Policy & Practice August 2018

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who do this work are Virginia’s most important asset, and the children and families served deserve a workforce that is highly trained and equipped wi th the skills to engage and assist. The common- wealth’s families expect human services professionals not just to let them know what services may be available, but to actively guide them in addressing the root causes of their challenges and integrate services that provide them with the best chance to be successful. The comprehensive approach Virginia has taken in addressing the workforce challenges guided by the road map laid out in the Value Curve will improve the outcomes for the most vulnerable families in need. Investing in the workforce offers big rewards for both your organization and the clients you serve. More staff will be retained, less money expended on replacing staff, and most important, clients will receive more consistent and competent services, allowing them a better chance at achieving their goals. Reference Note 1. Tripp, A., Rencher, F., Simmons, J., Wood, J., Walraven, J., & Levine, K. (2014). Department of Family And Protective Services staff report with final results. Retrieved from http://ncwwi.org/ files/Change_Implementation/Sunset_ Advisory_Commission__Final_Results.pdf and be more efficient, which means they'll have more time to focus on the safety, permanency, and well-being of children, youth, families, and the community. Simply put, when social workers have the right technology to collect, analyze, and surface critical informa- tion, they can apply that knowledge to safety decisions and spend more time engaging families. By spending less time on administrative work, they can focus more time on making every child’s tomorrow safer than today, and that’s a win for everyone.

then to greater impact on families and communities

Best Practices in Human ServicesTraining

Like workforce development planning and implementation more broadly, these efforts will result in a calculated and holistic plan moving the agency up the Human Services Value Curve. One approach to understanding workforce development is the Workforce Development Framework developed by the National Child Welfare Workforce Institute. It outlines a comprehensive planning and assess- ment process with a focus on 10 components that substantively have an impact on the workforce, such as leadership, organizational environ- ment, training, and supervision (see www.ncwwi.org for more information). Regardless of the framework, agencies are encouraged to employ a calculated and holistic approach. Virginia’s commitment to workforce development is embodied in the steps guiding the implementation team:  Establish goals and objectives to pri- oritize the development of a training academy model  Develop an implementation for the services training model system in the commonwealth  Develop an implementation timeline with specific goals and tasks needed to create a new training model “It’s helping us to make sure dead- lines are met, that we’re following statute, and that we’re meeting policies and procedures,” added Lisa Arneson, a lead adult and disabilities services social worker. Perhaps most important, says Kelly Rohland, a child protection social worker, the ability to collect, view, and share case content more quickly and efficiently means she can help a child get adopted in half the time it took for her previous client—sixmonths versus one year. Houston County DHS’ story brings to life how all agencies—from a

Carl Ayers, Virginia DSS Director of Family Services, sees workforce development as an opportunity and inspiration to move up the Human Services Value Curve. “We believe that howwe do our work is as important as the work do,” stated Ayers. The people • Protect new staff from carrying cases while in foundation training • Employ simulations to emulate real practice • Apply an academy approach with cohorts moving through training together • Use competency-based training and comprehensive curricula • Conduct multi-level evaluations from satisfaction to skill development • Engage multiple strategies promoting transfer of learning • Designate regional coaches to facilitate local-level transfer of learning • Consider certification for new workers • Prepare trainers through intensive train-the-trainer experiences, focusing on content knowledge, facilitation skills, and training management • Combine training across human services divisions to parlay resources small county to a large state—can use a flexible and scalable system of engagement with content col- lection, data collection, and case discovery to influence the lives of children, families, and communities. Northwoods’ systems of engagement are being implemented throughout the entire state of Ohio, plus county agencies in Colorado, New York, and Pennsylvania. Kari Daggett, director of child welfare at Colorado’s Mesa County Department of Human Services, says workers will have more information

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