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Organizational Leadership Term Paper Brittany Lee April 10, 2022

OMSW 608 Organizational Policy & Leadership in Urban Human Service Programs Professor: Devron Dickens, LCSW-C

Running Head: ORGANIZATIONAL LEADERSHIP TERM PAPER 1

Baltimore City Child Protective Services

Organization Structure

Baltimore City Department of Social Services (BCDSS) is a government agency. The local

and state government governs the agency. The revenue for the agency is from government funding

(federal, state, and local). The agency size is between 1000-5000 employees. It is a government

administration, the headquarters for the agency is in Baltimore. BCDSS is part of the Maryland

Department of Human Services (DHS). The agency provides vital services annually to more than

190,000 residents in Baltimore City. Its mission is to make Baltimore a place where people

independently support themselves and their families and where children and vulnerable adults are

safe from abuse and neglect. The main stakeholders of the agency are the children, the families,

the state, and the local government.

The current director of BCDSS is Brandi Stocksdale. Corine Mullings is the Deputy

Director for Adult and Child Welfare Services; Nikia Agent and Stephanie Popielski are the

Assistant Deputy Directors for Adult and Child Welfare Services and supervise multiple divisions.

There are various departments under Child welfare: CPS (Safety), extended hours, family

preservation, permanency, adoptions, and ready by 21.

Ms. Popielski supervises the program managers for CPS, extended hours, family

preservation, and adoptions. Taavon Bazemore is the program manager for CPS, which consists

of the screening and child protective services investigation units during regular business hours.

The caseworkers in the investigation units investigate child abuse reports and provide services to

children found to be neglected, physically, and/or sexually abused by their parents and/or family

members. Temitope Owoeye is the program manager for extended hours. Baltimore City CPS is

the only jurisdiction in Maryland that takes reports 24/7. Extended hours caseworkers do the initial

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screening and investigation outside of regular business hours. They begin work at 3 pm on the

weekdays and work till 7:30 am, and they work weekends and holidays. The program manager for

family preservation is Jennifer Berry. Family preservation assists families with case management

and other services to avoid placing children in foster care. The program manager for adoptions is

Terri Alston. Adoptions develop profiles on children in foster care who need adoptive resources.

Services are provided to relatives, foster parents, and fictive kin caretakers. Post-adoption

amenities may include a monthly subsidy, Medicaid/Medical Assistance, and information and

referral services.

Ms. Agent supervises the program managers for permanency and ready by 21. The program

manager for ready by 21 is Amesha Smith. Ready by 21 prepares youth for independence when

they turn twenty-one. Ready by 21 assists with attaining education or training programs; searching

and maintaining a job; creating a supportive network of family and friends; searching and

obtaining housing; education on managing finances; and getting access to affordable healthcare.

Willette Parrish-Harris and Teneill Wilson are both program managers for permanency.

Permanency, also known as foster care, offers assistance to children found CINA and placed in

licensed out-of-home living placements, including foster homes, group homes, and other

institutions. Permanency plans can be reunification with parents or legal guardians from whom the

children were removed, adoption or custody and guardianship to relatives, adoption by a non-

relative, or independence (for older children).

Under all program managers, there are Unit managers; under them are team administrators.

The number of team administrators varies in each department. Under the team administrators are

the caseworkers. Each team administrator can have up to at least 20 caseworkers. Turnovers

constantly occur within BCDSS, so someone can be in position for a day and be gone the next day.

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Social Problem – Lack of Out of Home Placement due to lack of resources

As of December 2021, there were 4,575 children in out-of-home placements (Out of home

placement: Total in Maryland, 2021). Out-of-Home (OOH) placement describes the situation of

children in the care and custody of the state for a variety of reasons. These may include a Child in

Need of Assistance (CINA), a Child in Need of Supervision (CINS), or a Delinquent. Children can

also enter OOH placement when a parent voluntarily places a child in the state's care—for

example, when a child cannot access funding for necessary treatment without being in the state's

care. Placement for children includes a family home (foster or kinship care), a community-based

residential facility (such as a residential child care program), a non-community-based residential

facility (such as a juvenile detention center or a residential treatment center), or a hospital.

The issue of child safety and welfare is relevant to social work. Due to the risk factors

children are exposed to, the community must ensure that they protect the rights and well-being of

children. Children are very vulnerable; hence there is a need for a very strong guide on the laws

and their strict enforcement. The laws should protect children from harm and enable social workers

to assess their needs and provide services accordingly (Rosen, 2020).

Child protective services (CPS) are driven by one goal: the assurance of kids from

additional abuse. Of the mediation choices that can be coordinated toward this objective, the

situation of a kid in substitute consideration is the most revolutionary in light of the expenses for

society and the troublesome life impacts on children and families. Both now and in the past, in any

case, the choice of position has been chosen now and again. The objective is to increase placement

and stability for children in foster care.

Local authorities can improve the system by providing both sets of parents (biological and

foster) to meet regularly and communicate issues regarding the children. In addition, authorities

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should ensure that biological parents have a satisfactory attachment to their children. However,

this should not be done at the expense of foster parents who provide facilities and resources to

ensure that children live normal lives. Authorities in the system should consider that homeless

children's best interests are only met when all stakeholders are included in the process, which

would lead to inefficiency in this vital system.

The tools help the child agency find the proper placement that best suits the child's needs.

The state and local governments need to be involved in achieving this goal. Regarding children in

foster care, the federal government required child welfare agencies to advance their procedures for

placing children in permanent homes.

Before a child can be legally adopted, they may have to wait for years. A child can lawfully

be adopted only after the court terminates the birth parent's parental rights. Unless the child is

adopted by their foster parent(s) or relatives, they will remain in the foster care system. The finality

of adoption happens after the process of legal adoption is completed. Children need to experience

nurturing and stable environments during the early years of life because that is the time when they

learn to form relationships with primary caregivers.

Experiences such as neglect, abuse, and abandonment are critical in developing a child's

brain and the ability to live effectively with other people. Research has established that children in

foster care experience high rates of physical, developmental, psychological, and mental health

problems than children who live with their parents. In addition, they have several unmet medical,

emotional, psychological, and mental health care needs. Children are placed under foster care to

protect them from physical harm that results from abuse, neglect, and abandonment. However, the

age at which many of them are enrolled is critical because it is characterized by high brain growth

and development (Barth, Courtney, Barrack, & Albert, 2017).

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The director of Child Welfare Services of BCDSS wants to make a meaningful and lasting

change in the lives of innocent victims of abuse and neglect. BCDSS is passionate about promoting

the safety and well-being of at-risk children and youth who require a safe home environment to

grow and thrive. The director oversees a dedicated group of social workers who screen Baltimore

City's CPS hotline and investigations for children being abused and neglected. They demonstrate

strong leadership skills by ensuring all calls to the hotline are screened appropriately and are

assigned timely to the necessary CPS staff. They are committed to ensuring an equitable and fair

process of CPS findings for families by providing oversight for the appeals for CPS findings,

including working closely with legal services on the appeals process (Barth, Courtney, Barrack, &

Albert, 2017).

BCDSS's Program Theory

A program theory is a logic that explains how and why a program is expected to work. It

links things that are supposed to be done and expected outcomes from actions taken. BCDSS's

program theory is a program that is set to solve the issue of the safety of children in foster care.

The theory explains the activities and interventions involved in the program to achieve the set

objective, which is child safety in the state. Baltimore City Department of Social Services centers

around how to reinforce these associations and the job of the family's and children's commitment

at each stage.

Logic Model

There are a lot of children and adolescents who live in foster care. There are many reasons

for one to be admitted to foster care. The main issues to be addressed are the problems of children

placed in foster care, the social impact of foster care, whether these centers are run as they are

supposed, the effect of non-relative care on children, etc. Children in foster care sometimes feel

Running Head: ORGANIZATIONAL LEADERSHIP TERM PAPER 6

like they are not getting the love and care from their biological parents. So, their mindset will be

different from children whose biological parents raised them. Children in families with violent or

neglective parents and guardians are more likely to develop psychiatric and behavioral problems

and have difficulty adjusting to normal environments. Often, children may become traumatized

and develop traumatic disorders from being in foster care (Mertens & Wilson, 2018).

Training is needed for the child care providers and the children. Training ensures the

families understand how to care for children suffering from trauma, so the children will not

undergo the same ordeal. Monitoring of the children will be included as needed. Adjustments to

the behavioral and interpersonal skills of the family members would significantly enhance the

relationships between the foster parent or caregiver and the children. This will help improve child

safety within the child welfare system. The goal would be to provide high-quality mental health

consultation to child care providers, families, and children to reduce the number of young children

involuntarily removed from their childcare setting.

Inputs: Due to their social/emotional development, there are a lot of children not entering

school in Baltimore City not ready to learn. Foster care providers require support to help children

with developmental issues and/or challenging behaviors. Due to their trauma, there are a lot of

children who do not stay in their foster care placements.

Activities: Establish partnership sites with specific child care providers. Establishing

partnerships will entail social workers conducting weekly visits, observing and assessing the

children who have behavioral problems, and creating individualized behavioral plans that will be

demonstrated to foster care providers. The progress of the child's behavior will be monitored, and

referrals for other supports and services will be provided. Other activities include providing

consultation to other foster care providers as requested, collecting data, meeting weekly for

Running Head: ORGANIZATIONAL LEADERSHIP TERM PAPER 7

supervision and support, providing care providers with training on behavioral and social-emotional

development, and establishing partnerships with other agencies.

These activities target children with emotional imbalance, poor social skills, behavior

problems, etc. The activities are aimed to train children on managing their emotions and how to

react when some scenarios occur. This therapy focuses on improving family relationships, and

hence conflicts in the families reduce. Adjustments will need to be made to behavioral and

interpersonal skills to enhance the relationships. Family-oriented cognitive behavior therapy

(CBT) is appropriate, and it has a significant effect in preventing children from being

retraumatized. CBT is a comprehensive and accurate treatment designed to address the problems

brought by both the guardians and the children. As a result, the family-oriented mechanism will

comprehensively address the complex issues affecting families. (Acri, Hamovitch, Gopalan, &

Lalayants, 2020).

Outputs: Children vulnerable to removal from their home and/or placement will be

supported. Children's problematic social-emotional/behavioral issues will improve. Foster care

providers will establish increased skills in social-emotional and behavioral problems. Foster care

providers will be equipped with early intervention services and staff. Relationships between child

care professionals and families with young children are fostered.

Outcomes: Children in Baltimore City enter school ready to learn, are healthy, and feel

safe, as indicated by scores on a scale. A care system for young children is available, infusing

mental health services into child care settings. Foster care providers are more competent and

confident in addressing young children's behavioral and developmental needs. Collaboration

amongst professionals interacting with children and families is enhanced.

Running Head: ORGANIZATIONAL LEADERSHIP TERM PAPER 8

References

Acri, M. C., Hamovitch, E., Gopalan, G., & Lalayants, M. (2020). Examining a peer-delivered

program for child welfare-involved caregivers at risk for depression. Journal of Public

Child Welfare, 15(5), 565-582. https://doi.org/10.1080/15548732.2020.1760177

Barth, R. P., Courtney, M., Barrack, J. D., & Albert, V. (2017). Specialized foster care: A home

for children with special needs. From Child Abuse to Foster Care, 179-

194. https://doi.org/10.4324/9780203791431-11

Barth, R. P., Courtney, M., Barrack, J. D., & Albert, V. (2017). Group care for children. From

Child Abuse to Foster Care, 221-234. https://doi.org/10.4324/9780203791431-13

Barth, R. P., Courtney, M. E., Barrack, J. D., & Albert, V. N. (2017). From child abuse to foster

care: Child welfare services pathways and placements. Routledge.

Frost, N. (Ed.). (2005). Child welfare: Major themes in health and Social Welfare. Routledge.

Mertens, D. M., & Wilson, A. T. (2018). Program evaluation theory and practice (2nd ed.). Gilford

Publications.

Rosen, M. (2020). Foster care. Treating Children in Out-of-Home Placements, 19-

36. https://doi.org/10.4324/9781315786421-2

Tatienne, A. (2019). Child welfare services: Background, funding and foster care. Nova Snova.

Running Head: ORGANIZATIONAL LEADERSHIP TERM PAPER 9

Appendix A: Organizational Chart

Appendix B: Logic Model for Organizational Change

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Identify the problem, Challenge, or Opportunity

New Solutions & Planning

Implement New Solution Evaluation (Assessment, Stabilization, and Continuous

Quality Improvement

1 Due to their social/emotional development, there are a lot of children not entering school in Baltimore City not ready to learn

2. Foster care providers require support to help children with developmental issues and/or challenging behaviors.

3. Due to their trauma, there are a lot of children who do not stay in their foster care placements.

 Establish partnership sites with specific child care providers.

• Weekly visits by social workers

• Observing and assessing children with behavioral issues.

• Creating individualized behavioral plans that will be demonstrated to foster care providers.

• Child progress monitored.

• Referrals for other supports and services are made.

 -Provide consultation to other child care providers as requested.

 -Collect demographic and assessment data.

 -Meet weekly for supervision and support.

 -Provide care providers with training on behavioral and social- emotional development.

 -Establish partnerships with other agencies

 Children who are vulnerable to removal from their home and/or placement will be supported.

 Children's problematic social- emotional/behavioral issues will improve.

 Foster care providers will establish increased skills in social- emotional and behavioral problems.

 Foster care providers will be equipped with early intervention services and staff.

 Relationships between childcare professionals and families with young children are fostered.

 Children in Baltimore City enter school ready to learn, are healthy, and feel safe, as indicated by a score on a scale.

 A care system for young children is available, infusing mental health services into child care settings.

 Foster care providers are more competent and confident in addressing young children's behavioral and developmental needs.

 Collaboration amongst professionals interacting with children and families is enhanced.

CRBC-FY2021-Annual-Report-Final-V2 – 1 – 1/5/2022 1:15 PM

ANNUAL REPORT

FISCAL 2021

(July 1st 2020 – June 30th 2021)

CRBC-FY2021-Annual-Report-Final-V2 – 2 – 1/5/2022 1:15 PM

Table of Contents

Introduction …………………………………………………………………………………………….. 3 By the CRBC State Board Chair FY2021 ………………………………………………….. 3 ………………………………………………………………………………………………………………… . Executive Summary …………………………………………………………………………………… 4 By the CRBC Administrator FY2021………………………………………………………… 4 ………………………………………………………………………………………………………………… . Recommendations to DHS for FY2021 …………………………………………………………. 8 Acknowledgements …………………………………………………………………………….. 10 Special Acknowledgements ………………………………………………………………….. 11 SSA Response to CRBC's FY2020 Annual Report …………………………………….. 12 From SSA Executive Director …………………………………………………………. 12 ………………………………………………………………………………………………………………… . Program Description ……………………………………………………………………………….. 14 Mission ………………………………………………………………………………………………. 15 Vision ……………………………………………………………………………………………….. 15 Goals …………………………………………………………………………………………………. 15 Discrimination …………………………………………………………………………………….. 15 Confidentiality ……………………………………………………………………………………. 15 ………………………………………………………………………………………………………………… . FY2021 Retention, Recruition, Training and Activities ……..….………………..…..16 FY2021 Legislative Activities………….….………………………………………………….19 ………………………………………………………………………………………………………………… . FY2021 Out-of-Home Placement Case Reviews ………………………………………….. 20 Targeted Review Criteria ………………………………………………………………………. 20 Case Review Findings by Permanency Plan …………………………………………….. 22 Gender Totals ………………………………………………………………………………………. 22 Ethnicity Overall ………………………………………………………………………………….. 22 Age Range by Permanency Plan …………………………………………………………….. 22 ………………………………………………………………………………………………………………… . FY2021 Case Reviews by Jurisdiction/Permanecy Plan… ……………………….. …..24 Reunification …………………………………………………………………………………….. 25 Non-Relative Adoption ………………………………………………………………………. 33 APPLA ………………………………………………………………………………………………. 42 Relative Placement ……………………………………………………………………………. 51 Non-Relative Custody and Guardianship ………………………………….