Submittal to the Board of Supervisors

The Grand Jury found that by using the California Family Risk Assessment Form, DPSSICPS does not place enough value to "neglect factors," which are "risk factors." In sworn testimony, the Grand Jury was informed that case workers were encouraged to close out referral cases when the investigation did not meet the "neglect" criteria on the California Risk Assessment Form. Reports from DPSS/CPS were classified as unfounded and unsubstantiated and cases were closed. Response to Finding 1: Respondent disagrees wholly with the finding. Every investigation conducted by a DPSS/CSD worker includes an assessment for abuse and neglect regardless of the allegation that brought the family to the Division's attention. Over 60% of the substantiated allegations are due to neglect factors. In accordance with State statutes for the investigation of a referral of child abuse or neglect, DPSS/CSD staff use the evidence-based tools from the Structured Decision Making (SDM) model [See Attachment 8 - SDM Document]. The SDM model combines research with practice strategies, offering workers a framework for consistent decision making, and agencies a way to target appropriate resources to support families. The accumulating and compounding effects of risk factors are accounted for throughout the SDM model. The SDM tools, including the California Family Risk Assessment Tool, are used from the time of referral through to the termination of a case. These tools emphasize the assessment of both safety and risk factors. The Risk Assessment tool assists workers with determining if the future risk is enough to warrant court intervention. Training is provided to ensure that staff acquire the necessary skills to utilize all SDM tools, in consultation with a supervisor, as a part of the total assessment of the child and family (Authority cited: W&IC § 306, 309, 16501, 16501.2, Penal Code 11165.2, 11165.6). Once it is determined that an investigation should be initiated, DPSS/CSD staff conduct a thorough and coordinated investigation. The policy on Investigation Requirements informs staff of the basic steps of an investigation including but not limited to the following activities: • Review prior child welfare history. • Make every effort to obtain parental consent to enter the home, interview the child whether in the home or outside of the home, and/or have the child medically examined. • Contact the reporting party to obtain additional information. • Interview all collateral contacts relevant to the allegations. • Coordinate with law enforcement if the allegation is physical abuse, sexual abuse, or severe neglect. Note: Workers consult with law enforcement on these allegations to determine when and where the initial interview should take place. • Utilize the Structured Decision Making (SDM) assessment tools, and assess and document events, circumstances, and conditions that impact the safety and welfare of the child or the functioning of the family, including the: o existence of any condition which would place children at risk of abuse, neglect, or exploitation, as described by law o likelihood of abuse and neglect to occur in the future, and o need for pre-placement preventive services for the child and the parents, to address the identified risk factor. • Report substantiated allegations to the Department of Justice. A comprehensive safety and risk assessment is central to protecting children from abuse and neglect. The Safety Assessment helps workers at all points in a case to determine if a child may safely remain in the home, with or without a safety plan in place. The Risk Assessment is a tool which estimates the likelihood of future harm to children in the household, and assists workers in determining which cases should be continued for ongoing services and which may be closed at the end of an investigation. The investigation of the referral focuses on the connection between the behaviors of the parent or guardian, the specific condition of the child or home, and the risk of harm to the child. Common examples of neglect include: • unsanitary or hazardous home conditions • a lack of food, clean water, or household utilities • unresolved medical/dental needs • insect or rodent infestation • exposure to drug manufacturing chemicals (Reference Children's Services Handbook (CSH): Assessing Safety and Risk Factors; CSH Module 2, Chapter 1, Section B). The decision to initiate a child welfare case is based on credible evidence, facts, and guided by the social worker's assessment using the various tools and resources, and in consultation with the supervisor to determine the best response. Some of the response options to consider include: closing the investigation with referrals to services and community resources, leaving the child in the care of the parent but with court involvement, or removing the child from the home for safety concerns. DPSS/CSD staff comply with the State of California Child Welfare Services Manual of Policies and Procedures which set the legal mandates and criteria for closing a referral or promoting it to a case for further intervention and services.

The Grand Jury found that there is no definition for "global assessment" in our Glossary of Terms. In sworn testimony, the Grand Jury was told that "global assessment" is used when a referral necessitates an investigation. The definition given was, "they look at everything that is occurring at the home, not just what the original referral was for." The Grand Jury's review of records and sworn testimony revealed that social workers do not consider all current and prior history, as well as the "referral history alert." Response to Finding 2: Respondent disagrees partially with the finding. DPSS/CSD agrees that the definition of global assessment has not been included in the Glossary of Terms in the Children Services Division (CSH) Handbook. Riverside County social workers are trained on how to utilize the Structured Decision Making (SDM) tools which are designed to assist in assessing the risk and safety of children. A global assessment is part of the SDM model. The SDM model provides a series of evidence-based assessment tools and decision making guidelines that direct a worker with key decision points that begin with the initial call to the Child Abuse Hotline through the termination of the case. When workers utilize these SDM tools they are able to formulate an objective "global assessment" of the family. These SDM tools are evidence-based and rely on research that weighs risk factors that lead to abuse and neglect. Policy guidelines (CSH, Module 2, Chapter 1) are provided that direct workers to research and attach all prior child welfare history. Consideration of child welfare history is integrated throughout the Children Services Handbook. The Central Intake staff at the Child Abuse Hotline are responsible for searching the Child Welfare Services/Case Management System (CWS/CMS) for any prior child welfare involvement for each referral received and assigned for investigation. When there are multiple prior referrals, Central Intake staff clearly identifies this information in CWS/CMS and labels it for the investigating social worker as a "history alert". The investigating social worker is responsible for reviewing the prior child welfare history upon receipt of the referral or case. A review of any prior child welfare history is an important consideration on each referral of alleged child abuse or neglect to inform the worker as to the risk and safety of the child. A summary of each prior referral or case is provided in CWS/CMS to inform any subsequent social worker of the concerns and services previously provided to the family. These summaries are reviewed prior' to closing or transferring the case by the supervisor to ensure this information has been considered in all assessments. In cases with multiple prior referrals, the assigned worker is to consult with his/her supervisor, review the case with the managers and/or others as appropriate, and document the review and consultation in CWS/CMS and in the court report (if applicable). The supervisor leads the case consultation to provide guidance and assistance to the worker in determining the salient facts of the case as related to the family's needs, service provision, and case management requirements.

Sworn testimony revealed that DPSS/CPS has not diligently considered all law enforcement calls to the homes where dependent children reside, which limits their ability to assess all factors relating to the children's safety. Social workers have limited access to Jaw enforcement records. Testimony revealed not all social workers investigate fully into the criminal history of adults living in the home, nor do they investigate the medical, psychological, or school records of children with ongoing neglect and abuse complaints. Response to Finding 3: Respondent disagrees partially with the finding. DPSS/CSD has limited access to records due to law enforcement records being governed by statute regarding which agencies can receive information and under particular conditions. DPSS/CSD workers routinely collaborate with law enforcement to obtain needed information including but not limited to requesting police reports, information regarding recent police activity at a specific address, and direct assistance with investigations. For clarification, the policy of obtaining criminal history on adults cited in the report relates to the social worker's review of a referral prior to the initial contact with the family. The worker researches the criminal history of all adults living in the home; however this review is limited to the information available online through public records. State statutes permit DPSS/CSD workers to access criminal history for the investigation and/or location of a child's parent or guardian. Access to criminal history of others is limited to a person being considered as a placement option for a child and/or someone that will have continuing contact with the child (PC 1604.5; H&S 1522). The definition that was presented in the report of a "collateral" person did not have the complete context. Social workers engage and interview different collateral contacts as relevant and appropriate to each investigation. Collateral contacts are made with individuals identified in the investigation who may have additional information required to complete the assessment (Examples: babysitter, pediatrician, teacher, relative, etc.). These contacts can be in-person, by telephone, or by written correspondence and must adhere to statutory regulations regarding confidentiality.

Sworn Testimony by social workers indicates they are overloaded with cases and cannot properly evaluate the cases assigned to them. Some workers have testified to having forty cases. Other testimony indicates social workers are "overloaded" with paperwork: Response to Finding 4: Respondent disagrees partially with the finding. Due to budgetary constraints, Riverside County limited hiring from FY 2009- 2012, during which time the Division experienced attrition, which resulted in increasing caseloads. Additionally, in January 2012 Extended Foster Care was implemented which expanded case management services to transitioning foster youth from age 18 to 21. DPSS/CSD dedicated 21 case-carrying workers to this population. While there are no statutory mandates regarding caseloads, SB 2030 Child Welfare Services Workload Study published in April 2000 identified optimal caseload standards for child welfare programs. The following chart compares staffing levels to these standards during this period of time. With an improved budget outlook, since July 2012, DPSS/CSD has been hiring with the intent to first balance the caseloads to meet the current business needs and then bring caseloads into alignment with standards as positions are filled. Fifty-four (54) workers were hired last fiscal year, and 31 new staff are currently in induction training, and DPSS/CSD plans to hire an additional 23 workers this fall. Table 3: The following table is a comparison of SB 2030 Workload Standards and the current Riverside County caseload averages. Casework Staffing Levels Compared to SB 2030 Standards 1100 1000 c~ 900 ~ -;;; 0 800 Cl. u '16 ; 700 ~ 600 0 500 u * 400 0 . E,~0 300 z 200 100 2005 2006 2007 2008 2009 2010 "2011 2012 "2013 Jan-Jun ·easeload data for 2013 IS only from Jan-Jun. however staffing data IS through July 2013 -Children's Casework Staff (SW IIINs) -sa 2030 Minimal ......,._SB 2030 Optimal Pending filling all of budgeted positions, DPSS/CSD managers monitor caseloads on a weekly basis and redistribute workload and resources as needed to meet critical caseload needs specifically ensuring sufficient coverage for the Investigative Services Program. These efforts result in lower caseloads per worker and increased engagement with families. Other efforts to assist staff workload include the implementation of the DPSS/CSD "Paper Cut" Project. The purpose of this project is to streamline paperwork and explore more efficient methods of utilizing electronic technology. Project members have worked diligently to review all existing case file forms and documents to reduce or eliminate paperwork. A field unit is in the process of piloting the electronic filing of court reports to the designated court sites. Once implemented, this process will save social worker time in preparing and distributing court reports.

DPSS/CPS has a complaint process; however, in sworn testimony it was found that not all social workers are aware or understand it. Some social workers fail to adequately inform clients of the complaint process, nor do they assist them with their complaints. As a result, customers' and dependent childrens' rights are not being protected. Response to Finding 5: Respondent disagrees partially with the finding. Ensuring the client's rights are clear and protected and ensuring the client understands the complaint process are two separate issues involving separate policies and processes. The client's rights include the adult/child civil rights as well as legislative and regulatory rights. During the initial investigation, the adult is provided with a State of California Publication 13 "Your Civil Rights." The child is provided with a copy of the brochure "State of California Office of the Ombudsman for Foster Care: An independent resource for reviewing issues concerning foster care youth", which describes the child's civil rights and provides contact information if they want to talk with someone other than the social worker. This publication is also to be posted in the caregiver's home where the child can view it. The child is also given a list of rights while in out-of-home care. This list of rights is to be provided to the child and caregiver every six months while the child is in out-of-home care. Each time this information is given to the adult and child, the worker is to document the action in CWS/CMS and in the court report. Workers may need clarification on how to inform clients about the complaint process as there are different types of complaints. The different types of complaints and their process are listed below: • To address case-related complaints: During the initial investigation, the social worker is to provide a copy of The Complaint Process brochure [DPSS 3373A -See Attachment C]. This brochure describes the step-by step process for resolving complaints and who to contact if the complaint is not resolved (CSH, Module 1, Chapter 3, Section B). It has the social worker's, supervisor's and manager's contact information. The supervisor is to make every attempt to resolve the complaint and work closely with staff to ensure the client's complaint is addressed. • For allegation conclusion complaints: If a person disagrees with a finding made to an allegation and the finding was reported to the California Department of Justice (DOJ), the person can request a grievance hearing. Written procedures for requesting a hearing and the steps involved are mailed to each person when a record is sent to DOJ. • For criminal history exemption complaints related to placement certification, the person may request a hearing. Written procedures for requesting a hearing and details involved are mailed to each person when a denial has been made. • For funding-related complaints, there is a process for resolution. Written procedures are described in a letter mailed to caregivers with a notification regarding funding. When engaging with families, workers are trained to ensure literacy or language barriers do not prevent clear communication during an investigation. The worker is trained to ensure the client understands the complaint process by explaining verbally, requesting interpreter services, or by providing the documents in the client's preferred language.

DPSSICPS workers are required to complete "core induction training" before being assigned cases. Sworn testimony indicates that not all social workers receive the nine week "core induction training" prior to case assignment. The current policy requires a supervisor to accompany one social worker in the field one time per month. Response to Finding 6: Respondent disagrees wholly with the finding. DPSS/CSD requires new social workers to complete core training prior to being assigned cases. State of California Child Welfare Services Manual of Policies and Procedures requires that core training occur within the first 12 months of hire. Riverside core training includes the state mandated training as well as the Riverside County required program training. New workers complete the core training offered through the Public Child Welfare Training Academy. Field days are added to the core training program in order to integrate classroom learning along with practical experiences. Once a new worker graduates and reports to the field office, the worker can only be assigned a maximum of 50% of a case or referral load for the first three (3) months. Initially, the new worker shadows experienced workers to observe how investigations are conducted and cases are managed. The transition to holding the primary responsibility for an investigation or case-carrying activities continues with the experienced worker shadowing the new worker to provide guidance through the process, procedures, and policies, and to provide feedback regarding strengths and areas for improvement. Research shows that good social work supervision encourages professional development that promotes child safety and well-being. Supervision has a significant effect on job satisfaction and staff retention, and is a key factor in transferring professional knowledge, skills, values, and ethics. To ensure the transfer of professional knowledge and practice skills, the DPSS/CSD management team has developed a comprehensive system known as the System of Supervision (SOS). This system was created to assist supervisors in the oversight of critical child welfare functions. Supervisors meet with each worker in-person at least monthly to review specific items which may include personnel matters, referral/case or assignment consultation, program specific issues, positive performance feedback, training or improvement needs, and professional development of the worker. The policy of the supervisor accompanying a social worker in the field once a month is designed to maximize the learning experience. In addition to this System of Supervision requirement, the supervisor has a role in the continued training of staff. Monthly unit meetings provide an opportunity for supervisors to update workers on current policies, program activities, and practice information. Program meetings and consistency meetings also provide opportunities to exchange strategies and improve practice. Supervisors are to conduct telephone customer surveys each month to collect feedback about the worker's practice. Case reviews and case consultations are conducted with the worker, supervisor, and/or manager, as needed The Staff Development Division and the Public Child Welfare Training Academy provide a variety of skill-building trainings each month. State of California Child Welfare Services Manual of Policies and Procedures require workers to complete 40 hours of training every two (2) years. In Riverside County, DPSS/CSD policy requires 20 hours per year for social workers. B. Recommendations