HomeMy WebLinkAbout690340.tiffMANAGEMENT REPORT
REVIEW OF POLICIES
AND
PRACTICES
• • •
WELFARE DEPARTMENT
WELD COUNTY
A L5..BEC! k CCDFNIVER. Ccu (DATA WI
690340
A
Review
of.
POLICIES AND PRACTICES
of the
WELFARE DEPARTMENT
Weld County, Colorado
October, 1969
The Carl S. Becker Company
Management and Planning Consultants
Denver, Colorado
TALE OF CONTENTS
Page
Introduction i
Part I - Community Involvement 1
Welfare Advisory Committee 2
Community Participation 3
Part II Organization and Management of the Department S
Organization of the Department's Casework
Program
Recommended Functional Chart
Recommended Organizational Chart
Personnel Program
Hours of Work
Employe Turnover
Secretarial Services
Work Measurement
Production Scheduling
Production Control
Training
Part III - Casework
Intake Division
Intake Procedure
Staff Workload in Intake Division
The Adult Division
Children and Youth
The Day Care Program
Food Stamp Program
6
7
8
9
12
13
16
18
19
20
21
22
23
23
25
28
31
37
39
TABLE OF CONTENTS (Continued)
Page
Resource Investigation of Fraud
Supplemental Payrolls
40
42
Part IV Work Standards and Staff Requirements 43
Part V
Computation of Work Standards and Staff
Requirements
Authorized Positions 1965 through 1969,
Recommended 1970
Available Casework Hours
Space Needs
Introduction
Present Situation
Recommended Allocation of Space
Future Space Needs
Exhibits
Exhibit A - Present Floor Plan, 2nd Floor
B - Present Floor Plan, 1st Floor
C - Present Floor Plan, Basement
D - Proposed Floor Plan, 2nd Floor
Administtation & Business
E - Proposed Floor Plan, lst Floor
Eligibility & Adult Services
F - Proposed Floor Plan, Basement
Child Welfare & Homemakers
Part VI - Reports
Statistical Reporting
Social Characteristics
The Case Record
Part VII - Supporting Services
Data Processing
Issuance and Control of Supplies
Messenger Service
44
52
53
54
55
57
58
60
61
62
63
65
68
70
71
72
73
TABLE OF CONTENTS (Continued)
Mail
Telephone System
Parking
Part VIII- Budget Impact
Equipment
Budget Impact
1970 Budget, Requested and Recommended
Appendix
Appendix A - Comments on the Intake Interview
Page
74
7S
77
78
79
80
82
83
INTRODUCTION
The Commissioners of Weld County, State of Colorado, have employed
the Carl S. Becker Company, Management and Planning Consultants, to
conduct a management study and to review policies and practices,
reports, and utilization of office space in the Weld County Department
of Public Welfare.
The first objective of this review is to determine the effectiveness
of manpower use in the Weld County Welfare Program as it operates
under policies established at the National and State level. Some of
the questions which have been considered in this review are as
follows:
Is the Department organized to effectively carry out its
program?
Is the Department staff used effectively?
Are duties and functions properly assigned?
Are the members of the staff properly oriented and trained?
Are the techniques of work planning, work scheduling, and
production control effective and efficient?
Are the current procedures and forms simple and effective?
Are the mechanics of producing the work as simple and as
effective as necessary to do the job?
Are adequate management controls established?
Is management advised as to that work which is being done and
that work which is not being done?
Is data processing a feasible application?
i
The second objective ' this review is to recommend 4 -hose changes
in practice which will make the organization more effective and hard-
hitting and will enable full utilization of staff.
The third objective of this review is to examine the space needs
of the department and to make recommendations which will effectively
use available space and to provide additional or different space,
when and where needed.
The goal of the study and the recommendations is to provide to the
recipient, service which is equal to or higher in quality than
that presently provided and, at the same time, to reduce the cost
of that service where possible. The County recognizes that the
worker caseload standards, as established by the State Department
of Public Welfare as guidelines, are based upon the ability of the
worker to visit cases and to perform services within traditionally
established policies and practices. The workers conducting these
visits and performing these services are burdened with non_
professional procedural and policy requirements and paperwork
loads that have, in effect, consumed 50 to 75% of the effective
time of the worker.
The recommendations in this report visualize a much more effective
use of caseworker time and, as a result, more time devoted to each
case. The standards established by the State Depaent are based
on the present inefficient and ineffective approach - and even
these have not been met in practice.
The Carl S. Becker Company is prepared to assist in implementing
these recommendations and to make the Weld County Department of
Public Welfare the most effective and hard-hitting one in the
State of Colorado.
ii
Part I
COMMUNITY INVOLVEMENT
- 1 -
Welfare Advisory Committee
Present Situation
At the present time, a Welfare Advisory Committee has
been appointed.
Evaluation and Recommendations
It is recommended that the County Commissioners should
assign the Welfare Advisory Committee to work with the
Department Director and the State Department of Welfare
representatives in development of effective and hard-
hitting programs within Weld County. This committee will
be only advisory in nature and will woxk with both
the Director and the County Commissioners as to the
real need for welfare programs.
- 2 -
Community Participation
Present Sitgation
At the present time, a community and voluntary service program
has not been organized.
Evaluation
The participation of the community, community organizations,
business men and individuals in a developed program supported
by volunteer service is of value in facing the total community
and area problem; in educating those members of the community
who participate and in specific help for certain recipients,
and thereby reduction of certain elements of the case -carrying
cost.
Recommendations
The recommendations are as follows:
1. That specific community service clubs should work with
the Welfare Advisory Committee recommended elsewhere in
this report and the director to develop programs which can
be pointed to eliminate certain recipients and consequently,
the total County welfare load.
2. Resources of the committee can be mustered using the
abilities and recognizing the needs of many business men
to develop new programs.
3. A private employment agency, created entirely by volunteers,
could be developed to assist in finding work for welfare
recipients.
4. A supplementary program providing clothing for recipients
could be developed.
5. Specific volunteers, for assistance in the foster home
service programs could be developed. This service could
include:
a. Transportation, which is a big problem in foster home
areas.
b. Specific support for individuals, teenage and younger
children, who need attention.
c. Specific skills of volunteers adapted to the needs of
children could be used in the day care center program.
d. A big brother - big sister program could be developed
to provide additional support to individuals now housed
in foster homes.
Part II
ORGANIZATION AND MANAGEMENT
of the
DEPARTMENT
5 -
Organization of the Department's Casework Program
Effective Organizational Standards
Each division and each division head should have a well-
defined area of activity and should be responsible for
that area. Reporting should be immediately to the Director.
The function of each division should be to provide specific
services. Each division should be under the jurisdiction
of a specific supervisory position known as "Supervisor
Division of Adult Services", etc.
Effective Functional Area
The proper grouping of functions into areas will make possible
achievement of the organizational standards outlined. These areas
will group all initial and continuing eligibility functions and
specific related services under an Eligibility division. All
children and youth functions under a Children and Youth Division.
All adult functions under an Adult division, and all business
functions under a Business Office. Staff functions assigned to
the Assistant Director will be:
Personnel and Budget
Production Control and Scheduling
Training and Staff Development
Work Measurement
Recommendations
The recommendations are as follows:
1. That a clear line of responsibility and authority be
established for each division.
2. That one supervisor should be created to supervise each
group of caseworkers and specifically support the caseload
in each division.
3. That the organization should be structured as outlined
in the Recommended Organization Chart.
- 6 -
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Personnel Program
Present Situation
The present situation is as follows:
1. Vacant positions which are to be filled are not posted.
2. Reclassification of employes whose duties have changed is
generally not obtained.
3. Merit increases have been issued generally one step on
the pay plan, when designated by the State Welfare
Department.
4. The personnel rules seem to be adequate.
5. Merit ratings are not used to show the true ability of
the employe. Everybody is rated "good" or "very good".
6. Probation period is used to evaluate new employes and to
terminate people who are unable to do the work.
7. Supervisors are not given authority to separate people
whom they consider unqualified. Supervisors give infor-
mation to the Director. The Director then determines if
an employe should be terminated.
8. The employes have been orientated as to the functioning
of the merit system. Knowledge as to rules and regulations,
personnel policies, benefits, classification, and pay does
exist.
9. Position control by the State Department causes problems.
A position that is occupied either by a departing
employe who has resigned or by an employe on leave, cannot
be filled until the termination date.
9
10. Employe counseling is carried out only by the individual
supervisors.
11. Separation interviews are held by the individual supervisors.
12. Applicant interviews are done by the Director or Assistant
Director (no mention was made of any referal to a supervisor,
except in the clerical area where Mrs. Cuffman is consulted).
This had better be checked.
13. A staff training program pointed to effectiveness can
work and teaching each worker how to use and budget time
has been developed.
Evaluation
The evaluation is as follows:
1. Recognition of the fact that the supervisors function is
to teach and guide has not been clarified.
2. Staff meetings are held for all supervisors to discuss
problems which should be handled by individual conferences.
3. The merit system is normally created with the idea of
providing equal work for equal pay, competitive salaries,
and promotions. This is not achieved in the Weld County
Welfare Department.
a. Vacant positions are not announced.
b. Reclassification of employes whose duties have
changed is not carried out.
c. Merit increases are not awarded as a result of merit.
d. Merit ratings are miss used.
4. Supervisors should be given some authority.
- 10 -
Recommendations
The recommendations are as follows:
1. That the Assistant Director should be responsible for
personnel.
2. That the Assistant Director should initially screen all
prospective employes and should certify to the immediate
supervisor the best two out of the three certified
initially.
3. The immediate supervisor should make the appointment.
4. An adequate orientation program should be developed and
administered by the Assistant Director. All employes
should be properly oriented in the programs, processes,
and practices of the Weld County Welfare Department.
5. The Assistant Director should be responsible for employe
counseling and for separation interviews.
6. Vacant positions should be posted so that present
employes may apply.
7. Reclassification of existing employes should be completed,
as necessary. Reclassifications should again be submitted
to the Personnel Division of the State Department at such
future time as the duties change.
- 11
Hours of Work
Present Situation
At the present time, the Department provides service from
8 a.m. to 4 p.m. five days a week, and these are the actual
working hours of the Department.
Members of the staff actually take a full one -hour lunch hour
as indicated by the schedule of lunch hours which has been
available.
Evaluation and Recommendations
The use of —a seven -hour day in a public agency with a mission
to serve is awkward and inadvisable.
It is therefore recommended that the Department should provide
service to its clients from 8 a.m. to 5 p.m. each day, with a
fixed hour for lunch of noon to 1 p.m. for all people, except
the receptionist at the front desk. This approach will make
possible full use of caseworkers and clerical people, and
better service to the clients.
- 12 -
Employe Turnover
Present Situation
Turnover of employes, whether in clerical, technical,
or professional classes, is a problem in the Department.
The following analysis points out those areas where
turnover is critical and can be expected to affect the
program. The period during which this turnover occurred
is from February, 1965 to September, 1969, a period of
55 months.
Clerical
Total Terminations - cause: 9
Moved 3
Health reasons 1
Lacked qualifications 1
Other employment 2
Maintain home 1
Request by Supervisor 1
Food Stamp Piro rarti & Homemaker
Total 'terminations = cause: 4
Other employment
Request by Supervisor
Caseworkers & Supervisors
(Professional)
3
3
Total Terminations - cause: 67
Retired 4
Other Employment 13
Moved 11
Resigned
To other agency 15
Reason unknown 1
Further education 4
Requested by supervisor 7
Pregnant 5
Accidental death 2
Health 1
Maintain own home 4
13 --
All Employes
Total Terminations - cause: 80
Maintain Own Home 5
Moved 14
Health 2
Accidental Death 2
Resigned
Employment in other agency 15
Further education 4
Requested 9
Unknown reason 1
Other employment 18
Lacked qualifications 1
Pregnant 5
Retired 4
The following authorized positions existed in the Department:
1965 67
1966 69
1967 76
1968 90
1969 82
Pverage positions 77
Turnover during the 55 -month period was 22.8% per year.
Evaluation
Employe turnover to the extent indicated above is cause
for alarm. Caseworkers may show a higher rate of turnover
than other professions,. but 22.8% per year seems to be
excessive.
As noted in the table above, 67 of the 80 employes that
have left the agency since February, 1965, have been case-
workers or supervisors.
- 14 -
Turnover in this department is of special concern because
the highest rate is occurring in the professional categories.
Data indicates that many of these employes resigned to
accept positions in other agencies, and to take other
employment. Three positions were vacant in September, 1969.
Recommendations
The recommendations are as follows:
1. That employes that have exercised good judgment and
shown good work habits, and are qualified as outlined
by State and Federal regulations, be promoted or
reclassified as a proper inducement to maintain their
employment with the agency, and to reward them for a
job well done.
2. That personnel functions be assigned to the Assistant
Director, as recommended elsewhere in this report.
3. That the Assistant Director implement, as a part of an
overall personnel program, termination interviews
which will more fully disclose xeasbns for. terminations.
4. That lines of authority and responsibility for super-
visors be established as recommended elsewhere in this
report.
- 15 -
Secretarial Services
Present Situation
The secretarial division serves the total agency, types
all correspondence, case records, and forms. The division
also delivers incoming mail and picks up outgoing mail.
Evaluation
The physical location of Secretarial Services makes it
difficult to achieve maximum efficiency due to separation of
personnel from each other and separation from the people they
serve. The steno pool does not use any continuous forms in
order to increase the production. Work, as sent to the steno
pool, comes in a variety of conditions. A work pattern has
not been developed. Technique has not been developed to solve
the problem of words which cannot be understood by the
stenographer. The present practice is to notify the sub -
supervisor to see if the word can be understood. If this
does not solve the problem, she then contacts the caseworker
and has the caseworker translate the word, at which time,
the stenographer types'it in. Incoming mail is processed by
the supervisor and delivered by the sub -supervisors or a
clerk, if available. A logical mail distribution system
has not been developed.
Recommendations
Although use of this casework pool approach has been the
practice in many agencies and in departments of public
welfare for many years, greater efficiency can be obtained
by attaching the clerical work staff specifically to the
- 16 -
divisions of the department for which they work. We
believe that these clerical workers will then become
specialized, and become actual right hands to the case-
workers.
It is therefore recommended, that the clerical pool, as it
presently exists, be abolished, and that all assignees be
transferred to the casework units. Continuous forms, pin
feed platens and electric typewriters should be used for
all repetitive forms.
These positions will be assigned to one of the following
classes:
Eligibility Technician
Case Work technician
Steno
Typists
Clerks
17 -
Work Measurement
Present Situation
Work measurement techniques have not been used in public welfare
programs.
Evaluation and Recommendations
Work measurement techniques can be effectively used to determine
the amount of time spent performing specific activities and
functions. It is recommended that simple work measurement
reports indicating the amount of time being allocated for each
of the many functions performed by caseworkers, and technicians
should be developed and applied. These measurements of time can
then be used as a guide to determine the number of people needed
to effectively perform the workload. Simple measurement forms
on which the workers indicate the activity beginning time and
ending time, on all routine tasks will provide this information.
18 -
Production Scheduling
Present Situation
At the present time, little if any production scheduling is
done.
Evaluation and Recommendations
The need for production scheduling is essential in any work
operation in order to plan the total number of units of work, and
the assignment of people to perform this work.
It is recommended that detailed production schedules be
established using the time factors recommended in this report
initially, and moving to new time factors as the work measure-
ment program provides these factors.
- 19 -
Production Control
Present Situation
At the present time, no production control techniques are
used.
Evaluation and Recommendations
It is recommended that production control be one of the
functions of the Assistant Director. Production Control will
be an evaluation of the production schedule and the utilization
of the work measurement times developed in order to determine
whether or not new techniques and assignment should be used.
- 20 -
Training
Present Situation
The present situation is as follows:
1. A staffing orientation progrerr is provided once each
year, twice if necessary, for new workers. The objectives
are to teach the worker the regulations of the public
welfare program and to develop efficient work habits, and
skills in helping clients.
2. The training program for specialized services caseworkers
is conducted once each year.
3. An ongoing program for all caseworkers is provided at
monthly staff meetings.
Evaluation
The evaluation is as follows:
1. Individual training is not being done because the group
method appears to be more economical in the opinion of
the Department.
2. Objectives of the training appears to be the efficient
use of caseworker time, effective contacts with the clients,
and efficient work in the office.
Recommendations
It is recommended that the training program be reviewed
by the Assistant Director. That such review determine if the
program provides the necessary tools to the worker.
It is further recommended that training in brief dictation be
included as part of the training program.
21 -
Part III
CASEWORK
22 -
Intake Division
The Intake Division is supervised by one supervisor and
the equivalent of two caseworkers.
Intake Procedure
Present Situation
The present Situation is as follows:
1. The new applicant walks into the intake office, contacts
the front desk, and asks for help.
2. Receptionist asks for information about the applicant, and
checks files for previous contact
3. The applicant is scheduled to see intake caseworker.
4. The applicant is interviewed by intake caseworker based
on the facts given to the receptionist.
5. Eligibility is not determined in intake.
6. An application is prepared and then referred to the
screening supervisor.
7. Eligibility of the applicant is not determined by intake.
However, the procedure is as follows:
a. An intake caseworker will take an application for
assistance--PA-1 (individual) or PA -2 (family)
and complete the top section of Form RS -700-1 or -2.
b. After completion of the interview, the intake
caseworker completes the PA -1 or PA -2 determines,
in the presence of the applicant, the categories of
assistance which are appropriate and sends it to
Central File for logging and household number
assignment, and the application and other applicable
- 23 -
forms are assembled by master file clerk into a jacket.
(1) If an Old -Age Pension case, the field caseworker
makes the decision of eligibility after completion
of the interview and completion of a home visit.
If all factors indicate eligibility, the intake
caseworker prepares a budget sheet and prepares
a decision sheet, RS 700 Form (This form shows
what the budget will be).
(2) If an Aid to Dependent Children case, the case
is processed through Central File and is then
sent to the District Caseworker for a home
visit. The District Caseworker then makes the
final decision on eligibility, and processes
Form RS700-1 or -2.
(3) If the case is an Aid to Needy Disabled, the file
is completed and the social study and medical
information are sent to Denver for decision as
to medical eligibility, assuming all other
factors indicat social eligibility. The
decision on assistance is made in Denver.
If the need is emergent and the applicant is
not qualified as indicated above, General
Assistance may be granted.
The Clerk forwards the file jacket to the appropriate
screening supervisor.
The screening supervisor assigns the case to a
line supervisor.
Line supervisor may assign the case to a caseworker
or hold it for a conference decision on caseworker
assignment.
- 24-
Staff and Workload in Intake Division
Present Situation
The workload was as follows:
August 1969 22 Days 136 Cases 6+ Cases/Day
In the month period, 3 caseworkers processed an average of.
2.06 applicants per day per caseworker.*
Evaluation and Recommendation
The processing of an average of two cases per day by a
trained intake worker is, in our judgment, a failure to fully
utilize qualified, professional time. It is recommended here
and also elsewhere in this report, that help be used for
all clerical functions, and that caseworkers devote their
time to professional inuLleiT$, decisions, and actions relating
to recipients and applicants. Eligibility techni.c'ians should
be appointed to carry out this processing.
It is further recommended that the number of caseworkers
assigned to Intake, on a full-time basis, be three plus the
supervisor, and that fully qualified district caseworkers be
called in to Intake to assist in the intake process when the
workload peaks. In addition to the caseworkers, three
eligibility technicians, supported by the Food Stamp clerk,
should be assigned.
*Excludes complete processing since the home visit is made
in the district.
25 -
Recommendations
The recommendations are as follows:
1. That all applications should be completed in Intake,
which should be organized as an "Eligibility Division'.
2. That the general processing should be as follows:
a. Reception find out the request of the applicant,
the name, spouse's name, and the address, and check
with the file room to determine if there is a case
on file.
b. A brief preliminary interview is conducted by the
screening caseworker (this may only last five
minutes.)
c. The eligibility techaiician meets with the applicant,
and
(1) Except in emergency situations, the applicant is
given the proper application papers and told to
take them home and prepare them.
(2) The clerk obtains all necessary signatures
from the applicant and sets an appointment with
the applicant for the Eligibility Interview.
d. If an emergency, the clerk will give the applicant
work space and allow the applicant to fill out the
application at this time. While this is being
completed, the clerk will verify all resources by
telephone and prepare all forms.
e. Between the time of the initial clerk's eligibility
interview and the caseworker's eligibility interview,
the clerk will gather all resource information and
prepare all forms at the interview.
- 26 -
g -
f. The Eligibility caseworker will conduct the eligibility
interview. If eligible, except for viewing of children,
she will assign the Visiting Intake Caseworker to make
a visit.
After this visit, all paperwork will be processed.
27 -
The Adult Division
Present Situation
The Adult Division is supervised by two supervisors and
has 8 caseworkers. Present problems are:
1. To plaoe emphasis on service help to the aged needing
that service.
2. To staff at a level of 90 service cases per worker.
3. To make annual visits required on non -service case.
4. To use only mail declaration by the recipient as a method
of reinvestigation.
5. The caseload and expenditures in August, 1969, which was
the responsibility of 8 caseworkers and 2 supervisor, follows:
Expenditures
Monthly
Class A
Class B
AND
AB -Award
AB -Treatment
TB
Evaluation
Cases
1,771
159
ITUTU
427
16
27
24
$139,181
19, 83 5
28,139
1,298
The evaluation is as follows:
1. Workers are in the field effectively only 1 days a
week.
2. Workers feel 50% to 75% of their time is spent doing non -
case service work.
3. The average time spent on a service visit is 1 hour.
4. Regular visits where no problems exist last hour.
- 28 -
5. Dictation runs 4 to 5 pages on a service case. Some
workers claim they can use brief dictation even on
service visits, which run only z to 3/4 of a page per
visit. Cases have been revisited for recertification
up until now. A home visit, prior to eligibility, is
still being performed by the Adult Division.
Recommendations - Old Age Pension
The recommendations are as follows:
1. That the management goal must be to make each worker as
effective as possible.
2. That each adult worker be equipped with a portable
tape recorder and a clipboard.
3. That, at the completion of each interview, each adult
worker will dictate, while sitting in her car, the
summary of the visit for the case record and will
prepare, using the clipboard as a base, the forms for
any changes in budget. This will be a rough scratch
form to be turned into the worker's clerk when he or
she returns to the office.
4. That the goal of each worker should be to spend 4 days
in the field and 1 day in the office.
5. That, while in the office, each worker will be provided
with an individual office for use during that scheduled
day. Each worker will spend only 1 day in 5 in the
office. This means that 5 workers will be assigned
to use 1 office. Each worker will have adequate file
space (tub type) and drawer space to store forms and
cases.
-29-
6. That each worker, during her day in the office, should
take phone calls, interview problem cases, and review
records.
7. That a case aide will be assigned to each worker to
process all papers for that worker. This will include
processing all active case changes, entering the
changes in the case record, completing dictation,
filling in blanks, placing the dictation in the case
record, maintaining the case record in the assigned
tub, in the worker's office, for the use by the worker.
8. That the Adult program supervisor should spend up to
Z day per week with each of her workers in the field.
This means that the supervisor will spend up to 2 z
days per week with the worker in the field.
Children and Youth
Introduction
The Children and Youth Program is now broken into four
areas: ADC, Child Welfare, Foster Home and Adoption, and
the Homemaker Program and the Day Care Program.
Present Situation
The present situation is as follows:
The Children and Youth Service Division -.ADC
The Children and Youth Service Division is supervised by
the Supervisor of Social Services and is divided into
4 program areas and six sections. Each section has a
supervisor and a staff of caseworkers. The total of
caseworkers in the Division is 31 1/2 in number.
The problems are, in the opinion of the supervisors:
1. A lack of adequate staff to do the job.
a. Many demands for services.
b. Many procedures to be completed.
2. ADC requires a service visit each three months and
re -investigation of eligibility each six months.
3. The quota is 60 cases per worker.
4. The case load for ADC has been approximately 806
cases per month based on August, 1969. These cases
are serviced by 13 caseworkers.
5. In ADC, the overdue re -investigations as of August,
1969 were 168.
- 31 -
Evaluation - ADC
The evaluation is as follows:
1. The supervisors claim that the caseworker cannot service
60 cases a month recommended for the workers to handle.
2. The workers spend 50 to 75% of their time doing
clerical type chores.
3. The workers state that they spend only 1 1/2 days a
week doing field work, 1 day receiving clients in
the office and doing office work, and 2 1/2 days
of other office and clerical work.
4. In the 1 1/2 day period, they must complete the
following:
a. All new applicant investigations.
b. All six-month re -investigations.
c. All 3 -month service visits.
Recommendations - ADC
The recommendations are as follows:
1. That the philosophy should be to make each worker
available.
2. That the ADC caseworker be equipped with tape
recorders and clip boards.
3. That each worker complete the interview in her
car by:
a. Dictating for the case record.
b. Filling out the Budget Change Forms.
4. That the goal of each worker should be to spend
4 days in the field and 1 day in the office.
- 32
5. That each worker be provided with an office for use
during that scheduled office day. Each worker will
spend only 1 day in 5 in the office. This means
that five workers would be assigned one office. Each
worker will have adequate file space and drawer space
to store forms and cases.
6. That each worker during her day in the office should
take phone calls, interview problem cases and review
records.
7. That a case aide should be assigned to process all
papers for the worker. This would include processing
all active case changes, entering the changes in the
case record, placing dictation in the case record,
and maintaining the case record in the assigned office
for use of the worker.
8. The supervisor should spend up to 1/2 day per week
in the field with each worker. Each supervisor will
be responsible for 5 workers and thus, will spend
2 1/2 days a week with the workers.
-33 -
Children and Youth - Other Services
Present Situation
The present situation is as follows:
1. Two supervisors and 11 casewcrkers are responsible for
the total program.
2. Separate offices have not been established for case-
workers. They work in offices occupied with 2, 3,
and 4 people.
3. Individual telephones have not been provided for the
caseworkers.
4. The load is very mixed, in that each caseworker carries
cases in almost every area of Child Welfare, except
ADC.
S. This workload includes foster home application, foster
home continuing inspection, individual protection
service, adoptive family application and study, unwed
mothers, adoptive procedure, placing of children in
foster homes, continuing supervision, special group
case loads, and special individual case loads.
6. A large number of reports are required in each type
of case and are prepared by the caseworker upon
completion of the case. Sometimes these reports
are made only once each six months and a large backlog
of reports develops.
7. Transportation is required by the workers to move
children from place to place, as necessary.
8. Physical facilities are inadequate to provide for
interview rooms to be used by the caseworkers in
talking to the families.
- 34 -
Evaluation
The evaluation is as follows:
1. Work place and interview facilities are inadequate to
perform the work.
2. Telephone facilities are inadequate to perform the
work.
3. Dictating equipment is adequate, the techniques of
dictation have not been taught so that the workers
can use this equipment effectively. Some workers
are still writing out their reports by hand.
4. Each worker carries such a mixture of loads, that she
is often confused as to which job is next in importance.
5. An average of 20% of the time of each worker is spent
transporting children.
6. Counseling foster home parents is very time consuming.
When a worker appears she must listen to all the
complaints of the foster home mother, even though
another worker has been in the home only yesterday
and heard the same tale.
7. Techniques of report writing have not been fully
developed.
8. In the field of adoption, there are more applications
for children than there is time to study the appli-
cations and process them; yet all babies available for
adoption are not necessarily processed within the 90 -day
period normally considered desirable, for adopting a
baby after birth.
- 35 -
Recommendations
The recommendations are as follows:
1. That each caseworker be provided with an individual
office.
2. That each caseworker be provided with dictating
equipment and be taught dictation and techniques
of report writing.
3. That a volunteer program be created as a community
endeavor to aid the workers in transportation problems.
4. That the workers be assigned caseloads only in one or
two functional areas of Child Welfare.
5. That a special worker be assigned to handle all
child welfare intake other than ADC.
6. That workers be assisted with case technician help to
perform many of the clerical chores.
7. That the secretarial staff be transferred and assigned
individually to each worker group as indicated elsewhere
in this report. The ratio will be two clerical or
technical people assigned to work with each group of
five caseworkers.
8. That production schedules and work measurement techniques
be imposed on this program.
9. Than an attempt be made, through assignment of one
worker to all foster home cases in a given home, to
reduce the time spent counseling foster home parents.
- 36 -
The Day Care Program
This program has been in operation for a number of years.
It is desired to expand this program to support the new
work incentive program. The work incentive program is to
enable people to leave the rolls. In order for the work
incentive program to function properly, the children of
families who will ale in this program rust be provided for
during the day. The day care program, as developed, is
based on providing for 140 households, an estimated three
children per household, with an average rate of $2.75 per
day.
At the present time, of -the 850 ADC cases, 8% or 68 house-
holds, are participating in a work program (non-W.I.N.
programs). This means, that using an average of three
children per household, that 204 children are now being taken
care of.
The actual expenditures for the three months of April,
June and July have been only 58% of the State forecast.
There is no question
can be served by the
and by support which
that the best interests of the County
effective use of the W.I.N. program
a day care program for participation of
families eligible for W.I.N. The question is es to the
County's financial ability to participate in this program and
the ability of the County Welfare Department to effectively
use the funds.
-37 -
We feel these abilities are both limited. As a consequence,
we recommend for the initial year of the new program, that
only 66 2/3% of the amount requested by WFId County
for day care be appropriated. This will provide an amount
of $246,000. The County's share would be 20% of that amount
or approximately $49,000.
We further recommend, that an intensive and serious effort
be made to develop and use private homes as day care facilities.
The present practice is only to seek to license private
individuals who wish to provide day care for citizens of
the greater Greeley area. These citizens now pay the cost
of day care which they receive. An intensive effort to
advertise for day care facilities in private homes should
make possible a significant reduction in the anticipated
cost of the day care center.
- 38 -
Food Stamp Program
Comments
The Food Stamp Program, which is operated under the U. S.
Department of Agriculture,..is administered by the State and
County Departments of Welfare.
The forms used to administer the program are as provided by
the Federal and the State governments. The program, as
operated, should be integrated into the total Welfare program.
Our recommendation is as follows:
1. That one form showing each day's activity should be used
and totalled at the end of each month. All other forms
should be eliminated. One employe is adequate to handle
this work and will be able to assist in eligibility in
addition to this work. The unit should be transferred
to eligibility.
Resource Investigation of Fraud
Present Situation
A resource investigation unit does not exist. Fraud deter-
mination is completed by the caseworker:
1. Determination of additional resources of applicants for
welfare when it is suspected that all resources have not
been divulged, prior to initial eligibility.
2. Recovery of funds from non-support cases and other
responsible or available agencies as reimbursements to
the County or other welfare fund sources, after recipients
are on the rolls.
Procedures utilized to determine resources and/or to recover
funds or to gain reimbursements include:
1. Client interviews.
2. Claims on estates.
3. Appeals.
4. Dependency proceedings and establishment of paternal
responsibility.
5. Initiation of action in local Districts Courts to recover,
or through courts in other states by reciprocity, support
payments from fathers of ADC recipients.
Courts that have ordered support payments from fathers may
enforce those orders but normally do not. It falls upon the
Department to initiate enforcement of court orders for payments.
.. 40
Present staff consists of:
1 - Attorney (part-time)
Evaluation
The evaluation is as follows:
1. There is not in evidence a method of current routine
checking on receipt of ordered payments of support to
the court from individuals. Therefore, support payments,
for example, may cease six or more months before the
discovery is made, the attorney is informed, and action
is taken to prevent the County from losing the payments.
Recommendations
The recommendations are as follows:
1. Time and funds would apparently be saved by:
a. Bringing case follow-up to date.
b. Establishing a routine procedure to check receipt
of support payments from responsible persons on a
current basis.
c. Increase the time of the attorney from part-time to
full-time. This recommendation to be adopted only
after review of workload to determine the size of the
backlog.
Supplemental Payrolls
Present Situation
The present situation is as follows:
1. At the present time, supplemental payrolls are written
as follows:
a. ADC - written 3 times a month, the 10th, 20th, and 30th.
b. A&D - written 3 times a month, the 10th, 20th, and 30th.
c. CAP - The supplement is written the 20th of the month.
2. Immediate, or emergency needs of recipients are satisfied by
GA expenditures between supplemental payrolls of categorical
programs rather than from categorical programs.
Evaluation and Recommendations
A good portion of the amount spent for General Assistance
cash and kind expenditures is reimbursed by the recipient
when the payroll amount is written.
No recommendation is therefore made.
- 42 -
Part IV
WORK STANDARDS
and
STAFF REQUIREMENTS
Computation of Work Standards and Staff Requirements
Introduction
The work standard computation is based on the provision of
full mechanical means of support for all field workers, plus
the handling of recertification by mail, where and when
possible.
It is further based on the elimination of all non -service
case visits and the subsequent dictation, the transfer and
processing of new applications to the Eligibility Technician
in the Eligibility Division (Intake). All time estimates are
based on actual time in the field as provided by caseworkers
and supervisors.
Eligibility Division
The Eligibility Division will provide all services of initial
determination for all categories estimated to be 2500 applications
per year, except Child Welfare. The staff will be as follows:
A. Initial Applicant Eligibility
Supervisor 1
Caseworkers 3
Eligibility technicians 2
Typist 1
Food Stamp Clerk l*
B. Recertification Eligibility
Old Age Pension - Recertification Load
1. Type the PA1B and the RS -622.
Rate 1 per minute = 2200 minutes per year.
184 minutes per month =
3 hours
Total Annual Time 36 hours
*This clerk will assist with resource investigation.
- 44 -
2. Review the PA1B form as returned by the
recipient.
2200 cases per year
184 cases per month
8 cases per day C 5 minutes each -
40 minutes per day.
Total Annual Time
174 hours
This function should be performed as part of
the initial and continuing determination of
eligibility. A recertification visit should
not be made.
ADC - Recertification Load
The ADC Recertification Load is 805 cases or 134
cases per month. This recertification should be
performed by Eligibility
and completed by mail.
The resent average time required for ADC recertifi-
P
cation and service is z to 2 hours. Recertification
will be completed,during the service visit.
Travel time, form preparation time, and dictation
tile, has already been allowed in the service visit. Recertification time -5 min. x 805 cases = 4025 min.
67 hours
per certification
per year (requirement is twice 134 hours
per year)
2 _: 1610 26 hours
Typing time- 805 min. x `r
227 hours
Total Annual Time
-45-
Total Recertification Time
OAP - Typing
OAP - Recertification
ADC - Recertification
36 hours per year
174 hours per year
277 hours per year
Total Recertification Time per year 487 hours
Adult Service Cases (OAP, AND, TA, AE)
Medical Cases - 450 1 worker
Service Visits - 240 cases requiring average time of 1 hour
per visit
The time allocation for the worker is as follows:
Actual visit time 1 hour
Travel time z hour
Report time z hour
2 hours
Production per day 4 visits per day
Production per week 16 visits per week
Production per month 69 visits per mo.
(based on 4 1/3 weeks)
Recommendation 2 workers achieving 138 visits per month
can visit each of 240 cases approximately once each
7 weeks 2 workers
Clerical Staff to perform:
a. Budget recomputation
b. Phone appointments
c. Letters and dictation
d. Filing
e. Other duties
Supervision
2 clerks
1 supervisor
-46-
Needed
Workers to handle 240 cases
Supervisor
Medical Worker
Clerical Staff
2
1
1
2
Total Service Staff 6
Child and Youth Cases - ADC
ADC - Service load - 90 -day visits
The ADC service load is 805 cases - this will require
805 divided by 3, or 268 visits per month. The stated
average time for a visit by ADC worker is 3/4 to 1 hour
per visit. Assuming an average travel time per visit
of 1/2 hour and dictation and form preparation time
of 1/2 hour, the time computation is as follows:
Actual visit 1 hour
Travel z hour
Form preparation and dictation z hour
Total 2 hours
Thus, the daily production based on an 8 -hour day will be:
4 cases per day
16 cases per week
69 cases per month (based on 4 1/3 weeks)
Needed
Workers to visit 268 cases over each
3 months
Extra work
Supervisor
Clerks
4
1
1
2
Total ADC Staff 8
- 47 -
Child Welfare Functions and Time Requirements
Introduction
The functions to be performed and the time requirements
are as follows:
Adoption
Intake
Study
Supervision of the Placement and Dictation
Placement Department
Court Department
Legal forms
Medical forms
State Reports
Final Progress Report
Decree
2 hour
2 hours
1 hour
1 hour
z hour
z hour
1 hour
2 hours
r hour
Total time each adoption 9 hours
Unwed Mothers
Intake z hour
Counseling (2 visits of 1 hour) 2 hours
Birth
Court Procedure 1 hour
Preparation of Baby
Medical 1 hour
Social History (dictation) 1 hour
Current Progress Reports (monthly) 2 hours
Total time each mother 74 hours
48
Special Cases
A worker carries, on occasion, one case which requires
a great deal of attention. There are an average of three
of these cases per quarter and a total of 12 per year
requiring 2 z hours per visit.
Time 7 z hours per week 90 hours per month
Total time per year 1080 hours
Foster Homes
Inquiries
30 @ z hour
15 hours
Findings
Intake
Study
Appraisal and Certification
(dictation)
Total per
approved application
(12 per yr.)
2 hour
1 hour
1 hour
21i hours 30 hours
Operations
Inspection 1 hr. per month 12 hours
Recertification (dictation)
1 hr. per year 1 hour
Financing & Payroll
Z hour per month 6
Total per year
70 homes @ 19 1330 hours
- 49 -
Protective Services, Time Per Case
Intake - 1 shot
Children 1 - 12 or teenage
Dictation time
Family therapy
Adoption placement
Marriage counseling
Custody disputes
Dictation per case per year
z hour
6 hours per year
4 hours per year
2 hours per year
2 hours per year
z hour per year
z hour per year
a hour per year
Specialized Group Homes - Teenage only
Weekly visit with each youth in
3 homes
16 hours per case per year
1,000 hours per year
Total Child Welfare Casework Time Requirements (No. & Type of
Cases)
Adoption Work Hours
49 cases - average time 9, hours = 441
Unwed Mothers
40 Unwed Mothers 7k hours = 399
Special Cases
12 special cases per year 90 hours = 1080
Foster Homes
30 inquiries z hour 15
12 applications per year carried through
@ 30 hours 30
70 homes supervised @ 19 hours per home 1330
Protective Service
225 teenagers and child - 16 hours per
case per year =
3600
- 50 -
Special Group Homes
3 @ 1000 hours 3000
Total Child Welfare Casework hours 9895
Total case workers S
Total Staff Requirements for All Programs
Supv. Workers Clerks & Stenos
Administration 2 1
Adult Service 1 3 2
Child & Youth ADC 1 5 2
Child Welfare 1 5 2
Day Care Program 1 2* 1**
Homemakers 2
Eligibility
New applicants
Recertification
Food Stamp
Business Office
Central File
1 3
1
Totals 8
Add 20% for lost time
Vacation & Sick leave *** 2
2
1
1
7
2
20 21
4 4
10 24 25
*Teachers
**Cook
***Employes occupying these positions have not been assigned
to programs or to offices at this time.
- 51 -
Authorized Positions
1965 through 1969
Recommended 1970
Recommended
1965 1966 1967 1968 1969 1970
Clerical 22 20 21 25 22 25
Caseworkers 38 40 44 50 46 24
Supervisors 5 7 9 13 11 10
Technical 2 2 2 2 3 -
Day Care - - - - -
Totals 67 69 76 90 82 59
Available Casework Hours
Present Practice Proposed Practice
Adult Workers -Case Service Areas
Hours per week
Hours in field
Number of Workers
Total field hours per week
20%, Adjustment
Comparative hours
Child Welfare - ADC Service Cases
Hours per week
Hours in field
Number of Workers
20% Adjustment
Comparative hours
35
12
5
61+
40
32
2
64
13
61-.- 77
35 40
121
13
160+
32
5
160
32
160+ 192
Child Welfare_ Protection and Other Service
Hours per week 35 40
Hours in field 124 32
Number of workers 11 5
Hours in field 135 160
20% Adjustment 32
Comparative hours
- 53 -
135 192
Part V
SPACE NEEDS
- 54 -
Introduction
This portion of the review of the Weld County Department of Public
Welfare analyzes existing space, evaluates utilization of space
and projects future space needs of the Department.
This space utilization study is influenced by the present organi-
zational structure, personnel, classes of work and space assignments.
The determination of the immediate existing space requirement for
each function and position, and the total space needs at this time is
also influenced by these same factors.
Future space needs are based upon projected caseloads. A planned study
will indicate the space needs five years hence. Influences upon
future space needs which are beyond accurate projection are:
1. Substantial changes in the economy, which will result
in the need for more or less public assistance, and
2. Welfare program revisions, additions or deletions brought
about at the state and national levels.
This study of welfare presents the necessary recommendations to
make possible achievement of the following goals:
1. Maximum ease of communications within the organization
as effected by office location.
2. Subordinate positions are located as nearly as possible
to supervisory offices;
3. Offices are located within existing facilities in a
fashion which permits maximum utilization of existing
space at minimum cost.
4. Related offices, where there is frequent contact, are
located in close proximity to each other.
-55-
5. Offices which are in contact with recipients and outside
organizations are located so that access is as convenient
as possible;
6. Space for each function and for the positions which perform
it is assigned in such manner as to permit and encourage
maximum output and achievement.
- 56 -
Present Situation
The present situation is as follows:
1. All files, work and programs are now administered from the
Central Office, (except for the Child Welfare Division)
which is located in Island Grove and for the Branch Office
in Ft. Lupton.
2. Existing space facilities provided to the Department of
Welfare are located on three floors of the south wing of
the old hospital building.
3. The Department is now occupying space as follows:
Main Building - 2nd Floor 2,310'
1st Floor 2,437'
Basement 1,616'
6,363'
Title V Building, Island Grove 1,000'
Total 7,363' *
*Gross space including halls.
57 -
Recommended Allocation of Space
It is recommended that space be allocated at present to units of
the department
Unit
Eligibility
Food Stamps
as follows:
Employes*
Supervisors
Caseworkers
Case Aides
Clerical
Clerical
(see also Exhibits D, E, and F)
Location
1 1st floor
3
2
1
1 1st floor
Business
Office Clerical 8
Central File Clerical 2
Adult
Supervisors 1
Caseworkers 3
Case Aides -
Clerical 2
Children and
Youth -ADC Supervisor
Caseworkers
Case Aides -
Clerical
1
5
2
Children &
Youth -Other Supervisors 1
Caseworkers 5
Case Aides -
Clerical 2
Administration Director
Asst. Dir.
Clerk Steno
Conference &
Lounge
Unassigned **
2nd floor
1st floor
1st floor
1st floor
Basement
1 2nd floor
1
1
2nd floor
2nd floor
1st floor
Total (Some service areas & hallways not
included in this total)
Gross Area Sq. Ft.
514-
96
630
688
192
1478
312
432
756
170
5268
*As recommended elsewhere in the report.
**Part of this space will be assigned to Day Care and Homemakers.
- 58 -
The allocation of sr _„e as recommended above will _suit in
convenient lines of communication, the location of supervisors and
subordinates in close proximity, and an assignment of space more
nearly meeting the needs of each position.
Specific comments are as follows:
1. In this allocation, the initial reception of all who visit the
Welfare Department has been assigned to the Eligibility Division.
This is feasible and will not conflict with clerical duties,
since their current duties include directing and guiding
applicants and others to the appropriate office. (See Exhibit E )
2. The location of the Business Office on the second floor, plus
the addition of space adjacent, will provide needed space for
all functions. The allocated space will provide for current
and longer term needs.
3. The location of the Central File immediately behind the
reception desk and the opening of a window will permit easy
determination of past status of applicants. This arrangement
will curtail traffic, other than that of authorized employes,
through the total office.
4. Location of the casework supervisors in the recommended locations
will place them nearer to the caseworkers whom they supervise.
Open lines of communication, cooperation, and improved
program execution will result. (See Exhibits .& and F)
5. Location of the clerical and case technician staff adjacent to
caseworkers and supervisor's offices will facilitate the
clerical function and improve the operation and effectiveness
in the changing of the status of cases.
6. The recommendations result in some excess space, at this time.
This space may be utilized as welfare activities increase and
staff expansions are necessary in the future.
- 59 -
Day Care Center
The Island Grove Building should be used as a County Day Care
Facility. The building will have eo he siipplemeiiLed by pnrtRhle
trailer facilities for cooking and toilets.
Future Space Needs
Space needs of the Weld County Department of Public Welfare
will be influenced by population growth, the nature of the
economy, and by the programs and the substance of each as
established by Federal and State Agencies. Thus, it is necessary
to make assumptions and determine guidelines prior to projecting
space need five to twenty years in the future.
The recommended long-term space study for Weld County will provide
for the long term needs for space for the County Department of
Public Welfare. Needs will be met in 1970 and in 1971, if new
programs are not added, with existing space if the recommendations
in this report are adopted and effectively implemented.
- 60 -
EXHIBITS
- 61 -
This is the second printing of this report, and floor plans are
not included.
Part VI
REPORTS
62 -
Statistical ReportinL
Present Situation
All statistical reports are now prepared as prescribed by the
Colorado State Department of Welfare. These reports provide
detailed information as to expenditures by type, number of
cases, and total dollars.
Evaluation
The evaluation of the statistical reports as prepared is as
follows:
1. These reports do not provide statistical information
as to the nature of the caseload. Detailed sociological
data as to the type and nature of the people on the
caseload, the nature of their problems, the possible
processes which might be used to service their problems
or to provide rehabilitation to them is not available.
2. These reports do not provide management with what types
of cases are coming in to be added to the rolls, what
problems recipients face, or what types of cases are
going off the rolls.
3. A detailed knowledge of the ever-changing conditations in
Intake is not developed.
4. Therefore, it is impossible to control the agency workload,
to schedule that workload, or to adjust the staff to a
changing workload under present circumstances.
Recommendations
The recommendations are as follows:
1. That reports which present detailed sociological data
he developed as part of the fund of knowledge about each
case, be machine printed, and be made available at the
end of each month for decision making.
2. Qualified members of the staff, working with the Director
be assigned the responsibility of analyzing this data
for the purpose of designing and revising the total
welfare program in ways which will reduce the need for
welfare and provide preventive recommendations for the
program.
3. See Social Characteristics.
- 64 -
Social Characteristics
Procedure
Development of social characteristics of case recipients
has not been achieved. It is recommended that the State
Department of Public Welfare develop social characteristics
for each recipient. This information should be determined,
punched into data cards, and used for evaluating relationships
and establishing correlations. These characteristic:'include
the following:
1. All ethnic background information.
2. All educational information.
3. All job information.
4. Any intelligence information available.
5. Any psychological testing information available.
G. Any evaluations by caseworker, professional evaluators,
sociologists, psychiatrists, and the like; employment
counselors.
7. Evaluations by friends, neighbors, and acquaintances.
Objectives
The objectives of this approach are as follows:
1. To be able to establish relationships between cause and
effect.
2. To be able to establish reasons why recipients leave the
case rolls.
3. To be able to establish reasons why individual citizens
apply to receive public assistance.
65 -
4. To be able to establish what job training techniques and
skills can result in the ability to cease to need public
assistance.
5. To be able to establish why those recipients who left
the rolls return in a short period or do not return.
At the present time, there is no information as to the
need for service after dropping a case from the rolls.
The case is carried as a service case for six months
after official dropping. It is apparently essential to
carry the case up to the six-month period, to prevent the
recipient from having a need to come back.
- 66 -
Forms
Introduction
The Department's paper forms fall into two classes. Those
provided by either the Federal and State Government and
those created by the County Department for its own use. This
report is concerned only with the County forms.
Comments as to Present Forms
The comments are as follows:
1. Three resource request letters can be combined into one.
2. Two decision advice forms can be combined with three
client information letters.
3. Five case transfer letters can be combined into one.
4. Two adoption form letters can be combined.
5. Two informational reports on adoptive children can be
combined.
6. Three award and payment forms can be combined.
7. Two work schedule forms and two log forms can be
combined in one form.
8. Two case service record forms used in notebooks can be
combined.
9. Four case status notifications can be combined into one.
10. Two letters of transmittal forms can be combined.
11. The balance of the forms appear necessary at this time.
Conclusion
These changes will be completed as part of the implementation
work.
67 -
The Case Record
Present Situation
The present situation is as follows:
1. The case record is initially created in Central Files.
A decision sheet, is added at a later date, after the
caseworker has received the case.
2. The case record is in constant transit between Central
Files, the caseworker, and the Secretarial Pool. Central
Files holds the record and sends it to the worker whenever
a reinvestigation is needed, except for ADC where the
caseworker keeps the active records. The caseworker uses
the record to determine initial eligibility or re -eligibility,
to record changes in the budget, and to record, via trans-
cription, those portions of the social situation which
cannot be handled on the present forms.
3. Dictation to the record is done by the caseworker, who
sends the record and the proposed dictation to the
Secretarial Pool, where the dictation is completed. The
record and the typed dictation is completed. The record
and the typed dictation are returned to the caseworker
for insertion of the dictation into the record.
4. All 700j's (Decision Sheets) are placed into the record
by the caseworker.
5. The Decision Sheet (700j) is sent to the Business Office
for recording of changes in the budget and for adjustments
in the payroll.
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Evaluation
The case record spends a tremendous amount of time in transit.
The placing and taking of sheets in and out of the case record
is a very time-consuming practice for the caseworker. The case
record often contains many old forms which are of little value,
but the time consumed in the removing of these forms from the
case record becomes a failure to adequately utilize caseworker
time to best advantage.
Recommendations
The recommendations are as follows:
1. The case record, after initial creation, should be filed
adjacent to the desk of the worker.
2. That dictation should be limited to those summaries of the
social situation which are pertinent to servicing the
case and to specific items of resources which cannot be
recorded on existing forms. Dictation should be completed
by the worker immediately after serving the case, trans-
cribed by the unit clerk and inserted into the case.
3. The 700 should then go to the Business Office for checking
as to changes in the budget.
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Part VII
SUPPORTING SERVICES
_ 70 -
Data Processing
Present Situation
Weld County is presently preparing its payroll for the
Department of Welfare through the use of an addressograph
system.
Evaluation and Recommendation
The need for data processing in any installation where a
large volume of data is handled over and over is recognized
by all. In the case of Weld County, the operation appears
to be very effective and, therefore, we do not recommend
data processing installation at this time.
71 -
Issuance and Control of Supplies
Present Situation
The Business Office supervisor has made a real effort to
clear up the supply situation; but, due to the lack of a
Central Supply Room, good control cannot be maintained.
Evaluation
Adequate space for orderly storage of the inventory of
supplies will make possible the implementation of a simple
system of visual inventory control. This will assure an
adequate but nor more than adequate supply at all times.
Recommendations
The recommendations are as follows:
1. That a Central Supply Room should be established.
2. That an inventory control system should be established
with the following information provided for each item
of inventory:
a. Reorder point
b. Reorder quantity
c. Usage rate
d. Reorder time
This information would be placed on cards in supply bins
so that the card would trigger the reorder when the use
reached that level where the card was placed.
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Messenger Service
Present Situation
The Department does not provide any messenger service
at this time.
Evaluation
Each employe must, therefore, provide his own messenger
service in order to move a document from one division or
section to another. Professional people should normally
utilize their time on professional activity and not as clerks.
Recommendation
It is recommended that a messenger service be established
in the Department. The use of space as outlined in the
pertinent recommendation in this report will eliminate a
portion of the time -distance problem included in moving
documents. The messenger service should also be responsible
for processing both incoming and outgoing mail. Central
File should be assi ned this duty. The two Clerks will be
relieved of sorre file wok'k and can assume this.
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Mail
Present Situation
1. All incoming and outgoing mail is presently handled
by Secretarial Services. The process consists of opening
all mail, determining its distribution, and hand -
delivering. Outgoing mail is placed in the envelopes
by the sender and placed in an 'out' basket on the
sender's desk for pickup by personnel from Secretarial
Services. Mail is not picked up and delivered to the
Post Office by personnel from Secretarial Services or
the Clerk from the Food Stemp Division.
Evaluation and Recommendations
The present mail system requires the use of expensive
supervisor and secretarial time to process mail which could
just as well be handled by less costly clerks. It is
recommended that the proposed messenger service be given
the responsibility of handling the mail. This will consist of:
1. Opening and distributing incoming mail to the divisions.
2. Picking up mail from the divisions and stamping, sealing,
and posting.
3. Arrangements made with the Post Office for pickup and
delivery as to best meet the needs of the agency.
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Telephone System
Present Situation
The present situation is as follows:
1. The present telephone system, with seven outside lines
and three intercom lines, is not adequate to handle
all the external and internal calls now being made.
2. Incoming and outgoing calls must all go through the
main switchboard. The caseworker in the field or in
the office can now waste valuable time trying to get
through on the present system.
Evaluation and Recommendation
The objective of the telephone system is dual in nature:
to make possible simple communication between the members
of an organization and between the outside people that the
organization serves and members of the organization.
These objectives are not achieved. It is recommended that
the number of outside lines on the present main building
system be maintained at 7 and the intercom lines be maintained
at 3. Additional lines through the switchboard, on a different
number should be installed. This would allow caseworkers
in the field to call in without going through the busy
public line, and it would also allow caseworkers in the
office to communicate with clients. The Director, Supervisors,
Intake, and the Business Office could utilize these lines
without disrupting public communications.
75
The following computations of use by office is 'presented:
Director, Supervisor of Social Services 1
Adult Services 1
Intake 1
Child Welfare 2
ADC 2
Business Office, Secretarial Service 1
Total 8
After addition of the recommended lines, the switchboard
operator will be instructed to visually check the use of
the present lines and if there is significant drop in the
incoming use, the number of such incoming lines can be
reduced.
All lines will be set up to provide 3 number internal
conversations.
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Parking
Present Situation
Parking for approximately 16 workers exists immediately
behind the Welfare building. This parking is available
on a first come, first serve basis to employes.
Evaluation and Recommendations
The need for parking by caseworkers and supervisors under
the new plan of operation will require that all County
owned parking be put to best use. It is therefore
recommended that this paxking be reserved for field
caseworkers and supervisors who conduct field visits.
77 -
— Part VIII
BUDGET IMPACT
78
Equipment
Present Situation
Equipment available to staff members is generally adequate.
Specific equipment needs as found are set out below.
Recommendations
It is recommended that additional equipment be provided
as follows:
1. Adequate shelf -type case files for inactive cases. $ 800
2. Active case -record bins for caseworkers, one for each
caseworker. $2000
3. Attache cases for each caseworker.
4. Mimeograph machine.
5. New copying machine. $ 600
6. Dictating equipment for each caseworker. Modify
existing units, where possible, to use in autos. $2000
7. Soundproofing of interview rooms, $ 100
8. Cut window between information desk and the
recommended file room. $ '50
9. Color -coding of dead case files $ 100
$ 500
79 -
Budget Impact
Introduction
This section of the report concerns the recommendations and
the budget effect.
Categorical Budget
The amount requested in the categorical budgets is hereby
recommended, except in the Day Care Program. We have
recommended that the Day Care Program be reduced by 33% for
the following reasons:
1. The Day Care Program has never been actively pushed in
Weld County and, as a consequence, no attempt to recruit
individual day care centers has been made.
2. The rate per child for individual day care centers has
been $2.00 rather than the $2.75 per child per day
requested in the budget.
3. The State Welfare Department's previous estimates of
caseload has not been reached.
Administrative Budget
The amounts recommended in the Administration Budget reflect
continuation of the 1969 year's budget level. Specific
comments are as follows:
1. The traditional practice of casework in public welfare
service agencies is ineffective and inefficient.
2. The level of casework service can be increased, as outlined
in this report.
3. The recommendations are pointed toward achievement of
efficiency and full utilization of staff and can be
implemented. We, as consultants, are prepared to implement
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these recommendations for the County if desired.
4. A special study of pay levels and needs in the Department
should be made before the pay adjustment of two steps is
granted. This money should be budgeted, but not appropriated
until this pay study is complete.
Space
The need for better space which will provide more efficient
use of employe time cannot be questioned. The report recommends
interim space use which will increase efficiency.
Space needs include the:
1. Nursing Home which is filled to capacity in terms of
women's beds and is almost filled in terms of men's beds.
A waiting list is in existance and, at the same time,
the building has specific maintenance needs which must
be met.
2. Mental Health Program needs additional space.
3. Health Department occupies space which could possibly
be used by the hospital which may need new space.
4. Welfare Department, which fills all existing space, will
need additional space in the near future, even if these
recommendations are implemented.
5. A long-term 5 to 20 year space use plan should be
developed.
- 81 -
1970 Budget
Requested and Recommended
Department
Administration
General Assistance
Aid to Blind
Aid to Dependent Children
Aid to Needy Disabled
Child Welfare
Tuberculosis Assistance
Day Care
W I N
Capital Outlay'
'Based on 1969 appropriation.
Requested Recommended
$ 883,501 $ 632,0001
112,300 95,000
20,200 20,200
1,634,000 1,632,000
351,000 351,000
425,000
5,500
369,000
70,560
425,000
. 5, 500
246, 000e
38,0003
10,0004
$ 3, 871, 061 $ 3, 454, 700
2Reduced to a more realistic level of performance. Even this level
will provide for day care for 187
of current estimates.
cases which is 47 cases in excess
3Provides for training, transportation and medical examinations for
140 cases, the current estimate of those cases which can become
operational as part of the W I N Program.
4Additional Capital outlay to implement the recommendations in this
report.
82 -
APPENDIX
83 -
Appendix A
Comments on the Intake Interview
1. The writing of the PA -1 or 1A-2, ADM -52, ADM -55, a signature
card, OASI forms and other informational forms during the
interview between the client and the intake worker is a waste
of the worker's time. It is recommended that these forms
should be filled out in advance of the interview under the
guidance of, or by, a clerical member of the staff.
2. The sending of the client to the bank for a safe deposit
inventory at this point in the procedure is incorrect. It
is recommended that this procedure he conducted prior to the
intake interview by the caseworker.
3. The act of the caseworker in posting the proofs of age, citizen-
ship, insurance, and the like to the PA -1 is inadvisable. It
is recommended that these postings should be done prior to the
casework interview under the direction of a clerk.
4. The discussion of the client's resources should occur prior
to the intake interview and should result in the mailing of
the proper inquiry forms to the source of the resource in
advance of the intake interview. Inquiry forms do not need to
be typed.
5. Most insurance companies will provide tabular information as
to the cash surrender value or loan value of insurance policies.
This information, in combination with an examination of the
policy, which can be inspected by a clerical person, can
result in an estimate as to the cash value or loan value
of the policy and will make possible earlier decision as to
eligibility.
6. Questions as to the verification of citizenship can be handled
by long-distance telephone if prior arrangements are made with
the District Office of the Bureau of Immigration in Denver.
It is recommended that questions of citizenship should not
result in delaying determination of eligibility.
7. The completion of the preparation of applicant forms should
normally be considered a clerical task. All forms should be
completed prior to the casework interview.
8. An explanation as to the food stamp program can be handled
with a combination of an oral and written explanation by a
clerical person.
9. After the caseworker initially determines that the applicant
appears to be eligible, the process is clerical in nature
through the gathering of all resource data. It is recommended
that the client be turned over to a Resources Clerk and the
process be as follows:
a. The preparation of all forms is completed.
b. The gathering of all resource data is completed.
c. The total package is then given to the intake caseworker
for a home visit if essential. If an ADC case, the
visit must be made.
d. The full resources of the intake staff should be mustered
when the situation is emergency in nature in order to
gather all facts immediately to determine eligibility.
The object should be to establish the case as reimbursable
within the eligibility requirements and thus to save
County General Assistance funds.
Hello