Riverside County Grand Jury
• 1999-2000
Department of Public Social Services Child Protective Services
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⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 28 findings
F1
There appears to be a reluctance on the part of some management staff to openly, objectively and seriously consider positive suggestions for improvement within the department.
Related Recommendations (1)
R2
Establish an autonomous Children’s Services Citizen’s Oversight Commission to be responsible for overseeing the compliance of Child Protective Services. County Board of Supervisors, Director of the Riverside County Department of Public Social Services, and Assistant Director, Child Protective Services
F2
As a result of the 1996 Child Welfare League of America report, CPS established a committee and several task forces to oversee the implementation of the CWLA
No recommendations for this finding
F3
There appears to be a serious lack of administrative leadership regarding the oversight of uniform implementation and enforcement of policy, procedures and standards of practice. This has resulted in recurring incidences of some social workers: a. Engaging in inconsistent work practices. b. Failure to fully and appropriately assess the child’s individual medical, psychological, developmental and educational needs. c. Not visiting children in a timely and appropriate manner creating a potentially dangerous situation for the child. d. Delegating visitation responsibilities to newly assigned workers unfamiliar with the case.
Related Recommendations (4)
R2
Establish an autonomous Children’s Services Citizen’s Oversight Commission to be responsible for overseeing the compliance of Child Protective Services. County Board of Supervisors, Director of the Riverside County Department of Public Social Services, and Assistant Director, Child Protective Services
R3
Establish a 24-hour, 7-day a week Multi-Disciplinary Central Receiving Assessment Facility.
R8
Mandate uniform application and compliance of the Practice Handbook/Policies and Procedures Manual throughout each region.
R11
Collaborate with local law enforcement agencies to develop a joint response protocol.
F4
The administration has engaged in an aggressive public relations campaign in attempts to change the community’s negative perception of the agency. Staff is excessively involved in community organizations, limiting their time to focus on their primary responsibilities.
No recommendations for this finding
F5
Under the Administrative/Support Services division of DPSS, the department presently has two separate programs designed to respond to complaints and investigate employee misconduct. However, Child Protective Services’ complaint procedures are ambiguous, and on occasion discourage the complainant in addressing his/her concern.
No recommendations for this finding
F6
The six regional offices operate as autonomous units (i.e. fiefdoms) resulting in limited interregional cooperation of personnel, assets, and equipment, adversely affecting the children and their families.
No recommendations for this finding
F7
In 1996, CWLA recommended at least 40 hours of in-service and competency-based training annually for each Child and Family Services social worker. Such training has not been fully implemented as a result of which: a. A number of management, supervisory staff and social workers are not being updated on changes in legislation that directly effect policy and procedure. b. Staff and social workers encounter difficulty in determining whether a child should or should not be removed from foster or adoptive homes for immediate and imminent danger.
No recommendations for this finding
F8
According to the Riverside County DPSS Policy Manual-Social Services grievance reviews (31-414) grievances may not be granted if the child is removed for imminent danger, thereby circumventing the individuals right to appeal.
No recommendations for this finding
F9
Policy disparities still exist among a number of supervisors regarding approval of overtime as noted in the 1997-98 Grand Jury report, resulting in resentment between units and co-workers.
Related Recommendations (2)
R1
Establish a time limit to implement necessary corrective measures and conduct a review to evaluate the progress.
R8
Mandate uniform application and compliance of the Practice Handbook/Policies and Procedures Manual throughout each region.
F10
The lack of a comprehensive structured pay scale, based on job classification, education, performance and length of employment, is creating a great deal of frustration and animosity between co-workers, adversely impacting retention and morale.
No recommendations for this finding
F11
In some cases, social workers with repeated and documented performance problems remain employed.
No recommendations for this finding
F12
On occasion, some supervisors approve court reports of social workers without either reviewing, or adequately verifying evidence or documentation, within the case file to ensure accuracy.
Related Recommendations (1)
R9
Conduct a review of existing case files of each child to ensure proper and appropriate case management.
F13
Excessive caseloads have been used as a means of rationalizing the agency’s need for additional staff. Due to the compartmentalization of the agency’s programs, the 4,052 dependent children have been reported as approximately 9,000 cases.
Related Recommendations (1)
R12
Address compartmentalization by implementing a policy of cross training staff to perform duties of other programs and blend units conducting similar functions.
F14
Staff performs singular functions. The department does not extrapolate duplicate children enrolled in multiple programs. Dependent children are being counted on multiple social workers caseloads.
Related Recommendations (1)
R12
Address compartmentalization by implementing a policy of cross training staff to perform duties of other programs and blend units conducting similar functions.
F15
The shortage of staff is exacerbated by excessive allocation of personnel for nonfunded and discretionary programs.
Related Recommendations (1)
R7
Focus assets and personnel to ensure compliance and quality of service delivery of mandated programs, prior to the implementation of discretionary programs.
F16
As of March 2000, the agency had approximately 340 case carrying workers. Twenty-two positions remain vacant. Of the 69 additional positions recently allocated by the Board of Supervisors, only 30 were assigned by DPSS as case carrying positions.
Related Recommendations (1)
R6
Re-evaluate employee allocations, and make adjustments based on caseload.
F17
Due to unexplained employee allocation, in some regions there are significant disparities between caseloads and social workers.
Related Recommendations (1)
R6
Re-evaluate employee allocations, and make adjustments based on caseload.
F18
The transfer of foster care licensing from CPS to CCL in 1994 has resulted in many positive changes, improving the quality and level of supervision of foster homes, as well as uniform compliance with state regulations.
No recommendations for this finding
F19
Some social workers are experiencing difficulty utilizing the CWS/CMS system to facilitate proper movement and placement of children. This has resulted in: a. Failure to timely update status of capacity, vacancies and placement holds. b. On several occasions, children being placed or remaining in shelter or foster homes where other dependent children have been removed for abuse or serious licensing violations and deficiencies. c. On occasion, children sleeping, or waiting in agency offices and vehicles, while social workers search for available beds. d. Emergency response workers and law enforcement officers arriving with a child at inappropriate or unavailable shelter or foster homes.
No recommendations for this finding
F20
Too often, adoptable children languish unnecessarily in foster care, waiting years after parental rights have been terminated. Adoptions facilitated through private agencies are generally completed within six months from placement.
Related Recommendations (1)
R5
Contract with non-profit Foster Family Agencies to: a. Facilitate difficult placements. b. Assist in managing caseloads. c. Assist in facilitating adoptions to reduce the growing backlog of children in permanent placement and adoption programs.
F21
Approximately 50% of dependent children are placed with a relative within a reasonable amount of time. Regardless of the increase in kinship care there is a dangerous shortage of available and appropriate foster homes.
Related Recommendations (1)
R5
Contract with non-profit Foster Family Agencies to: a. Facilitate difficult placements. b. Assist in managing caseloads. c. Assist in facilitating adoptions to reduce the growing backlog of children in permanent placement and adoption programs.
F22
There has been a drastic decline in licensed foster homes. In 1994, there were 804 licensed foster homes in Riverside County. As of May 2000, there were only 584 licensed foster homes available.
No recommendations for this finding
F23
There is an alarming trend of foster care providers exiting the county system to become FFA foster homes. This is primarily due to the condescending attitude some social workers display in their interaction with foster parents and overall lack of support.
No recommendations for this finding
F24
There are 1,512 beds available for approximately 2,000 children in out-of-home, nonrelative placement.
No recommendations for this finding
F25
The lack of a sufficient number of appropriate foster homes has too often resulted in: a. Children being placed in the first available bed rather than in an appropriate placement. b. Children being placed in shelter or foster homes that meet minimal state standards, but may be of questionable quality. c. Children being placed with newly licensed, licensed pending or inappropriate foster parents who are poorly trained to deal with highly dysfunctional children. d. Children moved from foster home to foster home creating psychological trauma and attachment disorders (Foster Care Drift). e. Separating siblings and placing children in homes in extreme geographical locations. f. Placing children in homes with distinct cultural and language barriers.
Related Recommendations (1)
R4
Amend department policy #31-400 E to facilitate placement with private foster family agencies.
F26
The departments policy regarding the criteria for deciding whether an investigated emergency response case is substantiated, unsubstantiated or unfounded is not clearly defined. This practice has led to some social workers classifying abuse investigations as inconclusive when facts may meet the criteria of an unfounded disposition. As a result, an individual may become suspect and reported to the state Department of Justice.
Related Recommendations (1)
R10
Develop mandated guidelines specifically addressing removals and definition of immediate and imminent danger.
F27
There appears to be instances of a lack of objectivity in justifying the child’s removal and continuing dependency.
Related Recommendations (1)
R9
Conduct a review of existing case files of each child to ensure proper and appropriate case management.
F28
This investigation revealed that a lack of adequate funding is not a contributing factor in any of the significant factors mentioned. The Grand Jury is neither suggesting nor implying that all management and staff in the employ of CPS is derelict in their job performances. However, the findings outlined in this report are of serious concern and warrant prompt and reasonable attention.
No recommendations for this finding