In the heart of North Carolina, the persistent challenges within the child welfare system have reached a critical juncture, demanding innovative and comprehensive solutions. The scope of the issue is vast, impacting vulnerable children and families who rely on our services for support and protection. High turnover rates among social workers, exacerbated by low pay and administrative complexities, have led to disruptions in the continuity of care, affecting the well-being of those we are committed to serving. To address this pressing issue, I propose a transformative intervention that tackles turnover and reshapes the entire child welfare system for the better.
Outcomes
The proposed intervention encompasses specific outcomes, aligning strategically with community needs. I purpose to Initiate a specialized Child and Family Support and Early Intervention Team, comprising ten social workers and staff, by the end of two years, which will significantly reduce child welfare system involvement within a two-year timeframe. Research by McMullen et al. (2020) revealed that such specialized teams have demonstrated effectiveness in reducing child welfare system involvement and improving outcomes for children and families. This focused approach involves collaboration with stakeholders and community representatives, addressing measurable results in mitigating the disproportional representation of children and families of colour in the child welfare system. Concurrently, efforts to diminish infant mortality rates, especially among black, Indigenous, and people of colour (BIPOC) families, are emphasized with the introduction of a Mobile Health Clinic, as revealed by the study by Yakubu et al. (2023). This initiative, slated for implementation within the next 18 months, will help us propose to enhance access to healthcare services, improve infant survival rates and well-being, and ensure a tangible impact within a specific timeframe.
I also aim to advocate for allocating funds for a dedicated mental health facility for county employees, complete with advanced technology and emergency response mechanisms, which is an outcome designed to be realized within the next year. This initiative directly aims to enhance mental health support for county employees, ensuring a safer and more supportive work environment in the immediate future (Hou et al., 2020). Furthermore, creating a mental health facility for county employees, coupled with investments in updated technology and emergency bracelets, directly supports the strategic goal of ensuring the well-being of the county workforce.
Furthermore, I envision investing with the Minority and Women Business Enterprise (MWBE) Department, with a specific Capital Access Program, reflects strategic outcomes, aiming to increase the availability of capital to MWBEs in the next year; we plan to allocate $400,000 for partnerships with community organizations further emphasizing the inclusive nature of the intervention. The $15 million investment in staff recruitment and retention, including a competitive pay plan and merit increases, is a strategic and key outcome. This financial commitment ensures the long-term success of the intervention by retaining skilled personnel, demonstrating both inclusivity and equity in employment practices (Hou et al., 2020).
Intervention Description:
The intervention encompasses a multifaceted approach involving various services and activities to address the identified outcomes. Establishing the Child and Family Support and Early Intervention Team involves recruiting ten social workers and staff. These professionals will deliver primary prevention services and act as a family communication lifeline, directly impacting child safety and well-being (Liu et al., 2023). This intervention is strategic and inclusive, involving collaboration with stakeholders, families, community leaders, and service providers to ensure a holistic approach.
The initiative to reduce infant mortality involves the implementation of a Mobile Health Clinic, enhancing healthcare access for BIPOC families. This service is designed to be measurable, as infant survival and well-being improvements can be tracked. Creating a mental health facility for county employees, along with investments in technology and emergency bracelets, is a tangible and time-bound intervention supporting the mental well-being of the county workforce (Hou et al., 2022). The investment in the MWBE Department, with a Capital Access Program, involves targeted financial support for small businesses owned by minorities and women. The specific allocation of $400,000 for partnerships with community organizations emphasizes the inclusivity of this program. The $15 million investment in staff recruitment and retention is structured as a competitive pay plan and merit increases, ensuring a strategic and realistic approach to fostering a positive work environment.
The Leadership Academy, designed to instil compassion and expertise in leaders, involves a curriculum that is strategically flexible to fit busy schedules. Facilitators with distinguished academic credentials and industry experience ensure a high-quality learning experience, meeting the ambitious goal of creating thoughtful and strategic leaders capable of fostering positive environments (Liu et al., 2023). Implementing a reward system, including monthly competitions, leave benefits, and on-site amenities, complements the Leadership Academy, contributing to employee satisfaction and retention. The proposed facility to house all amenities in a centralized location aligns to create a one-stop shop for the community, providing easy access to the diverse range of services offered (Yakubu et al., 2023). This facility will serve as a tangible manifestation of the intervention’s inclusivity and equity principles, meeting the needs of all community members regardless of background or circumstance (Innovation et al., 2023). By consolidating resources within a single hub, the facility ensures streamlined access to essential services, fostering a sense of community interconnectedness.
The Rewards System and On-Site Amenities are integral to the intervention’s success, promoting employee well-being, satisfaction, and retention. The structured benefits include 40 hours of Bereavement Leave, a generous 40 hours of Parental Leave per child, and a progressive Vacation Leave increasing by 15% annually. Paid Caregiver Leave of up to 80 hours per calendar year recognizes caregiving responsibilities, and the Employee Assistance Program offers unlimited mental health services. On-site amenities like a 24/7 gym, wellness coaches, free childcare, Wi-Fi, or a $75 monthly stipend for remote workers contribute to a holistic and supportive workplace, reflecting the organization’s commitment to employee welfare and satisfaction.
Theory of change
The theory of change guiding this intervention is rooted in evidence-based practices, shaping proposed activities based on robust research tailored to specific outcomes for community well-being. The Child and Family Support and Early Intervention Team strategically address child safety and well-being, with a focus on rectifying the disproportionate representation of children and families of colour in the child welfare system (Lewis, 2023). The initiative to reduce infant mortality and enhance healthcare access aligns with contemporary research advocating for targeted interventions to improve maternal and infant outcomes, as revealed by the research by Yakubu et al. (2023). Furthermore, the proposed mental health facility and investments aim to positively impact employee well-being and productivity, creating a conducive work environment.
The strategic investment in the MWBE Department aligns with economic literature, contributing to economic growth, job creation, and community vitality for a more equitable economic landscape (Lewis, 2023). The Leadership Academy aims for effective leadership development to shape organizational culture, enhance employee satisfaction, and contribute to community success. Drawing from motivational theories, the rewards system intends to inspire and recognize employee contributions, fostering a supportive work environment and enhancing overall program effectiveness, as revealed by the study by Ebenso et al. (2020).
Appendix
References
Ebenso, B., Mbachu, C., Etiaba, E., Huss, R., Manzano, A., Onwujekwe, O., … & Mirzoev, T. (2020). Which mechanisms explain the motivation of primary health workers? Insights from the realist evaluation of a maternal and child health programme in Nigeria. BMJ Global Health, 5(8), e002408. https://gh.bmj.com/content/5/8/e002408.abstract
Hou, T., Zhang, T., Cai, W., Song, X., Chen, A., Deng, G., & Ni, C. (2020). Social support and mental health among health care workers during Coronavirus Disease 2019 outbreak: A moderated mediation model. Plos one, 15(5), e0233831. https://doi.org/10.1371/journal.pone.0233831
Innovation Network Inc. (2023). Innovation Network | Transforming Evaluation For Social Change. https://innonet.org/media/logic_model_workbook_0.pdf
Lewis, R. D. (2023). Reducing Overrepresentation of African American Families at the Front Door of Child Welfare (Doctoral dissertation, California Baptist University). https://www.proquest.com/openview/5eb021f14d6831b4cf05067f9546e062/1?pq-origsite=gscholar&cbl=18750&diss=y
Liu, P. Y., Spiker, S., Holguin, M., & Schickedanz, A. (2023). Innovations in social health delivery to advance equitable pediatric and adolescent life course health development: a review and roadmap forward. Current Problems in Pediatric and Adolescent Health Care, 101451. https://www.sciencedirect.com/science/article/abs/pii/S1538544223001001
McMullen, M. B., Lee, M. S., McCormick, K. I., & Choi, J. (2020). Early childhood professional well-being as a predictor of the risk of turnover in child care: A matter of quality. Journal of Research in Childhood Education, 34(3), 331-345. https://doi.org/10.1080/02568543.2019.1705446
Yakubu, R. A., Scharff, D. P., Gulley, L., BeLue, R., & Enard, K. R. (2023). Using collective impact to develop a community-led initiative for improving black infant mortality. Health Promotion Practice, 24(2), 282-291. https://doi.org/10.1177/15248399211061319
write