New roles for families in child welfare: Strategies for expanding family involvement beyond the case level

This paper examines the strategies and approaches child welfare agencies used to integrate meaningful family involvement into their service delivery systems, under the Children's Bureau Improving Child Welfare Outcomes Through Systems of Care demonstration initiative. Through a series of retrospective interviews with child welfare agency staff, systems of care project staff, family members actively involved in implementing the systems of care initiative, and local program evaluators, researchers investigated the family involvement planning and capacity building activities of child welfare agencies during the initiative's implementation. Findings indicate that child welfare agencies' capacity building efforts primarily centered on human resource development, focusing on three areas: program staffing, family engagement, and agency buy-in. These findings illustrate the importance of developing the capacity of child welfare agency staff and family members before fully implementing family involvement programs and activities. Although more research is needed to document the impact of family involvement, the lessons learned from these grant communities' experiences provide critical information and can inform development of policies and practices to help child welfare and other child- and family-serving systems promote and implement meaningful and sustainable family involvement.     

Hurdling the Artificial Fence Between Child Welfare and the Community: Engaging Community Partners to Address Disproportionality

As with many national and state social service systems, child welfare agencies have traditionally functioned in isolation. A multitude of federal and state laws and policies direct the functions and practices of child welfare systems, setting up an artificial fence around the agency that has created a culture lacking in interprofessional collaborations. However, recent reform efforts have emphasized the importance of engaging the community in discussions and decisions regarding child welfare practice. Child welfare agencies are now expected to work with community leaders, key stakeholders, affiliated service providers, and families to address issues impacting children and families. A major obstacle is determining where to begin, how to proceed, and what is needed to develop those partnerships. This article reports the efforts of one state agency in hurdling that artificial fence to address the overrepresentation of minority children in the system. Through focus group interviews with community members, child welfare staff, and legal professionals, barriers to community engagement are identified, and recommendations are provided for facilitating meaningful relationships and partnerships between child welfare agencies and the communities they serve.     

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.     

Reforming child welfare: an integrated approach

Throughout the 1990s, child welfare systems were exposed to intense pressure. As a result, most systems have undertaken processes of reform and change. This article discusses the strategic development of New Zealand's service system in child welfare. A partnership between managerial discipline and professional leadership has been critical in the service system reform. With respect to management, a strong vision, a culture of high performance, and greater organizational stability and confidence provided the platform on which professional reforms could be established-including the knowledge framework, the service model, the practice package, and staff support. The managerial efforts that have provided the platform for the professional reforms are discussed, followed by an exploration of the professional reform package.     

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.     

A qualitative study of 369 child welfare professionals' perspectives about factors contributing to employee retention and turnover

A statewide qualitative study of personal and organizational factors contributing to employees' decisions to either remain or leave employment in child welfare is described. Of particular interest was identifying factors related to employee retention. Professional staff (n = 369) in a state public child welfare agency, representing all levels of the agency and regions of the state, participated in 58 focus group interviews comprising some 1200 person hours of data collection. Core findings of the results are presented and discussed in view of information from other recent child welfare workforce studies. Recommendations and implications of the results for policy and practice are described.     

Understanding the diverging paths of stayers and leavers: An examination of factors predicting worker retention

The retention of qualified, competent staff has been a longstanding challenge for child welfare agencies. Given the stressful nature of child welfare work, difficulties with recruitment and retention of staff may not be surprising. However, considering the costs of chronic turnover, efforts to increase retention are crucial. The current study utilizes a large sample (n = 1102) of Title IV-E graduates from one statewide consortium in order to explore the usefulness of a conceptual model for understanding retention and turnover of workers in public child welfare. Logistic regression models reflect that at least one variable from each of four categories (worker, job-extrinsic, job-intrinsic, responses to job) predicted retention. Implications for child welfare workforce research, agency practice, and Title IV-E MSW programs are discussed.     

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.     

Organizational change: The role of climate and job satisfaction in child welfare workers' perception of readiness for change

BackgroundWhen organizations embark on deliberate efforts to increase effectiveness through organizational-level changes, those that demonstrate greater readiness for change tend to have better outcomes. In contrast, when the organization is not ready, a change effort may result in resistance, conflict and, eventually, failure. However, studies addressing how agency climate and job satisfaction influence workers' perception of the organization's readiness for change in child welfare or human service organizations are scarce.MethodsData for this study was obtained from a sample of 356 direct care and clinical child welfare workers employed at eight not-for-profit child welfare agencies under contract to provide a variety of services in a large northeastern state. Workers were surveyed on their agency's readiness for change, organizational climate, and job satisfaction. The Spector Job Satisfaction Survey measured nine subscales and Parker Organizational Climate survey measured four primary domains: role, job, supervision, and organizational dimensions. A confirmatory factor analysis was conducted on nine questions derived from the Organizational Readiness for Change survey that measured workers' perceptions of organizational readiness for change. Structural Equation Modeling (SEM) was utilized to determine climate and satisfaction influences on voluntary child welfare workers' readiness for change.ResultsThe results of SEM confirmed that the exogenous independent indicators of role ambiguity, supervisor goal emphasis, organizational innovation, satisfaction with communication, and the number of years in current position were predictive of workers' perception of readiness for change with significant positive coefficients.ImplicationsThis study highlights the importance of certain organizational climate and job satisfaction factors that child welfare workers' identify for the success of agency change efforts. Workers perceive that organizations may have a higher level of readiness to implement successful change initiatives when: (1) workers feel their role is clear, supervisors articulate change goals, and job performance is held to a high standard and is measurable; (2) agency leaders establish organizational communication that is explicate, and they encourage workers to develop ideas and try new ways of doing the job; and (3) the greater the number of years workers are in their current position, the more likely change initiatives are perceived to be successful. Most importantly, this study suggests that not all organizational climate or job satisfaction factors are recognized by workers as supporting change equally.     

Organizational culture influence on service delivery: A mixed methods design in a child welfare setting

Despite the growing acknowledgement that mixed methods can be useful to better understand complex organizational cultures, there are few examples of studies, which demonstrate how organizational culture studies combine quantitative and qualitative methods in a single study within the child welfare setting. The purpose of the article is to illustrate how a concurrent triangulation was accomplished in a single organizational culture study in a child welfare agency. A sample of 92 employees was selected from a Midwestern private, non-profit, faith-based child welfare agency. Four distinct methods were used to measure organizational culture and its influence on service delivery which allowed for greater validity by collecting different data bearing on the same organizational culture phenomena. Strengths and implications are discussed.     

Serving immigrant families and children in New York City's child welfare system

This article describes the efforts and special initiatives of New York City's Administration for Children's Services to improve services to immigrant and English language learner populations. Children's Services convened an immigration issues advisory subcommittee, created special tools for child welfare staff, collaborated with legal agencies to assist foster children with immigration status adjustments, improved agency data collection, and launched an agency-wide training initiative on immigration issues. The challenges encountered by Children's Services offer important insight for child welfare agencies in other jurisdictions designing strategies to strengthen their services for immigrant communities.     

The context of program implementation and evaluation: A pilot study of interorganizational differences to improve child welfare reform efforts

This article contributes to the growing literature on evaluation and implementation science by examining the interaction between staff perceptions of organizational strength with perceptions and indicators of program fidelity. As part of a pilot project related to the evaluation of the Family to Family initiative, a survey was distributed to employees within two urban child welfare agencies with a total of 410 respondents across both sites, for a combined response rate of 72.2%. Survey results were analyzed both in terms or respondents' perception of their agency as well as in relation to measures of program performance and workload. Multivariate models show that organizational indicators are the most significant and positive predictors of perceived program implementation. Specifically, staff who positively perceived the availability of information within their agency also believed that the programs were well implemented in their agency. These findings suggest that as the value of program changes are articulated within an organization, the implementation of the initiative is perceived to improve.     

Innovations in child protective services inservice training: commitment to excellence

The overwhelming obstacles to effective CPS intervention created by increasing reports of abuse and neglect, funding shortfalls, and the lack of qualified workers have prompted national efforts to reform the public child welfare system in the United States. Organizations such as the American Public Welfare Association, the Children's Defense Fund, the Child Welfare League of America, and the National Association of Social Workers are currently working closely with other national organizations to develop legislative proposals that will enable child welfare agencies to be more responsive to the needs of children and families. A critical component of this reform is the need to recruit, train, and retain qualified and competent CPS workers. The four training programs described in this article are examples of innovative programs seeking to enhance service delivery by enhancing the knowledge and skills of their staff members. Although the four programs were developed in very different political and social climates and within diverse organizational structures, they all provide useful lessons in how to develop efficient and effective training for workers delivering protective services for children. Any national, state, or local efforts to design and develop new CPS training programs should take into account the significant strides made by these agencies.     

Does formal integration between child welfare and behavioral health agencies result in improved placement stability for adolescents engaged with both systems?

National survey data were used to assess whether child welfare agency ties to behavioral health care providers improved placement stability for adolescents served by both systems. Adolescents initially at home who were later removed tended to have fewer moves when child welfare and behavioral health were in the same larger agency. Joint training of child welfare and behavioral health staff was negatively associated with numbers of moves and numbers of days out of home.     

Preparing Social Workers for Child Welfare Practice: An Innovative University–Agency Learning Collaborative

This paper describes the evolution of a university–community child welfare learning collaborative based on an adaptation of the teaching hospital concept. This partnership between an agency providing a range of child and family welfare services and two university units, the school of social work and outreach, was intended to accomplish multiple agency, university and community goals: implement best practices in the agency, enhance social work education, increase staff resources in child welfare, influence public policy, and improve the lives of children and families in the child welfare system. The major strategy was ‘Grand Rounds’ modeled after the system used to train medical students through multiple transactions with experts in a clinical setting. The first year was very successful, with students, agency staff and faculty giving the sessions high ratings in content, quality and utility. One key to the success of the initiative was that it was an agency‐driven process and was based on working relationships of mutual respect and trust. Building such relationships takes both time and effort. Future challenges will include garnering the resources, both human and financial, to sustain the collaboration over time.     

Practice Change in Child Welfare: The Interface of Training and Social Work Education

This article examines perceptions of the relationship between professional education and workplace training among a select group of public child welfare employees who pursued graduate social work education during a period of major practice change at their agency. Focus groups were conducted with representative members of graduating cohorts as students completed their studies to explore the connections and distinctions between their professional education and the workplace training that introduced case practice reform. Experienced caseworkers, supervisors, and management-level staff, study participants were well situated to contemplate the changes in process at their agency. They offered insights into the progress of reform and the challenges of sustaining change as well as their roles as professional social workers in carrying reforms forward.     

Perfecting the Craft: Formative Assessment of a University–Agency Partnership for Social Work Education

The aim of this study was to identify strengths and weaknesses of a Title IV-E partnership for delivery of child welfare education in the United States. A formative assessment was conducted for a newly developed partnership between a public child welfare agency and seven institutes of higher education. Using a qualitative design, interviews were conducted with professionals from the agency and from each college/university, as well as with students enrolled in child welfare courses supported by the partnership. Findings address strengths and benefits of the partnership, lessons learned, and suggestions for enhancement of program administration, curricula, field placements, and recruitment and retention. Respondents described numerous benefits of the partnership, particularly its contribution to professionalism and commitment among child welfare workers, improving the field of child welfare, and promoting a focus on outcomes of safety, permanency, and well-being for children and families. A concern to be addressed in future research and practice was integrating opportunities for education and career advancement for persons currently on staff at the public agency. Recommendations are discussed for improving university–agency partnerships in child welfare and beyond.     

Reducing turnover is not enough: The need for proficient organizational cultures to support positive youth outcomes in child welfare

Objective

High caseworker turnover has been identified as a factor in the poor outcomes of child welfare services. However, almost no empirical research has examined the relationship between caseworker turnover and youth outcomes in child welfare systems and there is an important knowledge gap regarding whether, and how, caseworker turnover relates to outcomes for youth. We hypothesized that the effects of caseworker turnover are moderated by organizational culture such that reduced caseworker turnover is only associated with improved youth outcomes in organizations with proficient cultures.

Methods

The study applied hierarchical linear models (HLM) analysis to the second National Survey of Child and Adolescent Well-being (NSCAW II) with a U.S. nationwide sample of 2346 youth aged 1.5- to 18-years-old and 1544 caseworkers in 73 child welfare agencies. Proficient organizational culture was measured by caseworkers' responses to the Organizational Social Context (OSC) measure; staff turnover was reported by the agencies' directors; and youth outcomes were measured as total problems in psychosocial functioning with the Child Behavior Checklist (CBCL) completed by the youths' caregivers at intake and at 18-month follow-up.

Results

The association between caseworker turnover and youth outcomes was moderated by organizational culture. Youth outcomes were improved with lower staff turnover in proficient organizational cultures and the best outcomes occurred in organizations with low turnover and high proficiency.

Conclusions

To be successful, efforts to improve child welfare services by lowering staff turnover must also create proficient cultures that expect caseworkers to be competent and responsive to the needs of the youth and families they serve.     

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.     

Family preservation or child safety? Associations between child welfare workers' experience,position, and perspectives

In child welfare, there is sometimes a false dichotomy between child safety and family preservation. In an evaluation of Family Group Decision Making in four child welfare jurisdictions, worker surveys were administered to caseworkers, supervisors, program directors, and program coordinators asking about worker perceptions, demographics, organizational culture and climate, and job characteristics. The surveys contained the Dalgleish Scale, an instrument designed to measure the perspectives of workers across the continuum of child safety versus family preservation beliefs. Assessing a number of worker characteristics, an analysis of the Dalgleish Scale revealed that staff who have worked in child welfare longer are more likely to be oriented toward family preservation, whereas staff working in the field for a shorter time period or rating the shared vision among staff higher are more likely to be oriented toward child safety. Evidence has demonstrated that caseworkers' perspectives influence disposition decision making, and that child and family outcomes, such as maltreatment recurrence or out-of-home placement, are not solely determined by family and case characteristics. The potential utility of developing a better understanding of staff orientation has implications for organizational culture, compliance with policy mandates, workforce development, and most importantly, outcomes for child welfare-involved families.