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