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Supportive Supervision And Resiliency Ohio - Intervention Background, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

What is the intervention and why was it selected?

The Quality Improvement Center for Workforce Development (QIC-WD) conducted a comprehensive needs assessment with nine participating Ohio counties in partnership with the Ohio Department of Job and Family Services (ODJFS). The assessment revealed that organizational culture and climate across counties was above average in rigidity and resistance, and below average in engagement. In addition, over half of staff had recently experienced elevated levels of secondary traumatic stress (STS) symptoms. Supervision was also identified as a challenge at every level of the agencies (i.e., from directors to managers, managers to frontline supervisors, …

Supportive Supervision And Resiliency Ohio - Site Intervention Logic Model, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Each QIC-WD site developed a logic model to serve as a visual representation of their selected intervention. All logic models included four main components: inputs, activities, outputs, and outcomes. Collectively, these demonstrate the resources and actions required to implement the program, as well as the associated result or changes anticipated through implementation of the program. The hypothesized relationships are represented by the pathways connecting the listed activities and anticipated outcomes. For more information see Site Overview.

Supportive Supervision And Resiliency Ohio - Evaluation Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The QIC-WD evaluation was conducted with the support of the Ohio Department of Job and Family Services to determine if a Supportive Supervision and Resiliency intervention, known as Coach Ohio, was effective in improving workforce and child welfare outcomes.

Research Questions

The site-level evaluation for Ohio was designed to understand implementation of and outcomes related to the Coach Ohio intervention and its component parts: (1) the ACCWIC Coaching Model for managers and supervisors to introduce the key principles of supportive supervision and (2) Resilience Alliance (RA) groups for supervisor and frontline workers to enhance coping in the face …

Supportive Supervision And Resiliency Ohio - Implementation Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Implementation Team

The QIC-WD worked with the Ohio Department of Job and Family Services (ODJFS), through the Office of Families and Children (OFC), to establish an implementation team to lead the development and implementation of their supportive supervision and resiliency intervention. After recruiting nine counties to participate in the QIC-WD project, the Workforce Implementation Team (WIT) initially was composed of representatives from the nine public children services agencies including administrators, managers, and human resources staff, the Site Implementation Manager (SIM), the Data Coordinator, OFC leadership, and three members of the QIC-WD (representing expertise in workforce, implementation, and evaluation). …

Supportive Supervision And Resiliency Ohio - Theory Of Change, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Quality Improvement Center for Workforce Development (QIC-WD) developed a theory of change for the primary area of need identified in partnership with the Ohio Department of Job and Family Services and the nine participating counties. Through a series of steps and causal links, a theory of change provides a roadmap to address the root causes of an identified workforce problem and describes how and why changes are expected to lead to the desired outcomes. In Ohio, the theory was informed by various aspects of the needs assessment process (e.g., survey data, implementation team input, and focus groups with …

Case-Supportive Technology Virginia - Final Summary, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Virginia Department of Social Services (VDSS) is a state-supervised, locally-administered child welfare system. The system includes approximately 2,000 staff, spread out across 120 local departments of social services (LDSS). In 2016, VDSS had a turnover rate of 29% among their entry level Family Services Specialists. They were working to implement technology tools for the workforce when they applied to be a Quality Improvement Center for Workforce Development (QIC-WD) site. Being part of the QIC-WD provided the opportunity for VDSS to shore up their implementation planning and evaluate their workforce initiative in 18 participating localities.

VDSS conducted listening sessions in each …

Case-Supportive Technology Virginia - Site Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Virginia Department of Social Services (VDSS) is a state-supervised and locally- administered social services system. There are 120 local departments of social services (LDSS) composed of approximately 2,000 employees who are responsible for providing child welfare services.

VDSS partners with LDSS to provide child welfare services including prevention, child protective services, foster care, and adoption programs. VDSS provides leadership, oversight, statewide mandated training, quality assurance, strategies for developing the child welfare workforce and technical assistance to local agencies. The state supervised locally administered structure allows for variation across localities in hiring practices, human resource and child welfare policies and …

Case-Supportive Technology Virginia - Key Findings, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Background

The Virginia Department of Social Services (VDSS) is a state-supervised, locally-administered child welfare system with 120 local departments of social services (LDSS). In 2016, VDSS had a turnover rate of 29% among their entry level Family Services Specialists. In response to child welfare caseworker concerns about excessive burdens associated with administrative, travel, and documentation tasks, VDSS elected to implement two technological interventions: transcription services in 2017-2018 and COMPASS|Mobile in 2019-2020. The QIC-WD developed a logic model, supported implementation, and conducted a short- and long-term outcome evaluation based on a theory of change that described how and …

Case-Supportive Technology Virginia - Intervention Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Virginia Department of Social Services (VDSS) and the QIC-WD designed a multi-phase case-supportive technology intervention to help child welfare caseworkers complete their case notes and other administrative tasks required as part of their job. The decision by VDSS to implement technological supports for caseworkers was informed by two data collection efforts:

1. Listening sessions, held by VDSS staff in each region of the state, and

2. Exit survey results from all 120 local departments of social services (LDSS).

These data collection efforts found that the biggest complaint among caseworkers, particularly those leaving their jobs, was the lack of technological …

Case-Supportive Technology Virginia - Intervention Background, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

What are technology supports and why were they selected?

According to Berzin, Singer, & Chan, 2015, one of the “12 Grand Challenges of Social Work” is a focus on practice innovation through technology in the digital age. The premise is that by integrating technology into the field of social work and creating practice innovations through information communication technology (ICT), transformative social change will be facilitated. ICT tools include computers for data input and analysis, management information systems (MIS) to capture and record client case information, tapping into to the web to further facilitate access to information and communication via …

Case-Supportive Technology Virginia - Site Intervention Logic Model, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Each QIC-WD site developed a logic model to serve as a visual representation of their selected intervention. All logic models included four main components: inputs, activities, outputs, and outcomes. Collectively, these demonstrate the resources and actions required to implement the program, as well as the associated result or changes anticipated through implementation of the program. The hypothesized relationships are represented by the pathways connecting the listed activities and anticipated outcomes. For more information see Site Overview.

Case-Supportive Technology Virginia - Evaluation Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The QIC-WD evaluation was conducted with the support of the Virginia Department of Social Services to determine if a Case-Supportive Technology intervention was effective in improving workforce and child welfare outcomes.

Research Questions

The site-level evaluation for Virginia was designed to understand implementation of and outcomes related to two technology innovations: (1) transcription and (2) a mobility application. See the Intervention Overview for more information.

Relationships among intervention components, outputs, and outcomes were mapped out in Virginia’s logic model. Initial research questions of interest included how well the components of the intervention were received by staff, usage of the …

Case-Supportive Technology Virginia - Implementation Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Implementation Team

The QIC-WD worked with the Virginia Department of Social Services (VDSS) to establish a Workforce Development Council to lead the development and implementation of their case-supportive technology intervention. The Workforce Development Council was composed of representatives from local departments of social services (LDSS), including frontline caseworkers, supervisors, and directors, as well as regional and state VDSS staff. Additional members of the Workforce Development Council included the Site Implementation Manager (SIM), the Data Coordinator, and four members of the QIC-WD (representing expertise in workforce, implementation, and two for evaluation given the expedited timeline of the project and …

Case-Supportive Technology Virginia - Theory Of Change, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

During the needs assessment process, a theory of change was developed for the primary area of need identified in partnership with the Virginia Department of Social Services (VDSS). Through a series of steps and causal links, a theory of change provides a roadmap to address the root causes of an identified workforce problem and describes how and why changes are expected to lead to the desired outcomes. In Virginia, the theory was informed by the needs assessment process conducted by VDSS prior to the involvement of the Quality Improvement Center for Workforce Development (QIC-WD). They found that the biggest complaint …

Telework Washington - Site Intervention Logic Model, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Each QIC-WD site developed a logic model to serve as a visual representation of their selected intervention. All logic models included four main components: inputs, activities, outputs, and outcomes. Collectively, these demonstrate the resources and actions required to implement the program, as well as the associated result or changes anticipated through implementation of the program. The hypothesized relationships are represented by the pathways connecting the listed activities and anticipated outcomes. For more information see Site Overview.

Telework Washington - Evaluation Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The QIC-WD evaluation was conducted with the support of the Washington State Department of Children, Youth & Families (DCYF) to determine if a telework program was effective in improving workforce and child welfare outcomes. The evaluation, as outlined in the Logic Model, was approved by the Washington State Institutional Review Board (IRB).

Research Questions

The evaluation included two components, a process evaluation and an outcome evaluation. The following research questions were used to guide the evaluations.

Process Evaluation Questions

• Were telework-eligible staff aware of the telework program and its timelines, and do they understand how to obtain information about …

Telework Washington - Implementation Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Implementation Team

The QIC-WD worked with the Washington Department of Children, Youth & Families (DCYF) to establish an implementation team to lead the development and implementation of their intervention. The Implementation Team was composed of representatives from Human Resources (HR), Information Technology (IT), Training, Continuous Quality Improvement, Union representatives, regionally based DCYF frontline staff and administrators, DCYF leadership, the Site Implementation Manager (SIM), the Data Coordinator (DC), and three members of the QIC-WD (representing expertise in workforce, implementation, and evaluation). The SIM and Data Coordinator positions were partially funded by the QIC-WD. All team members were recruited by DCYF …

Telework Washington - Theory Of Change, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

During the needs assessment process, theories of change were developed for the three primary areas of need identified in partnership with the Washington State Department of Children, Youth and Families. Through a series of steps and causal links, a theory of change provides a roadmap to address the root causes of an identified workforce problem and describes how and why changes are expected to lead to the desired outcomes. In Washington, the theories were informed by various aspects of the needs assessment process (e.g., survey data, root cause analyses, implementation team input) and relevant research on the targeted workforce problems. …

Telework Washington - Dcyf Telework Handbook, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Telework Washington - Dcyf Telework Employee Self-Assessment, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Telework Washington - Intervention Background, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

What is telework and why was it selected?

Telework is a type of alternative work arrangement in which employees perform some or all of their job duties at an approved location other than their official worksite. Other labels for telework include telecommuting, remote work, mobile work, virtual work, distance work, distributed work, work from/at home, and flexplace, though definitions can vary (e.g., Allen, Golden, & Shockley, 2015).

The Washington Department of Children, Youth & Families (DCYF) selected telework in response to several factors identified during the exploration phase of the project:

• surveys showing staff dissatisfaction with the limited mobility …

Telework Washington - Key Findings, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Background

Washington’s Department of Children, Youth & Families (DCYF) began working with the QIC-WD in 2017 to better understand its workforce challenges and address its external turnover rate of about 26%. The team examined many contributing factors through a needs assessment and designed a telework intervention. In addition to meeting project criteria, two other factors made telework a good fit as the QIC-WD intervention: 1) Child Welfare Field Operations (CWFO) had recent experience with implementing telework as a pilot project, and there was interest in expansion; and 2) there was a new executive order from the governor that required …

Telework Washington - Needs Assessment Summary, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Exploration of Needs

The Quality Improvement Center for Workforce Development (QIC-WD) worked with the Washington Department of Children, Youth & Families (DCYF) to conduct a needs assessment. A variety of information was explored to learn about the workforce and the agency’s child welfare workforce practices, including 1) recruitment, hiring, and retention metrics and processes, 2) organizational culture and climate, and 3) other workforce processes and initiatives, such as onboarding, mentoring, supervision, performance management, and employee recognition. More specifically, four major types of information were considered:

1. objective data from various agency databases and reports;
2. subjective perceptions of staff and supervisors, …

Telework Washington - Intervention Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Washington Department of Children, Youth & Families (DCYF) Child Welfare Field Operations (CWYO) telework program was developed by reviewing policies, practices, experiences and research distilled from materials produced by numerous federal and state agencies (for example, www.telework.gov). (At the time of intervention development, the QIC-WD was unable to identify child welfare agencies with formal telework policies and protocols.) In addition, the experiences of approximately 30 Field Operations Intake workers who participated in a DCYF 2018 telework pilot also contributed to developing the telework program. Lastly, the project’s Implementation Team informed the feasibility of a telework program for DCYF …

Telework Washington - Final Summary, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Designing a Telework Strategy to Improve Retention

Washington Department of Children, Youth & Families (DCYF) is a state-operated child welfare system. Child Welfare Field Operations is divided into six regions and employs approximately 2,200 people who are responsible for the direct service to children and families with active child welfare cases. In 2017, DCYF had an annual external turnover rate of about 26%. They applied to be a QIC-WD site with the goal of strengthening their child welfare workforce.

When DCYF started working with the Quality Improvement Center for Workforce Development (QIC-WD), an Implementation Team¬¬ was established to participate in …

Telework Washington - Site Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Washington Department of Children, Youth & Families (DCYF) is a cabinet-level agency focused on the well-being of children, with a vision that "Washington state’s children and youth grow up safe and healthy— thriving physically, emotionally and academically, nurtured by family and community." As a newly established state agency, DCYF oversees several services previously offered through the state Department of Social and Health Services (DSHS) and the Department of Early Learning (DEL). These include all programs from the Children’s Administration formerly in DSHS, such as Child Protective Services’ investigations and Family Assessment Response, licensed foster care, and adoption support. Also …

Boiling Behind Bars: Exploring The Hidden Toll Of Extreme Heat On Mental Health In Texas Prisons, Sandra K. Miller

Social Work Theses - Archive

The State of Texas supports the largest prison system in the US and held 132,859 people in 100 units scattered across the state as of December 2023. Approximately 70% of Texas prison beds are not air conditioned, despite the state’s reputation for dangerously hot, humid summers. The State has officially recorded temperatures inside Texas prison facilities as high as 120 degrees with heat index values of over 150. Although there is a growing body of research on the negative physiological and psychological consequences of extreme heat among the general public, little is known about the physical and emotional toll of …

What Are We Waiting For? A Collection Of Poems And Essays About Family, Love, Loss, Time, And Hope, Right/Write To Heal, Skye Adams, D W, N L, D G, Jillian Foley, Madison Burke, Erica King, Becky Wurwarg

Justice Policy

This anthology is a collaboration with the Opportunity Scholars project and the Right/Write to Heal Initiative. The collection tells the stories of women and their families who have been impacted by incarceration in Maine and New York, the pathways that brought them to justice system involvement, and what inspires them to remain hopeful. These stories of family, love, loss, time, and hope were written by residents at the Southern Maine Women’s Reentry Center and the Women’s Center at the Maine Correctional Center, and partners from New York who participated in a weekly creative writing project together. The authors and editors …

Identifying Youth Appeals In Alcohol Alternative Social Media Content Through Framing, Melina Oneal

West Chester University Master’s Theses

Proposed regulations for alcohol advertising prevent beverage companies from targeting people under the legal drinking age. However, similar regulations for alcohol alternative beverages are less explored, which could allow alcohol alternative products to create awareness for alcoholic beverages among youth. Alcohol alternatives beverages, including no-alcohol and low-alcohol products, are increasing in popularity and can function as compliments to alcoholic products to decrease the total alcohol volume consumed or as substitutes for alcoholic products. Framing theory can be operationalized through the Content Appealing to Youth Index, an index of content elements found in research literature to be appealing to youth, to …

Pathways For Recognition: Indigenous Land Rights In Panamá, Caruna Gillespie, William Ascher

CMC Senior Theses

Indigenous communities in Panamá face the same challenge that many Indigenous communities experience around the globe: a lack of recognition of their land rights. Over the last several decades, the Panamanian government has developed policies and ratified international agreements that recognize Indigenous rights. The comarcas that institutionalize these rights have had some success. However, despite a seemingly progressive framework for recognition, Indigenous communities across the country continuously have their rights violated by conservation projects and resource extraction efforts in the name of economic development. The Panamanian government crafts recognition policies using loopholes, exceptions, and ambiguous language that allow for them …