New directions for research on the organizational and institutional context of child welfare agencies: Introduction to the symposium on “The Organizational and Managerial Context of Private Child Welfare Agencies”

This paper argues for a conceptual reorientation to research and practice that emphasizes the prominence of institutional and organizational factors in the lives of those who are involved in child welfare systems. Current child welfare reform efforts are premised on the idea that agencies—their structures, management, and internal approaches to organizing their workforce and frontline services—may be influential drivers of and barriers to innovation in practice and policy. We unpack this premise by providing an introduction to the institutional and organizational context of child welfare practice that highlights the diverse contexts and contributions of public and private child welfare agencies. We then review five domains for future research and present examples of studies that might be undertaken. The paper concludes by introducing the symposium papers and identifying their contributions to child welfare and human service research.     

Measuring organizational health in child welfare agencies

In recent years, federal funds have been directed toward programs to improve the organizational health and functioning of public and tribal child welfare agencies. This study introduces a battery of instruments aimed at holistic measurement of organizational health factors in public, private, and tribal child welfare agencies. The Comprehensive Organizational Health Assessment (COHA) was designed as part of a federally funded grant to aid development of organizational interventions in child welfare settings. Assessment results are used diagnostically to identify strengths and challenges and to guide the development of targeted systems-change interventions and to track change over time. This study describes the iterative process of developing and testing the measurement tools, including results from exploratory and confirmatory factor analyses. The final, revised set of measures includes 20 scales and 3 indices measuring aspects of individual, work unit, and organizational functioning.     

Promoting supervisory practice change in public child welfare: lessons from university/agency collaborative research in four states

This article describes qualitative findings regarding lessons learned from research and demonstration projects in four states focused on the implementation of clinical supervision within their public child welfare agencies. This was part of a larger mixed methods study of the effectiveness of these new clinical supervision models on practice, organizational, and client outcomes. Themes from 15 focus groups with frontline supervisors participating in the projects are provided; they focused on the challenges experienced while participating and working to use clinical supervision techniques, recommendations regarding implementing such projects in the public child welfare environment, and those aspects of the implementation that were most effective in supporting their work. These themes provide direction for states and localities wishing to shift frontline supervision to a more clinical model within the public child welfare setting.     

Emerging strategies for reducing racial disproportionality and disparate outcomes in child welfare: the results of a national breakthrough series collaborative

Racial disproportionality in child welfare has been discussed as a seemingly intractable challenge with complex contributing factors. Some argue that these dynamics are far too difficult to be significantly impacted by public child welfare systems alone. The Breakthrough Series Collaborative (BSC) methodology, incorporating an analysis of structural racism and potential system bias, was proffered as a tool for engaging public child welfare agencies in a rapid, action-oriented process for identifying innovative strategies and practices to reduce racial disproportionality and disparate outcomes. This article describes the Disproportionality BSC process, as well as the work of participating jurisdictions with respect to transforming organizational culture and testing/implementing child welfare practice improvements. A theory of change is presented and critical lessons learned are shared in the form of collaborative reflections.     

Private child and family serving agencies: Implications of national survey results for policy and managerial practice

The national studies represented in this symposium provide the field with greater understanding of the nature of the private sector's role in child welfare and the complex interrelationships among organizational characteristics, inter-organizational dynamics, and external influences. Research findings from symposium papers are examined through the lens of a private agency manager and implications are derived for managerial practice and policy practice both within the private agency and in relation to public/private child welfare partnerships. Key managerial competencies that may be required to move agencies and the sector towards enhanced organizational performance and child welfare outcomes are discussed.     

A recent look at the factors influencing workforce retention in public child welfare

Consistency of services to children and their families continues to be an ongoing problem in public child welfare agencies. Worker turnover is high, thus affecting the availability of a well trained, experienced workforce. It is critical that we continue to explore the factors associated with worker turnover and retention in public child welfare agencies. Such knowledge will allow us to determine the needs of workers, administrators, and the agency in general, in an effort to create an environment that will result in worker retention, and a better quality of services. Children and their families will be major benefactors of such knowledge as the consistency and quality of services will be enhanced. Existing research has found that outcomes for families and children are affected by the workload and training of frontline workers, and organizational characteristics (GAO, 2003, NASW, 2004, and Milner, 2003). This study describes personal and organizational factors relative to worker retention for public child welfare workers in the northwest corridor of Georgia.     

Public child welfare workers' perception of efficacy relative to multicultural awareness,knowledge and skills

Maintaining a well trained pool of workers in public child welfare agencies continues to be an ongoing problem. Research suggests that it is critical that we continue to explore the factors associated with worker efficacy. Existing research has found that outcomes for families and children are affected by numerous individual and organizational characteristics including worker's perceived efficacy (Advancement of Social Work Research, 2005; Bernotavicz, 2007; Collier, 2007; Ellett, 2007; Government Accountability Office, 2003; Milner, 2003). This study describes public child welfare workers, and their perceptions of efficacy relative to multicultural awareness, knowledge and skills. Study outcomes have implications for worker training, supervision, and curriculum on child welfare.     

Measuring organizational effectiveness to develop strategies to promote retention in public child welfare

Public child welfare agencies are under pressure to improve organizational, practice and client outcomes. Related to all of these outcomes is the retention of staff. Employee intent to remain employed may be used as a proxy for actual retention. In this study public child welfare staff in one Midwestern state were surveyed using the Survey of Organizational Excellence (Lauderdale, 1999) and the Intent to Remain Employed (Ellett, Ellett, & Rugutt, 2003) scales to assess the extent to which constructs such as perceptions of organizational culture, communication and other areas of organizational effectiveness were associated with intent to remain employed. A number of statistically significant relationships were identified which were presented to the public agency for use in the development of strategies for organizational improvement. Data were also analyzed regionally and based on urban/suburban/rural status to enable development of targeted approaches. This case study presents an example of how ongoing measurement of organizational effectiveness can be used as a strategy for organizational improvement over time in the child welfare system.     

The climate of child welfare employee retention

This article describes differences in perceptions of the child welfare work environment among Title IV-E educated individuals who remain within public child welfare and those who sought employment elsewhere after fulfilling a legal work commitment. Job satisfaction, emotional exhaustion, and personal accomplishment were predictive of staying versus leaving. The empirical evidence suggests that efforts to retain highly skilled and educated public child welfare workers should focus on creating positive organizational climates within agencies.     

Planning to Plan: A Process to Involve Child Welfare Agencies in Disaster Preparedness Planning

In the aftermath of Hurricane Katrina when child welfare officials in Louisiana reported they did not know the whereabouts of all their children in foster care, disaster planning in public child welfare became a new area of concern. This article reports on a process of engaging seven public child welfare agencies in planning for disasters that could affect child safety and service delivery. The Washington Metropolitan Area Disaster Planning Project used a strengths-based approach to help agencies responsible for protecting and serving children in foster care and families at risk of abuse and neglect develop plans to augment and continue service delivery and responsiveness in the aftermath of a natural or man-made disaster. The processes of gathering information on disaster responsiveness, interviewing community and professional informants, developing a template to guide disaster planning within the agencies, and implementing a tabletop exercise are described. As a result of this consultation effort agencies became aware that disaster planning at the state and county levels had proceeded without child welfare at the table, that the increase in need for child welfare services during a disaster was not recognized by disaster professionals, and that practicing disaster responsiveness is necessary to assure readiness.     

Child welfare agency climate influence on worker commitment

This research focuses on understanding the relationship of organizational climate to commitment for child welfare workers in private, non-governmental organizations. Commitment is measured as a latent construct of agency investment derived from Landsman's study (2001). Agency investment includes measures of workers' time, cost, and emotional difficulty for changing their line of work. Organizational climate is embedded in Parker et al. (2003) modification of James and colleagues' theory of primary domains of work environment perceptions. Parker's Psychological Climate survey measured organizational climate. Four hundred forty-one workers in three not-for-profit agencies under contract with the public child welfare system were sampled. Autonomy, Challenge and Innovation were significantly associated with agency investment. This indicates that worker perceptions of having job autonomy, the job being challenging, and the organization as innovative predict greater job commitment.     

Job conditions, unmet expectations, and burnout in public child welfare workers: How different from other social workers?

The purpose of this research is to compare public child welfare workers' perception of job conditions, unmet expectations, and burnout to those of social workers in other settings. Using data from a sample of 408 social workers identified from a cross-sectional random survey of California registered social workers, a series of ANOVA and multiple regression analysis was performed. Results of ANOVA revealed that public child welfare workers experienced higher workloads, greater role conflict, and depersonalization, and had lower personal accomplishment. However, they had similar levels of unmet expectations and emotional exhaustion as other social workers. Adjusted for perceived job conditions and demographic characteristics, regression analyses revealed that public child welfare workers had significantly higher levels of depersonalization than those of private child welfare workers. Finally, workers in public settings exhibited significantly lower levels of personal accomplishment than social workers in private settings did, regardless of their practice field. Implications for organizational practices and future research are discussed.     

Sharing the Baton,Not Passing It: Collaboration between Public and Private Child Welfare Agencies to Reunify Families

ABSTRACT

Increasingly, public sector child welfare agencies are contracting with private agencies for the provision of specialized services to clients while maintaining oversight and case management responsibilities. At the same time, funders, both private and public, are demanding that service providers partner and collaborate with one another. In this article, we present results from a study of a unique partnership between two state child welfare agencies and a private child welfare agency aimed at reunifying families whose children have been removed and placed in foster care. Data was obtained from 41 key informants using a questionnaire and a structured interview. Findings support earlier studies of collaboration, and indicate the strengths of this partnership and factors that facilitated and hindered it. The results have implications for agencies that both contract for and provide a range of child welfare services as well as other interagency relationships.     

Organizational climate and child welfare workers' degree of intent to leave the job: Evidence from New York

With increasingly unstable workforce in child welfare agencies, it is critical to understand what organizational factors lead to intent to leave the job based on job search behaviors. Using recent survey data collected among 359 child welfare workers from eight agencies in New York State during 2009–2011 and a Structural Equation Model (SEM) method, this study examines the relationship between employee perceptions of organizational climate and the degree of intent to leave the job (thinking, looking and taking actions related to a new job). Fifty-seven percent (n = 205) reported that they had considered looking for a new job in the past year. Bivariate analyses indicated that there were significant differences between those who looked for a job and those who did not look for a job in the past year. SEM analysis revealed that four organizational climate factors were predictive of decreasing the degree of intent to leave the job: Perceptions on organizational justice was most predictive factor for thinking of a new job followed by organizational support, work overload and job importance. The findings of this study help us understand the employee perceptions of different organizational factors that impact employee turnover especially from the time an employee thinks of leaving the job to actually taking concrete actions related to a new job.     

Workforce retention issues in voluntary child welfare

Unlike many studies focused on retention and turnover in public child welfare, this study examined issues of job satisfaction and retention in voluntary child welfare. Although three-fourths of the 1,624 workers surveyed intended to remain in child welfare, 57.3% had thought about leaving their agencies during the past year. All respondents were dissatisfied with their level of pay, but those thinking of leaving were significantly less satisfied with the contingent rewards they received.     

Private child welfare agency managers' perceptions of the effectiveness of different performance management strategies

In all states, public and private child welfare agencies partner in an effort to deliver effective and accountable services to children and families (Collins-Camargo, Ensign, & Flaherty, 2008). While anecdotal information suggests that managers in competitive markets have incentives to carefully select and implement performance management strategies (McBeath, Briggs, & Aisenberg, 2009; Smith, 2010), little is known about the effectiveness of these strategies. This paper explores managerial perceptions regarding the usefulness of three techniques for performance management: supervisory review within the human resources model; priority review within internal processes; and outcomes management within the rational goal model. Managerial perceptions of the effectiveness of these efforts are examined in relation to organizational characteristics, capacity, and interagency competition.     

The mediating role of inclusion: A longitudinal study of the effects of leader–member exchange and diversity climate on job satisfaction and intention to leave among child welfare workers

Due to increasing diversity among clients and workers in the public child welfare] sector, it is essential to understand how workforce diversity can be channeled into positive organizational outcomes. Using theories of symbolic interaction, reference groups, and social identity, we tested a conceptual model of the relationships between diversity characteristics, leader–member exchange, diversity climate, perception of inclusion, and job satisfaction and intention to leave among public child welfare workers. The current study used two waves of data from 363 employees of a large urban public child welfare agency in the western United States. Path analysis results indicate that leader–member exchange and diversity climate have a positive effect on job satisfaction through inclusion, and that a positive organizational diversity climate can lower intention to leave through both inclusion and job satisfaction. Findings illustrate how organizational climates of diversity and inclusion affect both job satisfaction and intention to leave, providing insight into organizational factors that can be targeted for workplace interventions.     

Assessing lesbian and gay prospective foster and adoptive families: a focus on the home study process

Foster care and adoption by gay men and lesbians is not a new phenomenon. Children and youth have always been placed by states and public agencies in homes with gay and lesbian parents. Some gay men and lesbians have fostered or adopted children independently from private agencies or have made private adoption arrangements with individual birthmothers, while others have fostered or adopted through the public system. Drawing on research literature, practice wisdom from 31 years of child welfare experiences, and case examples, this article offers child welfare professionals guidelines for competent assessment with prospective foster or adoptive parents who identify as lesbian or gay.     

Child welfare reform in the United States: findings from a local agency survey

Efforts to improve the public welfare and child welfare system sparked an unprecedented amount of federal legislation in the 1990s, including the Adoption and Safe Families Act of 1997 (ASFA), the Multiethnic Placement Act of 1994 and Interethnic Adoption Provisions of 1996 (MEPA-IEP), and welfare reform. Such reforms allow an unprecedented degree of flexibility, but little is known about their implementation. Researchers administered the Local Agency Survey to the first national probability sample of public child welfare agencies from 1999 to 2000. Findings indicate that ASFA has had the most effect on child welfare service delivery. Welfare reform has had less effect, and MEPA-IEP seems to have had little effect at all.