July 2014
Volume 2, Issue 2
Traditional and Supported Foster Care:
A Qualitative Analysis of Year One Initiatives
for Oklahoma Pinnacle Plan 1.8
Stacey Bates, MSW
Tosha Robinson, MA
Oklahoma Department of Human Services (DHS)
Office of Planning, Research and Statistics
The Practice and Policy Research Quarterly highlights program evaluation and research findings on
social and economic issues. It is designed to inform and provide policy and academic research
audiences with timely and high quality data and statistical, economic and social analyses.
If you have questions, comments, or suggestions regarding the report, please contact the Oklahoma
Department of Human Services, Office of Planning, Research and Statistics at 405-521-3552.
Office of Planning, Research and Statistics
PO Box 25352
Oklahoma City, Oklahoma 73125
Traditional and Supported Foster Care:
A Qualitative Analysis of Year One Initiatives
for Oklahoma Pinnacle Plan 1.8
Oklahoma Department of Human Services
Stacey Bates, MSW
Child Welfare Services
Tosha Robinson, MA
Office of Planning, Research and Statistics
July, 2014
Table of Contents
ABSTRACT.................................................................................................................................................. 7
I.
INTRODUCTION ............................................................................................................................. 7
II.
EVALUATION ............................................................................................................................... 9
Approach and Methodology ....................................................................................................................... 9
Selection of participants ........................................................................................................................... 10
Focus Groups .......................................................................................................................................... 10
Supported Foster Parents ..................................................................................................................... 12
Traditional Foster Parents .................................................................................................................... 13
Child Welfare Services Specialists ......................................................................................................... 13
Agency Partners ................................................................................................................................... 14
Observations and Interviews .................................................................................................................... 14
III.
FINDINGS .................................................................................................................................... 15
Customer Service ..................................................................................................................................... 15
Foster Parents’ Relationship with DHS/Agency....................................................................................... 22
Focus groups with DHS caseworkers ....................................................................................................... 27
IV.
DISCUSSION AND CONCLUSION ......................................................................................... 31
Foster Parents .......................................................................................................................................... 31
CWS Workers .......................................................................................................................................... 31
Agency Partners ....................................................................................................................................... 32
Recommendations.................................................................................................................................... 33
ACKNOWLEDGEMENTS...................................................................................................................... 34
REFERENCES ......................................................................................................................................... 34
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
ABSTRACT
In accordance with the Oklahoma Pinnacle Plan, the analysis for Pinnacle Point 1-Initiative 8 was
conducted with the goals of identifying perceived differences in the reported foster parent
experiences of traditional and supported foster parents. This analysis intends to provide a snapshot
of the customer service experiences of traditional foster parents, supported foster parents, Child
Welfare Services (CWS) specialists, agency partner caseworkers and agency partners. A qualitative
theoretical approach was used in this study. In-depth interviews, observations, and focus groups
were conducted with traditional and supported foster parents, CWS workers, agency partner
caseworkers, and agency partner representatives. Foster parents perceived seamless customer service
as including good communication, being a part of the decision-making process for the children in
their care, being respected, receiving honest information about the children in their care and being
supported by CWS and agency partners. Similarly, CWS specialists viewed communication and
collaboration as important aspects of providing seamless customer service to the foster parents on
their caseloads. Agency partners also reported the importance of communication among key players
in the child welfare system in an effort to provide the best experience for foster parents. Findings
highlight the importance of a follow-up quantitative study in order to analyze broadly, the
experiences of foster parents, CWS workers, and agency partners. This analysis provides a snapshot
of the experiences of study participants and emphasizes issues that have implications for child
welfare leadership, agency partners, and foster parents that require further research attention.
I.
INTRODUCTION
The past two years the Oklahoma Department of Human Services (DHS) Child Welfare
Services (CWS) has seen fundamental changes. This is due, for the most part, to the Pinnacle Plan, a
settlement agreement made jointly between the Governor’s Office, the Oklahoma Commission for
Human Services, and the plaintiffs in a class action suit, DG vs. Yarbrough, Case No. 08-CW-074.
As part of this agreement, DHS developed an improvement plan, the Pinnacle Plan for Child
Welfare Services, with the assistance of key internal and external stakeholders and approval of the
Co-Neutrals named to oversee the development and implementation of the plan. The Pinnacle Plan
details a five-year plan, beginning with State Fiscal Year (SFY) 2013, to address 15 performance
areas identified in the agreement. The Pinnacle Points are:
1) We must expand quality placement options and supports to ensure safety of children in outof-home care, reduce utilization of shelter care, improve placement stability, and to achieve
positive permanency outcomes.
2) We must create a system with clear delineation of roles, effective lines of communication,
and accountability throughout the system.
3) We must increase the number of staff, reduce turnover, and continue to improve the
experience level and practice competencies of staff responsible for day-to-day work on child
welfare cases.
7|Page
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
4) We must use the practice model to achieve timely and appropriate permanency outcomes for
all children in out-of-home care.
5) We must know if the work is of good quality, be transparent about the outcomes, and hold
all staff (front-line, management, and program) and providers accountable.
6) We must ensure the safety of children, including children in out-of-home care. We must also
ensure children receive regular visitation by the assigned child welfare specialist to ensure
safety, permanency, and well-being outcomes.
7) We must engage community partners, other state agencies, the private sector, and Tribes in
supporting children and families involved with the child welfare system. DHS cannot do it
alone.
The settlement agreement established the direction, expectations, and values from which the
workforce will operate, resulting in more empowered families and a more enabled agency that
knows where it is going and why. All parties agree that this will lead to better outcomes for children
and families, a stronger and better-aligned workforce, a greater degree of internal and external
collaboration, and greater service flexibility and innovation. DHS must instill a sense of hope and
advance progress amongst families, children, staff and the community.
The Pinnacle Plan outlines the commitments and critical initiatives CWS must implement to
better serve children and their families. Pinnacle Plan initiatives are based on a set of new core
commitments that represent the foundation of reform. These include, but are not limited to,
expansion of resource homes, new caseload standards, reduction in use of shelter care, termination
of shelter care for young children, consistent and timely investigations and reporting of child
maltreatment in care, and effective and streamlined staff hiring and training.
The Pinnacle plan also requires DHS CWS to report on individual initiatives in order to evaluate
the effectiveness and success of the improvement plan and its accompanying customer service
initiatives. The research initiative described in this publication contributes to the evaluation of the
project to better assess needs and measure data to understand success.
Pinnacle Point 1 addresses the expansion of quality placement options and supports to ensure
the safety, stability, and permanency of children in out-of-home care. DHS must have an adequate
number of resource parents, a timely foster parent approval process, and provide support to existing
resource parents.
In August 2013, DHS completed the bidding process to obtain an adequate number of private
partnerships for the recruitment, support, and retention of non-relative resource parents and
treatment foster homes. DHS CWS contracted with four agency partners including Tall Grass
Family Services, TFI Family Connections, Angels Foster Family Network OKC, and Saint Francis
Community Services. Partnerships were instrumental in the effort to provide an increased number
of homes for children removed from their own homes due to abuse or neglect. Agency partners’
goals include recruiting, processing, training and providing ongoing support to foster families
throughout Oklahoma. With more than 11,000 children in state custody, there is a critical shortage
of foster homes. DHS had a goal of approving 1,197 new foster homes by June 2014. This was an
ambitious goal since the new contract had been in place for only a few months. In addition, there
were many newly hired CWS workers and supervisors with minimal experience, ongoing initiatives,
8|Page
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
such as decreased shelter usage, and problems, such as increasing numbers of children entering into
state custody.
The first year of implementation was a time of transition for DHS and private providers, as roles
evolved and recruitment transitioned from the public to the private sector. During implementation,
DHS sought to deliver directly or via private providers a seamless customer service experience for
families by providing one point of contact for the entire onboarding process, including recruitment,
resource family assessment, training, and ongoing support. The point of contact supports families as
they interact with DHS throughout the approval process, during placement and care of children in
their homes, and in understanding the child welfare system.
In order to understand how both DHS and agency partners are doing in terms of customer
service and whether the contracted agency partners are improving services to foster families, this
qualitative analysis was conducted during spring 2014. In current CWS, there are two types of foster
homes. Traditional foster homes are typically comprised of family or non-family kinship homes for
which DHS is responsible for recruitment, training and retention. Supported foster homes are
homes recruited, trained and retained by agency partners. Though there may be differences in
recruitment, training and retention methods, both traditional and supported foster families are
fundamentally the same. This qualitative analysis for Pinnacle Plan Point 1 - Initiative 8 serves to:
• identify perceived differences in the reported foster parenting experiences of traditional
and supported foster parents; and
• provide a snapshot of the customer service experiences of traditional foster parents,
supported foster parents, CWS workers, agency partner caseworkers and agency
partners.
A major impending goal of this project was to develop a generalizable survey to evaluate
customer service to the families served by DHS and agency partners. Due to the brevity of time
contracts with agency partners were in place and the small number of supported foster homes, it is
impossible to generalize customer service experiences of traditional foster parents to those of
supported foster parents. As such, the forthcoming survey will provide much more insight into the
customer service experiences of all foster parents. The collaboration of DHS and agency partners
assists these organizations in the development and implementation of supportive strategies for key
players in the child welfare system.
While results of this analysis are useful in evaluating successes and failures of the first year
efforts to implement Pinnacle Plan Point 1 - Initiative 8, it is important to note that the reported
results are not generalizable to populations outside of those who participated in this project.
Statewide comparisons to all foster parents, CWS workers, or agency partners are impossible given
the limitations of the data collected.
II.
EVALUATION
Approach and Methodology
A qualitative approach of analysis was chosen to examine the experiences of key players in the
child welfare system. Although much data on the experiences of traditional foster parents is
available, little is known about the experiences of supported foster parents and their relationship
9|Page
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
with CWS and their fostering agencies. Few definitive assumptions can be drawn from this study
although it serves as a reasonable starting point for forthcoming quantitative research on the target
population.
To meet the goals of the study, the project team utilized focus groups, short questionnaires,
observations, and interviews of a supported and traditional foster family, a resource caseworker, a
permanency-planning caseworker, a CWS supervisor, an agency partner caseworker, and agency
partners. The data gathered from this type of approach is rich in nature and provides depth and
meaning to the experiences reported. Data gathered by observations and interviews were
triangulated with focus group data to bolster the accuracy of the interpretations.
Focus groups provided qualitative data in each of the five CWS regions across Oklahoma (See
figure 1). Focus groups included supported and traditional foster parents, CWS workers, and agency
partners. Focus group questions were designed in collaboration with staff from the DHS Office of
Planning, Research and Statistics and the Resource Family Partnership Unit. Additionally, this team
created a survey for traditional and supported foster parents and agency partners in order to gain
background information regarding the participants of the focus groups.
Qualitative data were also gathered through observations and by conducting unstructured
interviews. The project evaluator conducted interviews and observations of a supported and
traditional foster family, a CWS permanency planning and resource worker, as well as an agency
partner caseworker.
Selection of participants
The evaluation team extracted data from the Statewide Automated Child Welfare Information
System of Oklahoma, known as KIDS in order to identify active traditional and supported foster
parents (Oklahoma Department of Human Services, 2014). Identified foster parents were invited to
participate in one of the eight focus groups located across the state. One hundred child protective
services and permanency planning workers were identified for focus group participation based upon
their involvement with the 75 supported foster families invited to the Tulsa and Oklahoma City
focus groups. Interviews and observations were conducted with a resource worker, a CWS
supervisor, a permanency-planning worker and an agency partner caseworker. Participants of the
interviews and observations were chosen based upon the evaluator’s familiarity with CWS staff. A
focus group was also conducted with representatives of contracted agency partners. The current
contracted agency partners include Tall Grass Family Services, TFI Family Connections, Angels
Foster Family Network, and Saint Francis Community Services. Additionally, a follow-up customer
service survey was emailed to agency partner representatives.
Focus Groups
Focus groups were held in all five regions of the state in areas where concentrated numbers of
foster parents reside. Traditional foster home focus groups were conducted in Muskogee,
Bartlesville, Lawton, Enid, and Oklahoma City while supported foster home focus groups were held
in Tulsa and Oklahoma City. In order to learn more about the attendees of the focus groups,
participants completed a brief three-question survey. The questionnaire asked foster parents about
10 | P a g e
Figure 1. Oklahoma Child Welfare Services Regions
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
11 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
the length of time they have been fostering, the frequency in which they experienced good customer
service, and their “story” of fostering. This information provided a picture of the foster parents who
attended the focus groups (Figures 2 and 3).
Figure 2. Focus group attendance totals
Focus Group Attendance Totals
329
75
4
Supported
100
17
Traditional
14
10
Child Welfare
Workers
Agency Partner
Representatives
Attended
Invited
Figure 3. Length of time as a foster parent
Length of Time as a Foster Parent (n=20)
Foster parent type:
Less than one year
More than one year
Supported
Traditional
1
5
3
11
Total
4
16
Supported Foster Parents
The majority of supported foster parents reported fostering for more than one year (Figure 3).
According to the data collected with the questionnaire, supported foster parents began fostering due
to their desire to help children. Supported foster parents conveyed that they feel it is a much-needed
service in Oklahoma and despite barriers, described fostering as a beautiful experience. One family
stated that they were foster parents in the 1970s and 1980s and upon retirement decided to foster
Figure 4. How frequently do you experience good customer service with your agency?
How frequently do you experience good customer service with your agency?
Supported Foster Parents (n=4)
Always
1
Often
2
Sometimes
1
Rarely
0
Never
0
12 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
again. “This experience has been totally different on a positive note with the changes made within
DHS.” Supported foster parents who attended the focus groups answered a question about how
frequently they experienced good customer service with their agency (See Figure 4). Supported
foster parents most frequently reported experiencing good customer service “sometimes,” “often,”
or “always.”
Traditional Foster Parents
Similar to supported foster parents, most traditional foster parents reported fostering for more
than one year (Figure 3). Questionnaire data revealed that traditional foster parents foster because it
is rewarding and they simply want to help children. Other foster parents reported feeling a calling to
open their hearts and homes to foster children and bridge with biological parents. One foster parent
stated, “To give a child a glimmer of hope and love for the time you have them is worth it all. To
make them feel safe is my first goal when receiving a child into my home.” Most foster parents
reported challenges with the foster parent approval process, reimbursement or with caring for their
traumatized foster children. However, the majority of foster parents reported the rewards of being a
foster parent were worth all the challenges. Traditional foster parents who attended the focus groups
answered a question about how frequently they experienced good customer service with DHS (See
Figure 5). The majority of traditional foster parents reported experiencing good customer service
with DHS “sometimes,” “often,” or “always”.
Figure 5. How frequently do you experience good customer service with DHS?
How frequently do you experience good customer service with DHS?
Traditional Foster Parents (n=16)
Always
1
Often
4
Sometimes
8
Rarely
1
Never
1
Depends on the county*
1
*Answer category added by participant
Child Welfare Services Specialists
The Child Welfare Services (CWS) specialists chosen for participation in the evaluation are
specialists identified as having been involved with the 75 supported foster parents invited to the
Tulsa and Oklahoma City focus groups. These specialists included child protective services
specialists who completed the placement process with the families. Also included were permanency
planning specialists who completed monthly visits with the families and children in the foster home.
Given most homes had only been open a few months, the specialist contact with families was
minimal, as was expected.
13 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
Agency Partners
Agency partners include Tall Grass Family Services, TFI Family Connections, Angels Foster
Family Network OKC, and Saint Francis Community Services. CWS policy listing all requirements
for foster care agencies was in place by November 1, 2013 and signed contracts were in place for the
four agencies. Tall Grass Family Services contracted to recruit, train, and support foster parents for
the entire state and Angels contracted to do the same for the Oklahoma City area, which is CWS
Region 3. TFI Family Connections contracted to recruit, train, and support foster parents in CWS
Regions 1, 2, 4 and 5 and Saint Francis Community Services contracted to do the same for CWS
Regions 3 and 5 (see Figure 1).
Observations and Interviews
Observations and interviews were conducted with a traditional foster family, a supported foster
family, a CWS permanency planning worker, a CWS permanency planning supervisor, a CWS
resource worker, and an agency partner caseworker.
Traditional Foster Parent Observation and Interview – The traditional foster parents
reported they have been foster parents since 2006. They became foster parents because one of their
co-workers asked them to care for her two kids for a couple of days and never came back. The
couple then contacted Oklahoma CWS and they became kinship foster parents for these children.
These two children did not stay long and the household made a smooth transition to traditional
fostering with other unknown and unrelated children.
Supported Foster Parent Observation and Interview – The supported foster parents
reported they have been foster parents for five years with an agency partner. They currently have
four biological children, one adopted child, and one foster child.
CWS Permanency Planning Worker Observation and Interview – The permanencyplanning worker reported working for CWS in Oklahoma County for two years. He was in the
second group that went through Hands on Testing for CWS workers. At the time of the observation
and interview, the permanency-planning worker had 13 cases with 22 associated children on his
caseload.
CWS Permanency Planning Supervisor Interview – At the time of the interview, the
permanency-planning supervisor had been a supervisor for approximately one year. The supervisor
reported he supervises five CWS workers, two case aides, and 39 cases. He reported his office had
standard caseloads (approximately 12 -15 per worker).
CWS Resource Worker Observation and Interview – At the time of the interview, the CWS
resource worker reported working for CWS for approximately six years. She reported that she began
her CWS career in another county as a permanency-planning worker. Currently, and for the past two
years, she is a resource worker that certifies families to provide foster care for abused and neglected
children. She reportedly maintains a caseload of 47 relative and non-relative families of children in
DHS custody. She stated that she is on-call throughout the week and every other weekend.
Agency Partner Caseworker Observation and Interview – At the time of the interview, the
agency partner caseworker had 12 families on her caseload. The caseworker explained her job duties
include writing court reports, visiting the foster parents on her caseload monthly, attending
meetings, court hearings, or any other activities or meetings that foster parents invite her to attend.
14 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
The caseworker stated having a manageable caseload was a nice part of working for an agency
partner. She previously worked for CWS and felt that her experience in CWS was beneficial in
helping her explain the DHS process to foster parents on her caseload.
III.
FINDINGS
Customer Service
The evaluation team assessed this qualitative case analysis fully aware that this study would be a
preliminary step toward conducting widespread customer service measurement with key players in
the child welfare system. The evaluation team asked eleven questions of participants in order to
gauge customer service experiences on a small scale (Figure 6).
Figure 6. Focus Group Questions
Foster Parent Focus Group Questions
What does seamless customer service mean to you?
How would you describe excellent customer service?
If you could improve one area of customer service between you and DHS or your agency, what would it be?
What is working in your relationship with DHS or your agency?
What is not working in your relationship with DHS or your agency?
What supports does DHS or your agency provide that keep you fostering?
In your experience, what were the barriers to the process of being an approved foster home?
How long have you been a foster parent?
In one paragraph, tell your “story” of fostering. For example, what brought you to being a foster parent,
why you continue fostering, or what you want someone to know about your specific experience.
How frequently do you experience good customer service with DHS or your agency?
DHS Caseworker Focus Group Questions
What does seamless customer service mean to you?
How would you describe excellent customer service?
If you could improve one area of customer service provided by DHS to foster parents, what would it be?
What are the advantages/disadvantages of working with supported foster homes?
What are the advantages/disadvantages of working with traditional foster homes?
Agency Partner Focus Group Questions
Reflecting on your partnership with DHS, what do feel is/is not working?
If you had to choose one area to improve in your work with DHS, what one area needs most improvement?
In your experience, what are the barriers to recruitment of foster parents?
Based on your experience, what is one thing you plan to improve in the future in terms of your recruitment?
What are lessons you have learned in partnering with DHS?
What does seamless customer service mean to you?
How would you describe excellent customer service?
If you could improve one area of customer service provided by DHS, what would it be?
15 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
What does seamless customer service mean to you?
In individual interviews, focus groups, and an email questionnaire, participants defined seamless
customer service. As noted in Figure 7, the top four responses included no gaps in services provided
by workers (n=20), timely communication (n=16), getting correct answers the first time (n=16), and
one point of contact for foster parents (n=12).
Figure 7. Seamless Customer Service Themes
Seamless Customer Services Themes
20
16
16
12
No gaps in
services provided
by workers
Timely
Communication
Getting correct
answers the first
time
One point of
contact for foster
parents
One foster parent explained, “Seamless means from the front desk, the way we are treated, when
we enter the building all the way until a child stays or is placed back into their own home.” Another
foster parent described seamless customer service as an experience where DHS workers work with
foster parents as a cohesive team to resolve the issues for the children in their care. These statements
embody the top seamless customer service theme of no gaps in services provided by workers. Foster
parents want the information they receive to be the same no matter with whom they speak. One
foster parent praised the Independent Living (IL) Program for committed, excellent customer
service. Other foster parents described challenges in communicating with workers and feeling
devalued as a part of the fostering process that needs customer service improvement.
Participants felt that open and functional communication was very important. Participants also
viewed worker availability and the timely return of telephone calls, emails, and text messages as
extremely important. CWS workers agreed as one worker stated, “Seamless customer service would
be clear, concise and understandable. Foster parents should know who to call and when.” One
foster parent suggested that effective communication would lead to foster parents doing a good job
when she stated, “We need someone to call us back and we need a copy of the treatment plan so we
16 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
can do our job and to help the child and parents achieve the treatment plan. If we don’t have those
things we can’t do our job and it would not be seamless.”
Getting correct answers the first time was also extremely important to participants. Participants
also conveyed the importance of effective and clear communication regarding DHS foster care
processes. Workers and agency partners agreed that getting timely, accurate information to foster
parents is critical to minimize frustration and confusion. Frequently, the placement worker is the
only person the foster parents know and they call that worker for all problems that arise.
All three sets of participants, foster parents, agency partners, and CWS workers agreed that one
point of contact is vital to provide “seamless customer service.” Having one point of contact also
alleviates the frustration and confusion of dealing with multiple workers. Workers understand the
communication needs of foster parents and the importance of meeting these needs. Some agency
partners identified having one point of contact as an important part of their onboarding process for
foster parents. One agency partner representative described their agency’s current process as
seamless in that agency caseworkers remain the constant contact for families on their workload
throughout the entire fostering process. Another agency partner identified one worker for each
Bridge Resource Family who is on-call for that family around the clock. This allows the Bridge
Resource Parent to know that they always have access to their support system. Foster parents agreed
that one point of contact, whether through DHS or their private agency, is an important part of
seamless customer service. Another foster parent suggested coordinated worker visits for foster
children as another aspect of seamless customer service.
How would you describe excellent customer service?
In individual interviews, focus groups, and the follow-up questionnaire, participants described
excellent customer service. When asked about excellent customer service, participants rated
communication highest (n=19) as shown in Figure 8. Several foster parents felt that monthly visits,
returning phone calls, emails, and text messages were very important. Other foster parents described
communication in the form of teamwork, collaboration, Family Team Meetings, worker visits, and
the timely return of phone calls as excellent customer service.
Foster parents also felt that worker availability, responsiveness, and honesty were very
important. Foster parents reported that they would rather workers tell them upfront about the
behaviors of a child for which they need placement so they can more appropriately meet the child’s
needs. Additionally, several foster parents liked the idea of more opportunities to meet with other
foster parents. Foster parents suggested having a retreat once per year for foster parents across the
state to connect and encourage one another on their journeys. Moreover, foster parents also
expressed interest in having quarterly or semi-annual meetings in each county to allow foster parents
an opportunity to communicate with and support one another.
CWS workers agreed with and acknowledged the frustration families feel when workers are not
immediately available or fail to communicate fully with foster parents. One worker described
17 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
excellent customer service for foster parents as being available to them, returning their phone calls,
collaborating with them, and communicating with them. Several workers mentioned the need to
upgrade forms to allow for more detailed reporting of information as well as making the forms more
user-friendly. Several workers also listed timely reimbursement as very important. One worker
suggested that kinship families are misinformed about reimbursement. Many kinship families
anticipate reimbursement to begin three months after placement when it is frequently four to six
months before reimbursement begins. Workers described the plight of kinship foster families caring
for children without reimbursement for so long as arduous and unreasonable.
Figure 8. Excellent Customer Service Descriptions
Excellent Customer Service Descriptions (n=44)
Communication: timely responses of phone calls,
emails, and text messages; teamwork; listening;
consistency; honesty; availability; one point of contact;
Family Team Meetings; monthly visits
Meeting foster parent needs
Meeting child needs
Foster parent appreciation activities
Timely reimbursement
Responses
19
9
7
5
4
Agency partners described excellent customer service as being consistent, supportive, and
understanding of foster parents, while simultaneously being proactive for their needs. One agency
partner explained the agency’s efforts to provide excellent customer service as having one person
complete the foster parent home study and remaining with the family as their caseworker. The
assigned worker attends court, visitation and other meetings with the foster parent, and someone is
available to the foster parent around the clock, in the event of an emergency. Furthermore, the
agency provides a nice, kid-friendly space for parent/child visitation, offers training, and lowering
caseloads for caseworkers increases personal contact with families. Another agency partner defined
excellent customer service as simply “meeting the family’s needs in a timely and consistent manner
and on their schedule whether that means in the evening, daytime, or weekends.”
If you could improve one area of customer service between you
and DHS or your agency, what would it be?
Traditional foster parents and CWS workers, in individual interviews and focus groups,
answered a question about the one area of customer service at DHS/CWS they would improve if
they could. Figures 9, 10 and 11 provide details about the answers to these questions. Additionally,
supported foster parents answered a question about the one area of customer service provided by
their agency they would improve if they could. During the supported foster parent focus group, it
18 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
quickly became clear the foster parents wanted to focus on what could improve in customer service
at DHS CWS, rather than what could improve at their agency. Accordingly, a combined analysis of
traditional and supported foster parent responses occurred. Figures 9, 10 and 11 contain three main
themes drawn from participants’ responses, which include communication (Figure 9), the fostering
process (Figure 10), and a focus on placement issues (Figure 11).
Communication was the number one area that participants want improved at DHS (Figure 9).
There were a total of 38 responses and within those responses, timely return of phone calls, texts,
and emails were at the top of the list. One foster parent reported that calls often go to voice mail
and it takes hours, if not days, to get a call back. Another foster parent stated she would like
increased communication by having more information up front on the children placed in her home.
“I need better knowledge at placement with medical concerns or medical records. I didn’t get Social
Security numbers or medical numbers and it was after court two months later when I received the
form with the medical information.” A foster parent stated that her biggest frustration is phone calls
not returned in a timely manner. She stated she does not call unless there is a real need because she
knows how busy workers are and when they do not call her, back she feels disrespected. This foster
parent also offered a suggestion that County offices have a separate reception window for foster
parents. Foster parents who work are required to use leave for doctor’s appointments, home visits,
and family visits. This is difficult to schedule and maintain when workers do not call back or provide
needed information to facilitate timely communication. One foster parent stated that workers often
call and try to make appointments for worker visits that same day, usually at the end of the month,
but she has to say no due to her personal and family schedule. Another foster parent expressed
frustration when she found out the worker she had been communicating with left the agency. She
had not realized the worker was not receiving her text messages. She suggested automated calls or
texts to foster parents when there is a worker change.
Figure 9. Improvement in customer service at DHS: Communication
Improvements in Customer Service at DHS: Communication
Responses
(n=38)
Timely return calls, texts, and emails
13
Allow foster parents to be on the team
10
Be respectful
4
Make appointments, not the same day, and keep the appointment time
4
Be courteous
2
Be honest
1
Do not put foster parents on hold when they call
1
Separate window at County office reception area for foster parents
1
Be supportive of foster parents
1
Automated phone calls/texts when there is a worker change
1
The second highest number of responses concerning communication had to do with teamwork.
A foster parent stated, “I wish DHS would get it right and we were a team. I guarantee there would
19 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
be more foster homes.” Several foster parents agreed with this statement. One concern included the
fact that some workers do not ask for the advice or opinion of foster parents even when kids are
being sent home. Another foster parent valued communication and believed when workers and
foster parents are able to be on the same team everyone is better able to focus on the children. She
would prefer this type of good communication rather than the current approach.
Although there was only one response specifically for “Be supportive of foster parents,” all the
responses ultimately lead to foster parents feeling supported. One foster parent stated, “We have
had to contact supervisors before. We feel undervalued. The money is very little. Not sure if we will
do it again. This is a calling and we need to feel like we are all on an equal plane. Foster parents need
to be valued.”
Participants also focused suggested improvements for DHS on the fostering process as shown in
Figure 10. Workers felt timely reimbursement was extremely important, especially for kinship foster
parents who have children placed in their home before reimbursement actually begins. A resource
worker stated, “I think all kinship homes believe that the foster payment is suitable to meet the
needs of the children, but the time in between accepting placement of a child and when the
payments actually begin can often times be the frustrating part for them. This time period can often
take months.” Foster parents would love having support groups and mentors. One foster parent
suggested a foster parent-mentoring program in which long-term foster parents, even those not
taking placements anymore, mentor new foster parents in order to provide information and answer
Figure 10. Improvement in customer service at DHS: The fostering process
Improvements in Customer Service at DHS:
Responses
The Fostering Process (n=24)
Timely reimbursement
7
Regular foster parent meetings
6
Need more information on foster care privatization and what it
2
means for fostering
Online foster parent training
2
Adoptive parents should have a booth at adoption parties and let
children choose who they speak with rather than children
1
waiting for someone to talk to them
Ask workers what they think needs improvement
1
Foster parent mentors
1
DHS needs a bigger budget
1
Respite care
1
Streamline approval process
1
Foster Care workers should be held accountable
1
questions, which could be a real asset to help people learn to fill in the gaps. Several foster parents
stated they would like to have foster parent support meetings within their counties. Another foster
parent offered to serve as a point of contact for new foster parents who have questions and need
support. A CWS worker stated, “When I was in a rural county, we did foster parent appreciation in
20 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
which all child protective services and permanency planning workers would watch kids while foster
parents were eating and we got to know them. We knew them, they knew us, and we knew that we
could take a kid to their house at 12:00 in the morning. We had less blown placements.”
Participants lastly focused their suggested improvements for DHS on placement issues (Figure
11). Focusing on and providing for the needs of the children was important to participants. Foster
parents often feel like workers do not believe them when they talk about the children in their care.
A foster parent relayed a story about telling a worker that a child was having severe mental
health/behavioral problems in her home. “We told them he needed help. Now he is in another
foster home instead of the hospital where he needs to be.” Another foster parent agreed and stated,
“The child lives in my home and we are with them more than anyone else. Listen to the opinions of
the foster parents who have these kids.” Furthermore, workers do not always understand or act
upon children’s behavior changes reported to them by foster parents. A foster parent also informed
us that often the parents do not always give the right information to the caseworker and the foster
parent has to take care of the problem because workers are often difficult to reach. Foster parents
do not feel they receive adequate information upon initial placement of children in their homes.
Figure 11. Improvements in customer service at DHS: Placement Issues
Improvements in Customer Service at DHS:
Placement Issues (n=21)
Responses
Believe foster parents when they tell you what is happening with the
children in their care
Check bio-parents stories for accuracy
Need more information at placement (medical, social security
number, etc.)
Full disclosure of children’s needs at placement
4
Get children the help they need when they need it
Need a clothing voucher at placement
Do not move children to another foster home for convenience
Do not call for placement then call back and say sorry you are full
2
2
1
1
Do not pressure us for placement and make us feel bad for saying no
Child’s attorney should be more involved
Have someone transport the child who they know. Strangers are
scary for young children
1
1
1
3
3
2
They would like medical information, placement history, and a “full disclosure” of known
behavior problems. They would also like clothing vouchers at placement and suggest that moving
children to another foster home for convenience is not right. A foster parent stated, “Since they
don’t want children in shelters, I had one little boy who was four months old and had been in four
placements. They moved him again because it was simply easier to place the child closer. We had
21 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
him about a month.” On the other hand, when foster parents decline a placement, they do not want
to feel pressured by the worker because of that decision.
Foster Parents’ Relationship with DHS/Agency
In focus groups, traditional and supported foster parents described what is working and what is
not working in their relationship with DHS and/or their fostering agency. Supported foster parents
What is working in your relationship with DHS or your agency?
described their relationship with their fostering agency as good, for the most part. One supported
foster parent stated, “Everything on the agency side is good. They were present with our initial
placement. They attended court with us and have been an incredible middle person between us and
DHS.” Interestingly, supported foster parents were more inclined to discuss what was or what was
not working in their relationship with DHS rather than with their fostering agencies. Therefore,
what is and is not working with DHS (Figures 12 and 13) includes responses from both traditional
and supported foster parents.
Figure 12. What is working in your relationship with DHS?
What is working in your relationship with DHS? (n=19)
Text messaging
Worker monthly visits
Resource workers return telephone calls and advocate for foster parents
Worker really listens and follows up on what I need
Investigators return telephone calls
I like the concept of bridging with biological parents
Investigators do a good job
Communication is good
Good relationship with caseworker
Foster Parent
Responses
4
3
2
2
2
2
2
1
1
Foster parents feel that text messaging is working in their relationship with DHS (n=4), as
shown in Figure 12. One foster parent expressed that she loves text messaging and gets more
information from texting than anything else. Foster parents also feel that monthly worker visits are
working in their relationship with DHS (n=3). Foster parents felt this was a good time for
expressing any concerns or problems they were having with the worker since the worker could
immediately follow up on the issues with the child. Another foster parent stated, “I do not have any
problems with DHS. I have a good relationship with the caseworker. I feel that when I do contact
them for any reason, they really listen to what I am saying and try to follow up on it. When we have
22 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
worker visits, they consider my schedule and they often ask ‘What works best for you?’ most of the
time and the worker will get back with me that day when I call.” A couple of foster parents
expressed their appreciation for the child protective services and resource workers in their county
(n=2). These parents reported that child protective services workers return telephone calls and get
us what is needed right away and they “had no idea what a resource worker could do for us until we
moved to this county. She always returns phone calls, advocates for us, and helps us solve
problems.”
What is not working in your relationship with DHS or your agency?
The most prevalent statement made by foster parents regarding what is not working in their
relationship with DHS was that workers often do not return telephone calls (n=5), as shown in
Figure 13. A foster parent informed us that her worker is new and when she tries to obtain
information from him, she has to wait quite a while for him to return her phone calls. She also said
that the only way she can get this new worker to call her back is to text him. Another foster parent
stated, “Communication is minimal. I call, text, whatever and do not get responses back. The home
visits, the worker is late. I ask for visits with biological parents to be planned and I have been
notified the day of the visit. I want to make it work and I want to bridge with the mom so I am very
frustrated with this.”
The second most prevalent statement by foster parents concerning what is not working with
DHS is the lack of consistency in worker competency (n=5). The third most prevalent statement is,
DHS often makes us feel like the ones who are in trouble or the bad person (n=3). A foster parent
stated, “Workers are either really, really good or really, really bad. One county was so bad we will not
take kids from that county anymore. They did not give us a five-day notice when the children were
leaving and when the child was sick they made us feel like we were the ones that were in trouble. I
felt like I was all alone and not part of the team.”
Some foster parents felt the reimbursement was not enough to care for the children (n=2), that
it is laughable that people foster because they make money. Parents reported that they cannot make
money after you get what the children need and typically spend as much as $2000 per month more
than the reimbursement. Another foster parent felt the rules were different between DHS
departments such as foster care, adoptions and permanency planning and it is very confusing. A
foster parent stated, “The DHS worker and foster worker do not communicate. We are stressed out
that the child’s worker does not communicate with the foster care worker.” Children are frequently
placed with minimal or no clothing. Foster parents expressed frustration with this common
occurrence given that it can take weeks before receiving a clothing voucher for the children. A foster
parent stated that clothing is an issue and it takes too long to receive clothing vouchers. This parent
reported that she had six children placed with her at once and these children came to her with no
clothing and no vouchers. Another foster parent agreed and stated, “I have had kids come in the
dead of winter with no coat and shoes. We need to be better informed when they do come in. I
23 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
found out a week later the sibling had lice when they came in and I had other girls with long hair.
One of the kids was allergic to antibiotics but they were wishy-washy about which child. The
majority have not come in with adequate clothing or vouchers.”
Figure 13. What is not working in your relationship with DHS?
What is not working in your relationship with DHS? (n=45)
Communication
Worker will not call me back.
No communication.
DHS departments do not communicate with each other (foster care, adoption, child’s worker).
No five-day notice when the child is leaving.
Communication is good with DHS until something bad happens and then I cannot get a return call.
Workers will not listen to me when I try to tell them what is going on with the child.
Tribes and DHS are not on the same page about what to do and give mixed messages.
DHS removes children without telling me first.
They do not tell me the history of the children placed in my home-lack of trust.
Workers do not ask for the child’s belonging when they remove the child from a foster home.
The only time you hear from them is when they are trying to place a child.
Lack of Trust/Teamwork
DHS often makes us feel like the ones who are in trouble or the bad person.
We are not part of the team and feel alone much of the time.
Afraid to let children go out and play because DHS questions every little mark on the child.
Foster child hurt my daughter and I have not heard anything about it after it took four days to
interview my daughter. We have not been offered services for my daughter.
I don’t want DHS coming into my home and talking to my biological children during
investigations.
DHS shows no respect.
Investigations keep occurring and DHS is saying false stuff and it follows you.
No one has a clue what is going on.
Inconsistency
Responses
5
1
1
1
1
1
1
1
1
1
1
3
2
2
1
1
1
1
1
Consistency is poor; some caseworkers are good and some are bad.
All the rules are different between departments, such as foster care, adoptions, and child’s worker.
4
2
Children are placed with little or no clothes and it is weeks before I receive a clothing voucher.
Reimbursement is poor and it is not enough for what the children need.
Infants are placed without formula and I have to wait to apply for WIC.
2
2
1
Children placed without necessary items
Issues with caseworkers
Workers do not make appointments for worker visits or are late.
Too many worker changes – a constant problem.
New workers are trying but do not know what is going on and supervisors often do not know.
General
Everything.
It seems they are sending kids home because there is nowhere else to put them and they need the
beds for other children.
24 | P a g e
2
1
1
2
1
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
What supports does DHS or your agency provide that keeps you
fostering?
In response to the question, “What supports does DHS provide that keeps you fostering?” nine
traditional foster parents reported varying answers. Some foster parents reported they do not feel
supported by DHS (Figure 14). One foster parent felt let down that when her home was in crisis,
DHS did not stand behind and support them. Other foster parents stated they appreciate the state
providing Medicaid for the children, clothing vouchers, and daycare assistance. Another foster
parent stated that they know of workers who offer to take children to appointments and visits and
that worker availability and responsiveness in their county is great. A foster parent stated she
appreciated when she contacted the Director’s Hotline, as they were quick to respond to her
concerns. Another foster parent stated, “We do it because we fall in love with these kids. We take
them in and love them. Please, just when we ask for help, help us.”
Figure 14. What supports does DHS provide that keep you fostering?
What supports does DHS provide
Traditional Foster
that keep you fostering? (n=26)
Parent Responses
We do not feel supported
9
Medicaid for children
3
Clothing vouchers
2
Tulsa is paying for a retreat for foster parents without the children
2
Having a focus group
2
Worker availability
1
Worker is quick to respond
1
DHS allows counseling for children
1
Respite voucher
1
Workers offering to take children to appointments and visits so I
1
do not have to take off work
Being able to call Director Ed Lake and getting a response from
1
his office
Relationship with caseworker
1
Daycare cards
1
Supported and traditional foster parents described effective supports in their fostering role.
Supported foster parents felt the supports from their agencies were very good. One foster parent
stated, “Having an individual worker through our fostering agency has been incredible. It is their
presence. They are limited on resources, but are present through emails, texts, and they have an
emergency number to answer questions after hours. They have been there in court. Sadly, DHS
shifts and moves and is chaotic and the agency has been an incredible help because of that.”
25 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
In your experience, what were the barriers to the process of
being an approved foster home?
Supported and traditional foster parents described the barriers they experienced in the foster
parent home-approval process. Supported foster parents felt like time was a barrier. “It was time.
The paper work got lost and the person doing our home study quit and someone else had to take it
on,” one foster parent stated. Another stated, “Everything negative was on the DHS end.”
The top two responses for traditional foster parents regarding barriers in the fostering approval
process were the issues with fingerprinting (n=3) and the length of time it takes to be approved
(n=3) as shown below in Figure 15. A foster parent stated, “My husband had to do his finger prints
five times. The worker moved to North Carolina without notifying us and it took us 10 months to
be approved. People have to really want it to get approved to be a foster parent.” Another foster
parent communicated that she was surprised at the length of time it took for approval.
Figure 15. What were the barriers to being an approved foster home?
What were the barriers to being an approved foster home? (n=23)
Fingerprint problems
It takes too long
Paper work was lost
Worker moved and no one informed us, added months to process
Paperwork is massive
Had to call repeatedly to get started
DHS does not return phone calls
People have to really want it to be approved
Waited months for a child after approval
Communication is very bad
Make parents take classes but do not really tell us what we need to
know
It is a battle to become a foster parent
Reimbursement is not enough to take care of children’s needs
Questions are too personal and some bring up bad memories that are
hurtful to family members who are not part of the immediate foster
family unit
Traditional Foster
Parent Responses
3
3
2
2
2
2
2
1
1
1
1
1
1
1
Other responses regarding approval barriers include the massive amount of paperwork to fill out
and return, the persistence required to call repeatedly to get the process started, and the lack of
returned phone calls. A foster parent stated that the process and paperwork is very cumbersome.
Another foster parent expressed frustration that she had to call and call to get the process started
26 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
and then had to wait a very long time for children to be placed in her home. A foster parent felt as if
he was trying to help a child he knew by becoming a foster parent and stated, “I started three years
ago because I had a kid in my youth group who needed a home. The worker would not return my
phone calls. I never even knew they were paying me through a credit card. It has been a disaster
until now. It is a battle to become a foster parent.” One foster parent felt the reimbursement for
care is not enough to take care of the children’s needs. She stated, “I buy more things for my kids
and go in the hole every month. If I was not financially set, I could not do it. The money barely
covers their food. Anything else, entertainment or whatever, is extra.”
What are the advantages of working with supported foster
homes?
Focus groups with DHS caseworkers
CWS workers stated having a second set of eyes on what is going on with the family is one
advantage of working with supported foster homes (n=2), as shown in Figure 16. Other advantages
were agency caseworkers visiting the children once a month (n=2) and decreased stress among
foster parents that helps them meet the needs of the children (n=2). A worker stated, “The agencies
provide a great support for foster families. They brought diapers, toys and took pictures of the
event. First time foster parents really appreciate the added support.”
Figure 16. Advantages of Supported Foster Homes
Advantages of Supported Foster Homes (n=15)
Second set of eyes on what is going on with the family
Agency caseworkers visit the families/children once a month
Foster parents seem less stressed and can better meet the needs of the children
CWS Worker
Responses
2
2
2
Agencies provide great support for families
Seem to have more stay at home moms to take care of doctor appointments
and are more proactive
1
1
Agencies do a court report
Very supportive of biological family
Foster parents really invested in child
Agencies participate with foster families in court
Agency caseworkers can answer many questions and issues that would
normally be handled by DHS
1
1
1
1
1
Should cut down on placement disruptions
When siblings are placed in two homes within the same agency, they are able
to visit each other frequently
1
1
27 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
Another worker stated that it is great when the foster care worker sees the children monthly.
One worker felt that agency caseworkers often answer many questions and issues and reduced the
need for people to call on DHS. She felt that this would cut down on placement disruptions.
Furthermore, when siblings placed in different homes within the same agency, they can visit each
other frequently. A worker stated, “Contracted homes feel like they are in a community within the
agency that they are working with and are less stressed when meeting the needs of the children.”
What are the disadvantages to working with supported foster
homes?
Several CWS workers felt that a disadvantage of working with supported foster homes was that
the DHS placement process is complicated and difficult to understand (n=7) as shown in Figure 17.
A worker expressed more frustration with the process than with the homes. Another worker stated
it was weird talking to someone from out of state concerning finding a foster home in Oklahoma.
Several workers also reported that many supported foster homes are not located in areas they are
needed most (n=3) and there are simply not enough homes for removed children (n=2). A worker
stated, “We don’t like the idea to place children two hours away and also away from siblings. Calling
out of state is like calling an insurance agency. It is as if we were not quite ready to implement this
and there were not enough homes. Our County beds are being taken by others across the state.”
Several workers felt that supported homes seem to be geared more toward adoption and they are
not always bridging with the biological family (n=3). A worker stated, “The foster parents have
preconceived notions that the biological parents have no rights or ‘say so’ about their children. The
unwillingness on the foster parents’ parts to bridge with the family or help with normal parental
situations like doctor’s appointments or school meetings is a huge weakness.” A worker also noted
that supported homes seem to concentrate on younger children and sometimes they need homes for
large sibling groups and older children. In addition, the foster parents do not seem as familiar with
children and trauma issues (n=1). A worker expressed concern that families do not get the
advantage of meeting other foster parents and learning from them.
Figure 17. Disadvantages of Supported Foster Homes
Disadvantages of Supported Foster Homes (n=37)
The DHS placement process is complicated and not smooth, hard to
understand
Homes seem to be geared more for adoption rather than fostering
Unwillingness to help with normal parental situations like doctor’s
appointments or school meetings
28 | P a g e
CWS Worker
Responses
7
3
3
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
Figure 17. Disadvantages of Supported Foster Homes cont.
Disadvantages of Supported Foster Homes (n=37)
They are not located in the areas we need them
Do not always bridge with family
It is weird talking to someone from out of state concerning finding a foster
home in Oklahoma
Not enough homes
Hard to develop relationships with foster parents and then not be able to call
them directly when I have a child needing placement and I know they would
be a good fit.
The information about household members in not in KIDS; we do not know
who is supposed to live in the house or who to call.
Agencies participating in the cases adds another set of opinions and can cause
relationship issue between foster family and CWS worker
Foster parents have pre-conceived notions that biological parents have no
parental rights
Agencies should train foster parents on DHS policy and best practices
Seems like these homes want younger children rather than older children
Training is one on one and the families do not get the advantage of meeting
other foster parents and learning from them.
Seem not as familiar with children and trauma issues
CWS Worker
Responses
3
3
3
2
2
2
1
1
1
1
1
1
What are the advantages to working with non-supported or
traditional foster homes?
Workers appreciate the fact that these foster families provide a home environment to keep
children out of shelters as shown in Figure 18. They also like having real-time access to information
on these families within the KIDS system. “Traditional homes are generally kinship and due to
kinship ties, these families are more committed to children with severe behavior issues. Kinships are
more likely to keep the children and this is very important.” One worker felt the training for
traditional families is broader and they can meet each other and form a support network. Another
worker felt that traditional foster parents know what to expect and understand the needs of children
who have experienced trauma.
29 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
Figure 18. Advantages of Traditional Foster Homes
Advantages of Traditional Foster Homes (n=9)
Provide a home environment to get children out of the shelter
They have a DHS worker and we know what training they have and their history
and can look at their home studies
All the information on the families is in KIDS
Training is broad and families meet each other and can learn from each other
Willingness to help w/the children’s needs
They know us
Traditional homes are generally kinship and kinship are usually more committed to
children with severe behavior issues
Seem more experienced working with children
Seem to know the routine and what to expect with children and trauma
CWS Worker
Responses
1
1
1
1
1
1
1
1
1
What are the disadvantages of working with non-supported or
traditional foster homes?
The most prevalent statement from workers concerning the disadvantages of working with
traditional foster parents was that foster parents are often frustrated and call the worker for all issues
even when the worker does not have the answer the foster parent is seeking (n=3) as shown in
Figure 19. A worker stated, “Traditional foster homes have no one else to call except their worker.”
Another worker stated, “These families have a right of refusal and can call and tell us to come get a
child at any time without a backup plan.” A couple of workers stated there was not a second set of
eyes on the families like there are with supported foster homes and that there is a disadvantage due
to lack of supports. Another worker stated, “The majority of foster parents flat out refuse to do
anything but foster the child.”
Figure 19. Disadvantages of Traditional Foster Homes
Disadvantages of Traditional Foster Homes (n=12)
Foster parents are frustrated and will call the worker for all issues even when
the worker does not have the answers
They have a right of refusal and call and tell us to come get a child at any time
They do not have as much time to care for children like supported families
seem to have
No second pair of eyes
Lack of support at court
We know them
May not understand the children’s needs
30 | P a g e
CWS
Responses
3
2
2
2
1
1
1
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
IV.
DISCUSSION AND CONCLUSION
Findings suggest that foster parents, CWS Specialists and agency partners highly value seamless
and excellent customer service. Furthermore, foster parents, CWS Specialists and agency partners
reported similar definitions of seamless and excellent customer service. According to all three
groups, communication is critical to receiving and providing seamless customer service. Moreover, a
collaborative relationship is crucial to the support, development and retention of foster parents,
DHS CWS Specialists and agency partners alike. Providing and receiving seamless and excellent
customer service is essential to effectively meeting the needs of the children and families served by
DHS, agency partners and foster parents.
Foster Parents
According to participants, timely and responsive communication is a value that represents
seamless and excellent customer service. Foster parents relayed in focus groups and in interviews the
importance of their worker answering and returning telephone calls. They want to be an essential
and important part of the team included in the decision-making process about the children in their
care. They demand respect and honesty from CWS workers who visit their homes each month. They
want CWS workers to believe them when they tell workers about the children placed in their care.
Foster parents need support, as they love and care for children who have been abused and
neglected.
In focus groups and interviews, foster parents often displayed frustration when discussing what
is, and what is not working, in their relationship with DHS. Many foster parents stated they did not
feel supported by DHS. Many also expressed frustration with the arduous foster parent approval
process. Most agreed that a sincere commitment and dedication to fostering was required to make it
through the entire approval process. However, despite the frustration with the many challenges
foster parents face on a daily basis, it is obvious that most foster because they love the children in
their homes and desire reunification for the children if possible. They like the bridging concept and
find it rewarding. They also realize that DHS has made many positive changes over the last couple
of years. They understand the challenges of having many new workers and supervisors, and the
demands of an increasing number of children entering into DHS custody. The primary message
foster parents conveyed was their commitment to fostering Oklahoma children and they desperately
need more support from DHS.
CWS Workers
CWS workers recognize the importance of seamless and excellent customer service provided to
foster parents. They agree that workers need to return telephone calls in a timely manner and that
they should be able to answer questions about the agency correctly. They want foster parents to be
included in conversations about the children in their homes and want them to be on the team. CWS
workers were very frustrated with the reimbursement process for kinship families. Many felt like this
was a very important area of customer service improvement needed by DHS. According to workers,
families need to be more aware of the total length of time of the reimbursement process. The
workers felt that even with the kinship start up stipend and training stipend, it simply was not
31 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
enough money for families to be able to care adequately for DHS custody children. Reimbursement
issues surface in court proceedings and workers feel it ruins their credibility in deprivation court
cases. Reimbursement was the top issue that workers felt needed improvement at DHS.
CWS workers are confused with the placement process for supported foster homes. They think
it is complicated and difficult to understand. They find it strange to be calling out of state for foster
care placements needed in Oklahoma and of course, there are not enough homes. However, most
CWS workers remained hopeful that this process will eventually be smoother. Most workers liked
having a “second set of eyes” in the supported homes. They liked that agency partner caseworkers
make monthly worker visits and write court reports just as CWS workers. It was obvious in the
focus groups that some workers had good experiences with supported families and some had bad
experiences. Furthermore, these workers did not have a lot of experience in working with these
homes yet and were very hopeful that the new privatization process DHS is going through with
foster care would be successful.
In regard to traditional foster care, workers seemed frustrated that at times they do not have
answers for foster parents. They appreciate these families and the experience they often bring to the
table. They realize these families are mainly kinship foster families and feel like they are often times
more committed to the children placed in their homes, especially those with severe behavior issues.
Workers also seemed to feel more comfortable in working with these families because DHS houses
the home studies and training records of the families in DHS offices and in KIDS.
Agency Partners
In reflecting on their partnership with DHS, agency partners find designated liaisons helpful in
addressing issues quickly. They feel communication with the Resource Family Partnership Unit has
been great and they appreciate their responsiveness. Agency partners found that when barriers arise,
such as fingerprint delays, daycare and communication problems, DHS is willing to come up with
solutions. The agency partners are also excited and impressed with the mutual understanding of the
need for more resource families. On the other hand, agencies are concerned with the process of
placing children with the best-suited foster family. Agency partners report good communication
with the Resource Family Partnership Unit; however, it is poor with outlying DHS workers. Many
DHS workers appear misinformed about the procedures. Agency partners have a hard time figuring
out who the actual assigned worker is for the child. Agency partners all agreed the fingerprint
process for both foster parents and for hiring of new staff is a huge barrier. The process is very
confusing and there are many struggles.
Agency partners feel a barrier to their recruitment of foster parents is DHS’ history and people’s
experience with DHS. They also feel the public is not aware of how many children are in the system
and they recognize the need to communicate this consistently to the public. Finally, families who left
DHS within the last six months or year and would like to foster again through an agency partner
must wait due to DHS policy. Agencies felt like this is contradictory to recruitment goals. Agency
partners plan to continue addressing their own staffing issues to improve recruitment of foster
families. An agency partner stated they have a new television commercial to release and a
concentrated recruitment focus on events where families attend, such as health fairs and community
32 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
events. Agency partners would also like to access DHS traditional foster homes for help with their
own recruitment.
Conclusion
The focus groups that were conducted presented an opportunity to comprehend the
perspectives and experiences of foster parents, CWS Specialists and agency partner representatives
across Oklahoma. Although these groups were not representative of all foster parents, CWS
Specialists or agency partners serving children in Oklahoma, the perspectives gained provide a
foundation for the development of a quantitative study of these crucial players in the child welfare
system. The information obtained in the focus groups provides insight into the experiences and
relationships of child welfare stakeholders who, due to new processes in DHS CWS, are not well
understood. More importantly, it gives an awareness of the customer service issues most relevant to
foster parents, CWS Specialists and agency partners.
Overall, the focus groups, interviews, observations, and questionnaires were well received by the
participants. Many participants expressed their appreciation of having the opportunity to share their
experiences. They also were glad to be able to vocalize their opinions on customer service. These
findings indicate that there is room for improvement in customer service and support provided to
foster parents, CWS Specialists and agency partners. Additionally, attitudes about the future of the
partnership among key child welfare stakeholders were mostly optimistic. This optimism should be
embraced and cultivated as the collaborative relationships among foster parents, DHS CWS, and
agency partners develop moving forward.
Recommendations
Findings from this study should inform the development of a valid and reliable customer service
questionnaire for foster parents, CWS workers, and agency partners. Surveying a random sample of
each population will provide generalizable results to decision makers on the strengths and
weaknesses of the foster parent program. As such, these future results will contribute to
improvements in the foster parent program and the customer service that DHS provides to
Oklahoma foster parents.
Additional recommendations resulting from this study include systemic support for key players
in the child welfare system. A strong foundation of support and development of foster parents, child
welfare workers, and agency partners is necessary to fulfill DHS goals outlined by the Pinnacle Plan.
Areas in need of customer service improvement include communication, the foster parent approval
process, and the ongoing development and support of foster parents, child welfare workers, and
agency partners. In order to provide seamless customer service, DHS needs to manage and share
information while simultaneously providing detailed outcome data on traditional foster homes,
supported foster homes, child welfare caseworkers, and agency partners. A strong reliance on
outcome data will provide feedback on customer service gaps allowing DHS leadership to provide
the necessary support to fill those gaps. Further, child welfare key players need ongoing
development, support, and appreciation. Many foster parents suggested a foster parent retreat,
mentoring, and support groups as ways to support and appreciate them in their crucial role in the
33 | P a g e
Traditional and Supported Foster Care: A Qualitative Analysis of Pinnacle Plan 1.8
child welfare system. DHS currently has a coaching and mentoring program for new workers as part
of the onboarding process. This type of program could potentially help agency partners as they forge
a relationship with DHS in a collective effort to provide homes for abused and neglected children in
Oklahoma.
Many of the interviews and observations resulted in common recommendations from workers
and families such as improving communication, increasing education about the fostering process,
increasing reimbursement for families (in addition to increasing awareness of the reimbursement
process), and streamlining processes so that there can be one-point of contact for families with DHS
or their agency partner. Considering that the Pinnacle Plan also requires a “seamless” customer
service experience, this latter recommendation is paramount.
Other recommendations gleaned from this experience were that foster parents would like to
have formalized meeting opportunities with other foster families with which to engage in mentoring
opportunities or to gain information and assistance from other families. Workers also stated that
they would like formal opportunities to offer appreciation for the foster families so that workers and
foster families and children could get to know each other in a relaxed situation resulting in better
relationships and conceivably fewer placement changes for children. Lastly, the after the process of
interviewing, observing and holding multiple focus groups, the evaluator recommends that program
staff and administrators periodically shadow CWS workers so they can better remember the
intricacies, demands and constant decision-making that is necessary for every-day field work. A close
eye and ear on the “front lines” of everyday workers is crucial to being an informed and proactive
administrator.
ACKNOWLEDGEMENTS
A special recognition and appreciation goes to the many foster parents of Oklahoma, Child
Welfare Services caseworkers, and agency partners who provided input about the strengths and
challenges within the Oklahoma foster care program. The DHS OPRS sponsored the evaluation
project on behalf of the Resource Family Partnership Unit. Both units provided guidance and
support throughout the project. A special acknowledgement is due to Dr. David Moxley, Professor
of Health and Public Health; Professor of Social Work of the University of Oklahoma and Connie
Schlittler, Director of the Office of Planning, Research and Statistics for their support. Special
thanks to Tosha Robinson for support and technical assistance, Iyla Griffin, Nancy Kelly and
Shannon Rios for providing editorial assistance for the report. Gratitude is also due for Lacey
Schoonover for providing assistance with creating focus group invitations and Jennifer Smiley who
traveled across the state and transcribed nine focus groups.
REFERENCES
Child Welfare Services. (2012). The Oklahoma Pinnacle Plan. Oklahoma City: Oklahoma Department
of Human Services.
Department of Human Services. (2014). YI024 Contact Info for Open Resource Homes (Approved or
Unapproved).
Child
Welfare
Services.
Retrieved
February
5,
2014
34 | P a g e
S14061 DHS
Issued 7/2014
This publication is authorized by Oklahoma Department of Human Services Director Ed Lake and printed by
DHS in accordance with state and federal regulations at a cost of $256.72 for 83 copies. Copies have been
deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries.