Social Work Commons^™

Frontline Job Redesign Louisiana - Site Intervention Logic Model, Quality Improvement Center For Workforce Development

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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 of changes anticipated through implementation of the program. The hypothesized relationships are represented by the pathways connecting the listed activities and anticipated outcomes.

Onboarding Program Eastern Band Of Cherokee Indians - Site Intervention Logic Model, Quality Improvement Center For Workforce Development

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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.

Onboarding Program Eastern Band Of Cherokee Indians - Intervention Overview, Quality Improvement Center For Workforce Development

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The QIC-WD coordinated with the Eastern Band of Cherokee Indians (EBCI) Family Safety Program (FSP) to create an onboarding program for child welfare social workers. The intervention was designed to address role clarity, social integration, and understanding of Cherokee history and culture for new hires. (For more information see the Site Overview.) The 5-week onboarding program included activities completed by the new employee, his/her supervisor, and other FSP team members. Onboarding program elements included:

• A structured, interactive review of FSP’s policies and procedures;
• A mock family case to illustrate the full case process;
• Content related to Cherokee culture, historical …

Supportive Supervision And Resiliency Ohio - Site Overview, Quality Improvement Center For Workforce Development

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The Ohio Department of Job and Family Services (ODJFS), through the Office of Families and Children (OFC), is responsible for Ohio’s state-supervised, countyadministered child welfare system. Ohio’s 83 singlecounty agencies and two multi-county agencies are responsible for the delivery of child protective services and ongoing case management in Ohio’s 88 counties. Sixty-three agencies are housed in a county ODJFS department, overseen by county commissioners, and 22 children services boards are stand-alone child welfare agencies overseen by citizens appointed by county commissioners. OFC is responsible for state-level administration and oversight of programs that prevent child abuse and neglect; provide services to …

Addressing Work-Related Traumatic Stress Nebraska - Site Overview, Quality Improvement Center For Workforce Development

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The Nebraska Department of Health and Human Services (DHHS) is a multi-service agency led by a Chief Executive Officer (CEO), who is appointed by the Governor. The CEO oversees six divisions including the Division of Children and Family Services (DCFS), which is the state’s child welfare agency. The divisions are supported by centralized operations that include Human Resources (HR) & Development. HR has at least one individual with a strong working knowledge of DCFS operations and who is specifically assigned to provide support solely to DCFS.

DCFS is a state-administered system organized into five geographic regions: Western Service Area (WSA), …

Competency-Based Personnel Selection Oklahoma - Site Overview, Quality Improvement Center For Workforce Development

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The Child Welfare Services division of Oklahoma Human Services (OKDHS) is a state-administered child welfare agency. The OKDHS divisions are supported by centralized operations including Human Resource Management (HRM). A small team of human resources professionals within Child Welfare Services work closely with HRM to support Child Welfare Services’ personnel needs.

The executive team of Child Welfare Services includes the director and deputy directors (who lead teams of district directors, field administrators, and program administrators). The agency is divided into five field regions serving 27 districts and 77 counties. At least one district director leads each district. The district directors …

Frontline Job Redesign Louisiana - Site Overview, Quality Improvement Center For Workforce Development

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The Louisiana Child Welfare Division (CWD) of the Department of Child and Family Services (DCFS) is a state-administered child welfare system. In 2016, the Secretary of DCFS separated child welfare from economic security and child support enforcement, creating CWD. CWD is organized into a state office and three regional “super areas” composed of three regions each. (The super areas consist of regions 1, 3 and 4; regions 2, 5 and 6; and regions 7, 8 and 9.) Though Louisiana has 64 parishes statewide there are only 48 parish/local CWD offices in the nine regions due to small size of some …

Onboarding Program Eastern Band Of Cherokee Indians - Site Overview, Quality Improvement Center For Workforce Development

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The federally-recognized Eastern Band of Cherokee Indians (EBCI) administers the Division of Public Health and Human Services (PHHS), a multi-service agency. PHHS is led by a Secretary who reports directly to the Tribe’s governing Council. PHHS consists of two Departments, each led by a Director. The Tribe’s child welfare agency is the Family Safety Program (FSP), and it sits within the PHHS Department of Human Services under the leadership of a Manager. Human Resources is a separate tribal division and is directed by a Secretary who is appointed by the Chief. Individual programs have discretion of hiring and manage the …

Supporting The Child Welfare Workforce During The Coronavirus Pandemic: Technology, Quality Improvement Center For Workforce Development

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The child welfare workforce is responsible for ensuring children’s safety and well-being, delivering treatment, and intervention services to families. Workers must document child and family information, service plans, and visit records in secure data systems, that are often only accessible from an office. When the COVID-19 pandemic struck, many states had to rapidly pivot to remote technology to conduct mandatory visits of children in foster care and engage in supervised visitation between children and their families. They also had to determine how to provide oversight of treatment and intervention services required through case plans even though many provider services had …

Supporting The Child Welfare Workforce During The Coronavirus Pandemic: Addressing Worker Stress And Trauma, Quality Improvement Center For Workforce Development

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Studies and our own assessment of secondary trauma in the eight QIC-WD study sites indicate that up to 75% of child welfare caseworkers, especially those with high caseloads and exposure to traumatized families and children, are at risk of experiencing secondary traumatic stress and PTSD. The Coronavirus pandemic exacerbated an already beleaguered workforce. Data from previous pandemics is alarming. Research from the SARS pandemic indicates that survivors often developed PTSD which could last for many years. Those most affected were health care workers who, similar to child welfare workers, were impacted by the social isolation imposed by authorities to contain …

Supporting The Child Welfare Workforce During The Coronavirus Pandemic: Provision Of Personal Protective Equipment, Quality Improvement Center For Workforce Development

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At the beginning of the Coronavirus pandemic some child welfare jurisdictions required continued, in-person contact with children and families, and workers struggled to obtain appropriate personal protective equipment (PPE), including masks, gloves, gowns, hand sanitizers, to protect themselves (and their families), as well as their clients. In March of 2020, the National Council on Juvenile Crime and Delinquency conducted a survey of juvenile justice and child welfare agencies in 20 states on agency response to COVID-19. Child welfare agency respondents reported that inadequate PPE was the most significant challenge they faced at that point in the pandemic. Survey recommendations included …

Supportive Supervision And Resiliency Ohio - Intervention Background, Quality Improvement Center For Workforce Development

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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, …

Addressing Work-Related Traumatic Stress Nebraska - Resiliency Reminders Guidebook, Quality Improvement Center For Workforce Development

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This guide is intended for child welfare professionals implementing a workforce effort to address secondary traumatic stress (STS). It was developed as part of CFS Strong, a joint effort of the Quality Improvement Center for Workforce Development (QIC-WD) and the Nebraska Department of Human Services’ Department of Children and Family Services (CFS), to address the cumulative effects of STS that is part of the day-to-day work of the child welfare workforce. CFS Strong included: (1) an adaptation of Resilience Alliance (RA) to teach skills and strategies to manage STS and build team cohesion, (2) Restoring Resiliency Response (RRR) to allow …

Building Capacity To Effectively Share And Use Data, Robert Blagg

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In child welfare, the need to utilize meaningful data to ensure that the services provided are effective in supporting children and families represents a continuing challenge. There is a large volume of data from sources that are internal and external to child welfare agencies; and it increases almost exponentially on a regular basis. It is difficult for leaders and practitioners to quickly and meaningfully synthesize, make use of, and share new information with colleagues who need it to make sound decisions. Even when data is transformed into knowledge, challenges remain around the preferred method of ensuring information reaches the individuals …

More Research Is Needed On The Impact Of Workplace Violence, Bullying And Sexual Harassment In Child Welfare, Anita Barbee

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Many employees working in social services are exposed to workplace violence (described in Andersen, et al., 2018) and bullying (discussed in Whitaker, 2012). The workplace violence paper showed not only that up to three-fourths of social workers are exposed to violence at work, but that organizational structures and dynamics set the stage for violence to occur. Settings where staff lacked role clarity and predictability, and where emotional demands, role conflict, and work family conflict were high, also were associated with more threats and violence among employees and by clients. These findings, in addition to studies on bullying, seem to point …

Introduction To Data Dictionaries, Quality Improvement Center For Workforce Development

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Are you interested in exploring how to leverage the data necessary to examine and address child welfare workforce challenges in your agency? If so, you may consider developing and using a human resources data dictionary to help guide your work. A data dictionary is a collection of detailed information about the content and structure of data in one or more databases. This descriptive information is often called metadata (i.e., data about data). Other terms used to describe data dictionaries include data definition matrix, metadata repository, design dictionary, and business glossary. You also might see other variations of these terms, further …

Introduction To Workforce Metrics, Quality Improvement Center For Workforce Development

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It is important for Human Resources (HR) and child welfare leaders to start with a question-based mindset when analyzing workforce data (i.e., being thoughtful about what you and/or your stakeholders want to know), but it is also important to leave room to explore the data as well. This can only be accomplished if you know what is possible. This blog post describes some of what is possible to explore within the realm of workforce metrics as they relate to employee well-being, performance, and retention. In many ways, the concept of workforce metrics is still in its infancy and many things …

Milwaukee Progress Update- Identifying Barriers & Working Through Solutions, Quality Improvement Center For Workforce Development

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Staff voice is an important element of organizational culture, or the behavioral norms and expectations that characterize a work environment. According to the developers of the Availability Responsiveness Continuity (ARC) model, these norms and expectations direct the way employees in a particular work environment approach their work, specify priorities, and shape the way work is done. The Division of Milwaukee Child Protective Services (DMCPS) is a child welfare agency that experienced significant leadership change in recent years and, like other agencies nationwide, has struggled with a decade of staff turnover. In partnership with the Quality Improvement Center for Workforce Development …

Perspectives On Multi-Intervention, Multi-Design Evaluation For The Child Welfare Workforce, Quality Improvement Center For Workforce Development

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The QIC-WD is working with eight sites and the Children’s Bureau in a participatory fashion (Fetterman, 2014) to implement utilization-focused (Alkin & Vo, 2017; Patton, 2008) site-specific and cross-site evaluation strategies. The goal of this research is to build knowledge of interventions to improve child welfare workforce retention, and ultimately outcomes for children and families. A complex systems approach (Westhorp, 2012) is being taken to identify how factors such as organizational structures and culture, staff workload, supervision, and caseworker values influence outcomes, including safety and permanency of children. The QIC-WD team has extensive experience conducting rigorous evaluations within and across …

Oklahoma Progress Update - A Revised Employee Selection Process: Virtual & Paperless, Quality Improvement Center For Workforce Development

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“I am convinced that nothing we do is more important than hiring and developing people. At the end of the day, you bet on people, not on strategies.” – Lawrence Bossidy, former CEO of Honeywell International Inc. This quote is especially true for child welfare workers. Child welfare work is difficult and demanding; it requires compassion and attention to detail. Oklahoma Human Services (OKDHS), in partnership with the Quality Improvement Center for Workforce Development (QIC-WD), worked throughout 2018 and 2019 to create a competencybased employee selection process for Child Welfare Services (CWS) workers. Competencies are the knowledge, skills, abilities, behaviors, …

Ohio Progress Update- Addressing Secondary Traumatic Stress And Providing Supportive Supervision, Quality Improvement Center For Workforce Development

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Secondary traumatic stress (STS) refers to the experience of people – generally professionals– who are exposed to others’ traumatic stories as part of their work. As a result of this exposure, these professionals can develop their own traumatic symptoms and reactions. Child welfare staff are particularly susceptible to STS because of the vulnerable nature of the families they work with, the unpredictable nature of their jobs, and their general lack of physical and psychological protection (ACS-NYU Children’s Trauma Institute, 2011). As such, STS can mimic the symptoms of Post-Traumatic Stress Disorder (Bride, 2007) including nightmares, sleep disruption, avoidance, and irritability. …

Social Worker Shortages And The Rise In Competition For A Competent Child Welfare Workforce, Anita Barbee

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Several national studies have been conducted over the past few years (e.g. Hooyman, & Uniitzer, 2011; Lin, Lin, & Zhang, 2016) to project the number of social workers that will be needed by the year 2030. What they all point to is a huge deficit in the number of social workers (upwards of 200,000) needed to care for children, the elderly and those with addictions, mental health, and other health issues. However, those estimates may be low given that as of 2018 there was no regular gathering of comprehensive data on workforce needs in such areas as child welfare, juvenile …

Working From Home And The Office During A Pandemic: The Experience Of Louisiana Child Welfare Workers, Quality Improvement Center For Workforce Development

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Staff from the Louisiana Department of Children and Family Services, Child Welfare Division (CWD), like many other child welfare professionals from across the country, have been heavily affected by the COVID-19 pandemic. CWD caseworkers had to adjust to working at home, interacting with families differently, and remaining connected to colleagues via technology. It was, according to some staff, difficult and challenging at times. CWD staff in three parishes that have implemented the job redesign in partnership with the Quality Improvement Center for Workforce Development (QICWD) were asked to provide some insight into their experience of working during the pandemic. The …

Perspectives From A Permanency Team, Hannah Gettys, Natasha Mccoy, Jameka Paige

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Louisiana’s job redesign includes the creation of permanency teams (formerly known as the foster care program). Permanency teams consist of pairs of caseworkers who work together on a shared caseload, with one worker assisting parents and the other focusing on the care and needs of the children. Permanency teams are supported by a child welfare team specialist (CWTS) who assumes more of essential administrative tasks such as gathering documentation and transporting children, so the child welfare worker can focus on more clinical tasks. Teaming was a new way to approach the child welfare worker job. Some staff members were apprehensive …

How Can Our Mission Be Fully Accomplished By Staff That Are Experiencing Secondary Trauma And Burnout?, Stephanie Reau

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My name is Stephanie Reau and I am a training supervisor at Summit County Children Services. We are an agency of 350 employees with a focus on recruiting and maintaining diverse staff committed to serving all children and families. Summit County strives to attract and retain wellqualified staff, but like many child welfare agencies in Ohio, this has been a difficult task to accomplish. The overwhelming pressures of the job cause secondary trauma, burnout and ultimately staff turnover. Staff turnover impacts the morale of the agency, is costly, and, most importantly, it negatively impacts the families we serve. Our mission …

Want To Improve Organizational Outcomes? Consider People Analytics, Quality Improvement Center For Workforce Development

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People analytics has been around for more than 20 years. However, it continues to be viewed as an emerging area of study. People analytics shows the contribution that the workforce makes to organizational success and provides insight to maximize that contribution. It is an evidence-based practice that allows human resources (HR) staff to evaluate practice for the purpose of improving outcomes for employees, and to communicate with the workforce the effectiveness of personnel management and HR practice. People data, when used appropriately, may improve trust and transparency within organizations. There is evidence that organizations are not using the people and …

Sneak Peek- Eastern Band Of Cherokee Indians' (Ebci) Onboarding Manuals For Employees And Supervisors, Quality Improvement Center For Workforce Development

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The Eastern Band of Cherokee Indians (EBCI) Family Safety Program (FSP) developed a new 5-week onboarding process for new social workers. Drawing upon available research and best practice, the QIC-WD worked with FSP to create the multipronged onboarding program that includes written materials, videos, supervisor supports, tours, and shadowing. Weeks 1 and 2 orient new workers to the organizational structure, mission, purpose, philosophy, and practice of FSP and provide an introduction to Cherokee culture through various activities. Weeks 3 through 5 involve learning about each of the team units within FSP by reading and answering questions about relevant sections of …

Introduction To Workforce Analytics, Quality Improvement Center For Workforce Development

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The Quality Improvement Center for Workforce Development created the Child Welfare Workforce Analytics Institute (the Institute). The goals of the Institute are to: 1. inspire and motivate child welfare leaders and human resources (HR) staff to work together to use data analytics to address child welfare workforce challenges, 2. provide opportunities for initiating and strengthening connections between child welfare and HR leaders, 3. build awareness, knowledge, and/or understanding around data analytics, and 4. support agencies to initiate plans to use HR data to address child welfare workforce challenges. This blog post provides an overview of workforce analytics as presented to …

Learning From Workforce Studies That Cut Across Social Services, Quality Improvement Center For Workforce Development

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Sometimes researchers, administrators and practitioners miss studies that cut across social service fields but that include child welfare workers in their samples. For example, a Canadian study by Graham, Shier, & Nicholas (2016), Workplace Congruence and Occupational Outcomes Among Social Services Workers, has relevant implications for the child welfare field. This study found that when a job setting matches an employee’s expectations regarding workload, autonomy, the working environment, and the values of the organization, there is likely to be a lower intention to leave the job and greater life satisfaction. This finding implies it is important to help new child …

Accountability In A Virtual Work Environment, Quality Improvement Center For Workforce Development

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With the advent of the COVID-19 pandemic, many child welfare supervisors suddenly were managing a virtual team with little or no preparation. Maintaining accountability when staff telework (i.e., work from home) poses challenges in defining and measuring productivity. These challenges can feel different from managing performance in an office environment. Supervisors needed to navigate between emphasizing process (how the work is done) and the achievement of specific outcomes (what gets done). Some agencies may require daily activity logs to help supervisors manage their team, which emphasizes process. An over emphasis on process can lead to workers feeling micro-managed. Keeping track …