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In addition to examining current practices, the LAS focused on types of changes being undertaken by CPS agencies regarding agency organization and administration, community partnerships, screening and intake, investigation, and alternative response. Results are presented in terms of national estimates of the number and proportion of agencies making such changes, with specific qualitative exemplar responses from the survey.
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Most agencies have not experienced recent change in their practices and processes with respect to the screening/intake, investigation, and alternative response functions. For screening and intake (36%), investigation (37%), and for alternative response (30%), approximately one-third of agencies had had their overall current practices and processes in place between 1 and 4 years (Table 6-1). Another one-third of the agencies had had their practices in place for between 5 and 10 years, with about 15 percent of agencies having their practices in place for more than 10 years.
| Process | Total | |
|---|---|---|
| Estimate (C.I.) * |
Percent | |
| Screening/Intake Process | ||
| Processes in place 1-2 years | 460 (310-610) |
18% |
| Processes in place 3-4 years | 470 (350-600) |
18% |
| Processes in place 5-10 years | 960 (790-1,130) |
37% |
| Processes in place more than 10 years | 390 (270-510) |
15% |
| Missing | 330 (220-430) |
13% |
| Total | 2,610 | 100% |
| Investigation Process** | ||
| Processes in place 1-2 years | 570 (440-710) |
22% |
| Processes in place 3-4 years | 390 (280-500) |
15% |
| Processes in place 5-10 years | 870 (720-1,020) |
33% |
| Processes in place more than 10 years | 400 (270-520) |
15% |
| Missing | 380 (270-490) |
15% |
| Total | 2610 | 100% |
| Other CPS Response Process*** | ||
| Processes in place 1-2 years | 280 (200-370) |
17% |
| Processes in place 3-4 years | 220 (150-300) |
13% |
| Processes in place 5-10 years | 590 (450-730) |
35% |
| Processes in place more than 10 years | 310 (200-420) |
19% |
| Missing | 260 (140-370) |
15% |
| Total | 1,660 | 100% |
| Note: Numbers in italics are based on 10 or fewer agencies * The 95-percent confidence interval (C.I.) indicates that, if the study were to be repeated with the same methodology 100 times, 95 of the replications would produce an estimate within the interval. ** X2=22.59, p<.001 (excludes missing) *** X2=15.16, p<.01 (excludes missing) |
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Agencies appeared to be actively adjusting or modifying other parts or components of their practices. While Table 6-1 indicates fairly stable practices for the major CPS functions, a separate module of the questionnaire examined how many and what types of all changes had been recently implemented. One-quarter of CPS agencies had not implemented any changes in the last 6 months, but three-quarters had implemented changes (Table 6-2). Nearly one-third (31%) had implemented one to two changes and 19 percent had implemented three to four changes in the last 6 months. Fourteen percent of agencies had implemented five to eight changes in the last 6 months while 11 percent had made more than eight changes.
| Number of changes | Estimate (C.I.) |
Percent |
|---|---|---|
| None | 660 (500-810) |
25% |
| 1-2 changes | 800 (640-960) |
31% |
| 3-4 changes | 490 (350-630) |
19% |
| 5-8 changes | 370 (270-470) |
14% |
| More than 8 changes | 290 (180-400) |
11% |
| Total | 2,610 (2,410-2,810) |
100% |
Many agencies also were considering changes during the prior 6 months. Table 6-3 shows how many changes had been considered during the last 6 months for all CPS agencies. One-third of agencies had not considered any changes in the last 6 months, but two-thirds had considered changes. More than one-quarter had considered one to two changes, 14 percent reported that they had considered three to four changes in the last 6 months, and 18 percent had considered five to eight changes.
| Number of changes | Estimate (C.I.) |
Percent |
|---|---|---|
| None | 850 (700-1,110) |
33% |
| 1-2 changes | 670 (520-810) |
26% |
| 3-4 changes | 360 (240-470) |
14% |
| 5-8 changes | 480 (360-600) |
18% |
| More than 8 changes | 250 (170-330) |
10% |
| Total | 2,610 | 100% |
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The greatest number changes were made to the overall organization of CPS agencies in the prior 6 months. These included areas such as training, information technology, staffing changes, and agency philosophy.
In the area of staff training, more than one-quarter (27%) of agencies made changes in this area during the preceding 6 months. In addition, 15 percent of agencies had considered changes related to staff training. Some examples of the more frequent types of changes reported in the survey included changes to the required training on specific topics, a general overhaul of training for new or existing staff, changes in training requirements for existing staff, and decreasing the total amount of training required.
More than one-quarter of CPS agencies (26%) had implemented changes in the use of information technology while 21 percent had considered such changes in the last 6 months. Almost all of the examples provided through the survey involved new or updated computer or reporting systems. Some agencies also had implemented systems that gave them access to other agency databases, while others had created a separate information technology unit or office.
Other recent changes implemented by CPS agencies involved the realignment of responsibility for core CPS functions. Sixteen percent of agencies had implemented such changes in the last 6 months, while 18 percent had considered them. Examples of such changes included changes in personnel (such as additions, reassignments, subtractions, or promotions of workers) and organizational changes with the formation of a unit or team.
Thirteen percent of agencies had implemented changes in their philosophy of service. Of these agencies, 23 percent mentioned a focus on safety and 20 percent mentioned a focus on family-centered services. Other types of changes that were mentioned included implementing a "best practices" approach; renewing the vision of the agency; emphasizing a case worker instead of a case manager approach; and establishing a more locally-based foster care response system to minimize trauma to children due to relocation.
Another 13 percent had considered such changes in the last 6 months. Of these, 20 percent discussed the addition of a multiple or differential response system. Other changes that were being considered included seeking accreditation by the Council on Accreditation; rewriting the agency manual; and increasing peer reviews to ensure continuous improvement.
| Change | Considered change | Implemented change | ||
|---|---|---|---|---|
| Estimate (C.I.) |
Percent | Estimate (C.I.) |
Percent | |
| Staff training | 390 (280-510) |
15% | 700 (530-860) |
27% |
| Use of information technology | 540 (430-660) |
21% | 670 (520-820) |
26% |
| Realignment of responsibility for functions | 470 (330-610) |
18% | 410 (270-550) |
16% |
| Philosophy of services | 350 (240-450) |
13% | 340 (250-430) |
13% |
| Agency requirements for staff qualifications | 400 (260-530) |
15% | 290 (190-390) |
11% |
| Degree of staff specialization | 230 (120-340) |
9% | 210 (140-280) |
8% |
| Decentralization of agency | 220 (130-300) |
8% | 190 (110-270) |
7% |
| Colocating workers | 180 (100-260) |
7% | 180 (120-250) |
7% |
| * Percentages are not additive because agencies
were included in each applicable row (category). Note: Percentages are based on weighted total of 2,610 agencies |
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Many agencies were also implementing changes in their relationships with other agencies and entities in the community. Such changes included collaboration with substance abuse and domestic violence providers, as well as other types of community service providers.
Eleven percent of CPS agencies had implemented changes and 14 percent had considered changes related to their collaboration with alcohol and drug agencies (Table 6-5). Examples included improved coordination through joint staffing of cases, task forces, or committees. Sixteen percent of agencies had implemented recent changes in their collaboration with domestic violence agencies, while 10 percent were considering such changes. Examples of such changes included coordinating with domestic violence agencies on specific programs or participating with domestic violence agencies on a team. CPS agencies also had either implemented (17%) or considered (13%) changes in their collaboration with other agencies. Some examples included collaborating with specific other agencies, such as mental health or law enforcement, while others described their involvement in multidisciplinary teams.
Sixteen percent of CPS agencies had implemented changes in the past 6 months related to the use of community-based organizations as service providers, while 10 percent of agencies had considered such changes in the last 6 months. Fewer CPS agencies had implemented (7%) or considered (5%) changes in the use of community-based organizations as case management service providers. It was also less common for CPS agencies to have implemented or considered changes in the use of community boards or citizen review boards.
| Change | Considered change | Implemented change | ||
|---|---|---|---|---|
| Estimate (C.I.) |
Percent | Estimate (C.I.) |
Percent | |
| Collaboration with alcohol and drug agencies | 360 (250-470) |
14% | 290 (200-380) |
11% |
| Collaboration with domestic violence agencies | 270 (180-360) |
10% | 420 (310-540) |
16% |
| Collaboration with other agencies | 350 (240-460) |
13% | 430 (290-580) |
17% |
| Use of community-based organizations as service providers | 260 (170-350) |
10% | 420 (290-540) |
16% |
| Use of community-based organizations as case management service providers | 120 (60-180) |
5% | 180 (100-260) |
7% |
| Use of community boards | 170 (90-250) |
7% | 170 (90-250) |
7% |
| Use of citizen review boards | 220 (130-310) |
8% | 130 (60-200) |
5% |
| * Percentages are not additive because agencies
were included in each applicable row (category). Note: Percentages are based on weighted total of 2,610 agencies. |
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Among the relatively small number of agencies that implemented changes to the screening/intake function, most added assessments or made changes in the way that referrals were processed. Seventeen percent of agencies had implemented changes in the use of assessments or other tools during the screening process during the preceding 6 months (Table 6-6). Nine percent of agencies had considered such changes. Seven percent of agencies had implemented changes in the processing of referrals and 9 percent had considered change in this area. Examples of such changes included personnel changes among CPS workers or how referrals to other agencies were handled. While 6 percent of CPS agencies had made changes in their response options in the prior 6 months, 12 percent were considering making changes. All of the other changes related to the screening function had been implemented by 5 percent or fewer of agencies.
| Change | Considered change | Implemented change | ||
|---|---|---|---|---|
| Estimate (C.I.) |
Percent | Estimate (C.I.) |
Percent | |
| Use of assessments or other tools | 230 (150-310) |
9% | 440 (320-550) |
17% |
| Processing of referrals | 230 (150-310) |
9% | 170 (90-250) |
7% |
| Response options | 310 (220-410) |
12% | 150 (90-220) |
6% |
| Amount of interaction with reporter and collaterals during screening | 180 (100-250) |
7% | 140 (80-190) |
5% |
| Programs/services available for screened-out referrals | 150 (80-210) |
6% | 140 (80-200) |
5% |
| Criteria for screening out referrals | 110 (60-150) |
4% | 90 (40-140) |
4% |
| Amount of interaction with family and/or child during screening | 180 (100-260) |
7% | 50 (0-90) |
2% |
| * Percentages are not additive because agencies were included
in each applicable row (category). Note: Numbers in italics are based on 10 or fewer agencies. Note: Percentages are based on weighted total of 2,610 agencies. |
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Overall, CPS agencies had implemented or considered relatively few changes in the functional area of investigation during the prior 6 months. Nine percent of agencies had implemented changes related to their use of multidisciplinary teams during the investigative process. An additional 6 percent had considered making such changes. Six percent of CPS agencies had implemented changes related to the role of law enforcement in investigating referrals, while 10 percent indicated that they had considered such a change in the last 6 months. Five percent or fewer of CPS agencies had implemented each of a range of other changes in the investigative process (Table 6-7).
| Change | Considered change | Implemented change | ||
|---|---|---|---|---|
| Estimate (C.I.) |
Percent | Estimate (C.I.) |
Percent | |
| Use of multidisciplinary teams | 170 (100-240) |
6% | 240 (160-330) |
9% |
| Role of law enforcement in investigating referrals | 270 (170-370) |
10% | 150 (70-220) |
6% |
| Use of risk assessments or other tools | 230 (150-320) |
9% | 140 (80-200) |
5% |
| Use of Child Advocacy Centers | 210 (130-290) |
8% | 140 (70-210) |
5% |
| Definitions of maltreatment | 130 (60-200) |
5% | 140 (40-230) |
5% |
| Amount of interaction with family and/or child | 180 (110-240) |
7% | 70 (20-120) |
3% |
| Other changes related to response | 80 (80-130) |
3% | 70 (20-120) |
3% |
| Central registries | 190 (110-180) |
7% | 90
(30-150) |
3% |
| Use of other mechanisms for joint investigation | 80 (30-130) |
3% | 60 (20-110) |
2% |
| Classification of referrals at end of response | 130 (70-190) |
5% | 50 (10-100) |
2% |
| * Percentages are not additive because agencies
were included in each applicable row (category). Note: Numbers in italics are based on 10 or fewer agencies. Note: Percentages are based on weighted total of 2,610 agencies. |
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Similar to the investigation function, few agencies were implementing or considering changes in the alternative response function (Table 6-8). Nine percent of CPS agencies had implemented changes during the prior 6 months in their use of risk assessment or other tools during their alternative response function. An additional 9 percent of agencies had considered such changes. A few agencies had implemented (7%) or considered (3%) changes related to their use of multidisciplinary teams during the alternative response. The remaining changes in this area were implemented by fewer than 5 percent of CPS agencies.
| Change | Considered change | Implemented change | ||
|---|---|---|---|---|
| Estimate (C.I.) |
Percent | Estimate (C.I.) |
Percent | |
| Use of risk assessments or other tools | 140 (90-200) |
9% | 160 (60-250) |
9% |
| Use of multidisciplinary teams | 60 (10-100) |
3% | 120 (50-190) |
7% |
| Classification of referrals at end of the response | 90 (50-140) |
6% | 60 (30-100) |
4% |
| Use of Child Advocacy Centers | 70 (20-120) |
4% | 50 (0-90) |
3% |
| Amount of interaction with family and/or child | 90 (40-140) |
5% | 30 (10-60) |
2% |
| Use of other mechanisms for joint investigation | 40 (10-80) |
3% | 40
(10-60) |
2% |
| Other changes related to response | 20 (0-40) |
1% | 30 (0-60) |
2% |
| * Percentages are not additive because agencies
were included in each applicable row (category). Note: Numbers in italics are based on 10 or fewer agencies. Note: Percentages are based on weighted total of 1,660 agencies. |
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The findings present an interesting perspective on change in CPS among local agencies that suggests a fair degree of stability in the way that agencies have conducted the basic CPS functions. Approximately one-third of all agencies have not undertaken any major changes for a period of 4 years. However, approximately 75 percent of agencies reported having implemented some changes within the past 6 months. Examination of descriptive statements shows that changes were often related to particular processes within the overall broad functions of CPS. In other words, while there is overall stability, many modifications and adjustments are being conducted. When specific areas of change are examined, nearly one-third had implemented changes in training and the use of information technology; approximately 15 percent had implemented changes in realignment of functions, philosophy of services, staff qualifications, collaboration with domestic violence agencies, collaboration with other community agencies, use of community-based organizations as service providers, and the use of assessments or other tools. This survey is the first to attempt an estimate of how deeply changes have reached into the CPS field. This survey indicates that changes are not as deep at the local level as might have been assumed based on anecdotal accounts.
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