fpaws business plan 2019 · 2019-02-16 · fpaws business plan 2019 of the foster homes licensed in...

FPAWS Business Plan 2019

1. Executive Summary

Over the last decade, FPAWS has established itself with Caregivers, Bio-Parent Allies, Child Placing

Agencies, Children’s Administration and Legislators as the trusted advocate for foster, adoptive and

relative families. Historically FPAWS has developed many of the supports in the current system including

the Liaison Program and FIRST Program. HB 1624 is the result of our work to organize caregivers. Many

of the solutions to problems in the system have come from caregivers. FPAWS’ success has led to

increased demand and the need to develop this Business Plan to best serve caregivers and the kids they

care for. FPAWS is committed to working in partnership with all stakeholders to propagate a culture of

hope, diversity, and community for our State’s children and families that need our resources to succeed.

FPAWS, in cooperation with DCYF, will develop evaluations to demonstrate the impact of our work.

Our Vision: FPAWS believes all children are entitled to a safe and nurturing family experience, and

families recruited to provide such experiences deserve to be retained, respected and supported by the

community.

Our Mission: To empower, to support and to advocate for foster, kinship and adoptive families to enrich

the quality of life for Washington State’s children in out-of-home or adoptive care.

Why do we want to make a difference?

1. As veteran caregivers, we have developed the ability to succeed in a job that presents many

challenges. We want to bring that knowledge, passion and experience to help current and future

caregivers be successful, stay calm and carry on.

2. We will make a more impactful difference by serving the caregiver community on a larger scale.

3. The difference we want to make? We want foster care to be a service that community members are

proud to support and be a part of.

4. We make a difference in the culture of foster care by building bridges and honoring relationships

with the entire caregiving community.

5. To make this difference continue to happen, we will expand and bring forth trustworthy programs

and people to support, advocate and serve caregivers.

2. Our Objectives

1. Provide an independent source for caregivers to get support.

2. Advocate for caregivers through the Department, Agencies and the Legislature.

3. Partner with Private Agencies, Bio-Parent Groups, Foster Care Alumni, Youth in Care and the

Department to develop the best possible system for kids in care and the people that care for

them.


4. Develop evaluations that measure outcomes demonstrating program effectiveness.

5. Provide relevant training for caregivers, childcare workers, social workers and the communities

they work in with our Mini-Conferences. Notably, other States are replicating the FPAWS Mini-

Conference concept. Caregivers creating training events for caregivers.

6. Retain caregivers by listening to them, celebrating them, empowering their voice, acting on their

behalf when needed and connecting them with resources.

7. Recruit a diverse caregiver population by reaching out to and inviting community members to

caregiver trainings and events.

8. Develop a volunteer program, recruiting high school seniors and college students to provide

event daycare and in-home caregiver support.

9. Connecting with and communicating to volunteer families the needs of foster care. Awareness

can lead to involvement.

3. Our Market Analysis

The need for foster care support is evident by the reduced number of foster homes over the last 7 years

and the number of calls we receive at FPAWS stating that the system requires a different type of

support. In the early 1990’s FPAWS created the two of caregiver support systems currently in practice

and with HB1624 paved the way for the most powerful relationship building problem solving team in the

United States.

STATE OF WASHINGTON OFFICE OF THE FAMILY AND CHILDREN’S OMBUDS 2017 Annual Report

submitted by Patrick Dowd, Director ofco.wa.gov

http://ofco.wa.gov/wp-content/uploads/2017-OFCO-Annual-Report.pdf

RECOMMENDATIONS TO IMPROVE SUPPORT TO FOSTER PARENTS

Expand Support Programs for Foster Parents

Foster Parent Liaison/ Peer Mentor and FIRST Programs

In one study, “poor relationship” with the child welfare agency was identified as the primary reason foster parents left fostering. Foster parent liaisons and peer mentors enhance the working relationship between the Department case workers and foster parents and provide expedited assistance for the unique needs of children in foster care. Many of the concerns raised by foster parents could likely be resolved quickly and informally with the assistance of a liaison or mentor.

Additionally, the Department should establish foster parent liaison positions within each office to respond to inquiries and concerns from foster parents in a positive and constructive manner. Improving communication and conflict resolution at the local level could enhance foster parent retention.

http://ofco.wa.gov/wp-content/uploads/2017-OFCO-Annual-Report.pdf


The 2017 OFCO report also states; “Foster parents cited various peer support programs as an essential

element to successful fostering. These programs include support provided by the Foster Parents

Association of Washington State (FPAWS).”

From Mark Fullington, Executive Director, Community & Family Services Foundation

1. Recognizing the challenges we face in the foster care realm,

2. FPAWS is a positive solution.

For example:

Problem

• Foster parents do not have a positive recourse with DLR (licensing). Issues tend to escalate, and foster

parents become discouraged and leave foster care. This negative outcome not only impacts the loss of

“a” home, but it also reverberates through the community negatively impacting potential foster parents.

Solution

• FPAWS will work with foster parents and state workers to mitigate issues when they first arise. FPAWS

will proactively bring to DCYF’s attention early on-set issues. The goal of FPAWS will not be to “put out

fires”, but instead the goal will be to communicate with DCYF leadership regarding potential issues.

Problem

• CPA vs State foster care. Our state has a history of complex issues with how foster parents are treated at

the point of licensing to placement. From region to region and area to area this issue varies. The net

outcome is Negative and children + foster parents suffer.

Solution

• With a statewide presence and foster parent-centered approach FPAWS will be a glue to pull both sides

together. By meeting with DCYF leadership a consistent message will be given. This message will be

used to pull together rather than “beat people” into submission. When groups become polarized,

perspective can be lost. FPAWS will bring clarity and unity to our state.

Problem

• Our state is losing foster homes quicker than we are licensing new homes. The issue is not just about

licensing more homes it is also about retaining seasoned homes. When we lose quality homes it takes

years to develop a new seasoned home.

Solution

• FPAWS will support homes in crisis. Hearing the issues and collaboratively working with ALL involved,

FPAWS will decrease the loss of experienced homes. With trainings and conferences FPAWS will also

build up new foster parents and pull together ALL foster parents – both state and CPA.

I can go on and on, but I hope you see my thoughts. FPAWS has MUCH to offer and can be just what we need as

a State. I know FPAWS has had to fight the good fight for foster parents. What I see FPAWS doing is proposing to

turn the corner and be “the” collaborative agent for our State.

Sincerely, Mark


FPAWS has been actively working to support the foster care system for three decades. Creating the

liaison program, currently run by Olive Crest and Eastern Washington University, to help ease the

tension between caregivers and social workers. FPAWS created the FIRST Program to support caregivers

during an investigation. FPAWS attempt to unionize caregivers led to the creation of HB1624 and the

Children’s Administration Foster Parent team that have spent over 10 years working together to build a

better system. Over the years these programs have been supportive, they have led to changes in the

system. They also have their limits. Creating support groups, providing Facebook groups, attending

public events and providing information about the investigation process are all helpful. When these

programs reach their limits, they refer caregivers to FPAWS to bring more focus on the issues or bring

ideas to the Department to address the concern.

We are aware of no organization in our State that is willing to do the work FPAWS does on the behalf of

caregivers, private agencies and department staff. This work is done professionally with an

understanding of the complexity that exists for all involved. The work with the courts from 2011-2015 to

help Children’s Administration, the Legislature and the Governor give caregivers a basic rate increase

that was 20 years overdue.

In 2009, Partners for Our Children submitted a report titled, Foster parent recruitment and retention:

Developing resource families for Washington State’s children in care. Many of the issues they reported

continue to be relevant a decade later.

https://partnersforourchildren.org/sites/default/files/2009._foster_parent_recruitment_and_retention.

pdf

“Key Findings” from the POC Report:

1. “Word-of-mouth” from satisfied caregivers is believed to be the most effective recruitment

tool.

2. Negative public perceptions, burdensome application processes, and poor agency

responsiveness contribute to recruitment challenges.

3. Targeted recruitment is more effective than general media approaches. Foster parents are

motivated by altruism and/or a desire to adopt.

4. Many foster parent applicants do not complete the process.

5. A small percent of foster parents provides most of the care.

(20% of foster homes take up to 80% of placements)

A dominant theme emerging from this analysis is that retention is recruitment. Foster parents are

the best asset the agency has for recruiting new foster parents. Focusing on the needs of existing

foster parents and recognizing their contributions is critical to recruitment of future foster parents.

Report prepared by Maureen Marcenko Kathy Brennan Sandra Lyons.

https://partnersforourchildren.org/sites/default/files/2009._foster_parent_recruitment_and_retention.pdf

https://partnersforourchildren.org/sites/default/files/2009._foster_parent_recruitment_and_retention.pdf


Of the foster homes licensed in 2010, in 2017 only 16% were still licensed. FPAWS is committed

to working with our partners to create a foster care system, that in ten years that percentage is

25 % or larger.

LICENSED FOSTER HOME RETENTION BY YEAR FIRST LICENSED[1]

4. Our Structure

FPAWS is currently comprised of an Executive Director, a part-time staff to answer the hot-line, and a

Board of Directors with members that are part advisory and part working. Board members are typically

veteran foster parents, adoptive parents and passionate community members that want to support the

FPAWS mission and vision.


FPAWS has been consistently supported by Community & Family Services Foundation, Fostering

Together/Olive Crest, Coordinated Care, Ben Bridge Jeweler, Tacoma Pierce County Crime Stoppers and

others at times.

FPAWS staff and Board members work out of their homes and hold training events at conference centers and churches. They attend meetings, when needed, in cities around the State.

Our plan for the growth of FPAWS includes increasing the number of employees around the State so we can be there to physically support caregivers and build community programs.

5. Our Product Staff Universal Requirements:

1. Support FPAWS mission 2. Treat all with respect and dignity 3. Respond to and/or return calls as quickly as possible 4. Must be able to work a flexible schedule

Job Duties Executive Director

1. Work with DCYF, legislators, partnering agencies 2. Ensure compliance with any contracts received 3. Plan and develop training opportunities/conferences throughout state (Foster Parent and

Volunteers) 4. Train Field Staff in use/training of Volunteers 5. Train Field Staff to respond to Foster Parent needs/questions 6. Monitor recruitment, retention efforts and outcomes throughout state 7. Develop fundraising strategy and events 8. Supervise Field Staff

Office Manager

1. Support Executive Director’s relationship-building (DCYF, legislators, partnering agencies) 2. Support Executive Director’s fundraising efforts 3. Support Executive Director’s monitoring efforts 4. Maintain personnel/financial/etc. files 5. Ensure compliance with state and federal labor laws 6. Supervise office staff 7. Process payroll/reimbursement 8. Participate in audits/reviews 9. Develop resource list and update as needed 10. Organize venues/materials for training/conferences 11. Develop FPAWS literature 12. Ensure website is current

Phone Staff

1. Answer phones respond to questions, direct calls


2. Maintain knowledge of resources available to Foster Parents 3. Maintain knowledge of policies and procedures effecting Foster Parents and organization 4. Data entry, including capturing call information using Taking In Concerns, Taking In Praise forms 5. Assist Office Manager in file maintenance, organizing training/conferences, updating literature

and website Field Staff

1. Recruit and train Volunteer Staff (high school, community college, community organizations) 2. Develop relationship with DCYF, Foster Parents, partnering agencies 3. Maintain knowledge of resources available to Foster Parents 4. Maintain knowledge of policies and procedures effecting Foster Parents and organization 5. Schedule promote training opportunities/conferences 6. Attend FTDMs as requested (when possible) 7. Participate in fundraising activities

6. Our Strategy

Our strategy includes connecting the community with the needs of foster children and the foster care

system. Veteran caregivers, guided by the FPAWS Board and Executive Director, will be available and

reach out to foster families and others to support the foster care system. Field staff will connect with

the communities they serve at every level to bring the voice of caregivers to the ears of community

leaders. They will connect other with caregiver support groups, High Schools, Community Colleges,

community organizations and groups to create a volunteer pool ready to support caregivers and

caregiver events. These volunteers will increase the number of community members that are aware of

the needs of foster care.

Our training events will be open to other community childcare staff and community members as

deemed necessary and valued by DCYF.

By working with Bio-Parent groups, FPAWS and those groups, will develop strategies to intervene when

issues arise between foster families and bio-families. Bio-Parents will present at FPAWS events. Building

these working relationships supports the overall goal of returning children home or building a team

working towards permanency.

By working with High School and College students to become volunteers, we will bring foster care

awareness to their families and other relationships.

By using the Departments chain of command and the 1624 group, the FPAWS organization will seek to

resolve issues that frustrate caregivers and department staff.


8. Funding Plan A. FPAWS Business Plan 2018 Creating an independent FPAWS Resource Staff in each of 30 DCYF offices,

$30,000 x 30 = $ 900,000

• Salaries (2.5 Office Staff) Executive Director $75,000, Office Manager(HR) $70,000, Phone staff $35,000 =

$ 180,000

• Expenses, travel, hotel, meals, misc. $ 300,000

• Healthcare $ 450,000

• Conferences 12 Mini-Conference x $8000 = $ 96,000

• 2 Statewide Conferences @ $30,000 = $ 60,000

• Benefit Cost $ 402,444

Total $2,658,444 Benefit Cost Note: In the West, hourly wages and salaries averaged $26.16 and accounted for 70.5 percent of all

compensation costs. Total benefits averaged $10.93, or 29.5 percent of compensation costs. Legally

required benefits averaged $2.99 per hour worked, the highest benefit cost, and accounted for 8.1

percent of total compensation costs in the West. Insurance benefits averaged $2.83 per hour and represented 7.6 percent of employer costs, while paid leave averaged $2.60 per hour, or 7.0 percent of

total compensation costs. Legally required benefits, which include Social Security, Medicare, unemployment insurance (both state

and federal), and workers’ compensation …

Bureau of Labor Statistics

Employer Costs for Employee Compensation for the Regions – March 2018

Based on the above information, employee costs to employer for 18 FTEs may be approximately: Legally required benefits $158,586 (includes Social Security, Medicare, unemployment,

workers’ compensation) Insurance benefits $105,954 (includes life, health, short- and long-term disability)

Paid Leave $137,904 (includes vacation, holiday, sick, personal leave)

$402,444

Plan B. FPAWS Business Plan 2018

• Salaries (9 field staff) Spokane, Tri-Cities, Yakima, Vancouver, Tacoma, Seattle (2), Everett, Bellingham

• $40,000 x 9 = $360,000

• Salaries (2.5 Office Staff)

• Executive Director $75,000, Office Manager(HR) $70,000, Phone staff $35,000 = $180,000

• Expenses, travel, hotel, meals, misc. $100,000


• Healthcare $144,000 Total $784,000

• Conferences 13 Mini-Conference x $8000 = $104,000

• 2 Statewide Conferences @ $30,000 = $60,000 Total $944,000

Plan C. FPAWS Business Plan 2018 (First Year) - Expenses Salaries: Executive Director $75,000 40 hrs. $75,000 Office Manager 45,000 40 hrs. 45,000 Phone Staff 40,000 40 hrs. 40,000 Field Staff – Western WA 30,000 25 hrs. 30,000 Field Staff – Eastern WA 30,000 25 hrs. 30,000 Field Staff – Western WA 30,000 25 hrs. 30,000 Field Staff – Eastern WA 30,000 25 hrs. 30,000 Field Staff – Western WA 30,000 25 hrs. 30,000 Field Staff – Eastern WA 30,000 25 hrs. 30,000 $340,000

Benefit Cost Note: In the West, hourly wages and salaries averaged $26.16 and accounted for 70.5 percent of all


required benefits averaged $2.99 per hour worked, the highest benefit cost, and accounted for 8.1 percent of total compensation costs in the West. Insurance benefits averaged $2.83 per hour and

represented 7.6 percent of employer costs, while paid leave averaged $2.60 per hour, or 7.0 percent of total compensation costs. Legally required benefits, which include Social Security, Medicare, unemployment insurance (both state


Bureau of Labor Statistics Employer Costs for Employee Compensation for the Regions – March 2018

Based on the above information, employee costs to employer for 6 FTEs may be approximately:

Legally required benefits $52,862 (includes Social Security, Medicare, unemployment,

workers’ compensation) Insurance benefits $35,318 (includes life, health, short- and long-term disability)

Paid Leave $45,968 (includes vacation, holiday, sick, personal leave)

$134,148

Conference Cost Mini Conference (2 per each region = 12) $96,000

Statewide Conference (2) $60,000 $156,000


Travel, hotel, meals, misc. $80,000

TOTAL $710,148 Plan D. FPAWS Business Plan 2018 Staffing Level

1. 1 Executive Director (F/T) 2. 1 Office Manager (F/T) 3. 1 Phone Staff (F/T) 4. 1 Field Staff to cover Western Washington (P/T) 5. 1 Field Staff to cover Eastern Washington (P/T)

Plan D (First Year) - Expenses Salaries: Executive Director $75,000 40 hrs. $75,000 Office Manager 45,000 40 hrs. 45,000 Phone Staff 40,000 40 hrs. 40,000 Field Staff – Western WA 30,000 25 hrs. 30,000 Field Staff – Eastern WA 30,000 25 hrs. 30,000 $220,000 Note: By keeping Field Staff at 25 hrs. for first year, employee expenses are lowered. Benefit Cost Note: In the West, hourly wages and salaries averaged $26.16 and accounted for 70.5 percent of all


required benefits averaged $2.99 per hour worked, the highest benefit cost, and accounted for 8.1

percent of total compensation costs in the West. Insurance benefits averaged $2.83 per hour and represented 7.6 percent of employer costs, while paid leave averaged $2.60 per hour, or 7.0 percent of

total compensation costs. Legally required benefits, which include Social Security, Medicare, unemployment insurance (both state


Bureau of Labor Statistics

Employer Costs for Employee Compensation for the Regions – March 2018

Based on the above information, employee costs to employer for 3 FTEs may be approximately: Legally required benefits $26,431 (includes Social Security, Medicare, unemployment,

workers’ compensation)

Insurance benefits $17,659 (includes life, health, short- and long-term disability) Paid Leave $22,984 (includes vacation, holiday, sick, personal leave)

$51,184

Conference Cost

Mini Conference (2 per each region = 12) $96,000 Statewide Conference (2) $60,000

$156,000

Travel, hotel, meals, misc. $40,000


TOTAL $467,184

FPAWS Mini-Conferences

In 2005, the FPAWS Board chose to take a role in supplementing foster parent training. Our FPAWS Board Members, typically veteran foster parents, foster/adopt parents/ kinship parents and foster care alumni, have experienced the need for training events that are tailored to meet the many challenges of caregiving.

Purpose:

FPAWS Mini-Conferences strive to address the many needs present in the foster care world including but not limited to: recruitment, retention, training, socialization, culture building, youth involvement, community building, better foster parent/social worker relationships, and most importantly, better outcomes for kids in care.

FPAWS has built partnerships with the Children’s Administration, Child Placing Agencies, Alliance for Child Welfare Excellence, Fostering Together, Fostering Washington, local mental health agencies, local foster parent leaders, CASA/GAL, local resources, independent trainers, the Ombuds Office, Coordinated Care and others, to bring current and future caregivers the opportunity to build a strong, healthy fostering experience.

Goals: FPAWS Mini-Conference

These are one or two day mini-conferences put together by their caregiving peers, supported by

their agencies and others that care about them and the kids in their home.

1) Training that is relevant and interesting. 2) Empower caregivers to be part of the team. 3) Shows caregivers that they are cared about.

a. Daycare b. Good food c. Prizes d. Comfortable setting e. Opportunity to have a voice, build team and develop leadership skills.

4) Come for training hours and leave challenged to be part of what can be. 5) Celebrate caregivers for the work caregivers do. 6) Welcome newly licensed caregivers to the team. 7) Invite those going through the licensing process to get a jump on training and meet

those doing the work in their community. 8) Invite folks considering foster care to meet and train with those doing the work. 9) Build a track for youth living in the attendee’s homes.

a. Relevant training in the morning b. Opportunity to have a voice, build team and develop leadership skills. c. Good food d. Organized afternoon outing e. Prizes


The purpose of this section is to highlight the organization and many of the tasks of an FPAWS Mini-

Conference.

3-6 Months from the Mini

1. Pick a location, One day, Two day? a. Conference Center b. Church c. Food d. Daycare issues? e. Teen event? f. Fundraising?

2. Send out “Save the Date” 3. Area population? Expected attendance, estimated cost. 4. Contact Local support people, FPAWS Board Members, Fostering Together, Eastern Wash

Univ., Coordinated Care, Ed Troyer & Crime Stoppers 5. Pick Classes and Trainers, FPAWS Board Members, Coordinated Care, Local Trainers, others

as needed. 6. Build the website and release for registration. 7. Send out email reminder.

At the Event

1. Board Member’s duties. a. Registration /Information table b. Set up c. Toys d. Training e. FPAWS sales table f. Raffle


Mini-Conference Schedule

8:00- 9:00 Registration / Socialize 9:00 – 10:00 General Session

a. FPAWS b. Fostering Together c. Foster Washington d. Local Agencies, CPA, Mental Health e. CASA/GAL f. Local supports g. Ombuds h. others

10:15 – 10:30 Break 10:30 – 12:00 Classes

a. Class one b. Class two c. Additional classes for larger communities

12:00 – 1:00 Lunch 1:00 - 4:00

a. Class one b. Class two c. Additional classes for larger communities

4:00 – 4:30 Raffle, Toy & Book Giveaway

Currently FPAWS conducts up to 6 Mini-Conferences per year and 1 Northwest Caregivers Conference.

Mini-Conferences attract 80-100 attendees in larger cities to 25-40 attendees in smaller cities. We

believe these numbers will grow as we increase our ability to provide childcare and the adolescent track.

With additional funding, these events can be expanded as stated earlier in our Goals section. We can also

provide Mini-Conferences to areas that need additional attention.

Costs:

Historically the FPAWS Board has volunteered their time and money to build 6 or 7 Mini-Conferences

around the State. The Mini-Conferences have been well received by attendees. Our motivation to

continue these Mini-Conferences has often been fueled by appreciation of caregivers and donors that

see value in these events. To be able to sustain these events beyond the generosity of the FPAWS Board,

FPAWS is seeking funding from the Department of Children Youth and Families, the Legislature and

others to create a Mini-Conference system that includes paid staff and programing that expands the

reach to include; current caregivers, adolescents in care, those going through the licensing process and

those that are considering foster care.


Each Mini-Conference can present differing settings and costs. The Bremerton Mini-Conference would

represent and average cost. Note that we have sited minimal amounts and could spend more on food

and beverages. This is also just a one-day training. If we add Friday night, we would spend more. Hotel

charges could be doubled depending on the city and number of volunteers needing a room. It is our plan

to save money at some settings to have funds needed at others.

Example of Mini-Conference costs:

Bremerton Mini-Conference – Kitsap Conference Center

1. Conference Center, parking and food for 80 = $3000.00 2. Daycare/food for 40 children- $1200.00 3. Volunteer Staffing/Hotel $1000.00

Addition costs:

4. Staff/Conference $2000.00 5. Adolescent Adventure & staff cost/average $2000.00 6. Additional food, incentives, prizes, & awards $1000.00

Total: $10,200.00

The Annual FPAWS Pacific Northwest Caregivers Conference at Great Wolf Lodge brings hundreds of

families together to play and learn, (12 hours of training). This includes a celebration of Social Workers,

Elected Officials, Kinship Heroes, and Programs that support foster care.

This 3-day training conference and awards banquet is held each May. The total cost for this event in

2016 was $37,630, in 2017 $39,817. FPAWS is looking create an equivalent event on the Eastside of

Washington when the funds are available.


FPAWS Theory of Change FPAWS decision to build our Mini-Conferences was highly influenced by our knowledge that here was a

need for caregiver training, and something more than training. We believe caregivers need to gather

with each other for comradery, support and an influx of hope for a better future. There are

opportunities to build community and break the sense of isolation or disconnection.

Albert Bandura’s Social Learning Theory posits that people learn from one another, via observation,

imitation, and modeling. The theory has often been called a bridge between behaviorist and cognitive

learning theories because it encompasses attention, memory, and motivation.

People learn through observing others’ behavior, attitudes, and outcomes of those behaviors [1]. “Most

human behavior is learned observationally through modeling: from observing others, one forms an idea

of how new behaviors are performed, and on later occasions this coded information serves as a guide

for action.” (Bandura). Social learning theory explains human behavior in terms of continuous reciprocal

interaction between cognitive, behavioral, and environmental influences.

Our FPAWS Mini-Conferences create an environment with the necessary conditions for effective

modeling. Our goal to improve the lives of caregivers and the kids they care for sets the stage for

positive change and learning.

Attention — various factors increase or decrease the amount of attention paid. Includes distinctiveness,

affective valence, prevalence, complexity, functional value. One’s characteristics (e.g. sensory capacities,

arousal level, perceptual set, past reinforcement) affect attention.

Retention — remembering what you paid attention to. Includes symbolic coding, mental images,

cognitive organization, symbolic rehearsal, motor rehearsal

Reproduction — reproducing the image. Including physical capabilities, and self-observation of

reproduction.

Motivation — having a good reason to imitate. Includes motives such as past (i.e. traditional

behaviorism), promised (imagined incentives) and vicarious (seeing and recalling the reinforced model)

Bandura believed in “reciprocal determinism”, that is, the world and a person’s behavior cause each

other, while behaviorism essentially states that one’s environment causes one’s behavior [2], Bandura,

who was studying adolescent aggression, found this too simplistic, and so in addition he suggested that

behavior causes environment as well [3]. Later, Bandura soon considered personality as an interaction

between three components: the environment, behavior, and one’s psychological processes (one’s ability

to entertain images in minds and language).

References

1.Bandura, A. (1977). Social Learning Theory. New York: General Learning Press.

2.Bandura, A. (1986). Social Foundations of Thought and Action. Englewood Cliffs, NJ: Prentice-Hall.

3.Bandura, A. (1973). Aggression: A Social Learning Analysis. Englewood Cliffs, NJ: Prentice-Hall.


Our evaluations attempt measure Attention, Retention, Reproduction, Motivation to show how our

theory of change demonstrates our vision for the lasting social impact we hope to create in the

Washington State Foster Care System.


Thank you for taking the time to evaluate our FPAWS Mini-Conference and the trainings you attended.

FPAWS is committed to celebrating caregivers for the work you do, by having these events. The FPAWS

Board and our partners appreciate your input, so we can grow our Mini-Conferences to be the best they

can be. Please use the space available to make comments.

Trainer___________________ Training__________________

Strongly Agree

4

Agree

3

Disagree

2 Training was relevant to my needs as a caregiver. Materials provided were helpful.

Length of training was sufficient. The content was well organized.

Questions were encouraged. Instructions were clear and understandable.

Training met my expectations. The trainer and the training were effective. I will be able to implement these ideas.

This FPAWS Mini-Conference will help me have a better caregiver experience.

This FPAWS Mini-Conference helps me feel better connected to the caregiver community.

This FPAWS Mini-Conference helps me feel valued as a caregiver.

Please let us know what other trainings you would like to see next time we come to your community.

FPAWS Mini-Conference

& Training Evaluation


Notably, FPAWS promotes, in all our interactions, with folks involved with the foster care system and

significantly fitted to the hopes and aspirations of the new Department of Children Youth and Families,

is supported by the CHAMPS Playbook. http://fosteringchamps.org/wp-

content/uploads/2018/02/CHAMPS-Policy-Playbook-Oct2017-1.pdf

From the Champs Playbook: “CHAMPS -- which stands for CHildren Need AMazing ParentS –brings

together national, state and local organizations with a shared interest in promoting positive outcomes

for children and youth in foster care and their families. CHAMPS is a policy reform campaign based on

research that shows loving, supportive families –whether birth, kin, foster or adoptive – are critical to

the healthy development of all children. The overarching goal of CHAMPS is to promote better

outcomes for children by ensuring that foster parents, including relative foster parents, are equipped

with the training, support and services they need to meet the complex needs of children in their care.”

From their website http://fosteringchamps.org/

Thank you for your consideration, Mike Canfield, Executive Director FPAWS

360-990-1255, [email protected]

FPAWS Board of Directors,

Co-Presidents - Mary-Jeanne Smith, Larry Smith

Vice-President - Connie Kerbs

Secretary - Becky Birman

Treasurer - Kelly Conway

Directors: Gina Coats, Tess Thomas, Talya Miller Celeste DeFlaviano, Nancy Schrader, Wendy Troyer

Past Presidents – Amy Gardner, Beth Canfield

[email protected]

www.fpaws.org

800-391-CARE (2273)

Foster Parents Association of Washington State

1281 Sylvan Way #3008

Bremerton, Washington 98310

http://fosteringchamps.org/wp-content/uploads/2018/02/CHAMPS-Policy-Playbook-Oct2017-1.pdf

http://fosteringchamps.org/wp-content/uploads/2018/02/CHAMPS-Policy-Playbook-Oct2017-1.pdf

http://fosteringchamps.org/

mailto:[email protected]

mailto:[email protected]

http://www.fpaws.org/

fpaws business plan 2019 · 2019-02-16 · fpaws business plan 2019 of the foster homes licensed in...

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