Workforce Strategies Introduction Service cutbacks are occuring because of the shortage of a competent workforce. Recruiting has become a significant challenge. Staff turnover, nationally, is 40% for private child welfare agencies. Salaries in human services have not kept pace with other service industries. Inexperienced staff are having a negative effect on child protective decisions.
Workforce Strategies. Introduction Service cutbacks are occuring because of the shortage of a competent workforce. Recruiting has become a significant challenge. Staff turnover, nationally, is 40% for private child welfare agencies. - PowerPoint PPT Presentation
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Workforce Strategies
Introduction Service cutbacks are occuring because of the
shortage of a competent workforce. Recruiting has become a significant challenge. Staff turnover, nationally, is 40% for private child
welfare agencies. Salaries in human services have not kept pace with
other service industries. Inexperienced staff are having a negative effect on
child protective decisions.
Workforce Strategies
Strategies
Agency-Centric Approach - Most workforce strategies are endocentric to an agency. It is addressed like any other internal management issue.
Strategies-continuedSystemic Approach-The workforce crisis has to be address as the sum of all its parts:
Industry AttractivenessSalaries and BenefitsTrainingCareer Development
Workforce Strategies
State StrategiesState Associations representing child welfare agencies have various strategies for addressing the workforce crisis.
GeorgiaMarylandIllinoisNew York
Workforce Strategies
Maryland
Jim McComb
Maryland Assoc.of Resources for Fam & Youth
Workforce Strategies
Illinois
Margaret Berglind
Illinois Child Care Association of Illinois
Workforce Strategies
New York
New York Council of Family & Child Caring Agencies
Workforce Strategies
Georgia
Georgia Association of Homes and Services For Children
Workforce Strategies
Georgia – Together We Will Make it HappenWebsite Tools –Collaboration of Agencies – Shared Marketing for human service workersUniversity System CollaborationPublic/Private Collaboration
Colaboration of Agencies – Shared Marketing for human service workersMarketing firm will provide:
brochures,
employee newsletters,
public service announcements,
employee satisfaction surveys, and
central intake number.
Workforce Strategies
Georgia – Together We Will Make it Happen
University System CollaborationInternship ProgramsMarketing to Social Work ProgramsNewsletters to Social Worker Students
Workforce Strategies
Georgia – Together We Will Make it Happen
Public/Private CollaborationState Agencies facing same dilemma in the workforce crisis. Same strategies required. Collaborating together makes sense.
Shared workforceSame children and familiesBuilds partnerships
Use of public money is benefit for private agenciesUse of private advocacy is benefit for public agencies.
Workforce Strategies
In Sub-Conclusion
Georgia – Together We Will Make it HappenIt is a systems issue.Requires a systemic approach.Requires a team effort by all players.An Association can play important leadership role.
Workforce Strategies
In Conclusion –
States have various approaches.State Associations play important leadership roleCollaboration is important.Systemic Issues are important.
Workforce Strategies
Questions?
Maryland Association of
Resources For Familiesand Youth
“Priority 1”
2002Workforce Development Initiative
MARFY’s 2002 Action Plan
Priority 1: Responding to the Workforce Crisis
Goal: To enable agencies serving children and their families to effectively recruit, and retain qualified staff with an immediate emphasis on direct care staff, i.e., child care workers, counselors, social workers, case managers, and aides.
MARFY’s 2002 Action Plan Task Force Convened
A diverse group of stakeholders including MARFY members, other provider groups, higher education institutions, public child welfare, juvenile justice and education agencies, parent advocates, and other representatives from government and business sectors who are focused on workforce issues.
MARFY’s 2002 Action Plan What Do We Expect From
Members of the Task Force?
Participate on committees or identify staff for committees who bring knowledge and skills in areas of compensation, workforce qualifications, and recruitment/retention.
Serve as consultants to the committee chairs (guidance, resources, ideas)
Assist the Steering Committee in identifying best practices in workforce development outside of human services.
Meet regularly with task force
MARFY’s 2002 Action Plan Committees Formed
Steering Committee
Workforce and Workplace Standards Committee
Recruitment and Retention Committee
Compensation Committee
MARFY’s 2002 Action Plan Workforce Compensation Committee
Objective: Achieve adequate compensation
Strategies: Get data/information on worker compensation, retention and turnover
(Compensation Survey) Inform state agency officials, legislators and policy makers about the
need for improved compensation and the implication of failing to provide it.
Advocate for improved program funding tied to direct care staff salaries and wages
MARFY’s 2002 Action Plan Workforce & Workplace Standards
Comm.
Priority Objective:Establish child and youth care professional qualification standards
Strategies: Establish need for child and youth care professional certification Identify child and youth care roles and functions and related
competencies and skills Develop two and four year post secondary curricula and
instruction strategies Establish standards and procedures for competency assessment
and certification
MARFY’s 2002 Action Plan Recruitment and Retention Committee
Objective:
Enable child and family serving agencies to recruit and retain qualified staff
Strategies:
Create Best Practice Guide for staff recruitment & retention
Develop on-line capacity to post position openings and resumes
Development centralized recruitment network which includes screening and referral
MARFY’s 2002 Action Plan Workforce Development Survey Results
Number of Locations Represented: 189Number of Employees Represented: 5,898Number of Families Served: Over 16,477 families
MARFY’s 2002 Action Plan Compensation
Job Category # of PositionsAverage Salary # of Employees
Direct Care Workers 69 $22,287 1,776
Case Managers 25 $31,650 122
Social Worker 75 $34,852 400
Therapist (LCPC) 9 $38,000 27
Benefits
Benefit
% Who Offer to Full-
Time Staff
Average % of Premium Paid by Employer
% Who Offer to Part-Time
Staff
Average % of Premium Paid by Employer
Medical 100% 82% 33% 48%
Dental 94% 59% 32% 33%
Vision 78% 62% 25% 37%
Prescription 100% 83% 33% 50%
MARFY’s 2002 Action Plan Turnover Percentages
Direct Care Staff # of Responses Min Max Mean Median
Full-Time 32 0% 220% 49% 33%
Part-Time 21 0% 153% 54% 33%
Case Mgt Staff # of Responses Min Max Mean Median
Full-Time 18 0% 100% 16% 0%
Part-Time 2 0% 0%
MARFY’s 2002 Action Plan Turnover Percentages
Social Work Staff # of Responses Min Max Mean Median
Full-Time 33 0% 200% 34% 20%
Part-Time 6 0% 75% 18% 0%
Therapist (LCPC) Staff # of Responses Min Max Mean Median
Full-Time 12 0% 100% 14% 0%
Part-Time 0
MARFY’s 2002 Action Plan Most Common Reasons
Why Employees Resigned
Obtained other employment in the same field with a higher salary (69% of respondents)
Relocation (35% of respondents) Dissatisfaction with the Work Schedule or Hours (29%) Accepted a Position in a Different Field (29%) Returned to School/Education (23%)
MARFY’s 2002 Action Plan Average Vacancy Rates
Days Vacant 5 – 14 14 – 30 31 – 60 60+
# of Responses2 17 22 8
% of Responses4% 35% 45% 16%
49 Total Responses
MARFY’s 2002 Action Plan Estimated Vacancy Rate
# of Responses Min Max Mean
Direct Care 29 3% 67% 21%
Case Mgt 5 0% 57% 6%
Social Work 15 0% 60% 13%
Therapist 4 0% 100% 16%
Percentage of positions reported as vacant compared to budgeted positions
MARFY’s 2002 Action Plan Top Five Recruitment Strategies
Newspaper/Print Ads (69%)
Employee Referrals (41%)
Internet Advertising (35%)
Job Fairs (29%)
Word of Mouth (22%)
MARFY’s 2002 Action Plan Top Five Retention Strategies
1. Salary Program Improvements (44%)
2. Improve Work Environment (31%)
3. Benefit Program Improvements (29%)
4. Develop or Improve Training Programs (23%)
5. Flexible Scheduling (17%)
IllinoisCHILD CARE ASSOCIATION OF ILLINOIS AGENCIES
80% child welfare privatized in voluntary agencies
Residential Care used for juvenile corrections/probation cases
Significant percent of special education in non-public schools
Special state licensure by state child welfare agency required for direct service employees and supervisors
IllinoisCHILD CARE ASSOCIATION OF ILLINOIS AGENCIES
95 Member Agencies 164,000 Children & Adolescents Served by Member
Agencies 129,000 Families Served by Member Agencies 14,000 Full Time Equivalent Staff
TURNOVER RATES 22%-150% Range 35% Average
IllinoisCHILD CARE ASSOCIATION OF ILLINOIS AGENCIES
ASSOCIATION STRATEGIES
TRAINING Foundation Training for Direct Service License Applicants
designed with private/public collaboration Illinois received IV-E waiver to provide enhanced training for
private sector staff Association staff and members serve on Advisory
Committees to evaluate and review training Association members serve on Licensure Board Association staff and members developing new Basic
Training for Residential Care workers in collaboration with state agency and public university
IllinoisCHILD CARE ASSOCIATION OF ILLINOIS AGENCIES
ASSOCIATION STRATEGIES
SALARY AND BENEFIT STUDY
Three studies over four years General report Specific report for individual agency
review and comparison
IllinoisCHILD CARE ASSOCIATION OF ILLINOIS AGENCIES
ASSOCIATION STRATEGIES
LEGISLATIVE
Work Force Summit with Congressional and State Legislative Aides
Legislation on loan forgiveness Testimony on Work Force crisis and status of child
welfare workers Testimony and Work Force information distributed
to Illinois Congressional delegation .
IllinoisCHILD CARE ASSOCIATION OF ILLINOIS AGENCIES
MEMBER CAPACITY BUILDING
Panels/presentations
at
Membership Meetings
highlight
challenges/solutions .
IllinoisCHILD CARE ASSOCIATION OF ILLINOIS AGENCIES
FUTURE CHALLENGES Assuring Quality Training continues Federal and State legislation Reimbursement rates for contractual services Agency Challenges What we don’t know about the problem, our staff Changing practices/traditions/policies .
New York State
THE PROBLEMIn New York State last year:
Almost 40% of the residential child care workers left their positions
Over 30% of caseworkers were new hires; the figure is even higher in foster family boarding home programs…
On any given day almost 10% of the child care worker positions were vacant. . .
Children stay in foster care longer than their workers stay in their jobs…
New York State
WHY? Our agencies were only able to offer starting
salaries to those child care workers of $19,471
And to caseworkers of $25,598 Our average caseworker salaries are from
22 to 52% lower than what the average bachelor level person makes in NYS.
New York State
As a membership association of not-for-profit child welfare providers we have a two pronged approach to our work related to the Workforce Crisis.
#1. When we talk to the public or to our funders in government we need to be very clear as the problem:
It’s the salary Stupid!
New York State
#We need to acknowledge that there are ideas, concepts, and approaches agencies can adopt to improve recruitment and retention of staff
Symposium on Workforce Crisis Regional Human Resources Directors Quarterly Meetings Salary and Turnover Survey
Starting and average salaries for all key titles. (Caseworker, ccw, supervisors, teacher, nurse, clinicians)