Search

In accordance with the Home Visiting Accountability Act of 2012 (SB566/HB699) and Human Services Article §8-506 and 8-507 of the Annotated Code of Maryland, the Governor’s Office of Crime Prevention, Youth, and Victim Services together with and on behalf of the Children’s Cabinet is required to submit a report every two years on State-funded home visiting programs.

In March 2010, the Affordable Care Act established the Maternal, Infant and Early Childhood Home Visiting (MIECHV) program which provided federal funds for evidence-based home visiting programs in each state and the U.S. territories based on the number of children living below poverty level.

It is with great pride that I present to you the Governor’s Office for Children’s FY 2016 and FY 2017 combined Annual Report. The Governor’s Office for Children is committed to working in conjunction with the Children’sCabinet and each of the 24 Local Management Boards to invest in human capital improvements that support Governor Hogan’s vision of an economically secure Maryland.

This report represents the second summary of Maryland's efforts to improve outcomes for vulnerable populations through home visiting programs that support maternal, child, and family health. It describes the results of standardized reporting from sites across program models and funding sources, and compares data from the baseline collection completed for FY2015.

This report details the processes in place and in development to support out-of-state placement determinations, monitoring, and reviews. Section 43 of the Report on the Fiscal 2018 Operating Budget and the Capital Budget and Related Recommendations has required GOC, MSDE, and DHS to provide a report.

This Notice of Funding Availability provides an opportunity for local jurisdictions, through their Local Management Boards (Boards) working jointly with key stakeholders, to assess community needs, develop a community plan, and identify specific research-based or promising strategies to improve the outcomes for children and families in their communities.

Governor Hogan has made restoring Maryland’s economy his principal priority and firmly believes that continually improving human capital is vital for economic growth.

This report provides the first glimpse at how Maryland supports maternal, child, and family health through home visiting programs. It describes the results of standardized reporting from sites across program models and funding sources.

Home visiting programs support early parenting practices to confer measurable and long-term benefits for children’s development. Home visiting is a method of service delivery and not a theoretical approach or a specific program model.

On behalf of the Governor’s Office for Children (GOC) and the Children’s Cabinet, I am pleased to present the latest edition of Maryland’s Results for Child Well-Being. This report represents more than a decade-long commitment to collecting and evaluating some of the most important data and information about Maryland’s children and the programs that serve them.

Home visiting programs support early parenting practices to confer measurable and long-term benefits for children’s development. Home visiting is a method of service delivery and not a theoretical approach or a specific program model.

The Children’s Cabinet is committed to prevention, early intervention, and community-based services to ensure that the needs of Maryland’s children and families are being met. To ensure that all children are healthy and have the opportunities to meet the challenges of a changing global economy, we continue to follow-through with ambitious plans to improve student achievement and school, college and career readiness by 25% by 2015, and to end childhood hunger by 2015.

The Children’s Cabinet is committed to prevention, early intervention, and community-based services to ensure that the needs of Maryland’s children and families are being met. To ensure that all children are healthy and have the opportunities to meet the challenges of a changing global economy, we continue to follow-through with ambitious plans to improve student achievement and school, college and career readiness by 25% by 2015, and to end childhood hunger by 2015.

The Children’s Cabinet is committed to prevention, early intervention, and community-based services to ensure that the needs of Maryland’s children and families are being met. To ensure that all children are healthy and have the opportunities to meet the challenges of a changing global economy, we continue to follow-through with ambitious plans to improve student achievement and school, college and career readiness by 25% by 2015, and to end childhood hunger by 2015.

On behalf of the Governor’s Office for Children (GOC) and the Children’s Cabinet, I am pleased to present the 2010 Results for Child Well-Being for the State of Maryland.

The Children’s Services Outcomes Measurement System (CSOMS) was developed to evaluate the outcomes of services provided by residential child care programs and treatment foster care providers that are State-operated or State-supported in accordance with Human Services Article, § 8-1004, Annotated Code of Maryland. CSOMS has been in operation since July 1, 2008. For more than three years, CSOMS has functioned as a live evaluation system, a positive outcomes evaluation tool for State agencies and providers, and implemented a data collection process that is convenient for the State Agencies, Local Lead Agencies, and service providers to utilize.

The Children’s Cabinet is committed to prevention, early intervention, and community-based services to ensure that our children and families’ needs are being met. For over ten years, Maryland has tracked eight target areas and developed statewide indicators to measure and report on child well-being to in-form decisions by State and local partners. This report is among the longest, continuously reported re-sults and indicators for children and families in the nation and reflects our commitment to our State’s long-term success.

The Children’s Services Outcomes Measurement System (CSOMS) was developed to evaluate the outcomes of services provided by residential child care programs and treatment foster care providers that are State-operated or State-supported in accordance with Human Services Article, § 8-1004, Annotated Code of Maryland. CSOMS has been in operation since July 1, 2008. For more than three years, CSOMS has functioned as a live evaluation system, a positive outcomes evaluation tool for State agencies and providers, and implemented a data collection process that is convenient for the State Agencies, Local Lead Agencies, and service providers to utilize. [Updated link includes title page.]

These Results and Indicators allow us to mark progress, under-stand trends over time, evaluate the current status, set priorities, and develop effec-tive programs to meet the demonstrated needs of children and families in Mary-land. Over the past year, a dedicated group of individuals from the State and pri-vate sector has taken a critical look at the information that has been reported over the past ten plus years to gauge its use and effectiveness for child-serving agencies today. As a result of this review, this will be the last year for the current format of this Results book. It is our intent that the revised format and information will pro-vide timely and useful data as Maryland continues its efforts to improve outcomes and results for children, youth, and their families.

The information and statistics contained in Maryland’s Results for Child Well-Being will be used to research and evaluate the status of all children. Through the StateStat process, we will incorporate outcome based accountability and results- based service delivery to drive progress.

This collaboration has provided the vehicle by which the Children‘s Cabinet has developed and implemented initiatives, targeted resources and, improved outcomes for Maryland‘s at-risk children and families. In collaboration with community partners and stakeholders, the Children‘s Cabinet developed The Maryland Child and Family Services Interagency Strategic Plan to implement a coordinated effort to better meet the needs of at-risk children, youth, and their families. This plan will guide the work of the Children‘s Cabinet over the next few years.

It is my pleasure to submit to you our FY 2007 Annual Report. The Governor’s Office for Children (GOC) experienced a number of exciting accomplishments over the last fiscal year and is excited about the work ahead. This report offers an overview of GOC, background on each of the four components of GOC and highlights and accomplishments within each component, overview of the Children’s Cabinet, and highlights and accomplishments from each of the 24 Local Management Boards (LMBs).

The Children’s Cabinet, led by the Executive Director of the Governor’s Office for Children (GOC), will work collaboratively to create and promote an integrated, community-based service delivery system for Maryland’s children, youth and families. Our mission is to improve the wellbeing of Maryland’s children.

This publication is our report to the community; one that is meant to promote, support, and identify the needs of our children. While we have many successes to highlight, we must continue to support an interagency approach to serving children and families in order to ensure that all children are safe, healthy, and well prepared for adulthood.

This year has seen dramatic changes in the Subcabinet for Children, Youth and Families. As Chair of the Subcabinet, I have had the privilege of working with the Governor’s Cabinet Members to promote coordination and seamless delivery of services to children and families, and to prevent duplication and gaps in services, so that every dollar spent is spent wisely and effectively. The Governor’s Office for Children, Youth and Families has undergone a complete restructuring, creating teams that cross-train and work closely with each other to facilitate an efficient use of resources to achieve our core mission. The Local Management Boards have made great strides in serving children and families with a single point of entry in their communities