Evidence-based Strategies for Improving Child Welfare Performance, Staff Retention and Client Outcomes XIX ISPCAN International Congress on Child Abuse and Neglect September 10, 2012 Alice Lieberman, Ph.D. and Michelle Levy, A.M.

Continuous social work vacancies High turnover due to demanding and stressful nature of work Impact of vacancies/turnover on families and workers who stay Social work graduates often unprepared for child welfare work Rural and frontier regions Privatization introduces unique challenges: Competition for staff Stringent staffing/licensing requirements Performance-based contracts/contract changes Resource implications Insufficient and fragmented workforce data Child Welfare Workforce Challenges in Kansas

U.S. Department of Health and Human Services, Administration for Children and Families, Children’s Bureau and The University of Kansas School of Social Welfare “To improve safety, permanency and well- being outcomes for children by building the capacity of child welfare professionals and improving the systems that recruit, train, supervise, manage and retain them.”

Kansas Workforce Initiative: YEAR 1 Workforce Profiles state and agency-based Evidence Reviews topical briefs for professionals

Agency & State Workforce Profiles Facilitated agency team-based review of workforce practices and policies: Staff Composition Recruitment, Screening and Hiring Professional Development Retention Surveys on training, communications and organizational climate Baseline for workforce and client outcomes De-identified data compiled into state profile

Organizational Climate Job Importance, Autonomy, Challenge Role Ambiguity, Conflict, Overload Work Group Warmth, Pride, Cooperation Organization Innovation, Justice Support Supervisor Trust / Support, Goal Emphasis, Work Facilitation Work Attitudes Job Satisfaction Job Involvement Organizational Commitment Work-family Conflict Stress Workforce Outcomes Intention to quit Retention Client Outcomes Permanency Removal Rates Relationships between Organizational Characteristics and Work Attitudes to Workforce and Client Outcomes Leadership Client-centered Supervision Goal Orientation

Kansas Child Welfare Workforce 1,700 staff 50 agencies

Estimated Average Tenure of Staff Leaving due to “Preventable Turnover” Less than 2 Years Intention to Quit = Turnover

Factors Related to Worker Retention Job Satisfaction Organizational Commitment Work/Family Conflict Client Centered Supervision Job Importance, Autonomy and Challenge Organization Innovation, Justice and Support Role Ambiguity, Conflict and Overload

Evidence Reviews Recruitment Selection Work/family conflict Secondary trauma Supervision and workforce outcomes Supervision and consumer outcomes

Kansas Workforce Initiative: YEARS 2-5 Recruitment: – Scholars Program “value-added” – Realistic Job Preview Retention: – Stress Inventory/Prevention Strategies – Supervisory Skill Development

What Supervisor Dimensions Influence Retention? Task Assistance Social and Emotional Support Interpersonal Interaction

Provide assistance with tasks Offer work-related advice and instruction Coach workers Support training and learning Task Assistance

Listen as workers discuss job difficulties Recognize emotional needs Acknowledge and reward good work Make supportive statements Clarify role and responsibilities Encourage help seeking Encourage positive thinking Be warm, friendly and respectful with workers Social and Emotional Support

Project a sense of emotional closeness Encourage staff to share the organizational vision Encourage a sense of competence Interact as professionals Encourage co-workers to support each other Interpersonal Interaction

Supervisor Skill Development Brief Videos Training Transfer of Learning Advanced Videos

Kansas Workforce Initiative