FY27 480-40-3713 Maternal Child Home Visiting

1. Home visiting A. Support home visiting subcontractors in successfully meeting the following IDEC home visiting program requirements, through individual or group technical assistance, Communities of Practice, Reflective Learning Groups, or coaching. (Details of the home visiting program requirements are listed in Appendix A). i. Model fidelity, standards, and best practices ii. Program policies and procedures iii. Hiring and compensation iv. Professional development v. Reflective supervision and reflective practice vi. Infant/Early Childhood Mental Health Consultation vii. Program capacity viii. Priority populations ix. Service plans, assessments and screenings x. Community-centered program services xi. Screening, enrollment, and collaboration xii. Community systems development and cross-program referrals xiii. Data and data systems xiv. Quality assurance and program improvement xv. Family voice B. Maintain a program manual that addresses how technical assistance and quality assurance supports specific to program development for all of the above activities are carried out. (Please send the manual with the Q3 PPR.) Report quarterly in the PPR on specific programmatic accomplishments, challenges, and TA provided to overcome challenges. 2. Doula enhancement for home visiting A. Support doula subcontractors in successfully meeting the following IDEC doula enhancement requirements, through individual or group technical assistance, Communities of Practice, Reflective Learning Groups, or coaching.(Details of the doula program requirements are listed in Appendix B). i. Core program services ii. Hiring and compensation iii. Professional development iv. Reflective supervision and reflective practice v. Clinical consultation vi. Program capacity vii. Community-centered program services viii. Community systems development and cross-program referrals ix. Quality assurance and program improvement B. Maintain a program manual that addresses how technical assistance and quality assurance supports specific to program development for all of the above activities are carried out. (Please send the manual with the Q3 PPR.) C. Report quarterly in the PPR on specific programmatic accomplishments, challenges, and TA provided to overcome challenges. 3. Moving Beyond Depression demonstration project A. Support selected subcontractors in successful implementation of Moving Beyond Depression, through individual or group technical assistance, Communities of Practice, Reflective Learning Groups, or coaching. B. Support ongoing training and consultation provided by Illinois Team Leader and Cincinnati Children’s Hospital and Medical Center. C. Support Clinical Consultation provided by the Illinois State Leader. D. Maintain an updated program manual that describes the project model (including purpose and how it works) and addresses how all of the above technical assistance and quality assurance supports are carried out. (Please send the manual with the Q3 PPR.) E. Report quarterly in the PPR on specific programmatic accomplishments, challenges, and TA provided to overcome challenges. 4. Justice system (jail) demonstration project A. Support selected subcontractors in successful implementation of the demonstration project, through individual or group technical assistance, Communities of Practice, Reflective Learning Groups, or coaching. B. Maintain an updated program manual that describes the project model (including purpose and how it works) and addresses how all of the above technical assistance and quality assurance supports are carried out. (Please send the manual with the Q3 PPR.) C. Report quarterly in the PPR on specific programmatic accomplishments, challenges, and TA provided to overcome challenges. 5. Home visiting for unhoused families project A. Support selected subcontractors in successful implementation of this demonstration project, through individual or group technical assistance, Communities of Practice, Reflective Learning Groups, or coaching. B. Maintain an updated program manual. The program manual must: i. Describe the innovation project model (including purpose and how it works). ii. Describe how all of the above technical assistance and quality assurance supports are carried out, specific to this innovation. iii. Please send the manual with the Q3 PPR. C. Report quarterly in the PPR on specific programmatic accomplishments, challenges, and TA provided to overcome challenges. 6. Illinois newcomer families demonstration project A. Support selected subcontractors in successful implementation of this demonstration project, through individual or group technical assistance, Communities of Practice, Reflective Learning Groups, or coaching. B. Maintain an updated program manual that describes the project model (including purpose and how it works) and addresses how the above technical assistance and quality assurance supports are carried out. (Please send the manual or description of supports with the Q3 PPR.) C. Report quarterly in the PPR on specific programmatic accomplishments, challenges, and TA provided to overcome challenges. 7. Provide the following additional supports to MCHV subcontractors: A. A comprehensive data management system specific to the needs of home visiting and doula programs will be developed and maintained to allow program staff to have access to real-time reports to help them manage and continuously improve their programs, and to allow the Provider to more fully assess program performance. Subcontractor staff will receive initial and ongoing technical assistance support on the data management system, known as DataPoints. B. Work closely with Maternal Child Home Visiting subcontractors around initial budget development, subsequent amendments, and timely submission of quarterly cost reports to ensure effective and efficient use of public funding. C. Implement a leveled system of technical assistance using a “continuum of intensity” including universal, targeted and intensive TA based on program and staff need. D. Utilize research and program development staff to support program improvement and innovation as needed. E. Carry out Continuous Quality Improvement (CQI) to assure the provision of high-quality services. CQI is a data-driven process for improving programmatic services, processes, capacity, and improving program outcomes. CQI can utilize quantitative data and/or qualitative data. CQI includes the development of measurable program objectives and the testing of strategies for improvement. Plan-Do-Study-Act (PDSA) is one commonly used framework for carrying out CQI. F. Report quarterly in the PPR on key accomplishments, challenges, and strategies to overcome challenges related to TA and subcontractors' program development. Home Visiting Services--Subcontractor Requirements a. Home visiting model i. Implement one of the following evidence-based home visiting models with fidelity: o Early Head Start Home-Based (EHS) o Healthy Families America (HFA). Note: Successful applicants must request the HFA child welfare protocol from the HFA National Office within 6 months of the contract start date o Nurse-Family Partnership (NFP) o Parents as Teachers (PAT). ii. Programs must be in good standing with their national model. iii. Prior approval from the Department must be secured prior to any anticipated change to the program model. b. Program policies and procedures i. Maintain written local program policies and procedures that are consistent with the program standards set by one of the four home visiting models noted above. ii. Review and incorporate all policies and procedures found on the igrow Illinois Administrative Resources webpage. Including those related to assessments and screening, and dual enrollment. iii. Maintain written policies and procedures for connecting referred families to other available services when your program has no openings. iv. Assure compliance with the Health Insurance Portability and Accountability Act of 1996 (HIPAA). v. For educational institutions, assure compliance with the Family Educational Rights and Privacy Act (FERPA). c. Hiring and compensation i. Recruit, hire, and retain home visitors who collectively reflect the communities they serve, and effectively build rapport and communicate with families, following the guidance in their program model. ii. Fill any staff vacancies without delay. iii. Assure all home visitors and supervisors join the Gateways to Opportunity Registry. iv. Assure that home visitors receive the salaries shown in the table below, at minimum. Assure that home visiting supervisors receive the salaries shown below, at minimum, if the supervisor is at least 50% FTE on this grant. Position Minimum Salary for 1.0 FTE Home Visitor 6-County Metropolitan Chicago Area (Cook, DuPage, Kane, Lake, McHenry, Will)$47,268 Rest of the State $41,204 Home Visiting Supervisor (if the supervisor is at least 50% FTE on this grant) 6-County Metropolitan Chicago Area (Cook, DuPage, Kane, Lake, McHenry, Will) $59,598 Rest of State $52,864 d. Professional development i. Assure that home visitors receive program-specific training and ancillary training according to the standards specified by the home visiting model. ii. Assure that all staff participate in training required by IDEC. iii. Maintain documentation of the training received by each direct service staff and supervisor. e. Reflective supervision and reflective practice i. Follow the home visiting model's required supervisor/home visitor ratio to ensure adequate supervision. ii. Provide home visitors with the individual reflective supervision hours required by the model. iii. Maintain documentation of supervision, team meetings, field observations, training, and other staff development led by the supervisor. f. Infant/Early Childhood Mental Health Consultation (IECMHC) i. Utilize Infant/Early Childhood Mental Health Consultation (IECMHC) as described in the IECMHC Illinois Model. ii. Receive a minimum of 72 hours of consultation per year, which encompasses consultation provided to the supervisor, home visitors, coordinated intake, and doulas, if any. iii. The minimum rate is $150 per hour. Consultants must be listed in the Illinois Registry of IECMH Consultants. iv. Describe ongoing activities with Infant/Early Childhood Mental Health Consultants. g. Program capacity i. Service capacity is the number of families enrolled at a point in time if the program were operating with trained and experienced home visitors funded by this program. This number does not change if the program is not fully staffed (for example, if there is a vacancy). The service capacity number per 1.0 FTE home visitor is as follows: o Early Head Start: 10 families o Healthy Families America: 12 families o Nurse-Family Partnership: 25 families o Parents as Teachers: 15 families ii. Programs that have been active for a year or longer will maintain at least 85% of their maximum service capacity. iii. Programs must have a plan in place for maintaining continuity of services to home visiting families if their home visitor is on extended leave or leaves the agency. h. Priority populations i. Prioritize the MIECHV and ELC priority populations for enrollment. ii. If there are open slots in the program, the program must accept all referrals of model-eligible families with child welfare involvement and model-eligible families experiencing homelessness, regardless of family income. i. Service plans, assessments, and screenings i. Develop and update a service plan or goal plan for each participant within the timeframe required by the model. ii. For each participant, complete any model-required assessments within the timeframe required by the model. iii. For child participants, conduct developmental screenings using a screening tool approved by the Department and refer to services as indicated. iv. For adult participants, conduct assessments and refer as to services as indicated on the igrow Illinois Benchmark Resources webpage. v. For adult participants, provide education on topics including but not limited to breastfeeding, safe sleep, well-child visits, and postpartum care, and refer to services as needed. j. Community-centered program services i. Provide model-specific home visiting services that are responsive to the community to be served. ii. Provide program materials (e.g., brochures, curricula, handouts, etc.) that are appropriate for the community to be served, taking into account literacy levels, etc. iii. If the applicant is proposing a supplement to home visiting services, such as parent-led groups, please describe these services, including the rationale for these services, evidence-based curriculum used, number of parents served during FY24, number of parents currently enrolled, and the projected number of parents to be served in FY26. k. Screening, enrollment, and collaboration i. Participate in the local All Our Kids (AOK) Network, Integrated Referral and Intake System (IRIS), or other coordinated intake and referral initiative, where such a system exists. (If there is no such initiative in your program's geographic area, this requirement does not apply to your program.) ii. Engage in community public awareness and outreach activities to support program enrollment. iii. Avoid dual enrollment in more than one intensive home visiting program. iv. Avoid waitlisting families when there are open home visiting slots offered by another local program (for example, by establishing referral partnerships with the other program). v. Respond to all referral sources with the status of referrals and timeline for enrollment within two (2) business days of receiving the referral. vi. Respond to all follow-up inquiries from referral sources) within two (2) business days of receiving the inquiry. vii. Track trends related to the population served and adjust program plans to assure that families from priority populations are prioritized for services. l. Community systems development and cross-program referral systems, where collaborative networks exist i. Participate actively as a member of at least one local community collaboration to support the goals and principles defined in the latest Joint Statement on Community Systems, Coordinated Intake, and IRIS. o Share with the collaboration available, relevant, aggregated program data that contribute to community needs assessment, setting a common agenda, or other local initiatives. o Promote shared messaging and materials from the collaboration among families and staff. ii. Assist participating families in connecting with Early Intervention (El), through the local Child and Family Connections (CFC) office Illinois Department of Early Childhood (IDEC) Office Locator using the standard referral form and procedures. iii. Assist participating families in connecting with medical providers and with ancillary services such as mental health services, the Women, Infant, and Children (WIC) program, substance exposure and recovery services and intimate partner violence services. m. Data and data systems i. With written consent from participants, use the information management system to record information on program participants, and the activities of program staff. ii. Maintain an individual case record for each family enrolled in the home visiting program. Record required demographic data. Information for each month must be entered in the data system by the fifth (5th) day of the following month. iii. Collect and report benchmark data as jointly agreed upon between IDEC and the contractor. iv. Participate in regular data calls coordinated by the contractor, to assure data quality and completeness. n. Quality assurance and program improvement i. Implement a plan for quality assurance, as specified by the home visiting model. ii. Participate in Continuous Quality Improvement (CQI) efforts offered by the contractor. o. Family Voice i. Regularly incorporate input from home visiting families to improve program quality, as specified by the home visiting model. ii. Invite families to participate in local collaborations and advisory bodies. Doula Services—Subcontractor Requirements (for subcontractors that use the doula enhancement) a. Provide core program services i. Promote active engagement of new program families in long-term home visiting services through initial prenatal and intrapartum program experiences ii. Provide seamless transitions from doula to home visiting-only services iii. Promote a parental sense of confidence, competence, and comfort in the mother's physical, emotional, and social transition into parenthood iv. Promote positive health practices for developing baby and new parent v. Promote a growing sense of emotional availability, attunement, and engagement with the developing and new infant vi. Prepare for labor and delivery and provide intrapartum doula support in an effort to bring about positive birth outcomes for infant and parent vii. Support newborn care and feeding viii. Organize and facilitate prenatal groups b. Hiring and compensation i. Recruit, hire, and retain doulas who reflect the community served and effectively build rapport and communicate with families. ii. Fill any staff vacancies without delay. iii. The program must maintain two (2) full time equivalent (FTE) home visitors for every one (1) FTE doula. The goal is to have all doula participants transition into the long-term home visiting program. Because doula services are time-limited, doulas serve more families over the course of a year than a home visitor. Generally, a ratio of at least two (or more) home visitors for every doula will ensure that there will be enough home visitors to serve all participants who are finishing doula services. iv. Doulas should be available on-call 24/7. They must have flexible schedules because it is crucial that they be present during labor and delivery, and births often happen outside of normal working hours. This expectation should be made clear to candidates for doula positions, and programs should keep this requirement in mind in deciding how they will grade and compensate doula positions. v. Doulas should co-facilitate a series of prenatal groups. Prenatal groups offer an efficient way for parents-to-be to learn about prenatal care and the birthing process while connecting with a peer group and continuing to build a relationship with their doula. vi. Programs must ensure that there is backup capacity so that participants will receive doula support when their primary doula is on vacation, ill, unable to attend a birth, or when there are vacancies in the program. This will generally mean having at least two (2) doulas as part of a program's staffing pattern, but backup can also be achieved by having a supervisor trained as a doula or by having a part-time position in addition to a full-time doula. vii. Doulas work in collaboration with home visitors to ensure a smooth transition between doula and home visiting services. viii. Assure that doulas receive the salaries shown in the table below, at minimum. The indicated minimum salaries for supervisors are strongly recommended. Assure that doula supervisors receive the salaries shown below, at minimum, if the supervisor is at least 50% FTE on this grant. Position Minimum Salary for 1.0 FTE Doula 6-County Metropolitan Chicago Area (Cook, DuPage, Kane, Lake, McHenry, Will) $48,686 Rest of the State $42,440 Doula supervisor (if the supervisor is at least 50% FTE on this grant) 6-County Metropolitan Chicago Area (Cook, DuPage, Kane, Lake, McHenry, Will) $59,598 Rest of the State $52,864 c. Professional development i. Program supervisors will be offered technical assistance from the Start Early Professional Learning Network. ii. New doulas must receive pre-service and in-service training from the Start Early Professional Learning Network. Doulas must complete training in the home visiting model, in addition to doula training. iii. Doulas must maintain their doula certification (for example, from DONA International). d. Reflective supervision and reflective practice i. Doulas must regularly receive individual reflective supervision from the doula supervisor. ii. Doula programs will utilize Infant/Early Childhood Mental Health Consultation (IECMHC) as described above in Home Visiting program deliverables, Section f. e. Clinical consultation i. Programs must contract with a clinical consultant. A clinical consultant is part of the doula model so that doulas have the support they might need to serve participants who have medically complicated pregnancies. These consultants are generally registered nurses, midwives, or other professionals who have training in the medical aspects of pregnancy and childbirth. ii. Ideally, clinical consultation will take place in person, but consultation may be conducted virtually as needed. iii. Clinical consultants are generally contracted for about 10 hours per month. iv. The hourly rate for clinical consultants starts at $150 per hour for virtual consultation (some consultants will add travel expenses for in-person consultation). f. Program capacity i. The caseload for a 1.0 FTE doula is nine (9) participants at a single point in time. Some of these persons are pregnant; some are postpartum. Doulas attend approximately two births every month. Doula caseload sizes are smaller than those for other home visitors because of the extended time spent with the birthing parent during labor and delivery. ii. The doula intervention is time-limited (generally lasting for about five months) so a caseload of nine (9) or ten (10) families at any one point in time would result in a doula serving approximately 23 families over the course of a year. g. Community-centered program services i. Provide doula services that are responsive to the community to be served. ii. Provide program materials (e.g., brochures, curricula, handouts, etc.) that are appropriate for the community to be served, taking into account literacy levels, etc. h. Community systems development and cross-referrals i. The ability of doulas to be present during the labor and delivery process is key to the success of this service. Programs must have written or verbal agreements with local birthing hospitals and birthing centers that ensure that the hospital/center will allow doulas to attend the births of their participants. ii. The program should also have memoranda of understanding (MOUs) or other mechanisms in place with prenatal clinics, WIC programs, etc. to ensure that pregnant persons in the program's population will be referred by the 26th week of pregnancy. i. Quality assurance and program improvement i. Track birth outcomes and utilize data to inform and improve practice.