REVISED_AS_REQUESTED_YELLOW_HIGHLIGHT_Attachment_3-A_Method_of_Approach-2.pdf

Solicitation Instructions Part 2

A v a i l a b l e

SECTION 2-D: Offer Forms, Attachment 3-A Page 38 of 54 2 o n l i n e a t : A P P . A Z . g o v

Offer Forms

Request for Proposal Solicitation No. BPM006769

Parenting Time Services

State of Arizona Department of Child Safety

Office of Procurement & Contracts 3003 N. Central Avenue, 20th Floor

Phoenix, AZ 85012

Attachment 3-A Method of Approach

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 steps that you will take to ensure you are meeting the staffing requirements and maintaining staff capacity. Include how you plan to ensure ongoing responsiveness to the requirements of the Contract and to the needs of the State in case of staff turnover for designated Key Personnel.

Include staff turnover rate for the last year;

Detail Entity’s recruitment process including average time to hire staff, and efforts to recruit and maintain staff.

Offeror Response:

Burns Family Services (BFS) currently has in place and maintains an adequate full-time staff level to service the staffing requirements of the identified capacity. In addition to the full-time staff, Burns Family Services also maintains an established collective of part-time staff at the ready to assume full time capacity should staff turnover occur or a need increase be realized, as responsiveness to the requirements of the contract and the Department would dictate.

Burns Family Services experiences an average staff turnover rate of approximately seven percent of the overall staffing matrix annually.

Burns Family Services employs streamline recruitment process that consists of internal staff referrals and established external recruiting processes targeted toward skilled individuals that meet or exceed expectations for the proposed role. The onboarding process to transition qualified applicants to offer to regular staff occurs over a hiring period of six days. This process initiates with post-interview position offer to Human Resources clearance, internal training and acclimation, and finally to entering the field. Burns Family Services acknowledges the impact that staff turnover for Key Personnel can have and has implemented a training and tutelage program, wherein Key Personnel cross-train, in order that operations experience no disruption, should an event occur that leads to a brief vacancy of a Key Personnel position. Efforts to recruit and maintain staff include a new pilot internal referral incentivization program while maintaining a positive and effective work environment conducive to the retention and needs of qualified and skilled individuals.

Question 2: Provide a written narrative response that demonstrates the method or manner in which the offeror proposes to satisfy the requirements of the Scope of Work. The language of the narrative should be straightforward and limited to facts, solutions to problems, and plans of proposed action. The response shall at a minimum describe and provide a response for each of the following bullet points listed below:

A v a i l a b l e

SECTION 2-D: Offer Forms, Attachment 3-A Page 39 of 54 2 o n l i n e a t : A P P . A Z . g o v

Offer Forms Request for Proposal

Solicitation No. BPM006769 Parenting Time Services

State of Arizona Department of Child Safety

Office of Procurement & Contracts 3003 N. Central Avenue, 20th Floor

Phoenix, AZ 85012

What are your processes to document visits, track case progress and manage referrals?

How will you ensure accurate and timely communication and collaboration with the ADCS and/or other involved parties for visit schedules, progress and concerns?

Offeror Response:

Services provided will be in accordance with the framework of the programs, as outlined by the Department.

Burns Family Services operational structure model provides a process of executing the services, from acceptance of the referral and the intake process by the intake and discharge coordinator to assessment and implementation of services by the professional support personnel in accordance with the defined Department expectations and timeliness of service implementation. All aspects of services will be coordinated with the oversight of the Quality Assurance Director, who will maintain direct contact with the intake coordinator, professional support personnel, and the associated DCS Specialist.

Burns Family Services ensures our process to document visits, track case progress and manage referrals by holding our internal process accountable. We utilize our proprietary “communication app” which is a collaborative effort wherein placements, participants, and employees can communicate via text or call. This ensures there is no lag time between the relaying of crucial information between families and case aides. This is also seen by the Quality Assurance manager and the next level of accountability the Client Data Director. The Quality Assurance Manager collaborates with DCS to address the status of the newly assigned referral and to rectify any identified potential service concerns before they are realized as issues for service delivery and coordination of care. The Quality Assurance Manager regularly meets with the Client Data Director who monitors new referrals, start dates, and closures as part of the next level of accountability within our agency.

Burns Family Services ensures accurate and timely communication and collaboration with the ADCS and/or other involved parties for visit schedules, progress and concerns included on the DCS referral in Guardian on the start date followed by contacting the DCS Specialist to inform of contact and to request any additional information required to proceed and progress within 24 hours. If unsuccessful contact with the DCS Specialist occurs, we escalate directly to the DCS Supervisor or Program Manager if necessary. This process occurs by utilizing the communication application which is a collaborative effort wherein families are engaged promptly to ensure timely implementation of services.

Question 3: Describe your process for communication with the State specific to contract administration, including but not limited to, personnel changes, updated agency information, VPR related issues and general communications. Identify any key roles or points of contact.

Offeror Response:

Burns Family Services has tasked Brian Hubbard, Program Director with the internal responsibility of reporting and communicating all personnel and facility changes with contract administration and procurement by way of email and in the app.az.gov website registration, in accordance with timelines as determined by the Department in the outline framework. This method allows us to keep all vendor information current with the Department.

If a vendor performance issue should develop, Brian Hubbard, Program Director will respond in a timely manner with a summation of events, as well as the corrective action taken, and will report this information to the DCS Service Coordinator and/or Procurement officer.

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SECTION 2-D: Offer Forms, Attachment 3-A Page 40 of 54 2

Solicitation No. BPM006769

Parenting Time Services

State of Arizona Department of Child Safety

Office of Procurement & Contracts 3003 N. Central Avenue, 20th Floor

Phoenix, AZ 85012

Question 4: Provide a detailed response for each of the following bullet points listed below:

How does your agency ensure service delivery practices are in line with service design and best practice? Describe any internal monitoring, quality assurance processes, or staff oversight used to maintain quality across all referrals.

Agency's process for ensuring annual training and continued education are met? What considerations does your agency take when identifying opportunities for staff knowledge enhancement?

What strategies does your agency use to promote positive parent-child interactions, include strategies to de-escalate challenging situations?

Explain your approach to ensure safety during transportation, including process for vetting vehicles and mitigating potential risk.

Offeror Response:

Burns Family Services ensures that service delivery is in line with service design through implementation of a practice framework as outlined by the Department of Child Safety by using a four step Quality Assurance Process. Defined protocol is employed to ensure that the services are provided as expected, real-time submission of the program data, visitation summaries, and outcome reporting are submitted to the Department and Guardian that reflects timely submission. We ensure this process by utilizing a Quality Assurance Checklist. This checklist follows the practice framework outlined by the Department of Child Safety. This Quality Assurance Checklist is used to perform a Quality Assurance Internal Review by the Quality Assurance Manager. The results of the audit are evaluated by the Client Data Director to ensure that the service delivery is in line with the service design. This is our time to re-evaluate our service delivery if needed.

Burns Family Services’ Employment data is tracked by Human Resources and software (Stafferlink) employed by Human Resources generates a report that identifies timelines for required annual training. The Education Director contacts and coordinates annual training with staff based upon the generated report. Annual performance reviews and quality assurance events assist with identifying and individualizing potential staff knowledge deficits which then conveyed to the Education Director to explore for opportunities for staff knowledge enhancements in addition to, or to augment the annual training opportunities. The considerations we take when identifying opportunities for staff knowledge enhancement include training from Culturally and Linguistically Appropriate Services (CLAS). This program allows us to look at each of our clients holistically to decipher their individual diverse cultural health practices and beliefs, literacy, and preferred languages. From these indicators, we can tailor our onboarding, regular in-services, and annual training.

Burns Family Services incorporates an evidence-based research model of training and implemented practices centralized on the culmination of improved parent-child interactions through the identification, understanding, and application of meeting needs for a healthy sense of awareness for both parent and child. Positive interactions for parents and children are fostered and maintained when a consistently safe environment is established as an initial criterion. Burns Family Services ensures that this is facilitated in all engagements for parents and children. In doing so, a foundation is established, allowing for awareness and expression of shared psychosocial needs, and promoting exchanged pathways to ensure these needs are met, throughout progression of positive interaction. Throughout these interactions, it is not uncommon that challenging scenarios centered on emotional escalation can occur. Burns Family Services integrates evidence-based strategies of de-escalation built upon a phase driven identification model. Early identification of phases of escalation cycles and the appropriately timed response to these phases significantly improves the likelihood of successful de-escalation. Each phase of the cycle, be that trigger, escalation, or otherwise, calls for an appropriate response to resolve. By ensuring the presence of safe environment, active listening techniques, awareness of the needs of self and others, and implementation of the identified response for the requested outcome, Burns Family Services sees significant success in mitigation of the escalation process.

Burns Family Services ensures safety during transportation through the implementation of a multi-modal approach.

Appropriate car seat selection occurs based upon the age, height, and weight of the child, in relation to the

A v a i l a b l e

SECTION 2-D: Offer Forms, Attachment 3-A Page 41 of 54 2

Solicitation No. BPM006769

Parenting Time Services

State of Arizona Department of Child Safety

Office of Procurement & Contracts 3003 N. Central Avenue, 20th Floor

Phoenix, AZ 85012 manufacturer’s specifications, and in conjunction with NHTSA standards. Car seats are sanitized, and a checklist of points are inspected daily for potential or realized structural concerns. Recall identification monitoring occurs real-time. If a realized or potential concern is identified, the car seat is immediately decommissioned and replaced. When securing children into seats, Burns Family Services implements a double-check process of ensuring adequate positioning of safety straps and integrity of connection points. Burns Family Services adheres to all local, state, and federal laws for transportation of child passengers. Vehicles employed for transportation undergo an initial nineteen-point vehicle service inspection for mechanical and environmental soundness by an ASE certified mechanic and this process is repeated every six months. Identified actual or potential risks noted during the inspection process result in the vehicle being removed from service, the potential or realized risk being resolved, and the vehicle being reinspected prior to returning to service.

End of Attachment 3-A