1-BAFO 2B.pdf

Request for Proposal Solicitation No. BPM006842

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

3003 N. Central Avenue, 20th Floor

Phoenix, AZ 85012

Solicitation Instructions

Part 2

SECTION 2-D: Offer Forms, Attachment 2-B

Page 25 of 65 2 A v a i l a b l e o n l i n e a t : A P P . A Z . g o v

Attachment 2-B Offeror’s Experience and Capacity

The Offeror is cautioned that it is the Offeror's sole responsibility to submit information related to the evaluation categories and that the State of Arizona is under no obligation to solicit such information if it is not included with the

Offeror's proposal. Failure of the Offeror to submit such information may cause an adverse impact on the evaluation of the Offeror's proposal. It is strongly discouraged for you to copy the Scope of Work in lieu of providing unique responses below.

OFFER MAY BE DETERMINED AS NON-RESPONSIVE IF ALL QUESTIONS ARE NOT ANSWERED FULLY.

Question 1: Describe the Entity’s experience, including the number of years of experience, history and capability, in providing the Services offered in response to this RFP.

Offeror Response:

Human Resource Training, Inc. (HRT) dba Clarvida 2 has forty (40) years of experience contracting with the Arizona Department of Child Safety (DCS) and expertise working within the Child Welfare field. Presently, Clarvida has a Corporate office located in Tempe, AZ, as well as satellite foster care locations in multiple counties across the state. Clarvida’s current services include Family Foster Care, Child and Adult Developmental Home Program, Native

Communities Foster Care, Therapeutic Foster Care, High Needs Foster Care, Adoptions, Nurturing Parenting Program, Family Connections Program, SENSE services, Psychological and

Counseling services, a Foster and Adoptive Support program within the behavioral health system, a Youth and Family Support Program that serves juveniles in the Juvenile Justice

Services Division of the Arizona Supreme Court, Administrative Offices of the Courts, and

Regional Child Abuse Prevention Council. Clarvida’s programs serve to strengthen families and make homes safer for children while embracing their mission of providing services, resources, and training that empower individuals and families. Clarvida has extensive knowledge in working with the diverse individuals and families of the State of Arizona from initial involvement in the child welfare system, permanency planning, transition planning, and crosssystem involvement with child welfare, behavioral health, the Division of Developmental

Disabilities, and the Administrative Office of the Courts. Since inception, Clarvida has expanded services and expertise, based on community and system needs, to include the entire spectrum of the Child Welfare System, supplemental behavioral health services, and delinquency prevention services. Clarvida is proud to partner with state entities to meet the needs of the communities that

Clarvida serves across the state.

Agency History

Clarvida incorporated in 1981 as Human Resource Training, Inc. (HRT) with the purpose of recruiting, training, authoring home studies, and supervising Specialized Foster Care Homes in their Parent Therapist Program. Since then, Clarvida has expanded and grown by adding various https://procure.az.gov/bso/

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 26 of 65 2 programs, increasing the types of services and populations served, and expanding multiple contracts with various state and tribal agencies.

In 1982, Clarvida’s leadership team worked collaboratively with an Arizona State University professor and Child Protective Services (CPS) to design its Parenting Skills Program. This initial prevention program provided In-Home Counseling, Parent Aide Services, and Parenting Classes for high-risk families referred to the agency by CPS.

In 1986, Clarvida continued expansion and began offering Specialized Foster Care in Northern

Arizona and Yuma through contracts with both CPS and the Juvenile Court. Clarvida has continued its presence in these areas and now has a robust network of foster homes and contracts with both the Department of Child Safety (DCS) and Tribal entities across the state.

In 1996, Clarvida began receiving children with developmental disabilities in their foster homes.

In response to the specialized needs of this population and the specialized skills needed by the foster parents, Clarvida developed a Developmental Homes Program and became a contractor with DES/Department of Developmental Disabilities to provide Child and Adult Developmental

Homes. Clarvida’s Developmental Home Program now encompasses all counties across Arizona and gives Clarvida the skills and experience to not only work with this population but to help children who may be transitioning into DDD from regular foster care.

In 1997, Clarvida’s Parenting Skills Program was first awarded a contract to provide Intensive

Family Preservation Services. In 1999, Clarvida was licensed by the Arizona Department of

Health Services as an Outpatient Treatment Center (OTC) giving them the ability to provide

Behavioral Health services, in addition to child welfare services. Clarvida has maintained an

OTC license since HRT’s initial license with ADHS.

In 2009, Clarvida was approached by DCS to be one of three agencies to pilot the Substance

Exposed Newborn Safe Environment (SENSE) program for Family Preservation Services.

Clarvida continues to provide SENSE services 15 (fifteen) years later.

In 2016, Clarvida collaborated with the Coconino County Juvenile Court to provide Step Up services. Clarvida provided proctor homes for youth existing juvenile detention but continuing under the jurisdiction of the court. Clarvida’s proctor homes utilized the Step Up Juvenile Justice tools to systematically build a probation youth’s prosocial skills, motivations, and beliefs.

Clarvida’s homes also empowered the youth’s natural parents to implement effective parenting actions in three areas: Positive Structure & Supervision, Positive Adult Care and Leadership, and

Modeling and Teaching the Five Prosocial Life Skills.

In 2016, Clarvida identified a behavioral health system need based on observations in their foster care program. Clarvida approached Mercy Maricopa Integrated Care (MMIC), the Maricopa

County Regional Behavioral Health Authority, with the idea of creating a pilot program to serve foster, adoptive, and kinship families with children enrolled in the behavioral health system.

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 27 of 65 2

Clarvida rolled out this program in February 2017 and was requested to move from a pilot to an ongoing program in the winter of 2017. This program, which is named Foster and Adoptive

Support Team (FAST), provides services based on the Family Systems model as related to the behavioral health field. Clarvida’s FAST team provides support to foster, kinship, and adoptive families of enrolled youth. Clarvida’s goal is to assist in providing a safe, nurturing, and supportive environment for all family members, including the foster children, adopted children or kinship children that are AHCCCS or RBHA enrolled and are placed in foster/adoptive homes; therefore, the goal of the FAST program is to decrease disruptions and to ultimately provide services and connect to ongoing services to better defer costlier behavioral health intervention.. Of the families who have completed Clarvida’s FAST program, 88% successfully met their treatment goals and were able to maintain placement.

Clarvida is registered with AHCCCS as an Outpatient Treatment Center and currently has behavioral health contracts with almost all of the Managed Care Organizations (MCOs).

In 2022, Clarvida’s original owners retired and Clarvida was purchased by Pathways Health and

Human Services dba Clarvida. This acquisition allowed Clarvida to become part of a national company that operates in nineteen (19) different states.

Experience and Capability of Services Offered

Clarvida currently provides nearly all levels of foster care as well as in-home child welfare programs. DCS staff have repeatedly reported to Clarvida leadership their appreciation for excellent communication with Clarvida staff. Clarvida has been praised by DCS Executive

Leadership stating that Clarvida was of the highest standard, and was a great partner and easy to work with. During site visits with multiple DCS Fidelity team members, Clarvida has been commended for excellent communication and quality services. During a site visit, it was stated that Clarvida is very diligent and committed to providing services to families and documentation to support services is detailed and demonstrates quality work. DCS identified that Clarvida is always strength based in interactions with both DCS and families. Clarvida’s success and quality in providing services is demonstrated by the program statistics monitored by DCS. At the last

DCS Foster Care Provider Meeting, Clarvida was acknowledged for their percentage of First

Pass Yields and the longevity of their foster care providers.

Additionally, in the past year, Clarvida engaged nearly 90% of all of their referral-based programs. Of the clients who were engaged, across all programs, 85% of all engaged individuals and families successfully completed services.

Clarvida has a long-standing history of implementing successful programs. Many of these programs have been similar to the Fostering Sustainable Connections program in that they follow a program manual and are utilized to work with individuals and families involved in the child welfare system.

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 28 of 65 2

Currently, Clarvida is serving over 2000 children and families across the state of Arizona.

Clarvida’s staff come from diverse backgrounds and have experience and expertise working with the diverse populations and cultures they serve. Clarvida’s staff work diligently to engage the families served and maintain rapport with the family, which results in successful closing outcomes. Clarvida’s staff has experience in working with families involved in the child welfare system. Clarvida’s staff utilizes motivational interviewing strategies to empower client families through the stages of change. Clarvida’s staff have vast knowledge of the resources in the community and work diligently to link families to needed concrete supports. Clarvida has a 24/7 on-call number, which is staffed by Clarvida employees, that is available to all clients, and

Clarvida staff schedule sessions with clients based on the family’s availability, including nights and weekends.

Clarvida continually strives to be an employer of choice. Over the past 12 months, HRT has had a lower-than-industry average turnover rate, despite significant changes in the workforce following the global pandemic. Clarvida won Cigna’s Outstanding Culture of Well Being Award in 2018, 2019, and in 2020 and 2021, Clarvida won the Honorable Culture of Well Being Award.

Clarvida has a robust Employee Wellness Program that focuses on the physical, emotional, and financial wellness of their team members. In addition to the variety of seminars and self-care events Clarvida hosts for staff, Clarvida offers an Employee Assistance Plan (EAP,) a Life

Assistance Plan (LAP,) and an employee support group.

Until 2024, Clarvida provided kinship foster care licensing and monitoring where they gained experience understanding how to build a network of significant relationships for children and youth in care. Additionally, Clarvida has had an extensive number of in-home contracts where they worked with individuals and families to develop supports and permanency planning. This experience includes attending CFTs, permanency planning meetings, court, case plan meetings, foster care review boards, and TDMs as well as working hands-on with families in one-on-one sessions. Clarvida staff have worked with children in congregate care through multiple contracts over the past forty-three (43) years including parent aide, supervised visitation, family reunification, family preservation, foster care, therapeutic foster care, and behavioral health counseling and behavior coaching. Each of these contracts provided a variety of experience that allowed Clarvida staff to assist families with permanency planning.

Question 2: Describe your experience working with the foster care population including services/programs being provided, as well as the objectives and expected outcomes for these services/program. Describe the agency's unique skills and experience in supporting existing and newly discovered natural connections for children experiencing foster care.

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 29 of 65 2

Offeror Response:

Human Resource Training, Inc. dba Clarvida incorporated in 1981 with the purpose of recruiting, training, authoring home studies, and supervising Specialized Foster Care Homes in their Parent

Therapist Program. Since then, Clarvida has expanded and grown by adding various programs, increasing the types of services and populations served, and expanding multiple contracts with various state and tribal agencies. In 1986, Clarvida expanded its foster care program and began offering Specialized Foster Care in Northern Arizona and Yuma through contracts with both

Department of Child Safety (DCS) (was Child Protective Services at the time) and the Juvenile

Court. Clarvida has continued its presence in these areas and now has a robust network of foster homes and contracts with both DCS and Tribal entities across the state. In 1996, Clarvida began receiving children with developmental disabilities in their foster homes. In response to the specialized needs of this population and the specialized skills needed by the foster parents, Clarvida developed a Developmental Homes Program and became a contractor with

DES/Department of Developmental Disabilities to provide Child and Adult Developmental

Homes. Clarvida’s Developmental Home Program now encompasses all counties served by

HRT’s Foster Care Support Program and gives Clarvida the skills and experience to not only work with this population but to help children who may be transitioning into DDD from regular foster care. Additionally, Clarvida is proud to hold a Child Placing License with the Office of

Licensing and Regulation for multiple decades. At present, Clarvida licenses homes for

Community Foster Care, High Needs Foster Care, Respite (both in-home and out-of-home), Therapeutic Foster Care, and Child/Adult Developmental Homes. Though Clarvida only started with ten (10) homes and three (3) staff forty-three (43) years ago, the programs and staff have grown exponentially. Clarvida currently employs ninety (90) staff and has one hundred and sixty

(160) foster homes, and one hundred and forty (140) applicants.

Clarvida works hard to be the best provider in all that they do which includes their programmatic outcomes. The current scope of the Foster and Adoption Support program identifies multiple program deliverables that focus on outcomes. These include successful programmatic growth, increase of agency first pass yield, percentage of homes participating in shared parenting, and timeframe deliverables. Clarvida utilizes the knowledge of their tenured staff combined with their dedication to quality to consistently work on meeting these outcomes. The contract just finalized its first year and Clarvida demonstrated consistent high audit scores and a drastic increase of agency first pass yields, higher than any other foster care agency. Additionally, Clarvida ensures every foster parent is aware at the onset of their inquiry that the agency strongly emphasizes the importance of shared parenting and works collaboratively with their foster homes to ensure 100% of their homes, where it has been identified it is appropriate by DCS, shared parenting is happening. Clarvida utilizes the talent of their licensing workers combined with the knowledge of their child welfare and behavioral health teams to preserve placements. Clarvida is

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 30 of 65 2 proud of their low disruption rates, which is another outcome that Clarvida tracks. Clarvida foster care staff meet with their families every month, despite rule being quarterly. Additionally, Clarvida provides their foster homes with support groups and will also bring in their behavioral health teams for placement stabilization, should it be necessary. Clarvida staff have significant training in traumainformed care and understand the importance of limiting disruptions to help strengthen secure attachments within the children in care. Clarvida has not yet had the opportunity to use family finding and family search tools to support existing and newly discovered natural connections for the foster children they serve. However, Clarvida has extensive knowledge in building supports for biological families in their in-home child welfare programs as well as for the juvenile justice youths they serve who are transitioning back into the community. Many of the same processes that Clarvida has utilized in their forty three (43) years of experience to engage clients can also be employed in the Fostering Sustainable Connections

Program. Clarvida understands the importance of natural supports in the healing and growth of individuals. Clarvida staff are trained in strengths-based techniques which they use to empower the individuals and families they serve to advocate for themselves which would include things such as finding natural supports, whether they are existing or newly discovered. Clarvida’s experience in providing this support for their clients, combined with their proven track record of implementing new programs, is evidence that Clarvida would be able to do the same for youth in congregate care settings.

Clarvida has both well established foster care programs and in-home child welfare programs which has put them in a unique position to support both foster children and biological families.

Clarvida prides themselves on being a trauma-informed agency. All staff, from executive leadership down to admin staff receive training on trauma informed care. In addition to this, all staff also receive annual training on motivational interviewing and communication strategies.

These communication strategies include both communication skills like active listening and responding with empathy, as well as cultural competency and understanding communication styles of various cultures, specifically Native American and African American, which are two of the demographics disproportionately in congregate care. Clarvida staff have experience working with youth in congregate care and currently have behavioral health programs, specifically for youth and families in foster and kinship care, based off of the family systems model. This program includes behavior coaching, individual and family counseling, skill building, and mentorship. Clarvida’s Youth and Family Support Program provides group sessions for adolescents to transition back into the community which includes building support, resiliency, and connections.

Throughout these programs, Clarvida has experience working with large teams that include DCS case managers, behavioral health case managers, CASAs, foster parents, kinship providers, probation officers, and more.

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 31 of 65 2

Question 3: Describe the engagement techniques the Entity’s uses with children/youth, their families /other significant persons and/or Child Welfare agencies.

Offeror Response:

When Human Resource Training, Inc dba Clarvida receives a new referral, the client information is reviewed immediately and assigned to a worker. Clarvida is available to receive referrals

Monday through Friday from 8:00 a.m. to 5:00pm, except on holidays observed by the State of

Arizona. The case assignment is based on the best fit for the client considering factors including, but not limited to, language, cultural sensitivity, the worker’s area of expertise, and needs identified by DCS. If a client speaks a language other than English, Clarvida arranges for professional interpretation for all client services. Clarvida has Spanish speaking staff available for Spanish speaking families. After completing an initial supervisory consult regarding the client assigned, the supervisor sends a secure email with the contact information for the assigned worker to the DCS Specialist and the worker will begin the engagement process with the client by attempting to contact by phone. If initial phone contact is successful, the staff schedules an initial meeting, whether it be in person or virtually, pending on the contractual needs. If the client is unable to be reached telephonically, staff will make a face-to-face attempt within one day of receiving the referral. If the client has been unresponsive after the worker’s attempts to make initial contact within the designated timeframe, the staff will proceed with the initial outreach procedure identified by the program’s scope of work. Throughout this process, Clarvida staff remain in constant communication with the DCS Specialist. Clarvida understands the importance of successful engagement and they include engagement strategies as part of their initial employee training. Additionally, the program leads across the agency will also conduct annual or as needed workshops to work with staff on engagement strategies. Clarvida staff are trained on the importance of building trust and rapport which is why Clarvida ensures that clients are assigned to one (1) worker and supervisors try very hard not to switch caseloads. All staff are trained in active listening techniques as well as motivational interviewing. In addition, at hire, staff are trained on cultural competence and the importance of communication and body language throughout cultures. This is significant because communication and body language styles vary across cultures and what is normal for some cultures could be considered rude to others. Equipping staff with this knowledge is vital in ensuring that clients feel supported immediately. Because Clarvida staff are trained diligently in the importance of home visiting, they are aware the need to meet client’s where they are at and fostering an environment of safety.

Youth in the foster care system have experienced trauma and have limits to their trust. It is important to immediately make the youth aware that what they say is valued and can be trusted with their worker.

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 32 of 65 2

As aforementioned, Clarvida prides themselves on being a strengths-based agency. This method begins at management and moves down throughout all staff and into their clients. By building on client’s strengths, Clarvida staff are able to incorporate the client’s interests into conversations which helps engage and introduce active participation. Youth in care have had a lot of significant changes that are outside of their control, so it is important to empower them to have their own choices and autonomy. By utilizing all of these identified tools, Clarvida staff empower their clients which often creates avenues of trust and a feeling of support, that helps strengthen the rapport. Ensuring that clients are engaged often timely is important to ensuring continued success and rapport. All of Clarvida’s staff have assigned laptops and cellphones that they keep with them on their person. Having an assigned work number that they can reach out to the client at any appropriate time, is beneficial in meeting clients where they are. Clarvida has identified through many years of experience that working with clients around their schedule is vital for keeping clients engaged. Clarvida also has experience ensuring lines of communication are open with DCS and all of the client’s team. Clarvida staff are trained to attend client staffings, CFT’s, TDMs, court, etc. so they can be an active presence in the client’s life, during services. Staff complete ROIs with clients and ensure they know why they are reaching out to the other supports in their lives. Clarvida supervisors have individual and group supervision with their teams.

During these supervisions, supervisors are addressing each case and the needs of the case. At that time, if a staff identifies that they are having difficulties in engaging a member of the team, the supervisor will also step in and begin attempting contact. Should there be turnover on a client’s team, Clarvida staff are trained to advocate for the client to identify who the new member of the team is. This may include reaching out to programmatic liaisons, DCS case managers, or supervisory staff at other agencies.

Question 4: Describe your experience in implementing new training models or approaches to your entity.

Human Resource Training, Inc. dba Clarvida has over forty (40) years of experience implementing new training models and programs. The most recent successful example of implementing evidenced based programs is with their Family Connections and Nurturing

Parenting Programs. In addition to this, Clarvida’s original programs started by implementing new training models and have evolved over the years to ensure that new methods and considerations are factored. This includes the development of technology, changes in systems, and new understandings of programs. Clarvida strives to remain diligent in staying abreast of new training and research and thus is no stranger to implementing training models, programs, or approaches.

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 33 of 65 2

The method that Clarvida will utilize to implement the Fostering Sustainable Connections

Program will be as followed: First, Clarvida’s Executive Leadership team has read the curriculum and has an understanding of the expectations. Additionally, Clarvida’s Operation department has read the scope of work. These two (2) teams have already begun collaborating on building a program within their Electronic Health Record (EHR) and the tools that will be needed to ensure a successful implementation. Next, Clarvida will hire and train a Family

Engagement Specialist (FES) supervisor who will oversee the program and will be the subject matter expert for the program. Clarvida has many well qualified staff with many years’ experience who would be eligible to apply for this position. With the help of the Leadership

Team and the Operations department, the FES Supervisor create a training program specific to the Fostering Sustainable Connections program. The training of staff will fit seamlessly into their already developed new hire training curriculum. Staff will immediately be trained on the requirements of the identified programs as well as the scope of work for Fostering Sustainable

Connections. Clarvida’s Operations department will immediately begin tracking the staff’s training to ensure that they meet the timeframes for training requirements.

As aforementioned, Clarvida’s most recent example of implementing a new training module was with the start of the Family Connections and Nurturing Parenting Program contracts in July of

2021. Upon receiving notification of receipt of award, Clarvida reviewed the qualifications of all staff in their current programs and assigned them to the appropriate programs. Clarvida leadership had individual conversations with each of the staff to ensure the proper fit for each program. Once teams were assigned, Clarvida supervisors created easy to understand guides for each program by utilizing the scope of work and breaking down each component of the program.

Staff spent time each week in their team meetings going over the scope of work and ensuring that there was an understanding of the new requirements. As soon as training became available, Clarvida staff were signed up to complete the DCS trainings, which included both virtual and in-person trainings (pending the program). Since the other qualifications were things that staff were already trained on, the transition was seamless. Operations tracked the training documents to ensure that all staff received the training within the required amount of time, which includes refresher trainings as well.

Clarvida quickly promoted staff that took to the program and were receiving quality results.

These staff interviewed for lead positions and the leads helped train new staff that came on to the program. These training methods including breaking each component of the program down, shadowing sessions, and thoroughly training on documentation. Supervisors continued to train on the program each week in team meetings as well as during individual supervision.

The implementation of the Fostering Sustainable Connections program will work similarly.

Since the turnaround from award of the contract to go-live is quick, Clarvida will ensure staff that are internal hires immediately begin the training and understanding of the scope of work and

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 34 of 65 2 training modules, versus the slow build the other programs had. Operations and leadership will also dedicate their time to the training. Though training can be completed within an extended time period, Clarvida will strive to complete training close to the start of the contract. Clarvida has built strong relationships with all of their program coordinators and believes that the award of this contract will be no different. Should questions arise, Clarvida leadership will ensure timely communication with DCS.

Question 5: Describe the Entity’s experience in managing a staffing shortage, including but not limited to:

o How the agency plans to ensure ongoing responsiveness to the requirements of the contract o Creative strategies utilized to mitigate staff turnover o Describe your process for hiring and onboarding new staff

Offeror Response:

Clarvida plans to ensure ongoing responsiveness to the requirements of the contract by implementing the Fostering Sustainable Connections program like they have all other programs.

This will include communication across all of their programs, which has already begun, to discuss the areas that need to be addressed prior to the start of the contract. The Operations department has already begun to dissect the scope of work and outline key timeframes, deliverables, and outcomes so that the Electronic Health Record (EHR) can be built accordingly.

Clarvida’s Executive Director and Operations Manager have extensive training in their EHR and can build the program out themselves and will not need to rely on outside agencies or IT department to do so. Clarvida’s Operations department is set up to monitor all programmatic deliverables. This is done through both the EHR and an email set up solely for deliverables that is monitored daily. Staff are cross-trained across departments to ensure that should a staff be out or leave, the work that needs to be done to be in compliance with the scope of work and fidelity of the program is completed. With Clarvida’s growth throughout the state, Clarvida is positioned in a place where they are able to easily accept and work cases across all counties in the state.

While Clarvida will need to hire staff specifically for the program, they are positioned in a place in which they have established staff in rural counties that will be cross-trained to work as backup should it be needed. Though hiring trends have changed throughout the years, Clarvida has found that strong retention strategies benefit the agency more than any other recruitment strategy.

Clarvida boasts a lower-than-average turnover rate at only twenty three percent (23%), which is significantly lower than the state’s turnover rate, specifically in helping professions. Clarvida’s retention strategy begins in recruitment and carries on throughout their employment. Clarvida ensures applicants have a knowledge of Clarvida’s Mission and Values before even meeting for an interview. Having an understanding of Clarvida’s approach to servant leadership allows staff to immediately understand the impact they have on the individuals and families they serve.

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 35 of 65 2

Providing a supportive and caring work environment is at the core of what Clarvida strives for in achieving staff fulfillment and satisfaction with their jobs and remaining an employer of choice.

Clarvida has accomplished this through its robust health and wellness program. Every year, Clarvida’s Operations department develops a health and wellness program that includes a variety of activities and supportive classes based on staff needs and interests. These needs and interests are assessed through a wellness survey provided to all staff. Additionally, aside from a comprehensive medical insurance package, Clarvida staff can also take advantage of pet insurance, employee assistance program, student loan refinancing, paid education opportunities, and a subscription to Tickets at Work. Employees also get gifts for milestone work anniversaries.

Although retention is a key tool that Clarvida focuses on as a recruitment strategy, they also recognize the importance of planning ahead to meet the needs of the Department and the community. When awarded the contract, Clarvida Executive Leadership will schedule weekly planning meetings to ensure their Fostering Sustainable Connections program is able to effectively fill the demand of services. As this is a new program, Clarvida will promote an internal supervisor and hire additional staff. Clarvida will begin to do so before the start of the new contract to ensure they are adequately trained and ready to serve families at go-live. The current length of time from date of posted position to employees first (1st) day is on average twenty-one (21) days. This timeframe includes the time to conduct thorough background and reference checks, and ensure staff is ready to work upon first (1st) date of hire. Clarvida utilizes.

both an in-house Recruitment and Operations Coordinator as well as a Corporate Recruitment

Team. Having both of these resources allows Clarvida access to all recruiting sites and access to the best candidates. At present date, Clarvida is fully staffed and has been for the past six months. The only positions that have opened are new positions for programmatic growth, and not due to turnover. In order to provide effective services Clarvida first begins with a comprehensive orientation and training process and continues this process with on-going staff training and supervision throughout the staff’s time at Clarvida. The orientation assists personnel in understanding Clarvida history, values, and culture, as well as their commitment to the families and clients served by the organization. Clarvida views orientation as an ongoing process that begins during recruitment and selection. Clarvida’s Operations department supports orientation with departmental specific programs, information and training. All new Clarvida staff meet with the Operations Manager, Program Director, and their supervisor on their first day of employment and complete a six (6) hour orientation. The new staff is provided with an Orientation Checklist and a New Employee Checklist which outlines the new staff’s first (1st) one hundred and twenty

(120) days and training/shadowing appointments to be completed by the end of the orientation period. New staff are trained on Clarvida specific policies and procedures for their use of company issues equipment (cellphone, laptop and accessories, and HIPAA bag and lock). Staff are provided with resource for obtaining assistance when needed such as an internal telephone

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 36 of 65 2 list and Clarvida’s organizational chart to understand role(s) of each staff. The new staff is updated on Clarvida’s policies regarding Business Communication, Responding to Out-of-

Control behavior, Child Abuse Reporting/Mandated Reporting (including the child abuse hotline phone number), Duty to Inform, Client Record Keeping (including agency privacy practices, transportation and mileage reporting, and reimbursement procedure), Ethical Conduct of Agency

Personnel, National Association of Social Workers (NASW) Code of Ethics, Dress Code, and

Shadowing. The new staff is given a list of Clarvida’s Patient Rights and Grievance procedures.

Clarvida’s supervision requirements are explained to the staff, and staff gain an understanding of their ninety (90) day review period, semi-annual employee evaluations, and performance review processes. Clarvida mandates staff use proper ethics within their role; therefore, the staff will abide by a strict confidentiality policy and abide by each client’s rights. During orientation, the

Operations Manager explains to the new staff that every client is receiving a list of client rights and instruction on how to file a grievance with Clarvida if they feel their right has been violated.

Each new staff is provided a copy of the employee handbook which they are required to acknowledge, which includes the code of conduct and fair treatment of all persons regardless of race, age, religion, sex, color, gender identity, sexual orientation, ancestry, national origin, or disability. The new staff will be given the point of contact if they are to witness or be victim to any unethical treatment, as well as possible disciplinary actions if they were to conduct themselves in an unethical manner. The Operations Manager informs staff that additional trainings on cultural competency will be completed in initial training and on an annual basis. The new staff will read Clarvida’s Infection Control Techniques, Safety Strategies packet, and

Pandemic Plan. These documents include safety measures that Clarvida has put in place to address the COVID-19 pandemic or any other pandemic that may arise. The new staff signs an acknowledgement to indicate that the packet of information has been read in its entirety. The new staff meets with their supervisor on their first (1st) day of employment. During this time the

Supervisor will further explain the shadowing process and provide staff with a shadowing calendar so they can get hands on experience in the field alongside another experienced staff.

The Supervisor will also provide the new staff with their weekly team meeting date and time, in which the new staff will begin to attend on their first (1st) week. Within the new staff’s first thirty (30) days, they meet with the Operations Manager to review HIPAA, sending secure emails, and safeguarding client information. Staff also receive a thorough training on utilizing the agency EHR, extendedReach. Staff are provided with sample cases so they can practice understanding the initial and ongoing paperwork. Clarvida requires all new staff attend their quarterly New Hire Orientation facilitated by Clarvida’s Executive Director and Operations

Manager. All staff will attend the New Hire Orientation within their first ninety (90) days. In the

New Hire Orientation, new team members receive information and training on company policies, mandated reporting, accessing Title XIX and Title XXI services, HIPAA, FERPA, sex

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 37 of 65 2 trafficking, infection control, and incident reporting requirements. Clarvida also utilizes the

Relias Platform for staff to complete training hours. At hire, all staff are put into the appropriate training plan which includes topics such as Child and Family Team (CFT) Overview, Security

Awareness Training, Positive Communication, Promoting Normalcy for Youth in Foster Care

Settings, Conflict Management, Engaging Family Members in Crisis Planning, Defensive

Driving, Trauma Informed Care, and additional HIPAA security trainings. Clarvida’s Operations department monitors the timely completion of all trainings and ensures all staff training certificates are entered into their employee training file. With growth being one of Clarvida’s

Core Values, an emphasis is placed on training and life-long learning. Clarvida Leadership strives to schedule additional agency wide trainings to provide all staff with opportunities to receive skill building training to help meet the needs of the clients. Previous skill building topics have included Trust-Based Relational Intervention (TBRI®), cultural competency, community resources, self-care/compassion fatigue, evidenced-based parenting strategies such as

Strengthening Families and Nurturing Parenting Program, and Motivational Interviewing.

Additionally, all staff are allotted one hundred and fifty dollars ($150) towards outside trainings of their choosing on an annual basis.

Clarvida leadership did a re-evaluation of their time from posting a position to hire after submitting the initial contract, and have found that their time to hire has decreased from twenty-one (21) to fourteen (14) days. Clarvida developed thorough business plans many years ago which continue to be re-evaluated and update on an annual basis. This business plan includes succession planning as well as disaster and pandemic planning. At all times, Clarvida is training and preparing their leaders to be able to step into a promoted role, should the position be available. This also includes cross-training across programs. Many community agencies in

Arizona are suffering from rapid turnover, difficulty filling roles, and understaffing. Due to this

Clarvida has been asked to partner with various agencies to help support and often receives referrals from other agencies who are unable to meet their contracted capacity. Clarvida has worked hard to retain quality staff, promote dedicated leaders, and run lean and efficient business practices.

Should Clarvida experience turnover, they will follow the same steps of recruitment highlighted above. Additionally, their sister company, Pathways of Arizona dba Clarvida, which also has significant retention and employee tenure, will be trained as subcontractors to aid in services should it be necessary.

Question 6: Describe your entity’s experience in conflict resolution and overcoming barriers between the entity and DCS. Provide an example. Describe the Entity’s experience in conflict resolution and overcoming barriers between the Entity and connections/natural supports. Provide an example.

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 38 of 65 2

Human Resource Training Inc. dba Clarvida has forty-three (43) years of experience contracting with the Arizona Department of Child Safety (DCS) and expertise working within the Child

Welfare field. Clarvida’s current programs consist of a Family Foster Care, Child and Adult

Developmental Home Program, Native Communities Foster Care, Therapeutic Foster Care, Adoptions, Family Connections Program, Nurturing Parenting Program, SENSE services, Counseling, Youth and Family Support Program, Foster and Adoptive Support Team (behavioral health services), and the Regional Child Abuse Prevention Council. Each of Clarvida’s programs serves to strengthen families and make homes safer for children. Fortunately, through years of experience, well trained professionals, partnerships and collaboration with DCS, and foster care providers that receive clear expectations and supportive licensing workers, Clarvida does not experience a lot of conflict with caregivers, DCS, or other service providers. Clarvida has practices in place to minimize conflict as well as processes should conflict arise. Minimizing conflict with foster care providers begins with setting clear expectations, as Clarvida has found that any type of conflict is most commonly a result of inappropriate or mismanaged expectations.

Clarvida staff are trained in conflict resolution upon being hired and complete refresher trainings on an annual basis. Conflict Resolution is taught and modeled using several traditional concepts.

The first idea is that of the rights and responsibilities of each member of the conflict. The second notion promoted is empathy for all concerned. A third concept is problem solving and focus on the future when addressing conflict. Another skill taught is the art of dialog including good speaker/listening skills and the promotion of mutual respect and understanding. Staff are also taught assertive (and not passive or aggressive) communication skills along with I-messages and negotiation. Clarvida staff strive to develop professional supportive relationships with everyone who is a part of the client’s team and the client themselves. If there is established trust and rapport, Clarvida has found that the traditional concepts of conflict resolution tend to be managed quickly and without escalation. In order to develop these supportive relationships, Clarvida has structured their programs so workers have manageable caseloads. This enables staff to actively manage their clients while providing a lot of engagement and support. Clarvida

Operations department monitors client engagement closely to ensure timeframes of client engagement are being met. When staff have a strong rapport with their families and an understanding of the dynamics on the case, they are better equipped to work through situations quickly and avoid conflict. Clarvida’s staff, no matter the program, participate in weekly individual and group supervision. Additionally, supervisors shadow staff on visits a minimum of two (2) and four (4) times a year. This allows the supervisors to have an intimate understanding of each client, should conflict arise. Supervisors may be invited to attend team meetings or visits to meet with the client. Clarvida has a grievance process should a client or outside provider request assistance with an agency conflict. The grievance policy is shared at the visit with the

Description: Fostering Sustainable Connections

State of Arizona

Department of Child Safety

Office of Procurement & Contracts

SECTION 2-D: Offer Forms, Attachment 2-B

Page 39 of 65 2 client and with DCS. If at any time during their services should a client or entity request the grievance policy, all Clarvida staff are able to provide them with the policy. Though the grievance policy exists, Clarvida’s Compliance department has not received a grievance in many years. Should there be a conflict with DCS, Clarvida staff do not take the role they play in managing the conflict, lightly. Clarvida ensures that their professional relationship with DCS is respected. They will attend team meetings and schedule professionals only staffings to communicate and come to a resolution. An example of a time that Clarvida found themselves in conflict with DCS was with a Family Connections case. The Family Connections Consultant and the Family Connections Supervisor was not in agreement with closing a case successfully and believed that additional time was needed to achieve a positive outcome. The conflict arose because both the DCS worker and the client believed that the client had been successful and wanted to close out of sessions. Clarvida staff asked to schedule a meeting where the concerns could be further discussed. The DCS worker believed that the case should have been successful because they identified they had not received notification of any concerns and the family was upset because the DCS worker had told them they would be successful. After collaborating together, Clarvida staff was able to professionally outline the concerns and collaboratively came together with the team to create actionable steps to achieve the goals to close successfully. It was identified that there was miscommunication and unrealistic expectations. By addressing these directly and with compassion, the team was able to successfully collaborate and come together with each party to ensure the family’s continued success.

Another example of conflict resolution was an adolescent who was in a Clarvida foster home, who ended up transitioning to a kinship home. Clarvida staff were working with the child and their kinship family to transition into the family. The child had significant trauma and attachment disorder. The conflict arose when the kinship family had difficulties with the child’s behaviors which included running away, aggressive behaviors, and truancy and wanted to have the child removed. Clarvida staff quickly intervened and began working diligently to build rapport with the family.