CW Workforce Development Looking to the future; Learning from the past

Decades of CW Workforce Concerns Began in the early years of the Children’s Bureau (Children’s Bureau,1940). CB Report, ‘In Search of Staff for Child Welfare’ 90% of states reported difficulty in recruiting and retaining child welfare workers (GAO, 1995). Statements of a personnel crisis in child welfare Researchers pointing to evidence to declare the American child welfare workforce in crisis. (Pecora, et.al, 1989; Alwon & Reitz, 2000). ??????????? 1912 1940 1950 1960 1970 1980 Late 80’s 1989 2000 2016

Decades of Worker Dissatisfaction Studies 1974 Poor working conditions Lack of training opportunities and time to participate Low-quality supervision Restrictive agency regulations and practices (Shapiro, 1974 and others) 1998 Inadequate pay Lack of recognition Chronic stress, emotional exhaustion, and overwork Pressures of high caseloads and paperwork Liability concerns (Drake and Yamada 1996 and 1999 and others) 2003 Risk of violence Low morale Lack of service resources for families Workload too demanding (U.S. (GAO) report to Congress and others) 2005 After hours/ unpredictable work schedules Too much time spent on travel, transport, paperwork, etc. Insufficient promotion and career advancement (ASPHA and others)

Worker dissatisfaction = increased worker turnover Worker dissatisfaction = increased worker turnover. Increased worker turnover = poorer child and family outcomes.

Early Workforce to Outcomes Connections 1925: “The many removals of children from the home were unnecessary because of the lack of adequate staff in many places for preliminary investigation and work with the family before removal. (DOL, 1925)

2003 Report to Congress Suggests Workforce to Outcomes Connection In the earliest study of this type, the relationship between CFSR review findings from 27 states and their agencies’ staff turnover rates were examined (GAO, 2003). Attracting and retaining child welfare caseworkers and supervisors are challenges which affect safety and permanency outcomes for children in the foster care system. Findings:

Some Other Findings 2006- State administrators ranked caseworker recruitment and retention as the number two problem in the U.S. child welfare system to improving child welfare outcomes. (USGAO, 2006) 2005-2010- Studies demonstrate that high worker turnover contributes to delays in timeliness of investigations, reduced frequency of worker visits with children, and a reduction in the percentage of children achieving permanency. (Flower, McDonald, & Sumski, 2005; Leung, 2010)

Beyond 2010: Worker Dissatisfaction Matters Continued research indicates that worker well-being affects child and family well-being. Job dissatisfaction affects child protection organizations through reduced: Worker wellness Worker performance Worker commitment to the organizations Worker desire to stay in the organization Organizational outcomes affect children and family outcomes. Lizano, E.L., & Mor Barak, M., Job burnout and affective wellbeing: A longitudinal study of burnout and job satisfaction among public child welfare workers,Children and Youth Services Review (2015)

October 11, 2016 “This summer the number of children in Arkansas' foster care system topped 5,000 for the first time. A new study finds that not all of those placements were necessary. It finds that an exodus of experienced field staff...coupled with a "Keep us off the front page" mentality...helps put more kids into the system”. KATV, AR Oct. 11, 2016

R1/2 CFSR Outcomes and Workforce Turnover Connections Lower permanency rates Instability in placements Longer length of stay in foster care Decreased probability of timely reunification Decreased trust between child welfare worker and youth and family Delays in child protective investigations Decreased quality of child and family visitations Inability to meet federal performance standards

Looking Ahead Factors affecting states’ performance and ongoing urgent needs for the future: Worker recruitment Lack of trauma trained CW and service providers High caseloads Worker turnover

An Investment in the CW Workforce is an Investment in Improved Outcomes for Children and Families

Multipronged Problems Require Multipronged Responses Front line child welfare staff must be recruited, educated, trained, supported, and developed professionally in innovative ways. Agencies must improve their organizational cultures in order to retain their workforce. Academic partners must include in their curricula a wide array of knowledge and skills to prepare high quality child welfare professionals.

Multipronged Approach (cont.) Agencies must take an innovative approach to strengthening the child welfare workforce by anticipating emerging needs and new realities and expectations for the future. Agencies must use a comprehensive, structured, and integrated workforce development framework to continuously and correctly assess, identify, and choose appropriate interventions that will address agencies’ workforce needs.

CB Workforce Development To build the capacity of child welfare agencies to systematically assess and address workforce needs and gaps so they can recruit, train and retain a sufficient and effective workforce. Worker-centered child welfare agencies that can adequately meet the S, P, and WB needs of both children and families and staff in their care. Mission Vision

Building on the Past to Improve the Future Ongoing Education Stipends BSW/MSW Recruitment and Retention Grants (2003-2008) and 5 Comprehensive Workforce Projects NCWWI I (2008-2013) and NCWWI II (2013-2018) Center for States Agenda on Workforce Development (2015) National QIC on Workforce Development (2017-2022) Next?

National Child Welfare Workforce Institute (NCWWI)

CB Center for States 2017 The Center will: Focus on key aspects of child welfare practice that have been demonstrated to be common areas of need across the country Increase public agencies’ ability to implement Federal laws and guidance Promote evidence-based and promising child welfare practices throughout the life of a case *More information will be shared on the Center for States webpages. / https://capacity.childwelfare.gov/state Coming soon!

CB Center for States 2017 Child protective services In-home services The Center will continue to develop products and support activities in areas such as: Child protective services In-home services Foster care Adoption Youth development and transition Child welfare workforce development Integration of child welfare IT systems and practice Continuous quality improvement and change management Interagency and cross system collaboration

National QIC on Workforce Development Goals 5 year Cooperative Agreement with CB Goals: Build knowledge on current and future child welfare workforce trends and how agencies can effectively prepare for these trends. Implement and test a comprehensive workforce framework for identifying, assessing and evaluating workforce issues and embed this framework into agency CQI processes.

National QIC Goals (cont.) Apply evidence-based/informed strategies and interventions to demonstrate new evidence for their efficacy to improve workforce outcomes and agency environment. Identify and evaluate connections between improvements in workforce outcomes and improvements in social work practices that lead to improved safety, permanency, and well-being outcomes for children and families.

Improved Workforce and Child and Family Outcomes CBCS NCWWI QIC-WD Improved Workforce and Child and Family Outcomes