Common use of Caseworker Caseloads and Supervisor Workloads Clause in Contracts

Caseworker Caseloads and Supervisor Workloads. The CSA requires that DHS establish performance targets for caseworker caseloads and supervisor workloads (CSA Section 2.10). As noted in the October 2013 report, DHS’ ability to achieve progress in the most critical areas of reform hinges on reducing worker caseloads. Under the Pinnacle Plan, DHS committed to the following caseload standards: 4 Vacancy rates for jointly approved TFC homes are far lower: of the 102 jointly approved homes on July 1, 2013, four percent had been vacant for at least six months, and two percent for at least one year. These homes may be occupied by children in regular xxxxxx care or in therapeutic xxxxxx care. Of the 115 jointly approved homes on December 31, 2013, six percent had been vacant for at least six months and one percent for at least one year. CPS 12 Open Investigations or Assessments 0.0833 OCA 12 Open Investigations 0.0833 Family Centered Services 8 Families 0.125 Permanency Planning 15 Children 0.0667 Resource 22 Families 0.0455 Adoption 8 Families & 8 Children 0.0625 Supervisors 1 Supervisor Dedicated to 5 Workers 0.2 per worker The Pinnacle Plan identified a variety of activities to reduce caseworker turnover and improve the overall working conditions for the DHS workforce so they can better care for and meet the needs of children. These commitments include adopting a graduated workload assignment for new workers so that they would not receive a full caseload until nine months after completing CORE training and committing to “incrementally increase pay for child welfare staff so that salaries are more competitive with other states.” Finally, DHS committed to implement a 1:5 supervisor to caseworker workload ratio to ensure caseworkers receive the support and guidance they need, which is most critical for new workers. The Metrics Plan codified targets for the caseload standards and for the supervisor ratio identified in the Pinnacle Plan. One of DHS’ first steps to achieve these targets was to develop an accurate way to count caseloads. Counting a caseload for staff who have a single role and who work full-time in that role is straightforward. Counting a caseload for staff with mixed caseloads and responsibilities other than casework is more difficult. As counting caseloads is complex, the Co-Neutrals have employed an iterative process in working with DHS to develop an appropriate methodology. At the Co-Neutrals’ request, DHS submitted detailed caseworker caseload information for December 31, 2013. The point-in-time data submission for caseloads and workloads was well organized, and DHS quickly answered the Co-Neutrals’ questions and concerns. However, the methodology currently used by DHS does not account for graduated assignments for the many new staff at DHS, does not yet account for all appropriate secondary work and does not take into account non-titled supervisors who spend a portion of their time supervising caseworkers. As such, the Co-Neutrals will continue to work with DHS on these outstanding issues and will assess data sufficiency in this area in the next report. The Co-Neutrals will reserve judgment until the October 2014 report on whether DHS has exhibited good faith efforts to achieve substantial and sustained progress toward its caseload target outcomes. At this juncture, relying only on the Department’s preliminary data, described in Table 3, the Co-Neutrals do not yet find evidence that workloads are improving in a substantial and sustained direction and DHS will need to demonstrate very significant movement over the next several months. Table 3: Metrics Plan Caseload5 Baselines and Targets Meet (100% or below standard) 27% 45% Meet 35% Meet Close (1-20% above standard) 8% 30% Close 9% Close Over (20% or more above standard) 65% 25% Over 57% Over

Caseworker Caseloads and Supervisor Workloads. The CSA requires that DHS establish performance targets for caseworker caseloads and supervisor workloads (CSA Section 2.10). As noted in the October 2013 report, DHS’ ability to achieve progress in the most critical areas of reform hinges on reducing worker caseloads. Under the Pinnacle Plan, DHS committed to the following caseload standards: 4 Vacancy rates for jointly approved TFC homes are far lower: of the 102 jointly approved homes on July 1, 2013, four percent had been vacant for at least six months, and two percent for at least one year. These homes may be occupied by children in regular xxxxxx care or in therapeutic xxxxxx care. Of the 115 jointly approved homes on December 31, 2013, six percent had been vacant for at least six months and one percent for at least one year. CPS 12 Open Investigations or Assessments 0.0833 OCA 12 Open Investigations 0.0833 Family Centered Services 8 Families 0.125 Permanency Planning 15 Children 0.0667 Resource 22 Families 0.0455 Adoption 8 Families & 8 Children 0.0625 Supervisors 1 Supervisor Dedicated to 5 Workers 0.2 per worker The Pinnacle Plan identified a variety of activities to reduce caseworker turnover and improve the overall working conditions for the DHS workforce so they can better care for and meet the needs of children. These commitments include adopting a graduated workload assignment for new workers so that they would not receive a full caseload until nine months after completing CORE training and committing to “incrementally increase pay for child welfare staff so that salaries are more competitive with other states.” Finally, DHS committed to implement a 1:5 supervisor to caseworker workload ratio to ensure caseworkers receive the support and guidance they need, which is most critical for new workers. The Metrics Plan codified targets for the caseload standards and for the supervisor ratio identified in the Pinnacle Plan. One of DHS’ first steps to achieve these targets was to develop an accurate way to count caseloads. Counting a caseload for staff who have a single role and who work full-time in that role is straightforward. Counting a caseload for staff with mixed caseloads and responsibilities other than casework is more difficult. As counting caseloads is complex, the Co-Neutrals have employed an iterative process in working with DHS to develop an appropriate methodology. At the Co-Neutrals’ request, DHS submitted detailed caseworker caseload information for December 31, 2013. The point-in-time data submission for caseloads and workloads was well organized, and DHS quickly answered the Co-Neutrals’ questions and concerns. However, the methodology currently used by DHS does not account for graduated assignments for the many new staff at DHS, does not yet account for all appropriate secondary work and does not take into account non-titled supervisors who spend a portion of their time supervising caseworkers. As such, the Co-Neutrals will continue to work with DHS on these outstanding issues and will assess data sufficiency in this area in the next report. The Co-Neutrals will reserve judgment until the October 2014 report on whether DHS has exhibited good faith efforts to achieve substantial and sustained progress toward its caseload target outcomes. At this juncture, relying only on the Department’s preliminary data, described in Table 3, the Co-Neutrals do not yet find evidence that workloads are improving in a substantial and sustained direction and DHS will need to demonstrate very significant movement over the next several months. Table 3: Metrics Plan Caseload5 Baselines and Targets Meet (100% or below standard) 27% 45% Meet 35% Meet Close (1-20% above standard) 8% 30% Close 9% Close Over (20% or more above standard) 65% 25% Over 57% Over