No magic formula Problems with Family Continuity Programs offer proof that privatizing child welfare isn't child's play.

No magic formula Problems with Family Continuity Programs offer proof
that privatizing child welfare isn't child's play.
A Times Editorial Published January 10, 2004
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The troubles at Family Continuity Programs, the nonprofit agency that
oversees foster care in Pinellas and Pasco counties, are the latest
reminder that child welfare privatization, even under the best of
circumstances, is a complex and precarious undertaking. Many had
assumed FCP would be a bellwether for privatization statewide, and its
disappointing record raises doubts about the future of community-based
care here and elsewhere. FCP needs to work quickly to regain its
footing, as well as the confidence of state and community leaders.
The Department of Children and Families told FCP it had to reduce
foster-home overcrowding within six months or risk losing its contract
as lead agency. After criticizing FCP's performance for months, DCF
publicly admitted what it had merely implied until then: FCP has
failed to live up to early expectations.
That's a stinging reproach for an agency that was to provide a
showcase for privatization. Lawmakers in 1999 tapped Pinellas and
Pasco to be the guinea pigs for the statewide transition (following
encouraging results from a voluntary experiment in Sarasota), and FCP
was soon put in the lead. Those hoping privatization would prove the
magic potion for all that ails child welfare have just been given a
hard dose of reality.
While FCP has brought positive change in some areas - for example,
more abused children are receiving services and, once removed, are
living with relatives, not strangers - its overall performance has
been well below expectations. Foster homes continue to be overcrowded,
while caseloads still run high. Foster children are too frequently
bounced from home to home. Workers are inadequately supervised.
Parents and other agencies are often kept out of the loop.
Many of the problems are within FCP's power to solve. That's true even
though much of the stress can be traced to the dramatic increase in
the number of children removed from their homes following abuse
investigations by the sheriff's offices. FCP has to find better ways
to keep more children safely in their homes. To its credit, it is
already working with sheriffs and community partners on a
comprehensive strategy to reduce removals.
Yet, it would be unfair to suggest FCP is alone in its struggles - or
in its responsibility. Lead providers in other Florida counties are
facing similar challenges, and many, like FCP, find themselves coming
up short. As a September 2003 report documents, nearly all agencies
heading up child welfare privatization have needed more time and money
than initially anticipated. None believed the state allotted them
sufficient funds to do the job right. Many, including FCP, are doubly
hamstrung by a persistent funding inequity among the counties.
According to the report, FCP had only half the state funds Broward did
- though Broward serves just 100 more children.
"(T)he implementation of (community-based care) is a complicated
process which takes time. (While) all of the lead agencies have made
substantial progress . . . challenges remain," concluded researchers
with the Florida Mental Health Institute at the University of South
Florida.
Improvements are needed, and DCF is right to hold FCP accountable. But
no one should be under any illusions. Child protection is a difficult
business that requires time, money and collective commitment - no
matter who's in charge.
http://www.sptimes.com/2004/01/10/Op..._formula.shtml