In the paper the author discusses all major aspects of the proposed legal and social services program including EBP, services flowchart, program structure, employee responsibilities, as well as program goals and implementation.

1. RUNNING HEAD: PROGRAMMATIC OR INTERVENTION LOGIC PAPER
Programmatic or Intervention Logic Paper
Latagia Copeland-Tyronce [latagia.copeland@wayne.edu]
Wayne State University School of Social Work
Intervention & Program Planning: SW 8015
April 14, 2018

2. PROGRAMMATIC OR INTERVENTION LOGIC PAPER
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BEST (EBP) PRACTICES IN RESPONSE TO THE PROBLEM
As discussed in the previous papers, my program’s aim is to adequately (and tangibly)
address the overrepresentation of African American families and associated negative outcomes
within the child welfare system. And as previously noted, there are several major contributors
that have helped to create this very complex but no less devastating social problem. That said,
my program would ideally be a two-pronged approach. The first prong of the program would be
policy work. ASFA must be countered and such racially protected federal law similar to ICWA
(of 1978) for Native Americans (The African Child Welfare Act) must be introduced and lobbied
for; this would be the responsibility of one full-time policy analyst and one full-time lobbyist.
The second prong of my program would be specialized legal services wherein three full-time
attorneys would be providing free competent, high quality, and aggressive legal services and/or
representation to low income African American parents (and families) in child welfare court
proceedings.
There has been plenty of research into the problem of overrepresentation of African
American families within the child welfare system. According to one social researcher, studies
show that Black or African American children are more likely to be reported, investigated,
substantiated and placed in care, and that they stay longer in care and are less likely to be
reunified with their families” (Hill, 2006). Moreover, racial, and ethnic disparities can be found
in child welfare at numerous decision points the major decision points include: The decision to
report suspected abuse or neglect; The decision to investigate; The decision to substantiate such
reports; The decision to allow a child to remain in the home and provide supports or services to
the family or remove the child from the home and place him or her in out of home care; The
decision to return the child to the family, maintain the child in out-of-home care, or terminate

3. PROGRAMMATIC OR INTERVENTION LOGIC PAPER
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parental rights and seek another permanent home for the child (Coalition for Juvenile Justice,
2008).
More than any other intervention with immediate impact potential, having competent and
aggressive legal representation at each one of these (Juvenile Court) decision points would have
an extremely beneficial effect on the both the children and their parents (and entire family).
Moreover, having this kind of legal representation would go a long way towards ensuring the
“reasonable efforts” mandate, keeping families together, making sure that (quality) services are
provided, and preventing needless and/or erroneous legal motions (including misrepresentation
of case facts) and procedures (especially termination of parental rights).
To elaborate further and to demonstrate the need of quality and aggressive legal
representation for African American families (especially the parents) trapped in the child welfare
system, according to a recent report from the Center for the Study of Social Policy when
examining Michigan’s overrepresentation issues, the Center concluded that advocacy on behalf
of African American families and children is insufficient in helping them participate in,
challenge, and negotiate the child protection system the (Center for the Study of Social Policy,
2009).
The systemic factors include: Inconsistent and often inadequate participation of parents
and youth in TDM meetings; Problematic court protocols that limit and, in some instances, mute
the voices of parents and youth; Weak legal representation for parents and youth, and limited
access to other forms of advocacy. The Center further concluded that inadequate mechanisms
exist for African American parents and youth to hold DHS, providers, and advocates accountable
for equitable treatment and quality services. These systemic factors are: Differential treatment of

4. PROGRAMMATIC OR INTERVENTION LOGIC PAPER
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African American families with minimal risk factors; Weak systems of monitoring existing
services and holding providers accountable for quality services delivered in an equitable
manner; Mistaken petitions and policy misinterpretations; and little or no accountability of court
appointed lawyers and judicial officers to the parents and children they encounter (Center for
the Study of Social Policy, 2009).
Moreover, and according to legal scholar Stephine Ledesma, due to the shift from
policies favoring reunification to policies encouraging quicker termination of parental (maternal)
rights and adoption culminated with the enactment of the AFSA; poor women, particularly
African American women, have a history of losing their children in juvenile court child
protection proceedings (Ledesma, 2014). Another legal scholar, Jane C. Murphy, sums up the
problem this way, “From the beginning, the juvenile courts and the broader social welfare system
intervened in the lives of destitute women to regulate and monitor their behavior, punish them
for ‘deviant’ mothering practices, and police the undeserving poor. Women were locked at the
private sphere of the family; their sole responsibility was to produce health offspring and provide
for the well-being of men. Poor women, single women, and women who worked outside the
home failed, by definition, to meet this responsibility. The legal and social welfare apparatus
developed to regulate and punish these ‘bad’ mothers by ‘saving’ their children” (Murphy,
1998).
According to recent report by the National Council on Disability, obtaining (competent
and aggressive) legal representation is a significant barrier for many parents facing termination
of parental rights. Moreover, the report also concluded that due to the lack of competent parental
legal presentation that the following routinely occurs: Evidence is not created to defend parents,
such as adapted baby care evaluation reports; Evidence is not presented, such as failure to

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present the court with evidence of adaptive equipment that will enable a parent to care for a child
or tackle emergency situations (such as bed-shaking smoke alarms for parents who are deaf); and
finally, evidence is not challenged, as in counsel failing to challenge a biased and/or un-adapted
parenting evaluation that recommends termination of rights or a switch in custody from a parent
with a disability (The Child Welfare System: Removal, Reunification, and Termination, 2012).
All the above prove that both child welfare policies and judicial officers play an immense
and powerful role in the child welfare system and thus contribute heavily to problem of the
overrepresentation and associated negative outcomes of African American families. And
although my original program plan included both policy advocacy and legal representation of
low income African American parents in child welfare proceedings, for the scope of this
programmatic/intervention logic paper I will be focusing exclusively on the legal aspect of my
program.
TEMPLATE THAT TRANSLATE BEST PRACTICES INTO
INTERVENTION/PROGRAM PROCEDURES
This legal program, which will be called BDFI Legal Advocacy, will be housed within
the BDFI organization. As such potential clients (with current dependency case) will be referred
by the services providers within, and partnered with, the BFDI organization. Once referred,
administrative staff will schedule client a program consultation with administrative staff to
discuss program, services, and options. If client agrees to be represented, and to rules and
obligations of the program, the client will then be screened in be administrative staff, and client
scheduled for initial consultation with the attorney. The attorney will then have a thorough
interview with the client (making sure to discuss case and relevant facts) and close family

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members and/or family friends if applicable. The client will sign a “representation agreement,”
the attorney will be officially retained, and then notify the Court, caseworker, GAL/CASA and
all other relevant parties. The attorney will file proper paperwork with the Court. The attorney
will then thoroughly review court records, advise client, and refer client to the program social
worker for culturally competent services (if applicable) to ensure best possible outcome. The
attorney will monitor all aspects of the dependency case. Attorney will aggressively and
competently advocate for the client, appropriate services, reunification, and swift conclusion
throughout the life of the dependency case. Dependency case concludes, and client exists the
program. The following flow chart demonstrates the program procedures:
Potential Client
contacts BFDIand is
refered to for program
consultation
Admin staffwill provide
potentialclient with
infromation aboutour
legal programand options
avaiableto him orher.
If potentialclient says
yes to the program,
client is screenedinby
admin staff
Admin staffschedules
client for consultation
with the attorney
Attorneythoroghly
interviews client and
facts of case are
disscussed
Cleint will signa
representation
aggreemet and
Attorneyis offically
retained
Attorney contacts the
Court and other relevent
child welfare decision
makers regarding client
representation
Attorneyfiles a
Discoverymotionwith
the Court andgathers
all relevent case
records
Attorneythroughly
reviews court case
records andrelevent
facts
Attorney instructs client on
what actions and/or
(services) arebest for a
swift and favorable
outcome as well as any
upcoming courtdates
Attorneyreferes client
to (in house social
worker) for culturally
competent services
and case management
Attorney cocistantly
monoitors caseand
maintians contact with
client, Court, GAL,and case
worker throughout case
proceedings
Attorneycompetently
and agressively
represents client
throughout
dependencycase
which includes filing pre trial
motions, challenging edvidence,
entering exculpatory evdidence,
cross examining witnesses,
introducing expert witnesses, and
filinging post trial motions
Dependency
case concludes
Client exits
program

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USERS OF PROGRAM AND NEEDS TO ACHIEVE OUTCOMES
The primary users (clients) of this program and/or intervention will be African American
parents with active DHS State involvement. Ideally, clients will be early in their dependency
proceedings at the pre-jurisdictional stage and/or preliminary hearing (dependency petition by
State has already been filed), however, clients can be midway through or further in dependency
proceedings (e.g., deposition and permanency hearings) depending on the characteristics of the
case. Potential clients will be adults, single or married, and employed or not employed. Potential
clients will be low-income (since the program is intended to provide legal services to low income
individuals who would not otherwise afford it). And finally, potential clients will also reside in
Wayne County.
For clients to achieve the outcomes that the program and/or intervention seeks to bring
about they must be truthful and upfront with the attorney about past CPS involvement and case
facts. Clients must inform attorney of all potential and available relatives and/or friends of the
family that may be able to care for the child(ern) until reunification takes place. Clients must
follow agreed upon attorney case advice, attend all court hearings, and follow up with attorney
when necessary. Clients must immediately notify attorney of any, and all, changes in
circumstances that may influence and/or have an impact on case proceedings. Clients must
complete agreed upon service(s) in a timely manner. Lastly, clients must maintain consistent
contact with their child(ern), whether it be supervised or unsupervised visits, throughout the
duration of case.
PRINCIPLE COMPONENTS OF INTERVENTION

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The program’s central intervention is providing and/or delivering legal services. Which
will require the client and the attorney to work together by establishing an effective attorney-
client relationship per Michigan Rules of Professional Conduct. That said, principle components
of this intervention will include more than just attorneys although they will obviously be a major
part of the intervention. The attorneys will not be working alone throughout the intervention in
that there will be a program manager and/or program director, parent/client advocates,
administration staff, specially, an office manager, secretary, and a paralegal that will be assisting
the attorneys in providing the necessary legal services. There will also be program social workers
that will be assisting in coordinating and delivering (wraparound) social/human services. Client
services will be primarily taking place in an office environment (via consultation and meetings),
juvenile court, and over the phone.
Attorneys will both maintain professional competence and thoroughly prepare for cases
and client representation. Attorneys will maintain consistent (weekly or bi-weekly for 30 minutes
to 1 hour each session per client) communication with clients and will keep client reasonably
informed about the status of a matter as well as comply promptly with reasonable requests for
information, in this case, between 48 and 72 hours during and counting business days. Moreover,
attorneys will notify the client promptly of all settlement offers, mediation evaluations, and
proposed plea bargains (same time-frame applies). During representation, the attorney will
advise client which includes exercising independent professional judgment and rendering candid
advice. In rendering advice, the attorney may refer not only to law but to other considerations
such as moral, economic, social, and political factors that may be relevant to the client's situation
(Michigan Rules of Professional Conduct, 2018).

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However, matters that go beyond strictly legal questions may also be in the domain of
another profession, in this case, social workers and other human service professionals. Finally,
the attorney will act as both intermediary and advocate on behave of the client by doing the
following: explaining a matter to the extent reasonably necessary to permit the client to make
informed decisions regarding the representation; making reasonable efforts to expedite litigation
consistent with the interests of the client; putting forth valid legal arguments; pursuing the
client's interests with diligence, and offer/introduce evidence (Michigan Rules of Professional
Conduct, 2018). The attorney(s) will be representing clients long-term in dependency cases
which typically last 12 to 15 months; therefore, the intervention will be projected at between 12
and 15 months total per client. There are no set limit as to how many clients an attorney can take
on at any given time, however, after consulting an attorney with a with a BSW who represents
clients in dependency cases, I believe that each attorney should have between 25 and 35 clients
at one time. This gives the program a maximum of 105 clients at any given and/or one time.
Positive outcome for the intervention and/or positive outcome for a client is the
successful reunification of client and child(ern). Program and/or intervention measurable change
will be assessed via client post-service surveys and key informant interviews. There will be no
program fees and/or legal fees for clients; program attorneys (and other staff) will be paid a
salary comparable to similar legal and social services programs. Moreover, salaries (program
strategy) will be assessed and budgeted for by program manager and/or director and BFDI CFO.
The components of this intervention (specifically the attorneys and social workers) are
compatible and effective with at risk and vulnerable populations because both professions have
consistent contact with and a duty to serve at risk and vulnerable populations per ethical and
professional rules of conduct. Moreover, attorneys and social workers have long history of

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providing services to at risk and vulnerable populations (e.g., legal aid, legal clinics, and human
services/nonprofit organizations).
KEY STAFF POSITIONS AND ROLES/RESPONSIBILITIES
Key staff positions within the program and/or related to the intervention include: (1)
program manager and/or director (3) attorneys, (1) paralegal, (2) social workers, (5-10) parent
advocates (volunteer position), (1) and office manager, and (1) secretary. The program
manager’s and/or director’s role and/or responsibility is to oversee the coordination and
administration of all aspects of an ongoing program including planning, organizing,
staffing/volunteering, leading, and controlling program activities. The attorney’s role and/or
responsibility within the program is to provide the client will competent, high quality, and
aggressive legal services which will enable a positive outcome for the client and/or reunification
between parent(s) and child(ern). The paralegal’s role and/or responsibility within the program is
to provide (legal) support to the practicing attorneys.
The social worker’s role and/or responsibility within the program is to provide clients
with non-legal support, service referrals, and case management services in addition to testifying
in court on the behave of program clients and their families. The parent advocate’s role and/or
responsibility within the program is to support and speak on behalf for the parent clients which
would include going to family meetings and court dates, helping document case facts and/or
services, and working closely with attorneys and social workers to increase positive outcomes.
The office manager’s role and/or responsibility within the program is to ensure that the office is
run smoothly and efficiently in addition to managing secretarial services. The secretary is the last
key position; and the secretary’s role and/or responsibility within the program is manage the

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schedules of the other key members of the program, answer program phone, providing and
communicating program information to public and (potential and current) clients, and other
administrative duties as assigned. Please see appendix A for complete details.
PRINCIPAL IMPLEMENTATION OBJECTIVES OF THE
INTERVENTION/PROGRAM LAUNCHING, IMPLEMENTATION &
STABILIZATION
A. By (5/1/2018) BFDI legal advocacy strategic plan is complete and finalized with the
approval of BFDI’s CEO Alice Thomas.
B. By (5/30/2018) BFDI legal advocacy’s action steps/plan is implemented and finalized.
C. By (6/30/2018) BFDI legal advocacy’s budget will be completed and finalized.
D. By (7/30/2018) BFDI legal advocacy’s funding (grants, fundraising, and donations) will
be aggressively pursued.
E. By (7/30/2019) BFDI legal advocacy will secure office space within BFDI organization.
F. By (8/30/2019) BFDI legal advocacy’s program director will start staff recruitment.
G. By (10/1/2019) BFDI legal advocacy’s staff positions will be filled.
H. By (1/5/2020) BFDI legal advocacy will officially be launched as a pilot.
I. By (6/1/2020) BFDI legal advocacy’s stability and evaluation plan will be completed and
implemented including staff and client questionnaires. Please refer to appendix B for
complete details.
ORGANIZATIONAL LOCATION/RATIONALE FOR ORGANIZATIONAL POSITION
OF PROGRAM

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BFDI Legal Advocacy will be housed within the already well established and funded
BFDI organization located at 2995 E Grand Blvd in Detroit Michigan (48202). As previously
discussed, BFDI already has a long running and well-regarded family preservation and support
services program which provides eligible African American families living in Wayne County
with therapeutic and life skills groups; outreach; transportation; home based services;
assessments; evaluations; crisis intervention; life skills training; parent education; skill building;
family stabilization; child management; advocacy; home strengthening and family group
decision making. Moreover, the overrepresentation and poor outcomes of African American
families within the Michigan child welfare system has always been (since its founding in 1978)
and continues to be a major program initiative for BFDI.
According to BFDI’s CEO, Alice G. Thompson, overrepresentation is not only a real
issue but is caused and/or execrated by organizational bias, practices and procedures, system
racism, delay in exit from system, lack of community resources, lack of adequate prevention,
inadequate funding and services, and lack of adequate cultural training. Moreover, Ms.
Thompson asserts that organizational issues within child welfare agencies cause the lion’s share
of the issues and problems associated with overrepresentation. Ms. Thompson further concludes
that assessment bias (explicit and implicit), practice/policy barriers, organizational structural
factors, insufficient training, and lack measurable strategies for exiting system are all major
contributors to the problem on an organizational level (Thompson, 2018). That said, and
although, the program doesn’t include legal aid services, I believe that BDFI Legal Advocacy
would fit well within the organization’s current strategy and plan.
INTERVENTION THEORY GUIDING PROGRAM

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The primary intervention theory which will be guiding the BFDI Legal Advocacy
program is Critical Race theory also known as CRT. According social work scholars Laura
Abrams and Jene Moio, CRT emerged in the right after the civil rights movement as a
component of legal scholarship, meaning the study and analysis of the law (Abrams & Moio,
2009). Moreover, CRT draws from diverse disciplines such as sociology, history, feminist and
postcolonial studies, economics, political science, and ethnic and cultural studies. Its general
mission seeks to analyze, deconstruct, and transform for the better the relationship among race,
racism, and power (Delgado & Stefancic, 2001).
CRT unequivocally states that analysis of the law cannot be neutral and objective and
stresses that recognition of and voices from standpoint and race consciousness are essential to
radical racial reform. Because race is the scaffolding that structures American society, there can
be no “perch outside the social dynamics of racial power from which to merely observe and
analyze” (Crenshaw, Gotanda, Peller, & Thomas, 1995). Abrams and Moio also assert that CRT
refutes two principal liberalist claims with regard to the law: (1) that it is color-blind and (2) that
color blindness is superior to race consciousness. Therefore, BFDI Legal Advocacy will unitize
CRT to both increase positive outcomes and address overrepresentation of African American
families within Wayne County’s child welfare system.
PROGRAM LOGIC MODEL
Please See Attachment for BFDI Legal Advocacy’s logic model.

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APPENDIX A
BFDI Legal Advocacy Key Positions:
Job Description
The Program Director directs assigned program(s) to meet BFDI Legal Advocacy
objectives.
Responsibilities
• Defines program goals and infrastructure to align with defined business strategy.
• Directs program through creating program plans, management tools and reporting
capabilities.
• Leads cross-functional teams and ensures resources are assigned to meet program
goals.
• Defines program budget and monitors and adjusts plan as resource requirements
change.
• Ensures program quality outcomes and progress metrics are documented.
• Ensures program issues are resolved to ensure goals remain on track.
Education
Qualifications
• Diploma
• Master's degree in Social Work, Business Administration, Juris Doctorate, or a
related field, is preferred, or combination of bachelor’s degree and related experience.
Work Experience
• 2-3 years of nonprofit experience, is preferred, with at least 1 Year Leadership and/or
Management experience preferred.
Job Description
The Attorney, under limited direction from a senior level manager, uses specialized
knowledge in law and skills obtained through experience, specialized training or
certification to provide legal advice to clients of BDFI Legal Advocacy across a wide
array of disciplines including dependency, civil, and criminal matters. Independently
evaluates and selects legal techniques, procedures and criteria using judgment in solving
cases in the legal realm. Drafts complex legal documentation and works on moderately to
highly complex cases. May assist clients with appearances in courts and administrative
agencies. Other duties may be assigned.
Responsibilities
• Conducts assessment of legal situation, problems and needs of clients.
• Advises clients as to their legal rights in various matters and draws up legal
documents pertaining to client’s case.

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• Gathers evidence in DHS dependency cases to formulate defense or initiate legal
action.
• Interviews clients and witnesses and handles other details in preparation for trial.
• Prepares legal briefs, develops strategy, arguments, and testimony in preparation of
legal case.
• Conducts research related to the law. Confers with colleagues with specialties in areas
of law not handled by BDFI Legal Advocacy.
• Represents clients in court and before quasi-judicial or administrative agencies.
• Refers clients to attorneys who specialize in legal services not provided by BDFI
Legal Advocacy.
• Maintain currency in laws related to legal disciplines offered to clients.
• Maintains agency confidentiality and client privacy.
• Operates standard office equipment and uses required software applications.
• Performs other duties and responsibilities as assigned.
Education
Qualifications
• Juris Doctorate from an ABA accredited institution.
• Licensed by the Supreme Court of Michigan to practice law.
Work Experience
• 3-10 Years of law non-profit and/or law firm experience, preferably in the areas of
child welfare and/or family litigation.
Job Description
The Paralegal acts as a legal administrative assistant. The paralegal routinely drafts
documents, file motions, interview clients, and prepare retainers.
Responsibilities
• Prepare and file legal pleadings.
• Complete administrative and data entry duties.
• Prepare correspondence and reports.
• Maintain attorney calendar as needed.
Education
Qualifications
• Bachelor’s degree and paralegal certificate from ABA-approved program preferred
Work Experience
• 3-5 years of paralegal experience, preferably in the areas of child welfare and/or family
litigation.
Job Description
The Social Worker is responsible for helping BFDI Legal Advocacy clients address
barriers to their legal representation (such as mental illness or homelessness), in order to
accomplish maximum security and stability in their life. The social worker will work

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collaboratively with staff, clients and partner organizations throughout BFDI’s service
area on behalf of individuals and families facing DHS dependency cases which often
includes: evictions, termination of benefits, domestic violence, employment and
education problems, and other civil legal issues.
Responsibilities
• Provide case management and support for clients, including but not limited to
assessments, service plans, and interventions.
• Assist attorneys and clients in legal representation, including but not limited to
helping facilitate communication, collecting factual information and documentation,
and advocacy.
• Help ensure access to and engagement with BFDI’s Legal Advocacy services.
• Provide crisis prevention and/or resolution.
• Conduct outreach presentations to client groups and other service providers.
• Develop and maintain relationships with other service providers to support effective
referrals to and from BFDI Legal Advocacy and those organizations.
• Coordinate professional development for staff related to poverty, vulnerable
populations and cultural competency.
• Provide supervision to social work students completing field placements at BFDI.
• Contribute to the ongoing development of the social work program at BFDI.
• Transport clients to important services appointments and household errands.
• Other duties as assigned.
Education
Qualifications
• Master’s degree from a CSWE accredited institution and licensed to practice in
Michigan.
• Must have a valid Michigan Driver’s License.
Work Experience
• 2-5 years of social work experience, preferably in the areas of child welfare and/or
family litigation.
Job Description
The Parental Advocate is a volunteer position and acts as both a support and speaker for
BFDI Legal Advocacy’s clients.
Responsibilities
• Meet bi-weekly with clients (can be over the phone or in person).
• Attend and advocate for clients at DHS meetings and court proceedings.
• Work closely with social workers and attorneys to ensure best possible
outcome for clients.
• Transport clients to important service appointments and/or household
errands if necessary.
Education

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Qualifications
• High school diploma/GED is preferred but not minatory.
• No current and/or open DHS cases.
• Must have a valid Michigan Driver’s License.
Work Experience
• At least 1 year of advocacy experience, personally or otherwise, preferably in the areas
of child welfare/DHS cases.

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APPENDIX B
Implementation Plan
A. Program Mission Statement:
BFDI legal advocacy’s mission is to promote the family preservation and improved outcomes
of African American families involved in Wayne County’s DHS and family services system
through competent and high quality legal services.
1. Organizational Awareness and Approval
 Identify key stakeholders and committees needed to approve the initiative and
policy.
 Update various key stakeholders and leadership.
 Finalize implementation date including “Launch” date.
 Approve policy and implementation plan by May 1, 2018
2. Documents and Materials Procurement
 Develop training forms and communication materials and obtain organizational
approval for forms if necessary.
 Work with materials management to have the necessary posters and other
materials available prior to the “Launch” date.
 Maintain a surplus supply of materials for post “Launch” date needs by
7/30/2019.
3. Communication Plan
 Draft a letter from the CEO or other senior leadership to staff.
 Create e-mails and send to the staff periodically leading up to the “Launch” date.
 Update new hire orientation education materials by 8/30/2019.
4. Overall (strategic) Program Goals:
A. Goal 1 (High Quality Casework): BFDI legal advocacy will establish, implement
and periodically review standards that define expectations for high quality work,
so that all advocate staff will provide high quality casework in 100% of cases.
Strategy 1.1: BFDI legal advocacy will achieve effective and consistent
implementation of its standards of practice; Develop or adapt written expectations
for Managing Attorneys regarding case reviews, case closing, evaluations, and

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professional development plans; Develop processes for periodic review of
outcomes and continued appropriateness of standards; Review client outcomes
periodically to determine if successfully addressing client needs.
B. Goal 2 (Target Services to Achieve Lasting Results): BFDI Legal Advocacy will
consistently strive to achieve lasting results for clients and low-income
communities in all of its services. BFDI Legal Advocacy will identify and
effectively address systemic issues and pervasive barriers that negatively affect
low-income African American families. Using a variety of tools, including
strategic handling of individual cases, collaborations with other providers and
community groups, multi-forum advocacy, “community lawyering” and non-
litigation strategies, BFDI Legal Advocacy will seek to improve the likelihood of
long term success for clients and address conditions that the community has
determined to be of importance to improving the lives of low-income and
vulnerable African American families.
Strategy 2.1: BFDI Legal Advocacy will routinely identify systemic issues that
affect the low-income clients and communities it serves through its case
acceptance and review procedures, as well as through other sources of
information; Identify and meet training needs of staff to facilitate identification of
systemic or recurrent issues; Develop procedures for examining requests for
service to identify underlying systemic issues or opportunities for achieving
broad-based objectives while advocating for the client’s goals; Develop a
“clearinghouse” process within Michigan so that BFDI Legal Advocacy can share
information about new issues, laws or problems affecting low-income African
American families, to enable the organization to develop timely and effective
responses.
C. Goal 3 (Intake): BFDI Legal Advocacy will provide prompt, accurate service to
people who seek legal assistance and ensure statewide consistency in the service
provided to clients.
Strategy 3.1: BFDI Legal Advocacy will evaluate the efficiency of the intake
screening process and revise protocols to strengthen intake in light of the
evaluation; Collect intake evaluation tools and develop intake evaluation tool for
program; Include assessment of the efficiency and accuracy of conflict checks;
Compile data to conduct the evaluation, including current wait times for phone
and walk-in intakes and client preferences for telephone, walk-in and web-based
intake; Analyze the results of the evaluation and develop recommendations for
strengthening intake; Collect “best intake practices;” On the basis of the
evaluation and information collected, review and, where necessary, revise intake
protocols.
D. Goal 4 (Succession Planning): BFDI Legal Advocacy will undertake research and
analysis for the development of a succession planning strategy. The main part of
this strategy will be to identify specific steps that can be undertaken to address the
planned or unplanned vacancies of key positions within the organization. The

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strategy will include both short-term actions to address immediate needs caused
by the departure of a key employee and staff development and recruitment
strategies that will enhance the program’s ability to fill key positions
E. Goal 5: (Technology): BFDI Legal Advocacy will ensure that program keeps up-
to-date on new technologies and provides sufficient training to staff on the use of
technologies available and expands service through new technology applications.
F. Goal 6: (Partnerships): BFDI Legal Advocacy will work to implement the
collaborative partnerships model that was developed as a part of the original
strategic plan to further integrate BFDI Legal Advocacy’s services into the
network of services provided to vulnerable African American families. The goal
is to have BFDI Legal Advocacy recognized as a premiere not-for-profit civil
rights and child welfare law clinic in the state of Michigan.
G. Goal 7: (Staff Retention): Assess the current work assignments of staff to enhance
retention by providing new and interesting challenges to staff.
5. Two Weeks Before Roll Out – “Launch” Date
 Send a reminder e-mail to all trainers to make copies of the various handouts for
their staff.
 Check with unit managers of possible questions/issues that may have arisen.
 Make sure that all units are well stocked with educational and implementation
materials for their staff by 12/1/2019.
6. Follow-up and Evaluation
 Assign a point person for questions/issues during implementation and the
following month.
 Conduct informal oral surveys to determine staff knowledge using management
rounding or other existing feedback mechanisms.
 Check key areas six months post implementation to assess how well the changes
have been integrated.
 Communicate progress to leadership by 12/1/2020.

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References
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effectiveness-based approach (5th ed.). Thousand Oaks, CA: Sage
Hill, R. B. (2006). Synthesis of research on disproportionality in child welfare: An update.
Washington, DC: Casey-CSSP Alliance for Racial Equity in the Child Welfare System.
These suggestions, among others, are laid out in the Coalition for Juvenile Justice’s Platform
Position Regarding Reauthorization of the Juvenile Justice and Delinquency Prevention Act,
available at http:// www.juvjustice.org/media/resources//resource_146.pdf
Race Equity Review: Findings from a Qualitative Analysis of Racial Disproportionality and
Disparity for African American Children and Families in Michigan’s Child Welfare
System (Rep.). (2009, January 16). Retrieved March 30, 2018, from The Center for the Study of
Social Policy website: file:///C:/Users/Owner/Downloads/race-equity-review-findings-from-a-
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families-in-michigans-child-welfare-system.pdf
Ledesma, S. (2014, April 18). The Vanishing of the African-American Family: 'Reasonable
Efforts' and Its Connection to the Disproportionality of the Child Welfare System. Charleston
Law Review, Volume 9, Number 1, Fall 2014.
Murphy, C. J. (1998). Legal Images of Motherhood: Conflicting Definitions from Welfare
“Reform,”. Jane C. Murphy Family, and Criminal Law, 83 Cornell L. Rev. 689, 709

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Chapter 5: The Child Welfare System: Removal, Reunification, and Termination. (2012,
September 27). Retrieved March 30, 2018, from
https://ncd.gov/publications/2012/Sep272012/Ch5
MICHIGAN RULES OF PROFESSIONAL CONDUCT. (2018, February 1). Retrieved April 3,
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professional conduct.pdf
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http://www.blackfamilydevelopment.org/index.php/home/about
Thompson, A. G. (n.d.). Overrepresentation of Children of Color in Michigan's Child Welfare
System: Where Do We Go From Here. Retrieved March 14, 2018, from
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Abrams, L & Moio, J. (2009) Journal of Social Work Education, v45 n2 p245-261 Spr-Sum.
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