1. Funding for this project is made possible through a cooperative agreement between the University at Albany, SUNY and the U.S. DHHS/ACF Children’s Bureau (www.acf.hhs.gov/programs/cb/)www.acf.hhs.gov/programs/cb/ Grant Number 90CT0149. Its contents are solely the responsibility of the authors and do not necessarily represent the official views of the Children’s Bureau.

2.  Not-for-profit Administrators & Clinical Professionals  Agencies contracted to provide child welfare services  Organizational climate factors related to Administrators and Clinical Professionals intention to leave the job

3. Child welfare services contracted to private agencies are sizeable:  80% family in home services  70% reunification services  80% foster care  76% residential treatment  69% adoptive placement

4. Responsible for:  Ensuring organizational stability  Delivering high quality care  Delivering effective and efficient care  Strategically aligned with collaborating agencies

6.  Organizational Climate & Culture  Implementation of Organizational Innovation  Evidenced-based Practice  Employee Turnover  Building & Sustaining Community Partnerships

7.  Turnover rates are sparse for these child welfare professionals.  Studies in social workers, nurses, educators and public agency leaders/clinicians found frequent movement to another job at the same level.  Turnover factors were:  Lack of autonomy  Work load  Role conflict & ambiguity  Burnout  Underpaid & Slow or no promotion

8. Perception of how the work environment impacts individuals.

9.  13 not-for-profit child welfare agencies under contract with the public system  Mix of urban, suburban & rural  Sub-sample of 318 administrators and clinical professionals

10.  165 Administrators  Executive Director/CEO  Program Directors  Managers  Department Heads  153 Clinical Professionals  Social Workers  Psychologists  Guidance Counsel ors

11. Yes, Considered looking for another job within the previous year  Intent to Leave Scale  Thinking of leaving (thought, spoke)  Looking for another job (paper, journal, internet)  Acting (phone inquiry, resume sent, job interview)

12.  Role Dimension  Ambiguity, Conflict, Overload  Job Dimension  Importance, Autonomy, Challenge  Organization Dimension  Innovation, Justice, Support  Supervisor Dimension  Trust & Support, Goal Emphasis, Work Facilitation

13.  Ambiguity is having unclear authority for decision-making  Conflict is rules & regulations interfere with doing a good job, or too many people directing  Overload is amount of work and pressure interfere with doing a good job

14.  Importance is work is highly meaningful and makes a contribution to team and children/families  Autonomy is the authority to make decisions on how to do job and control assignments  Challenge is job requires use of full knowledge and skills

15.  Innovation is the a bility to adopt or implement new ideas, processes, or products successfully  Justice is making d ecisions fairly = accurate information and hearing all concerns  Support is caring about employee wellbeing, opinions, and general satisfaction

16.  Trust & Support is being treated with respect and listen to problems  Goal Emphasis is setting specific goals to be accomplished with high standards of performance  Work Facilitation is shows me how to improve performance, help solve issues

17.  No significant differences between Administrators & Clinicians Intent to Leave Scale  Structural Equation Modeling (SEM) was used to identify the best fitting model that determine what organizational climate factors were related to intent to leave.

18. ThinkingLookingActing Organizational Support Administrators & Clinicians Organizational Support Administrators & Clinicians Organizational Support Administrators Job Overload Administrators & Clinicians Job Overload Administrators & Clinicians Role Ambiguity Clinicians Job Autonomy Administrators Role Ambiguity Administrators

19. Intra-organizational relationship with Board of Directors for fiduciary and strategic-planning support  Trust in leadership to:  Choose talented managers  Recognize deficiencies in systems  Monitor operations  Manage deviations

20. Administrators value discretionary power to act within the full scope of their authority to:  Provide leadership within the agency  Forge and maintain collaborative relationships

21. Elements of confusion, discrepancy, mistrust or diminished authority seriously impairs perception of organizational support.  Administrators’ Need the ability to perceive deviations as information vs. evidence of failure  Instill trust and proactively test assumptions  Seek information from all staff  Strive to cope with array of anomalies  Encourage learning that promotes competence across the agency

22. Coordinate service delivery to complex families while:  Navigating collaborative relationships  Implementing agency adaptations to accommodate necessary modifications  Provide staff supervision  Conduct client evaluations  Deliver direct services

23.  Overload occurs when demand or work are unreasonable and interfere with job performance and frequent contact with leadership  Clinicians decreased direct contact and feedback about job responsibilities and expectations can result in role ambiguity

24. Both Administrators and Clinicians may feel compelled to:  Complete multiple tasks in a short period of time, which:  Hinders thoughtful examination  Reduces deliberate action

25. Reasons and direction for initiating interactions among Board of Directors, Administrators and Clinicians:  Identify specific climate factors that perpetuate issues, leading to solutions  Not all types of employees entertain leaving at the same rate, or for the same reasons

26. Nancy Claiborne, PhD School of Social Welfare University at Albany State University of New York nclaiborne@albany.edu