JDAI Site Updates
Workforce development is key ingredient in JDAI reform
Human service agencies seeking guidance and strategies for improving their workforce have a powerful new website: the Workforce Planning Portal. Users of the site will find a complete blueprint for workforce planning – from building a plan to collecting data to evaluation. Resources include guidelines and case studies for integrating a workforce strategy with an overall strategic plan and analyzing internal conditions and external data and factors that can affect an organization. Like so many aspects of reform, there are few "quick fixes" when it comes to addressing workforce issues. The Workforce Planning Portal is designed to offer guidance in taking a comprehensive approach as well as in addressing specific issues.
The portal, created with input from seven JDAI sites, represents another stage in the evolution of the Annie E. Casey Foundation’s Human Services Workforce Initiative, an effort to improve the recruitment and retention of front-line workers for vulnerable children and families.
As developers sought to understand the impact of reform on the workforce, JDAI site personnel were surveyed. Researchers found that an effective champion of reform will bring the message that the agency is committed to reform, but everyone can come to the table and have a voice in how it is going to occur. According to Joanne Fuller, director of community justice in Multnomah County, Oregon, “Management needs to own the building of the organizational culture, using human resources tools.”
Another significant concern for staff as they enter reform is potential job loss. In Pierce County, Washington, Judge Larkin allayed concerns by committing publicly that no one would lose their jobs. Reform brought restructured job descriptions in Cook County, Illinois where probation staff were encouraged to propose alternative programs or specialized caseloads. And, Bernalillo County, New Mexico, created new field positions for detention workers.
When Bernalillo County began its road to reform it became clear that compensation issues needed to be addressed. Staff turnover was 75%, and most staff cited compensation as a reason for leaving. Following a salary analysis and evaluating the cost of turnover they concluded that seeking pay increases from the county government was cost effective and in the best interest of staff and management.
Cook County recognized that in order to sustain reform they must recruit able staff. One workforce pipeline they support is through internships, which allow students a glimpse into juvenile justice and allow the department to assess the skills of potential employees. Deputy Director Carmen Casas stated, “We are moving towards a strong clinical model, and we need clinicians. So we go to schools that have strong MSW programs and then our own clinicians provide supervision for the students.”
Managed by the nonprofit Cornerstones for Kids, the HSWI recognizes that a stronger workforce produces better results, and that training and support are crucial in strengthening staff working in child welfare, juvenile justice, child care, youth development and employment services. The workforce planning portal was developed as part of a multi-year exploration of the juvenile justice workforce by Cornerstones for Kids, CPS Human Resource Services, and the Crime and Justice Institute.
To learn more visit Cornerstones4Kids.
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