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Agency Workforce TeamsDCCCA
KVC
Prairie Band Potawatomi Nation
St. Francis Community Services
TFI
UMY
Alice Lieberman, PI
Michelle Levy, Director
John Poertner, Evaluator
Kathleen Holt, Facilitator
Justin Thaw, Facilitator
Roxanne Emmert-Davis, Facilitator
Team KU
•Continuous social work vacancies
•High turnover due to demanding and stressful nature of work
•Impact of vacancies/turnover on families and workers who stay
•Social work graduates often unprepared for child welfare work
•Privatization introduces unique challenges:
• Competition for staff• Stringent staffing/licensing requirements • Contract changes• Resource implications• Insufficient and fragmented workforce data
Child Welfare Workforce Challenges in Kansas
A 5-year cooperative agreement between U.S. Department of Health and Human Services,
Administration for Children and Families, Children’s Bureau and The KU School of Social Welfare
Kansas Workforce Initiative
“To improve safety, permanency and well-being outcomes for children by building the capacity of child welfare professionals and improving the systems that recruit, train, supervise, manage and retain them.”
Partners:Five Child Welfare Community Based Service ProvidersTribal Child Welfare Service Providers
Key Stakeholders:Children’s Alliance of KansasKansas Family Advisory NetworkKansas Council on Social Work EducationAdministration for Children and Families Children’s Bureau
Kansas Workforce Initiative
Major components include:
• Kansas Child Welfare Scholars Program (BSW/MSW traineeships)
• Agency-driven Workforce Initiatives-Informed by Agency-specific Comprehensive Workforce Profiles and Comprehensive Workforce Plans
• Statewide Workforce Initiatives-Informed by a Statewide Comprehensive Workforce Profile and Comprehensive Workforce Plan
• Collaboration with NCWWI Activities
Kansas Workforce Initiative
Overview of Agency-driven
Workforce Initiatives
Part 1: Complete Agency-specific Comprehensive Workforce Profile (October 2009-February 2010)
Part 2: Develop Agency-specific Comprehensive Workforce Plan (spring 2010)
Part 3: Carry-out Agency-driven Workforce Initiatives (summer 2010-2012)
Part 4: Evaluate and measure impact on workforce and client outcomes (2012-2013)
Agency-specific Workforce Profile
Based on two Theoretical Models:
Workforce Model for Recruitment/Retention and Selection (Maine Child Welfare Training Institute, OCFS, Recruitment Resource Guide, 2006)
Relationships between Organizational Characteristics and Work Attitudes to Workforce and Client Outcomes (Poertner, 2008)
RECRUITMENT AND SELECTION•Organization & Job Analysis- link to mission & public image•Realistic Recruitment and Screening•Expanded outreach practices•Agency/university partnerships•Streamlined hiring process•Agency staff as recruiters•Expanded Internships (some with employment obligations)•Competency- and value-based hiring process
RETENTIONAgency Role
•Clear vision/mission•Performance expectations (standards and practice model)•Learning Organization•Clear communication channels•Structures for staff input into training and work design
Professional Development for All Staff•On-site coaching and advising•Tuition reimbursement•On-site MSW classes•In-agency graduate field placement•Clinical unit for field placement•Benefits to encourage tenure in job•Reward system for MSW attainment•In-office distance learning on release time
Support for Supervisors•Performance Expectations•Competency-based development•Supervisory Academy•Supervisor support groups•Graduate courses in supervision
Staff RetentionSupport: Coaching & mentoring; team approaches; debriefing traumatic situations; preventing burnout; flexible approaches; wellness; recognitionGrowth: Professional development; training; tuition reimbursement; advancement opportunitiesPerformance: Performance measures; performance evaluation link to competencies
Community Support•Public education on agency mission and purpose•Cross agency training (e.g. Judicial Symposium)
LEAVING•Career counseling & outplacement services•Exit interviews•Analysis and utilization of data for continuous improvement in recruitment and retention •Post exit follow-up
WORKFORCE MODEL FOR RECRUITMENT/SELECTION AND RETENTION
Maine Child Welfare Training Institute, OCFS Recruitment Resource Guide, 2006
Psychological Climate Perceptions Job Role Work Group Organization Stress Leadership Client Centered Outcome orientation
Work Attitudes Job Satisfaction Job Involvement Organizational Commitment Work-family Conflict
Workforce Outcomes Intention to quit Retention
Client Outcomes Permanency
Relationships between organizational characteristics and work attitudes to workforce and client outcomes
2009Workforce Profile
Definitions of Terms
Licensed Direct Service Workers – Workers who carry cases and provide services directly to children and/or families in positions that require a license.
Unlicensed Direct Service Workers – Workers who provide direct services to children and/or families in positions that do not require a license.
Supervisors - Workers that have immediate supervision responsibilities.
Step 1: Form agency team
Agency-specific Workforce Profile
To work with a KU facilitator, meeting on an approximate monthly basis, from October through December 2009 to complete an agency-specific Workforce Profile
Step 2: Outline Expectations for Agency and KU Teams
Agency-specific Workforce Profile
•Become familiar with Profile
•Develop strategy to complete
•Actively participate in meetings/info gathering
•Confidentiality
Step 3: Complete Profiles
Agency-specific Workforce Profile
In addition to the information collected through the team, agency staff will complete an Organizational Climate Assessment (online survey) in January 2010
Step 4: Analyze Findings and Draft Report (KU)
Step 5: Present Findings to Agency Leadership (KU)
Step 6: Collaboratively Develop Workforce Plan (KU and Agency Team)
Step 7: Implement Workforce Initiatives
Agency-specific Workforce Profile
Step 1: Aggregate/de-identify agencydata to create statewide Profile
Step 2: Present Findings to Workforce Advisory Board
Step 3: Collaboratively Develop Statewide Workforce Plan
Step 4: Implement Workforce Initiatives
Statewide Workforce Profile
and Plan
Family Partners
•Provide consumer perspective to all phases of the project
•Infusing Systems of Care principles into daily practice will improve the work and the work environment
•Decreasing the adversarial nature of child welfare may enhance worker satisfaction and retention