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Research Updates on Family Drug CourtsOverview of Best Practices – Part 2
Phil Breitenbucher, MSW
Children and Family Futures
This presentation is supported by:
The Office of Juvenile Justice and Delinquency Prevention Office of Justice Programs
(2013-DC-BX-K002)
Points of view or opinions expressed in this presentation are those ofthe presenter(s) and do not necessarily represent the official positionor policies of OJJDP or the U.S. Department of Justice.
Acknowledgement
A permanent shift in doing business that relies on relationships across systems and within the
community to secure needed resources to
achieve better results and outcomes for all children
and families
Systems Change
3RsRelationships
Resources
Results
Outcomes5Rs for more families
Values – Why Are We Doing This?
A Framework for Systems ChangeRecovery
Remain in home
Reunification
Recidivism
Re-entry
FDC
Common
Ingredients –
What works…
Structural Supports
1. Relationships
2. Resources
3. Results
Leadership at
all levels
Inclusion of
stakeholders
Sustainability based
on outcomes and
results
Shared information
about institutional
barriers
Key Components of Meaningful Systems Change
Oversight/Executive
Committee
Director Level
Quarterly
Ensure long-term sustainability and final approval of practice and policy changes
Steering
Committee
Management Level
Monthly or Bi-Weekly
Remove barriers to ensure program
success and achieve project’s goals
FDC Team
Front-line staff
Weekly
Staff cases; ensuring client success
Membership
Meets
Primary Functions:
The Collaborative Structure for Leading Change
Mobilizing Resources
Building Relationships
Prioritizing Results
Information flow is the lifeblood, the fuel of an effective collaborative.
Leadership consists of encouraging that flow, analyzing its meaning, and framing decisions
that the team needs to make together.
Information flow
FDC Team
Membership Primary Function
Frequency
FDC Coordinator vs. FDC Case Manager
Key FDC Case Management Functions
Assessment
Planning
Linkage
Monitoring
Advocacy
Provide case management
Garnering community support
Prepare and manage FDC docket
Oversee budget and resources
Contract management
Grant Writing
FDC Coordinator Roles & Functions
Maintain individual client files
The FDC Coordinator - The Realities Often work under limited direction of a manager
Responsibility – YES; Authority – MAYBE
No choice in team members
Dynamics constantly changing due to new staff, politics, funding
May involve frequent and relatively independent working relationships
May assume leadership at various points of development process or life
span of FDC
Oftentimes grant-funded positions and are cut due to budgetary issues
Partners’ resource limitations
May oversee other collaborative court programs
One person expecting to be all things to all people
Oversight/Executive
Committee
Director Level
Quarterly
Ensure long-term sustainability and final approval of practice and policy changes
Steering
Committee
Management Level
Monthly or Bi-Weekly
Remove barriers to ensure program
success and achieve project’s goals
FDC Team
Front-line staff
Weekly
Staff cases; ensuring client success
Membership
Meets
Primary Functions:
The Collaborative Structure for Leading Change
Information Flow
Steering Committee
Membership Primary Function
Frequency
Effective Steering Committees is more than reporting about what agencies did last month—it’s about whether clients are doing better.
Busting barriers for improved outcomes
Effective leaders approach barrier-busting as a norm; they don’t take barriers for granted
They know the difference between barriers and excuses
- Confidentiality won’t let us share information- Other agencies don’t understand our clients- Our funders won’t let us do it- We don’t have the funding to take our efforts to scale
Barrier Busters
Innovative
@ the table means:- More than signing an MOU- Key agencies are not just “sending
somebody;” they are actively engaged- Involved in policy and operation
decisions- Knows where the money is going
Who’s Missing @ the Table
Develop Interagency Partnerships#2
Key Component 1: Integrate treatment services with justice system case processing
Key Component 2: Using a collaborative approach
Key Component 10: Forging partnerships
FDCs bring together the legal framework of court, child welfare system, and treatment services in a collaborative relationship with a common goal: to restore families. To best achieve this goal; however, they must collaborate with other agencies to provide the range of services and support required to ensure family stability, recovery of parents, and the permanent placement, safety, and well-being of children. These partners should include mental health, domestic violence, primary health care, child development, and other agencies.
Develop Interagency Partnerships
Routinely Assess for Rates of
Referrals, Completions & Barriers
Somewhat
Agree
Agree
Responses (n = 19)
Disagree
Don’t Know:
10.53%
Opportunities for Growth in the Partnership
• More involvement from all departments on a weekly basis
• More cross-training on the limitations of each person’s
position(s)
• Collaboration and communication: meetings
• More transparency between different agencies between
the teams. Training from one agency to the next, such as the
treatment providers training CW staff and vice versa.
• More involvement from outside parties.
• More collaboration with the direct substance providers.
Opportunities for Growth in the Partnership
• Better communication
• Communication and clear goal setting
• More communication on all ends.
• Further improving communication between team
members.
• Everyone having an opportunity to have a voice at the
table.
Drug Courts That Required
All Team Members to Attend Staffings
Had 50% Greater Reductions in Recidivism
and 20% Greater Savings
0%
10%
20%
30%
40%
50%
All team members attend staffingsN=31
All team does NOT attend staffingsN=28
42%
28%
Pe
rce
nt
red
uct
ion
in r
eci
div
ism
Note 1: Difference is significant at p<.05Note 2: “Team Members” = Judge, Both Attorneys, Treatment Provider, Coordinator
Note: Difference is significant at p<.10
Drug Courts Where a Representative
from Treatment Attends Court Sessions
Had 81% Higher Cost Savings
Yes (N=55) No (N=9)
29%
16%
A Representative from Treatment Attends Court Sessions
% in
cre
ase
in c
ost
sav
ing
0%
10%
20%
30%
Defense attorney attends staffingsN=59
Defense Attorney does NOT attend staffingsN=11
29%
15%
Pe
rce
nt
Incr
eas
e in
Co
st S
avin
gs
28
Drug Courts Where the Defense Attorney Attends
Drug Court Team Meetings (Staffings) had
a 93% Higher Cost Savings
Note: Difference is significant at p<.05
Create Effective Communication
Protocols for Information Sharing#3
Key Component 1: Integrate treatment services with justice system case processing
Key Component 2: Using a collaborative approach
Key Component 6: Responses to behavior
Key Component 7: Judicial Interaction
Effective, timely, and efficient communication is required to
monitor cases, gauge FDC effectiveness, ensure joint
accountability, promote child safety, and engage and retain
parents in recovery.
Create Effective Communication Protocols for Sharing Information
0%
10%
20%
30%
40%
50%
60%
70%
Agree Somewhat Agree Disagree Not Sure
Responses (n = 19)
WHO needs to
know WHAT,
WHEN?
The FDC has developed the capacity
to automate data about the
outcomes of the participants
compared to the larger systems
The FDC utilizes community-wide
accountability systems to monitor child
welfare issues with specific indicators
Somewhat
AgreeAgree
Responses (n = 19)
Disagree
Don’t Know:
21.1 %
Create Effective Communication Protocols for
Sharing Information
Don’t Know:
26.3 %
Create Effective Communication Protocols for Sharing Information
0%
10%
20%
30%
40%
50%
60%
70%
Agree Somewhat Agree Disagree Not Sure
Responses (n = 19)
Opportunities for Growth in the Partnership
• Sharing more opinions in a factual way and not in an
opinionated manner.
• More cross-training on the limitations of each person’s position(s)
• Review what information is appropriate to share with the team
and what shouldn’t be.
• Better communication.
• Communication and clear goal setting.
• *How to manage when there are many professionals working
with one client/participant.
• More communication on all ends.
• Further improving communication between team members.
0%
10%
20%
30%
40%
Program usespaper files
N=8
Program haselectronic database
N=3
20%
33%
Pe
rce
nt
incr
eas
e in
co
st s
avin
gs
Drug Courts That Used Paper Files
Rather Than Electronic Databases Had
65% LESS Savings
Note: Difference is significant at p<.05
Note: Difference is significant at p<.05
Drug Courts where all team members attended staffings had
50% greater reductions in recidivism
0%
10%
20%
30%
40%
50%
All team members attend staffingsN=31
All team does NOT attend staffingsN=28
42%
28%
Pe
rce
nt
red
uct
ion
in r
eci
div
ism
Note: Difference is significant at p<.10
Drug Courts Where Treatment Communicates with
the Court via Email had
119% greater reductions in recidivism
0
0.05
0.1
0.15
0.2
0.25
0.3
0.35
0.4
0.45
0.5
YesN=31
NoN=14
0.46
0.21
% r
ed
uct
ion
in #
of
rear
rest
s
Treatment communicates with court via email
Note: Difference is significant at p<.05
0%
10%
20%
30%
40%
Drug tests are back within48 hours
N=21
Drug testsare back in
LONGER THAN48 hours
N=16
32%
19%
Pe
rce
nt
incr
eas
e in
co
st s
avin
gs
Drug Courts Where Drug Test Results are
Back in 48 Hours or Less had
68% Higher Cost Savings
Ensure Cross-Systems Knowledge
Ongoing cross‐training of FDC team members and
stakeholders at all levels is essential for ensuring
collaboration and consistent, effective practice.
#4
Key Component 9: Continuing interdisciplinary education
Opportunities for Growth in the Partnership
• More cross-training
• More cross-training on the limitations of each person’s
position(s)
• Collaboration and communication: meetings
• More transparency between different agencies between
the teams. Training from one agency to the next, such as the
treatment providers training CW staff and vice versa.
• Talking about starting implementation of trauma informed
practice within our own specialties as a cross-training.
Note: Difference is significant at p<.05
Drug Courts That Provided Formal Training for
ALL New Team Members
Had 54% Greater Reductions in Recidivism
0%
10%
20%
30%
40%
50%
All new teammembers have formal training
N=30
All team membersNOT formally trained
N=17
40%
26%
Note: Difference is significant at p<.05
Drug Courts That Received Training
Prior to Implementation Had Almost
3.5 Times Higher Cost Savings
0%
10%
20%
30%
40%
Team trained BEFORE implementationN=12
Team members NOT trained beforeimplementation
N=5
27%
8%
Pe
rce
nt
incr
eas
e in
co
st s
avin
gs
Oversight/Executive
Committee
Director Level
Quarterly
Ensure long-term sustainability and final approval of practice and policy changes
Steering
Committee
Management Level
Monthly or Bi-Weekly
Remove barriers to ensure program
success and achieve project’s goals
FDC Team
Front-line staff
Weekly
Staff cases; ensuring client success
Membership
Meets
Primary Functions:
The Collaborative Structure for Leading Change
Information Flow
Oversight|Executive
Committee
Membership Primary Function
Frequency
Implement Funding & Sustainability
Strategies#9
Key Component 9: Continuing interdisciplinary education
Key Component 10: Forging partnerships
Sustainability planning must address financial needs as well as support
from a broad range of stakeholders. FDCs must have access to the full
range of funding, staffing, and community resources required to sustain
its innovative approaches over the long term. FDCs need a governance
structure that ensures ongoing commitment from policy makers,
managers, community partners, and operational staff members.
Budget and Sustainability – Barriers and Challenges
• Need for ongoing champions; challenge with turnover of judges
• Some FDTCs operate as “projects” or “boutique courts” (on top or on the side)
• Inherent limitations on scale and scope in some FDC models
• No standardized cost analysis of total program cost or cost savings
• Lack of sufficient data on program effectiveness
• Resource problems worsened by State and local fiscal crises
Implement Funding and Sustainability Strategies
0%
10%
20%
30%
40%
50%
Agree Somewhat Agree Disagree Not Sure
Responses (n = 19)
Funding and Sustainability Efforts
The FDC has a community outreach and
education plan to further sustainability
efforts
The FDC's partners are able and willing to
share information about their budget and
staffing
Somewhat
AgreeAgree
Responses (n = 19)
Disagree
Don’t
Know:
5.3 %
Don’t
Know:
10.5 %
Sustainability Results
73.2 %
of the major services and activities provided as part of
the grant were sustained
53.3 % sustainedspecific components or a scaled down or modified version of their program
model
33.3 %
sustained their project in its current form or model
beyond their grant period
11.1% were not able
to sustain any of their program
Of the 44 regional partnerships whose
grants were not extended:
Redirection of Resources Already Here
Substance
Abuse
TANF
Domestic
Violence
Hospitals
Schools
Police
Medicaid
Housing
Mental
Health
Courts
Families
FDCs
Pilots, Demos and
Grant-funded Projects
The “Real”
Resources
in the
Community
Successful Financing StrategiesWidening the definition of available or
potential resourcesConnecting with other related grants or initiatives
Changing the business as usual practices
to incorporate RPG innovationsIncorporating RPG efforts within their own agency
Integrating with other child welfare
systems improvements
Transitioning services and staff to other partner
organizations
Negotiating third party payments for
what the grant had initiated
Joining with larger health care reform and care
coordination efforts
Institutionalizing RPG practices into
existing systems of careThird-party billing, Medi-caid
Redirecting existing, currently funded resources to adopt new case management and client
engagement strategies
Effective leaders sell the results of collaboration to other leaders
Demand the data to make the sale
Outcome-
focused
Garner Community Support
FDCs collaborate with community‐based organizations to
support the multiple needs of parents, children, and
families during FDC participation and to provide ongoing
support for continued success after family members have
completed their FDC services.
#8
Key Component 10: Forging partnerships
To develop marketing documents, consider these elements in building your case:
• Prevalence of the problem
• Outcomes
• Case savings
• Intergenerational impact
• Early intervention and developmental effects on children
Making the Case in the Community
• How does parental substance use and child maltreatment effect other, high-priority issues?
• Are we clear on the benefits of your FDC?
• Have we done an inventory of potential funders? Have we begun a dialogue with those funders?
• Have we packaged the strongest possible case for our FDC? Do we use both stories and numbers to make the case?
• Have we documented how we’ve already changed the system and changed the rules?
• Who’s going to tell our story: who’s singing our song?
Making the Case in the Community
• What type of strategies have been developed to recruit broad community participation in addressing the needs of participant families?
• Do participant families have an active role in planning, developing, implementing, and monitoring services?
• Do you include community stakeholders in planning and program development?
• Have you conducted a needs-assessment of FDC participants?
• How do you identify and link families with support services they need?
• Do you keep the community aware of your efforts and outcomes?
• Which policy leaders and stakeholders agree that funding is a priority in the midst of all the competing options for use of scarce resources?
Garnering Community Support
Note: Difference is significant as a trend at p<.15
Drug Courts That Had Formal Partnerships
with Community Organizations Had
More Than Twice the Savings
0%
10%
20%
30%
40%
Drug court has formal partnerships in communityN=15
Drug court doees NOT have formal partnershipsN=5
35%
15%
Evaluate Shared Outcomes
to Ensure AccountabilityFDCs must demonstrate that they have achieved desired results as defined
across partner agencies by agreeing on goals and establishing performance
measures with their partners to ensure joint accountability. FDCs develop and
measure outcomes and use evaluation results to guide their work. FDCs must
continually evaluate their outcomes and modify their programs accordingly to
ensure continued success.
#10
Key Component 8: Monitoring and Evaluation
Oversight/Executive
Committee
Director Level
Quarterly
Ensure long-term sustainability and final approval of practice and policy changes
Steering
Committee
Management Level
Monthly or Bi-Weekly
Remove barriers to ensure program
success and achieve project’s goals
FDC Team
Front-line staff
Weekly
Staff cases; ensuring client
success
The Collaborative Structure for Leading Change
Primary Functions:
Meets
Membership
Information Flow
The Community
Collaboration =
Shared results =
Accountability =
Trust that PromotesSustainability
Evaluate for Shared Outcomes and Accountability
The FDC has an ongoing plan for
evaluation
Somewhat
Agree Agree
Responses (n = 19)
Disagree
Don’t Know:
15.79 %
Opportunities for Growth in the Partnership
• Communication and clear goal setting.
• More involvement from outside parties.
Note: Difference is significant at p<.05
Program reviews their own statsN=20
Program does NOT review statsN=15
37%
16%
Pe
rce
nt
incr
eas
e in
co
st s
avin
gs
Drug Courts Where Review of The Data
and Stats Has Led to Modifications in Drug
Court Operations had a 131% Increase in
Cost Savings
Note: Difference is significant at p<.05
0%
10%
20%
30%
40%
50%
Used evaluation to make modifications toprogram
N=18
Did NOT use evaluation to make modificationsN=13
36%
18%
Pe
rce
nt
incr
eas
e in
co
st s
avin
gs
#2 Drug Courts Where the Results of
Program Evaluations Have Led to
Modifications in Drug Court Operations
Had a 100% Increase in Cost Savings
Five Diagnostic Questions about Collaboration
1. Do we agree on the mission?
2. Do we agree on how we are going to measure whether we are achieving the mission—do we have a way of tracking progress (i.e. data dashboard)
3. When front-line staff raise issues about barriers they run into—do we ignore it or go to work as a team to reduce or remove the barriers?
4. Do we share enough information across agencies to be able to use our results to get more resources for what is working?
5. Do we have an agenda for scaling up—or are we stuck in projectitis?
Q&A and Discussion
Building on
our Success
Resources
FDC Guidelines
http://www.cffutures.org/files/publications/FDC-Guidelines.pdf
To download a copy today visit our website:
Family Drug Court Learning Academy
Join Us!2016
Community of Practice Discussion Series
Spring Discussion Blocks Summer Discussion Blocks
Launches in April! Register Now. Space Limited!
Dive into deeper learning!
Connect with other
FDC practitioners
to explore challenges and
share solutions
For more information, visit:
www.cffutures.org
Launches in July!
1
http://www.ncsacw.samhsa.gov/files/SAFERR.pdf
Resource: Screening and Assessment for
Family Engagement, Retention, and
Recovery (SAFERR)
To download a copy, please visit:
FDC Discipline Specific Orientation Materials
Child Welfare | AOD Treatment | Judges | Attorneys
Please visit: www.cffutures.org/fdc/
Resources
FAMILY DRUG COURTPEER LEARNING COURT
PROGRAM
King County, WA
Baltimore City, MDJackson County, MO
Chatham County, GA
Pima County, AZ
Wapello County, IA
Miami-Dade, FL
Jefferson County, AL
Dunklin County, MO
CONTACT US FOR MORE INFORMATION:
• FDC Peer Learning Court
• FDC Podcasts
• Leadership Resources
• FDC Video features
• Webinar registration information
FDC Learning
Academy BlogLeading Change
www.familydrugcourts.blogspot.com
2016
1. Understanding Substance Abuse and Facilitating Recovery: A Guide for Child Welfare Workers
2. Understanding Child Welfare and the Dependency Court: A Guide for Substance Abuse Treatment Professionals
3. Understanding Substance Use Disorders, Treatment and Family Recovery: A Guide for Legal Professionals
Please visit: http://www.ncsacw.samhsa.gov/
NCSACW Online Tutorials
Resources
Family Drug Court Online Tutorial
FDC 101 – will cover basic knowledge of the FDC model and operations
Contact Information
Phil Breitenbucher, MSW FDC TTA Program DirectorChildren and Family Futures(714) [email protected]