The organizational structure of child welfare: Staff are working hard,but it is hardly working |
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| Institution: | 1. National Catholic School of Social Service, The Catholic University of America, USA;2. Strategic Consulting, Casey Family Programs, USA;1. Kingston University and St Georges, University of London, School of Social Work, Kenry House, Kingston Hill, Kingston-upon-Thames KT2 7LB, United Kingdom;2. Faculty of Health, Social Care and Education, Kingston University and St George''s, University of London, Kenry House, Kingston Hill, Kingston-upon-Thames KT2 7LB, United Kingdom;3. Kingston University and St Georges, University of London, St Georges, University of London, 2nd Floor, Grosvenor Wing, Cranmer Terrace, London SW17 0RE, United Kingdom;4. Faculty of Health, Social Care and Education, St Georges, University of London, 2nd Floor, Grosvenor Wing, Cranmer Terrace, London SW17 0RE, United Kingdom;1. Department of Social Welfare, Ewha Womans University, 52, Ewhayeodae-gil, Seodaemun-gu, Seoul, Republic of Korea 120-750;2. School of Social Work, University of Southern California, 669 W. 34th St., Los Angeles, CA, USA 90089 |
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| Abstract: | Child welfare has been overseen, litigated, reviewed, and chastised by those internal to the system and those who have never faced a traumatized child or an abusive parent. The work of child welfare occurs within organizations, generally large, public sector agencies. Literature has paid little attention to the organizational structure or staffing patterns of the agencies mandated to serve vulnerable children and families. This article explores the challenges facing child welfare and ponders the notion that the structure of public child welfare agencies has developed in response to internal and external factors. The resulting organizational structure may not be the best to support the myriad of mandates that child welfare must achieve. |
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