The federal Family First Prevention Services Act of 2018 (FFPSA) overhauled the federal child welfare financing system. The act was the first significant change to child welfare funding since 1980 and was viewed quite positively; however, the federal government provided little direction on implementing requirements at both the state and local levels. Many children service agencies across the country, like Lucas County Children Services (LCCS) in Ohio, were eager to implement FFPSA. For LCCS, this change introduced elements of risk, and it came during a strategic planning cycle that provided a significant opportunity for transformation. With strong leadership and best practices in strategic and financial planning, the changes led to positive performance results.
Prioritising equity in strategic planning
The signing of FFPSA was timely for LCCS as it occurred just as the agency undertook its 2019–2023 strategic planning cycle. As an accredited child protection agency, LCCS had been implementing a fairly consistent strategic planning process for several years. However, this cycle had a fresh approach under new leaders: Robin Reese, executive director; Ebonie Jackson, director of administrative services; Donna Seed, director of social services; and Sheila Gibbs, director of support services.
In line with FFPSA, LCCS executive leadership and its board prioritised equity initiatives in its strategic plan, particularly in terms of outcomes for Black children. Historically, performance results for many child protective service agencies have indicated a pattern of removing black children from their families, usually for neglect, at a rate disproportionate to White children. This disproportionality often occurs because, in poverty circumstances, bias can be inherent and possibly inappropriately influence an assessment of neglect in cases with black children. Given this potential outcome, LCCS was determined to ensure its staff and the community be trained on disproportionality to guide practice and raise equity awareness. The trainings were also designed to positively influence the agency's culture, educate the community on implicit bias and strengthen operating practices.