcomes
for
children,
transformation
and
the
child
welfare
system
in
Philadelphia?
This
report
was
presented
to
members
and
staff
of
City
Council
in
the
caucus
room
on
September,
14th
and
I.
Remember
walking
out
of
the
meeting
and
talking
with
several
of
my
colleagues
regarding
what
was
presented
and
feeling
that
the
report
was
somewhat
empty
void
of
the
substantial
information
that
would
make
it
worthy
of
the
members
valuable
time.
A
A
It
is
also
not
a
high
paying
job
in
dollars,
but
among
those
who
do
this
work
and
who
are
mission
driven,
it
is
high
paying
and
personal
reward
and
piece
and
after
all,
you
can't
put
a
price
on
stabilizing
and
improving
a
child's
life.
I
want
to
say
that
I
have
a
lot
of
concern
about
what
has
been
presented
in
the
scorecard
and
we'll
go
into
that
throughout
the
hearing.
There
are
a
number
of
things
that
just.
A
Just
appear
to
be
completely
problematic
and
appropriate
troubling.
As
we
read
the
report
as
we
look
at
the
scorecard
I
find
that
the
Liberty
Bell
rating
system
was
not
something
that
should
have
been
appropriate
for
something
so
serious
when
there
was
a
letter
scoring
grade
in
the
back
of
this
report,
and
so
I
have
a
lot
of
questions.
Why
was
that
letter
scoring
greed
not
presented
in
the
very
front?
Why
was
this
not
provided?
It
appears
as
if
it
was
sort
of
added
to
the
back
as
a
way
of
disguising
the
information
and
I.
A
Don't
want
to
think
that
I
don't
want
to
believe
that.
So
please
help
me
to
understand
how
I
could
have
this
impression.
Please
have
all
of
us
to
understand
why
it
appears
that
80
percent
of
the
coolest,
the
community
umbrella
agencies,
according
to
your
report,
have
at
least
one
F
that
20
percent
have
six
DS.
30
percent
have
five
and
20%
have
four
I
counted:
39
DS
among
10
organizations
in
nine
categories,
Ward
wordsworth,
where
there
was
a
sexual
assault
and
death
occurring
in
recent
years,
received
a
B
and
supervision.
A
The
actual
average
among
the
ten
cool
organizations
was
a
two
point:
four,
which
is
unsatisfactory
by
DHS's
own
words.
So
I
look
forward
to
hearing
an
explanation
as
to
how
this
could
be
how
we
can
maintain
a
system
that
we
ourselves
have
graded
as
unsatisfactory,
and
particularly
when
we're
looking
at
a
system
that
is
serving
those
who
are
most
in
need
most
vulnerable
and
who
certainly
need
our
time
and
attention.
And
so
with
that
being
said,
I
want
to
recognize
the
president.
C
Morning,
Councilwoman
bast
and
members
of
City
Council
and
Public
Health
and
Human
Services
Committee
I
am
Cynthia
Figueroa
Commissioner
of
the
city's
Department
of
Human
Services
joining
me
today
later
you'll
hear
from
representative
the
committee
umbrella
agency,
Don
Holden,
who
is
a
CEO
of
turning
points.
I
want
to
thank
you
for
the
opportunity
to
present
testimony
on
improving
outcomes
for
children,
community
umbrella
agencies
scorecard
for
fiscal
year.
C
2017
I
want
to
personally
thank
you,
Councilwoman
bass
for
your
leadership
in
coordinating
those
hearings,
we're
grateful
to
commitment
of
City
Council
and
the
Public
Health
and
Human
Services
Committee
towards
ensuring
that
DHHS
is
on
the
right
track
towards
improvements
and
a
public
count.
Accountability
for
the
child
welfare
system
I
want
to
indicate
that
we
have
a
PowerPoint
that
we'll
be
doing,
in
course,
of
my
testimony.
So
I
will
refer
to
some
of
the
slides,
as
some
of
this
information
is
complicated
to
try
to
digest.
C
So
we
want
to
make
sure
that
there's
some
visuals
to
go.
Alongside
of
that,
today,
we've
been
asked
to
provide
information
on
improving
outcomes
for
children
and,
more
specifically,
the
progress
of
the
kuis,
as
demonstrated
through
the
court
scorecard.
This
report
is
part
of
DHS
and
cooze
commitment
to
pure
transparency,
partnership
and
accountability.
C
Improving
outcomes
for
children
was
a
transformation
that
was
created
to
address
a
multifarious
system
where
families
had
multiple
case
managers,
multiple
case
plans
and
the
services
were
not
based
in
the
community.
Improving
outcomes
for
children
sought
to
simplify
the
process
for
families
with
clearly
defining
roles
between
county
and
provider
staff.
The
goals
of
improving
outcomes
for
children
are
more
children
and
youth
are
maintained
safely
in
their
own
homes,
in
their
communities.
More
children
and
youth
are
achieving
timely
reunification
or
permanency
or
reduction
in
the
use
of
our
congregation
and
improve
child
youth
and
family
function.
C
Since
the
implementation
of
IOC,
the
system
indicators
are
improving
as
you'll
see
inside
this
slide
that
we
show
you
here.
46
percent
of
children
are
placed
with
family
in
foster
Inc
in
foster
homes.
This
is
compared
to
32
percent
before
we
implemented
IOC
57
percent
of
youth
in
foster
care
and
kinship
care
live
within
five
miles
of
their
home
of
origin
compared
to
46
feet
before
improving
outcomes
for
children.
In
addition,
81
percent
live
within
10
miles
of
their
norm
of
origin.
12
percent
of
children
lived
children
in
care,
live
in
congregate
care
settings.
C
This
is
compared
to
21.6%
before
improving
outcomes
for
children.
The
12
percent
in
congregate
care
is
also
below
the
national
average
as
an
increase
in
permanency.
That
means
that
last
year,
2024
children
and
youth
exited
the
system
to
permanent
homes
compared
to
1322
before
improving
outcomes
for
children's
these
improvements,
combined
with
key
successes
of
this
administration,
DHS's
leadership,
stability,
a
full
license,
an
independent
expert
confirmation
of
the
improving
outcomes
for
children
model
and
recognition
from
the
community
oversight
board
that
we
have
met.
C
All
their
recommendations
has
put
us
in
a
position
as
in
the
words
of
the
evaluators,
to
build
on
the
current
momentum
to
continue
to
improve
the
system.
Since
the
start
of
the
mayor,
Kenny's
administration,
we
have
been
able
to
stop
the
increase
of
children
entering
placement.
This
is
an
important
accomplishment,
giving
the
huge
increase
in
our
hotline
calls.
The
number
of
hotline
calls
has
grown
from
2026
calls
in
2014
to
34,000
to
in
48
and
2017.
We
anticipate
that
that
number
will
rise
even
further
in
fiscal
year
2018.
C
Not
surprisingly,
the
number
of
investigations
completed
by
DHS
workers
has
also
increased
from
fourteen
thousand
nine
hundred
and
sixty-eight
in
2014
to
twenty
thousand
six
hundred
and
five
and
2017.
Although
we
have
stabilized
the
number
of
children
entering
placement,
we
continue
to
have
challenges
in
other
areas.
First
and
foremost
among
these
challenges
that
we
have
a
high
rate
of
children
in
out-of-home
care.
To
this
end,
we
are
working
aggressively
to
decrease
the
number
of
families
formerly
involved
with
child
welfare.
C
We're
doing
this
through
the
addition
of
field
screening
units,
where
dho
social
workers
go
to
the
homes
of
families
to
determine.
If
DHS
services
are
needed,
another
challenge
is
our
need
to
more
effectively,
engage
and
support
parents
and
caregivers,
improving
outcomes
for
children's
model,
who
is
responsible
for
the
daily
case
management
for
families
accepted
for
services,
while
DHS
continues
to
operate
the
24/7
child
abuse
hotline
conduct
investigations,
identify
placement
and
assist
with
permanency
for
children's,
whose
parental
rights
have
been
terminated.
C
Dhs
also
monitors
the
Kuo's
for
quality
of
services
delivery
and
provides
training
and
technical
assistance.
In
addition,
we
continue
and
brought
back
in
fiscal
year
18
we
directly
contract
with
the
foster
care
agencies
throughout
the
life
of
improving
outcomes
for
children
and
even
for
DHS,
has
reported
publicly
on
key
data
indicators
for
child
welfare.
The
purpose
of
a
scorecard
is
different
than
these
high-level
data
reports.
The
scorecard
primarily
focuses
on
specific
case
management,
taste
management
activity
that
has
been
indicated
and
researched
to
demonstrate
the
best
indicators
of
success
for
Children
and
Families.
C
As
such,
the
scorecard
measures
how
well
the
COO
is,
are
achieving
the
goals
of
improving
outcomes
for
children
working
with
families
to
provide
the
support
services
they
need
to
ensure
children
are
safe
and
homes
and
promote
positive
well-being.
This
is
a
model
that
is
now
being
looked
at
nationally
by
other
child
welfare
jurisdictions,
who
are
looking
for
a
more
rigorous
way
to
measure
provider.
Specific
outcomes
fully
implemented,
25
2015,
improving
outcomes
for
children
just
began
its
fourth
year.
C
Through
this
model,
we
promise
families
that
we
serve
would
have
one
case
manager,
one
plan
with
services
in
the
community.
There
are
now
six
organizations
that
operate
Whois
in
ten
geographic
regions
of
Philadelphia
the
agencies,
our
association
with
Eric
Angus
and
marcha
death,
Anna
Catholic,
social
services,
net
Community,
Care,
Tabor,
Community,
Partners,
and
turning
points
for
children
when
improving
our
mr.
children
was
implemented.
C
Dhs
was
a
clue
to
where
that
we
needed
to
enhance
existing
monitoring
and
established
the
appropriate
methodology
to
assess
quality,
but
before
it
was
possible
to
complete
a
thorough
assessment
of
the
kuis,
we
worked
with
national
child
welfare
experts
from
KC
family
to
identify
the
most
appropriate
tool
to
measure
kueh
performance
and
to
develop
a
methodology
that
aligned
with
federal
and
child
mandates
for
case
management
practice.
Out
of
this
practice,
the
comprehensive
case
file
review
tool
was
developed.
C
This
is
a
research-based
cool
tool
that
has
been
rigorously
reviewed
to
ensure
it
provides
an
accurate
assessment
of
performance
and
how
ku
has
support
families
and
the
goals
of
improving
outcomes
for
children.
From
this
point,
DHS
then
spent
a
year,
starting
in
July
of
2016
collecting
data
to
measure
and
track
the
activities
that
are
now
part
of
the
comprehensive
case
file
review
tool.
Finally,
in
2017,
we
released
the
baseline
data
of
our
first
unique,
improving
outcomes
for
Children
scorecard
a
provider,
civic
accountability
tool
to
develop
the
baseline
year
of
the
kueh
scorecard.
C
We
assess
1979
cases
from
this
process.
Our
baseline
data
reflected
that
3qu
is
have
three
bells,
while
seven
have
two
bells,
the
intention
of
the
scorecard
is
not
to
only
assess
where
we
are
as
a
system,
but
it
provides
a
framework
for
improvement.
We
need
to
know
where
we
are
in
order
to
know
where
we
need
to
be
the
scorecard
just
does
it
does
just
that
we
are
measuring
the
progress
of
the
kuis
through
the
scorecard,
which
focuses
on
nine
evidence-based
domains
that
reflect
the
best
indicators
for
success
of
a
child.
C
The
nine
domain
are
as
follows:
permanency
safety
assessment
plans,
safety,
visitation
case
planning,
court
practice,
supervision,
child
and
youth
assessments,
and
health
and
education,
information,
finance
and
workforce
retention.
We
continue
to
work
with
members
of
City
Council
on
incorporating
diversity
and
engagement
into
measurements
and
future
scorecards
and
I'd
like
to
call
to
your
attention.
C
The
kueh
scorecard
has
been
carefully
designated
to
wait,
the
domains
that
are
lead
indicators
for
children
and
families
within
each
domain.
There
are
several
metrics
which
are
weighted.
Each
domain
includes
multiple
indicators,
so
it's
not
just
one
individual
factor:
it
measures,
completion,
timeliness
and
quality
of
the
key
tasks
that
lead
to
best
outcomes
for
children.
There
are
49
indicators
included
on
the
scorecard,
who
is
our
evaluated
quarterly
and
annually
on
the
indicators
collected
through
administrative
data
such
as
permanency
rates
and
monthly,
and
quarterly
and
monthly
quality
visitation
for
each
one
of
the
domain.
C
We
did
not
go
with
a
grading
sample
because
not
all
metrics
on
the
scorecard
can
be
held
to
the
same
scale.
We've
opted
for
what
we
call
a
wit
wit,
which
is
a
weighted
system.
It's
a
more
accurate
representation
on
a
five,
a
five
level
scale.
One
example
of
how
all
not
all
metrics
are
measured.
The
same
on
the
spool
of
card
is
a
comparison
of
visitation
of
impairment.
C.
C
It
is
much
more
reasonable
to
expect
that
Akua
have
95%
related
to
visitation
than
95%
for
permanency
rate,
because
that's
work
that
takes
a
considerable
amount
of
time
to
give
to
well.
However,
we
expect
95
percent
minimum
visitation
as
a
target.
The
scorecard
has
different
benchmarks
for
performance.
Each
metrics
has
four
benchmarks,
and
now
it's
really
hard
to
see
there,
but
hopefully
you
have
copies
of
the
PowerPoint
in
front
of
you.
C
There
is
a
target
which
is
the
highest
performance
expectation,
there's
a
midpoint
which
is
halfway
between
the
floor
and
what
we
have
is
a
target.
There
is
a
floor
which
is
the
minimal,
acceptable
performance
and
then
there's
critical
at
the
point
to
consider
significantly
below
the
floor.
It
is
important
to
note
that
the
scorecard
is
a
year-round
ongoing
process
for
DHS
and
kueh.
The
scorecard
has
become
embedded
into
the
culture
of
the
agencies
based
on
scoring.
C
We
have
developed
an
accountability
system,
that's
tied
to
the
number
of
bells
received
by
the
kueh
that
adjusts
the
way,
the
DHS
targets
and
prioritizes
our
training
and
assistance
to
the
Coons
in
addition
to
specific
trainings
by
the
domain.
This
may
also
include
plans
of
improvement
and
organizational
assessment
and
peer
mentoring
on
a
quarterly
basis.
Dhs
reviews,
15%
of
all
of
cases,
then
Weber
putt,
provide
reports
on
system
and
kueh
level
data,
as
well
as
quarterly
score
updates
that
enable
the
kueh
and
DHS
to
remain
laser
focus
on
improving
outcomes
for
children
and
youth.
C
We
are
tracking
progress
over
time
to
make
sure
that
no
of
kueh
falls
into
the
critical
or
failing
category,
but
we
are
prepared
if
a
kueh
is
in
a
critical
category
that
does
not
improve
over
time.
We
would
then
transition
that
work
via
an
RFP,
given
the
first
quarter
in
the
firt
fiscal
year
18.
We
are
optimistic
in
the
kuis
progress
from
the
baseline
data
and
I
want
to
call
to
attention.
You
have
I
hope
you
have
these
on
your
desk.
C
Bolstering.
This
prognosis
that
the
COO
is
case
managers
now
have
an
average
caseload
of
11
cases
and
have
nearly
reached
our
goal
of
10
cases,
but
we
know
there's
more
work
to
be
done.
In
addition,
that
kueh
case
managers,
retention
rate
has
improved
and
there
is
less
turnover
we
have
currently
within
the
first
quarter,
a
96
percent
retention
rate
of
the
two
accused
managers.
We
believe
that
this
stability
and
the
laser
focus
on
the
challenges
will
further
improve
the
kuis
ability
to
provide
quality
services
to
our
families.
C
Part
of
our
journey
towards
improving
outcomes
for
children
is
strengthening
the
partnerships
with
the
kuis
I
know
we'll
have
we'll
hear
from
Don
Holden,
who
will
provide
more
information
to
see
it
from
the
COO
is
perspective
and
how
the
scorecard
has
been
incorporated
to
their
quality
assurance
efforts.
Thank
you
for
inviting
me
and
I
am
open
to
answer
any
questions
now
or
later.
Thank.
A
You
very
much
and
so
I
have
a
number
of
questions.
I
first
want
to
acknowledge
the
presence
of
counsel
and
Blondo
Reynolds
Brown
cortisol,
and
also
councilman
Maria
Kenyon
s
Sanchez
oh
and
Councilman
Curtis,
Jones
jr..
So
my
first
question
for
you
I
know
there
are
a
lot
of
questions
among
the
members,
so
I'll
be
brief
and
then
I'll
come
back
around
to
some
additional
questions,
but
the
the
first
like
I,
think
in
the
biggest
question
I
have
for
you
is
that
the
report
that
was
issued
in
my
opinion
really
gave
us
to
me.
A
What
page
of
this
is
not
number
but
the
next
of
the
last
page,
where
you
go
through
the
coolest
scorecards
and
the
benchmarks
for
performance,
and
you
list
it
where
the
target
should
be
the
midpoint,
the
floor
and
critical,
and
so
when
I
look
at
this
report,
everyone
almost
everyone
is
critical
and
the
report
that
you
issue
to
us.
Yes,.
C
C
So
the
critical
is
the
red
line
that
indicates
that
if
they
were
below
the
floor,
which
is
the
minimal
effort,
so
nobody's
failing,
I
won't
even
be,
and
I
can
I.
Just
I
want
to
say.
I
can
completely
understand
why
ok
scorecard
as
it
represented,
would
certainly
call
into
question
confidence,
but
I
am
pleased
to
say
that
nobody
is
that
the
critical
or
failing
mark
I
would.
A
Disagree
and
so
because
again,
we're
dealing
with
children
who
are
in
a
very
delicate
situation,
delicate
situations
who
really
need
the
time
and
attention
of
our
Kulas
of
DHS
right
now,
and
so,
if
I
look
at
just
as
an
example,
if
I
look,
let's
say,
for
example,
Kuen
number
two
from
the
report
that
you
gave
us
from
the
scorecard
and
permanency
they
received
the
D
and
safety
and
assessment.
They
received
a
C
and
I'm
translating
from
the
Liberty
Bell
system,
which
I
still
don't
understand.
A
C
I
can
also
just
address
the
short
I
can
having
a
father
who
was
a
school
teacher
and
recognizing
that
some
of
our
members
of
counselors
have
worked
in
the
education
field.
Grades
fall
within
a
10-point
bracket
and
these
have
different
weights.
So
not
every
not
every
domain
has
the
exact
same.
So
we
went
with
a
five
rating
system,
which
is
pretty
common
in
terms
of
having
whether
it's
stars
apples,
tomatoes
bells.
A
And
III
hear
what
you're
saying,
but
at
the
same
time,
I
think
that
providing
a
letter
grade
equivalent
provides
the
Clair
clarity
and
the
transparency
that
you
talked
about
in
the
beginning
of
your
comments.
That
sort
of
information
is
easy
to
translate
and
is
plain
spoken
and
really
allows
us
to
understand
exactly
where
these
agencies
are,
and
so,
but
based
on
what
you
gave
to
us.
A
Kouha
number
two
had
a
permanency
grade
of
D
a
safety
and
assessment
plan
of
C
safety
and
visitation
was
a
D
case.
Planning
was
a
D
practice.
Court
was
a
D,
Court
was
a
D.
Supervision
was
a
D
assessment.
Health
and
education
was
a
D.
Finance
was
a
C
and
workforce
was
an
F,
and
so
I
can't
understand
how
these
are
grades,
that
aren't
or
about
an
evaluation.
That's
not
considered
critical
well,.
C
According
to
how
we
we
measure
this
I
think
what
we've
talked
about
it
is
we
we
didn't
grade
anybody
on
us
on
a
curve.
We
wanted
to
be
very
honest
about
things
where
we
were
clearly
needed
of
improvement,
and
we
so
we
measure
these
on
a
quarterly
basis
and
I'm
pleased
to
say
that
there's
progress,
but
certainly
I,
can
understand
how
that
there
would
be
that
perception
or
concern,
given
the
ratings
that
you.
So
when.
C
The
over
confirmation
from
your
so
this
is
demonstrating
the
the
measurement
of
their
percentage
in
terms
of
how
we
weeded
where
they
fell
in
terms
of
critical,
so
remember
critical
would
have
been
one
Bell,
none
of
our
ku
as
their
overall
score
was
in
a
one
Val
category.
We
certainly
had
a
number
of
them
who
were
in
a
two
Bell
category,
so.
C
I'm,
sorry
to
and
I,
and
we
could
definitely
get
into
the
methodology,
but
I
was
the
saying
we
could
break
it
down
and
I
could
provide
the
level
of
detail
in
terms
of
how
some
areas
are
weighted
heavily
and
others.
For
example,
safety
is
of
greater
importance
to
us,
so
you
can't
just
take
a
ten
number
average
of
these
bells
to
roll
up
the
average
that
you've
that
they
that
you
came
up
with
it.
A
Has
to
make
sense,
this
doesn't
make
sense.
I
can't
look
at
a
grade
or
a
rating
system,
so
a
rating
system
number
or
Kuen
number
eight.
The
grades
translate
it
via
Liberty
bills
are
in
those
same
categories,
I
mentioned
before
D
D,
D,
D,
D,
FF,
D,
F,
and
so
that
can't
be
considered.
You
know
anything
but
critical.
A
In
my
opinion
and
I,
don't
understand
you
know
and
I'm,
not
a
social
worker
and
I'm,
not
an
educator
by
practice,
but
this
does
not
make
sense
that
that
would
be
acceptable
in
any
way
shape
or
form,
and
if
this
is
the
level
of
acceptability
than
this,
then
I
would
say
that
the
whole
system
needs
to
be
reviewed
and
looked
at
in
terms
of
how
we
are
operating
and
what
we
are
providing
to
children
who
are
in
distress
and
families
that
are
in
distress.
This
is
yeah.
C
D
D
D
C
D
C
So
this
is
a
high-level
view
of
the
progress
that's
been
made
since
the
baseline,
since
the
base
over
we're
very
pleased
to
report
that
every
who
has
seen
significant
progress
some
more
than
others,
and
we
now
have
three
Whois
that
have
four
belts.
We
have
now
three
instead
of
four
at
two
dots,
but
even
within
that
standing
there
has
been
significant
progress
so.
C
We're
correct,
well
they're,
correct:
this
is
dated
information,
and
the
goal
of
this
information
was
to
create
a
pathway
for
improvement,
and
so
what
we
can
say
about
the
first
quarter
is
that
we've
seen
improvement
from
the
concerns
that
I
think
have
been
appropriately
represented
by
Councilwoman
back.
That.
A
C
So
the
dated
I
don't
want
to
the
dated,
and
the
information
that
was
represented
in
the
fall
clearly
indicated
that
there
was
significant
improvements
needed
for
Beth
Anna.
So
we've
been
working
very
closely
with
them.
We're
pleased
to
see
that
they
have
made
progress.
But
certainly
we
are
concerned
for
anybody
who
was
at
the
two
Bell
rating.
E
D
E
Chair,
thank
you
for
all
the
work
you're
doing
leadership
on
this
issue.
I
think
we
all
have
questions
on
on
different
things.
I
wanted
this
on
just
a
couple
quick
issues
good
morning,
commissioner,
good
morning
on
the
adoption
issues
I
think
we're
going
to
hear
at
least
from
one
witness
that
had
particular
problems
and
I've
heard
from
others
about
just
how
long
the
process
takes,
and
one
of
the
issues
seem
to
be
what
appears
to
be
lack
of
coordination
between
the
courts,
the
social
workers.
E
You
know
it
just
that
you
know
people
show
up
for
hearings
and
just
the
cool
worker
isn't
there
and
then
the
next
time.
The
the
judge
continues,
the
thing
and
I
know
we
can
only
control
the
coin
so
much
they're
at
their
own
entity,
but
there
is
it.
It
just
seems
that
it's
a
long.
It
takes
a
long
time.
So
I
guess
my
question
is:
do
you?
Does
your
office
work
with
the
courts
at
all
to
try
to
deal
with
this
issue?
You
know
and
yet.
C
So
so,
I'm
going
to
start
from
the
top
in
terms
of
just
the
length
of
time
and
sort
of
the
realities
that
are
being
faced
when
we're
managing
sort
of
that
really
significant
end
product
of
adoption.
Our
work
requires
that
were
consistently
concurrent
planning
and
I.
Think
one
of
the
hardest
most
challenging
things
for
our
department
to
do
is
to
take
that
really
significant
steps
that
terminates
parental
rights.
Just.
F
C
That,
but
you
know
the
parents
who
gave
birth
and
where
are
the
biological
parents
will
no
longer
have
any
legal
rights
to
that
child
is
a
can
be
a
very
long
process
depending
on
the
work
and
the
involvement
of
the
family
in
that
process
could
impact
that
there's
also
a
number
of
human
factors.
As
you
mentioned
whether
a
particular
part
party
is
not
available
at
the
court
hearing.
C
That
is
certainly
something
that
comes
up,
but
we
know
the
length
of
the
process
of
the
time
that
happens
both
at
a
national
level
and
ours,
and
we
can
certainly
improve.
We've
actually
recently
started
working
with
Casey
family
programs
around.
What's
called
a
rapid
permanency
review.
So
if
a
child
has
been
in
our
care
for
over
a
certain
period
of
time,
we
do
a
special
relized
review
of
that
case
in
order
to
move
it
along.
E
I'm,
just
I
guess
when
I
talked
about
the
coordination,
I
was
just
wondering
what
interaction
you.
Maybe
you
said
this
I'm,
not
sure
interaction
with
the
courts
that
try
to
atleat
I
mean
it's
gonna,
be
a
difficult
situation
anyway,
but
to
have
people
and
again
you'll
hear
from
one
witness
sitting
four
or
five
hours,
and
then
it
gets
continued
that
kind
of
thing
and
court
courts
do
that
I
guess.
G
E
C
Work
on
a
regular
basis
and
we've
actually,
the
courts
have
done
because
of
our
increase
in
services.
They've
done
a
tremendous
job
of
actually
adding
additional
courtrooms
to
support
that
work,
but
certainly
the
length
of
time
in
the
backlog
is
certainly
something
that
we
continue
to
work
with
the
courts
with
so
there's
a
lot
of
coordination
with
with
the
courts
I
just.
E
One
you
and
your
comment
on
this
and
I
think
we're
going
to
hear
from
the
defender,
Association
and
one
of
the
on
the
issue
of
adoption.
One
of
the
issues
that
they
raised
is
they
think
that,
at
least
on
on
the
adoption
issue
that
maybe
it
should
be
turned
back
to
two
to
DHS
instead
of
the
COO?
Is
you
have
any
comment
on
that?
My.
C
Reaction
would
be
is
that
it
was
further
delay
the
core
and
any
evidence.
All
research
shows
that
when
you
transfer
a
case
to
a
different
social
worker,
you
lose
six
months
so
I
I
would
I
would
recommend
highly
against
that
I.
Think
that
there's
ways
that
we
can
improve
the
challenges
and
very
open
to
hearing
other
ideas
that
the
defenders
and
other
advocates
might
have
to.
F
E
E
C
So
we
went
from
one
thousand
three
hundred
and
twenty
two
kids
in
fiscal
year,
2013
to
2020
for
kids
and
visibly
or
seventeen,
so
the
needle
is
certainly
moving
in
the
regulation.
So
we
went
from
one
thousand
and
three
hundred
and
twenty
two
kids
that
was
before
improving
outcomes
for
children
and
the
coos
to
2020
for
kids
in
2017.
C
E
E
H
We
can
again
it's
a
privilege
and
an
honor
to
be
here.
My
name
is
Lisa
Rodriguez
of
Deputy
Commissioner
for
performance
management
on
technology,
so
we
do
a
random
sample
of
our
cases,
15%,
which
turn
it's
about,
basically,
depending
on
the
census
of
the
Crewe's.
It's
about
six
to
seven
hundred
cases
per
quarter.
H
To
give
you
a
sense
of
the
volume
that
we're
evaluating
when
the
state
inspectors
they
review
50
cases,
so
we're
reviewing
a
significant
proportion
of
the
cases
and
it
is
a
random
sample
and
we
have
an
algorithm
that
we
use
to
make
sure
that
it's
random,
while
including
in-home
cases
and
also
placement
cases.
Okay,.
F
You,
madam
chair,
the
thing
a
commissioner
for
testimony:
I
want
to
follow
up
on
a
phrase
that
my
colleague
counts
and
Greenlee
used,
which
is
coordination
and
I,
want
a
couple
that
word
with
the
phrase
communication
and
I
say
that,
based
on
my
experience,
working
for
Councilman
Tasker
when
she
chair,
public-house,
Human
Services
at
the
very
beginning
of
the
IOC
and
the
kueh
concept,
we're
in
the
city
of
Fidel
fiha.
But
from
my
observation
experience.
F
This
was
a
very
top-down
approach
from
the
administration
and
coming
up
with
this
initiative
coming
out
of
the
Blue
Ribbon
Commission
and
the
unfortunate
situation
with
daniel
kelly
and
then
going
forward.
As
the
implementation
went
forward
with
ioc
and
coolers,
there
was
clearly
a
lack
of
collaboration,
coordination
and
communication
and
caused
a
lot
of
challenges
for
my
observation,
both
from
those
on
the
cooler
side
and
so
on.
The
DHS
staff
side
and
and
members
of
district
counts,
47,
and
so
the
scorecard
to
me
is
a
snapshot
just
like
when
you
are
doing
a
balance
sheet.
F
Your
is
a
snapshot
in
time
of
where
you
are
I
know.
For
a
period
of
time,
we
were
looking
at
doing
hearings
on
this
issue
and
I'm
glad
Council,
invest
as
I
move
forward
on
this
initiative,
and
so
over
the
past
few
years,
I've
heard
a
lot
of
issues
and
concerns
from
hotline
calls
and
those
types
of
things,
and
but
we're
now
in
new
administration,
and
so
we've
had
this
scorecard
a
snapshot.
And
so
my
question
is
in
reference
to
going
forward
on
what
type
of
collaboration
will
be
occurring
to
continue
to
assessment.
F
Of
course,
how
would
I
collaboration
engage
and
include
members
of
district
accounts
forty-seven?
Who
was
humanity,
parents
and
stakeholders
in
reference
to
how
we
move
forward
regarding
both
the
assessment
of
coolest,
as
well
as
coming
up
with
improving
outcomes
for
children
and
also
in
the
system.
C
That
did
not
happen
at
the
point
of
implementation,
but
that's
something
that's
now
been
in
place
for
over
a
year.
The
other
thing
which
is
also
highlighted
in
the
PowerPoint
I,
believe
it's
slide
17
that
just
talks
a
little
bit
about
how
we
manage
the
process
and
the
progress
of
the
our
involvement.
So
there
are
a
number
of
pieces
that
happen
not
just
on
a
quarterly
basis,
but
we're
meeting
regularly
with
the
COO
azan
performance,
there's
also
a
number
of
reports
and
data
that
they
get
on
a
regular
basis.
C
One
of
the
things
that
we
have
talked
with
council
about
is
it
is
very
much
a
data-driven
tool
and
how
do
we
better
utilize
family
voice,
kids
voice
in
measurement,
so
we're
still
working
on
that
family
engagement
piece,
because
how
do
you
measure
that,
in
a
way
that
is
meaningful
and
fair
across
the
board?
But
I
was
just
going
to
have
Lisa
walk
through
the
and
Heather.
C
H
We,
as
you
know,
as
we
said,
we
release
the
baseline
report
in
the
fall
we
meet
with
at
the
quarter
mark.
You
know
we
gave
we
score
the
cores
on
up
Gordon
under
quarter.
We
met
with
them
and
in
your
pack
one
of
the
things
that
I
did
want
to
talk
a
little
bit
about
was
the
accountability
structure.
So
at
that
quarterly
meeting,
we
discussed
if
your.
If
your
overall
at
our
four
or
five
fell,
double
we
still
meet
with
you.
H
H
So
that
then
we
are
all
on
the
same
sort
of
understanding
of
the
scores
areas
of
improvement
and
actually
areas
of
best
practice,
because
we
do
have
some
areas
of
best
practice
among
cores
and
then
the
the
first
annual
cool
report
that,
with
a
scorecard
that
measures,
progress
against
the
baseline
on
an
annual
basis,
will
be
released
in
the
fall
again.
So
there's
an
intense
level
of
engagement
with
the
course,
both
from
that
from
the
case
managers
up
to
the
leadership,
but
it's
structured
and
built-in
in
torna
and
to
our
animal
accountability
calendar.
H
F
My
emails
communication
that
those
various
levels
are
you
receiving
input
from
Kulas
DHS
workers,
community
stakeholders,
other
individuals
in
reference
to
how
the
scorecard
should
be
used,
what
input
or
you're
receiving
from
them
in
reference
to
helping
to
compose
that
scorecard
because
having
the
communications,
it's
one
thing,
but
if
you're
not
actually
using
the
information
as
a
way
to
improve
the
diagnostic
tool
on
how
to
assess
the
COO
is
that's
a
different
thing
and
I
would
show
to
me
true
partnership,
not
only
having
a
conversation
but
actually
taking
action
based
on
information
receiving.
So.
C
To
a
two-part
answer,
one
is
I
think
it's
an
excellent
idea
for
us
to
think
of
stakeholders.
The
outside
of
the
COO
is
in
terms
of
how
the
scorecard
couldn't
continue
to
evolve
and
enhance
to
paint
a
better
picture.
We
do
me
and
we
had
when
we
were
issuing
and
rolling
it
out.
We
got
a
lot
of
feet
so
that
the
Kulas
were
involved
in
the
development,
so
we
didn't
develop
this
to
completely
devoid
the
COO.
As
you
know,
I
would
say
that
we
were
all
a
little
bit
anxious
because
I
would
be
honest.
C
The
the
results
reflected
what
where
we
thought
we
were
a
point
in
time
and
so
certainly
getting
everybody
prepared
for
what
did
that
mean
and
what
was
the
response
publicly
that
we
were
gonna
have
of
taking
sort
of
the
courageous
step
to
say
this
is
where
we
are,
and
this
is
the
improvements
that
we
need
to
make.
So
I
just
want
to
assure
you
that
they
were
actively
involved
and
not
shrinking
violets
in
the
areas
where
they
think
we
had
to
push
back,
and
so
we
did
make
some
changes.
C
C
F
I
think
that
involvement
should
be
more
than
instant
oversight
board
I
mean
having
these
outside
stakeholders
goes
back
to
my
point
of
collaboration
communication
because
they
can
provide
information
feedback
from
their
perspective
on
what's
working,
what's
not
working
and
helped
provide
a
better
tool
that
will
give
people
more
comfort
on.
It
is
a
real
assessment
of
how
coolers
are
doing
and
how
they're
really
trying
to
improve
the
atom
of
of
children
in
our
city.
D
C
F
C
Mean
when
a
front
lines
for
the
song
exactly
so
I
made
on
a
regular
basis
with
the
senior
leadership
of
the
school
district
on
an
operational
level,
we
work
almost
daily
together,
whether
it's
a
rerouting
of
a
bus
route
for
a
child
who's
been
placed,
whether
it's
ensuring
that
their
documentation
etc.
Certainly,
our
opinion
has
been
this.
C
D
Is
deeply
encouraging
10
years
ago,
but
the
the
relationship,
the
communication
between
those
two
huge
organizations
was
almost
void
and
it
was
a
fair
criticism.
I
thought,
as
a
newbie
on
this
body,
so
I'm
pleased
to
see
that
they've
been
some
intentional
strategies
put
in
place
to
ensure
that
we
wrap
our
arms
around
these
kids
who
need
that
kind
of
coordination.
D
C
Councilwoman
I
have
this
awesome
presentation
on
truancy
and
I.
Don't
have
it
with
me,
but
I
I
I
do
want
to
highlight,
but
the
issues
related
to
behaviors
and
activities
that
underscore
truancy
do
vary
by
developmental
stages.
So
some
of
the
issues
that
relate
to
children
not
attending
school
in
the
lower
grades
are
generally
more
family,
oriented
or
coordination,
whether
it's
a
childcare
issue,
a
transportation
issue
etc
versus
older
kids,
where
they're
choose
self-selecting,
maybe
to
not
attend
school,
then
the
rate
of
the
attendance
issues
is
a
real
challenge,
and
so
on.
C
A
on
a
positive
note
is
the
level
of
discussion
and
coordination.
That's
happening
with
the
school
district
is
pretty
extraordinary,
so
we
provide
prevention
supports
to
the
district
once
they
identify
and
recognize
that
there's
a
child
who
has
hit
their
threshold
of
what
qualifies
them
as
truancy.
The
Commonwealth
of
Pennsylvania
truancy
can
lead
to
a
child
welfare
dependency
matter.
So
that's
why
and
why
the
child
welfare
system
gets
involved.
C
We've
been
working
with
with
the
district
quite
a
bit,
because
we
want
to
make
sure
that
we're
reducing
the
number
of
kids
who
might
end
up
formally
involved
in
our
system
solely
because
of
truancy.
We,
we
all
the
research,
shows
that
placement
or
removal
from
a
home
based
on
truancy,
does
nothing
to
encourage
a
child
to
continue
on
their
educational
path.
So.
D
D
And
my
final
question,
at
least
for
this
route,
is
given
the
reason
that
brought
us
here,
concerns
raised
by
the
chairwoman
and
given
the
report
card,
the
formal
report
card
and
the
current
metrics.
Now,
where,
where
is
there?
What
type
of
technical
assistance
do
you
provide
to
those
coolers
who
are
failing
so.
C
The
deputy
commissioner,
who
referenced
these
quarterly
meetings,
we
have
our
training
and
technical
assistance
arm,
attend
those
meetings,
so
the
great
thing
about
recognizing,
where
they're
having
challenges.
So,
if
it's
supervision,
we
then
provide
very
specific
supports
from
a
technical
assistance
standpoint
in
terms
of
whether
that's
on-site,
retraining
or
a
refocus
for
them
in
terms
of
supports
that
we
that
we
give
them.
So
it's
not
just
like.
Oh,
this
is
where
you're
not
doing
well
and
then
good
luck,
we're
working
with
them
on
that
specific
measure
did
I
answer
your
question
so.
H
So
DHS
University,
which
is
our
technical
assistance
unit.
They
we
have
them
co-located
at
the
coulis.
You
have
them
do
what
co-located
we
have
to
co-locate.
They
are
like.
We
have.
We
have
DHS
staff
that
provide
technical
assistance
at
the
cause
and
what
the
scorecard
has
helped
us
all
do
together
is
really
align
the
technical
assistance
provisions
and
the
trainings
and
the
one-on-ones
cuz.
H
There's
a
lot
of
one-on-one
coaching
that
happens
to
buy
from
DHS
you
with
the
cause
is
the
scorecard
is
really
identifying
the
areas
that
that
technical
assistance
needs
to
focus
which
you
know
prior
to
to
having
the
scorecard.
Yet
there
was
a
lot
of
technical
assistance
taking
place
on
a
lot
of
different
issues,
and
this
has
allowed
us
to
really
say
these
are
the
things
we're
gonna
prioritize
so.
H
A
B
For
coming
up
here
today,
a
couple
of
things
that
I
want
to
ask
regarding
this,
you
know
I
know
how
difficult
this
for
card
is
and
I
do
want
to
give
you
credit
for
owning
the
level
of
improvement
needed
I.
Think
you
know
that's
bold
and
saying
we
have
a
lot
of
improving
to
do
right,
and
so
for
those
of
us
who
these
were
piloted
in
my
district
and
I
lived
the
living
pains
with
my
providers.
B
It
was
not
easy
and
we
found
a
lot
of
difficulty
and
I
do
appreciate
the
administration's
been
more
willing
to
work
with
the
providers
around.
How
do
we
help
children
and
families
right?
A
lot
of
the
problems
that
we
see
here
are
the
adult
problems,
and
you
really
got
to
get
our
hands
around
how
the
adults
and
the
resources
get
to
the
kids
with
that.
What
is
the
thought
process
when,
when
there
was
a
decision
to
close
Wordsworth,
why
wasn't
there
consideration-
and
you
know,
I've
been
on
the
record?
B
These
boundaries
are
not
community
boundaries
and
our
unwillingness
to
use
an
opportunity
of
closing
one
Center
to
look
at.
How
do
we
make
these
more
consistent
with
communities,
communities
of
interest,
all
of
the
other
things
that
that
we
feel
are
important
to
keeping
kids
within
families
and
those
boundaries?
Why
was
the
decision
not
made
to
allow
some
other
providers
to
assume
some
of
these
and
keep
these
boundaries
that
all
of
us
have
a
problem
with
great.
C
Question
Councilwoman
Sanchez,
so
a
few
points
to
reference
is
last
fall.
I
believe
it
was
November
of
2016
the
state
who
license
the
residential
treatment
facility
for
Wordsworth
closed
that
down,
so
that
that
facility,
which
operated
was
closed.
The
kueh
we
looked
immediately,
which
had
a
different
management
structure
but
recognized
still
same
agency
still
under
one
CEO.
We
looked
at
the
work
and
recognized
that
it
wasn't
residential
work,
but
we
also,
as
I
shared
with
all
of
council
during
budget
testimony
as
one
of
the
lessons
learned
of
implementing
this
transition.
C
This
transformation
was
the
quick
shift
of
case
management
and
we
did
that
too
quickly
and
that
created
tremendous
problems
for
the
system.
So
we
knew
that
it
was
going
to
be
challenging
for
us
to
quickly
transfer.
It
was
during
that
time
that
Wordsworth,
as
an
agency,
put
out
a
bid
to
look
at
an
acquisition
process.
They
had
three
respondents
and
that
process
started
then
began
to
proceed,
and
then
we
were
pleased
that,
from
our
standpoint
that
the
higher
the
highest-performing
kueh
is
that
who
acquired
the
contracts
from
Wordsworth
skuas.
B
Understand
that,
but
we're
never
gonna
get
to
a
place
where
we're
gonna
make
these
coolers
more
reflective
of
the
community
feel
we
want,
if
we're
not
willing
to
address
it
at
some
point.
Right
and
I.
Just
feel
like
that
keeps
getting
thrown
and
I
say
this.
Because
again,
you
know.
Part
of
this
goal
is
recognizing
mistakes
made.
C
Can
I
just
comment
on
one
point
related
to
that
night?
You
know,
because
we've
had
a
long
history
of
talking
about
this,
that
we
two
points.
We
believe
very
much
in
that
the
work
has
to
be
reflective
of
the
constituents
we
serve
and
so
I
just
want
to
highlight,
which
was
in
the
packet
I
don't
have
in
the
PowerPoint,
as
we've
made
a
really
significant
commitment
to
encouraging
these,
the
kuis
to
have
diverse
representation,
so
50
percent
of
the
school
leadership
is
now
minority.
C
That
was
not
the
case
when
we
started,
and
over
almost
60%
of
their
boards
are
also
minority.
So
there's
been
an
increase
in
our
reflection
of
how
we're
reflective
but
I.
Also
there's
a
lot
to
unpack
and
I
know
it's
it's
more
than
that
in
terms
of
retaining
capacity
I'm
going
to
ask
your
help,
because
one
of
the
issues
that
the
state
continues
to
challenges
on
is
that
they
don't
want
a
dual
system
and
I
would
argue,
we
do
not
have
a
dual
system.
C
Dhs
has
retained
a
very,
very
small
unit
that
still
has
a
small
number
of
cases,
and
there
have
been
from
time
to
time
where
we've
had
to
return.
You
know
return
a
particular
case
back
to
DHS,
so
there
is
a
small
capacity,
but
we
don't
have
by
in
standby
an
entire
child
welfare
system
ready
to
go.
What
I
can
assure
you
is
that
we
have
a
much
more
formalized
plan
for,
in
the
event
that
we
do
need
to
transition.
Akua
I
will
tell
you.
C
B
B
I
just
feel
like
we
I
think
we're
at
a
better
place,
but
I
still
think.
There's
no
rhyme
or
reason
for
some
of
this
right
and
I
know
that
one
of
the
reasons
we
kind
of
privatized
them
went
into
this
model
was
because
we
were
giving
it
to
providers
that
had
this
whole
host
of
support
systems
that
we
felt
we're
going
to
be
better
at
serving
kids.
B
You
know,
unfortunately,
we
still
hear
stories
about
some
of
the
disconnect,
as
as
will
hear
testimony
later,
I
want
to
go
to
the
management
side
of
this,
because
again,
this
is
this:
is
adults
making
adult
decisions
for
kids
about
what's
more
convenient
for
the
adults
on
the
administrative
management
side?
One
of
the
challenges
we
had
in
the
beginning
was
flexibility
in
terms
of
how
ku
has
managed
their
their
money.
We
heard
we've
heard
over
and
over
who
was
saying
they
need
more
money.
Where
are
we
in
this
discussion
about
again?
B
And
for
me,
the
resources
are
there?
Is
the
resources
getting
to
the
children
and
the
families?
Where
are
we
with
managing
our
budget?
Some
money
got
turned
back
people
weren't
allowed
to
hire.
There's
that
six-month
training
thing
that
you
got
going
on
before
people
can
get
a
case
management
all
that
stuff.
Where
are
we
with
all
that.
C
Answer
these
questions,
because
I
love
that
you're
in
the
weeds,
so
a
few
things
one
is
that,
yes,
that
was
clearly
an
area.
Councilman
green
had
talked
about
the
collaboration,
and
some
of
that
was
the
frustration
that
had
to
do
with
fiscal
limitations.
So
at
a
high
level,
this
administration
made
some
significant
key
investments.
One
is
that
it
committed
to
funding
case
ratios
at
a
one
to
ten,
so
that
we
increase
the
financial
resources
that
whois
could
hire
more
case.
Managers.
I
would
encourage
you
to
ask
the
COO
as
that
come
up
here.
C
I'm
sure
they
would
always
welcome
additional
flexibility,
but
in
working
with
the
new
finance
staff
that
we
have
at
DHS,
we
try
to
create
as
much
of
a
partnership
around
building
of
budgets,
also
recognizing
some
areas
of
the
city
that
have
greater
needs
than
others,
so
that
those
are
just
and
in
addition
to
that,
at
the
work
level.
This
this
administration
made
commitment
to
increasing
the
amount
of
money
that
we
pay,
foster
care
parents,
and
so
that's
the
first
time
in
a
decade
that
that
amount
was
increased.
C
So
financially,
we
definitely
increase
the
amount
of
money
that
we
were
supporting
to
the
kuis
and
also
tried
to
figure
out
what
are
the
areas
that
we
provide
flexibility
for
them
in
regards
to
their
budgets.
A
lot
of
that
is
in
personnel,
another
BIRT,
you
know
we
can
argue
whether
or
not
they
felt
this
was
what
was
a
burden,
but
one
of
the
things
loud
and
clear
that
we
heard
was
the
contracting.
C
The
subcontractors
that
was
under
the
kuis
has
now
been
transitioned
back
to
DHS,
so
the
foster
care
providers
get
paid
directly
by
DHS,
and
so
that's
been
a
welcome
change
and
we
also
do
the
monitoring.
So
our
goal
was
let
the
COS
do
the
work
that
we've
asked
them
to
do
in
the
community
and
not
become
you
know:
administrative
Lee
and
financially
bogged
down.
So
those
I
think
that
were
positive
financial
changes
that
we
we
made
and
I
would
just
encourage
you
to
ask
so.
B
C
That
so
I
just
want
to
say
an
excellent
point
and
I
could
get
in
trouble.
For
saying
this.
We
didn't
have
a
system
to
measure
ourselves
at
this
level
of
detail
before
right
and
if
we
had
put
DHS
through
the
scorecard
I
do
not
even
want
to
begin
to
think
where
we
may
have
landed,
we
could
make
speculation,
some
people
would
say
we're
at
Five
Bells.
Some
would
say
we're
at
one
depending
on
here.
B
Issues
so
I
guess
to
that
point
is
then:
how
do
you
measure
this
financially
right
in
terms
of
we're
serving
more
kids
and
again,
my
my
thing
is:
how
are
we
getting
more
resources
to
kids
and
families
in
this
system
versus
the
previous
system
that
we
can
measure
right,
yeah,
because
I
think
part
of
the
challenge
that
you
see
and
some
of
the
questions
around
flexibility
go
around
then?
Where
are
the
children
are
and
what
they
need?
B
You
know
and
I
know
you've
addressed
those
issues
around
transportation,
I
have
a
huge
huge
issue
with
four
or
five
providers
in
a
household
and
the
roof
is
leaking
right
and-
and
we
hear
those
stories
all
the
time-
it's
like
we're
spending
$100,000
in
the
family,
but
they
can't
pay
the
rent
and
the
roof
sleeking,
and
so
we
could
do
a
comparison
around
financials
and
I.
Think
it's
important
that
we
look
at
that.
You
know.
Yes,
we
need
a
better
system.
B
C
I
mean
I
think
the
data
not
just
counting
the
financial.
The
data
shows
that
we're
in
a
better
place
for
the
outcomes
related
to
the
families
we're
serving
the
one
place
where
we
as
an
entire
child
welfare
system
have
significant
improvement,
is
the
number
of
kids
who
are
in
our
care.
So
in
the
wake
of
the
Jerry
Sandusky
laws,
we
increase
double
digits,
for
you
know
in
terms
of
our
hotline
calls
which
resulted
in
the
number
of
investigations.
So
we
rose,
you
know
pretty
steadily
I
think
well.
C
So
the
the
success
is
that
for
the
last
18
months
we
have
stabilized
that
number.
So
we
were
increasing
and
it
was
on
a
very
high
trajectory
and
for
the
last
18
months
we've
been
a
at
six
thousand
kids
give
or
take
you
know
between
that
number,
and
so
until
we
can
get
that
number
further
down,
that's
where
some
flexibility
can
come,
but
what
we
don't
want
to
have
happen,
and
this
could
be
something
that
you
guys
could
be
very
helpful
to
me
and
the
department
is
if
we
start
improving
by
reducing
the
number.
C
We
don't
want
the
state
to
then
hurt
us
because
we're
doing
such
a
good
job
of
reducing
the
number
and
then
they
reduce
our
budget
and
and
this
the
stabilization
that
we've
been
able
to
do
is
because
the
state
has
equally
invested
in
some
new
areas,
and
so
I
think
that
that
is
a
kind
of
support
to
us.
They're.
B
C
Last
thing,
the
last
thing
I'll
add,
is
that
the
reduction
in
congregate
care
has
been
really
beneficial
for
the
budget,
because
it's
a
much
higher
cost
and
so
having
kids
physically
in
their
homes
or
with
kin
is
financial.
You
know
it
helps
the
budget
as
well,
but
we
don't
want
to
get
penalized
for
further
reduction,
which
is
our
goal
so.
B
And
the
last
question
is,
and
I
don't
I
know
Councilman
Kim
has
some
questions
is
again
the
the
one
of
the
selling
points
to
this
was
better
wrap
around
sort
services.
Tell
me
how
you're
realigning
prevention
dollars
to
making
sure
that
our
kids
in
our
care
are
getting
access
to
those
funded
services
and
with
CB
H
and
the
trauma
services
being
offered
and
what,
if
anything,
has
improved
with
the
Kulas
who
may
be
in
those
dual
systems
and
how
we're
monitoring
that
too
right.
B
C
B
C
B
B
B
J
Sorry
so
my
name
is
Kimberly
ali
al.
I
and
I'm
deputy
commissioner
for
child
welfare
operations
good
morning.
I
know
you
started
off
indicating
that
you
did
not
want
to
hear
that,
but
I
want
to
say
that
I
believe
that
that's
where
the
best
work
occurs
when
you
have
frontline
social
workers
and
supervisors
having
those
relationships
with
the
cbhi
there's.
J
The
protocol
is
that
if
a
young
person
is
not
receiving
the
treatment
that
they
are
sep,
then
the
parents
had
the
opportunity
to
do
an
appeal,
but
also
the
cooler
case
manager
has
an
opportunity
to
do
an
appeal
and
that
appeal
how
that
process
works
is
that
they
will
send
a
notice
to
the
CPAs
care
manager,
as
well
as
their
chain
of
command
copy
myself.
We
get
the
doctors
and
cbh
involved
and
our
psychologist
and
we
work
out
the
level
of
services
that
are
needed
for
young.
J
B
J
I
think
what
you
will
find
is
that
we
definitely
need
to
do
a
better
job
in
making
sure
that
parents
are
empowered
enough
and
when
they
are
not
empowered
enough
to
make
that
decision.
In
terms
of
appealing
that
the
court
case
managers
as
well
as
my
office,
walk
alongside
of
the
families
to
make
sure
that
those
services
occur.
So.
B
J
B
B
We
have
to
call
you
folks,
and
you
know,
kudos
to
those
parents
who
are
bold
enough
to
call
us
their
council
people
right
most
of
folks,
don't
right
and
so
to
the
extent
that
again,
one
of
the
selling
points
to
this
system
was
that
we
were
gonna,
get
a
better
coordination
of
that
and
I
still
think
that
we
are
are
tremendously
lacking
in
that
ability
of
folks
to
know
what
their
rights
are.
Kids
treatment
plan
is
so
hugely
important
and
impactful
as
much
as
their
placement
right.
It's
their
placement
and
that
you're.
C
100%
correct
and
we
absolutely
have
to
do
better,
I
I
will
say
one
piece
that
I
believe
can
move
us
in.
That
path
is
that
we
talked
a
lot
about
stabilization,
but
what
does
that
mean
the
fact
that
we've
been
able
to
reduce
the
caseloads,
and
we
know
we
really
need
to
get
to
that
magic
number
of
ten?
C
C
B
A
We'll
be
back
to
you,
we're
gonna,
Councilwoman
Kim
is
going
to
yield
some
of
her
time
to
Councilman
Jones.
But
before
we
begin
your
before,
you
begin
your
questions.
Councilman
I
just
had
a
quick
question.
Can
you
tell
me
who
else
nationally
is
using
the
this
particular
model?
Because
I
know
in
your
comments?
You
said
that
so
third,
the.
C
C
Lisa
could
give
more
specifics
in
terms
of
jurisdictions
nobody's
using
our
exact
tool
that
we
built
with
case
other
systems
are
using
a
scorecard
method.
We've
been
reached
out
to
by
folks
who
want
to
enhance
what
they're
doing
or
start
what
they're
doing.
So
a
number
of
us
were
recently
at
a
national
meeting
where
Missouri
is
very
interested
in
looking
at
what
we're
doing,
as
well
as
Arizona
and
Texas,
but
I.
A
C
Interested
at
a
state
level
and
some
folks
are
interested
at
a
local
level.
So,
while
I
will
just
say
this
little
piece
is
that
while
I
know
the
information
is
difficult
and
Councilwoman
bass,
I
completely
respect
and
understand.
Why?
Why
we're
here
today,
because
we
need
to
be
it-
is
unprecedented.
The
level
of
accountability
and
transparency
that
we
have
brought
to
Philadelphia,
that
other
child
welfare
systems
are
now
looking
to
us
to
replicate.
But.
C
Now,
there's
other
assist,
I
wouldn't
say:
ku
is
exactly
because
we
came
up
with
that.
Wonderful
word
acronym,
but
there
are
other
systems
where
there
case
management
is
not
done
by
the
city
county
system,
so
New
York,
Florida,
Oklahoma,
there's,
there's
a
number
of
states
and
more
states
are
moving
in
that
direction.
So
another.
A
Quick
question
I'm
sorry
and
it
will
go
to
councilman
Jones.
So
this
this
model,
as
I
understand,
was
brought
to
us
by
the
former
commissioner
Emory
Ambrose
and
with
a
strong
recommendation
from
the
Annie
casey
foundation.
And
so
my
question
is
I:
guess
really?
Is
it
like
a
under
the
leader,
leadership
guidance
or
what
of
whatever
of
the
foundation?
C
So
Casey
family
programs
has
worked
with
a
number
of
jurisdictions
at
a
national
level
who
transitioned
case
management
work.
The
meeting
that
I
referenced
earlier,
which
is
entitled
the
urban
child
welfare
League.
That's
cities
of
significant
size
that
come
together
on
child
welfare
sites.
So
a
number
of
those
cities
have
worked
with
Casey
family
programs.
I
would
just
say
like
we're
unique
as
a
county
within
the
Commonwealth
of
Pennsylvania.
C
A
C
A
C
K
You
councilman,
thank
you,
madam
chair,
and
let
me
thank
you
for
taking
on
the
tough
issues.
This
is
not
one
of
those
issues
that,
on
its
face,
can
be
solved
in
a
hearing,
and
so
I
appreciate
the
fact
that
you
are
willing
to
bring
this
before.
So.
Thank
you
also
when
I
say
that
Commissioner
I
could
not
do
your
job,
you
see
families
and
children
and
seniors
not
on
their
best
day
at
graduation
and
all
that
good
stuff.
K
You
probably
more
than
likely
see
them
on
one
of
their
worst
days
when
things
are
going
absolutely
wrong
and
it
is
your
department
and
the
coolest
jobs
to
try
to
hold
things
together
first
in
public
safety
and
then
to
create
outcomes.
What
was
helpful
for
me,
madam
chairwoman,
was
this
document
here
that
kind
of
chronicles
from
2006,
when
Daniel
Kelly
tragedy
happened
to
2017
and
all
of
the
maturation
that
have
occurred.
That
was
helpful
for
putting
the
timeline
in
context.
K
We
came
into
contact
because
councilman
Oh,
staffer
literally
came
running
down
the
hallway
and
I
guess:
I
was
the
closest
closest
fellow
colleague,
and
there
was
a
lady
at
that
time
having
a
crisis
because
her
child
have
been
taken
from
her
and
you
fast
forward.
It
was
a
traumatic
process
that
resulted
and
one
of
the
respite
households
actually
going
to
jail.
K
I'm,
not
gonna,
get
in
to
the
detail
of
it,
and
so,
as
elected
officials
tend
to
do,
I
go
in
and
I'm
gonna
take
my
sword
in
my
shield
and
you
know
kind
of
see
what's
going
on
and
when
I
got
in
there
I
discovered
in
a
tearful
way
the
stuff
you
guys
have
to
deal
with.
So
the
first
thing
I
must
say:
is
that
probably
we
should?
You
should
extend
an
invitation
to
our
chairwoman
and
a
committee
to
kind
of
visit
your
house
and
kind
of
see
the
different
ways.
K
K
K
So
you
can
get
individual
complaints,
people
can
be
in
crisis
mom
and
dad
could
be
going
to
jail
or
other
places,
and
you
wind
up
with
kids.
So
there
are
a
number
of
different
ways
they
wound
up
to
you,
but
the
one
consistent
thing
for
me,
madam
chair,
is
that
when
you
say
to
a
parent,
I
government
can
take
better
care
of
your
kid.
Then
you
can
that's
a
very
high
standard
for
me
and
one
that
you
guys
have
been
dealing
with.
K
Commissioners
about
what
was
going
on
and
it
is
very
difficult
to
have
an
apples
to
apples,
comparison,
I
know
bells
versus
apples.
I
don't
get
all
of
that,
but
it
is
one
way
to
compare.
But
what
I
did
do
was
look
at
some
of
the
questions.
I
asked
a
previous
Commissioner
I
asked
them
to
you
and
the
first
one
is
simply
as
a
measurement
are
more
kids
graduating
from
high
school.
K
K
C
Thank
You
councilman
Jones,
so
I
in
in
in
all
candor.
What
we
do
is
partner
with
the
school
district
since
and
I'm,
not
sure
what
my
predecessor
or
how
answered
this
question.
But
since
we're
not
the
school
district
and
education
is
not
our
primary
safety,
permanency
and
well-being,
so
well-being,
we
have
a
responsibility
to
the
kids
in
their
care
to
ensuring
that
their
education
remains
on
on
track.
K
I
K
H
C
H
But
we
do
have
a
significant
other
is
a
proportion
of
children
that
donate
donate
out
to
permanency,
and
it
is
it
is.
We
need
to
improve
that,
and
that
was
one
of
the
one
of
the
recommend
I'm.
Sorry,
one
of
the
recommendations
from
the
external
value
is
evaluation
last
or
was
that
we
should
do.
We
need
to
do
an
in-depth
analysis
of
those
exits
to
permanency
and
we
started
that
analysis.
I,
don't
have
the
sort
of
like
the
year-to-year
comparison
yet,
but
that's
something
we'll
be
prepared
to
share
advocates.
Testimony
see.
K
I,
don't
have
to
know
all
about
what
those
charts
me
I'm
gonna
boil
it
down
to
something
that
is
like
a
solid
measurement
and
there's
a
before
and
then
there's
an
empty,
and
those
are
the
kinds
of
things
that
yeah
I'm
gonna
look
for.
It
was
stated
in
one
of
my
questions
before
that
we
kind
of
take
more
kids
into
custody
than
the
city
of
New
York,
which
is
larger
and
Chicago,
which
is
larger.
Is
that
dila,
true
statement
so.
C
We
still
nationally
have
more
kids,
who
are
in
out-of-home
placement
than
other
yes,
so
internationally
Bristow
the
higher
rate,
which
is
part
of
us
trying
to
address
how
we
look
different
on
the
front
end,
which
we've
made
some
gains
I
had
said
earlier,
which
is
in
a
slide
at
the
beginning,
which
is
that
we
stabilize
the
number
of
kids
coming
into
care
Heather.
If
you
could
go
to
that
that
particular
site
so
and
one
of
the
things
I
talked
about
early
in
the
testimony
that
one
that's
like.
C
K
C
Can
point
to
24
reasons
there
through
the
changes
in
the
the
child
protective
service
law
changes
that
happen
in
the
wake
of
the
Sandusky
trial,
so
the
the
reporting
requirements
expanded
pretty
dramatically
and
then
so,
if
you
go
to
the
slide,
Heather
of
the
hotline
calls.
So
this
the
one
before
so
this
represents
and
you'll
see.
I
know
it's
a
teeny,
tiny
writing.
C
C
J
As
the
Commissioner
indicated,
the
number
of
reports
and
calls
that
we
received
from
the
hotline
increase
dramatically
in
a
week
of
Jerry
Sandusky,
so
in
order
to
address
that
issue
and
ensure
that
the
families
that
we
are
were
accepting
for
investigation,
where
families
who
really
needed
to
the
heavy
handedness
of
an
investigation
from
the
Department
of
Human
Services.
So
as
a
result
of
that,
what
we
did
number
one,
was
we
increased
and
looked
at
staffing
levels
on
the
hotline
to
make
sure
that
the
hotline
was
appropriately
staff.
J
So
we
had
to
switch
some
staffing
around
in
terms
of
some
of
the
hours
of
operation,
because
we
were
also
because
of
the
volume
experiencing
a
number
of
drop
calls.
So
we
look
took
an
analysis,
looked
at
the
number
of
drop
calls
and
we
put
staff
strategically
and
intentionally
in
those
particular
slots.
J
Additionally,
what
we
did
was
we
staffed
it
with
two
additional
units
on
the
hotline
and
to
supervisors
and
16
social
work,
service
managers
from
the
department
Human
Services,
that
we
call
field
screening
units
or
fill
screening
social
workers.
So
when
we
have
a
report
that
comes
into
the
hotline
and
that
report
meets
a
criteria
in
which
it
is
a
general
protective
service
report,
so
not
our
high
end
CPS
or
child
abuse
reports
that
consist
of
sex
abuse
and
physical
abuse.
Those
of
course
we
automatically
take.
J
But
we
do
have
some
reports
that
we
call
general
protective
services.
There
might
be
a
supervision
issue
or
some
other
issue,
and
those
are
labeled
as
our
three
to
seven
day
response
time,
because
they
don't
have
the
critical
nature.
What
we
do
is
if
we
look
at
those
reports
and
we
will
deploy
a
staff
person,
so
a
DHS
investigator
from
the
hotline
out
to
their
particular
family
home
make
an
assessment
of
their
family.
J
K
Questions
and
I
want
to
give
it
back
to
my
colleague
reunification
when
you
take
a
child
from
a
home.
Where
are
your
stats
on
the
outcome,
as
opposed
to
them
being
permanently
placed
somewhere
else
or
even
adopted
to
defective
there's
a
happy
ending
to
the
story
either
with
because
with
the
parents
or
their
family
members?
How.
C
C
Where
we
have
done
better
is
adoption,
and
it
was
brought
up
earlier
that
certainly
the
backlog
of
the
timing,
one
of
the
impacts
that
we
believe
the
transition
in
the
IOC
and
just
transition
in
case
managers.
We
believe
that
slowed
down
the
the
timeliness
of
adoptions,
and
so
that's
somewhere.
We
have
a
real
laser
focus
so.
K
When
Commissioner
Ambrose
was
there,
one
of
her
goals
was
to
stop
sending
Philadelphia
children
way
out
to
Ohio
the
Poconos,
where
they
had
a
false
sense
of
reality.
Their
neighborhoods
in
Opie
Ville,
where
the
deer
and
the
Antelope
are
playing.
When
the
truth
of
the
matter
is,
they
have
to
have
survival
skills
in
northwest
and
West
and
South
Philadelphia.
To
what
degree
have
we
moved
those
placements
and
out
patient
treatments
or
whatever
they
are
two
more
Philly
base?
Have
you
made
progress
with
that?
So.
C
We've
made
significant
progress
in
the
fact
that
our
overall
use
of
congregate
residential
care
is
at
an
all-time
low,
so
it
and
that's
being
a
huge
change
as
a
result
of
the
kuvasz
and
IOC
so
we're
at
12%.
Before
we
started,
we
were
at
21
percent
and
12
percent
sounds
like
a
good
percent
right,
but
what
does
that
mean
in
numbers?
C
771,
that's
a
huge
decrease
from
previous
years.
The
other
thing,
and
certainly
this
is
something
we've.
We've
worked
a
lot
with
our
stakeholders
is
we
have
very
few
number
of
kids
who
are
out
of
state.
There
are
some
rare
instances
where
we
do
have
the
kids
placed
out
of
state.
Some
of
those
instances
are
also
kids,
who
are
with
kin
kinship
care
that
live
out
of
this
state.
So
that's
also
an
important
factor.
We
have.
We
look
at
that
number
on
a
regular
basis
in
terms
of
out
of
state.
C
My
big
pledge
and
I
believe
the
advocates
could
share
this
with
you.
Is
it's
not
enough
to
me
that
they're
in
the
state
of
Pennsylvania
I
would
like
them
in
Philadelphia
County?
So
we
have
been
working
pretty
aggressively
to
reduce
the
amount
of
placement
of
kids
on
the
western
side
of
the
state,
because,
let's
just
say
that
not
everybody
appreciates
our
children
and
the
same
that
we
do
in
Philadelphia.
K
I'm
gonna,
if
you
decide
to
take
them
up
and
we
take
a
deeper
dive
over
there.
Madam
chair,
we
should
be
kind
enough
to
include
me,
and
one
thing:
I
am
going
to
look
for
you
for
is
a
open
and
transparent
parent
complaint
department
or
complete
process
that
we
need,
because
sometimes
you
guys
come
off
like
very
big,
and
you
know
the
Great
and
Powerful
oz
and
dis
average
parents
are
freed
to
to
come
up
against
you.
There
needs
to
be.
C
And
I
can
want
wheat,
we
have
a
commissioners
action
response,
office
and
and
I
recognize
that
not
everybody
feels
confident
coming
directly,
but
we
we
certainly-
and
we
we
get
our
fair
share
of
folks
who
definitely
feel
that
they
can
reach
out
to
us
in
deal
and
I
and
I
also
Councilwoman
baths,
and
the
entire
committee
view
as
much
time
that
you
would
like
to
spend
at
DHS
in
terms
of
the
different
facets.
We
absolutely
welcome
you.
Thank
you.
A
So
much
ma'am,
thank
you.
Thank
you
and
I
do
want
to
note
for
the
record
that
the
Commissioner
has
been
more
than
interested
and
and
welcoming
and
has
expressed
you
know
many
invitations
for
us
to
come
over
and
visit,
particularly
in
the
last
couple
of
weeks,
and
then
the
lead-up
to
the
hearing
to
you
know
come
over
and
to
see
but
I.
But
you
know
it
has
been
my
policy
that
once
we
ask
for
a
public
hearing
that
we
not
have
sort
of,
like
a
you
know,
a
private
meeting
before
that
public
hearing.
G
A
E
L
You
very
much
fun,
chair
and
I
also
want
to
echo
the
councilman's
compliments
for
taking
on
a
very
difficult
issue
and
also
being
able
to
bring
together
a
lot
of
our
providers
in
the
same
room,
along
with
the
families
that
they
serve.
I
think
that
this
is
a
really
important
way
for
us
to
get
to
understand
and
get
our
heads
around
a
very
complicated
situation.
Councilman
Jones.
We
definitely
want
to
work
together
on
the
residential
treatment
facilities
and
the
work
that
we've
been
doing
to
get
the
school
district
and
get
some
clarity.
L
L
I
wanted
to
first
say
that
we
would
really
like
to
see
the
truancy
report
as
well
to
have
a
pretty
in-depth
dialogue
around
that
I
think
when
we
did,
when
you
did
some
of
the
public
hearings
around
the
improving
outcomes
for
children
is
see
a
number
of
advocates
myself
and
others
wanted
to
better
understand
and
peel
back
the
truancy
issues.
It's
an
issue
we're
dealing
with
with
the
school
district.
L
It
may
be
something
that
we're
going
to
ask
them
to
take
on,
as
you
know,
a
much
more
serious
investment
in
terms
of
staffing
and
resources,
but
clearly
the
consequences
are
significant
for
truancy
and
there's
serious
indicator,
potentially
about
other
issues
that
we
need
to
use
to
help
children.
But
we
don't
want
to
leave
it
just
at
truancy.
If
there's,
if
there's
more
significant
issues
at
play,
so
I'm
going
to
do
a
little
bit
of
a
in
the
weeds
dive
about
some
of
the
narrower
aspects
of
the
kueh
report
card.
L
A
couple
of
questions
that
we
have
that
that
I
had
are
have
to
do
a
little
bit
about
some
testimony
that
had
spoken
to
the
fact
that
cool
workers
feel
uncomfortable
with
courtroom
testimony
and
struggled
to
implement
some
of
their
court
orders
all.
But
two
of
the
COO
has
received
two
bells
and
the
courts
category.
L
C
Excellent
question,
which
also
one
of
the
great
things
about
this
being
a
long
process
to
get
to
the
baseline
and
releasing.
That
was
that
there
was
nothing.
That
was
a
surprise
to
anybody
right.
So
we
were
aware
of
challenges
as
we
were
looking
quarterly
until
we
released
the
annual
baseline
and
we
knew
that
court
representation
is
an
area
that
we
had
improvement
so
before
the
baseline
was
issued.
L
D
Parity,
I,
don't
think
you
were
here
counseling
again.
The
history
is
very
important
and
the
the
the
the
facts
are
that
it
was
under
Mayor
Street,
with
the
assistance
of
Naomi
Post
Street,
who
traveled
to
four
cities
around
the
country
and
either
discovered
or
developed,
or
were
informed
by
how
those
systems
were
operating
that
led
to
a
report
card,
doing
a
street
administration.
And
then,
when
new
leadership
moved
to
the
second
floor,
they
had
other
other
ways
of
how
they
wanted
our
systems
to
operate
and
now
under
Mayor
Kenney.
C
L
L
You
very
much
for
that
point
of
clarity.
I
think
what
I
meant
to
really
focus
on
on
is
the
fact
that
the
cuy
scorecard
I'm
curious
about
whether,
as
it
looks
as
DHS,
looks
as
its
providers,
whether
the
D,
whether
you
are
also
looking
looking
internally
at
some
of
the
services
that
you
provide
that
interface
directly
with
our
providers.
So
some
of
the
things
include
you
know
things
like:
the
hotline
intake
central
referrer,
Referral,
Units
adoptions.
L
We've
talked
a
little
bit
about
the
process
in
which
students
who
are
aging
out
of
the
system
are
able
to
achieve
sustained
independence
and
stability
in
their
lives.
So
is
there
some
kind
of
internal
way
in
which
you're,
reflecting
so
I,
know
we're
talking
about
the
scorecard?
Obviously,
but
there
are
a
number
of
areas
in
DHS
that
that
feel
like.
They
need
some
clarity
from
from
our
n
for
a
clarity
of
review,
so.
C
I'm
I'm
appreciate
the
question
and
I'm
also
very
appreciative
that
we're
so
inlined
in
what
we've
been
thinking.
So
we
we
understood
that
the
most
significant
issue
when
we
were
coming
in
this
administration
was
the
answering
the
question
of
how
are
the
COO
is
performing
and
not
just
giving
it
antidotal
response.
But
the
other
question
is
how
is
DHS
performing,
so
we
have
quarterly
metrics
that
we
now
put
on
our
website.
If
you
go
on
our
website,
you
would
find
this
report
some
of
the
slides
that
I've
shared
with
you.
But
we
do.
C
We
have
a
plan
for
doing
sort
of
a
scorecard
evaluation
through
DHS
s,
departments
and
we've
already
initiated
I.
Think
it's
been
very
important
to
us
that
we
have
quality
data
so
we're
measuring
accurately
terms
of
where
we
are
versus
progress
and
it's
our
intent
that
the
COO
is
are
not
the
only
providers
that
we'll
be
looking
at
in
terms
of
evaluating
from
a
similar
metrics.
L
H
Want
to
mirror
what
we
did
with
the
kueh
scorecard,
which
is
there,
was
a
lot
of
stakeholder
engagement
and
lot
of
review
and
discussion
embedding
with
the
coup
as
for
the
coup,
a
scorecard.
So
if
it's,
for
example,
in
taken
investigations,
one
area
that
we're
looking
at,
we
would
involve
staff
at
DHS.
Of
course
that
does
the
work,
but
we
would
want
to
also
have
other
stakeholders
provide
us
feedback
on
that
process
on
the
provider.
H
We
do
monitoring
and
evaluation
of
providers
every
year,
but
we
really
want
to
sort
of
kind
of
revamp
how
we
do
that,
so
that
we
can
actually
have
also
a
report
card
for
other
providers
that
are
not
cause
and
we
absolutely
have
to
engage
them
in
the
process.
So
the
planning
is
just
beginning
and
there
will
be
like
a
schedule
of
engagement
like
similar,
given
the
lessons
that
we
learn
and
how,
even
though
it
was
difficult,
it
was
a
really
collaborative
process
to
put
together
that
the
COS
scorecard.
L
And
I'd
love
to
see,
as
you
kind
of
evolved,
that
particularly
around
the
intake
and
investigations,
the
I
had
two
more
areas
to
ask
about.
Very
briefly:
one
is
in
the
last
fiscal
year,
DHS
had
86
bilingual
employees,
which
you
know
does
help
us
understand
a
little
bit
because
we
have
and
served
so
many
families
that
don't
speak
English
as
their
first
language,
but
I'm
curious
about
whether
you're
evaluating
the
level
of
language
access
at
the
different
coos
and
whether
they're
getting
the
kind
of
supports
that
they
need.
L
We've
had
a
number
of
situations
that
that
families
contacting
us
about
intense
amounts
of
confusion.
If
the
families
don't
speak,
English
about
folk
art
practices,
home
medical
practices
that
are
perceived
as
being
abusive,
so
you
know
if
you
could
talk
a
little
bit
about
you
know.
What
are
the
translation
and
interprets
interpretation?
Services
are
being
offered
at
kuis
for
limited
English
speakers
or
families
whose
home
languages
in
English
so.
C
I'll
start
first
by
saying:
I
think
that
this
helps
us
think
how
we
can
continue
involved
so
in
in
working
with
Councilwoman
Blondell
Reynold
Brown.
She
was
really
concrete
about
these.
Are
things
they're
important
factors
to
enhance
diversity
and
so
leadership
board
where
we
spend
our
monies
and
I?
C
Think
we've
then
created
those
benchmarks
and
said
we
need
to
improve
from
where
we
are
so
likewise,
I
think
digging
deep,
just
to
be
able
to
say
where,
where
are
we
in
terms
of
language
like
we
can
answer
a
DHS
being
able
to
answer
that
for
the
coolest
and
then
what's
reasonable
or
what?
Where
do
we
need
to
be
so
I?
C
Take
that
on
as
the
responsibility
that
we
would
report
back
to
you,
the
majority
of
folks
use
what
the
city
has,
whether
it's
a
language
line
or
if
they're
engaging
I
I
can't
answer
for
every
single
one
of
the
coup
is,
but
I
will
get
that
answer
back
for
you
in
terms
of
what
are
the
services?
Are
you
in
saying?
Are
there
particular
contracts
they're
using
and
how
they're
managing
it
on
a
case-by-case
basis,
yeah.
M
L
I'd
you
know
again,
I'd
like
to
hear
from
the
COO
is
about
the
needs,
but
it
seems
like
there's.
There
have
been
some
concerns
raised
even
just
about
the
major
language
spoken
here
in
the
city,
which
is
Spanish
that
there
seems
to
be
a
lack
of
of
language
support,
even
in
Spanish
for
those
families.
L
So
if
there's
a
way
that
you're
evaluating
it
and
you
know
and
asking
the
COO
as
themselves
about
how
they
are
providing
it
and
what
they
need
in
order
to
provide
that
better
and
then
the
last
area
that
I
wanted
to
ask
about
was
an
area
that
I
talked
about
with
miss
Shapiro
when
she
was
the
interim
head.
But
we've
been
talking
a
little
bit
about
you
know.
First
of
all,
thank
you
for
reducing
the
caseload
for
providers
from
a
significantly
larger
number
and
driving
towards
the
ten
to
one.
L
I
know
that
in
a
couple
of
testimonies
from
from
some
of
the
providers,
I
visited
qa9
recently
that
caseload
is
still
significantly
higher
and
we're
trying
to
understand
that
better.
But
one
of
the
I
guess
one
of
the
questions
that
that
has
come
up
and
that
I
raised
earlier
has
been.
You
know
you
have
one
family
one
case
right,
so
it's
not
just
that.
L
Now
10
on
the
face
of
it,
sounds
fairly
reasonable,
except
the
fact
of
10
can
include
as
little
as
one
child
in
one
case,
which
is
great
for
that.
You
know
direct
service,
but
it
can
include
as
many
as
a
family
of
10
that
are
extremely
high
need,
and
so
a
caseworker
gravitating
between
anywhere
from
10
to
no
maximum
at
the
end
is
a
big
question
and
I
guess
I.
L
You
know,
as
I
said,
I
asked
this
before
about
whether
there
can
be
a
combined
sort
of
caps,
so
10,
caseloads
or
X
number
of
individuals
under
one
family
and
I
would
leave
that
up
to
you,
but
my
assumption
would
be
that
it
wouldn't
be
a
hundred.
You
know
that
it
would
be
something
significantly
below
that
recognizing
we
still
want
to
keep
the
families
as
a
case
group,
but
once
we
start
to
tip
into
numbers
that
are
just
simply
unreasonable
or
unmanageable.
L
C
It
would
be
great
if
we
were
lower
than
one
to
ten
and
then
not
have
the
state
reduce
what
that
amount
is
would
be
my
my
overall
preference,
a
combined
cap
is
something
we
can
certainly
talk
about,
but
I
think
it
has
to
be
in
partnership
with
the
kuis,
because
we
have
had
this
discussion
and
the
discretion
of
how
they
assign
case
happens
within
the
Kuo's.
So
I,
don't
say
you
case
manner,
sir
Susie
case
manager
Maria.
C
This
DHS
does
DHS
hands
the
case
over
and
then
the
COO
is
determined
who,
which
case
manager
they're
giving
their
case
to
so
I.
This
is
one
of
those
places
where,
just
in
all
honesty,
we're
trying
to
figure
out.
What's
the
flexibility
you
give
to
akua
to
operate
independently
and
what's
the
point
in
which
DHS
sort
of
says
comes
in
and
says
no,
we
need
to
do
X,
Y,
&,
Z
and
I.
L
L
But
I
wanted
the
folks
in
this
room
to
know
that
currently
housed
at
Municipal
Court
in
landlord-tenant
Court.
If
you
have
a
family
that
is
dealing
with
eviction,
there
is
a
lawyer
for
a
day
pilot
that
will
provide
free
legal
pro
bono
services.
There
is
a
tenant
help
center.
That
is
full
time
staff.
There
is
a
court
navigator
that
can
help
families
deal
with
how
to
go
through
the
eviction
process
so
that
they
can
get
the
supports
that
they
need
there's,
also
financial
counseling
and
then
for
all
the
providers
in
this
room.
L
There's
a
live,
tenant
assistance
hotline,
so
you
don't
understand
this
process.
Your
families
are
dealing
with
it.
You
can
call
the
assistant
10
an
assistance
hotline
to
get
some
supports
and
we'll
be
passing
around
information,
but
I
hope
that
this
is
something
that
you
can
share
with
your
families,
your
your
workers,
and
that
this
is
an
issue
that
the
entire
City
Council
of
Philadelphia
is
really
because
we
know
that's.
L
You
know,
there's
a
point
of
safety
and
permanency
in
which
the
child's
dealing
in
an
abusive
situation,
but
we
want
to
separate
out
the
safety
and
permanency
that
has
to
do
with
a
loving
family
that
is
housing
and
stable,
and
we
need
to
tackle
and
separate
those
two
and
to
services
that
we
can
direct
towards.
Those
is
what
we're
trying
to
help
so
I
hope
that
that
helps
some
of
the
providers
in
this
room
deal
with
some
of
the
situations
they
may
be
facing.
Thank
you
very
much.
Council
on
Thank.
F
C
I
could
have
personnel,
but
it
was,
if
close
to
a
hundred.
So
when
I
came
in,
there
were
a
number
of
significant
vacancies
in
key
areas
of
the
department
and,
as
we
had
talked
about
the
need
to
revisit
the
front
end,
we
hired
multiple
classes,
some
of
the
largest
classes
that
had
been
been
prod
brought
in
in
about
three
years
and.
C
F
I
just
wanted
to
follow
up
on
some
questions
that
were
asked
earlier.
It
seems
to
be
an
issue
of
empowering
for
a
number
of
families
and
we
represent
dealing
with
DHS
I,
see
this
in
other
area,
especially
in
the
autism
community,
as
well
as
in
the
aging
community
and
I
know.
For
example,
in
aging,
community
PCA
has
an
unbuttoned
process
where
they
work
with
people
at
senior
centers.
So
if
you
have
an
issue
or
concern,
there's
a
button
that
can
provide
information
to
you
that
empower
you.
F
So
if
you
have
questions
and
concerns,
there's
a
independent
third
party,
especially
in
the
Asian
community,
where
people
are
afraid
that
in
a
senior
center,
if
they
speak
up,
they
may
get
additional
abuse.
So
from
that
perspective,
is
there
any
conversation
or
any
concept
of
providing,
because
it
seems
like
communication
once
again,
it's
a
concern.
You
know
providing
it
for
me:
well,
parents
giving
information,
maybe
by
way
of
a
letter,
but
not
really
being
empowered
now
to
access
information
to
really
know
what
their
rights
are.
F
So
has
that
have
you
seen
that
other
jurisdictions
where
they've
had
some
type
of
Ombudsman
or
a
third
party,
or
something
that's
still
funded
from
the
agency
that
goes
out
and
empowers
parents
and
saying
listen?
Yes,
you
may
receive
a
letter
saying
which
the
rights
are,
but
this
is
how
you
navigate
those
so.
C
I,
don't
know
off
the
top
of
my
head
if
there's
another
jurisdiction
that
has
something
similar
to
that
and
I
can
certainly
that's
a
great
thing
for
us
to
follow
up
on.
I
do
know
that
the
Auditor
General
Eugene
de
Pascua
did
bring
this
up
as
an
issue
at
the
statewide
level.
So
I
know
that
it's
not
a
consistent
practice
throughout
the
Commonwealth
that
there
is
a
position.
I
am
not
as
familiar
with
PCAs
Ombudsman,
so
I
think.
C
The
first
thing
I
would
do
is
to
get
sort
of
understand
how
that
looks
and
operates
because
you're
correct
we
have.
We
have
an
office,
that's
part
of
the
commissioner's
office
at
responds
to
complaints
and
concerns,
but
it's
still
in
my
office.
So
it's
certainly
something
that
using
PCA
example
and
maybe
talking
with
the
state,
something
that
we
we
should
review.
Okay,.
A
M
D
I
Doan
Holden
woods
turning
points
for
children
good
morning,
Councilwoman
bass
and
of
other
members
of
this
committee.
My
name
is
dawn,
Holden,
woods
and
I'm,
the
chief
executive
officer
of
turning
points
for
children
and
managing
director
of
child
and
family
services
for
P
H,
MC,
Councilwoman
bass.
Thank
you
for
inviting
us
here
today
to
discuss
our
partnership
with
DHS
and
other
city
agencies
in
assuring
the
safety
and
well-being
of
Philadelphia's,
most
vulnerable
children
and
families.
I
The
doors
of
turning
points
for
community
umbrella
agencies
are
always
open
for
additional
visits
and
conversations
with
council
members
and
staff
who
are
interested
in
learning
more
about
the
challenges
and
successes
of
child
welfare
work
in
Philadelphia
turning
points
for
children
has
been
caring
for
children
for
more
than
183
years
as
one
of
the
earliest
to
support
the
improving
outcomes
for
children
initiative.
We
recognize
that
community
that
the
community-based
approach
to
child
protection
envisioned
by
IOC
required
a
commitment
to
apply
21st
century
solutions
to
the
age-old
problems
of
child
abuse
and
neglect.
I
In
Philadelphia
long
before
the
RFPs
for
providers
were
issued
by
DHS,
we
use
our
own
funds
to
visit
other
jurisdictions
that
were
implementing
similar
approaches,
not
only
to
review
how
they
did
the
work,
but
to
learn
how
they
measure
their
effectiveness.
As
the
then
CSO
of
turning-points
I
helped
lead
the
efforts
to
replicate
the
most
efficient,
effective
aspects
of
what
we
learned
and
I'm
pleased
that
the
initial
results
of
the
DHS
scorecard
affirm
that
we
have
been
achieving
comparative
positive
results.
I
Turning-Point
stability
and
strong
back-office
infrastructure
allowed
us
to
assume
responsibility
for
two
additional
community
umbrella
agencies.
Through
the
acquisition
of
Wordsworth,
these
include
Kula,
five
covering
parts
of
upper
north
in
Northwest,
Philadelphia
and
ku
attend
covering
parts
of
West
Philadelphia
with
the
acquisition.
These
two
coolest
and,
most
importantly,
the
children
and
families
served
within
these
COO
of
regions,
experience,
seamless
service
continuation
and
no
disruption
disruption
and
operations.
During
this
acquisition,
since
the
inception
of
IOC,
we
have
been
managing
kula
three
in
the
lower
North
East
and
ku,
and
nine
in
West
Southwest
Philadelphia.
I
With
these
four
coolest
turning
points
is
now
responsible
for
providing
intensive
case
management
services
for
more
than
5500
children,
of
whom
about
56%
are
in
foster
care
with
the
remainder
receiving
and
home
support
in
partnership
and
under
the
leadership
of
DHHS.
We
are
responsible
for
assuring
the
safety,
permanency
and
well-being
of
the
city's
most
at-risk
children
and
families.
The
Kula
model
to
keep
Children
and
Families
as
close
as
possible
to
their
neighborhoods
is
rooted
in
an
evidence-based
approach.
I
This
approach
has
been
determined
to
be
less
disruptive
to
minimize
trauma,
to
maintain
a
child's
continuity
and
community
school
and
with
relationships
and
to
increase
family
member
involvement.
There
is
a
greater
connection
because
work
is
localized
and
we
do
better
with
placing
children
with
family
members.
46
percent
of
the
children
we
place
now
are
in
kinship
care.
In
just
this
past
week,
we
aided
a
family
living
in
a
condemned
property
with
several
young
children,
with
no
utilities
or
facilities
for
cooking
or
bathing.
I
With
our
help,
they
were
able
to
connect
with
other
family
members
to
provide
safe
homes
for
their
three
children.
While
we
work
on
a
more
permanent
solution,
we
assisted
a
family
unable
to
provide
healthy
food
for
its
five
children
with
our
food
and
wellness
network,
which
operates
food
banks
in
two
of
our
four
kueh
areas,
and
we
connected
another
family
whose
son
battled
severe
mental
health
issues
that
put
both
him
and
his
family
at
risk
of
violence
to
behavioral
health
I'm.
I
Sorry,
we
put
both
him
and
his
family
at
risk
of
violence
to
behavioral
health
services.
Within
our
network
of
programs,
we
regularly
intervene
in
situations
driven
by
physical,
sexual
and
psychological
abuse,
where
a
parental
mental
illness
or
other
disability
threatens
the
future
of
vulnerable
children
across
our
coolest.
Caseworkers
are
responsible
for
between
10
and
13
cases
in
each
of
these
cases.
Our
case
managers
are
the
single
point
of
contact
for
the
families
they
serve
every
day
for
each
child
in
each
of
these
families.
I
The
case
manager
must
assure
the
child's
physical
and
emotional
safety
support,
academic
and
other
education
related
progress.
Assure
medical,
dental
and
behavioral
health
needs
are
met.
Transport
the
child
when
necessary,
to
and
from
school
and
appointments,
supervised
visits
with
family
members
make
sure
foster.
Parents
have
what
they
need
to
care
for.
The
child,
help
birth
parents
and
other
family
members
obtain
the
often
wide
range
of
Health
social
service
and
other
practical
services.
I
Three
of
turning
points
for
ku
is
ranked
in
the
top
four
spot,
with
one
ranking
first
among
the
ten
coolest
cool
five,
which
is
almost
twice
the
size
of
other
coolers
ranked
ninth
and
is
already
showing
good,
steady,
positive
progress
since
the
release
of
the
scorecard
last
year,
the
detailed
performance
data
provided
by
DHS
through
the
scorecard
and
various
other
monthly
reports
have
become
critical
to
kueh
efforts
in
improving
results
for
children
and
families
prior
to
Commissioner
Figueroa.
This
information
was
not
available
to
Kula
providers.
I
In
the
same
way,
it
is
today
DHS
commitment
to
streamlining
the
approach
in
a
more
efficient
way,
allows
for
greater
transparency.
Equally
important
to
the
data
provided
by
DHS
is
the
collaboration,
partnership
and
tools
needed
to
address
underlying
issues
and
work
with
our
teams
to
improve
them.
This
regular
access
to
performance
data
allows
us
to
target
our
resources
to
areas
needing
improvement
and
to
track
our
progress.
Each
of
our
coolest
has
identified
specific
practice
areas
to
focus
on
and
has
developed
specific
action
plans
to
address
the
performance
issues.
I
For
example,
in
one
of
our
coolest,
the
successful
completion
of
weekly
visits
of
families
receiving
in-home
services
lag
behind
requirements
within
two
periods
that
percentage
increase
considerably.
We
still
have
a
long
way
to
go,
but
because
of
the
scorecard
and
our
own
quality
improvement
efforts,
we
have
seen
the
practice
begin
to
improve
significantly.
As
you
know,
there
were
many
implementation
challenges
in
the
first
three
years
of
IOC,
largely
having
to
do
with
a
significant
increase
in
the
number
of
children
in
foster
care
and
largely
static
funding
from
the
Commonwealth.
I
We
believe
that
today,
the
IOC
initiative
is
achieving
results
that
are
as
good
or
better
than
what
was
being
achieved
under
the
old
model.
Despite
the
challenges
challenges
shared
by
every
urban
child
welfare
system
in
the
nation
we
are
making
clear
and
measurable
progress,
and
the
transparency
of
the
accountability
systems
put
in
place
by
DHS
will
assure
that
we
continue
to
do
so
today.
Almost
all
Kulas
meet
expectations
in
terms
of
quality
and
timeliness
of
documentation.
I
Almost
half
of
all
children
and
placement
are
living
with
other
family
members
rather
than
strangers.
We
are
being
thoughtful
about
keeping
children
in
their
schools
and
neighborhoods
when
it
is
safe
to
do
so,
and
we
are
keeping
siblings
together
more
and
improving
rates
of
permanency
and
safe
cash
closure.
Today
we
are
one
month
past
the
official
legal
transaction
date
of
the
Wordsworth
acquisition.
We
recognize
that
there
has
been
some
confusion
over
the
distinction
between
the
residential
treatment
facilities
or
our
TFS
and
our
coulis.
I
This
confusion
has
led
to
a
level
of
concern
among
some
council
members
to
offer
clarity.
The
RTF
that
had
been
operated
by
the
former
Wordsworth
entity
was
closed
and
no
longer
operates
as
of
November
2016.
There
are
no
legacy.
Rtf
employees
working
at
any
of
our
four
coolest
turning
points
for
children
does
not
operate
RTS
and
has
no
plans
to
operate
them
in
the
future.
Licensing
and
oversight
of
our
TS
is
handled
separate
and
distinct
from
kueh
operations.
Today,
as
noted
earlier,
turning
points
for
Children
operates.
I
The
two
former
Wordsworth
coulis,
along
with
our
two
existing
coolers,
unlike
our
TS,
which
are
residential
placements
for
youth
with
serious
behavioral
health
issues,
kuwae
serve
as
a
case
management
function
focused
on
assuring
that
families
involved
in
child
protection
services
are
able
to
obtain
the
services
and
supports
they
need
to
either
have
their
children
returned
to
them
or
to
prevent
placement.
In
the
first
place,
our
teams
worked
in
close
collaboration
with
one
another
and
with
DHS
and
the
most
leading
up
to
the
acquisition,
we
worked
hard
to
ensure
continuity
of
service
and
operations.
I
Through
the
six
months
leading
up
to
the
clothes
and
in
the
first
month
of
integration,
we've
seen
no
disruption
to
operations.
Our
team
has
begun
to
aggressively
execute
a
plan
that
looks
to
unite
the
four
Kulas,
ensure
capacity-building,
shore-up
technical
assistance
and
establish
a
system-wide
approach
to
integrate
for
Kulas
into
one
coherent
whole.
Again,
it's
critical
to
note
that
during
the
first
month
of
integration,
we've
maintained
continuous
service
to
the
children
and
families
served
in
addition
to
consolidating
functions
such
as
Human,
Resources,
purchasing
and
information
technology.
I
I
We
are
in
the
process
of
developing
an
intensive,
ongoing
professional
development
plan
that
we
believe
will
not
only
continuously
improve
the
quality
of
our
work,
but
improve
rates
of
staff
retention
and
perhaps,
most
importantly,
we
have
consolidated
our
quality
improvement
and
quality
insurance
efforts
into
one
department,
ensuring
consistency
of
practice
and
policy
and
giving
priority
attention
to
making
immediate
progress
in
those
areas
where
the
scorecard
indicates
that
urgent
improvement
is
needed.
Just
last
Thursday,
we
convened
the
leadership
of
our
four
community
advisory
boards.
I
These
groups
are
an
essential
component
of
AOC
required
by
DHS
guidelines
to
assure
community
input
into
kula
programs.
At
these
meetings
we
look
to
maximize
the
advisory
boards.
Ability
to
provide
oversight
to
our
activities,
ensure
that
we
are
aware
of
an
accessing
neighborhood
services,
recruit,
foster
parents
and
assure
our
coolers
remain
in
touch
with
the
major
issues
and
concerns
related
to
children
and
families
in
the
neighborhoods
that
we
serve.
I
Ultimately,
our
coolers
will
only
be
successful
when
our
services
help
reunify
families
and
help
children
be
adopted
when
reunification
is
not
possible
and
prevent
placement
of
children
and
families
receiving
in-home
services.
Our
daily
pledge
is
that
we
will
do
everything
in
our
power
to
keep
each
child
in
our
care
safe
and
well
and
assure
that
our
staff
members
have
the
support
they
need
to
handle
the
enormous
stresses
that
face
them.
I
Seven
days
a
week,
14
years
ago,
I
left
my
career
in
corporate
America
to
dedicate
myself
to
work
that
has
a
real
impact
on
the
quality
of
life
of
Philadelphia's
children.
I
didn't
make
that
choice
only
to
fall
short.
We
welcomed
the
high
expectations
that
councils
and
others
placed
on
this
work.
We
owe
it
to
Philadelphia
children
to
be
held
to
the
highest
standards
possible
and
we
believe
the
implementation
of
the
coolest
core
car
is
instrumental
in
providing
a
roadmap
for
our
forward
progress.
I
These
high
expectations
are
what
drive
the
new
accountability
and
transparency
we
have
seen
in
child
welfare
operations
over
the
past
year.
We
may
never
be
perfect,
but
we
should
always
be
moving
forward
in
clear
and
measurable
ways
that
is
turning-points
commitment
and,
more
importantly,
my
personal
commitment
to
DHS
to
City
Council
and
to
the
families
of
Philadelphia.
Thank
you
for
your
time
and
attention.
N
D
Afternoon,
good
afternoon,
I'm
rushing
ahead
at
myself
and
thank
you
for
your
very
well
presented
testimony
that
really
capsule
eights,
where
you've
been
and
what
your
vision
is
for
the
future.
You
mentioned
on
page
five.
First
paragraph
and
I
should
just
say
for
the
record
that
I
have
had
the
opportunity
to
visit
attorney
points
they
are
at
40th
and
market
and
because
of
what
I
observed.
D
I
then
required
my
staff
to
spend
time
there
so
that
we
can
see
up
close
and
personal
the
work
that
you're
doing
on
a
daily
basis
to
make
a
difference
in
the
lives
of
our
city's
children.
Having
spent
some
time
at
family
court
working
with
probation
officers,
I
thought
it
appropriate
for
my
staff
to
see
up
close
and
personal
the
the
magnitude
of
the
work
that
you
do,
and
so
with
that
said,
on
the
page,
five
top
paragraph,
you
say
you
are
shirring
up
technical
assistance
and
establishing
a
system-wide
approach
to
integrate.
D
I
Those
would
be
some
of
our
core
areas.
The
other
thing
that
we've
been
doing
is
trying
to
really
work
on
morale.
I
mean
anytime,
you've
been
a
part
of
an
organization,
that's
encountered
a
public
tragedy
and
gone
through
bankruptcy.
Staff
are
tired,
and
so
we
want
to
make
them
feel
at
home
and
let
them
know
that
this
is
a
place
that
is
safe
and
so
we've
been
also
offering
leadership
development
training,
because
in
the
Social
Work
field
we
spend
a
lot
of
time
on
the
compliance
standards.
I
D
D
D
Dbh
or
cbh,
so
then
with
that
set
then
should.
Is
it
fair
to
then
look
to
cbh
to
find
out
where
the
gaps
for
lack
of
a
better
word
happened
with
regards
to
the
unfortunate
circumstance
that
wordsworth,
so
that
we
were
actually
placing
the
where
they
need
to
be
or
putting
the
apples
in
the
right
basket?
So.
C
If
I
can
so
politely
jump
in
here
again,
Commissioner
Figueroa,
so
there
to
make
matters
more
complicated.
The
the
source
by
which
it's
determined
that
a
young
person
goes
into
resident
residential
treatment
facility
has
to
happen
through
the
behavioral
health
process,
and
it
is
predominantly
almost
90
percent
paid
for
especially
Philadelphia
based
kids
out
of
cbh
dollars.
The
facility
is
licensed
by
the
state
by
the
office
of
children.
You've
been
fit
under
the
direction
of
officers
and
families
through
what's
called
a
bureau
of
I
am
totally
blanking
on
the
name.
C
I
know
the
acronym,
but
I
want
to
be
clear,
though,
and
and
transparent,
and
that
there
is
a
very
small
contract
amount
that
DHS
pays
for
for
what
we
consider
room
and
board,
which
is
a
very
small
amount.
So
that
supports.
Obviously,
when
we
place
our
kids
there,
because
not
all
children
who
in
RTF
are
under
DHS's
custody.
C
C
M
E
K
C
D
G
Fair
deputy
chief
executive
officer
for
turning
points
for
children,
recruitment,
the
foster
parent
happened
that
recruitment
of
foster
parents
happens
in
a
variety
of
ways.
Probably
the
most
effective
way
is
word
of
mouth,
a
foster
parent
who
has
a
good
experience
with
an
agency
providing
foster
care,
tells
her
friends
or
his
friends
and
others
they
join
the
team.
We
also
do
a
lot
of
community
outreach
events.
G
We
have.
We
have
events
and
libraries
and
community
centers
throughout
the
city.
All
of
the
cores
are
funded
to
provide.
We
all.
We
all
provided
funding
for
two
staff
who
do
nothing
but
recruitment
of
foster
parents
for
the
foster
care
agencies.
Dhhs
has
just
started
a
new
campaign
media
campaign
around
recruitment
of
foster
parents,
which
we
think
will
help
a
lot
as
well.
I
Additionally,
turning-points
has
been
doing
some
awareness
building
as
well,
and
so
we've
been
partnering
with
one
of
the
restaurant
tours
that
owns
five
or
six
of
the
restaurants
on
13th
Street.
Well,
you
will
also
see
cards
and
every
check
presenter,
which
is
also
a
foster
care
campaign
for
turning
points
for
children.
I
see
what.
G
I'm
saying
and
the
advantage
of
the
Coe
is
having
regional
focus
in
the
city
with
certain
neighborhoods
in
certain
police
districts
allows
us
to
develop
ongoing
relationships
with
people
in
those
communities
which
has
helped
a
lot
in
recruiting
foster
parents.
Turning
points
didn't
have
a
foster
care
program.
Before
it
opened
the
Coe
isn't
opened.
We
opened
a
foster
care
program
and
got
licensed
about
the
year
into
the
cores.
We
now,
however,
over
600
foster
parents,
most
of
most
of
whom
are
kinship
parents
or
relatives
of
the
children
who
were
in
care.
Okay,.
D
G
A
M
My
name
is
Samia
Kim
from
the
Pennsylvania
Council
of
Children
Youth
and
Family
Services
good
afternoon
chairwoman,
but
bats,
and
members
of
the
Public
Health
and
Human
Services
Committee.
Thank
you
for
holding
this
hearing
and
for
inviting
us
to
testify
on
this
important
topic
again.
My
name
is
Samia
Kim
and
I'm.
The
associate
director
of
the
South
East
office
at
the
Pennsylvania
Council
of
Children
Youth
and
Family
Services
PC
CYFS,
is
a
statewide
association
of
private
provider
agencies
that
provide
child
welfare,
juvenile
justice
and
children's
behavioral
health
services.
M
We
have
about
a
hundred
member
agencies
statewide
and
about
thirty.
In
the
Philadelphia
area,
PC
CYFS
has
worked
alongside
the
Department
of
Human
Services
during
the
development
of
IOC
and
we
believe
the
community-based
service
design
can
be
effective
for
Philadelphia's,
Children
and
Families.
We
also
want
to
affirm
that
we
support
the
development
of
kueh
scorecards
as
a
mechanism
for
accountability
through
the
scorecard
DHHS
Commissioner
Figueroa
and
our
team
have
taken
difficult
but
important
steps
towards
improving
transparency
in
their
child
protection
work.
What
the
baseline
scorecard
sets
out
to
do,
however,
is
an
extremely
challenging
task.
M
The
system
has
continued
to
evolve
at
the
same
time
that
the
codes
are
being
evaluated
and
to
the
work
exists
in
a
system.
So
some
of
the
outcomes
we
find
are
not
the
exclusive
responsibility
of
the
COS
since
Commissioner
figurers
appointment,
she's
directed
some
very
important
and
necessary
reforms
that
you've
already
heard
about,
for
example,
she's
transition
COO
a
subcontracting
back
to
DHHS,
where
there's
greater
administrative
capacity.
M
Understandably,
this
unanticipated
increase
put
a
strain
on
the
system
to
which
ku
is
were
still
responding
between
2016
to
2017,
and
even
today,
it
was
not
until
2016
that
the
city
committed
to
increasing
funding
to
help
ku
as
with
their
unmanageable
caseload
sizes,
and
not
until
2017
that
the
workforce
was
sufficiently
trained
that
we
began
to
see
decreases
in
the
workload.
However,
there's
still
much
an
opportunity
for
improvement,
as
mentioned
before,
since
the
current
caseload
ratio
of
one
to
ten
families
still
means
each
Kula
caseworker
is
managing
an
average
of
20
to
27
children.
M
Additionally,
not
everything
that
the
scorecard
seeks
to
measure
it's
exclusively
under
the
responsibility
of
kuis
and
the
scorecard
could
better
represent
the
fact
that
shared
responsibilities
deliver
these
outcomes.
For
example,
as
I
mentioned
earlier,
DHS
now
manages
and
taken
referral
of
children.
Therefore,
whether
a
placement
is
in
the
least
restrictive
environment
and
within
the
kueh
community
are
out
of
control,
also
because
Kulas
are
no
longer
managing
placements.
Ku
ISM
providers
may
not
immediately
have
the
information
about
a
child
to
make
informed
decisions
about
the
child
and
families
needs
looking
at
the
work
of
KU.
M
As
an
isolation
does
not
fully
explain
how
the
work
is
advancing,
since
really
the
effort
is
systems
oriented,
we
think
the
scorecard
could
better
reflect
how
one
entity's
performance
impacts
the
performance
of
another
and
acknowledge
that
the
accountability
is
shared.
Looking
ahead,
DHS
has
also
expressed
an
intention
to
expand
the
performance,
accountability
to
include
scorecards
on
additional
types
of
providers
with
which
they
contract
and
ultimately
DHS
plans
to
release
the
DHS
scorecard.
M
We
commend
the
idea
as
a
clear
commitment
by
DHS
to
transparency
for
the
city's
most
vulnerable
residents
again
without
a
full
system
perspective
that
exhibits,
shared
accountability.
The
report
cards
are
not
as
effective
as
they
could
be.
Finally,
as
the
scope
of
this
hearing
also
includes
the
exploration
of
a
quote,
unquote
practical
plan
to
improve
outcomes
for
our
children
in
the
DHS
system,
we
believe
it's
important
that
we
do
so
with
the
full
system
in
mind.
While
the
scorecard
deals
with
kueh.
M
Specifically,
there
are
a
number
of
providers
who
work
directly
with
DHS
and
kuis
and
are
critical
partners
to
achieving
better
outcomes
for
Philadelphia's
children.
Unfortunately,
they
haven't
had
the
full
opportunity
to
participate
in
ongoing
conversations
about
how
the
work
is
advancing.
Any
ongoing
work
must
be
reflective
of
and
informed
by,
the
full
system
and
therefore
include
these
providers.
M
Ultimately,
the
work
of
this
system
and
any
accountability
structures
must
be
able
to
answer
whether
the
structure
results
and
better
outcomes
for
children,
and
we
thank
City
Council
for
continuing
to
advance
these
difficult
conversations
for
the
benefit
of
Philadelphia's,
Children
and
Families.
Thank
you
again
for
the
opportunity
offer
comment,
I'm
happy
to
answer
any
questions
you
may
have
thank.
I
B
C
I
If
I
may
add,
the
only
difference
with
the
bridge
is
that
the
facility
part
of
it
is
specialized.
So
most
of
the
kids
that
are
referred
are
there
because
of
substance,
abuse
challenges
and
are
referred
through
cbh
and
paid
for
by
CB
h.
We
do
have
a
small
number
of
beds,
also
in
that
facility,
in
a
separate
section
that
are
for
DHHS,
kids
and
that's
considered
our
villa
program,
but
they're
both
housed
at
the
bridge
right.
B
So
I
just
wanted
to
clarify
this,
because
we
do
have
some
tool,
management
system,
stuff
and
I.
You
know
I
do
get
an
opportunity
to
go
visit
there
and
you
know
I
think
the
work.
Is
this
adequate,
although
I'd
like
to
see
more
coordination
in
light
of
the
fact
that
there
is
Co
management,
particularly
as
the
additional
the
the
did
unit
that
was
created
in
the
back
or
the
the
additional
unit
when
we
cited
that
they're
talking
about
difficulties
of
siting
when
we
cited
that
there?
B
That
was
not
the
initial
commitment
that
we
made
to
the
community,
and
so
one
of
the
things
that
I
think
it's
important,
because
these
become
controversial
right
about
where
we
locate
them
and
stuff.
Is
that
they're
at
some
way
that
we
update
the
community
about
the
services
being
provided
there
they're
very
much
necessary?
Most
of
the
kids
come
from
those
zip
codes.
B
You
know
I
believe
in
those
services,
but
I
do
want
to
make
sure
that
we
made
a
commitment
that
one
service
was
going
to
be
provided
and
it's
kind
of
evolved
that
we
have
some
sort
of
mechanism
of
keeping
folks
informed.
Okay
with
that,
let
me
talk
a
little
bit
about
just
you
know.
These
are
kind
of
yes
knows
a
little
bit
more.
When
can
you
explain
the
acquisition
of
Watts
worth
in
legal
terms
and
then
the
financial
transaction.
I
So
I
will
speak
to
just
the
coolest
words
worth
the
former
words
worth
entity
was
comprised
of
multiple
entities.
There
were
actually
three
separate
legal
entities,
each
kueh
had
its
own
entity
and
then
there
was
a
third
which
housed
the
school,
the
RTF
that
was
closed
and
other
wordsworth
programs.
So
what
turning
points
has
acquired
is
specifically
the
coolest
financially.
All
that
means
is
that
we
have
acquired
the
existing
contract.
That
DHS
had
in
place
with
the
former
wordsworth
entity
is
now
being
assigned
to
turning
points.
I
I
The
only
thing
that
transfer
whether
the
COO
is
in
any
foster
home
since
turning
points
also
runs
foster
homes.
Any
foster
homes
that
were
associated
with
wordsworth
were
transferred
to
turning
points,
and
we
notified
the
foster
parents
month
in
advance.
They
were
given
the
opportunity
to
move
with
us
or
any
other
entity
that
they
wanted
to
associate
with,
but
that
is
it.
There's
no
other
financial
transaction
associated.
I
So
at
the
time
I
was
the
CFO
I
managed
the
janitor
I
managed
the
ice
guy
I
mean
I,
had
a
hybrid
of
roles
that
probably
weren't
necessarily
the
best
fit
for
a
growing
organization,
and
so
we
affiliated
and
what
that
means
is.
We
have
an
agreement
with
pH
MC
for
services
that
we
purchase
from
them
so,
for
instance,
IT
services.
We
don't
have
a
staff
on
on-site.
We
purchased
those
services.
When
we
went
to
move
our
cool,
we
use
their
real
estate
expertise
because
we
don't
have
anyone
that's
on
site
to
do
those
things.
I
I
I
Have
one
turning
points
board,
member
that
sits
on
the
PMC
board,
so
we
have
a
border
of
about
eighteen
people.
Two
seats
are
allocated
for
PMC
at
some
points.
In
times,
they've
been
filled,
some
points
they
haven't
been
and
then
turning
points.
Our
board
chair
also,
is
a
voting
member
of
the
PMC
board.
B
And
the
reason
I
ask:
that
is
because
one
of
the
things
you
mentioned
as
an
achievement
and
your
management
structure
is
these
cool
advisory
boards
so
I'm
trying
to
get
to
a
point
where?
Why
isn't
that?
Why
is
that
an
advisory
board,
and
why
isn't
some
of
your
cool
parent
representation
on
your
board?
We.
I
I
G
B
G
B
Right,
Nona
and
I'd
like
to
see
some
of
that,
if
you
could
submit
that
to
the
board
for
the
folks
over
at
DHS,
I
found
that
interesting
and
I
just
wanted
to
see
around
governance,
I
believe
in
client
governance
ability.
So
I
found
that
interesting
in
your
piece.
One
of
the
challenges
that
you
know
that
I've
always
had
with
this
is
the
geography.
How
are
you
adjusting
to
the
different
neighborhoods
spread
out
in
this
for
kueh
situation?
I
know
you
talked
about
bringing
some
of
the
back-office
stuff
together
and
bringing
some
of
the
teams
together.
I
Although
you
know
there
are
communities
in
Southwest
Philadelphia
that
look
very
different
than
communities
closer
to
City
Avenue
in
West
Philadelphia,
one
of
the
ways
that
we
try
to
provide
some
autonomy
to
staff
is
we
use
our
prevention
teams
to
help
provide
insight
on
how
we
should
be
conducting
outreach
in
each
of
the
communities
recognizing
that
the
fabric
of
those
communities
are
different?
We
are.
I
Not
something
that
we've
really
thought
about
to
be
honest,
we
work
closely
with
community
organizations
in
all
of
our
neighborhoods
I'm,
recognizing
that
you
know:
lower
North
East
sits
on
the
heels
of
of
Kensington,
and
so
we're
always
partnering
with
organizations
that
really
span
oftentimes
those
community
boundaries.
So
it
hasn't
been
a
barrier
for
us
up
to
this
time,
I
mean
all
of
the
coolest
CEOs.
We
meet
regularly
independent
of
DHS.
I
B
G
I
G
Work
closely
with
the
education
support
center
DHS
on
those
questions,
the
default
position
is
that
the
child
will
remain
in
the
school
that
they
were
in
when
they
were
referred
to
us
unless
there's
some
other
practical
reason
why
that
doesn't
doesn't
work.
The
decision
on
where
to
place
the
child
is
made
in
concert
with
it's
not
really
made
by
the
Corps
it's
made
by
DHS
and
and
the
school
district
as
they
evaluate
the
particular
needs
of
that
particular
child.
B
B
G
B
A
E
A
P
Similarly,
we
have
spoken
extensively
with
the
Commissioner's
Office
and
with
her
leadership
team
regarding
the
issue
of
cou
is
not
being
able
to
identify
appropriate
placements
within
their
systems
and
again,
thankfully,
DHS
has
heard
that
they've
reinstituted
their
CR.
U
system
and
now
those
things
have
changed
and
have
gone
back
to
DHS.
In
light
of
that,
that
has
been
extremely
helpful
to
us.
We
are
still,
however,
concerned
about
the
fact
that
it
is
those
same
co-workers
who
are
making
the
referrals,
so
sometimes
those
things
still
take
a
while
to
get
done.
P
They
still
take
a
while
to
get
back
to
DHS,
and
we
also
have
some
concerns
about
information
and
the
accuracy
of
that
information
and
the
completeness
of
the
information
that's
provided.
I
would
also
say
to
you
that
my
office,
although
we
did
not
represent
Danielle
Kelly,
we
represented
her
siblings
when
the
department
fought
a
petition
after
her
tragic
death.
So
we
witnessed
actually
what
those
children
went
through
as
they
processed
their
sister's
death,
and
we
learned
firsthand
some
of
the
things
that
could
have
occurred.
P
That
didn't
so
I
will
say
to
you
as
I
appear
here
today
and
as
we
work
every
day
in
our
office,
Daniel
Kelly
and
her
sisters
sit
on
our
sibling
sit
on
our
shoulders
every
day.
We're
aware
of
them
were
were
very
aware
that
one
child
had
a
major
impact
on
the
system,
which
is
why
it's
so
important
to
us
to
always
talk
about
one
child.
Every
child
makes
a
difference.
P
One
child
makes
a
difference,
and
it's
important
to
us
to
know
that
here
are
5,000
children,
many
of
whom
we
represent,
where
we
need
to
be
clear
about
what
exactly
needs
to
be
done
for
them.
The
permanency
domain
that
is
been
identified
is
certainly
one
plan,
one
case
manager
which
we
think
is
incredibly
important.
However,
we
have
learned
the
kueh
system
is
somewhat
fragmented.
It's
very
splintered,
I
think
that
councilman
green
originally
talked
about
and
being
coordination
of
communication
between
systems.
There
needs
to
be
a
coordination,
and
a
communication
within
the
cajon
see
itself
councilman.
P
Those
workers
are
sometimes
working
in
silos,
and
we
hear
that
the
case
aide
might
have
one
piece
of
information.
The
well-being
specialists
might
have
another
piece
of
information.
The
visit
ocean
visitation
coach
might
have
a
piece
of
information
that
information
is
not
all
being
brought
together
in
a
way.
P
That's
always
a
coordinated
effort,
as
you
refer
to
regarding
the
systems
we
have
instances
which,
obviously
you
have
all
read
I've,
given
you
individual
cases,
because
we
think
it's
important
for
you
to
have
a
face
of
them
where
workers
have
come
to
court
to
testify
about
a
visitation
coach
and
stopping
the
visitation
case
that
they
had
and
that
the
mother
had
not
been
offered
ongoing
visitation
because
her
visitation
place
have
been
closed.
That's
not
correct.
Her
visitation
case
was
never
closed,
but
that's
how
the
workers
think
about
it
in
silos
that
these
situations
occur.
P
In
that
way,
that
is
not
correct.
We've
had
situations
where
case
aides
do
not
understand
their
full
role
and
in
one
instance
recently,
which
was
very
concerning
a
case,
they
did
not
recognize
that
as
a
mandated
reporter,
she
should
have
been
notifying
the
hotline.
The
state
hotline
that
there
was
possible
abuse
that
was
occurring
in
a
placement
agency,
but
she
didn't
do
it.
Her
role
was,
as
she
saw
it,
to
note
that
in
her
file
and
to
then
let
the
case
manager
at
some
point
later
take
over
and
decide
what
should
be
done
again.
P
That's
exactly
what
is
not
helpful
in
these
cases.
The
safety
domain
is
the
one
that
is
most
alarming
to
us
in
many
ways,
because
child
safety
is
at
the
heart
of
why
we
are
here.
Danielle
Kelly
died
because
social
workers
who
were
supposed
to
be
seeing
her
and
monitoring
her
safety
and
well-being
totally
failed
to
do
so.
Alarmingly,
we
have
experienced
multiple
instances
where
that
exact
same
failure
has
occurred.
P
I
know
that
all
of
you
are
aware,
as
we
were,
the
newspaper
articles
in
The
Inquirer
regarding
eight
Co,
seven
co-workers
who
were
fired
because
they
had
falsified
documentation
join
2017.
We
had
instances
of
eight
cool
workers
who
were
involved
with
at
least
25
of
our
children,
documenting
falsified
visits
in
their
files
and
testifying
to
visits
in
court.
That
did
not
happen.
That's
exactly
what
happened
with
Daniel
Kelly.
So
again,
these
case
managers
might
have
been
fired
from
their
positions,
but
again
we
still
have
those
situations
occurring.
P
We
also
have
significant
questions
regarding
the
quality
of
the
safety
visits
that
do
occur
and
again
it's
because
of
our
situation
with
Daniel
Kelly.
We
know
that
one
of
the
situations
that
occurred
there
was
that
workers
did
not
go
into
the
house.
They
really
didn't,
go
in
and
see
what
was
going
on.
We
have
workers
right
now
who
we
know
do
not
go
into
the
home.
They
do
not
leave
the
area
where
the
child,
where
they
actually
go
in.
P
They
don't
know
at
this
point
where
the
child
sleeps,
what
the
child's
bedroom
looks
like
what
the
condition
of
the
rest
of
the
home
is.
If
there's
appropriate
food
or
even
who's
residing
in
the
house,
it
defines
a
good
Social,
Work
practice
and,
in
all
honesty,
just
good
common
sense
that
people
need
to
go
in
the
door
and
see
what
is
occurring
for
children
and
what
is
happening
in
that
house.
P
That's
what
did
not
happen
with
Danielle,
no
one
walked
in
the
door
and
opened
the
door
to
her
bedroom
and
looked
in
to
see
what
was
happening.
These
examples
for
us
are
eerily
reminiscent
of
the
Danielle
Kelly
case
and
the
needless
horror
of
her
death
case
planning
continues
to
be
an
ongoing
issue
for
us.
We
have
had
numerous
and
situations
occur
where
case
managers
do
not
know
the
underlying
facts
of
cases
and
as
a
result,
they
do
not
include
what
is
necessary
in
their
single
case
plans.
P
Additionally,
there
have
been
instances
where
judges
and
hearing
officers
have
removed
Khoa
from
the
cases
have
sent
those
cases
back
to
DHS
because
of
the
inadequacies
of
the
kueh
practice.
The
court
practice
domain
continues
to
be
an
ongoing
issue
and
I.
Think
councilman
Quinn
wastes
an
excellent
point
when
she
said
that
we
need
to
have
cool
workers
who
are
better
about
being
in
court
and
I
can
appreciate
the
court
situation.
P
However,
we
just
simply
want
them
to
show
up,
sometimes
because
in
reality,
what
we
have
is
a
recent
incident
where
we
had
nine
pool
workers
who
fail
to
appear
on
their
court
case
on
one
list.
None
of
those
cases
move
forward
that
day.
It's
not
fair
to
the
child.
It's
not
fair
to
the
family.
Permanency
does
not
move
forward.
If
people
don't
appear
in
court,
permanency
does
not
occur.
If
you
wait,
two
hours
for
a
co
worker
who
does
not
check
in
with
a
courtroom
has
never
appeared.
P
Who
does
not
submit
a
court
report
who,
when
her
phone
is
called,
does
not
answer
her
phone?
The
supervisor
is
not
able
to
be
contacted
and
when
the
DHS
court
representative,
who
was
there
contacted
the
agency,
the
agency
said
they
had
no
way
to
get
ahold
of
them
again.
Cases
do
not
move
forward
if
people
do
not
peer
in
court
for
us
to
be
able
to
move
cases
forward.
P
I
appreciate
the
fact
that
there's
going
to
be
a
lot
of
training
about
court
procedure,
but
until
we
can
get
them
actually
in
the
room,
training
about
court
procedure
doesn't
really
help
us.
The
supervision
practice
domain
is
probably
one
of
the
major
issues
and
if,
if
this
domain
actually
goes
to
the
quality
of
the
supervision
and
the
services
that
the
agencies
are
providing,
then
I
suggest
that
it
is
one
of
the
most
important
domains.
P
Services
being
provided
to
our
clients
is
an
enormous
issue
to
us.
We
experienced
a
situation
last
week
where
a
cool
worker
notified
us
via
email
that
the
kinship
provider
was
unable
to
take
our
client
to
her
therapy
appointment.
Her
trauma
therapy
appointment
and
suggested
that
perhaps
we
could
stop
the
child's
trauma
therapy
for
a
period
of
time
until
the
kinship
provider
was
able
to
do
that
and
wanted
to
know
if
that
would
make
the
kinship
provider
in
non-compliance
in
reality
that
wasn't
our
issue.
Our
issue
was
this:
child
needs
to
get
to
trauma
therapy.
P
She
has
suffered
sexual
and
physical
abuse.
She
needs
to
be
in
trauma
therapy.
The
cool
workers,
next
suggestion
was
perhaps
we
could
put
the
child
on
an
uber
and
have
the
child
be
transported
back
and
forth
to
therapy
via
true
burr.
In
what
world
do
we
put
a
seven-year-old
child
in
an
uber
to
send
her
to
trauma
therapy
and
then
expect
her
to
get
back
on
the
uber
to
go
back
to
her
foster
home?
If
anything,
at
the
end
of
the
trauma
therapy,
she
needs
a
hug,
and
now
an
uber
driver.
P
Is
that
truly
the
value
that
we
give
to
these
children's
lives?
And
what
more
can
we
do
to
provide
them?
The
services
that
they
need?
The
assessments
Health
Education
domain
is
also
an
issue
for
us.
We're
not
quite
sure
why
people
cannot
be
filling
out
forms
and
getting
our
children
connected
up
to
the
correct
primary
care.
Physician
that
seems
to
be
an
ongoing
problem.
P
School
workers
don't
seem
to
know
how
to
utilize
that
well
being
specialists,
that
they've
got
right
there
within
their
agency
and
again,
staff
turnover
continues
to
be
an
issue
for
us
councilman
Greenlee.
You
raised
the
issue
that
we
and
our
recommendations
had
suggested
that
the
DHHS
adoptions
unit
should
adoption
should
go
back
to
DHHS
and
when
you
post
it
to
the
commissioner,
she
said
that
they
would
not
be
in
agreement
with
that
because
of
the
permanency
issue.
P
I
think
we're
talking
about
two
different
canary
scenarios,
we're
talking
about
cases
where
parental
rights
have
already
been
terminated,
not
leading
up
to
that
permit
see,
but
where
parental
rights
are
already
terminated.
We
have
situations
right
now,
where
we
have
children
who
are
free
for
adoption,
and
we
cannot
move
them
through
the
system.
It
has
stalled.
We
have
1700
cases
in
a
courtroom
right
now.
That
is,
ironically
enough
called
the
accelerated
adoption.
Review
Court.
There
is
nothing
accelerated
about
it.
P
We
who
workers
do
not
have
a
good
understanding
of
how
to
make
the
adoption
process
worked.
In
addition
to
all
the
other
people
at
their
agencies.
They
also
are
faced
with
the
fact
that
they
have
family
profile
writers
that
they
have
to
talk
to
child
profile
writers
that
they
need
to
talk
to
individuals
from
the
state.
What
adoption
network
there's
a
DHS
permanency
worker
involved?
P
The
case
moves
around
them,
not
because
of
them
and
that's
a
problem,
so
we
are
suggesting
that
justice
DHS
took
back
to
central
referral
and,
just
as
DHS
took
back
payment
issues
for
kinship
that
that
might
be
a
way
of
dealing
with
that
piece
of
the
puzzle.
They
have
said
that
they
are
working
on
that,
but
again,
in
the
meantime,
we
have
families
who
are
waiting
for
extensive
periods
of
time
months
buy
some
of
their
own
estimates.
P
The
adoption
process
has
extended
six
to
nine
months,
because
we
can't
move
things
through
the
code
with
the
kueh
system,
so
we
would
suggest
that,
and
in
fact
right
now
they
do
have
DHS
permanency
workers
who
are
on
those
cases.
So
those
workers
could
assume
the
responsibility
for
at
least
managing
that
part
of
the
process
who
can
remain
involved,
but
there
needs
to
be
a
manager
who
understands
the
system
and
who
understands
it
well
enough
to
move
it.
P
We
also
are
very
clear
in
our
recommendations
that
we
think
there
need
to
be
much
more
focused
on
a
development
of
medical
and
therapeutic
foster
homes.
We
lost
a
significant
amount
of
those
resources
when
the
kueh
system
was
implemented,
because
many
of
those
agencies
were
smaller,
they
went
out
of
business
and
they've
never
been
recreated.
We
have
clients
who
are
waiting
to
go
into
those
type
of
homes
on
a
daily
basis.
Additionally,
we
clearly
feel
the
need
that
the
kueh
supervisory
level
needs
to
be
bolstered
and
trained
more.
P
It's
been
our
experience
that
many
cool
workers
don't
have
a
good
supervisory
support,
because
that
supervisory
system
in
some
way
is
just
lacking
the
supervisors.
Don't
really
understand
the
nuts
and
bolts
of
what
occur
frankly
right
now,
it's
so
splintered
with
there
being
a
practice
coach,
so
visitation,
coach,
dro
coach,
who
says
this
is
what
the
court
ordered
at
the
last
time.
P
That's
in
many
cases
what
the
supervisors
should
be
doing,
and
we
would
suggest
that
that
should
be
a
major
major
focus,
because
supervisors
should
be
able
to
step
in
when
a
workers
not
there
and
deal
with
an
issue
too
frequently.
We
hear
the
social
workers,
not
here.
I
can't
do
this
as
the
supervisor
you'll
need
to
wait
until
the
cooler
case
manager
returns.
Children
can't
wait,
families
can't
wait,
they
need
answers
now.
They
need
action
now.
So
we
would
again
ask
that
those
things
be.
P
We
also
made
a
request
in
our
in
our
suggestion
here
and
our
notes
that
there
should
be
spanish-speaking
staff.
One
call
at
each
Kuya
agency
I
would
agree
with
Councilwoman
Jim
that
we
should
actually
increase
that,
and
there
should
certainly
be
a
multitude
of
languages
available.
It's
a
disservice
to
our
clients
and
to
their
families.
P
When
we
are
trying
to
deal
with
agencies
that
do
not
have
on-call
spanish-speaking
workers
at
a
time
when
a
families
in
crisis,
if
a
workers
out
there
at
eight
or
nine
o'clock
at
night
and
nobody
speaks
English
and
that
worker
doesn't
it
doesn't
help
anyone
in
this
situation.
So
those
are
some
of
our
major
recommendations.
I
would
say
to
you
again
that
three
years
ago
we
informed
this
very
committee
in
this
very
room
that
our
experience
with
the
kueh
system-
and
that
was
replete
with
problems
and
issues.
P
We
implored
you
at
that
point
to
sths,
to
hit
the
pause
button
and
to
help
us
all
take
a
look
at
what
we
should
do.
Then,
to
make
changes
now
we
have
a
scorecard,
which
the
commissioner
says
gives
us
the
baseline
and
I'm
happy
to
know.
We
have
a
baseline
moving
forward,
I'm
sad
to
know
that
it's
taken
us
three
years
to
get
to
the
baseline
I
hope
that
there
are
ongoing
evaluations
that
are
done
to
show
where
we
have
moved
forward.
P
But
again,
today,
I'm
pleading
with
you
to
intervene
and
to
assist
in
making
some
of
these
changes
and
take
the
actions
as
needed,
because
the
very
frankly
the
families
and
children
of
Philadelphia
deserve
better.
We
owe
it
to
them
and
we
owe
it
to
Danielle
Kelly's
memory.
Everyone
talks
about
her,
but
it's
time
to
make
sure
that
there's
not
another
Danielle
Kelly
and
very
frankly,
we
have
had
deaths
since
the
Khoa
system
has
occurred
and
we've
had
Danielle
Kelly's
and
it's
time
to
do
something
to
make
sure
that
it
doesn't
affect
one
more
child.
P
A
P
Going
to
be
going
to
her
therapeutic
her
trauma
therapy,
which
is
located
at
Children's
crisis
treatment
center
on
Delaware
Avenue
across
the
street,
from
the
casino,
and
so
the
thought
was
that
we
could
put
her
in
an
uber.
Let
her
go
to
her
therapy
and
then
she
could
to
be
transported
back.
That
is
frightening
to
me.
In
what
world
to
win?
Does
anyone
put
a
seven-year-old
in
an
uber
I
mean
she
walks
out
of
the
appointment.
P
You
can
only
imagine
she's
just
spent
30
to
45
minutes
in
a
room
dealing
with
the
trauma
of
what
brought
her
into
care.
You
can
envision
her
she's,
walking
out
her
little
shoulders
are
down
she's
hurt.
She
probably
needs
somebody
to
put
their
arm
around
her
she's
walking
out
the
door,
and
you
have
to
imagine
what
she
sees
as
she's.
Looking
for
the
uber
driver,
who's
gonna
take
her
back
to
her
home.
P
A
It's
terribly
frightening
as
the
parent
of
an
8
year
old.
You
know
the
idea
that
might
somehow
someone
would
think
it
was
okay
to
put
my
daughter
into
an
uber
and
to
let
her
travel
on
her
own
and
so
I
guess
you
know
I
would
just
say
whoever
was
making
that
decision
with
you.
You
know
you
put
yourself
in
these
situations.
What
I'd
do
that,
if
that
was
my
child
and
the
answer
across
the
board
should
be
no,
so
you
know
it's.
A
E
You,
madam
chair
quickly,
because
I'm
fortune
I
have
to
step
out
for
a
little
bit,
but
miss
Schaefer,
I'm
glad
you.
You
made
clear
because
I
think
we
were
thinking
along
the
same
lines
with
the
adoption
issue.
I'm
just
I'm
talking
about
cases
that
really
were
not
in
the
disputed
category,
all
right,
they
were
just
going
through
the
process
and
I
mean
I've
heard
again.
I
think
we're
going
to
hear
from
somebody
that
it
it
seems
like
they're
taking
an
inordinate
amount
of
time,
and
now
it
doesn't
seem
to
be
in
your
your
opinion.
E
P
L
P
P
E
E
P
P
In
that
context,
you
have
to
wonder
what
was
the
visit
life
that
that
worker
made
to
that
home
when
that
worker
saw
that
child
three
or
four
days
ago,
that
the
worker
can't
answer
the
simple
question
of:
where
does
the
child
go
to
school?
So
the
turnover
of
workers
is
an
ongoing
problem,
but
also
in
the
adoption
field,
and
when
we
do
adoption
cases
there
are
a
lot
of
moving
parts
and
and
I
will
say
to
someone
asked
earlier,
you
know:
is
there
any
time
when
we
would
have
looked
at?
P
Was
the
older
part,
the
better
the
DHS
adoption
unit
was
a
phenomenal
group
of
people,
because
you
know
why
you
had
to
be
a
DHS
worker
for
a
long
time.
They
knew
the
system,
they
understood
the
system.
They
knew
how
to
make
those
pieces
work.
Well,
that's
not
what's
occurring
right
now,
because
kueh
does
not
know
how
to
manage
those
cases
and
move
them
in
a
way
that
propels
the
case
forward
to
an
adoption.
Yeah.
E
A
C
I
think
that
a
mache
fir
as
I'm
highlights
a
lot
of
things
that
are
concerning
and
completely
unacceptable
to
hear
from
as
a
commissioner
and
I
think
what's
critical,
and
what
we've
been
trying
to
highlight
today
is
that
we
were
in
an
absolute
disrepair
to
say
that
we're
in
the
same
place
as
three
three
years
ago
is
an
absolute
fallacy.
I
didn't
take
this
job,
because
I
just
wanted
a
really
significant
job
in
city.
C
C
We
have
data
that
proves
some
of
the
things
that
she
said
are
places
we've
made
improvements.
There
are
places
we
have
not
made
enough
improvements.
Adoption
is
an
excellent
example
that
we
have
a
long
way
to
go.
I
wouldn't
stay
committed
to
this.
If
I
didn't
think
we
were
making
progress
and
certainly
the
the
items
that
get
brought
up
I
mean
the
seven-year-old
story
is
the
first
time
I'm
hearing
that
I
have
an
eleven
year
old
I
have
a
six
year
old
I
would
be
mortified
if
I
had
heard
that
as
well.
C
So
part
of
this
that
councilman
green,
around
coordination
and
collaboration
means
that
we
always
have
to
hear
the
dirty
the
ugly,
the
difficult
and
I
think
one
of
the
challenges
that
I
ask.
A
lot
of
our
advocacy
partners
is
to
for
us
to
remain
in
constant
communication
and
we're
very
grateful
that
they
bring
these
issues
to
our
attention
and
so
I'm
not
going
to
hide
behind
it.
C
A
C
So
our
permanency
is
an
improvement,
the
adoption
issue.
Yes,
we
had,
we
had
an
excellent
adoptions
unit.
My
reflection
on
it
is
that
the
evolution
of
this
reform
effort
and
mache
FERS
correct.
We
have
workers
who
were
just
now
getting
to
a
retention
point
we're
getting
workers
who
are
better
prepared
and
the
adoptions
one
area,
I
think
similar
to
other
challenges
that
we
have
faced,
that
my
concern
is
about
quickly.
Shifting
without
allowing
progress
to
happen
could
result
you
know
in
it.
We
don't
have
the
adoptions.
C
You
know
right
now,
so
if
I
bring
it
back,
the
question
is:
how
do
we?
How
would
we
manage
that
we'd
be
sort
of
in
the
same
situation
of
hiring
up?
We
have
workers
who
have
been
highlighted
here,
so
it
was
certainly
can
enhance
so
I
think
it's
a
dialogue
that
we
need
to
go
back
and
look
look
at
in
terms
of
the
adoption
issue.
Okay,.
A
Because,
as
we
as,
we
are
sort
of
experimenting
with
some
of
these
things
and
I
and
like
I
said
early
on
I
recognize
that
this
is
not
easy,
that
there's
no
quick
and
easy
fix
here.
These
are
very
difficult
circumstances
that
we
find
ourselves
in
in
terms
of
caring
for
these
young
folks
who,
who
desperately
need
us,
but
while
we're
trying
to
figure
it
out,
you
know
they're
growing
they're
having
experiences
things
are
happening.
C
And
I
think
I'm
I'm
happy
to
be
here
because
part
of
owning
our
ability
to
move
forward
is
the
willingness
to
hear
all
the
difficult
information
and
recognize
where
our
greatest
challenges
are
and
put
as
much
time
and
energy
into
those
areas
in
terms
of
our
evolution.
I
think
we've
really
prioritized
things
that
were
impacting
practice.
If
your
caseload
size
are
super
high,
you
have
to
bring
those
down
if
we're
killing
the
amount
of
investigations
that
we,
the
workers,
are
getting
because
there's
just
overwhelming.
C
A
A
Q
You
I'm
Frank
sir
phone
I'm,
the
executive
director
of
the
support
center
for
child
advocates.
Child
advocates
is
Philadelphia's
pro
bono
lawyer
program
for
abused
and
neglected
children
like
Donnie
shapers
office.
We
offer
the
skills
and
dedication
of
lawyer
social
worker
teams
together
work
to
represent
each
of
our
clients.
Last
year
we
represented
what
was,
for
us
an
all
time,
high
of
1100
children
for
more
than
40
years,
we've
served
as
a
resource
to
this
community
and
to
this
council
and
I.
Q
Thank
you
for
the
invitation
to
serve
in
this
role
once
again
and
I
will
try
to
summarize,
as
you've
asked,
we
certainly
want
to
recognize
the
substantial
improvements
in
many
important
measures
that
have
been
noted
today,
like
various
of
your
witnesses
and
by
the
several
reports
that
are
before
council.
There
are
other
positive
indicators.
We
haven't
talked
about
the
reduction
in
repeat,
abuse
cases,
the
building
out
of
DHHS
University,
high-quality
forensic
interviews
of
the
Philadelphia
Children's
Alliance
as
the
Commissioner
just
referenced.
Q
There's
a
genuine
commitment
on
the
part
of
all
the
leaders
of
this
system
to
improve
I
really
have
no
doubt
about
that
and
there's
regular
communication.
Among
DHS
leadership,
kouha
and
agency
directors,
other
city
agencies,
like
CB,
h,
the
school
district
in
the
DA's
office
and
with
the
advocacy
community
and
with
family
court.
Mostly,
we
all
talk
to
each
other
I
find
that
tremendously
healthy
and
a
good
sign
I'm
a
fan
of
IOC.
Indeed,
several
of
my
colleagues
and
I
were
deeply
involved
in
the
planning
process.
Q
I
chaired
the
workgroup
on
data
performance
management
and
accountability,
so
I
have
a
real
affection
for
some
of
the
topics.
Today,
the
basic
structure
of
having
services
and
workforce
located
in
and
connected
to
the
community
remains
a
very
good
idea.
I
think
we
have
to
stop
talking
about
the
good
old
days
we
didn't
like
them.
Very
much.
I
can
tell
you
that
and
get
back
and
get
on
with
realizing
the
promise
of
IOC.
Q
Let's
get
one
with
version
2.0
and
a
key
feature
is
the
coolest
scorecard
I
like
the
scorecard
a
lot
notwithstanding
the
chairs
question:
I,
don't
have
a
problem
with
this
methodology,
I
think
it's
a
fairly
sophisticated
tool,
and
yet
it's
accessible
there's
a
lot
behind
the
page
that
that
they
that
they're
bringing
to
bear
in
putting
those
numbers
on
the
page
and
we
can
tinker
with
the
dials.
But
it's
a
it's
a
really
good
start.
Q
I
commend
Commissioner
Figueroa
and
the
Deputy
Commissioner
Shapiro
and
Lisa
Rodriguez,
and
we've
heard
today
and
they're
really
their
entire
team,
as
well
as
the
COO
it
directors
they
have
all
been
at
the
table
with
us
and
and
even
more
with
each
other
and
and
I
know.
There's
no
punches
pulled
in
that
room.
Q
Accountability
can
be
hard.
It's
so
necessary.
Transparency
is
essential
in
this
world
of
ours
in
child
welfare
work
that
is
often
so
secret.
The
child
welfare
system
under
IOC
is
considerably
more
transparent
than
any
predecessor
in
Philadelphia,
so
that
its
strengths
and
problems
are
now
publicly
known
and
discussed.
We
should
all
like
that,
even
though
it
can,
it
can
be
painful
and
uncomfortable.
At
times
the
scorecard
demonstrates
a
troubling
picture.
Q
There
are
52
of
90
benchmarks
that
were
rated
as
either
unsatisfactory
or
critically
problematic,
and
if
the
programs
that
DHS
continues
to
run
itself
were
added
to
the
mix,
that
number
of
deficiencies
really
would
have
been
even
higher.
These
numbers
demonstrate
that
the
reform
isn't
done
yet
and
when
work
is
below
grade,
children
and
families
get
hurt
in
November
of
2015.
Q
Shortly
after
mayor
Kenney
was
elected,
we
prepared
a
10
page
summary
memorandum,
titled
child
welfare
and
the
mayoral
transition
and
I've
attached
that
to
the
remarks
that
we
provided
to
the
members,
we
noted
that
it
was
back
then
that
it
was
difficult
to
determine
whether
the
problems
of
practitioners
and
judges
and
others
were
seeing
at
the
time
were
exceptional
or
normative.
It
was
also
new
and
it
was
another
time
a
transition.
Q
First,
we
talk
about
safety,
making
the
decision
about
which
children
are
really
unsafe
is
the
primary
mission
of
any
child
welfare
agency.
It's
one
of
the
hardest
decisions.
The
system
and
its
people
have
to
make
play
it
safe
and
be
overprotective.
The
number
of
children
removed
from
their
homes,
skyrockets,
be
patient
and
reluctant
to
act.
A
child
gets
hurt,
visitation,
seeing
a
child
in
his
or
her
home
was
the
single
most
important
feature
of
the
child
welfare
panel
recommendations
and
the
IOC
goals.
You
heard
Donnie
talk
about
it.
Q
Danielle
Kelly
died
because
no
one
saw
her.
This
was
the
very
first
item
of
performance
and
monitoring
from
the
child
welfare
panel,
with
visitation
data
presented
regularly
to
the
CEO,
be
the
community
oversight
board
for
at
least
5
years.
Yet
in
the
scorecard
for
the
year
that
ended
you
17.
We
see
that
4
of
10
agencies
were
unsatisfactory
with
two
bells,
and
the
remaining
six
were
only
competent
with
three
bells.
The
in-home
safety
assessment
is
a
checklist
kind
of
instrument.
Q
It's
what
structures,
this
safety
visit
and
this
fundamental
front
end
question
about
whether
the
child's
safe
or
unsafe,
yet
inside
the
case,
work
that
we
do
it's
unclear
how
the
results
of
these
assessments
are
utilized
by
the
Khoa
team.
Are
they
dynamic
documents
that
are
used
to
guide
service
planning?
The
way
they
were
designed
to
be
or
have
they
become
a
form
that
once
completed
is
never
used
again?
Q
The
complex
cases
are
particularly
challenging
for
many
coos
and
their
staff
because
they
pose
heightened
safety
questions,
whether
it's
behavioral
health
or
the
dynamics
of
sexual
abuse
and
families
too
many
kueh
workers
are
either
not
seeing
the
important
details
or
don't
know
what
to
do
with
the
information.
We
need
more
core
staff
with
specialized
knowledge
of
family
dynamics
and
other
issues
in
these
complex
cases,
family
permanency,
while
the
permanency
rate
has
improved
in
the
last
two
years,
it
was
coming
from
a
very
low
bottom.
Q
The
adoption
process
was
poorly
implemented
with
IOC
and
those
problems
continue.
You
just
heard
reference
to
a
lot
of
them.
Count
of
days
is
the
currency
in
work
with
children.
In
this
work
it
couldn't
be
more
straight
line.
Count
the
number
of
days
from
TPR
the
termination
decision
to
finalization
the
court
says
you're
adopted
that
count
of
days
remains
large
way
too
high.
Q
We
have
always
been
the
slowest
adoption
process
in
the
entire
state,
but
for
the
last
five
years
it's
been
even
worse,
I'd
like
to
tell
you
that
it's
getting
better,
but
there's
really
no
indication
of
that.
What
is
damaging
is
that
is
the
erosion
of
the
confidence
and
commitment
of
the
family
to
the
child
and
the
child's
own
sense,
that
is
the
home
I'm
gonna
stay
in
things
break
down
when
they
take
too
long.
Q
Thankfully,
we
can
count
success
stories,
many
of
them
in
this
permanency
category,
even
the
delayed
adoption
that
finally
gets
done,
is
a
successful
outcome,
but
a
stay
in
care
for
48
months
is
not
likewise.
The
child
returned
home
after
too
many
months
in
care
can
be
counted
as
a
positive
permanency
outcome,
but
at
what
emotional
cost
to
that
child
living
without
his
or
her
parents,
we've
talked
about
transition
delays
and
problems.
The
early
stage,
handoff
of
the
case,
is
really
problematic
and
I
just
thought.
Q
I'd
offer
the
example
outside
of
our
field
of
the
hospitals
that
we
have
all
experienced
for
ourselves
and
our
families
think
about
it.
Every
shift,
change
every
day
is
punctuated
with
a
crosstalk
between
the
two
nurses,
the
one
going
off
and
the
one
coming
one
right
there
handing
off
information.
Why?
Because
information
matters,
we
should
be
able
to
do
that.
Q
Meeting
scheduling
concerns
you
with
this
think
this
is
just
small
potatoes
right
right.
You
can't
get
your
meeting
straight.
Ioc
features
a
host
of
interagency
and
family
meetings.
It's
a
foundational
aspect
or
element
of
most
reform
initiatives.
Scheduling
an
invitation
to
meetings
continues
to
be
annoyingly.
Problematic
meetings
are
not
scheduled
or
located
at
places
in
times
that
are
convenient
for
working
parents
or
school-aged
children.
The
participation
of
parents
and
children
seems
not
to
be
the
priority
it
should
be.
Q
It
was
one
of
the
metrics
we
recommended
from
the
beginning
and
they
should
be
reporting
on
for
their
own
well-being.
A
typical
exchange.
My
own
staff
said
goes
like
this.
My
client
needs
to
be
involved
in
the
meeting.
Well,
the
only
time
we
have
available
is
11:00
a.m.
so
I
guess.
You'll
just
have
to
miss
school,
whatever
one
might
say
about
the
complexity
of
the
cases
or
the
size
of
the
caseload,
they
should
at
least
be
able
to
get
their
phones,
their
invitations
and
calendars
right.
Q
The
cool
workforce,
like
every
child
work
person.
This
business
is
a
noble
force
right,
you're,
inviting
people
to
take
on
the
hardest
work
that
the
community
has
to
offer
right.
We
did
not
do
it
well.
Everyone
agrees
that
the
IOC
created
an
entirely
new
workforce
of
case
managers
and
that
it
didn't
go
well
at
the
beginning,
but
five
years
in
many
cases
are
still
experiencing
significant
turnover
within
the
team
excite
to
a
particular
family
staff
turnover
and
the
assignment
of
inexperienced
workers
create
gaps
in
information
sharing
and
the
completion
of
tasks.
Q
The
quality
of
practice
remains
spotty,
there's
some
solid
practice
and
there's
some
really
bad
practice.
Skills,
development,
training
and
supervision
should
be
the
answer.
Yet.
Performance
problems
abound.
The
use
of
electronic
case
records
should
make
information
accessible,
but
instead
information
is
too
often
not
available
or
not
used.
Q
Institutional
memory
matters
when
I
go
for
my
annual
physical.
My
doctor
always
remembers
to
ask
me
if
I'm
still
swimming,
she
remembers.
My
mother
had
two
types
of
cancer.
She
checks
me
head
to
toe
for
skin
moles
because
she
took
one
off
15
years
ago.
That's
what
they
remember
right
and
our
work.
It
might
be
the
persons
trauma
history
or
what
allergies
the
child
has
and
what
medications
are
supposed
to
arrive
when
she
gets
there.
Mr.
A
A
Q
To
my
for
recommendations,
okay
continue
to
compile
and
publish
the
coasst
scorecard,
but
grow
it
and
add
measures
for
DHS's
own
practice
and
for
the
many
other
measures
that
have
been
identified.
It's
a
great
start.
There
are
dozens
of
others
identifying
that
a
design
of
IOC
that
should
be
unveiled
second,
improve
practice
and
meaningful
ways
and
classroom
learning.
That's
pursued
in
the
charting
the
course
program
for
a
new
co-workers
is
necessary.
It's
simply
not
sufficient.
The
practice,
coaches
and
case
supervision.
Folks
inside
the
course
have
to
get
stronger
nurses
need
to
be
more
available.
Q
We
need
to
place
real-time
data
in
the
hands
of
the
coolest
staff
on
the
ground.
Information
must
be
available
to
support
decision
making
and
finally,
I
repeat
next
I
didn't
get
to
say
it
the
first
time
we
must
be
impatient
with
the
pace
of
change.
We
must
move
beyond
compliance
through
proficiency
and
into
excellence.
From
the
date
of
the
settlement
of
the
baby
Neil
litigation
in
1999,
we
spent
almost
20
years
getting
to
a
c-minus
or
a
d-plus.
Q
A
You
so
much
for
your
testimony
and
I
agree
with
you
and
I'm
going
to
use
your
line
again.
You'll
hear
that
again
that
we
have
to
be
impatient
with
a
pace
of
change,
that
this
is
not
the
change
that
we
should
be
having,
and
it
really
feels
like
a
bit
of
an
experiment,
one
our
young
people,
while
we're
trying
to
figure
out
what
to
do,
and
we
don't
have
any
time
to
waste.
A
B
A
And
this
is
our
final
panel
and
we
also
have
written
testimony
from
miss
Reagan
Kelly,
the
chief
executive
officer
of
net
community
care.
We
are
going
to
ask
in
the
interest
of
time
that
if
we
could
summarize
and
maybe
give
us
two
minutes,
if
you
could
summarize
in
two
minutes
your
testimony,
we
would
greatly
appreciate
that.
N
I'm,
dr.
Tawana,
Ford,
Sabbath
and
I'm,
representing
the
Alliance
of
black
social
workers,
which
is
the
Philadelphia
chapter
of
the
National
Association
of
black
social
workers
and
I,
am
here
for
the
second
time,
was
here
into
2016
and
I,
commend
you
Councilwoman
bass
for
continuing
and
just
making
sure
that
we
would
look
at
this
situation
in
a
fine-toothed
way,
rather
than
skimming
over
I'm,
going
to
pick
up
on.
N
N
Yes,
I
was
very
concerned
that
much
more
emphasis
was
still
placed
on
safety,
and
we
know
that
that
is
important,
but
that
safety
is
also
dependent
upon
the
quality
of
the
workers
that
are
involved
and
the
way
that
the
system
trains,
those
workers
holds
them
accountable,
supervises
them
and
then,
of
course,
the
way
that
they
have
to
report
as
I've
listened
to
the
testimonies.
One
of
the
concerns,
of
course,
is
that
the
volume
of
work
that
has
to
be
done
by
the
case
managers
is
unbelievable
and
unmanageable,
and
impossible.
N
I
have
not
heard
any
way
of
reducing
that
or
changing
that
to
a
point
that
one
human
being
can
do
all
the
things
that
have
been
cited
so
that,
as
far
as
we're
concerned
as
social
workers,
there
has
to
be
some
level
of
assessment
of
what
is
humanly
possible
and
what
is
definitely
in
the
benefit
of
the
children
and
families.
Also,
as
we
looked
at
the
weighting
system
that
was
used
for
the
different
categories,
there
was
so
little
placed
on
the
case
planning
and
so
that,
and
that
becomes
extremely
important
as
the
case.
N
Progress
is
reviewed.
I
also
understand
from
one
of
our
members
who
serves
as
a
DHS
practice
specialist
at
a
core
that
our
earlier
concerns
about
an
adversarial
relationship
between
the
coolest
and
eh
DHS
resource
persons
has
improved
that's
a
good
thing.
However,
I
was
also
informed
that
there
is
consideration
of
decreasing
the
presence
of
the
DHS
team
coordinator
at
the
coolest.
That
person
is
responsible
for
making
certain
that
contact
is
made
with
all
persons
and
entities
involved
in
a
case,
so
that
the
team
meeting
for
developing
and
reviewing
the
single
case
plans
will
be
effective.
N
The
work
of
the
practice
specialists
inside
so
to
speak
and
that
a
team
leader
sort
of
when
the
outside
seemed
to
compliment
one
another.
If
the
practice
specialist
has
to
attend
to
the
internal
workings
of
a
case
as
well
as
assembling
all
parties
for
the
meetings
work
with
the
agency
staff
will
suffer.
N
Managers
relationship
with
families,
as
has
been
cited
before
because
of
the
retention
and
a
lack
of
retention
and
the
massive
overturn
the
relationships
that
are
developed
are
so
key
because
of
the
sensitivity
of
the
situations
that
come
before
the
workers
and
when
those
workers
are
transferred.
As
we
looked
at,
they
move
away.
There's
not
that
communication
between
and
then
there's
some
lack
of
continuity.
There's
also
something
that
came
up
to
me
and
I
really
didn't
know
what
to
do
about
it.
N
But
that
is
that
the
financial
concern
or
financial
management
is
so
low
in
terms
of
the
percentage
that
was
placed
there
and
I
know.
I
I
couldn't
figure
out
why
that
was
the
case
and
then
finally,
the
30-day
improvement
plan
that
was
listed
in
the
report
be
interested
in
seeing
what
happened
with
that.
N
We
heard
some
of
that,
but
it
wasn't
clear
enough
for
for
me
to
see
how,
then
those
coolers
that
seemed
to
me
should
be
moving
out
of
the
system
are
still
held
in
there's
also
the
idea
of
peer
mentoring
between
the
or
among
the
cores,
and
that
sounds
like
a
good
idea,
except
that
with
all
of
them
being
so
low
in
scoring
I'm,
not
sure
that
the
mentoring
is
something
that
will
help
or
to
improve
and
I'm
going
to
leave
it
at
that.
Well,.
N
M
N
A
I
do
want
to
add
that
a
lot
of
your
questions
I
just
want
to
alert.
The
Commissioner
will
be
asking
these
questions
at
budget
time
so
which
is
like
almost
tomorrow.
So
so
soon
we
will
be
asking
you
these
very
same
questions,
and
we
really
hope
that
well
I'm
sure
that
you'll
come
prepared
with
those
answers.
Thank
you
so
much
okay,
we
can
have
you
state
your
name
for
the
record
to
begin
your
testimony
whatever
you
abbreviate
it
in
two
minutes,
my.
R
Name
is
KC
Carr,
Monica
and
I
adopted
a
child
through
DHS
and
we
were
assigned
the
COO
of
Tabor
Community
Partners
I
will
outline
the
most
striking
examples
of
the
ineffectiveness
and
in
competency
that
we
have
dealt
with
since
December
2015.
Our
son
was
placed
in
our
care
on
December
4th
2015.
We
met
with
our
DHS
caseworker
Kim
Hightower
once
after
leaving
Temple
University
Hospital
with
our
son.
This
is
the
only
time
we
ever
met
with
her
or
received
responses
to
any
questions
we
had
for
her.
R
We
were
already
in
the
process
of
adopting
when
this
placement
occurred.
We
had
our
criminal
and
child
care
clearances.
We
had
a
family
profile
completed
when
this
information
was
offered
to
miss
Hightower.
It
was
refused
our
initial
kueh
caseworker
was
she
Nina
Carter,
miss
Carter,
missed
or
rescheduled
every
single
appointment
we
had
with
her
most
of
the
time,
without
bothering
to
call
or
notify
us
that
she
would
not
be
coming
for
her
visit
when
she
did
show
up
on
each
visit.
R
We
attempted
to
provide
her
with
our
financial
information,
clearances
and
family
profile,
and
each
time
she
refused
Miss
Carter
was
the
first
of
four
caseworkers.
We
would
be
assigned
through
tabor
community
partners
in
March
2016.
We
received
notice
that
we
were
to
attend
prudent
parenting
classes.
One
week
later,
at
Tabor
services,
my
husband
and
I
were
unable
to
reschedule
work
commitments
and
told
the
kueh
worker
mr.
Lorenzo,
that
we
would
not
be
able
to
attend.
He
was
understanding
and
rescheduled
our
classes
for
June.
R
We
believed
everything
was
fine
until
May
19
2016,
when
we
got
a
letter
from
donut
Bell,
the
director
of
Philadelphia
programs,
stating
our
child
will
be
removed
from
our
home
immediately
due
to
the
failure
to
attend
the
prudent
parenting
classes
and
missing
paperwork
which
we
had
had
offered
them
many
times
with
no
answer
from
our
caseworker
no
answer
at
Tabor
community
partners
and
no
answers
from
our
child
advocate
mr.
Lee
Coleman.
R
We
immediately
drove
to
Tabor
services,
where
we
were
told
to
ignore
the
notice
that
our
caseworker
quit
several
months
prior
with
no
notice
and
that
we
again
would
be
given
a
new
caseworker.
We
attended
the
classes
in
June,
danique
Bell
was
there,
but
she
was
again
unable
to
accept
our
people
work
or
meet
with
us.
Thankfully,
we
were
able
to
provide
the
child
with
medical
insurance
through
an
employer.
We
received
no
medical
information
from
Tabor
community
partners
until
after
our
adoption
was
finalized
on
this.
R
After
almost
two
years,
we
also
had
no
birth
certificate
or
social
security
number.
We
ourselves
went
to
the
city's
vital
records
Department
for
his
birth
certificate,
because
no
one
at
Tabor
or
DHS
had
the
ability
to
obtain
it
for
us,
even
as
of
today
to
our
knowledge,
the
child's
case
is
still
unclosed
through
DHS,
even
though
the
adoption
is
finalized,
we
were
in
unable
to
change
his
social
security
number
and
name
on
his
Medicaid
information.
R
I
hope
you
will
work
to
make
the
system
run
with
more
efficiency,
oversight
and
compassion,
so
that
more
families
do
not
have
to
go
through
what
we
faced.
It
is
important
for
me
to
make
clear
that
we
are
a
stable
family
with
good
incomes
and
we
were
able
to
provide
medical
coverage
and
attend
the
many
court
cases
we
endured
months
of
missed
and
rescheduled
home
visits,
threats
of
taking
our
child
away
from
us,
and
we
were
able
to
tolerate
a
lot
in
flight
for
this
child.
R
A
A
You
know
they
have
a
stable
home
and
decent
incomes,
and
you
know
jobs,
and
you
know
that
would
allow
them
to.
You
know,
take
time
when
they
were
able
to,
and
so,
but
what
about
those
who
do
not
have
this
level
of
stability,
but
who
really
do
want
to
be
involved
and
care
for
a
child
and
have
become
attached
to
that
child?
You
know
the
threat
of
someone
coming
in
and
taking
away
your
child
is
beyond
frightening.
A
You
know
for
anyone,
whether
you're
in
an
adoption
process
or
whether
you
you
know,
live
at
home
with
your
child,
that
you
gave
birth
to
it,
doesn't
matter
the
idea
that
someone
could
come
in
and
threaten
you
with.
Such
action
is
deeply
troubling,
so
we
really
do
expect
to
have
some
answers
and
I'm
sure
you'll
be
prepared
at
the
budget
hearings
in
the
next
couple
of
weeks,
and
so
for
our
last
speaker
come.
O
Shiki
remembered
and
I'm
a
resource
parent
for
a
second
chance
incorporated
I
was
asked
to
be
here
today
to
tell
you
my
story
with
kueh
and
my
experience
with
kula
about
three
years
ago.
I
was
repairing
my
home
for
a
pre-adoptive
kinship
place,
and,
and
it's
you
don't
a
placement
just
of
someone
that
I
knew,
but
just
in
case
the
child
needed
to
be
adopted.
I
would
be
available
for
this
child.
Shortly
after
completing
my
certification
process,
I
received
a
phone
call
from
a
second
chance
incorporated
mr.
O
O
Although
she
was
fairly
new
to
:
and
Kula
is
in
itself
being
a
fairly
new
that
didn't
matter
to
me,
I
I
was
very
and
even
being
aware
of
how
busy
a
cooler
case
manager
can
be.
It
didn't.
Stop
me
from
calling
her
frequently
and
being
the
not
so
easy
to
please
resource
parent
and
very
insist,
insistent
I
can
say
Catherine
Colleen,
if
not
answered
my
calls.
She
called
me
back
within
a
matter
of
minutes.
O
O
O
So
year
now
attends
one
of
the
best
schools
in
the
country
and
maybe
I'm
not
sure.
Don't
quote
me
on
this,
but
I
know
a
few
years
ago
was
the
number
one
school
on
the
east
coast,
which
is
Clark
for
Clark
for
hearing
and
speech
where
he
received
services
five
times
a
day.
No
sorry,
five
days
a
week
throughout
the
day,
throughout
his
whole
day,
every
day
say
year
will
come
home
and
he
would
say
something
and.
O
O
On
the
24th
of
January
this
past
month
we
celebrated
the
finalization
of
Sai
ear
case
and
Misskelley
walking
that
walk
with
us
a
year.
Now
my
son,
a
dream,
come
true,
not
the
dream
that
was
planned,
but
it
was.
You
know
it
was
a
greater
being.
They
had
another
plan.
For
me,
miss
Kelly
was
exceptional.
She
was
beyond
exceptional,
not
just
miss
Kelly
by
her
whole
team
that
turning
points
for
children
or
beyond
exceptional.
O
They
displayed
what
I
call
how
a
team
works.
A
team
work
working
together
makes
the
dream
work
and,
in
conclusion,
although
my
my
story
is
totally
different
from
yours,
I
would
like
to
share
with
you
something
dead,
I
learned
and
now
understand
when
people
when
someone
say
if
you
want
to
go
fast,
go
alone,
but
if
you
want
to
go
far,
go
together
and
knowing
that
it
takes
a
village
to
raise
a
child,
I'm
happy
to
say
that
I
that
Catherine
Kelly
was
a
part
of
my
village
and
camera
force.
I
hear
thank.
A
I
almost
have
members
of
council
about
to
cry.
That's
really!
That's
really!
You
know
your
stories
are
really
touching
and
I.
Think
hearing
from
you,
through
all
the
academic
conversation
that
we
go
through
for
all
of
the
the
data
points
that
we're
looking
at
this
is
where
the
rubber
meets
the
road.
This
is
what
it's
really
all
about.
Mm-Hmm
and
I
really
want
to
applaud
you.
You
know,
as
a
parent
I
applaud
you
for
fighting
for
your
kids.
You
know-
and
these
are
all
all
of
our
kids.
A
You
know
whether
you
gave
birth
to
them,
whether
you
adopted
them.
You
know
these
are
all
our
kids,
whether
you
just
see
them
on
the
street
and
so
I.
Just
really
want
to
thank
you
for
all
that
you've
done.
I
want
to
thank
all
of
the
providers
for
all
of
the
work
that
they've
done,
and
we
want
to
know
we
you
know.
Listen,
we
don't
want
to
come
here
just
to
beat
up
on
folks.
A
We
want
to
know
who's
doing
what
right,
what's
right
and
what's
not
right,
so
that
we
can
fix
it
and
make
it
right
for
all
kids.
So
I
just
really
want
to
thank
everyone
for
being
here
today.
I
believe
that
concludes
our
testimony.
Was
there
anyone
else
here
to
testify?
Okay,
seeing
none!
That
concludes
today's
hearing.
Oh
I'm,
sorry,
I'm,
sorry,
councilman,
talkin
burgers
do
want
to
make
a
closing
comment.
Thank.
F
A
Thank
you
so
much
everyone
for
being
here,
seeing
that
there's
no
one
else
here
to
testify.
Regarding
resolution
number
one:
seven:
zero
949
and
there
being
no
further
business
before
the
Committee
on
Public,
Health
and
Human
Services.
Today,
the
public
hearing
on
resolution
number
one:
seven,
zero,
nine
forty
nine
is
recess
until
the
call
of
the
chair.
Thank
you
very
much
for
your
attendance
and
your
patience
today.
Thank
you.