Policy & Practice | Winter 2024

The Magazine of the American Public Human Services Association Winter 2024

Community-led Solutions Partnerships for Systems Change

2025 Calendar OF EVENTS & ENGAGEMENT OPPORTUNITIES

SAVE THE DATES

JUNE 1 4

APHSA National Human Services Summit Philadelphia Marriott Downtown | Philadelphia, PA

POLICY & PRACTICE

AUGUST 24 27

Economic Mobility & Well-Being (EMWB) Conference Hilton Minneapolis | Minneapolis, MN

Philadelphia

SNAP, TANF, & PROGRAM INTEGRITY

SEPTEMBER 14 18

IT Solutions Mangement for Human Services (ISM) Annual Education Conference & Expo Reno - Sparks Convention Center Atlantis Resort | Peppermill Resort | Reno, NV

TECHNOLOGY

OCTOBER 5 8

National StaΠDevelopment and Training Association (NSDTA) Annual Education Conference Sheraton Norfolk Waterside Hotel | Norfolk, VA

Minneapolis

ORGANIZATIONAL EFFECTIVENESS

OCTOBER 19 22

Public Human Services Attorneys (PHSA) Annual Education Conference Peppermill Resort | Reno, NV

LEGAL

Reno

Nfolk

FIND OUT MORE, VISIT US ONLINE WWW.APHSA.ORG

TODAY’S EXPERTISE FOR TOMORROW’S SOLUTIONS

www.aphsa.org

contents

Vol. 82, No. 4 Winter 2024

features

16

12

The National Electronic Interstate Compact Enterprise How an Innovative Technology Partnership Is Transforming Interstate Child Placements

From Crisis to Stability Helping Individuals and Families Move Toward Long-Term Success

Courageous Imperatives for Human Services 20

24

The Connective Force: Driving Health, Well-Being, and Prosperity in America A Start to Success Empowering Equitable Employment Opportunities Through Community-Based Partnerships

The Connective Force Driving Health, Well-Being, and Prosperity in America

departments APHSA’s Transition Recommendations for the Administration and Congress

4 APHSA Insights

10 Partnering for Impact

34 Association News

A Whole-Family Approach to Child Support in Federal Policymaking The following is a reprint from APHSA’s multipart series that provides recommendations to the incoming Administration and Congress to help develop strategies that unlock the potential of human services. To learn more about the series, Courageous Imperatives for Human Services , and how we can work together to create a country where everyone thrives, visit our Election Transition page . 6 From Our Partners Combating Hunger for Children and Families: Community Voices Spur Rural Maryland County's Resource Navigator Network 37 Staff Spotlights

2024 APHSA Award Winners

Kara Williams, Policy Coordinator, Food and Nutrition Services Ivy-Marie Washington, Project Associate, Youth and Transition Services

Family First: Partnering for System-Level Change to Keep Families Safely Together

30 Research Corner

The Equity Assessment and Improvement Tool for Research Teams

8 From Our Partners ntroduction uman services play a crucial role in shaping the health, well-being, and rosperity of the American people. With more than half of Americans receiving uman services during the course of their lifetime, this system of services and enefits has become an indispensable instrument that enables individuals, milies, and communities to build a better future. The Trump Administration can verage the human services infrastructure to further national priorities , including conomic prosperity, better health and well-being, affordable housing and food, nd ensuring the labor market meets the demands of American businesses to Centering People, Transforming Systems: Lessons from the Frontlines 32 Technology Speaks

American Public Human Services Association (APHSA)

Meet the New Digital Government Hub—Your Open-Source Library for Using Design, Data, and Tech in Improving Digital Delivery

APHSA is a bipartisan membership association representing state, county, and city human services agencies that improve outcomes

1

Winter 2024 Policy & Practice

Strategic Industry Partners DIAMOND

APHSA Executive Governing Board

Chair Grace Hou, Secretary, Illinois Department of Human Services Vice Chair Rodney Adams, Principal/CEO, R Adams & Associates Treasurer Kathy Park, CEO, Evident Change

Elected Director Christine Norbut Beyer, Commissioner, New Jersey Department of Children and Families Elected Director Kristi Putnam, Secretary, Arkansas Department of Human Services Elected Director Sherron Rogers , Vice President & CFO, Johns Hopkins All Children’s Hospital Elected Director Terry Stigdon , CEO, American Red Cross Elected Director Jennifer Sullivan , Enterprise Senior Vice President, Strategic Operations, Atrium Health Immediate Past Chair Dannette Smith, Commissioner, Behavioral Health Administration President & CEO Reggie Bicha, President & CEO, APHSA

Leadership Council Chair Kelly Kennedy Garcia, Director, Iowa Department of Health and Human Services Local Council Chair

Dan Makelky, Director, Douglas County (CO) Department of Human Services Elected Director Derrik Anderson, Executive Director, Race Matters for Juvenile Justice Elected Director Vannessa Dorantes, Managing Director, Casey Family Programs

PLATINUM

SILVER

2

Policy & Practice Winter 2024

Policy & Practice™ (ISSN 1942-6828) is published four times a year by the American Public Human Services Association, 1300 N. 17th Street, Suite 340, Arlington, VA 22209. For subscription information, contact APHSA at (202) 682-0100 or visit the website at www.aphsa.org. Copyright © 2024. All rights reserved. This magazine may not be reproduced in whole or in part without written permission from the publisher. The viewpoints expressed in contributors’ materials are the authors’ own and do not necessarily reflect the policies or views of APHSA. Postmaster: Send address changes to Policy & Practice 1300 N. 17th Street, Suite 340, Arlington, VA 22209

President & CEO Reggie Bicha Communications Director Jessica Garon jgaron@aphsa.org

Advertising Anna Nogueira anogueira@aphsa.org Design & Production Chris Campbell

Editor Amy Plotnick

2025 Advertising Calendar

Issue

Ad Deadline February 28

Issue Theme

Spring

Moving Human Services Upstream to Proactively Promote Well-Being Advancing Social and Economic Mobility for Equitable, Long-Term Success

Summer

May 1 July 1

Fall

Emerging Technology and Process Innovation: Modernizing for the Future of Human Services

Winter

October 1

Community-Led Solutions: Partnerships for System Change

Size and Placement Two-page center spread: Back Cover (Cover 4): Inside Back Cover (Cover 3): Inside Front Cover (Cover 2):

Rate

Discount for 4 Consecutive Issues

$8,000 $6,000 $5,400 $5,400 $3,000 $1,200 $1,050

$7,200/issue $5,400/issue $4,860/issue $4,860/issue $2,700/issue $1,080/issue $945/issue

Full page:

Half page, horizontal: One-third page, vertical:

APHSA’s blog, The Catalyst , encourages the exchange of creative ideas and promising initiatives to strengthen the human services sector and accelerate our collective impact. Featuring content from members, partners, and staff, our blog posts focus on what it takes to build well-being from the ground up. Organized around areas of impact as well as a variety of special series, our goal is to spark new ideas and accelerate the spread of promising approaches that help realize our shared vision for thriving communities built on human potential.

Read the Latest Post, Visit https://aphsa.org/the-catalyst/

3

Winter 2024 Policy & Practice

aphsa insights

By Jess Maneely and Khristian Monterroso

A Whole-Family Approach to Child Support in Federal Policymaking

C hild support collections—totaling $29.6 billion for 12.7 million children in FY 2023 1 —represent one of the largest cash transfers in the country and are a critical financial investment in the stability and well being of families. In recent years, local, state, and federal child support offices started reexamining how their enforcement and collection roles can be paired with services that foster meaningful parental engagement and invest in the social and economic well being of parents paying child support. This shift represents a movement toward a more holistic approach to supporting families for the long term. It offers the promise of a child support system operating in alignment with the broader human services ecosystem. In examining child support services, it is important to understand the reach they have throughout federal benefits. Across the continuum of human services programs, rules related to child support can impact whether someone qualifies for benefits, what amount they can receive, or what child support they owe. This is true for programs ranging from the Supplemental Nutrition Assistance Program (SNAP), Temporary Assistance for Needy Families (TANF), Medicaid, child care, child welfare, and more. Often, federal laws and state policy options regarding child support prac tices are made by individual programs in distinct silos from each other, resulting in disjointed and misaligned rules that work at odds with each other in driving positive outcomes for families involved in child support services.

Starting in 2022, the American Public Human Services Association (APHSA) in partnership with the National Child Support Engagement Association (NCSEA) and the National Council of Child Support Directors (NCCSD) launched forums for intentional dialogue among administrators of economic support programs, inclusive of child support programs, to spark collaborative relationships across programs and explore policy and practice levers that impact shared participants. Building on the momentum of these forums, the group invited national partners and parents with lived experience receiving and/or paying child support

to co-design a framework. Through these iterative discussions, the cross sectional collaborators established a set of four foundational tenets 2 for promoting an aligned, whole family approach to economic supports, inclu sive of child support. While state and local human services agencies have made impor tant strides advancing these tenets in the last two years, it has become clear that to achieve systems-level reform, agencies will need to navigate around long-standing federal policies that impede alignment. Drawing on the insights of collaborations to date, we highlight several of the highest impact federal policy strategies. These

4

Policy & Practice Winter 2024

The historically narrow view of the (child support) program as solely a collection and enforcement mechanism has hindered its ability to generate lasting social and economic impacts at the root level. On the other hand, states and counties are ready for change and eager to reimagine a whole family approach to child support that is fully integrated across the human services ecosystem.

child support payment up to $100 per month for a household with one child or $200 per month for a household with two or more children. If a state allows a pass-through to the TANF recipient in excess of this amount, it must pay out of its own pocket to reimburse the federal government for its due share. Recent research 5 has shown that child support pass-throughs can sig nificantly reduce child poverty as well as increase payment rates and levels 6 from noncustodial parents. By lifting the $100/$200 limit for waiving federal reimbursement of child support pass-throughs, Congress would make it more financially feasible for states to implement such policies. Federal Policy Strategy 3: Align Employment and Training Opportunities for Noncustodial Parents Through waivers, IV-D incentive funds, and collaborations with other workforce partners, at least 25 states currently provide 7 employment and training (E&T) services for noncus todial parents in their child support program. These efforts have an oppor tunity to be brought to far greater scale by expanding work supports for noncustodial parents through a proposed rulemaking 8 that allows for federal financial participation via IV-D child support funding for noncusto dial parents. With the potential for a dedicated E&T funding stream in child support on the horizon, the federal government can help integrate this new resource into the broader continuum of work force development services. Such programs as the Workforce Innovation and Opportunity Act, TANF, and SNAP E&T have long worked to build shared infrastructure for offering comprehen sive and integrated workforce services. In early efforts to expand a robust set of services that help noncustodial parents with the tools they need to economi cally support their families, federal cross-programmatic efforts to align technical assistance, financing, and guidance will be key to fostering system

strategies can help create the enabling conditions for continued progress in re-centering state and local child support collaborations with other human services program areas. This is in service of improving long-term outcomes that bolster family stability and mobility, foster systems change with and for families, include diverse family structures, and adapt to changing family circumstances. Federal Policy Strategy 1: Release Guidance on Best Practices in Child Support Cooperation Requirements Child support cooperation require ments mandate that parents cooperate with their child support agency as a condition of receiving government benefits. Many federal benefits, including SNAP, Medicaid, and child care subsidies, provide states with flexibility about whether to establish cooperation requirements as a condi tion of participation, how to establish good cause from the requirement, and whether to apply the requirement to custodial, noncustodial parents, or both. In other programs, such as TANF, child support cooperation is a federal requirement, though states have discretion as to how they exempt participants due to good cause. Earlier this year, the U.S. Department of Agriculture released guidance 3 to SNAP grantees, sharing the lack of strong evidence that such requirements result in positive

outcomes, outlining expectations for evaluating for good cause when states select this policy option, and outlining mandated coordination with child support agencies when coop eration requirements are imposed. This type of proactive engagement of states reflects a promising approach to encourage collaboration with child support agencies and to critically revisit long-standing cooperation rules. Similar, coordinated efforts that speak consistently to states across federal benefits can help prompt thoughtful reexamination of when and how child support cooperation requirements are applied. Federal Policy Strategy 2: Eliminate Federal Share of Retained Collections forTANF Recipients to Encourage Full Pass-Throughs TANF recipients with child support orders must assign their rights to child support payments to their state TANF agency, which uses that money to reimburse itself and the federal government for TANF assistance. However, approximately half of states 4 allow some or all of the child support payment to be passed through to the TANF recipient and be disregarded as income when determining TANF eli gibility and benefit level. When states choose this option, federal law allows them to exempt reimbursing the federal government for its share of the

See APHSA Insights on page 36

5

Winter 2024 Policy & Practice

from our partners

By Bill Myers

Family First: Partnering for System-Level Change to Keep Families Safely Together

The latest federal actions on child welfare prioritize prevention services to avoid separation of families due to economic hardship. Public–private partnerships will play a critical role in delivering these prevention programs and achieving federal compliance for funding. Federal Action to Keep Families Intact In a move to strengthen its approach to child welfare, the White House recently announced a series of initia tives 1 aimed at preventing unnecessary family separation. Recognizing that economic hardship alone should not be a reason for families to lose custody of their children, these actions seek to ensure that children can remain safely with their families while receiving the support they need. This approach aligns with the gov ernment’s commitment to tackling the root causes of family instability. By shifting the focus away from placing children in foster care and toward providing services and resources that strengthen family units, the new policies create a pathway for more children to grow up in safe, supportive homes with their families.

stream for child welfare). By lever aging federal funding, states and Tribes can now access expanded resources to support families before they reach a crisis point. This preven tive approach encompasses a wide range of services, including economic support, parenting programs, and behavioral health treatment. The recently announced policies extend federal funding to cover case management services that facilitate family engagement in these preven tion programs. There will also be new guidance on integrating Temporary Assistance for Needy Families (TANF) funds to bolster family stability and prevent unnecessary involvement in the child welfare system. The Power of Partnership Achieving sustainable, family-focused change in child welfare requires a col lective effort. Strengthening families

and preventing neglect cannot be accomplished by one organization or sector alone. Public–private partnerships play a critical role in creating a supportive ecosystem for families, enabling the sharing of resources, expertise, and data to deliver a more comprehensive approach to family support. Successful partnerships are developed collab oratively in strategic and purposeful ways to create a prevention framework designed to meet families’ needs at the right time and with the right services. Partnership to leverage the right social programs software will allow states to configure case and service plans specifically for prevention services to support families. Considerations for Successful Collaboration

Putting Prevention at the Forefront Central to these reforms is an

increased emphasis on prevention services. The Family First Prevention Services Act (FFPSA) provides funding for prevention services that were not traditionally supported under Title IV-E of the Social Security Act (the most significant federal funding

When states and Tribes select partners and technology to help

Illustration by Chris Campbell

6

Policy & Practice Winter 2024

families engage with prevention programs, it’s crucial to consider their capacity for leveraging federal funds effectively, reducing the risk of non compliance with federal guidelines, and enabling agencies to stay ahead of evolving mandates. Meticulous data collection, adherence to best prac tices, and specific capabilities around tracking and reporting are essential to meet federal requirements. Key considerations include: n Tracking and reporting cost data: The ability to track and report Family First cost data in relation to the services provided and their associated costs is critical for maintaining compliance and dem onstrating the impact of the services provided. n Referral options and tracking: A robust system must facilitate the referral of individuals or families to appropriate prevention services when a report is screened out, as well as the tracking of those referrals within the system. n Automated report generation: Automatically generating reports

in federally mandated formats can streamline administrative processes and free up more time to focus on direct service delivery. n Configuration: The ability to con figure case and service plans and case notes specifically for prevention services will support states in their Family First plans. n Holistic family view: Accessing a centralized view of family dynamics and case information that supports caseworker interactions with children in collaboration with families will better support the fam ily-first model. By considering these factors, states can ensure their partners are not only meeting regulatory requirements but also creating a system that truly benefits children and families. Conclusion The new Family First federal actions strengthen the focus on family unity in the approach to child welfare. By focusing on prevention and building strong partnerships, states and

communities can create a sustainable system of care that addresses the root causes of instability, helps families thrive, and ensures that children remain in stable, safe environments. At Cúram, we believe that collabora tion through the right partnerships, with the right technology built specifi cally for health and human services can help create a child welfare system that prioritizes family stability, resil ience, and support. Talk to a member of the Cúram team to hear how we can support you in your child welfare modernization efforts.

Bill Myers is the Child Welfare Services Lead at Cúram.

Reference Note 1. The White House. (2024). Fact sheet: Biden-Harris administration actions to keep children and families safely together and supported. https://www.whitehouse.gov/briefing room/statements-releases/2024/07/30/ fact-sheet-biden-harris-administration actions-to-keep-children-and-families safely-together-and-supported/

DISCOVER OUR FRESH LOOK & ENHANCED FEATURES!

SCAN ME

VISIT TODAY WWW.APHSA.ORG

7

Winter 2024 Policy & Practice

from our partners

By Katrina Van Gasse

Centering People, Transforming Systems: Lessons from the Frontlines

W hile studying abroad in South Africa, I met a member of a U.S. humanitarian team who shared a story that I’ve never forgotten. Their team had spent months preparing for a project in a rural Zimbabwean village, designing a comprehensive fishing cur riculum and gathering the necessary supplies. Their mission was to teach locals various fishing methods and techniques with the goal of improving their livelihoods. When the team finally arrived and met with the village chief, they learned a critical detail: the village’s river had dried up years ago. There was no water source for fishing. The entire project—built on assump tions rather than understanding the community’s actual needs—collapsed, wasting time, money, and resources. This story stayed with me as a stark reminder of how critical it is to truly listen to the people we aim to serve. Years later, it’s a lesson I’ve had the chance to apply at AidKit. From Listening to Action: Why Community Voices Matter This fishing curriculum example highlights a broader truth: for decades, human services systems have been designed from the top down, often without meaningful input from the people they are meant to help. But that’s beginning to change. Community-led solutions—where indi viduals with lived experience guide design and decision making—are reshaping how we approach every thing from policy to technology. These solutions aim to center dignity and

equity, creating systems that truly meet people’s needs. When we co-founded AidKit, my team and I knew that creating meaningful systems required more than technology alone. AidKit builds modern software that helps government agencies and nonprofits deliver aid and benefits programs at scale—but we recog nized that the success of these systems depends on incorporating feedback from their intended users. That’s why we established our Community Advisory Council (CAC), a group of individuals with lived experience who ensure our tools and programs are human centered and effective. Here’s what I’ve learned about building community-led systems. Transforming Outcomes and Experiences: Why Shifting Power Dynamics Matters Traditional systems often fail to address the unique challenges faced by diverse communities. By putting

decision-making power in the hands of those with lived experience, we can: n Build trust and foster deeper connec tions with the people we serve. n Design solutions that are not only effective, but also honor the dignity of recipients. n Address systemic inequities by centering the voices of those most impacted. At AidKit, we’ve seen firsthand how shifting power dynamics improves outcomes across the board. Programs informed by recipient feedback con sistently deliver both tangible and intangible benefits. For example: n After implementing feedback to provide clearer instructions for col lecting bank account information, we reduced the overall automated clearing house (ACH) failure ratio from 2.58 percent to 0.0065 percent, enabling more payments to be sent successfully the first time with no back-and-forth.

Illustration by Chris Campbell

8

Policy & Practice Winter 2024

Original Language

Revised Language (post CAC feedback)

Enter legal name on bank account.

Enter your legal name as it appears on your bank account (i.e., your name, not the name of your bank). AidKit takes privacy seriously. This bank information is only used to send payments on behalf of [Program Name]. The program is for workers who receive a W-2 or pay stubs that show taxes withheld. Please upload a selfie (picture that clearly displays your face) to help us verify your identity. Please ensure your face is clearly visible in the photo and that there is enough lighting and the photo is clear.

No language addressing privacy concerns

The program is for workers who receive a W-2.

Please upload a selfie to help us verify your identity. Please ensure your face is clearly visible in the photo and that there is enough lighting and the photo is clear.

Note: The selfie is solely used for identification purposes.

By formalizing this group, we’ve created a bridge between technology and the people it’s designed to serve. Their insights have already led to tangible improvements (including the two examples highlighted earlier), from simplifying application forms to adding accessibility features. For example, CAC participants identified several points in program applications where there was ambiguity in phrasing, sentence construction, and word choice that impeded their ability to quickly grasp what was being asked. With their help, we implemented revised language that was clearer and more intuitive for subsequent users. CAC participants also flagged icons that were not intuitive and suggested alternatives that they felt would be more easily understood. For instance, where program applicants could hear an audio voiceover of the written text, we initially used a triangle (typically interpreted as a “Play” symbol). However, feedback revealed that some participants found the graphic ambiguous or confusing, and that a speaker icon might be more straightforward to interpret. Based on their input, we updated the icon, and are monitoring preliminary data for results of the change. Lessons Learned and Best Practices Our journey with the CAC has taught us valuable lessons: 1. Engagement Is Ongoing: Building trust requires continuous interaction and meaningful involvement. 2. Incorporate Feedback Early: Lived experience should shape systems from the outset, not as an afterthought.

3. Compensate Community Voices: Recognizing the expertise of commu nity advisors by fairly compensating them for their time and opportunity cost of participating is essential. 4.Be Ready to Adapt: Balancing diverse perspectives and imple menting changes quickly can be challenging, but is necessary for progress. The insights provided by the CAC had such a profound impact on applicant experiences and product improve ments that our technical teams decided to formalize lived-experience user testing as a key part of our design process. This practice ensures that new AidKit programs incorporate feedback from people with lived experience before launch, so that each program is designed with dignity, equity, and the real-world needs of recipients at its core. Community-led solutions are not just a trend—they’re a necessity for creating human-centered systems that work. At AidKit, the CAC has been a transformative force, reminding us that the best solutions come from those who experience the challenges firsthand. I encourage my peers in human services and technology to institute processes that incorporate community voices. Together, we can build systems that uplift individuals and strengthen communities. Building Systems thatTruly Serve

n After we implemented feedback on Spanish-language outreach materials for a program serving immigrant workers, monthly new application volume increased by ~25 percent. These efforts not only improved operational metrics like efficiency and engagement, but also enhanced recipients’ experiences of dignity and respect. In a recent Recipient Experience Survey, program par ticipants rated their experience an average of 4.5 out of 5 (with 5 being the highest score) for feeling respected throughout the application process and for overall satisfaction with AidKit-administered programs. When recipients feel valued, it reinforces trust in systems and institutions, and strengthens the relationship between service providers and communities. To keep recipients’ voices at the fore front, we established the AidKit CAC in November 2023. This council is made up of individuals who are recipients of AidKit programs and represent key pop ulations we serve, including unhoused individuals, immigrant workers, and families with low income. Their mission? To guide us in two key areas: 1. Core Product Development: Providing feedback on features to make our tools more accessible and inclusive. 2.Program Design: Participating in activities like eligibility protocol reviews and user testing to ensure our programs meet real-world needs. AidKit’s Community Advisory Council: A Practical Approach

Katrina Van Gasse is the Chief Impact Officer and Co-founder of AidKit.

9

Winter 2024 Policy & Practice

partnering for impact

By Shari Blades

Combating Hunger for Children and Families: Community Voices Spur Rural Maryland County’s Resource Navigator Network

W e first met Renee as our customer. We knew that someone who has used our services would be driven to help our com munity, so we decided to bring her on board. We originally envisioned her role as a hands-on person at com munity outreach events by providing enrollment support, but by having Renee out interacting with the public as a Community Resource Navigator (CRN), we gained valuable information about our approach and how to serve our neighbors better. For example, we quickly learned that adults with their children attended many of our outreach events. As any parent knows, it’s not easy to sit down and fill out a detailed application with children in tow. Hearing the needs of parents and others in our com munity, we’ve shifted our model. Our CRN’s initial meeting serves only as a touchpoint and an opportunity to build rapport. Then, Renee schedules a follow-up appointment to walk them step-by-step through the enrollment process and help with any other needs they may have. By adapting to the needs our community has shown, we can validate their concerns and hear from them on a human level. Mobilizing the Community by Providing a Platform Caroline County Better Together launched in 2021, when nine leaders from the county’s family- and child serving agencies came together to brainstorm how we could work

together to break down silos and eliminate systemic barriers facing families in our county. Our first task was to lead community conversations across the county, inviting residents to identify their local assets and resources. It quickly became clear that many of our neighbors were unaware of existing resources, and those that were aware didn’t know how to access them. We began to brainstorm about ways to build connections between

those who needed the resources and the people providing them. From the lessons we learned by lis tening to our community members, we set out to bring in people with lived experiences as CRNs. They would be responsible for supporting and engaging individuals and families in navigating the complex systems needed to enroll in our Supplemental Nutrition Assistance Program (SNAP) and other economic supports. Our CRNs’

Illustration by Chris Campbell

10

Policy & Practice Winter 2024

Teams should not continue on a course that is not working or benefitting the customers. Being willing to admit when it’s time to pivot is critical for success.

firsthand knowledge equips them to provide compassionate guidance and advocacy, driving systemic improve ments. In sharing their personal stories, our navigators inspire hope, build com munity, and contribute to a more just and equitable society. A recent grant by the American Public Human Services Association (APHSA) and Share Our Strength’s No Kid Hungry campaign, Coordinating SNAP & Nutrition Supports (CSNS), provided an opportunity to pilot this innovative approach in outreach and enrollment services. Our agency aimed to enhance accessibility to food assistance programs by stra tegically positioning CRNs within high-traffic community locations. This initiative enabled us to collect valuable data on the efficacy of on the-ground support in overcoming enrollment barriers and improving food security within the area. For the past couple of years, we have held open forums and community conversations where our neighbors can share their needs or barriers. These sessions were held in person and virtually, and in different locations throughout the county, to ensure all voices are heard. This year, we plan to launch multiple community gatherings where we will continue to have those conversations—but we’ll center them at a meal. We hope this initiative will bring out more people and, in turn, allow us to hear more of their stories and voices. Throughout these events, we’ll partner with local restaurants and caterers to actively and continu ously support our community. Harnessing Partnerships to Bolster Community Voices Given the dynamic needs of our com munity, our partnerships make our programs possible. Caroline County Public Schools Nutrition Services has adopted a holistic approach, providing access to nutritious meals Multicultural Resource Center is the only community-based organization in the region with a sole mission to address the needs of recent immigrants in Caroline County and surrounding areas with the help of people with lived on weekends and when school is on vacation breaks. Chesapeake

experience. The Maryland Governor’s Office for Children has identified Caroline Human Services Council, Inc. as the Local Management Board and the backbone organization for our anti-poverty campaign, Caroline Better Together. These partnerships mobilize our community members by giving them direct and local access to resources. Our CRNs have been pivotal in the success of our programs, but this work would not be possible without our partner agencies and nonprofits. Bringing different organizations together can be challenging, so it’s important to set expectations accord ingly when merging projects or campaigns. Leaders who are working together with other organizations might benefit from enlisting the Four Cs of Partnership: 1. Communication. As in all relation ships, communication is key. This helps ensure things go smoothly and that set goals are attainable between the organizations. 2. Collaboration. Every organiza tion brings different perspectives to the table. Sitting both teams down together for collaborative planning sessions or meetings encourages alignment. Enabling each side with an opportunity to participate will create cohesion between teams. 3.Common Goal. It’s easy to lose sight of the common goal when you’re in the trenches. Our work can already be challenging by nature, and adapting to another working style can feel exhausting when you forget your “why.” Frequently revisiting the goals in place will remind teams why they’re collaborating and how their work can benefit the greater good. 4. Course Correction. On our team, we’re rapidly prototyping things.

Being agile and trying something new is an innovative way to serve the county, but this method can require course correction at times. Teams should not continue on a course that is not working or benefitting the cus tomers. Being willing to admit when it’s time to pivot is critical for success. Working well together is imperative when aiming to operate efficiently and effectively. Employing these tips can help organizations partner together better. In our time partnering with agencies and nonprofits, we’ve found that keeping the individual at the fore front promotes their well-being and improves outcomes. Making a Difference Our CSNS CRN Project allows Caroline County to explore new ways of doing business by centering the wishes of the community on our work. Feedback from our CRNs provides our people with a strong voice. Creating additional forums to hear our neighbors further empowers them to speak up. At the end of the CSNS project, our small rural county will demonstrate how listening to and responding to the voices of community members can strengthen service delivery models. Bringing together organizations with different strengths and mobilizing the right people can change the lives of individuals and restore trust. We hear you, we value you, and we will do right by you. Learn more about the Coordinating SNAP and Nutrition Supports program at https://aphsa.org/coordinating snap-and-nutrition-supports-csns . Shari Blades , LCSW-C, is the Director of the Caroline County Department of Social Services of the Maryland Department of Human Services.

11

Winter 2024 Policy & Practice

— SHARON JOCELYN , Office of Children and Family Services, New York State (NYS) Bureau of Permanency Services, NYS Interstate Compact Deputy Compact Administrator “Not to be overly dramatic, but NEICE changes lives. It changed our lives at the New York ICPC office by eradicating our significant backlog. And, it changes the lives of children across the nation every single day through its ability to share info and data in real time which can have a direct and positive effect on a child’s life.” NEIC

The National Electronic Interstate Compact Enterprise

How an Innovative Technology Partnership Is Transforming Interstate Child Placements

By Shannon Freeman, Carla Fults, and Marci McCoy-Roth

12

Policy & Practice Winter 2024

rom its inception to today’s award-winning, secure, and efficiently operating system, the National Electronic Interstate Compact Enterprise (NEICE) is the result of deep, F CE

different states exchange information to determine whether a placement in another state is safe and appropriate for a child. Before NEICE, the lack of streamlined processes and absence of a fast and secure way to exchange information between states left many children in limbo, delaying critical oppor tunities for stability and permanency in foster and adoptive homes. NEICE was created to help states speed up this process. NEICE is a national electronic exchange that streamlines the exchange of ICPC information between states. By using NEICE, states have steadily improved their communication and data sharing and reduced the time children and families wait for the ICPC process to be completed.

evolving partnerships. This innovative platform for exchanging information across state lines for evaluating foster care and adoptive placements for children is a testament to the power of collaboration when combined with the latest in cloud technology. Ten years ago, children and families faced sig nificant challenges and frustrating delays when awaiting decisions on interstate placements for foster care or adoption. The Interstate Compact on the Placement of Children (ICPC) is the legal process governing how child welfare agencies in

13

Winter 2024 Policy & Practice

A Groundbreaking Partnership Supports a Bold Vision The ICPC was created in the 1950s to ensure the safety of interstate foster care and adoptive placements for children. All fifty states, the District of Columbia, and the U.S. Virgin Islands are party to this compact, agreeing to follow the articles and regulations when assessing and processing the placement of children from other juris dictions. Over time, societal changes and advances led administrators to recognize the compact’s language as outdated. In 2002, the Association of Administrators of the Interstate Compact on the Placement of Children (AAICPC) and the American Public Human Services Association (APHSA)

began rewriting the compact, now called the Revised ICPC. This revision significantly improves the compact’s infrastructure, legal framework, and administrative procedures. Eighteen states have enacted the revised version but passage in 35 states is needed to ratify the Revised ICPC as the new governing law. In addition to updating the compact language, the AAICPC recognized that the mechanics of processing cases across state lines also needed an overhaul with new advances in technology and a national web-based data system. In early 2012, AAICPC, consisting of professionals from state child welfare agencies, identified an opportunity to leverage modern technology to develop an electronic data system that could seamlessly connect all U.S. states. Together with APHSA as its Secretariat, the AAICPC presented the idea to the U.S. Office of Management and Budget (OMB) Collaborative Forum to advocate for a Partnership Program Integrity Innovation award. The proposal intrigued the review panel and gathered momentum and input from this cross sector of gov ernment, community, and industry experts about how to streamline and strengthen the initial idea for a pilot. This bold vision for a national elec tronic ICPC data exchange required a groundbreaking partnership to make it possible. AAICPC and APHSA reached out and engaged leaders across multiple levels and branches of govern ment; administrative, IT, legal, judicial, and program staff; public and private stakeholders; and profit and nonprofit organizations. These partnerships continue to sustain the project. In 2013, OMB allocated federal funds to the U.S. Department of Health and Human Services, Administration of Children, Youth, and Families (ACYF), Children’s Bureau, as lead federal agency for a pilot. The Children’s Bureau selected APHSA, as Secretariat to the AAICPC, to manage and govern the pilot via a coopera tive agreement. ACYF, AAICPC, and APHSA worked together with federal, state, and local governments; non profits; and the private sector to build and test the pilot. Five states—Florida,

Indiana, Nevada, South Carolina, Wisconsin—and the District of Columbia—participated. The Tetrus Corporation was chosen as the tech nology vendor through a request for proposal (RFP) process. An external evaluation of the pilot found significant decreases in time for the pilot states using NEICE in 2015. Since then, the Children’s Bureau, AAICPC, APHSA, and states have continued to work together to scale the system across the United States. NEICE is now fully implemented in 46 states, including the District of Columbia and the U.S. Virgin Islands; four additional states are working to onboard in the next year. “At the Children’s Bureau, our goal is to help children in foster care and adoption find safe, permanent homes without unnecessary delays. That’s why we have supported this part nership—the NEICE system makes it easier for states to exchange the information they need, speeding up placements and improving outcomes for kids. It’s a powerful example of how technology can support col laboration across agencies and jurisdictions to make a real difference for children and families nationwide,” said June Dorn, National Adoption Specialist, ACYF. “NEICE provides an easy way to communicate with the other state regarding a child and the case. Ongoing safety concerns can be quickly and easily communicated and NEICE allows tracking of the commu nication on a case,” said a member of the Wisconsin state ICPC office. Collaboration Critical to Implementation Success In addition to the Children’s Bureau, AAICPC leadership, and APHSA, key partners include hundreds of state government administrative, program, technology staff, and contractors. Initially, the vision of a compact system connecting child welfare systems across state lines was thought to be too complex to achieve, given the variety of state technology systems and the complex web of federal and state statutes and regulations gov erning the delivery of services and

Shannon Freeman is the Deputy Compact Administrator for the Interstate Compact on the Placement of Children at the Washington State Department of

Children, Youth, and Families.

Carla Fults is the Director of

Interstate Affairs and Compact Operations at APHSA.

Marci McCoy-Roth is the Chief Impact Officer at APHSA.

14

Policy & Practice Winter 2024

protection of highly sensitive data for children and families. However, the NEICE project team has effec tively navigated each state’s unique administrative, technical, and legal challenges. Through shared vision and collaboration, partners have resolved issues without any insurmountable obstacles. Each state joining the system acts as a strategic partner, offering new expertise and generously sharing insights, code, and solutions with one another. NEICE staff provides ongoing support to state users, regularly communicating and responding to requests. Support includes sched uled meetings, listservs, technical and program staff workgroups, and AAICPC presentations. The NEICE team also offers training via webinars, NEICE Benefits for Children No matter how great the partnership and the electronic mechanisms work to streamline service delivery and ease staff workload, the most impor tant test is improved outcomes for the children, youth, and families served. External evaluations of NEICE found improvements in both process and outcome measures. And data pulled from the system continue to confirm these improvements. A recent analysis found that since 2014, information for 167,956 children has been processed and placement decisions timelines were shortened by nearly 40 percent. Using the tools available in NEICE, state agencies can monitor case progress and share needed informa tion with partners within and between states in real time. NEICE alerts remind users about Safe and Timely and other timeframe requirements for permanency improving performance, and more importantly, improving outcomes for children. No child is lost in the system. The New York State (NYS) Office of Children and Family Services shared that NEICE has transformed their ability to process ICPC cases. They reported that every county in New York uses NEICE, and it has significantly improved their case management a help desk, job aids, and an on demand eLearning platform.

capacity. Sharon Jocelyn, NYS ICPC Deputy Compact Administrator, added an example in which they “used NEICE to send a placement request to Florida for a child to be placed with his grand mother in the morning, and by 3:30 pm had a response and were able to buy the plane ticket for the child to leave for the grandmother’s house the next day.” Opportunities: Leveraging NEICE Lessons and The NEICE serves as a model for how programs and divisions within and across government agencies can work together to achieve data interop erability and improve outcomes for children and families. For example, Wyoming has already utilized NEICE to help improve information exchanges across programs within their state. Maureen Clifton, Deputy Compact Administrator at the Wyoming Department of Family Services shared, “The Wyoming Department of Family Services and Medicaid partnership regarding NEICE has worked great! We have always had to work closely for foster and adoptive children, and this is just one more way. WY Medicaid has been able to go into NEICE, determine if a WY family has been approved by the WY ICPC office and issue Medicaid for a child, avoiding delays when staff are out of the office.” Wyoming has further improved interoperability across programs by incorporating ICPC functionality into their Comprehensive Child Welfare Information System and connecting to NEICE through the Clearinghouse. In addition, Florida uses the “view only” function to give authorized users, such as court personnel, real-time access to cases within the purview of their job to expedite per manency for children. The Family First Act of 2018 directed the U.S. Department of Health and Human Services and the Secretariat for the ICPC to assess how the electronic interstate case pro cessing system, NEICE, could be used to better serve and protect children that come in contact with the child welfare system. Specifically, the Act Partnership to Extend Data Interoperability

directs the Children’s Bureau, the Secretariat, and states to explore how to connect with other data systems (such as law enforcement and judicial systems, or the child abuse and neglect registries), how to assist with reporting of children who had been victims of sex trafficking or runaways, and how to assist with interstate checks of child abuse and neglect registries. The Future of NEICE and ICPC Modernization System modernization is not a one-time event. By listening to users’ wants and needs, the AAICPC continues making significant system improve ments and upgrades to NEICE. We have established a NEICE Guidance Committee made up of AAICPC members. We have also created a NEICE Technology Advisory Committee, made up of state technology and business staff, to provide recommendations on new technologies, security ques tions, and ways to ensure the system continues to operate efficiently and effectively for AAICPC members. Just this year, we provided state data snapshots that allow states to compare their ICPC timelines to national averages. We have convened an AAICPC data committee to examine these data in order to help us under stand where we can improve processes. Over time, NEICE data reports will grow more robust and informative as additional states implement the system and all states enhance consistency in data entry and exchange. We look forward to welcoming the final six states into the NEICE partnership as they work to imple ment an interstate case processing system by 2027 as required by the Family First Prevention Services Act of 2018. As NEICE continues to expand and evolve, we believe it stands as a powerful example of how innovation, collaboration, and shared commit ment can drive lasting improvements in outcomes for children and families across the nation. Contact Lynnea Kaufman, APHSA’s Associate Director of the NEICE at lkaufman@aphsa.org for more information.

15

Winter 2024 Policy & Practice