Nancy S. Dickinson, MSSW, PhD The Use of Evidence in Child Welfare Practice and Policy: An International Perspective on Future Directions Jerusalem, May.

Nancy S. Dickinson, MSSW, PhDThe Use of Evidence in Child Welfare Practice and Policy: An

International Perspective on Future Directions Jerusalem, May 27, 2010

The Role of Staff Development in Supporting Implementation of Evidence

Informed Practices

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

Presentation

Impact of child welfare worker turnover on children, youth and families

What research tells us about retention of

child welfare staff

Evidence-informed retention practices

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

Impact of Turnover on Families and Children

Delay in timely investigations which can be

detrimental to the child at risk (US GAO, 2003)

Significantly longer stays in foster care (Flower,

McDonald, & Sumski, 2005; Ryan et al., 2006)

Higher rates of foster care re-entry (Hess, Folaran, &

Jefferson, 1992)

Relationship between turnover and recurrence

of child maltreatment (NCCD, 2006)

© Fixsen & Blase, 2008

Performance Assessment

Coaching

Training

Selection

Systems Intervention

Facilitative Administration

Decision Support Data System

Adaptive

Technical

Integrated & Compensatory

Com

pete

ncy

Driv

ers

Com

pete

ncy

Driv

ers O

rganization Drivers

Organization D

rivers

LeadershipLeadership

Improved outcomes for children and families

Graphics by Steve Goodman,2009

Implementation Drivers

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

CW Retention Research

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

Organizational Conditions and Retention

1. Supervision (Alwon & Reitz, 2000; Bernotavicz, 1997: Dickinson & Perry, 2002; Ellett, 2000; GAO, 2003; Harrison, 1995; Landsman, 2001; McCarthy, 2003; Rycraft, 1994; Samantrai, 1992; Smith, 2005) Also supported in work of the R&R grantees.

2. Organizational climate (AECF, 2003; Cahalane & Sites, 2004; Ellett et al., 2003; Glisson & Hemmelgarn, 1998; Hopkins et al., 1999; Keefe, 2003; Kleinpeter et al., 2003; Lewandowski, 1998; McCarthy, 2003; Nissly et al., 2005; Scannapieco & Connell-Carrick, 2003) Also supported in the work of the R&R grantees.

Supervision as a Retention Tool

Good supervision is the most important factor (Zlotnik et al., 2005)

Quantity of supervision influences job satisfaction (Barth et al., 2007)

Quality of supervision counts (Dickinson & Perry, 2002) Fostering on-the-job learning

– Peer mentoring– Supervisory coaching

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

Organizational Climate

Staff who stay – Understand the agency’s mission and feel

valued as contributors to that mission (Keefe, 2003; Rycraft, 1994; Michigan State, 2008; University of North Carolina, 2008)

– Feel part of a learning organization (Fordham University, 2008

– Experience clear expectations and measurable performance objectives (Annie E. Casey Foundation, 2003)

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

Organizational Climate

Staff who stay– Perceive opportunities for advancement (Denver

University; University of Southern Maine, 2008)

– Perceive recognition and rewards for performance (Child Welfare Training Institute, 1997; University of North Carolina, 2008)

– Feel respected as individual staff members (Landsman, 2001)

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

Organizational Climate and Retention

Mission Driven Performance Based Affirming

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Intervention Research and Retention Practices

The correlates of retention and turnover have been identified

What interventions increase retention and impact effectiveness?

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

An Experimental Study of Child Welfare Worker Turnover in NC

Random assignment to 17 intervention and 17 control groups

Provision of intervention:– Supervisor and manager training in

recruitment, selection, retention practice skills– Toolkits and TA for transfer of learning

Collection of data between 12/1/04 and 9/1/08

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Results

Significant improvements for the intervention group on:– Self efficacy– Organizational commitment– Agency affirmation– Shared mission– Depersonalization– Role clarity– Supervisor practice support– Supervisor team support– Intent to leave

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

Impact of Intervention on Retention

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Impact of Evidence-Based Practice on Staff Turnover (Aarons, et al., 2009)

Effect of EBP implementation on staff retention in context of statewide, randomized trial of intervention designed to reduce child neglect

SafeCare with & without fidelity monitoring; Services as usual with and without monitoring.

Greater staff retention in the condition where the EBP was implemented along with ongoing fidelity monitoring presented to staff as supportive consultation

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Perspectives on EBP Implementation and Turnover

Learning new skills like SafeCare were motivators to stay with current employers

Implementation of EBPs helps to recruit and retain new staff

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

Effects of an Organizational Intervention on Worker Turnover

The Availability, Responsiveness, and Continuity (ARC) Intervention (Glisson, Dukes, & Green, 2006)

Reduced worker turnover by two-thirds Improved work environments by reducing

– Role conflict– Role overload– Emotional exhaustion– Depersonalization

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

An Organizational Model to Improve Retention

New York State Agency Design Teams Local agency teams focus on organizational

culture and work issues Mentoring and coaching supervisors in team

building activities improved worker retention Retention influenced by

– Satisfaction with supervision– Opportunity for promotion– Agency communication

© Fixsen & Blase, 2008

Performance Assessment

Coaching

Training

Selection

Systems Intervention

Facilitative Administration

Decision Support Data System

Adaptive

Technical

Integrated & Compensatory

Com

pete

ncy

Driv

ers

Com

pete

ncy

Driv

ers O

rganization Drivers

Organization D

rivers

LeadershipLeadership

Improved outcomes for children and families

Graphics by Steve Goodman,2009

Implementation Drivers

Successful Implementation of Evidence Informed Practice

Core Implementation Components

Staff selection Staff Staff training Development Staff coaching Activities Performance

Assessment

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

Pre-Service and In-Service Training

Training Best Practices: Based on adult learning principles Skill-based

– Behavior Rehearsals– Knowledgeable feedback providers– Practice to criteria

Transfer of learning activities

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

Supervision and Coaching

Purposes: Teach effective practice Ensure good judgment Secure fidelity Increase staff satisfaction through support

and skill acquisition

www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

Thank You

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