Riverside County Grand Jury
• 2021-2022
Enhanced Organizational Culture and Leadership: Children Services Division Dedicated to Protecting Riverside County
⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 7 findings
F1
ROLES and RESPONSIBILTIES: The Grand Jury found that roles and responsibilities have been clearly defined in accordance with the recommendation from the 2019 External Review Analysis and Process Improvement report. We also found that there is clear and consistent communication between supervisors and County Counsel. CPS and County Counsel are working together to provide the support and the tools they need for making timely decisions that will protect the children. SSPs and managers reported that the working relationship with County Counsel has had the “biggest impact.” Executive management promotes a “Strict Structure” approach and a “line of sight” management philosophy, which includes supervisors meeting with their SSPs daily, and supervisors meeting with regional managers. As described in an interview, this is “more work, but better efficiency.”
Related Recommendations (1)
R1
County Counsel to continue to support, guide and to stay actively involved with ongoing training of SSPs, such as the monthly “Brown Bag” meetings. Continue monitoring court processes and law enforcement engagement with CPS. Based on Finding 1 Financial Impact: None
F2
WARRANT FOR REMOVAL PROCESS: While the Probable Cause Statements may seem “cumbersome, tedious and time consuming”, according to only a few of SSPs interviewed, most reported that they feel comfortable with the process, especially with help from County Counsel. Policies and procedures for both daytime and afterhours processing were current as of 2020 and 2021, respectively. Several of those interviewed felt that the requirement to clearly articulate “preventable services to maintain the family unit”, and having “dedicated law enforcement specifically working with CPS”, have enhanced the process. The procedures for obtaining warrants, as written, specifically outline the roles and responsibilities of the SSPs, supervisors, and County Counsel. We found that current procedures for obtaining a warrant from the court for removal are working well.
Related Recommendations (1)
R2
DPSS/CSD management to ensure all SSPs, not only those that are case carrying, are familiarized and educated with the process of writing/completing a Probable Cause Statement. Implementation to be completed by end of fiscal year 2022-2023. Based on Finding 2 Financial Impact: No incremental cost
F3
STAFFING PROCEDURES: This is a critical step in the process of investigating and determining what interventions may be required by the circumstances. The SSPs know they are required to keep their supervisors informed throughout the investigation and how decisions are made to “promote” or to close an investigation. This is termed “staffing a referral.” The SSP is responsible for documenting the conversations, explaining the directives given, and the rationale for the decisions. The documentation is recorded into the Child Welfare Services/Case Management System (CWS/CMS). The Grand Jury did not identify any significant process issues with the “staffing a referral” process.
No recommendations for this finding
F4
THE REMOVAL PROCESS: SSPs who have undertaken actions to remove a child from a home due to safety factors feel that better support and communication with their supervisors, and/or regional managers, has made these kinds of actions less daunting than before. While these actions may never be an easy task, they expressed some relief that it can be accomplished in a less stressful and more confident manner. The most common issue described by the SSPs is in the timing of the removals. Delays in placement or availability invariably create issues with the timing for the removal, and in providing a safe environment for a child at a critical time. In accordance with one of the
Related Recommendations (1)
R3
DPSS/CSD to evaluate the expansion of placement unit locations for children removed from the home due to safety factors. This would greatly assist SSPs in timely removals and provide a child a safe environment at a critical time. Implementation to be completed by end of fiscal year 2022-2023. Based on Finding 4 Financials Impact: Moderate to Significant dependent upon additional facilities
F5
STRUCTURED DECISION MAKING (SDM) ®: Safety and risk assessments are the primary functions of this system: a) Safety: a child is likely to be in immediate danger of serious harm/maltreatment, which requires a protective intervention, and b) Risk: characteristics associated with a greater likelihood of future system involvement. Risk Assessment identifies families with “Low, Moderate, High, or Very High” probabilities of future abuse or neglect. In our interviews with SSPs regarding this process, and the SDM tool, they reported they are comfortable with the tool, believe it is effective and have confidence in the guidance it provides. It is the Grand Jury’s opinion that no further “re-education” on the SDM is needed, but periodic refresher course should be required.
No recommendations for this finding
F6
CASELOAD MANAGEMENT: The average caseloads, as reported by the SSPs we interviewed, were inconsistent throughout the interviews. What was consistent is that the number of cases a SSP is normally carrying is felt to be a too high, especially with the additional referrals assigned. As noted earlier in this report, a Riverside County Board supervisor recognizes the “bone- crushing” caseloads on CPS. The current strategies (Strike teams, Monday Workgroup meetings, “5-Day Referral” actions, etc.) are encouraging to the SSPs and may in the long run help to reduce, or at least contain their caseload at manageable levels. The Grand Jury agrees with DPSS/CSD management that an increase in the number of additional positions in Investigative Services and Continuing Services would a have significant impact on the reduction of caseload numbers per SSP.
Related Recommendations (2)
R5
Board of Supervisors create an Ad Hoc committee to study and propose an action plan for CPS staffing levels in order to drive down the average caseloads, including approval of additional approved positions for Investigative Services and Continuing Services for fiscal year 2023-2024 as follows: a) Investigative Services SSP III: 70-75 new positions b) Continuing Services SSP I and II: 20-25 new positions Based on Finding 6 Financial Impact: Approximately $7M annually, including cost of benefits
R6
DPSS/CSD to prepare a summary report on caseload management that illustrates how the actions they have taken have been successful or not. This summary report is to be submitted to the Executive Office not later than June 30, 2024. Based on Finding 6 Financial Impact: No incremental cost 17 ~ EPILOGUE The topic of Child Abuse and Neglect is multifaceted and cannot be adequately studied in a relatively short period of time. And a thorough, judicious analysis of the seemingly enormous service performed by this agency cannot be distilled into one brief report. Preventing child abuse and neglect was not specifically discussed in the SSP interviews as it would have required an extensive amount of time. However, this Grand Jury report would be remiss if it did not reflect on the importance of CPS’s role in protecting children from abuse and neglect, children who are suffering physical, psychological and emotional damage. It is their mission. Throughout our investigation, we were pleased with the level of cooperation and assistance from DPSS management, Child Services Division management, and particularly the Social Services Practitioners we met with. We trust that this report adequately expresses our appreciation for the work they do. ~
F7
TURNOVER RATE: The current average turnover rate of 32% makes it additionally challenging for DPSS/CSD management to effectively reduce the average caseloads for SSPs. ~
Related Recommendations (1)
R4
Human Resources to develop a plan to address and reduce SSP voluntary turnover and number of losses during the probationary period in order to significantly reduce overall turnover. Plan should include recommendations related to compensation, health care packages and career development, as well as other retention strategies. Plan to be submitted to the Executive Office not later than December 31, 2022. Based on Finding 7 Financial Impact: Moderate to Significant