Post on 11-Jan-2016
description
transcript
Resources for Improving Outcomes for Children and Families Through Caseload/Workload Reductions
Webinar Presentation to State Liaison OfficersJuly 17, 2009
Goals
To explore the connection between reduced caseload/workload and improved child and family outcomes
To share State efforts to reduce caseloads and improve practice
To introduce resources for further caseload/workload reduction efforts
Session Outline
Caseload and workload overview Initiating organizational and practice
changes which positively impact caseload and workload
Making caseload and workload information readily available to States and counties:
The Child Welfare Workload Compendium Discussion
From a Practice Perspective:
Caseload and workload make a difference for children and families
Child welfare is a labor-intensive, hands-on service
Change happens through relationship Spending time with children and families
in order to achieve positive outcomes
From a Workforce Perspective:
Providing child welfare workers with a manageable client caseload =a necessary ingredient for achieving and maintaining a stable and effective workforce
Caseload/workload impacts turnover which impacts kids and families
GAO Report (2003):
A top challenge to recruitment and retention: high
caseloads and workloads
Zlotnik, et al (2005):
Reasonable workloads impact worker retention
APHSA Survey (2005):
Reduced caseloads, workloads, and supervisory
ratios=“most important agency action that CW
agencies must take to retain qualified workers and
supervisors.”
From a Systems Perspective:
Increasingly States are viewing caseload and workload reduction as tools for improving child and family outcomes
Increased worker contact with children and families = better outcomes (CFSR findings)
If manageable caseloads and workloads are so important:
Why have they been so hard to achieve? Why has information on caseloads and
workloads been so elusive? What are States and local jurisdictions
doing to address caseload and workload issues?
How are States and local jurisdictions addressing caseload and workload issues?*
Workload Studies/Analysis Legislation Accreditation Litigation Negotiation
* Often combined, may be part of larger systems reform/quality improvement efforts
Conducting a workload study as a first step to reducing caseload/workload
Determine how much time workers have to actually see children and families
Identify the tasks and requirements that could be redirected to others, or done away with, so workers can spend more time with children and families
Prompt exploration of how staff can be used more creatively, resources allocated more strategically, unnecessary paper work eliminated, etc, so workers can spend quality time with children and families
Legislation
Mandates States and local jurisdictions to: Assess workload issues Recommend workload/caseload solutions Meet certain caseload and workload
standards Hire new staff and/or reallocate resources
to meet standards Report on progress in meeting legislative
requirements
State example: Delaware
1998: Legislation codified caseload standards for DFS workers and supervisors
2007: Funding for position allocation within State to ensure that caseloads do not exceed standard
State strategies include:– Improved hiring processes– Over-hire pool– New employee support– Salary increases for workers with more than 1
year of experience
Accreditation
States and counties that have been accredited by the Council on Accreditation of Services for Families and Children (COA) are required to meet, or come close to meeting, COA’s caseload standards, which are similar to CWLA’s caseload standards
Accredited States include AR, IL, KY, LA, MD (12 counties; 1 city) and WV
Accredited counties in CA, CO, FL, KY, NJ, OH, TN and TX
Litigation
Settlement agreements usually require States to meet certain standards, usually CWLA caseload standards
Often require a settlement plan, timeline for meeting standards
May also require minimum qualifications for workers (e.g., MSW), supervisor/worker ratios, improved worker training, etc.
State example: Connecticut
Caseload requirements outlined in Juan v. Rell (2008) which includes an action plan for addressing key components of case practice related to meeting children’s needs State designed outcomes measures similar to CFSRs to help address its goal of reducing caseloadsSince implementation, CT has been able to:
Meet caseload standard by 100% and maintain caseloads at this level for 14 consecutive quarters
Maintain monthly worker-to-child visits Achieve compliance with its outcome measures Show overall improvement in achieving safety,
permanency, and well-being
State example: New Jersey Modified Settlement Agreement required caseload
reductions Reform efforts included
– Adoption of a case practice model which identified family engagement as a core strategy
– Improvements in infrastructure – Lowered caseloads – Improved training programs for workers and
supervisors During 2007 NJ met or exceeded caseload and
training targets and supervisor to worker ratios Reduction in caseloads conducive to moving
forward with case practice model and other reform efforts
Negotiation
Unions representing child welfare workers have played an important role in negotiating caseload ratios that meet, or come close to meeting CWLA standards.
Often, unions advocate for ratios that are already in place through legislation, consent decrees, or court settlements, but are not being implemented due to funding limitations or competing priorities.
Broad strategies for addressing caseload/workload issues:
Hiring additional staff Increasing worker effectiveness Reducing caseloads through program or practice changes Instituting agencywide/systemwide reform
Indiana: Instituting organizational and practice changes which positively impact caseloads and outcomes
Establishment of new Children’s Department Legislation mandates CPS caseloads of 12
(investigation) and 17 (ongoing) Major organizational reforms include
– Hiring and keeping workers– Defining an evidence based practice model– Identifying specific practice indicators– Reorganizing the organizational and field
structure– Partnering closely with HR and Training in the
overall transformation process
Child Welfare Information Gateway Connects professionals and the public to practical,
timely, and essential information. Provides information services and resources to State
and local agencies to support them in:
• Improving direct services
• Improving organizational effectiveness
• Improving outcomes for children, youth, and
families
Child Welfare Workload Compendium
To make caseload/workload information readily
available to States and counties
To provide public child welfare managers and
administrators with new tools and resources for
workload management
To raise the visibility of State/county efforts to
reduce caseloads/workloads
http://www.childwelfare.gov/
http://www.childwelfare.gov/systemwide/workforce/compendium/
Call on us…
Pamela DayCo-Director
pday@childwelfare.gov
Julie FelhoelterContent Specialist
jfelhoelter@childwelfare.gov
Email the librarylibrary@childwelfare.gov
Call toll-free800.394.3366