HomeMy WebLinkAbout710473 FINAL REPORT
WELD COUNTY
DEPARTMENT OF PUBLIC WELFARE
August, 1971
The Carl S. Becker Company
Management and Planning Consultants
Denver, Colorado
This project, for which this is the final report, was conducted
and financed by the Board of County Commissioners of Weld County,
Colorado, the State of Colorado Department of Social Services, and
the U. S. Department of Health, Education and Welfare.
710473
TABLE OF CONTENTS
Page
Introduction i
General Problems Observed in
Part I - Organization and Management of the Department 1
Introduction 2
Organization of the Department's Program 3
Recommended Functional Chart 5
Recommended Organizational Chart 6
Training 7
Meetings - Staff, Supervisory Personnel and Units 13
Communications 16
Policies and Procedures 19
Supervision 22
Supportive Services to Caseworkers 30
Part II - General Casework 32
Introduction 33
New Service Delivery System 34
The Casework Process 36
Part III - Intake Services 56
Introduction 57
Structuring Intake Interviews 66
Part IV - Adult Services 81
Introduction 82
Adult Division 83
Part V - Family and Childrens Service 95
Introduction 96
ADC 97
Child Welfare 104
WIN 113
Relinquishments 117
Ti--E OF CONTENTS (Continued) _
Page
Adoption 128
Foster Homes/Day Care Licensing and Evaluation
Procedure 161 —
Part VI - Statistical Reporting on Caseload Characteristics 173
Statistical Reporting 174
Part VII - Eligibility and Food Stamp Division 177
Eligibility Unit 178
Food Stamp Program 187 _
Plan of Operation - Eligibility 202
Food Stamp Procedure 205
Part VIII - Business Office, Electronic Data Processing (EDP)
and Recipient Payroll Processing 211
Introduction 212
Procedure for Use of Geographic Codes 218
Part IX - Supply Room and Messenger Service 223
Supplies and Equipment 224
Supply Room 226
Messenger Service 229
Duties of Supply Room/Delivery Clerk Supervisor 231
Part X - Community Involvement 232
Introduction 233
Part XI - Work Standards and Staff Requirements 241
Introduction 242
Intake Services 243
Summary-Intake 245
Family and Children's Services 246
Summary - Family and Children's Services Staff
Requirements 253
Adult Services 254
Homemaker Service 258
Community Services 258
Summary - Adult Services Staff Requirements 259 "-
TABLE OF CONTENTS (Contini .)
Page
Eligibility and Food Stamps 260
Eligibility Time Requirements 261
Summary - Time and Staff Requirements - Technicians 263
Resource Investigation 264
Summary - Food Stamp Sales Staff 265
Summary of Recommended Staff - 1972 266
Part XII - Space Allocation and Use 268
Introduction 269
Part XIII - Forms and Procedures 280
Introduction 281
Inter-County Transfer of Cases 282
Expense Account Reports 284
Med-9 Procedure and Med-9 Cover Letter and Guide
(for Doctors) 286
Procedure for Handling Med-9 (Also AB-5 and AB-8) 287
Forms Control Log 289
Change of Address Procedure 290
�- Intra-Agency Case Record Transfer Procedure 292
Legal Document File 294
Social Study - Need Evaluation Form 296
Part XIV - Revisions in Policy and Legislation 304
Recommended Revisions in Legislative and Agency Policy 305
Part XV - Pay Survey and Personnel Policies 309
Introduction 310
Schedule A - Value of Benefits Provided 311
Comparative Mid-Range Wage Data
Schedule B - Clerical 312
C - Clerical 314
D - Social Service and Administration 316
E - Social Service and Administration 317
Pay Survey and Personnel 318
/ThLE OF CONTENTS (Continued) ~
Page
Appendices 322
Appendix A - A Summary of Recommendations Made
and Those Implemented During the Study
Appendix B - Class Specification - Clerk-Cashier
•
TABLE OF EXHIBITS
Page
Exhibit I - Case Handling Procedure 49-50
II - AFCS 102 Offer of Service Form 51
III - 102-A Case Recording Form 52-53
IV - 102-B Case Recording Summary Form 54
V - Case Sampling Procedure 55
-- VI - Intake Procedure 68-71
VII - Intake Paper Flow, Procedure and Chart 72-76
VIII - RS700-1 Application Form 77
IX - SS-1 Social Service Information Form 78-80
X - Analysis of Field Work Time - Family Service 100
XI - Analysis of Office Work Time - Family Service 102
XII - WIN Assessment Form 115-116
XIII - Need Identification Control - Relinquishing
Parents Form 118-119
XIV - Social-Medical History-Relinquishing Parents
Form 120-127
XV - Autobiography - Adoptive Parents 131
XVI - Reference Letter - Adoptions and Foster Homes 132
XVII - Adoptive Study Form 133-155
XVIII - Supplement to Adoptive Study-for older child
- adoption 156
XIX - Supplement to Adoptive Study-for those who are
already parents 157
XX - Supplement to Adoptive Study-for adopting child
of different race 158
XXI - Progress Report of Infant in Foster Home
Awaiting Adoption 159-160
XXII - Foster Home Study Form 163-170
XXIII - Foster Home Space Available Form 171
XXIV - Foster Home Space Available Supplement Form 172
XXV - Work Time Analysis-Eligibility Technicians 181-182
1
TABLE OF EXHIBITS (Continued) —
Page
Exhibit XXVI - Control List-Food Stamps Form 209
XXVII - Food Stamp File Cards and Appointment Slip
Forms 210 —
XXVIII - Geographic Code Map and Descriptions of
Areas 220-222
XXIX - Request for Duplicating Service Form 228
XXX - Recommended Space Assignments (3 floor plans) 277-279
XXXI - Inter-County Transmittal Letter 283
XXXII - Expense Account Report Form 285
XXXII' - Med-9 Cover Letter 288 —
XXXIV - Change of Address Form 291
XXXV - Intra-Agency Transfer Form 293 -'
XXXVI - Legal Documents Log Form 295
XXXVII - Social Study - Need Evaluation - Case Plan
Form 297-303
INTRODUCTION
_ This is the final of a series of reports dealing with policies,
practices, procedures and organization of the Weld County,
Colorado, Department of Public Welfare. The first report, an
administrative review of the Department, was presented in
September, 1969. Since that time, four interim reports on
progress and recommendations have been presented.
This final report does not attempt to include all of the findings,
information, data, and recommendations of previous reports.
It does, however, determine time necessary to perform those
functions of the Department which have maintained a degree of
consistency throughout the study. A final determination of time
necessary to perform casework services was precluded, however, by
delays in implementation of recommendations and by welfare policy
changes imposed by national, state, and local agencies.
The general objective of the study has been to create an organization
which can provide the most effective social service to welfare
recipients at minimum cost to the governmental agencies involved.
The effort to remove obstacles to the achievement of this goal
included a review of policies, practices, procedures, organization
and assignment of functions within the Department. Implementation
of recommendations, based on the review, will contribute to the
Department's ability to achieve the stated objective.
i
•
In some cases, implementation of recommendations is dependent —
upon revisions of policy and practices of the State Department
of Social Services.
This study has been financed by and through the cooperative —
effort of the Board of County Commissioners of Weld County,
the Colorado Department of Social Services, and the U. S.
Department of Health, Education and Welfare.
The effort and cooperation of officials and employes of Weld
County and the State Department of Social Services have made
possible the progress that has been achieved.
ii
i^ General Problems in Welfare''
During the course of the study, certain problems which interfere
with effective administration of welfare programs were observed.
These included:
1. Constantly changing programs and policies. It is
difficult for an organization to adapt to continued
change. Stabilization of programs and policies in
welfare would permit adoption and execution of more
effective action.
2. Because unit and division supervisors have come up
through the professional ranks of welfare organizations,
orientation of the supervisory staff is to specific
cases, rather than management and administration of
staff and programs. This orientation interferes with
development and implementation of broad, hard-hitting
programs which will assist caseworkers in solving
recipient needs.
3. An obvious inability of supervisory and casework staff
to plan and effectively use their time. Most find
it difficult to break away from the traditional
involvement of caseworkers in clerical paper-
-
shuffling and in determination of eligibility.
�- 4. The need for training of division and unit supervisors
in theory, techniques and practices of supervision.
5. The need for broad, cooperative involvement of the
community and its resources in helping people solve
their social needs. A county welfare department should
consider itself as a part of available community resources,
rather than as "the resource". The expansion of the Weld
County Information and Referral Agency (WIRA) as the
iii
". —
central clearing house for available resources is an
example of necessary cooperation of social and
health agencies.
6. The tendency to utilize quantitative measures of
activities of welfare staff rather than qualitative
measures of success in case achievement. While it is —
difficult to measure social progress of recipients, a
means of determining the real results of welfare efforts
should be developed.
iv
Part I
ORGANIZATION AND MANAGEMENT
of the
DEPARTMENT
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Introduction
This part of the report deals with the factors in the
Department which have general application to management
and supervision of the operating and functioning of the
Department in carrying out its assigned responsibilities.
The comments of this part are not intended to discredit
the present Director or his supervisory staff in any way,
but rather to indicate management and supervisory needs,
assignment of functions and organization of the Department.
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ra,
Organization of the Department's 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. The function of each division should be to provide
specific and effective services. Each division should be under
the jurisdiction of a specific supervisory position known as
"Supervisor Division of Adult Services", etc., who reports
directly to the Director. —
The proper grouping of functions into areas will make possible —
achievement of the organizational standards outlined.
These areas will group functions in divisions as follows : —
Initial and Continuing eligibility, and Food Stamp
sales, to an Eligibility and Food Stamp Division.
Intake and crisis social services (for 90 days) in an —
Intake Division.
Social Services to adults in an Adult Services Division. —
Family services and childrens services in a Family and
Childrens Service Division.
All business, payroll and accounting functions in
the Business Office.
A position of Assistant Director will be provided. This —
Assistant position is provided to give it more of the power of
the Director's Office than would be related to an Administrative
Aide or Assistant designation. Staff functions assigned to the
Assistant Director will be:
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.. Personnel and Budget
Supervision of Production Control and Scheduling
Supervision of Case Assessment and Evaluation
Training and Staff Development
Work Measurement.
.- Liaison with County and City Planning Departments*
r. For the recommended organization and functional
assignments, see pages 5 & 6) .
*This liaison should be maintained for the mutual benefit of the
three departments. Social characteristics of the city and county,
as revealed by the U S Census, when related to welfare statistics,
would have implications for city and county planning decisions,
as well as for management of the welfare department.
..
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Training
Situation at the Beginning of the Study
The situation at the beginning of the study was as follows:
1. A staffing orientation program was provided once each year,
twice if necessary, for new workers. The objectives were 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 was conducted once each year.
3. An ongoing program for all caseworkers was provided at
monthly staff meetings.
4. The training program was assigned to the Staff Development
Director who was to orient all new employes to the department ant
to the overall department program.
5. Training programs of the state were utilized.
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Changes Which Occurred During the Course of the Study
During the course of the study, changes occurred as follows:
1. Orientation training was scheduled to cover one to three —
consecutive full days. This orientation was to come as
close to the employe's starting date as possible.
Experienced new employes could be excepted.
2. The Staff Development supervisor was to conduct additional
group meetings (or seminars) for new casework staff to —
further orient them to their jobs. Group size was to be
no more than 6 staff members, and time limited to 2 hours. _.
This program was to be completed during employe's probationary
period.
3. During the first 6 months of a caseworker's employment, the —
unit supervisors were to periodically accompany the case-
worker in the field to continue the caseworker's training and
to help with difficult cases.
4. The Staff Development supervisor was instructed to work with
other staff members, particularly supervisors, to plan and _.
implement further and more specialized training for staff.
This training was to be provided by the individual unit -"
supervisors in individual conferences and/or by the Staff
Development supervisor in group meetings or seminars.
Meetings held for this purpose were limited to 2 hours per —
week. Training for new and experienced supervisors was also to
be part of the Staff Development supervisor's responsibilities.
5. Staff Development programs and workshops offered by or through
the Colorado State Department of Social Services are to be
coordinated with the county program as much as possible.
Staff attendance at these functions must be approved by the
Director. - 8 -
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6. A workshop on supervisory techniques and practices was
conducted for the supervisory staff by the consultant.
7. It was found that some staff members were attending
state training sessions which were not pertinent or
related to their function in the department.
8. It was recommended that new caseworkers be subjected to
intensive training sessions before going on the job.
9. Training was developed to include work planning and
scheduling and caseload management.
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Evaluation
The evaluation is as follows:,
1. A supervisory training program is necessary. The first
step toward leading supervisors in this direction has
been taken, but substantial additional training in the
service and art of supervision is mandatory. Itch of the
difficulty in achieving department goals of social service
can be traced directly to the lack of such practical
knowledge on the part of division and unit supervisors. —
2. Our work with the caseworkers indicates the following
conditions exist:
a. They are not yet adequately trained in establishing
the goals which they wish to achieve with each case.
b. They are not adequately trained in how to achieve these —
goals.
c. They have inadequate training in the management of their
own time and do not know how to schedule their time.
d. They tend to take on chores which are unrelated to
effective use of time or to the job to be done.
e. They do not know time-saving techniques.
f. They are not trained in the use of dictating equipment. —
While dictation has been substantially reduced, it is
essential that workers understand the proper techniques
of dictation for those cases which still require a
detailed record.
3. Centralized training, on a continuing basis, should be —
provided initially, to all new caseworkers by the State
Department of Social Services. -
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4. Constantly changing policies and program concepts require on-
going training to inform appropriate staff of these changes.
5. A training program must be structured to provide the most
applicable training in the least amount of time. Traditions
in training have led to disproportionate time being spent
by staff in meetings and training sessions at the cost of
service to be provided.
6. Supervisors hesitate to permit new caseworkers to attend
intensive training at the time of coming on the job, due
to the need of providing service to clients. The long-range
view, however, would indicate that a week spent in appropriate
and intensive orientation and training would help the new
caseworker in providing more effective service while on the
job. In addition, new workers should be informed of means
of application of knowledge gained in prior education.
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Recommendations The recommendations are as follows:
1. That attendance at state training sessions be limited
to staff members whose positions and duties are directly —
related to the subject of training.
2. That new inexperienced caseworkers be required to attend
a weeklong intensive training session as sponsored by
the State Department.
3. That training in supervisory techniques and practices —
be stressed and implemented.
4. That in-service caseworker training be continued and include, —
among other appropriate subjects:
a. Case goal-setting and achievement.
b. Work planning, scheduling and application.
c. Time-saving techniques.
d. Separation of professional and clerical work. —
e. Welfare concepts, policies, practices, and
changed or changing policies and programs.
5. Appropriate staff members be trained in implementation of
recommended procedures in their functions or positions.
6. The Director of the Department delegate the specific —
responsibility for training to an appropriate staff member,
as the Staff Development Supervisor or Assistant Director,
and hold them responsible for carrying out, under his
guidance and direction, an appropriate and effective program.
7. That the training program be continually reviewed for —
appropriateness, adequacy and impact.
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_
Th
Meetings - Staff, Supervisory Personnel and Units
Existing Situation at the Beginning of the Study
In the early stages of the study, the following were found:
1. Staff meetings were numerous, long and with little
centralized direction in subject matter discussed.
2. Staff, division and unit meetings were seriously interfering
with productive casework and service to clients.
3. Some meetings were utilized as a means of workers complaining
about too many meetings.
4. Lack of advance notice of meetings (in the County and State
Department) seriously upset and interfered with work
schedules of individuals (in the relatively few cases where
individuals were attempting to schedule their work) .
5. Personnel were not limited to attending meetings which
pertained to their work. For example, most adult workers
attended a meeting on Child Welfare.
6. Some meetings were so well attended that offices and workers
desks were not manned to care for emergency needs of clients.
7. Meeting practices resulted in:
a. Many workers being aware of and becoming involved in
the same cases,
b. Verbal communications being utilized, resulting in
a breakdown of the chain of command in the organization
^
and little or no work specialization.
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^
Progress During the Study —
Recommendations made during the study resulted in attempts to
limit meetings by number and to subject matter which was approp-
riate
to those attending. A memorandum from the Director to the
supervisory staff provided as follows :
All meetings must pass the test: Does it contribute to the
administration of the program? Is it the most efficient use
of time? —
Meetings —
1. Administrative - The director may meet with all staff
normally for one hour per month at 8:00 a.m. in a general —
staff meeting to cover topics of general concern or interest.
These meetings will be announced in advance.
2. Division Head Staff Meeting - This meeting is to be held —
with the director and the assistant director for a maximum
of 1' hours per week. Division heads will represent Family
and Children's Services, Adult Services, Intake, Eligibility,
and the Business Office. Meeting with individual division
heads will be held on an as-needed basis, either initiated _
by the director or by the division head. Agendas should be
submitted in advance. ^
3. Family and Children's Services Supervisor and Unit
Supervisors - To be held once a week for 14 hours. Division
meetings may be held in lieu of this supervisory group meeting
once per week for 1% hours if needed. —
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4. Unit Supervisor Unit Meetings - To be held once a week or as
needed for a limit of one hour. These are to be held if needed
on a given day of the week.
5. Unit Supervisor - Caseworker - Held once a week with a limit
of l'k hours. Meetings for experienced caseworkers may be held
less frequently or on an as-needed basis. Meetings are to be
held in the afternoon if possible-
..
6. Non-Social Service Staff - Meetings to be held between
supervisors and workers on an as-needed basis. Most meeting
topics will be task-oriented.
7. Emergency or Special Project Meetings - Will be held as
needed to handle emergencies and to implement or modify
programs. These meetings can be called by administration or
supervisors. Regularly scheduled meetings will be utilized as
much as possible.
8. Other Meetings - The director must approve the holding of
any other meeting during working hours. Employe group
meetings and special interest meetings must be held outside
of regular working hours.
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Communications `
Situation at the Beginning of the Study
The situation at the beginning of the study was as follows:
1. The telephone system, with seven outside lines and three inter-
com lines, was not adequate to handle all the external and
internal calls being made.
2. Incoming and outgoing calls were channelled through the main
switchboard. The caseworker in the field or in the office
had to waste valuable time trying to get through on the system. —
3. The department did not provide any messenger service.
4. All incoming and outgoing mail was handled by Secretarial
Services and the Director. The process consisted of opening
all mail, determining its distribution and hand-
delivering. Outgoing mail was placed in the envelopes by ._
the sender and placed in an tout' basket on the sender's desk
for pickup by personnel from Secretarial Services.
5. A system of executive orders had not been established.
6. A comprehensive record of established policies and procedures
of the department was not available. _
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Changes During the Course of the Study
Changes which occurred during the course of the study were as
follows:
1. Additional incoming and outgoing telephone lines were obtained
to make available better communication.
2. Additional phone instruments were placed in strategic areas.
3. A multi button phone system was installed for the Adult
Services Division and for one Family Service unit. All
calls are screened by the clerk-typist.
4. A messenger and delivery clerk position was provided in the
organization. The schedule of the delivery clerk includes
stops at the office of the department's attorney, doctors '
offices, mental health clinic, hospital, probation office,
and other offices with which caseworkers have frequent
contact. This avoided spending valuable caseworker time
on errands which are more appropriate to the messenger
service.
Messages, requesting a pickup or delivery, are being left at
any of the designated pickup points for the delivery clerk
to check out before making a run.
Caseworkers and other employes were advised to make use of
this service.
5. Achievements in mail handling are as follows:
a. All mail is now handled exclusively by a member of the
staff in the supply room.
b. The delays of up to two weeks from the entry of mail
into the building and the transfer of that mail to the
caseworker or person assigned to take action on the matter,
have been eliminated.
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c. A mail handling and forwarding envelope has been developed into which mail for a given person can be inserted and used
for routing to that person. -,
d. The delivery clerk moves mail from one office to another.
e. Incoming mail is distributed directly to the caseworker or
eligibility technician by a clerk or messenger. —
f. Incoming and outgoing correspondence logs have been
eliminated. Copies of letters and other documents filed in
case records are relied upon to verify the arrival of or
departure of specific pieces of mail. Incoming mail is
time and date stamped on an electric dater.
6. A system of executive memos was established. Specific orders
and policy changes are issued to the employes of the
department, as necessary.
7. A policy and procedures manual was designed on the basis of
the following analysis of the situation: —
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Policies and Procedures
Introduction
Policies and procedures are written to carry out action
today, in order to reach tomorrow's objectives. Policies
and procedures are written to provide subordinates with
information about the general course of action, to communicate
information about changes of regulations and to achieve an
understanding of the total environment. Policies and
procedures must have permanence and long life to be of
continuing value.
The Recording of Policies and Procedures
Present Situation
Policy and procedural decisions are presently promulgated
in Executive Memos, which are consecutively numbered, and
in administrative and supervisory memos which are issued and
distributed in random fashion. A central binder, containing
a topical listing of the Executive Memos, is maintained by the
director's secretary. There is no central filing system for
procedural memos issued by other administrative and super-
visory personnel.
Evaluation
The Executive Memo record is of recent origin and does not
contain long-established policies and procedures, or amend-
-
ments to those policies and procedures. Therefore, the
record is incomplete and fragmented.
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Recommendation
It is recommended that an administrative policy and procedure
manual be developed, and maintained, by the secretary to the
Director. Material for the manual, in addition to the
Executive Memos, should be gathered from sources such as:
1. Old policy and procedure memorandums (prior to the numbered
Executive Memos) .
2. Resolutions or rulings by the County Commissioners with
regard to the Welfare Department. For example: Working
hours for county employes; GA policies, or the appointment
of a Citizens' Advisory Board.
3. State Department of Social Services rulings (most can be
incorporated by reference to the State manual) .
All memos which qualify (have permanence and long life) for
inclusion in the policy and procedure manual will be issued _
under the Executive Memo system. Each memo initiated by a
department head will be approved by the Director and be
issued under his name. The Director's secretary will control
the numbering of all memos to be included in the manual. Two
examples of the type of information which should have been
handled according to the procedure above are:
1. The memo from the Director to all staff regarding
"Intra-Agency Transfer Policy".
2. The memo from the adult division supervisor to adult
service workers and others, on procedure for transferring _
cases to and from the Medical Services Unit.
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The manual should be designed to accommodate frequent changes
and additions. The table of contents will show the memo
number and subject matter.
Copies of the complete manual will be maintained by the clerk-
typist' for each supervisory unit in the agency. A master
copy will be maintained by the secretary to the Director.
Evaluation and Recommendations
The changes which have taken place in communications have assisted
in increasing efficiency of the Department staff. It is recom-
mended that the implemented practices be continued.
Effective two-way communications, up and down the hierarchy of
the organization, are important. This is especially true in the
welfare function, since changing programs and policies require
communications into the operating divisions and units, and the
impact of case service must be channelled up to management for
policy decisions at that level.
- 21 -
•
emmi
Supervision •• •
The Situation at the Beginning of the Study
At the beginning of the study, supervision, from a management
point of view as it applies to guidance and control of the —
operations within the agency, was almost non-existent. In
addition to a lack of training in applying supervisory practices,
supervisors were deterred from performing the supervisory function
because of excessive time spent in training, supervisory, infor-
mational and informal meetings. Many of these meetings and
sessions were not applicable to their functioning as supervisors.
Changes During the Course of the Study
1. A workshop on supervisory techniques and practices was —
conducted for supervisory personnel.
2. Activities of supervisors were observed.
3. A memorandum was prepared and distributed to supervisory
personnel. The memorandum outlined supervisory respon-
sibilities as follows:
- 22 -
•
0 /#Th
r
1. The first responsibility of a supervisor is to plan.
Planning will include:
a. Planning your own work and assisting subordinates
specifically in planning their work.
b. Specific planning for each worker includes the
development of the daily and weekly work schedule
and the review of each case handled by that worker
wherein planning for the needs of the recipient is
required.
c. Supervisory review normally will not be made of non-
--
service cases but will be made only when non-service
cases or limited service cases reach a point of trauma
justifying transfer to a supportive or intensive
caseload.
2. The second responsibility of each supervisor is to assign
work. Work assignments must be made under the following
conditions:
a. Must be assigned to a person who has the competence
to carry out the work.
b. Must be assigned with specific instructions as to the
nature of the objective to be carried out.
c. Must be made to workers with time available to devote
to the case.
23 -
3 . The third major responsibility of a supervisor is to
obtain reports on the work assigned and the plans being _
carried out.
a. Each worker should be asked to report on the work
assignments, specifically including each supportive
or intensive case, the nature of the problem, the
plan developed. This developed plan, in the light _
of the nature of the problem, should be reviewed by
the supervisor, should be modified in a way which is
based on the education, experience and the insights of
the supervisor into the problem, and should take
into account the broad view of the supervisor and
the objectives of the agency.
4. Challenging the staff. All members of the staff will
perform better when challenged.
a. If the quantity of the assignment is greater than
has been performed in the past, this will serve as
a challenge to the staff to attempt to achieve a
greater quantity of work. —'
b. If the quality of the challenge is more intense or
difficult to perform than in prior assignments, this .,
will also serve in the nature of a challenge to each
member of the staff to perform at a higher qualitative
level.
24 -
V
5. Training the staff. Supervision is a continuous training
process. All contacts with the staff should be looked
upon as part of the training endeavor.
a. Specific training as to the detailed approach to any
one recipient or any one case or type of case, includes
a review as mentioned above, the status of the case
as it is at present, and the development of plans
to carry out case objectives. It further includes
a review of the progress that is being made.
b. Training of a more general nature should be performed
both as part of the orientation, which the staff
will receive from the State Department of Welfare
in regional workshops, and as part of the staff
.. development program, which is carried out by the
agency itself.
c. Specific training by the supervisor should normally
.- be in terms of casework service and must include a
supervisor's visits in the field, in order to determine
whether the worker sees the recipient's situation
in its real light and does the worker have a plan
for solving that situation as it really is. It is
.- impossible to evaluate a worker's performance unless
you are completely familiar with the basis on which
that performance is being developed.
_ 25 -
f
d. Training and development of subordinates, in general,
may be accomplished by establishment and utilization
of the 'coaching' technique. This involves 'coaching'
in the areas of: —
(1) Evaluation of employe performance and periodically
discussing that performance with the employe,
pointing out where performance is acceptable and
where and how it should be improved.
(2) Use of specific case progress as a case study for
individual employes and the supervised unit.
6. Rewarding the staff. Staff members who perform
satisfactorily, who observe the conditions at work, whose —
work is at such a quality level as to indicate a total
contribution to the functions of the agency, should be —
rewarded. It is the responsibility of the supervisor
to reward and encourage employes for doing a good job,
and to lead them to perform at an even higher level. These
rewards should not be only limited to pay increases, but
should include encouragement and recommendations to —
positions of higher classification, and specific training
which will ultimately lead to supervisory responsibility
for this individual.
7 . Disciplining of Staff. The responsibility of a supervisor
must also include disciplining of staff: —
26 -
r ..
a. Discipline must cover:
'— (1) Conditions of work such as working hours, time
off, and performance of the individual worker.
IMO
Any worker who is not meeting the conditions
at work is not performing his or her job.
b. Production of the worker.
(l) If productioh is not effective, the worker is
not an asset to the agency.
(2) It is the responsibility of the individual
supervisor to determine during the probationary
period whether or not a worker is going to
meet the requirements of the job and perform
in such a manner as to be a contributor and
r. an asset to the agency and its objectives.
Workers who do not meet these standards should
be dismissed during the course of probation.
(3) Supervisors will periodically submit a review
to the Department of Social Services, through
las
the Director, evaluating the total performance
of the individual. This evaluation should be
prepared with an objective look as to whether or
not this individual is a contributor to the
endeavor of the depa anent. If the individual
is not a contributor, the individual should
be marked down in the areas where contribution is
not being made and should be specifically
counseled by the supervisor as to these short-
comings. Continued short-comings should result in
27 -
dismissal of the worker. The acceptance of the
worker as a permanent member of the staff by a
supervisor is a major responsibility placing
a burden on the supervisor to determine whether
the endeavors of the department are actually
being served by this worker. The continued
retention of those people who are not performing
is a wasteful matter.
8. Your Supervisory Responsibility. The responsibility
for the functioning of your unit is placed solely
with you on your back. You also have the authority to
assume this responsibility and to carry it out. Workers
who are assigned to you who are not performing the job
reflect on your effectiveness . Any failure to carry out
your functions as supervisor reduces the workers ' ._
effectiveness. The total agency is dependent on the
workers' responsibilities, you as a supervisor, on your
meeting your responsibilities, and on the management of
the agency meeting its responsibilities.
- 20 -
•
Evaluaticr'ind Recommendations
The evaluation and recommendations are as follows :
1. Limited progress has been made in developing a strengthened
supervisory capacity.
2. In order to overcome many traditions, practices, and welfare-
-
oriented cultural attitudes, a long-term, intensive, and
applicable supervisory development and training program
must be implemented. It is recommended that such a program
be developed as follows:
a. The overall function of supervisory training and
development be assigned to an Assistant Director.
(1) The Assistant Director will carry out the program
—
under the guidance of the Director.
.- (2) The Assistant Director will utilize the resources
of the Staff Development Supervisor, State Personnel,
and other resources from government, educational
institutions and business in the program.
b. Course content will include, but not be limited to,
such areas as:
(1) Human relations in supervision
(2) Production and quality control of work
(3) Evaluation of individual organizational and unit
—
performance
(4) Work planning and scheduling of self and of employe
(5) Effective supervisory communications
(6) Motivation
(7) Training employes-subjective and on-the-job
—
(8) Discipline and morale
(9) Agency policies and programs
(10) Utilization of Community Resources
(11) Effective communications
(12) "Counseling" employes
- 29 -
,i• n
Supportive Services to Caseworkers
The implementation of recommendations relating to the assign-
ment of clerical aides to casework units is not complete.
Implementation has been delayed by changes in departmental,
as well as state and national, policy. ^
When implementation is complete, the clerk-typist assigned to a
casework unit will be able to provide the following services, and
any additional services required by the nature of the categorical
programs involved:
1. Screen phone calls.
a. Handle as many routine inquiriesras possible.
b. Take messages for caseworker, using message form or top of
ROC sheet to record message and/or reason for contact.
c. Suggest to caseworker that any follow-up calls be ^
delegated to clerk-typist as often as possible.
2. Maintain tickler file for required home visits. ^
a. Also use the tickler file to remind caseworkers of
appointments.
b. Send out home visit postcards and recheck by phone, if
possible, on the day before the planned visit.
c. After the visit is completed, bring the tickler file up ^
to date and make necessary notations in the case record.
3. Type dictation and correspondence.
a. Be responsible for providing caseworker with an adequate
supply of necessary equipment for using the dictaphone.
b. Be responsible for keeping the dictaphone in working ^
condition at all times.
- 30 -
c. When typing dictation, be sure that any remaining space
on last page in the case record is utilized before
beginning a new page.
4. File loose papers in case records.
5. Maintain statistical records and make reports, when required,
from these figures.
6. Be responsible for notifying the eligibility clerk-typist
^
of any changes in a case which will affect her records.
7. Check case records periodically, to be sure they are complete
and accurate. This will include updating of the face sheet.
8. Prepare routine forms (including CWS28) required either for
a case record or for state or county records.
a. Make routine telephone calls, including those within the
agency. Example: to the Business Office in inquire if
a check was mailed to recipient.
9. Act as receptionist for clients of caseworkers. Handle
clients' routine requests, if caseworker is out of office
or is busy at the time.
10. Keep caseworkers supplied with forms, pens and other items
essential to their work.
11. Maintain adequate supply of all forms and equipment necessary
to work of clerk-typist.
12. Become familiar with resources and information which might
be helpful to caseworker. Be prepared to locate factual
answers for caseworker inquiries. Example: To whom do I
address a letter regarding Sheltered Workshop plans?
- 31 -
Part II
GENERAL CASEWORK
- 32 -
r
Introduction
This part of the report, which includes only those functions
and factors in all categorical casework, outlines conditions
r
which existed early in the study, scone .recommendations made,
progress in implementation of the recommendations, and
additional recommendations for continuing improvement in
serving the real needs of clients. For those items which
apply specifically to Family and Children Services, Adult
Services, and Intake Services, see following parts of the
report.
This part outlines the steps which must be taken in the
general casework process in order to assess the client's
need, the nature of that need, to assist the client in identify-
-
ing and defining his problem or problems, to develop solutions
to that problem or problems, and to record the solution and
achievement or progress in the case.
r. It has been difficult to measure progress in the casework
process due to changes in policy and program. However, by
._ realigning data developed through observation and analysis
-- of the use of caseworker time, specific conclusions have been
reached and recommendations made.
The recommendations do not reflect the emerging philosophy of
service to the community. This philosophy, if embraced in Weld
County, would place the Welfare Department in the potential role
of social worker to every citizen, regardless of financial status.
A complete restructuring of the Department would be required to
serve the needs of the general public. While the concept remains
a point of philosophy it cannot be evaluated in terms of practical
application at this time. - 33
.•, .-.
New Service Delivery System ^
A new concept on delivery of categorical services is being
instituted. Implementation of this concept has again resulted in change in policy and the necessity of realignment of staff. _
This new policy is based on the assumption that each client
knows what his problems are and is willing to have someone ..
help solve those problems.
The "Offer of Service" is utilized at the time of initial
contact with new cases and annually thereafter.
Each client will be asked to sign an "Offer of Services" form
on which he either accepts or rejects the services described ^
as being available to him. (This signed form is required in
each existing case by December 31, 1971) . These are the client's
options; the caseworker has one other option-he can attempt to
impose services on the client if he (the worker) determines
there is a need for protective service. This approach has
gone full circle from the prior concept of "the caseworker
knows best".
•
While there is merit in making the client part of the decision-
making(this should always have been the philosophy behind
good casework), it is questionable whether the average client
is capable of fully diagnosing his own problems. Many clients
are on welfare rolls due to their inability to identify the
real problems, much less determining the appropriate solution ,..,
to the problems.
- 34 -
Caseworkers who are less than enthusiastic about providing
services to clients will find it difficult to "sell" their
wares. The aggressive caseworker/salesman may find his caseload
filled with people with a myriad of problems and proposed.
solutions to those problems.
Judgment of which case should receive protective service may
�. prove to be inconsistent between caseworkers, and acceptance
of this service by the client will certainly be difficult
since he has declared in writing early in the casework
process that he has no problems, and therefore doesn't need
any help.
There is also an apparent contradiction in the client's right
to appeal a denial of services and the department's statement
that "although services are mandatory, the agency's ability to
provide them, based on time and staffing, must necessarily
be considered". If the department does not have the resources
for providing all services to the extent desired by clients, how
can the client be assured that he will receive service upon
appeal?
Although the theory of client involvement in decision-
,., making behind the new service delivery system is valid, the
criticism offered above should be considered in future
evaluations and in administration and supervision of the
system.
A procedure for implementing the new system is included in
this part of the report. (See Exhibit I)
- 35 -
^
The Casework Process The situation at the beginning of the study:
The following problems existed in all casework areas when the study was undertaken in February, 1970:
1. Case records were not readily accessible to the caseworker.
2. There was no consistent method of determining client need,and service needs of clients were rarely recorded.
3. Case records lacked information about services performed
with the exception of eligibility factors.
4. Caseworkers were performing eligibility and clerical
functions at the expense of service to clients. —
5. Methods .of controlling and managing workloads of caseworkers
had not been developed. —
6. Supervision was weak in many areas including the evaluation
of actual accomplishments by workers.
7. Workers had not learned to organize or utilize their time —
effectively.
8. There was a tendency for workers to get involved in cases which were assigned to, others and did not concern them.
9. Caseloads were assigned to caseworkers by quantity without regard to the level of service required in each. —
10. Home visits were being made without appointments resulting
in wasted time when clients were not found to be home, and
repeat travel time was required to conclude the home visit.
11. The entire case record was sent to a typist depriving the worker of access to case information for long periods, while —
dictation was being typed.
12. Telephone service was inadequate and calls were not being
routed to appropriate caseworkers.
- 36 - —
c' .-,
13. Clerical help had not been assigned to aid specific workers.
14. Training, informational and supervisory meetings were occupying
an inordinate amount of caseworker time.
_ 15. Case records did not contain all information pertinent to
the case (after the separation of eligibility and services) .
16. Convenient parking space was not available to caseworkers
who, by necessity, had to report to the office. Space was
utilized by personnel who required only all-day parking.
17 Caseworkers lacked tools necessary for effective work. These
included staplers, in and out baskets, delivery service,
convenient files and case forms.
- 37 -
Achievements During the Study
The following iievements were noted during~e study:
1. Case records were placed adjacent to the workers' desks. —
2, A form was developed which directed the worker's attention
to potential client need. The form provided a simple means of recording both the need and when the need was met.
3. The eligibility function was removed from caseworker
responsibility. —
4. Clerical aides were assigned to most worker units.
5. Cases were evaluated to determine the level of service —
required in each instance. Workloads could thus be
controlled and assigned to workers by total amount of service
required rather than by total number of cases assigned. —
6. Home visit cards with postage-paid reply cards are being
sent a week ahead of the planned visit to avoid duplicating —
of travel.
7. Case dictation has been cut to a minimum. When typing is
necessary, the dictated belt rather than the entire case
record is sent to the typist, and the record remains
available to the worker. —
8. More adequate phone service has been installed.
9. The number of meetings has been reduced, and attendance —
is required only at meetings of value to the caseworker.
10. Case records, in most instances, contain the information
essential to case service. -.
11. Reserved parking spaces and two-hour parking in front of the
office have been provided, permitting more convenience and
savings in time for come-and-go traffic of caseworkers.
12. Caseworkers have been provided with more adequate office
equipment and supplies. -.
13. A full-time delivery service is operational, eliminating or
reducing inter-office traffic by caseworkers. -
- 38 -
•
•
Present Situation
Some problems continue to hinder caseworker efficiency.
These include:
1. In some cases, caseworkers continue to be involved in
eligibility functions related to their cases. Separation
of these functions has not been fully achieved in actual
practice.
2. The involvement of more than one caseworker in a single
household results in excessive consultation among workers .
3. Caseworkers often schedule double the time necessary to
adequately conduct a home visit.
4. Caseworkers appear reluctant to turn over clerical chores
to the unit clerk4typist.
5. Supervision continues to be less effective than is
necessary for meeting client needs and organizational
productivity.
6. Caseworkers have not learned to organize and utilize their
time effectively.
7. Telephone service is still inadequate for some work units;
clerk-typists are not able to screen all workers' calls.
.. 8. A new service delivery system has been imposed by the State
Department of Social Services. This change in policy hinders
implementation of standard work practices.
- 39 -
-S r1
9. Cases have been initially classified as intensive or
minimum service Cases by caseworkers. The continuing
classifying is also being carried out by the caseworkers —
and criteria or standards for classifying of cases have not
been established. -'
10. Each caseworker has developed his own system of filing
his case records. This makes it difficult for any other
person to locate a case record.
Evaluation
The evaluation is as follows: —
1. Major improvements have occurred in many areas affecting
the ability of caseworkers to perform services for clients. —
However, the lack of privacy for either case evaluation or
- 40 -
r-, . .
client interviewing sets up a formidable psychological
block for most caseworkers. Some workers are equipped with
defenses against the constant activity which surrounds them;
most succumb to the temptation to "join the action". Generally,
this is conversation or involvement in other cases or in
eligibility.
2. The case assessment policy is useful in placing cases in
perspective so that workers are not continually frustrated
by the sheer volume of cases for which it appears that they
must provide services.
3. Caseworkers have not learned to adequately organize their
work to maximize the use of time available. Schedules are
often set up with excessive allowances for "unforeseen
circumstances". When these circumstances do not materialize
or, in fact, turn out the opposite (a client is not home
for a scheduled visit) the worker has no alternative plan
and the time is a total waste.
4. Supervisors are not supervising effectively. They are:
•
a. Preoccupied with meetings of every style.
b. Unaware of what is actually taking place in the area of
production by caseworkers, such as the provision of
services to clients.
c. Not reviewing caseloads held by caseworkers, nor of
the number of intensive or minimum service cases.
5. Caseworkers have not fully adjusted to the fact that paper
shuffling is no longer a part of their job.
6. Caseworkers continue to spend more non-productive time
than necessary in the office. This office time is often
filled with clerical or non-job-related activities which
provide the illusion of legitimate work.
- 41 -
.-, -
7. Rigid office hour requirements are established for case-
workers. The relaxation of these requirements, including
the unwritten rule which restricts most of the staff to —'
the office on each Tuesday, will require trust and cooperation
on the part of the entire agency staff, and direct super-
vision of unit and division caseworkers by supervisors.
8. Direct, continuing and effective administration and super-
vision
are required to assure appropriate delivery of —
service to clients under the new delivery system (Offer of
Services) . Progress in treatment of cases must be evaluated —
regularly to determine if clients are making the proper
choices, and if caseworkers are guiding clients in the
proper direction for solving client problems. —
9. Under present policy, in which the caseworkers classify
cases as intensive or minimum service cases, each
caseworker is applying his own criteria or standards of
classification. Since intensity of service required in
a caseworkers caseload is an indication of workload, it is -.
necessary that classification be accomplished upon the basis
of standard measures. The supervisor of each service
division in the Department, under the direct guidance of
the Director, should establish standard measures of
classifying each case as of intensive or minimum service. —
10. The supervisor, then, can periodically review caseloads
assigned to workers, determine the portion which is -'
intensive service cases, and determine total case service
required of workers. Based upon this evaluation, the
supervisor can assign new cases, or re-assign cases from —
overloaded workers, to those workers with the less intensive
total work and caseload. -
- 42 -
•
.-. .-.
11. A standard method of filing case records should be
established within the agency, so that the files of each
caseworker will be arranged in the same order. This will
permit other employes to locate a case record quickly.
12. Changing policies have not permitted an accurate
�. determination of actual time needed to perform services
on some cases.
- 43 -
Recommendations
The recommendations for general casework practice are as
follows: —
1. That rigid office schedules be more flexible and all
caseworkers treated as professionals who can be held
responsible for doing the required job.* Caseworkers, then —
must be held responsible for doing an effective job.
2. That the new service delivery system be constantly evaluated —
by the supervisory and management team. A free flow of
information is essential to this evaluation. —
3. That recording in case records be limited to hand-written
summaries except in those complicated cases which require
typed dictation.
4. That each household have only one caseworker assigned regard-
less of the number of categorical cases involved. —
*See page 47 for responsibilities of agency personnel to insure
success of this recommendation.
- 44 -
..
5. That caseworkers be prohibited from being involved
in eligibility functions in cases except in special
situations which call for coordination of information
between case service and eligibility.
6. That caseworkers restrict their activities to the provision
of professional case service and delegate clerical tasks to
unit secretaries. (See pages 30 & 31 sectetarial services to be
provided to caseworkers) .
7. That the supervisory function be clarified and made
effective.' Caseworkers are often young and inexperienced;
they need aggressive leadership, consistent guidance, and
effective supervision.
8. That the administration of the department establish as
'- its first priority the training and development of the
supervisory staff in management and supervisory policies,
techniques and practices related to casework.
9. That supervisors periodically review caseloads carried by
caseworkers to:
a. Determine the number of intensive and minimum service
cases, and to assign new incoming cases or reassign
existing cases to workers with the lesser total service
.. load.
b. Review organization and utilization of time by case-
- workers and, if appropriate, to assist caseworkers in
scheduling and executing work.
- 45 -
r
10. That, under the guidance of the Director, the supervisor
of each service division develop and establish criteria _
and standards for the purpose of classifying cases as of
"intensive service" or "minimum service".
11. That the unit supervisors, utilizing the classification
standards established by the division supervisor, classify
all new cases (Initial classification of all new cases will _
occur in Intake) and periodically review the classification
of all cases of caseworkers for the purpose of evaluating
the real service caseload of each caseworker.
12. Unit supervisors, based upon the number of intensive .,
service cases carried by each worker, can reassign ^
cases to permit a more even distribution of real caseload
within his unit. ^
13. That a uniform method of filing case records in caseworker's
files, be established for the agebcy.
14. That the procedure in Exhibit V be implemented as a
means of determining actual time needed to perform
service on cases.
- 46 -
r.
Abolishing_Office Hour Restrictions for Caseworkers
The recommendation to abolish mandatory office hours for case-
-
workers will require the trust and cooperation of the entire
department. Specific responsibilities would include the
following:
Administration
1. Meetings would be scheduled at least a week in advance.
2. The implied rule that confines all staff to the office on
Tuesday would be rescinded.
3. Caseworkers would be considered innocent until proven guilty
of abuse of the freedom tc perform services at the most approp-
riate time of the day (not necessarily from 8 a.m. to 4 p.m.,
Monday through Friday) .
Supervisors
1. Strong, directive leadership would be provided.
2. The record of service rendered would be reviewed and
evaluated on a regular basis to verify work performance
(or non-performance) .
Caseworkers
1. Full time would be devoted to providing service to clients,
whether this requires work in the office or in the field.
Since most direct service is applied in the field, a
high proportion of time should be spent in the field.
2. All work would be organized a week in advance by case-
- workers and the schedule provided to the unit supervisor
and clerk-typist.
3. The unit clerk-typist would be notified immediately of any
change in scheduled plans of caseworkers.
- 47 -
e --.
4. If the worker plans to be out of the office for an extended period of time, periodic phone calls would be made by the
caseworker to the office to inquire about emergency messages
or needs. —
5. Plans for trips to outlying areas of the County would
—
include sufficient work in an area to justify the travel.
6. Workers would not be in the office except as necessary to
handle client visits and to do other direct and indirect
service functions which cannot be delegated .to the clerical —
staff.
- 48 -
•
Exhibit I
Case Handling Procedure
Two forms have been designed for use under the new service
delivery system which begins with signing of the "Offer of
Services" form AFCS 102. (See -Exhibit II)._..These are as follows :
1. Form 102-A (See Exhibit III ) will be printed for use as
^ a carbon of the AFCS 102. The carbon will, however, cover
only the basic information section - name, case number, etc.
Procedure for Use of 102-A in Existing Cases*:
a. Caseworker completes the basic information section and
separates the AFCS 102 and 102-A.
b. Caseworker enters date and signature at top of 102-A.
c. The services offered on AFCS 102 are explained to the
client.
d. The AFCS 102 is properly signed by client and caseworker.
e. The appropriate section of form 102-A is completed by
caseworker on the basis of client interview. The form
is divided into three sections covering these situations :
(1) Client refused services but caseworker feels
services are needed.
(2) Client and caseworker agree no services are needed.
(3) Client requested service (s) .
2. Form 102-B (See Exhibit IV ) will be used for all case
recording subsequent to completion of Form 102-A. It will
be handwritten except in complicated cases which warrant the
typing of a detailed accounting of activities.**
*Does not apply to Child Welfare cases. See Part III for Intake use
of form.
**Lines on the form will be typewriter-spaced so that summaries can
alternate between the handwritten and typed versions as case
activity changes.
- 49 -
es%
All summaries are to be concise and contain only that
information which is essential to the understanding of the
client's status at the time of recording.
The Offer of Services is to be reviewed with the client
annually. Form 102-B will be used to record the results of
this interview.
Form 102-B will also be used:
a. As case activity warrants. .,
b. To transfer or close a case.
- 50 -
•
•
r, .-.
Exhibit II
AFCS-102 (7/71)
Colorado Department of Social Services
Division of Public Welfare
OFFER OF SERVICES
COUNTY DEPARTMENT USE ONLY
Name of County Case Number , Categ.
My name is : My Tele. No. is •
My address is:
street city state zip
/--77 Yes, I would like social services.
/ / No, I do not want social services at this time.
List of services:
a. Information and referral services
b. Protective services
c. Services to enable persons to remain in or to return to their own
home or community
d. Employment services
e. Health needs
f. Money management services
g. Homemaking and housing services
h. Education services
i. Services on reuniting families
j . Self-support services for the handicapped
k. Child rearing
1. Day care
m. Foster care
n. Adoptive
o. Prevention or reductions of births out of wedlock
p. Family planning services
The above services have been explained to me. I also have been
advised bf my right of appeal and the provision of law concerning
discrimination which are outlined on the reverse side of this form.
signature of applicant Date
(or legally appointed representative)
Signature of worker Date
- 51 -
Exhibit III
102-A (FOR USE OF CASEWORKER ONLY)
Date Caseworker Signature
Client refused offer of services because:
However, I feel should receive the service(s) of
because:
l7 This should be a protective service case
Client and caseworker agree no services are needed because:
- 52 -
•
.�
,. �.
Exhibit III (continued)
Client has requested the following service (s) :
(Include names of those who will receive service)
Service will be provided by means of:
Caseworker evaluation of• services performed:
Client opinion of services performed:
Services will not be provided to these family members (include
the reason) :
- 53 -
/Th
.ibit IV
102_B
CASE SUMMARY
(To be handwritten; if your summary will exceed 1/2 page, dictate
material for typist)
ENTER DATE AND CASEWORKER NAME AT BEGINNING OF
EACH NEW SUMMARY. —
NOTE: This is a facsimile only; back of page will also be lined.
- 54 -
Exhibit V
Procedure for Case Sampling to determine actual time needed
_ for performance of service.
The procedure is as follows:
1. Each unit supervisor in each categorical program will red-
tag cases within each worker's caseload as follows :*
a. Each 20th "intensive service" case.
b. Each 20th "minimum service" case.
2. The caseworker will fasten an 8% x 11 sheet in the selected
case records. On the sheet he will record time spent on
the following:
a. Contact with client
(1) in field
(2) in office
b. Travel
c. Collateral contact
d. Indirect service (include time spent on essential
paperwork) .
3. Assuming that the time was spent in effective casework,
the results of the sample survey would indicate the
amount of caseworker time required to serve different
types of cases .
*for 5% sample.
- 55 -
Part III
INTAKE SERVICES
- 56 -
r•
Introduction
This part of the report deals with the function of
processing potential applicants for public assistance.
— - 57 -
ea. -, -
The Situation at the Beginning of the Study
Three caseworkers were assigned to Intake when the study began.
The Intake supervisor also served as WIN coordinator and prepared
all the WIN statistical reports. —
Responsibility for initial determination of financial eligibility —
was part of the Intake workers' job. Potential applicants were
seen only in the afternoon of each day by appointment only. —
All intake work was done in the office since home visits (on ...
which to base social studies) were being made by the service
caseworker for the appropriate category of assistance. Upon
determination of eligibility by the intake caseworker, each
case was transferred to a caseworker in a categorical program.
- 58 -
f ,
- .^...,
Changes Which Occurred During the Study
During the study the following changes occurred:
1. The eligibility function was partially removed from intake
caseworker responsibility.
2. The 3 workers continued to explain eligibility factors,
filling out Food Stamp applications and distributing information-
-
al material relating to eligibility.
3. The eligibility technician was made responsible for the
actual explanation to the client of self-declaration
application form.
4. One Intake worker began specializing in AND applications; this
worker made the home visit and wrote the social study to
submit to the State. When this worker left the agency, the
— responsibility for AND social studies was shifted to the
Adult Services Division.
5. All social studies for family cases continued to be the
responsibility of district service workers in the Family
Services Division.
6. A decision to bypass Intake services on all adult applications
— was reached in March, 1971. Under this system the applicant
for OAP or AND was seen only by an intake technician unless
a service need was obvious or became apparent to the
technician. This service need was then handled by referral
to the Adult Services Division.
7. The Intake unit functioned with 2 caseworkers and a
supervisor from August, 1970, until July, 1971. Respon-
sibilities of the 2 workers were limited to the initial
interview of potential family assistance applicants. Some
of the contacts resulted in the filing of an application;
others were eventually filed as "inquiry only".
- 59 -
a Y
rte. /�
8. The situation in Intake during this time was the subject of
a memo to the Director on May 11, 1971. The memo pointed
out that each of the two intake workers was seeing an
average of 3.7 clients per day. Observations had established
that a maximum of 45 minutes was necessary to conduct an
intake interview. If each interview lasted 45 minutes, then
each intake worker was working less than 3 hours in a 7-hour
day.
- 60 -
P".1/4r.
Present Situation
A complete reorganization of the Intake unit was effective
July 1, 1971:
1. The objective of the reorganization was to "provide for
a more responsive provision of social services at the time
when services have potential to be of the most use to the
client".
2. Intake caseworkers will provide emergency and intense
service during the initial 90-day period of a case.
3. After 90 days, the case will be transferred to a field worker
in the appropriate division. Cases may be transferred out of
intake immediately if it is determined that no service is needed.
4. Other duties of intake caseworkers will be the completion
of social studies and WIN assessments and referrals.
5. Under County departmental policy, caseloads are not to
exceed 30 households.
6. The new "Offer of Services" procedure discussed under the
General Casework section of this report is also affecting
intake workers. The "Offer of Services" must be executed by
the client within the initial 90-day period.
7. The Intake unit has been structured for 6 workers who will
.. handle initial applications for assistance in all categories.
S. The plan has not been fully implemented however, and the
intake function for adults and child welfare cases is being
handled by the Adult Services Division and the Children's
Services unit.
- 61 -
•
9. The Intake unit is supervised by a supervisor and a sub-
supervisor (who also is WIN coordinator) .
10. Three of the workers were transferred from Family Service
units; 1 worker is new and 1 worker position is vacant.
11. A procedure was developed and recommended for the intake
function. However, it was not fully implemented.
12. After partial reorganization and implementation of the
intake function, 2 caseworkers were each serving only an
average of 3.7 clients per day.
13. Observation indicated that an average time of 45 minutes to
interview client or applicant was adequate.
- 62 -
•
ern*,
Evaluatio_
The evaluation is as follows:
1. Recommendations for reorganizing the Intake process were
offered during the study. Each recommendation was con-
sidered, deferred and finally discarded in favor of the
agency-designed Intake concept described above. The
recommended reorganization would have resulted in a
consolidated intake function, including all categories
rather than only Family Services cases as at present.
2. An assessment of the efficiency or effectiveness of the new
Intake Division was not possible before conclusion of
this study.
3. The Intake Division is considered a "crisis unit". The
implication is that each person who is referred to Intake
has been confronted with a crisis. Such an assumption is
valid. However, for many potential recipients the crisis can
be adequately alleviated by providing financial assistance.
4. Reliable statistics are not available for past months
on the number of recipients whose only real need was
financial.
5. The use of the new "Offer of Services" concept (see
discussion under General Casework services) provides a more
accurate evaluation of client need, as the client sees it.
'- 6. When it has been determined that social services are not
needed (or wanted) by the client on a portion of the cases
being handled by Intake, the real caseload to be served can be
determined.
7. If 2 caseworkers were seeing less than 4 clients each day,
then 6 caseworkers will be sharing less than eight clients
per day.
- 63 -
8. The function of the WIN coordinator is essentially a clerical —
job and should not be assigned to supervisory level personnel.
9. The Intake process should be designed as a screening process
to permit prompt action or referral appropriate to the —
client's need.
- 64 -
Recommendations
The recommendations are as follows:
— 1. That the function of adult intake be assigned to the Intake
Division rather than the Adult Services Division.
2. That the function of Child Welfare intake be assigned to
the Intake Division, _ except that adoptions and relinquishments
—
will be referred directly to the caseworker who handles these
special cases.
3. That the revised social service information sheet SS-1
(See Exhibit IX ) be used for all cases. This form would
be filled out completely by the intake worker.
4. That the Intake Division continue to serve all new service
cases for the initial 90-day period of crisis or need.
5. That all new cases be initially classified as "intensive"
.- or "minimum" service cases in Intake. (See General Casework
part of this report) .
6. That caseworkers assigned to intake have, or be trained for
the ability to process all cases at intake, but be particular-
- ly knowledgeable in adult, family or children service.
(The receptionist can, then, direct potential clients to
the appropriate worker so far as possible).
7.. That Intake caseworkers receive training which will qualify
them to make a quick and accurate assessment of the client's
apparent situation at the initial interview. This will
permit rapid processing of all clients and especially those
clients whose only need is financial, who can be sent
immediately to an eligibility technician.
8. That the function of WIN coordinator be assigned to the
Family..and Children's Services Division
clerk-typist.
9. That the following plan of operation and procedure be adopted.
(See Exhibit VI)
- 65 -
Structuring Intake Interviews*
The intake interview shall be structured in the following manner:
1. Identify the immediate problem that brought the client to
the agency, letting him tell his own story, but keeping the
focus on the current need for assistance.
2. Interviewer should be listening for any patterns of behavior
that appear such as : repeated desertions, beatings,
pregnancies out of wedlock, etc.
The current family situation is important to know as it _
relates to the clients problem. Examples : relative
resources, current living situation, food supply, health of -'
household members.
3. Determine with the client what he can do to solve his own
problems, what he has already done and note any strengths
which seem to become apparent. Avoid setting any long-term
goals or making long-term plans - this is for the on-going
caseworker to determine.
4. Assure the client that his problems have been understood, be _
accepting, and then make an evaluation with the client, of his
situation in relation to the agency's service and function.
5. Give the client factual information which he needs to plan
ahead, such as an accurate explanation of the budget and what
it is to be used for. The client should also be informed at
this time, what his responsibilities are and what the agency
will expect from him. This allows for a freedom of choice to
apply or not.
*The bulk of this material was provided, at our request,
by Mrs. Anne Rice, Intake supervisor.
- 66 -
.. 6. If it appears certain the client will be ineligible, explain
why and also their right to make application and to appeal but
counsel alternatives and if requested, make the proper referral
to another resource. Make sure that you are not making an
absolute decision without facts.
7. Terminate the interview with a clear and concise clarification
of the problem and what will be done - a more or less verbal
contract with the client as to what he can expect and what the
r. agency will expect. Avoid promising anything which the agency
may not be able to follow-up on; also avoid promising anything
for another worker such as visit dates, etc.
8. During the entire interview, the worker should be listening
and observing the client to determine his perception of
reality and any obvious distortions of this reality in his
behavior. This should be mentioned on contact sheet if worker
has reason to believe it is important - worker should head these
comments as "impressions". Personal impressions should be
brief since intake impressions are sometimes deceiving.
Note to caseworkers :
This procedure is provided to you in order to present you with an
outline of the goals you are attempting to achieve. It is essential
that you encourage the applicant to limit discussion of any one
item and offer said applicant the opportunity to discuss his prob-
lems at greater depth with his assigned caseworker after he becomes
a recipient.
The use of this structured interview should make it possible for
you to bring out the applicant's need and, at the same time, to
gather the necessary information within the time allotted to each
applicant.
- 37 -
Exhibit VI
Intake Procedure —
In addition to normal categorical detailed procedures established
in the manual, the following procedure is recommended:
Receptionist
1. Makes record of name, purpose of visit and arrival time.
a. Checks with master file room for previous case.
b. Notifies appropriate caseworker that client is waiting.
c. Records time client is seen and by whom.
Intake Caseworker
1. Assesses client's need.
a. If client's need is financial: —
(1) Fills out face sheet (SS-1)
(2) Fills out RS700_l in duplicate:
(a) Forwards original to State Department.
(b) Forwards duplicate to eligibility technician
who initials and forwards to master file room. —
(3) Makes manila file folders for service and
eligibility in all new cases. (Reopened cases —
already have ;jackets)'.
(a) Keeps service record.
(b) Forwards eligibility record to technician
(puts duplicate RS700-1 in the record.)
(4) Has client sign "Offer of Services" form.
Note: The signing may not be accomplished during the
initial interview, but is required within —
90 days of application.
(5) Directs client to eligibility technician. -
- 68 -
rb
Exhiba,. VI (continued)
b. If client needs are service and financial:
(1) Fills out face sheet (SS-1) .
(2) Fills out RS700_1 in duplicate.
(a) Forwards original to State Department.
(b) Forwards duplicate to eligibility technician
who initials and forwards to master file room.
(3) Makes manila file folders for service and
eligibility in all new cases. (Reopened cases
already have jackets.)
(a) Keeps service record.
(b) Forwards eligibility record to technician
(puts duplicate RS700-1 in the record) .
(4) Conducts :in-depth interview*
(5) Directs client to eligibility technician.
(6) Provides service for maximum of 90 days, during
_. which period the "Offer of Services" is signed by
the client.
c. If client decides not to apply for financial assistance,
but needs are identified:
(1) Fills out face sheet (SS-1) .
(2) Fills out RS700-1 in duplicate.
(a) Initials original, marks "Services Only" and
forwards to Master File room.
(b) Holds duplicate, with manila case record,
until 30-day service period ends and then
forwards duplicate RS700-1 and file folder to
Master File room to "close" case.
*See intake interview procedure on following pages.
.. - 69 -
Exhibit VI (continued)
d. If client decides not to apply and no needs are
identified:
(1) Worker handles whole procedure as an inquiry
following already established routines. _
- 70 -
Exhibit VI (continued)
Intake Procedure _(When household already has caseworker assigned)
Caseworker will:
1. Fill out Face Sheet (SS-1) .
2. Fill out RS700-1 and forward original to State Department.
3. Prepare manila file folder for service and eligibility
record.
4. See that application is correct and complete before
submitting, in file folder, to Eligibility Technician,
along with duplicate of RS700-1.*
5. Keep service portion of case record.
*Eligibility Technician will immediately initial RS700-1 and
forward to Master File room.
- 71 -
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V — 72 -
Exhibit VII (continued)
Flow of Records and Actions on Cases
The flow of paperwork associated with the Intake procedure
has been 'depicted on previous page.
The procedure acknowledges that each client
must have contact with a caseworker under the new "Offer of
Services" system.
Three basic principles underlie the procedure:
1. The RS700-1 will be printed as a separate form and be
padded (See Exhibit VIII ) for use by Intake caseworkers.
The duplicate copy of the RS700-1 will replace the
"Pending Case" card now in use and will be the only
central source of information on case status maintained
while the case is being processed prior to approval or
denial of eligibility.
2. A household number will not be assigned to a case until
a positive decision on financial eligibility has been
reached.*
3. The service case record will be held in the Intake
caseworker's file until called for by the application
clerk. The procedure is a basic design which can be
used for any combination or type of application for
assistance. Procedures, based on the general outline, for
handling cases such as ADC-Incapacitated Father should
be processed as provided, or to be provided, in the policy
manual maintained by the Director's secretary.
Responsibilities of individuals involved in the procedure
are briefly outlined below. Standard procedures for which
no changes are recommended are included by inference.
*Federal government requests for information concerning the
'- length of time required to process an application can be
extracted from the State EDP system based on the RS700-2.
- 73 -
r -
Exhibit VII (continued) —
Receptionist
1. Maintain client control list. —
2. Verify existence of prior contact with agency and provide
Intake caseworker with the case records, if appropriate. —
Intake Caseworker
1. Fill out SS-1 face sheet and RS700-1 or "Inquiry only" form;
have client sign "Offer of Services" if appropriate at this
time.
2. Prepare manila file folders for service and eligibility,if appropriate.
3. See page for details on above and other instructions. —
Intake Supervisor
1. Review caseworker decision on level of service needed on
each case prior to time the case record is requested for —
processing by application clerk.
Eligibility Technician
1. Help client fill out application form.
2. Forward RS700=1 duplicate (received with case record
from Intake caseworker) to application clerk. —
3. After decision on eligibility is made, write IOC and send,
with case record, to application clerk. Include RS700-2 —
worksheet.
- 74 -
Application Clerk Exhibit VII (continued)
1. File RS700-1 duplicate in alphabetical file. This will
be the master file for pending cases.
2. Post to the RS700-1 any new information received about
the case while it is pending. For example: a change in
caseworker assignment.
3. Upon receipt of IOC from eligibility technician indicating
a decision on the case:
a. Request service case record from caseworker.
b. Assign Household number.
c. Pull RS700-1 duplicate and forward to Food Stamp
office.
d. Type RS700-2.
e. Make permanent master file card.
f. Make, for approved cases, permanent jackets for
service and eligibility records.
g. File papers on denied cases.
h. Send eligibility case record to technician.
i. Send service case record to screener.
_ Note: On "service only" cases handled by the Intake caseworkers,
the original RS700-1 will be filed in the pending case file
until the caseworker forwards the duplicate RS700-1 to indicate
the case has been terminated.
- 75 -
Screener Exhibit VII (continued) —
(A unit supervisor acting as clearing agent for a categorical —
program.)
1. Assign case on basis of level of need indicated by —
Intake caseworker (and approved by Intake supervisor) .
Assignment may be to the original worker in Intake
who will complete the 90 days intensive service before
it is reassigned to a district worker.
2. Keep running tally of caseload carried by each worker —
as guide for assigning cases.
3. Notify master file clerk of caseworker assignment. —
Clerk-Typist (for eligibility or service unit)
1. Prepare cards and other records necessary to service
case. —
2. Forward case record to caseworker or technician.
- 76 -
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- 7 7 -
r r.
SS-1 Social Service Exhibit IX
Information
Category H.H.# Caseworker
/77 New /7 Re-open Date of Application
Applicant: Last First v Middle Maiden Spouse:
nailing Address Phone Landlord-Name, address, telephone
.. Cross Doctor (name & type) Citizen
Ref.
HOUSEHOLD (Circle 0 of those in budget)
Place & Date Race
Adults of Birth Ed Code SS/VA #$ & Type
A-1.
A-2.
A-3.
A-4.
A-5.
Marital tatus : ep iv g. ep :L. U
EMPLOYMENT -DATA
Names Dates Occupation Employer
4
*Significant Others ��tel, to Address & Tele. # Employment
B-1.
B-2.
B-3.
B-4. '
B-5.
*Use asterisk to designate emergency contact.
(OVER)
- 78 -
Exhibit IX (continued)
Give reason for need and directions for finding home, if necessary.
- 79 -
•
— i Exhibit IX (continued)
Page 2
Social Service
.- Information
HOUSEHOLD (Circle # of those in budget)
Children DOB & R/S. Dep Rel. T.
Place Code Code Grade Level to XIX
1.
2.
3.
4.
5.
6.
7.
8.
9.
Chronology of Alliances
Date Pull Name
of EventWoMEENIBIBEIIMEIElof Person(s) Place of Event
•
Child Support Record
— - 80 -
Part IV
ADULT SERVICES
- 81 -
Introduction
This part of the report deals with the functions and practices
which are specifically related to providing services to adult
clients. Included in Adult Services are: Old Age Pension
(OAP), Aid to Needy Disabled (AND), Medical Services, Aid
to the Blind (AB), and Aid to Tuberculin patients (TB) .
Those functions and practices which apply to all types of
cases including Adult Services, are considered in Part II ,
General Casework, of this Report.
82
Adult Division —
The Situation at the Beginning of the Study
The Adult Division; in February, 1970, consisted of two
supervisors and eight caseworkers to handle a caseload
composed of:
• OAP 1, 930 —
AND 427
AB 43 —
TB 24
Total 2,424
Problem areas, as defined in the preliminary study in 1969, —
included:
1. Minimal service was being provided on a "crisis" basis only.
2. Workers were in the field serving cases only 1 I days a week. —
3. Caseworkers were spending 50 - 75% of their total time in
non service work.
4. Dictation of case records was not current.
5. The service and eligibility functions had not been
separated, were being performed by caseworkers, and most dictation in case records concerned eligibility
factors only.
6. There was little recorded information concerning service
needs of, or actions on, cases.
7. Case files were not readily accessible to caseworkers. ._
- 33 -
Initial Observation
Observation of workers, which began in February, 1970,
confirmed the existence of the preceding problem areas and
revealed these additional problems:
1. Case files were often inaccessible to workers. They were
classified as "pool" cases and were filed in several
widely scattered areas.
2. Phone service was inadequate. Workers were sharing phones
and taking calls for each other. Outside lines were
inadequate.
3. Assignment of office space was not conducive to good work
habits. Workers were crowded into small roans and noise
levels were intolerable.
4. Office equipment (staplers, dictating supplies, phone index,
in and out baskets) were not available to each worker.
5. Workers were handling clerical duties, almost to the
exclusion of case service, due to the lack of assigned
clerical aides.
6. Cases were not assigned to workers resulting in general
confusion as to responsibility for service to individual
clients. This often meant that two and perhaps three
workers had a little knowledge of the case and frequent
conferences between workers involved in the case consumed
a disproportionate amount of time.
7. The entire case record was sent to the secretary for typing
dictation. While the case record was with the secretary,
the worker was deprived of information about the case.
- 84 -
r•
8. Workers were spending 69% of their total time in the office; —
45% of this office time was spent in non-service related
activities (much of it was eligibility work) .
9. Workers were in the field 31% of the total time; however,
60% of this field time was spent in non-service activities
such as performing eligibility functions and futile attempts —
to visit clients who were not home.
- 85 -
•
Results of Initial Observations
Recommendations for correcting the problem areas were implemented.
The recommendations included a plan of operation for the minimum
service unit of the division. This plan provided that case-
- workers make 7 home visits per day on 4 working days in order
to fulfill the annual visit requirement for OAP cases.
Dictation was to be replaced by a check-list form which was
, designed.
Specific actions, based on the recommendations, included:
1. Each worker was assigned a case load.
2. File cabinets were purchased and case records were then
moved adjacent to the workers' desks.
3. Mare outside phone lines and a separate phone system
for the Adult Division were installed.
4. A clerk-typist was assigned to serve the Division. She
took over most clerical duties as well as screening phone
calls for workers. Workers were summoned by buzzer if
it was necessary for them to answer a call.
5. Caseworkers were assigned to two-man offices.
6. Eligibility duties were assumed by the new eligibility
division to relieve workers of eligibility functions.
7. Dictated tapes only were sent to the clerk-typist for
typing and the case record was retained by the worker.
8. Appropriate office equipment was purchased for each
worker.
86 -
Second Observation —
The second observation of caseworkers' service and use of
work time was carried out after the separation of eligibility
and services was implemented. This separation, combined with
the implementation of the other recommendations, resulted. in
more effective utilization of time. An analysis of time —
expenditure by caseworkers (OAP annual visits) indicated
time spent as follows for 4 casework days serving cases :
In office 439 minutes (25%)
In field 1339 minutes (75C)
NOTE: The Medical Services unit of the Adult Division was not
included in any of the analyses above, because the eligibility _
function was still being performed by caseworkers contrary
to State regulations.
87 -
•
�.
Present cation
The Adult Division experienced a complete restructuring soon
after implementation of the recommendations outlined above. The
Division, which consists of 6 workers and 1 supervisor, now
has 4 sub-units: Intake, Community Service, Intensive Service
and Medical Services. The Community Service unit has its own
supervisor (a sub-supervisor) . The caseload as of June 30, 1971
was:.
OAP 1, 812
AND 590
AB 12
Total 2,414
Service is provided to clients "by request" in a majority of cases.
These cases are filed in a "pool" until service is requested;
49 of these cases were receiving service at August 1, 1971.
The intensive service caseload contains 74 cases which are to
receive service on an "as needed" basis.
The concept of "service by request" for all assistance categories
was effectively incorporated into State regulations as of
July 1, 1971. (For an evaluation of this concept, see Fart II ) .
This was accomplished by adoption of the "Offer of Service"
policy and practice in case processing .
Intake
One caseworker in the division is assigned to this
function; therefore, the intake function remains in this
division. This worker handles all AND applications and
those OAP applicants who request, or appear to require,
service at the intake stage. AND intake requires a home
.-
- 88 -
visit and a social study, which is submitted along with
a medical report to the State for approval or denial
of eligibility. This worker was responsible for 74
cases at August 1, 1971.
Community Service
This unit consists of 3 caseworkers, one of whom is a sub-
supervisor and serves as supervisor for the other two. It —
has been structured to provide a variety of services
largely on a group basis. The primary emphasis is on the
homemaker program, and provision of information about
resources available from the Welfare Department or other —
local service agencies. Recipients of these services may —
or may not be receiving financial assistance. A large
part of this unit's work could be classed as public
relations - the cooperation of many public and private
groups within the community is required for success of
the concept of group casework and community services. —
Even though this service policy has been in effect since
March, 1971, relatively little progress in case service has
been achieved.
Intensive Service
This function, to be carried out by one caseworker,
(presently vacant) is that of the traditional caseworker,
providing services on an intensive one-to-one basis to those
clients requiring intensive service. 74 cases were —
designated as "intensive service" cases at August 1, 1971.
- 89 -
�., .aN
Medical Services
This unit, which operated autonomously during much of the
study, now consists of 2 caseworkers. The eligibility
function was removed (by placing the unit clerk-typist under
the eligibility unit supervisor) on July 12, 1971. The
caseload consists mainly of nursing home residents, but also
includes AB and TB, as well as some AND and OAP recipients
who live in their homes. 557 cases were assigned to this
unit at August 1, 1971.
Evaluation
The evaluation is as follows:
1. Adult recipients appear to be receiving a low level of service
under the present structure. It remains to be seen what effect
the new "Offer of Services" concept will have on the level of
— service. -
2. There is general confusion by caseworkers as to the
responsibility for providing service to individual clients.
3. The client may see a different caseworker each time he
expresses a need for service. This impairs the quality of
service being given and results of that service.
4. The "sharing" of clients in a pool leads to sharing of
information among workers and expenditure of significant
amounts of caseworker time for coordinating efforts on
individual cases.
5. The only constant factor in the provision of services to
adults is the information service provided by the
Division clerk-typist_ who has, of necessity, assumed the role
of a caseworker in the vacuum created by the present
structure of the Division.
- 90 -
6. The Community Service unit of the Division appears to be
ineffective in terms of services provided to clients .
7. Qualifications for caseworkers in the Community Service
are described (in the original outline of the new service
delivery system) as "ability and agility in public
relations, innovation, creativity and assessment". These
are nebulous but demanding qualifications and are not
likely to be present in the average caseworker if the
qualifications can actually be identified. _
8. A supervisor with qualifications equal to those of the
workers, and having in addition, the ability to supervise —
employes, administer programs and evaluate results, is
essential to the success of the non-structured system under
which this Division is operating. Success, according to —
the original plan, is to be measured by:
a. Increasing the quality and number of caseworker-client
contacts with those clients who need service.
b. Increasing caseworker community contacts that will
benefit clients by bringing all community services and —
resources to bear on appropriate cases.
c. Reducing or eliminating non-professional procedures and
related paperwork that are not of benefit to the client.
d. Increasing time spent in direct contact with clients and/or
collateral contacts. —
Using the above criteria, it would appear that the concept
of community service, as applied by the Adult Division, is —
experiencing only limited success.
91 -
A re rnendation made early in the udy but never
implemented provided that group casework be initiated to
provide an information service and a social outlet for
OAP recipients. The group sessions were to be set up at a
central location within an area or district of the County,
and specific invitations were to be sent to recipients who
live in that area. The invitations were to be sent on the
basis of redetermination dates and the group meeting was
seen as a substitute for individual annual home visits.
(A procedure for grouping recipients by geographic area and
redetermination date is included in Part VIII of this report.)
9. The Medical Services unit has not achieved true status
as a service unit. Although the eligibility function
— has been separated (as of July 12, 1971), it is separated
in physical terms only. Caseworkers are still expected to
carry redetermination and related eligibility forms to their
clients. This is an activity which consumed 60% of one
caseworker's time. (Refer to Third Interim Report, pages
5 & 6.)
Recommendations
It is recommended that:
1. All sub-units of the Adult Division be abolished and the
total operation be organized under a Division Supervisor
as follows:
a. Intake
This function and the assigned worker will be removed
from the Adult Services Division and will become part of
of the Departmental Intake Division. The procedures now in
effect in 'Intake will be followed. . Cases may be
serviced by Intake for a maximum of three months prior to
92 -
•
transferring to a caseworker in the Adult Services
Division.
b. Medical Services
This will not be a sub-unit but rather a specialized
caseload.
(1) Any client who has been in a nursing home at any
time will automatically become a permanettlpart
of this specialized caseload.
(2) All AB and TB clients will be permanently assigned r.
to this specialized caseload.
(3) Any AND or OAP clients who require intensive _
medical casework services will be assigned to this
specialized caseload.
(4) 'Each •case will be specifically assigned to a worker.
Assignment will be on the basis of assessed level
of service needs. (See Fart XI for caseload _
standards.)
(5) Caseworkers will not be involved in eligibility
functions except upon specific request for help by
the client or his agent. The eligibility staff
will mail redetermination forms following standard
procedures.
c. Other Services
(1) The traditional concept of casework - a one-to-one
relationship - will be resumed for all workers.
An exception would be the use of group meetings
to fulfill the annual visit requirement for OAP
recipients. (See page 92 for a description of this ^
group method.)
- 93 -
(2) All cases will be specifically assigned to
workers. Assignment will be by geographic area
and by assessed level of service needs. (See
Parts VIII and XI for area codes and caseload
standards.)
(3) •The community service approach to casework will be
evaluated no later than January 1, 1972 and,
if acceptable progress in implementation of service
to clients is not attained, the approach will be
eliminated.
(4) Effective supervision will be'requireC to assure
appropriate assignment or reassignment of case
loads to workers based upon levels of service
necessary to clients.
(5) Redetermination of eligibility and related
forms will be mailed to clients. In the relatively
few cases where needed assistance is not available
to a client in completing the forms, an eligibility
technician can be dispatched to assist that client.
94 -
Part V
FAMILY AND CHILDRENS SERVICE
g5
l
Introduction
This part of the report deals with those functions and
practices specifically related to Family and Childrens
Services. For those functions and practices which apply to
Family and Childrens Services, as well as other categorical
programs, see Part II , General Casework, of this report.
The proposed merger of family and children's services has
not been achieved in Weld County. The following analysis
is therefore presented in two parts - ADC and Child Welfare.
- 96 -
ADC
The Situation at the Beginning of the Study —
At the beginning of the study, the situation was as follows :
1. The ADC unit had 14 caseworkers. There were 3 supervisors .,
who were responsible to the Division of Children and Youth —
supervisor.
2. Each caseworker was responsible for all eligibility functions —
related to his caseload. This included redetermination on
ADC-U cases every 3 months and on ADC cases every 6 months. —
3. Caseworkers were spending a day and one-half doing work in
the field; much of this work was related to required
eligibility home visits. Servicing of client needs, other —
than financial, appeared to be second in priority.
4. Inadequate office space and phone service, the lack of
essential equipment (staplers, in and out baskets, etc.)
and the burden of clerical tasks, all combined to hinder
caseworker efforts to perform efficiently while in the office.
5. An analysis of work time under these conditions was presented
in Interim Report No. 1. —
Changes Which Occurred During the Study
Recommendations based on initial observations were implemented.
These included: —
1. The provision of additional office space to relieve —
crowding and to allow caseworkers easy access to case records.
2. Installation of more adequate phone service. —
3. Appropriate office equipment and supplies were provided.
4. The practice of sending the entire case record to the typist
was halted and only the dictated belt was sent. This
eliminated the frustration to caseworkers caused by missing
records. —
_ 97 _
5. The boparation of eligibility and service functions was
accomplished in December, 1970. A period of time for
adjustment by caseworkers under this new procedure was
allowed before the use of work time was measured for the
second time.
Utilization of Caseworker Field Time
An analysis of use of work time by Family Service caseworkers
following the separation of eligibility and service functions
indicates a significant increase in time spent performing services
for clients in the field. (See Exhibit X )
The analysis covered 12 casework days. Each work element was
designated as "Direct Service", "Indirect Service", or ."Non-
..
Service".
^ This analysis (after separation) showed that over 75% of field
time was spent in service to clients. Direct service accounted
for 62.4% of the time, and 13% was designated indirect service.
The remainder of the time (24.6%) was determined to be non-
service; travel time was included in this portion.
A comparative analysis of caseworker use of time prior to
^ separation of eligibility services (see Interim Report No. 1,
pages 5 and 6) indicates that only 58.8% of total field time
was devoted to providing service to clients.* Direct service
accounted for 53.9% of the time, while the indirect service time
was 4.9%. Non-service time (including travel) was 41.2% of the
total field time.
*Eligibility work elements were deducted from the total time
before calculating percentages to permit comparison on a
uniform basis.
98 -
p
Therefore, implementation of recommendations and separation of
the eligibility and service functions resulted in an increase in
client service from 58.8% to 75% of caseworker time in the field.
At the same time, the portion of caseworker time spent in the _
field was increased substantially.
- 99 -
• e
�..�
Exhibit X
Family Service
Analysis of Field Work Time
Total Time Number Average % of Total Time
Element (minutes) of Times Time (min.) In Field*
(3) Travel 368 54- 6.8 17.0
(1) Determine
recipient's
pa
need 1139 43 26.5 52.6
(3) Coffee break 58 3 19.3 2.7
(2) Post ROC 31 5 6.2 1.4
(3) Visit volunteer
or govt. agency 15 2 7.5 .7
(3) Client not home 79 16 4.9 3.6
a, (3) Hunt for
recipient's home 18 4 4.5 .8
(1) Take client to
appointment 212 2 106.0 9.8
—
(2) Confer with
professional 170 7 24.3 7.9
(2) WIN initial
— interview 49 1 49.0 2.3
(2) Food Stamp infor-
mation given 16 1 16.0 .7
— (3) Run Errands 10 1 10.0 .5
100.0
Total time in field 2,165 min.
*Based on 12-man casework days
_ (1) Direct service 1,351 min. 62.4% of field time.
(2) Indirect service 281 min. 13.0% of field time.
(3) Non-service 533 min. 24.6% of field time.
- 100 -
Utilization of Caseworker Office Time
Caseworker use of office time, when analyzed in terms of service
to clients, has not improved since the separation of eligibility
and services. Prior to separation (See Interim Report No. 1,
pages 5 and 6) workers spent almost 70% of their office time
performing services for clients.* Direct service accounted for _
6.2% and indirect service 63.7%. Non-service time totalled
30.17%.
After eligibility functions were removed from caseworker respon-
sibility, the total office time spent in providing services to
clients dropped to 63%. Direct service time more than doubled
(13.396); however, indirect service time dropped to 50%. Non-
service time was 36.7% of total office time. (See Exhibit XI )
However, a smaller portion of total time was being spent in the
office by those caseworkers.
*The above method .of analyzing use of work time for family
service caseworkers was utilized because it reflects the total
proportion of time devoted to servicing clients more accurately
than an analysis based on time spent "in field" and "in office".
- 101 -
PA eN,
Family Service Exhibit XI
— Analysis of Office Work Time
Total Time Number Average % of Total Time
Element (minutes) of Times Time (min.) in Office*
— (3) Clerical Jobs 228 63 3.6 7.9
(2) Process forms for
State or County 303 20 15.2 10.4
— (3) Incoming call-misc. 2 2 1.0 .1
(2) Incoming call-from
client 89 20 4.5 3.1
a (2) Prepare court rep. 92 1 92.0 3.2
(2) Process form for
client 135 12 11.3 4.7
(2) Confer w/profes-
- sional person 126 23 5.5 4.4
(3) Look up phone no. 3 1 3.0 .2
(2) Caseworker/case_
a worker conference 24 10 2.4 .8
(3) Caseworker/employe
conference 146 45 3.2 5.0
(2) Caseworker/supv.
conference 74 15 4.9 2.5
(2) Weekly conference
caseworker/supv. 90 2 45.0 3.1
a (2) Outgoing call-
to client 64 17 3.8 2.2
(3) Outgoing call-misc. 23 6 3.8 .8
— (3) Coffee break 203 10 20.3 7.0
(3) Tardiness 142 7 20.3 4.9
(2) Send or receive
IOC 13 4 3.3 .4
(2) Review case-
before visit 39 10 3.9 1.3
(2) Review case-
- general 50 10 5.0 1.7
(2) Post ROC 93 27 3.4 3.2
(3) Personal time 93 29 3.2 3 .2
(3) Read bulletins,
memos or letters 30 12 2.5 1.0
(3) Activity not job
related 126 23 5.3 4 .3
(2) Hand-written
correspondence 153 22 7.0 5.3
(1) Foster Home
a contact 75 4 18.8 2.6
(1) Client in office 311 10 31.1 10.7
(2) Write Social Study 63 2 31.5 2.2
(2) WIN referral 30 3 10.0 1.0
—
(2) Use of dictaphone 15 1 15.0 . 5
(3) Consult manual 12 1 12.0 .4
(3) Staff meeting 56 1 56.0 1.9
—
100.0
Total time in office 2, 903 min.
— *Based on 12-man casework days .
(1) Direct Service 386 min. 13 .3% of office time.
(2) Indirect Service 1,453 min. 50.0% of office time.
(3) Non-service 1, 064 min. 36.7% of office time.
—
- 102 -
e . A
Present Situation
The present situation is as follows:
1. The Family Service unit was restructured in July, 1971,
as part of the new Intake concept adopted by the Department.
2. The unit now has 2 supervisors and 11 caseworkers, one of
whom specializes in Day Care licensing and supervision.
3. Each supervisory unit has an assigned clerk-typist; however,
only one clerk-typist has the telephone system which permits
her to screen calls for workers in her unit.... _
4. Each caseworker carries a caseload of "intensive" and
"minimum" service cases. The average caseload is 160.
Under present policy, an intensive case is one which requires
frequent contact with the client; minimum service cases
receive service only as needed and at low frequency. _
5. A new service delivery system, instituted by the State
Department of Social Services, was to go into effect on --
August 1, 1971. Under this system, service will be provided
to clients only at the client's request in writing.
6. This new service delivery system will also alter requirements
for the recording of case activity. Dictation had been
virtually eliminated in minimum service cases by the recording
form which was designed for experimental use (See Interim
Report No. 4) . This form will be obsolete under the new
system. (See separate discussion of the new service delivery _
concept in Part II of this report.
- 103 -
r-A
Child Welfare
The Situation at the Beginning of the Study
At the beginning of the study the situation was as follows:
1. Three supervisors, 12 caseworkers and 2 homemakers comprised
the Child Welfare staff.
2. The 3 supervisors reported to the supervisor of the Division
of Children and Youth.
3. The work of this unit (Child Welfare) involves unwed mothers,
foster homes, group homes, adoption services, and protective
service.
4. Caseloads often contained cases from 2 or more of these
specialized areas. Specific problem areas noted were:
a. Office space and telephone service were inadequate.
b. Interview rooms were not available.
c. Case action recording was not up-to-date, either because
caseworkers did not have time to do the lengthy dictation
required, or because clerical help was not available.
d. Cases were being accepted at Intake without regard to
whether the Department could provide the necessary
services.
e. An overlap in caseworker interest in foster homes (either
as supervisor of the home or as caseworker for a child in
the home) resulted in many conferences between workers.
5. The department was processing studies of potential adoptive
parents.
- 104 -
7
Changes Which Occurred During the Study —
During the course of the study, the following occurred.:
1. The Child Welfare unit was moved to a small building in
Island Grove Park and partitions were constructed to provide —
some privacy for workers.*
2. Two clerk-typists were assigned to the unit.
3. A separate phone system was provided so that the clerk-typist
could intercept and route workers' calls.
4. Caseloads were assessed and many cases were closed or placed —
on "inactive" status when it was determined that:
a. No further action was justified in the case.
b. The department did not have available the resources or
programs to provide the solution required by a particular
situation. —
5. Intake policies were tightened in line with the knowledge
gained in assessing caseloads. Cases were to be accepted for '—
service only if it was determined that the request for help
was valid and that the request could be filled with available
staff, resources, and categorical programs. —
6. The unit was without direct supervision for an extended
period prior to the appointment of a supervisor on June 28, —
1971.
*These partitions were not constructed in the manner recommended —
and thus, were not as effective in providing privacy or adequate
air circulation.
- 105 -
Present Situation - Child Welfare
The present situation is as follows :
1. The implementation of recommendations for specialized
caseloads in Child Welfare was effective on June 1, 1971.
2. The Child Welfare unit, at that time, had 9 caseworkers
and an interim supervisor (the Division of Children and Youth
supervisor) .
3. A new supervisor arrived June 28.
4. A sub-supervisor was reassigned from Family Service soon
after that date. The sub-supervisor specializes in the
adoption area.
5. Caseload assignments were made as follows:
Adoptions 2 workers
Relinquishments 1 worker
Foster Homes 1 worker
Intensive Service 2 workers
Diversified Service 3 workers
Homemaker 1 worker
(One position is presently vacant due to a resignation:)
6. Requirements for case recording have been eased in all but
the intensive service cases. The use of newly designed forms
in the areas of foster home evaluation and relinquishment
(including social histories of the relinquishing parents)
has eliminated the bulk of dictation in these cases.
7. A caseworker in the Family Service (ADC) unit evaluates and
licenses day care however.
8. A caseworker in the Child Welfare unit evaluates and licenses
foster homes.
- 106 -
9. The unit is processing studies of potential adoptive parents
under existing policy which -permits County departments to
carry out this function.
10. ' The Child Welfare unit continues to carry out its intake —
function. A caseworker in the office at the time a potential
client or applicant comes to the office fulfills the intake
caseworker function. This has not been transferred to the
Intake division.
- 107 -
Evaluation - ADC and Child Welfare
The evaluation is as follows:
1. The physical separation of the ADC and Child Welfare units
(Child Welfare at Island Grove and ADC in the main building)
- is an obstacle to full implementation of the merger of these
two interrelated functions of the department into a well-
functioning division.
2. The goal of having only 1 caseworker involved with each
household has not been achieved, but appears in fact to have
disappeared. Some households have as many as 3 caseworkers
who are concerned (not assigned) about the situation. This
overlap results in many caseworker conferences, in addition
to supervisory conferences, about individual cases. The
situation becomes even more complicated when a foster home is
involved; this often brings the licensing and supervising
foster home workers into the picture also.
3. Office facilities for ADC and Child Welfare workers are not
adequate. Neither unit has adequate interview space.
4. The phone system at Island Grove is inadequate because the
clerk-typists cannot screen calls - all phones ring at the
workers' desks, and the call is frequently intended for the
other worker who shares the phone. Thus, the caseworker
still functions as an answering service.
5. Pursuant to recommendations, cases have been assessed to
�- determine the feasibility of providing services, and at what
level (intensive or minimum) the service should be provided.
6. Caseloads assigned to caseworkers have been reduced in size
and in terms of services required under the recommended
policy of case assessment.
- 108 -
7. Easing the requirements for recording of case action in
"routine" cases indicates an acceptance of recommendations in this area. The length of dictation is no longer a criterion
for judging the caseworker's ability to handle his job. —
8. There is merit in the team approach (caseworker-foster parent)
to solving problems related to foster children. The "profession-
al" approach of the caseworker and the "layman's" approach of —
the foster parent should prove valuable to both parties, as
well as in benefit to the child. Mutual trust and confidence -'
are vital ingredients in any treatment situation. A foster
parent, confident of his ability to handle a problem because
he knows the total situation, will not turn immediately to his caseworker for advice.
9. The criteria for evaluating of foster homes and day care '-
hones, and the requirements for reporting this information,
appear to be basically the same. This is supported by the
fact that the same forms (Ex: CUTS 37) are used in both
instances, and the same study outline guide is required by
the manual (A-7234.72) . —
10. The present policy, which permits county departments to handle
their own adoptive studies, appears to be inefficient and
expensive due to the following:
a. All adoptive studies must now be sent to the State for —
review and for placement.
b. Highly qualified workers are available to the State
either on a full-time or contractual basis.
- 109 -
c. The State is now contracting for adoptive studies to be
done for the smaller counties at a cost of $75.00 per
study. A Weld County proposal for handling adoption
studies (dated March 4, 1971) calls for 2 workers to
complete 4-6 studies per month. If the maximum nuhber
(6) of studies was completed, the cost would be $220
per study (based on a minimum $660 monthly salary for a
specialized services caseworker), If the State assumed
this function under existing policy, the County would
be billed 20% of the cost of State studies done in each
county.
11. The assignment of one homemaker to the entire Family and
Childrens Service Division is insufficient. It has been
demonstrated that Family crises can often be averted by
the presence of a homemaker in the home on a regular basis.
Benefits from the homemaker program are financial, as well as,
social. A recent study* estimated that a savings of
$23, 904 would have been realized in Weld County in 1969 if fos_
ter placement of 83 of the children had been avoided through
_ use of homemaker services.
Expansion of the homemaker program would also provide job
opportunities for ADC mothers, allowing them to gain self
respect through freedom from dependency on welfare.
*See Third Interim Report, pages 26 - 28.
- 110 _
Recommendations
The recommendations are as follows: —
1. That the ADC and Child Welfare units be consolidated in
close physical proximity and each caseworker should handle
any family case whether it concerns .a single child or the
entire family.
2. That all duplication of caseworker involvement in single —
households be eliminated. This will require, a review of all
cases.3. That cases continue to be evaluated for the purpose of
assessing them as at "intensive" or "minimum" service levels.
4. That foster parents and appropriate caseworker maintain close —
liaison for full implementation of the team approach to foster^
case handling. '-
5. That the function of WIN coordinator be assumed by the
clerk-typist to the Family and Children's Services Division supervisor.
6. That 2 homemakers be added to the staff of the Family and
Childrens Services Division.* This will relieve the burden —
of "marginal" services now performed by caseworkers
(including providing transportation in many instances) .
*One homemaker would be transferred from the Adult Services Division.
- 111 -
7. On the basis of the similarity of the two programs, it is
recommended that the responsibility for licensing of. day
care homes and foster homes be consolidated into one position
in the County Department. (For details, see procedures in this
pert of the report)
8. That adoptive studies for all counties be handled by the
State Department of Social Services, Division of Public
Welfare.
9. That the function of Intake to Child Welfare be transferred
to the Intake Division of the Department. *
*Except adoptions and relinquishments.
_ 112
WIN •
Present Situation —
This mandatory program, jointly financed through Federal,
State, and County funds, was initiated in Weld County in late
1969. The program is aimed at the coordination of efforts of the
• Welfare Department and the State Division of Employment to
help public assistance recipients obtain the education, —
training, and counseling necessary for employment and self-
support. —
All ADC and ADC-U recipients must be assessed for referral to the —
WIN Program. The original and subsequent assessments are :Wade by
the caseworker. All reports required by the Federal Government
are compiled on the basis of information supplied by case-
workers to the WIN coordinator in the Department. The coordinator
compiles and prepares the reports. -
- 113 -
Evaluatio►—
An evaluation of the WIN program itself is outside of the scope
of this study. A recent evaluation by the State Department of
Social Services (County Letter No. 613, dated June 8, 1971)
revealed contradictory conclusions about some aspects of the
program. It failed to discuss an important criterion in
judging the success or failure of the. program: What portion of
clients who have participated in the WIN program have returned to
the welfare rolls?
The function of WIN coordinator is essentially a clerical job
and should not be assigned to an employe who is on the supervisory
level.
Recommendations
The recommendations are as follows :
1. That 'the 'function of WIN coordinator be assigned to the clerk-
- typist to the Family and Children's Services Division
Supervisor.
2. That -the statistics required for WIN reports be provided to
the WIN coordinator by clerk-typists assigned to each service
casework unit: �The computer print-out of current status
can:,be. updated by each: unit clerk-typist before passing the
list'an to another unit clerk-typist and finally-to the WIN
coordinator.
3. That caseworkers utilize the WIN assessment form. (See
Exhibit XII) .
4. That in addition to information currently developed,
statistics be developed and maintained (statewide) on the
number of recipients who return to welfare rolls after
participation in the WIN program.* This will serve
as a means of evaluating the degree of success and failure of
the program.
*These data are now available in Weld County.
- 114 -,
WIN ASSESSMENT -xhnit XII
NAME H.H.# —
(Use X to indicate which
statements are appropriate.) c C K c
N W y N �.
7 tl) W N N
n) 0) C) N C)
co co fR N co i+ co
rl <0 N4 - mC. Q. V16 .-.
I. To be completed if deter-
mined to be approp. referral
A. Motivation of Individual:
Wants to go to work.
Has specific expect. of
tng & employment. , —
Employment will provide
needed emot. outlet.
Client -has own goals for
family. —
Tng & employ. can help
achieve client goals.
Client has neg. attitude —
toward involvement.
B. Capacity of Individual:
Age & filth make referral —
feasible.
Recent phys. exam.
Nee. Ment. Hlth exam.
Emot. problems are appar.Has- formal edue. or .
previous experience.
Has had voc. tng or On- —
the-job training.
Has had succ. in prey.
work experience. _
Work habits are estab.
Childr. can emot. permit
mother to wk outside hm.
Another rel. or sitter is —
avail. to meet- needs of Ch.
There is possib. that plan
might be harmful to Ch. _ ...
II_ To be completed if not approp-
riate referral:
illness, incap. or adv. age —
Too remote fr. projects.
Child attending sch. T11-time.
Is essential person for another
member of household. —
Adequate child care not avail.
Other ( )
- 115 - —
r-.
Exhibit X I (continued)
.� E E a) E
W CD U3 CD co
4J to 'd yN N ,t: to d". CD
"' H-14 N4 4 g- 4 I4
III. To be completed if referral
should be delta end.
—A. Reasons of r delay:
Too large a family for mother
to adeq. be trnd or work &
still meet needs of children.
Pregnancy.
Pre-school children.
Child w/problems.
—
1. Soc. Adjustment.
2: F5notiona .
3. Phy. handicap. ,
Bad debts which could result
in garnishment.
Lack of phy. or ment. hlth
— to be successful at this time.
Is fearful of failure.
Lack of management for all
_ areas of responsibility &
would probably fail in all
areas.
Does not want to work or
— leave the home.
No feasible means of trans.
to get to training site.
— Lack of essential home
equipment, so physical job
of maintaining home becomes
_, unsurmountable or too
demandi _
B. Length of time before
referral can be made:
—
3 months
6 months
18 months
— Other
—
- 115 -
Procedures - Family and Children's Services The following procedures are related to specific areas of operation
within the Family and Children's Service Division. The recommended
procedures are provided only in those areas in which procedures
will vary from those in the manual.
Relinquishment ..
The needs of unwed mothers and relinquishing parents are
predictable to a great degree, and therefore can be outlined in
advance. A need identification control form (See Exhibit XIII )
for unwed mothers or relinquishing parents has been prepared
to eliminate unnecessary recording, to record actual needs
and indicate when those needs are met.* —
Standard information about the relinquishing parents, including
physical description, health history, educational background,
has been combined on a form which is handwritten by the —
relinquishing parent. (See Exhibit XIV)
This form eliminates the bulk of dictation in relinquishment
cases while providing detailed data about the client. A form —
similar to that shown in Exhibit XIV will soon be incorporated
into the State manual for use by all counties.
*Needs are based on information provided by Mrs. Enita Kearns,
Caseworker, Specialized Services, Weld County Department of
Welfare. —
- 117 -
Exhibit XIII
Need Identifier-4.°n and Control Name of Cliert
Form for Unwet. .1others and
Relinquishing Parents Case No.
Instructions: Place "X" where Date:
need exists. Enter da r need is
met.
/-"7 Refer for abortion counseling or service.
/-7 See that medical needs are being met.
/-7 Refer to community private obstetricians.
C7 Refer to Maternity Clinic.
/-7 Refer to Public Health Department for internship program.
/ / See that financial needs or resources have been arranged.
/ / Refer to ADC for the unborn child.
/ / Assist in acquiring adequate housing facilities and living
arrangements during pregnancy.
C7 Refer to a maternity home.
/-j Place in County foster home.
/-7 Refer to, and coordinate, maternity classes at Public Health
Department.
/ / Evaluate whether counseling would be appropriate.
/-y . Refer to the Mental Health Center.
/-/ Arrange for transportation to doctors and/or hospital.
Refer for legal consultation or help resolve legal
complications.
_ Q Counsel legal husband (not father of the infant) on legal
ri'ghts .and plan for the child.
Cl Counsel putative natural father of the child, and acquire
social history from him.
Counsel and support parents of unwed mother.
/-7 Support mother through labor and hospital stay.
Make foster home placement for infant and arrange for mother
to visit child prior to relinquishment if requested.
Q Review alternatives available to the mother for her child's
future.
/ / Provide relinquishment counseling. Group Individual
/ Complete forms and handle procedure for setting up legal
hearing.
/-7 Support mother through and accompany her to relinquishment
hearing.
Acquire complete social history if child is to be relinquished
If mother keeps her child, refer to Public Health Department
for training in infant care.
/—y Arrange for home visiting nurse for inexperienced new
mothers.
_ Provide supportive counseling of mother after birth of the
child.
/ Help understand why pregnancy occurred and accept reality
of the situation.
/-7 . .. Help accept decision to relinquish and feel comfortable
that child's future is assured.
/7 Help mother focus on a positive road for her future
(education, job training or transferring to a new job) .
/77 Help restore self- image and self-worth.
/-7 Re-establish self-confidence of mother so that she can
re-establish a healthy and positive relationship with men
and attitudes toward them.
Q Birth control counseling.
- 110 -
P-•
..xhibit XIII (continued)
/-7 Mother keeping baby. —
77 Baby placed in foster home, but later returned to mother.
777 Baby relinquished.
Brief summary of case:
- 119 - .,
n Exhibit XIV
SOCIAL-mEDICA HISTORY Baby ' s ther Q
Date Baby ' s Father Q
Name Present address
County of residence --Parents ' address
-
How long in that county?
Age Birth date „ Other cities in Colorado where
Birthplace _ you have lived , or close rela-
tives live :
Nationality descent of your father
Your mother (Do not use "American" )
Religious affiliation Do you have a preference
regarding the religion in which your child is raised Yes _No
If yes , indicate: Non-specified Christian ` Protestant
Catholic _ Other
Physical Description
Height Weight Bone Structure _Large Med__Small
Hair : Color Texture Curly _Straight
__
(thick, thin ,baldingT-
- Complexion : _ (fair ,medium ,dark ,ruddy ,olive , etc . )
Shape of face : (round,square ,oval , long ,narrow)
_ Eyes : Color Glasses worn y Type of correction
Any distinctive features : _
Education: Comearsed Average
Name of high school
Name of college
Vocational or other training
major in college or tech school minor
General Information : (Use blank sheet if more space needed)
Plans for further education and/or vocational goal :
Awards , honors and/or scholarship in high school
College
_ Activity participation in High school __
College
Talents (music , art , etc . )
Hobbies , sports , clubs , youth groups , etc . , outside of school :
*- - 120 -
P"\ --� -
a ibit XIV (continued)
Page 2
Work experience (jobs , length of time on each; part or full time )
Relatives who have had a multiple birth :
marital Status :
Never married married — Divorced , Widowed _If divorced: Date of final decree Where?
How verified
If widowed : Date of spouse ' s death How verified
mother of baby (only ) :
First pregnancy? Number of previous pregnancies
Do your parents know _ Attitude of parents
Does baby ' s father know of pregnancy? Paternity admitted?
Has he helped? How?
--,
Please describe your personality :
Why are you considering relinquishing your child for adoption? —
If your child is placed for adoption , do you have any preference
in the type of family chosen?
Additional space for items on other pages :
- 121 -
* Exhibit XIV (continued)
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- 127 -
Adoption
An adoptive study form designed to provide an objective as
well as a subjective compilation of information on the applicant
couple, and to eliminate the need for voluminous dictation and
typing has been used on a trial basis by adoption workers in
selected counties throughout the State. The experiment began
in late May, 1971.
Evaluations by the approximately 10 workers, who prepared
about 20 studies on the form, were summarized by State
Department personnel.* There was general interest in use of the
form and the workers provided constructive criticism based on
their experience in its use. A critical analysis was provided
by a State adoption worker with experience in the area of
�- statistics and the preparation of forms.
The suggestions offered by these workers were incorporated, to
the extent possible, in the form as it appears in this report.
Additional refinements may be desirable prior to approval for
general use in the State.
Review of adoption studies indicates that the study can be
standardized. This standardization can be partially accomplished
by utilizing forms already available to adoption workers. We
— have added additional forms, specifically the Child Welfare
League of America questionnaire** which we find to be excellent.
*State Department personnel who specifically contributed
to the review of the form included Ava Snook, adoption
consultant, and Judy Johnson, a State adoption worker.
**As designed for use in Project No. R-4, financed by the U. S.
Children's Bureau, Department of HEW. Material used here was
obtained from the final report, printed by Child Welfare League
_ of America, Inc., in 1967, titled "An Exploration of Caseworkers '
Perceptions of Adoptive Applicants, " Trudy Bradley, D.S.W.
- 128 -
The following procedure will be used for adoptive studies: —
1. The applicant couple will be asked to fill out the CWS-60
application form and (optionally) write an autobiography which
is to include, along with any personal information they
wish to record, the couple's reason for wanting to adopt a
child, what type of child they want, and their plans for —
that child. (See Exhibit XV )
2. Medical information on the couple's health will be entered
on the physical examination form (CWS 11-a) .
3. Reference letters (an adapted form of CWS-42A, see Exhibit XVI ,)
will record the necessary information from these sources. —
4. The adoption worker will use the adoptive study packet,
which is based on Child Welfare League of America question-
naire, to record pertinent data about the applicant couple.
(See ExhibitxvII ) .
5. Evaluation of the questionnaire data will be accomplished on —
a rating form which is part of the adoptive study packet.
Ratings as to the couple's capacity for parenthood will be —
recorded on a scale of 1-5.
6. The summary page in the adoptive study packet will replace
dictation in the case. Subjective impressions on any area —
of the study will be recorded on the summary sheet.
7. Supplements (see Exhibits XVIII-XX ) to the adoptive study —
packet will be used in the following cases :
a. Couple wants to adopt older child.
b. Couple already has child or children. —
c. Couple would consider adopting child of a race other
than their own.
- 129 -
8. A progress report on the infant being considered for adoption
will be provided by the foster mother on a newly designed*
form (See Exhibit XXI ) . This report will be used for
initial and subsequent reports to the State Adoptive
Placement Committee. The adoptive parents will also receive
a copy of the report. A developmental chart would continue
to supplement this report.
9. A condensed version of the social - medical history provided
by the relinquishing parent (See Exhibit XIV) will be
provided to the adoptive couple. A form can be designed
to include only that information usually requested by
adoptive parents and the form would then be filled out by
r. a clerk-typist using the detailed social-medical: history as
source material.
10. Dictation in the baby's case record would be limited to
those areas which cannot be explained on the forms mentioned
above. This would include: physical description of the
baby, significant medical and developmental information,
and a recommendation on appropriate adoptive parents.
*Based on information provided by Mrs. Enita Kearns,
caseworker, Specialized Services, Weld County Department of
Welfare.
- 130 -
Exhibit XV
AUTOBIOGRAPHY —
(Supplement to Application to Adopt)
Please include your reasons for wishing to adopt a child. What
type of child would interest you? Age? Sex? Number of children?
Tell us something about your hopes and plans for sharing your life
with a child.
- 131 -
— CWS 42-A Exhibit XVI
DEPARTMENT OF PUBLIC WELFARE
Date
— Dear
have applied to become adoptive
parents and have given you as a reference. We would like your
opinion of this couple's genuine liking for children, state of
physical and mental health and standards of personal behavior. The
information that you give us will be held in strict confidence. It
is also realized that personal opinions may vary, therefore, your
statement will only be a part of the final evaluation.
Sincerely,
How long have you known this couple?
Make a statement about this couple's emotional stability and moral
character.
State your opinion of this couple's capacity for parenthood.
Are there any specific factors that you feel need to be considered
in evaluating this couple?
Why do you think this couple wants to adopt children?
Additional comments may be made on the reverse side.
PLEASE MAIL TO THE ADDRESS INDICATED ABOVE.
(Signature)
—
_ 132 -
•
ADOPTIVE STUDY Ex..ibit XVII
Name of Applicants —
Case ;i Date —
Caseworker
1. Number of private interviews couple has had (joint or individual), —
with one or more workers) during their current contact with this
agency's adoption staff. (Please circle) :
1 2 3 4 5 6 7 —
2. How many siblings? _
Husband: Brothers Sisters Wife: Brothers Sisters_ —
3. Wife's ordinal position (IF FIRST BORN, CIRCLE 1) : 1 2 3 4 5 6 7
4. Husband's ordinal position: 1 2 3 4 5 6 7
5. If not an "only child", which sibling seemed to be favored most by
their parents? —
Husband's Family: Wife's Family:
/7 The Husband /77 The Wife
77 Another sibling ._ 77 Another sibling
77 Equal favor to all 77 Equal favor to all
77 Unknown ._ 77 Unknown
6. Was either member of the couple reared in a "broken" home? (Broken
is defined as any discontinuity in being raised with both natural or
adoptive parents until age 16) —
Husband: Yes /-7 No /7 Wife: Yes /"7 No /77
Was either member of the couple adopted? Husband, Wife/
If so, at what age?
If so, describe briefly how adoption was interpreted to him (her) ?
How does he/she evaluate the manner in which adoption was handled:
Feels parents did an outstanding job:
Feels parents did a basically adequate job: —
Feels it was handled poorly:
What, if anything, would the adopted parent do differently with his/
her child in interpreting adoption to the child?
7. If "yes", give main reason for break:
•
Husband Wife
/7 Parents divorced /7 ` -.
77 Parents died 77
T7 One parent died 77
77 Parents separated 77 —
8. Give approximate age at which major break occurred:
Husband: Wife; -
- 133 -
-
Exhibit XVII (continued)
9. Usual occupation of:
Husband's father . /7 Unknown
Husband's mother / / Unknown
Wife's father / / Unknown
Wife's mother / / Unknown
10. Please rate the general "climate" of the home in which each spouse
was reared:
WARMTH of climate in which WARMTH of climate in which
HUSBAND was reared: WIFE was reared:
/77 Very warm Very warm
T7 Moderately warm T7 Moderately warm
77 Neutral 77 Neutral
T7 Moderately cold 77 Moderately cold
77 Very cold 77 Very cold
77 Unknown 77 Unknown
RESTRICTIVENESS of climate RESTRICTIVENESS of climate
in which HUSBAND was reared in which WIFE was reared:
/7 Very restrictive /7 Very restrictive
T7 Moderately restrictive 77 Moderately restrictive
77 Neutral 77 Neutral
77 Moderately lenient 77 Moderately lenient
777 Very lenient 77 Very lenient
77 Unknown 77 Unknown
11. a. Did either member of the couple suffer any degree of physical
deprivation? (Physical deprivation is defined as economic in-
security, physical neglect, physical abuse) "
yes, no, unknown,
Would you classify this as : Moderate, severe
If the answer to question 11 a is yes, please describe:
b. Did either member of the couple suffer any degree of emotional
deprivation? (Emotional deprivation is described as any "lack"
in basic emotional security, such as rejection by parents or
step-parents, any treatment which might be considered psychologi-
cally unhealthy or detrimental to emotional maturity) .
yes, no, unknown
Would you classify this as : moderate, severe
If the answer to question 11-b is yes, please describe:
12-14. Would you say that either spouse has had an "abnormally" strong
attachment in the past to either one or both of his/her parents?
yes, no.
If so, which spouse and to whom?
If you see this as a situation which still exists at the present
time, describe:
— - 134 -
Exhibit XVII (continued)
15. To what extent has either spouse experienced difficulties in any -'
of the areas below?
Very much so 1 . —
Moderately so 2
Mildly so 3
Probably not 4
—
Unknown 5
Rtteband • Wife
1 2 3, 4 5 Difficulty in school 1 2 3 4 5
1 2 3 4 5 Difficulty in peer relation- 1 2 3 4 5
ships
1 2 3 4 5 Difficulty in sibling 1 2 3 4 5 —
relationships
1 2 3 4 5 Difficulty in vocational 1 2 3 4 5
choice —
1 2 3 4 5 Difficulty in regard to some 1 2 3 4 5
physical disability
16. How many friends did each have during growing years? —
Husband Wife
—
/7 Relatively few friends /7
77 About average number of 77
friends _
/7 More friendships than most /7
children
/7 Unknown /7
17. Please give approximate age at which each begae dating: . —
Husband /7Unknown Wife /7 Unknown
18. How often did each of them date (before meeting each other) ? —
Husband Wife
/7 Never /7
77 Seldom 77
77 Occasionally 77
T7 Often 77 -
T7 Frequently 77
19. How was sexual education handled with the husband and wife by their —
families?
Husband Wife
/7 No opportunity to discuss /7
sexual questions
/7 Very little opportunity to /7 _
discuss sexual questions
/7 -Moderate opportunity to dis- /7
cuss sexual questions — —
Considerable opportunity to /7
discuss sexual questions
/7 Extensive opportunity to dis- /7
cuss sexual questions
- 135 -
•
Exhibit ;:VII (continued)
20. At about what age did they acquire basic sexual information?
Husband: /-7 Unknown Wife: /-J Unknown
21. Any other comments about significant factors in the husband's or
wife's background or in their psychosexual development?
22. Would you say that these applicants pose any risk with respect
to their physical health status?
Husband Wife
/7 Above average risk /7
77 Moderate risk 77
77 Very little risk 77
23. What would you say about the attitudes of this couple toward
their own general health?
Husband Wife
/7 Overly concerned /7
77 Somewhat concerned 77
77 Reasonable 77
77 Somewhat neglectful 77
77 Very neglectful 77
24. What is the medical reason for their inability to have children
of their own?
/-7 Husband infertile (SPECIFY) :
77 Wife infertile (SPECIFY) :
77 Both husband and wife infertile (SPECIFY) :
.- /-7 Repeated miscarriages
7- Repeated stillbirths
77 Failure to conceive but cause of infertility unclear
77 Does not apply; have children of their own
77 Other (SPECIFY) :
25. Considering the medical reports available on this couple, what
are their prospects for having their own baby?
/ / Possible
77 Doubtful
77 Impossible
77 Inadvisable
T Other (SPECIFY) :
- 136
Exhibit XVII ;continued)
PLEASE ANSWER THE FOLLOWING FOR INITIAL (FIRST) APPLICATIONS ONLY: —
26. How much time elapsed between confirmation of inability to have
a child and the couple's initial contact with the agency?
/7 Less than 6 months
77 6 months to 1 year
77 1-2 years —
77 .over 2 years
7-7 Other (SPECIFY) :
27 . For how long was medical advice sought?
/77 Less than 6 months
77 6 months to 1 year —
77 1-2 years
77 Over 2 years
777 Other (SPECIFY) : —
28. Do you have any question or concern about the way in which this
couple has gone about seeking medical advice, the extent to which —
they have sought to overcome infertility, etc. ? Yes /7 No /7
If "Yes", Please specify:
29. The wife has been pregnant:
/7 Never —
77 One time
77 Two times
77 More than twice
30. The last occurred:
/-7 During the past year
77 2 - 4 years ago
77 5 - 7 years ago
77 More than 7 years ago —
31. The pregnancy(ies) resulted in:
/7 A miscarriage —
77 A stillbirth
77 A Caesarean operation
77 A normal birth 777 Other (SPECIFY) :
32. If this -is a couple who have children of their own or are not
infertile, check here and go on to questions7
_ 137 -
-- ^ -�
Exhibit XVII (continued)
33 . For each statement, please circle the number that most applies
to this couple's feelings about infertility:
Very much so: 1
Moderately so: 2
Mildly so: 3
Probably not: 4
Unknown 5
Husband Wife
1 2 3 4 5 Is able to discuss feelings about infertility 1 2 3 4 5
with spouse.
1 2 3 4 5 Feelings about infertility have been a source 1 2 3 4 5
of conflict in the marital relationship.
1 2 3 4 5 The couple's statements about the source of 1 2 3 4 5
their infertility are in agreement with the
medical findings.
1 2 3 4 5 The wife or husband feels ill at ease about 1 2 3 4 5
their infertility.
1 2 3 4 5 The wife or husband feels that they may yet be 1 2 3 4 5
able to have a child of their own although the
medical findings indicate otherwise.
1 2 3 4 5 The wife or husband feels inadequate as a personl 2 3 4 5
because of infertility.
1 2 3 4 5 The sense of masculinity or feminity seems to 1 2 3 4 5
be impaired to some extent.
1 2 3 4 5 Each seems to have come to grips (achieved 1 2 3 4 5
some resolution) with whatever conflicts or
problems emerged as a result of their infer-
tility.
— 34. They tend to cope with their feelings about infertility by the
following mechanisms:
Husband Wife
/7 Denia /7 Denial
77 Intellectualization 77 Intellectualization
T7 Projection 77 Projection
77 Rationalization 77 Rationalization
T7 Other (specify) : 77 Other (specify) :
77 Unknown 77 Unknown
77 None apply 77 None apply
35. If the couple's statement about the reason for their infertility
is not in agreement with medical findings, would you please state
what are the discrepancies?
36. If responsibility for the couplets childlessness is falsely
assumed by either or both members, please specify:
- 138 -
•
.---, —
E;...ibi` XVII (continued)
37 . Check the statement that, in your opinion, most adequately —
describes the husband's and wife's interest in adoption.
Husband Wife —
/ 7 Appears very certain of the /7
desire to adopt O Appears rather certain of the /7 _
desire to adopt
/7 Appears quite ambivalent about /7
adoption —
U Appears undecided about the 0
desire to adopt
38. To what extent does the couple exude confidence about their
capacity to take on adoptive parenthood? If they already have
adopted one child, then answer this in terms of their confidence
in becoming adoptive parents a second time. —
Husband Wife
-
/7 Much confidence /7
77 Moderate confidence 77
77 Relatively little confidence 77 -
77 Very little confidence 77
39. To what extent does the couple have concrete plans for the care of
a child? —
Budgeting Physical
Housing Financial Caretaking
/ / / / / / Adequate plans -
T7 77 77 Moderately adequate
plans
/7 /7 /7 Inadequate plans —
40. a: What was this couple's stated preference on their application
with respect to age of child they desire to adopt? _
b. In interviews, did either spouse directly or indirectly show a
different preference than that stated on application? If so,
describe:
41. What was the strength of their preference? —
Husband Wife
/7 Strong preference /-7 Strong preference
77 Moderate preference 77 Moderate preference
77 Mild preference 77 Mild preference
7-7 No preference 7 No preference -
7
1-7 Unknown 717 Unknown
42. Pfase note any changes that may HAVe occurred during the course of
the study in the wife's and/or husband's preference as to age of —
child:
- 139 _
•
Exhibit XVII (bontinued)
Husband Wife
/-7 No change occurred /7 No change occurred
Change: more willing to accept / / Change: more willing to
older child than at first accept older child than
at first
Q Change: more willing to accept 0 Change: more willing to
younger child than at first accept younger child
than at first
Q Other (SPECIFY) Q Other (SPECIFY)
43. Did the couple have any stated preference with respect to the child
they desire to adopt? (Please answer for each characteristic and
specify details in the space provided) :
Strength of Preference Nature of Preference
Strong Moderate Mild No (Give Details)
Sex
Intelligence
Ethnic
Background
Religious
Background
Physique
Coloring
Health
Others
(specify)
a
44. During the course of the study, did any changes occur in either
member of the couple with respect to any of the preferences listed
above? (Please specify)
45. Did the couple mention any characteristics of either the child or
his background that they specifically did not want? Yes /7 No /77
If"yes", please specify:
- 140 -
Exhibit ' ?II (continued) —
46. In your opinion, to what degree is the couple, at this point in
time, flexible in their willingness to accept a reasonable range of children which the agency is likely to have available?
Husband Wife
/77 Very flexible /7 Very flexible
77 Moderately flexible 77 Moderately flexible
77 Moderately inflexible 77 Moderately inflexible —
77 Very inflexible 77 Very inflexible
47. Please estimate the degree to which the following motivations _
apply to the husband and wife. Please circle appropriate number
for each statement.
Very much so: 1
Moderately so: 2
Mildly so: 3
Probably not: 4 —
Unknown 5
Husband Wife
1 2 3 45 Motivation based on intrinsic liking for child- 1 2 3 4 5
ren (implies loving children for themselves,
depth of feeling for children, etc.)
1 2 3 4 5 Motivation based on couple's notion that mother- 1 2 3 4 5
hood is the only suitable role for the wife.
1 2 3 4 5 Motivation based on need to "keep up with the 1 2 3 4 S
Joneses" (motivation based mainly on need for
status in their own group) . —
1 2 3 4 5 Motivation based on notion that the marriage 1 2 3, 4 5
would tend to suffer from absence of children
(e.g., go somewhat stale, dry) . —
1 2 3 4 5 Motivation based on desire for companionship 1 2 3 4 S
later in life. —
1 2 3 4 Motivation based primarily on neurotic needs 1 2 3 4 5
(for instance, using child to make up for many
lacks in their own life) . —
1 2 3 45 Motivation related to the fact that either 1 2 3 4 5
spouse stems from a family background where —
childlessness is not really an acceptable state
(makes them feel uncomfortably different) .
1 2 3 45 Motivation based on desire to hold the marriage 1 2 3 4 5
together (implies using child as a cementing
agent) .
1 2 3 4 S Motivation based on desire to have a companion 1 2 3 4 5
for other child or children already in the home.
1 2 3 45 Motivation based on identification with the 1 2 3 4 5
underdog, for instance, feeling it unfair that
any child not have a mother and father. -
- 141 -
_ Exhibit XVII (continued)
1 2 3 4 5 Other (please specify) 1 2 3 4 5
48. What, in your judgment, describes this couple's feelings about
unmarried mothers most adequately. Please circle the number
- which applies most closely to each spouse for each statement.
Very much so: 1 •
Moderately so: 2
Mildly so: 3
Probably not: 4
Unknown 5
Hultsdal Wife
_ 1 2 3 4 5 Seems never to have given much thought to the 1 2 3 4 5
subject of unmarried motherhood.
1 2 3 4 5 Seems to have a "better-than-thou" attitude 1 2 3 4 5
about unmarried mothers.
1 2 3 4 5 Is able to identify with the problems facing 1 2 3 4 5
the unmarried mother.
1 2 3 4 5 Is reproachful toward unmarried mothers. 1 2 3 4 5
'- 1 2 3 4 5 Has ambivalent feelings about unmarried mothers. 1 2 3 4 5
1 2 3 4 5 Seems to sympathize with unmarried mothers. 1 2 3 4 5
1 2 3 4 5 Is vindictive or punitive on the subject of 1 2 3 4 5
unmarried motherhood.
1 2 3 4 5 Has a cosmopolitan attitude about unmarried 1 2 3 4 5
mothers (accepts the idea but is not particular- 5
ly involved) .
49. Does the couple have misgivings about telling a child of his
adoption?
Wife Husband Explain:
/7 Great misgivings /7
77 Some misgivings 77
77 No misgivings 77
77 Unknown T7
50. 7sf what age would they favor telling a child of his adoption?
Wife Husband /7 Unknown
51. In their interviews at the agency have they always felt this way?
Wife: Husband
Yes /7 No /7 Unknown /-7 Yes /7 No /77 Unknown /7
52. If there has been a change in their attitude, what is it? Wife:
I-Ms band:
- 142 -
•
Exhibit XVII (continued) _
53. Would you say that they are comfortable about the idea of
receiving information from the agency about the child's
biological parents? —
Wife Husband
77-Very comfortable 7777777
T7 Moderately comfortable T7
77 Probably not comfortable . 77 —
7 7 Unknown 77
54. SEuld you say that the amount of such information they want is :
Wife Husband —
77—Above average amount -7T'
77 Average amount 77
7-7 Below average amount 7-7
/ / Unknown 77
55. -Would you predict that they will T able to talk comfortably
to the child about his biological parents?
Wife Husband —
7--I-Very comfortably / /
T7 Moderately comfortably T7
T7 Probably not comfortably 777 —
j/ Unknown 77
56. -Please check the statement that applies to the couple's socio-
economic position--check one only.
/7 They are well-to-do or better; able to afford considerable
- number of luxuries, high priced home, trips abroad, etc.
/7 They are comfortable; the comforts and necessities of life
are taken for granted; have good margin of savings for
special needs. —
T"7 They have adequate income but have to plan carefully for
- special needs, e.g., college tuition, purchase of home,
special vacations, etc.
/7 They have moderately adequate income but are able to afford
— few luxuries; difference between family income and "extra" —
cash reserve is very small.
Q They have less than adequate income; indebtedness has been —
common; family has a fair amount of worry about not having
adequate income.
- 143 -
•
Exhibit XCI
(continued,
o w ++
w T C
U H
w
44
T A is
57. What is your estimate of the degree to which
this couple has the following social w
characteristics. (Please circle the number)
Couple is economically stable 1 2 3 4 5
Couple is involved in community programs and
activities 1 2 3 4 5
Couple engages in organized religious
activities 1 2 3 4 5
Couple places value on education 1 2 3 4 5
Couple desirous of moving up the social ladder 1 2 3 4 5
Couple engages in "extra-curricular" activities
outside the home (recreation, hobbies, etc.) . . 1 2 3 4 5
Couple maintains close ties with extended
family members, (aunts, uncles, nieces, etc.) . . 1 2 3 4 5
Couple emphasizes democratic relationships
among family members (equalitarian focus,
_ emphasize self-determination, everyone has a
voice in decisions made, etc.) . 1 2 3 4 5
Couple tends to be reticent about using major
cultural institutions such as museums, theatre,
concerts, etc . 1 2 3 4 5
Family household is efficient, well organized . 1 2 3 4 5
Couple places stress upon social conformity . . . 1 2 3 4 5
One would think• of this couple as having a wide
circle of friends . . . 1 2 3 4 5
Couple tends to be politically active. . . . . 1 2 3 4 5
Husband tends to be more involved in business
than family affairs . . . 1 2 3 4 5
- 144 -
Exhibit XVII (continued)
58. Please circle ^e number that, based on your'"zowledge, comes
closest to the degree to which each spouse se...ns to possess
quality listed.
Very much so: 1
Moderately so: 2
Mildly so: 3
Probably not: 4
Unknown: 5
Husband Wife
1 2 3 4 5 Emotionally stable 1 2 3 4 5
1 2 3 4 5 Self-aware 1 2 3 4 5
1 2 3 4 5 Warm 1 2 3 4 5
1 2 3 4 5 Candid and open 1 2 3 4 5
1 2 3 4 5 Dominating 1 2 3 4 5
1 2 3 4 5 Accepting of self 1 2 3 4 5
1 2 3 4 5 Independent 1 2 3 4 5
1 2 3 4 5 Ambitious 1 2 3 4 5
1 2 3 4 5 Generous 1 2 3 4 5
1 2 3 4 5 Spontaneous 1 2 3 4 5
1 2 3 4 5 Assertive 1 2 3 4 5
1 2 3 4 5 Flexible 1 2 3 4 5
1 2 3 4 5 Sense of humor 1 2 3 4 5
1 2 3 4 5 Sociable 1 2 3 4 5
1 2 3 4 5 Moody 1 2 3 4 5
1 2 3 4 5 Patient 1 2 3 4 5
1 2 3 4 5 Nervous 1 2 3 4 5 —
1 2 3 4 5 Outspoken 1 2 3 4 5
1 2 3 4 5 Friendly 1 2 3 4 5
1 2 3 4 5 Other ( ) 1 2 3 4 5
59. Please circle the number that comes closest to your assessment of
this couple's manner of relating to each other.
Very much so: 1
Moderately so: 2
Mildly so: 3 _
• Probably not: 4
Unknown: 5
- 145 -
:-!ibit XVII (continued)
Husband Wife
1 �T-4 5 Tends to be self-doubting and quite 1 2 3 4 5
unsure of self with spouse
1 2 3 4 5 Tends to be openly critical (fault- 1 2 3 4 5
finding) of spouse
1 2 3 4 5 Tends to relate in a dependent manner 1 2 3 4 5
to spouse
1 2 3 4 5 Tends to be assertive and the dominant 1 2 3 4 5
figure in the relationship
1 2 3 4 5 Seeks to take on a protective role 1 2 3 4 5
1 2 3 4 5 Tends to be gentle but firm in assert- 1 2 3 4 5
ing self
1 2 3 4 S Seeks out spouse as source of approval 1 2 3 4 5
60. Check the statement that, in your judgment, is most descriptive
of this couple when you think of the roles that each assumes
within the marriage:
/7 The husband and wife tend to assume the traditional roles
in their relationship to each other.
/77 There is no clear division of roles by this couple; an
equalitarian principle seems to operate.
/77 Many of the traditional male and female roles seem to
be reversed in this couple's relationship.
n Unknown
61. From your knowledge of this couple, please circle the number that
most closely describes their marital relationship.
Very much so: 1
Moderately so: 2
Mildly so: 3
Probably not: 4
Unknown 5
Husband Wife
1 2 3 4 5 To what extent does the wife function 1 2 3 4 5
adequately in her role as homemaker
and the husband function adequately
in his role as wage earner?
1 2 3 4 5 To what extent does each get pleasure 1 2 3 4 5
from functioning in his/her above role?
1 2 3 4 5 To what extent has each member 1 2 3 4 5
expressed satisfaction with their
marital relationship?
1 2 3 4 5 To what extent has each member been 1 2 3 4 5
able to develop a marital life
independent from their respective
families?
1 2 3 4 5 To what extent is each spouse able to 1 2 3 4 5
meet the expectations of the other in
their respective roles?
1 2 3 4 5 To what extent does each spouse feel 1 2 3 4
compatible with the other in their
interests, goals and personal values?
1 2 3 4 5 To what degree do they display warmth • 1 2 3 4 5
and affection for each other?
1 2 3 4 5 To what degree are they able to 1 2 3 4 5
communicate their feelings to one
another?
- 146 -
Exhibit XVII (continued)
•
Husband Wife 1 2 3 4 5 To what degree do they show respect 1 2 3 4 5 for each other's individuality?
1 2 3 4 E To what extent are they communicative 1 2 3 4 5
in discussing their marriage?
1 2 3 4 5 To what degree have they been able to 1 2 3 4 5 —
cope with challenge and difficulty in
their lives?
1 2 3 4 5 To what degree do they exhibit be 1 2 3 4 5 —
habior suggestive of potentially
troublesome emotional problems?
1 2 3 4 5 To .what degree have they had enjoyable 1 2 3 4 5 —
relationships with children?
1 2 3 4 5 To what degree do they have meaningful 1 2 3 4 5
spiritual values?
62. In your interviews was there any discussion of this couple's
past and/or current sexual adjustment? Yes /77 No /77
63. If "yes", did they mention any concerns or difficulties? What
were they?
64. In evaluating this couple's marital relationship, do you consider
such concerns or difficulties significant?
/77 Very significant
77 Moderately significant
77 Mildly significant —
77 Probably not significant
65. Has this couple's pattern of sexual behavior been affected by
their knowledge of infertility and/or inability to have children? —
Yes /-7 No /_-7 Unknown /77
66. If "yes", please specify: —
67. What, would you say, is the most likely way that this couple
reacts to conflicts, arguments, or differences between them? —
Please circle the number that applies to each statement.
- 147 -
•
. Exhibit XVII (continued) ..th.
n ^ o w
w T O
- s• w Ti m o
b H o
9 £ L 14
141a
They have frequent arguments, differences, etc. 1 2 3 4 5
Usually their arguments, differences, etc. are
intense 1 2 3 4 5
Their arguments, differences, etc. often result
in lengthy breaks in communication 1 2 3 4 5
Their arguments, differences, etc. are usually
handled by open discussion between them 1 2 3 4 5
They say that their arguments, differences, etc.
tend to be over minor trifles 1 2 3 4 5
68. When you think of the interaction of this couple, would you say
that they are (check one) :
/-7 Very affectionate toward each other and display this openly.
7' Very affectionate toward each other but do not display this
openly.
/7 Moderately affectionate toward each other.
7- Less than average in their affection toward each other.
T7 Reserved in their outward interaction so that it is difficult
to assess the amount of affection between them.
/-7 Other (please specify) :
69. What would you be inclined to say about the stability of this
marriage?
/'7 Above average in stability.
/ / Average in stability.
LL/ Below average in stability.
/-7 Unknown
70. -lease circle the number that comes closest to your assessment
of the way you would expect the couple to relate to a child were
they to adopt one:
Husband ° Wife
o m
N T v w T
2 4, q E Fwi .-T1 30
• T A
W A G 'O 0 '%I O
w w G � > Z w R+
I 2 3 4 5 Would anxiously turn to others to I 2 3 4 5
seek the answers for the everyday
questions that come up in caring
for a small child
1 2 3 4 5 Would feel comfortable in responding 1 2 3 4 S
_ to the dependency needs of a child
1 2 3 4 5 Would tend to be over-protective 1 2 3 4 5
1 2 3 4 5 Would impose great demands for • 1 2 3 4 S
success upon the child
1 2 3 4 5 Would be able to set limits for a 1 2 3 4 5
child when needed
1 2 3 4 5 Would have high expectations about 1 2 3 4 5
the child's maturational development
- 143 .-
,--•
Exhibit- XVII teonti. d)Husband _
+' Wife
o
o
o o c o a m A —
E it T A 3 0 ++ CO >,
N H A 0 E DJ >1P .i -MO
o w OH O Y
WIC CC O 'b A O
9 £ h E Q. yL GJ cn 5.. CO 41 W
i 2 3 7 5 Would be supportive to a child's i ₹ 3 4 5
movement toward independence
1 2 3 4 5 Would have an easier time relating 1 2 3 4 5to a boy -
1 2 3 4 5 Would m than
make it their business to know 1 2 3 µ 5
everything -the child is thinking
about
1 2 3 4 5 Would make every effort to have 1 2 3 4 5
child toilet trained at the earliest —
possible time
1 2 3 4 5 Would want own way most of the 1 2 3 4 5 _
te child
1 2 3 4 5 Would male e with high demands on the child 1 2 3 4 5
regarding s
1 2 3 4 5 Would foster school dependency in thehechild 1 2 3 4 5 1 2 3 4 5 Would in most matters prefer strict- 1 2 3 4 5
ness over leniency
71. Please circle the number that seems most closely to approximate
—
this couple's ability to accept and cope with the following in the
child's pre-school or school years:
Ability to cope: —
Very much so: 1
Moderately so: 2
Mildly so: 3 —
Probably not: µ
Slow Unknown: 5
physical development 1 2 3 4 Borderline intellectual development • 1 2 3 4 5
A withdrawn and shy youngster 1 2 3 4 5
A relatively aggressive youngster 1 2 3 4 5
A youngster with a minor speech disorder.
A child with a somewhat strong sexual curiosity 1 2 3 4 5
'
A child in adolescence 2 3 4 5
1 2 3 4 5
you see —
72. Please check the statement that most applies to the wife as
her functioning at present (left hand column), and as you see her
functioning if the agency places a child in the home (right hand
column) . Please check once in each column.
—
Current Future
Functioning Functioning
/ / The home is the only thing that / / —
matters to this woman.. It is her
prime concern. She is content to
be at home most of her time.
The home is very important to this /7
woman. She does have interests
outside the home but they "take a
back-seat".
- 1'.9 -
•
r-.
E; lit XVII (continued)
Current Future
Functioning Functioning
/ / The home and outside interests are --7-/
of equal importance, and she tends
to divide her time equally among
both.
/-7 Outside interests are somewhat more /-7
important to this woman than is the
home. She becomes restless when
confined to the home, and probably
wishes she could get out more often.
/7 Outside interests are of prime /7
concern to this woman. She makes
strong efforts to be out of the home
regularly.
73. Please circle number that comes closest to your assessment of this
couple's behavior in the interview situation.
Very much so: 1
Moderately so: 2
Mildly so: 3
Probably not: 4
Husband Wife
1 2 3 4 Was at ease in sharing information 1 2 3 4
about self.
1 2 3 4 Tended to share information in 1 2 3 4
response to questions rather than
volunteering it.
1 2 3 4 Was revealing and open about marital 1 2 3 4
relationship.
1 2 3 4 Was able to see potential limita- 1 2 3 4
tions in self as a parent.
1 2 3 4 Tended to "put best foot forward" 1 2 3 4
with the worker.
1 2 3 4 Seemed to use agency contact as a 1 2 3 4
means of increasing his/her own
understanding of self and of child-
ren.
1 2 3 4 Expressed negative feelings about 1 2 3 4
adoption agencies in general.
1 2 3 4 Was flexible in planning and keeping 1 2, 3 4
appointment (s).
1 2 3 4 Tended toer.be guarded in dealing with 1 2 3 4
._ a wor
74. If you were in' a position to suggest ways or areas in which this
couple might change in order to improve their chances of being
selected as adoptive parents, what would you suggest?
/7 Some change in their living arrangements.
L_L Some change in their socio-economic situation.
/ / Some change in the wife's personality.
Some change in the husband's personality.
/ / Some change in the way these two people relate to each other.
LL Some change in their attitudes toward children.
L1 Some change in their attitudes toward parenthood.
- 150 -
•
•
Exhibit XVII (continued)
v' Some change in the amount of experience they have had with
children.
Cj Some change in another area. Please specify:
75. Please check the one statement which most nearly describes your
overall impression of the couple.
/7 I consider this couple to be outstanding prospects for
adoptive parenthood.
/_7 I consider this couple to be good prospects for adoptive
parenthood.
/_7 I consider this couple to be fairly good prospects for
adoptive parenthood, although I have some questions about them. —
Q I feel dubious about this couple as prospects for adoptive
parenthood.
Q I consider this couple to be poor prospects for adoptive
parenthood.
76. In considering this couple as prospects for adoption:
What worries you most about them?
•
What do you like most about them?
- 1:,1 -
Exhibit XVII (continued)
— In answering this questionnaire, how would you classify your
degree of certainty in your answers:
Very certain of all answers.
More certain of answers to questions about factual
information, but would consider evaluative answers to be
accurate for the most part.
— Fairly certain of questions about factual information, but
somewhat uncertain of evaluative questions.
Uncertain about factual as well as evaluative questions.
In your study with this couple, how would you rate the degree to
which you feel you got to know them:
Know them better than the average applicants.
Have about the "average" amount of knowledge about them.
Know them less than the average applicants.
If this couple was rejected, what reason was given to them for
rejection?
If rejected, describe their reaction to this (include such things
as whether or not you feel they will re-apply at a later time or
go to another agency, and essentially what they themselves see as
the reason for rejection--which might be different or the same
as the reason you see:
ram
- 152 -
Exit it XVII (continued)
ADOPTIVE STUDY SUMMARY —
Name
Date
Caseworker ; '
A summary of the items listed below is mandatory: List other items
' only as necessary to convey additional meaning or information. Final
case summation-appears on back of this sheet.. .
47 Motivation
58 Personality (include level of maturity)
59-69 Adjustment in marriage
70 Expectations
- 153 -
•
�-.
Exhibit XVII (continued)
froM
Out
•
Final Summation:
- 154 -
3xhibit XVII (continued.)
Adoptive Couple
Rating Form
Indicate your evaluation of this couple's capacity for parenthood
by circling the appropriate number for each criterion. (1 is low,
5 is high on this ranking scale)
Mutual desire and non-neurotic 'oor Excellent
motivation to adopt a child. 1 2 3 4 5
Ability to love a child and
provide for his emotional needs . 1 2 3 4 5
Emotional stability. 1 2 3 4 5 -�
Economic stability. 1 2 3 4 5
Realistic expectations for
children. 1 2 3 4 5
Adjustment to childlessness . 1 2 3 4 5
Attitude toward unmarried mothers. 1 2 3 4 5 ..,
*Parental role performance 1 2 3 4 5
Interview behavior
(couple was open, candid, spontaneous) 1 2 3 4 5
Health risk is not a factor 1 2 3 4 5
Marital role performance (consider
communication, ability to meet
partner's needs) 1 2 3 4 5
Couples' deffree of comfort and ability
to interpret adoption to child in a
healthy manner. 1 2 3 4 5 -.
Applicant
Name
Date
Caseworker
*Explain here how you visualize a childless couple as parent: :
- 155 -
•
Exhibit XVIII
SUPPLEMENT TO ADOPTIVE STUDY
To be answered if applicants. express interest in adopting child
beyond young infancy.
_ What in your judgment describes this couple's feelings about
parents who neglect, abuse, and abandon their children.
Very much so: 1
Moderately so: 2
Mildly so: 3
Probably not: 4
Unknown: S
Husband Wife
1 2 3 4 5 Seems never to have given much 1 2 3 4 5
thought to the subject of neglec-
ting parents.
1 2 3 4 5 Is able to emphathize with 1 2 3 4 5
parent(s) whose life experiences
provoked neglect, abuse, and
abandonment of his child(ren) .
1 2 3 4 5 Is punitive toward parents in 1 2 3 4 5
these circumstances.
1 2 3 4 5 Can accept parents as individuals 1 2 3 4 5
—
without approving their unaccep_
table behavior.
1 2 3 4 5 Is accepting of parent(s) whose 1 2 3 4 5
neglect is of an emotional nature.
1 2 3 4 5 Is able to understand the basis 1 2 3 4 5
for child battering.
1 2 3 4 5 Can understand abandonment of a 1 2 3 4 5
child.
1 2 3 4 5 Can stress positive elements of a 1 2 3 4 5
child's background in an effort
to build child's self-image.
Please circle the number that seems more closely to approximate
this couple's ability to accept and cope with a child's adjustment
period during and after adoptive placement.
Very much so: 1
Moderately so: 2
Mildly so: 3
Probably not: 4
Unknown: 5
Husband Wife
1 2 3 4 5 Regression in one or more areas of 1 2 3 4 5
development.
1 2 3 4 5 Is sensitive to the basis for the 1 2 3 4 5
child's reaction to his separation
and placement experience.
1 2 3 4 5 Child's reference to previous 1 2 3 4 5
relationships and experience.
1 2 3 4 5 Child's testing behavior which may 1 2 3 4 5
persist over many months.
- 156 -
•
•
^ -
Exhibit XIA
SUPPLEMENT TO ADOPTIVE STUDY —
To be answered if applicants are having or have had parenting
experience.
Please circle the number that comes closest to your assessment
of the way in which the parent functions in the parenting role.
Very much so: 1 —
Moderately so: 2
Mildly so: 3
Probably not:
Unknown 5
Husband Wife
1 2 3 4 5 Attempts to set reasonable and 1 2 3 4 5 —
and consistent limits.
1 2 3 4 5 Is a strict disciplinarian. 1 2 3 4 5
1 2 3 4 5 Supports spouse in discipline. 1 2 3 4 5 —
1 2 3 4 5 Shares equally in guidance and 1 2 3 4 5
discipline.
1 2 3 4 5 Has good ability to individualize 1 2 3 4 5 —
each child.
1 2 3 4 5 There is evidence of a close 1 2 3 4 5
relationship between parent(s)
and child(ren).
•
- 157 -
Exhibit XX
SUPPLEMENT TO ADOPTIVE STUDY
To be answered if applicants express interest in adopting a child
of race different than their own.
Please circle the number that comes closest to your assessment
of the couplets ability to parent a child of another race.
Very much so: 1
Moderately so: 2
Mildly so: 3
Probably not: 4
Unknown: 5
Husband Wife
1 2 3 4 5 Appears to have ability to achieve 1 2 3 4 5
parental relationship with a child
of other than own race.
1 2 3 4 5 While recognizing child is hard- 1 2 3 4 5
to-place, loc?:s forward to
gratification will receive through
-- parenting.
1 2 3 4 5 Will allow child to develop his 1 2 3 4 5
own racial identity.
- 158 -
•
Exhibit XXI
Progress Report —
on
Infant in Foster Home
Infant's Flame Date of this report
Birth: —
Date Weight Length Discharge Date and Weight
Age & sex of other children in home
Any pets? —
Medical: Most recent Pediatric Exam
Date Age —
Weight Height
Any health problems discussed _
Recommended medication or treatment(results? Side Effects?)
Immunizations Any unusual reactions from —
immunizations?
Personality Please describe the baby's personality, disposition and
& Social responses to adults, children, and his environment (Any
Traits: fears or extreme. dislikes) —
Does he like a pacifier? Does he have a Favorite
toy? —
Activity What are the baby's wake or play periods?
Level: Does he have any fussy time of day?
What do you do when he is fussy? —
Feeding Formula Ratio Sterilized
Preparation Type of Bottles Used Temperature bottle given —
& Schedule: Ounces per bottle Time duration between bottles
during the day Time of 1st bottle of the
day Last bottle
- 159 -
Exhibit XXI (continued)Infant's Name
Birth Date
Time for bottle at night
Any problems with giving bottle (ex. spitting or slow
sucking)
Does he burp easily? How often?
^� Solid Foods : New types (be specific and are they prepared
baby food or self-blended)
Amounts given and at what intervals
Consistency and temperature
How given? (any problems)
Is water or juice given? (describe & how often)
Any allergies to foods noted?
Sleeping
Habits: Naptimes
Night hours sleeping
Sleeps on stomach or back With pacifier or
bottle Room temperature most comfortable
Are clothing and covers light or heavy
Bathing and
Skin care: Lotions, oil, ointments, powders, etc. used
Any that should -be avoided Problems with
diaper rash
What do you use?
Soap used to bathe baby
Clothes washing soap
Shampoo used How often bathed
-- Usual time of day Does baby like his
bath
Any special procedure followed
- 160
Foster Homes/,day Care Licensing and Evaluata.,n Procedure
- The foster home evaluation form now in use in Weld County (See —
Exhibit XXII) has received implied approval from the State
Department of Social Services. The form is used in conjunction
- - . • with the CWS-6, Application to Care for Children; the CWS-11
Physical Condition Report, and the CWS-42A reference letter
(See Exhibit XVI) . Use of the form will not, however, meet with wide acceptance while the State continues to control
licensing of homes and requires copies of all foster home
studies. Weld County complies with this requirement by sending
Xerox copies of the form to the State.
Efforts are underway within the State Department to have the
regulations amended to allow counties full authority in licensing —
of foster homes.
The procedure for evaluating day care homes is less complicated
than that required for foster homes. However, the present —
procedure, using Form CWS SO, uses basically the same principle
as the recommended foster home form. —
The recommended procedure to be followed by a foster home/day -'
care specialist is as follows :
1. A foster home control list (see sample, Exhibit XXIII) showing
all foster homes, the number and ages licensed for and any
restrictions on types of children to be placed there, will
be prepared by the clerk-typist at the end of each month. —
2. A control list, of a design similar to the foster home list,
will be prepared in the same manner for day care homes.
3. The licensing worker will enter in pencil the number of
vacancies in each home (the balance between total licensed
for and current occupancy will be the vacancy rate, except
- 161 -
in cases where the "total licensed" is a false figure -
— the home does not really want that many children) .
The worker will also enter in pencil the initials of the
caseworker who is placing children in a home.
4. Changes which occur during the month in any of the
informational areas on the form will be noted by erasing (or
crossing out) the old information.
5. All evaluations of foster homes and day care homes will be
done by the licensing worker.
6. Supervision of the foster homes and day care homes will also
be the responsibility of the licensing worker.
7. Caseworkers will consult with the licensing worker before
making any changes in placement of foster children or in
day care arrangements. In an emergency or in the absence of
the licensing worker, or the clerk-typist, a memo explaining
the change will be submitted to the licensing worker.
8. The control lists (See No. 1 & 2) will be left with the
clerk-typist when the licensing worker is .not available in case
of emergency placement needs.
9. The licensing worker will also maintain a supplement to the
control list (See Exhibit XXIV) which shows those homes which
accept special problem children or are licensed only for
specific children. This informational list will be updated
as necessary.
- 162 -
--
Exhibit XXII
FAMILY FOSTER HOME STUDY and
EVALUATION BASED ON MINIMUM STANDARDS
Name
Initial Evaluation Date Foster Home No.
I. Initial evaluation data.
A. First heard of program.
C7 Through friends.
Q' Through relatives.
C7 News media. —
0 Other ( ' )
B. Motivation basis.
L7 Fulfill personal need
(explain below)
C7 Can't have own children.
C7 Charitable intent.
1.7,7 Monetary reward.
.Q Looking for child to adopt.
/7 Negative reason (ex. exploitation of child —
wish to relive own life
plan of treatment for marriage)
£7 Other ( )C. The foster mother & father.
F M
£7 /71 Has set reasonable goals
for self & children.
r /`-7' Has set reasonable
standards.
/-7' ,77 Expectations are flex-
ible & can be modified.
C7 C7 Is available (time-wise)
when needed most by
child.
77 /7 Has clear self-image &
understanding of role as
parent (division of
responsibility is clear
but decisions are mutual)
C7 C7' Understand effects of
various methods of dis-
cipline (verbal,
corporal, withdrawal)
L7 £7 Is tolerant of possible —
deviancy or short-
comings of natural
parents. —
j t7 Has capacity to give w/o
expecting immediate
return. —
Use X to indicate applicable statements. Use * to indicate that
an area requires further clarification and explanation and
explain each asterisked item on summary pace.•
—
• - 163 -
•.rt
++ w w w w w w w w CJ w w w
4 ++ ++ 1 4J 1 .1-) * ++ ) ++ ++
aA a �
44 ma as ma
II. Requirements to be met by
Foster family.
._ 1. Parents' image of role fits
needs of foster children
and agency.
2. Parents are emotionally
}` mature & secure in marital
and family relationships.
a. Parents relate well to
natural children.
b. Natural children relate
well to each other.
c. Natural children relate
well to foster children.
3. Parents understand the
problems of growing child-
ren & have not lost touch
with the times.
4. All members of family are
willing to accept foster
child as member If family
iroupf. j 1 (lb un1-no:j 1I45. Family incudes ather and
mother (or has been excepted
from this requirement-
explain in Part I Comments)
6. Parents cooperate fully with
the agency.
a. They understand that
legal authority rests
with the agency.
b. They understand that all
planning for child's own
family is done by agency.
c. They accept the role of
the agency as mediator &
use it constructively.
7. Confidentiality is observed
by all foster family members.
8. The family has had experience
in meeting crises & has
learned to use outside
resources in doing so.
9. The family has reliable
income source & money
_ management.
10. The family is able to
tolerate change & disruption.
,11. The family is permeable-
t ie' mbeih can hentdr or leave
w/o trauma to family;
strangers are accepted
readily.
12. The family is in reasonable
conformity w/norms of society.
The parents have reputable
character, values & ethical
standards.
- 164 -
a r • I � ' •
H •� ! � al i �
al al
a s WW 1.EA ca
ai a a s a w w w
•ri 4.J 4; 14 1 t 4J 1 ++ ! I 4-I 1 -
III. Minimum Standard's : the home; i �`� C4 JQI a a + —
location housing & equipment.
1. Home is located in neighbor- - ,
hood conducive to well-being -'
of child, where child can
attend school regularly.
2 . Home has no unnecessary —
hazards to children & meets
local and state fire
regulations.
3. Indoor & outdoor space & +
facilities for play are I
adapted to ages & needs of I
"�
children.
4E. Water supply is tested & .
approved. (Annual approval I
required in rural areas --
S. Adequate & sanitary bathing
& toilet facilities avail- I
able _ _
ff 6. , Hous ng conforms to state
1 ! i1& local itgulaijions for (boLir_Ur:co) ~_-'._x c.Iixa
light, heat, plumbing, R � `i
ventilation & adequate rooms .
7 . Sewage; garbage disposal
- meet state & local regu-
lations.
8. airroundifigs are homelike,
clean & well managed.
9. Food is properly cared for
& prepared. Special diets
and formulas are provided 1
when necessary.
10. Dishes are washed in hot,
soapy water & rinsed in
hot water (170 degrees
minimum) . --
IV. Minimum Standards : The Foster
Family Attitude, Health, Income
and Records ' "'
1. Foster parents & other I
persons in home are of good
moral character. -.
2. Foster parents & other
persons in home are emotion- '
ally stable & have genuine
interest in children.
3. Foster parents & other
persons in home do not use
' profane oar obscene language ` ,`':, '' ,_ —
& are not addicted to the
use of intoxicants or narcotics . —
`
.. 165 -
. •
Exhibit )0O' (continued)
ar
m > 0 0 0 ro N
4 N OJ 'N OJ In W OJ N CU el Ol
•r1 4.J 4eyJ 1! 1 41 1 4-• 1 4 1 4+IS a A8 P4
4. Foster parents (will fulfill)
are fulfilling responsibility
to provide religious training
in the faith of child's
natural parents.
5. Foster parents are aware of
importance of cultural &
educational training for
children and are of an age
& flexibility to share in
child's development.
6. Medical reports on all per-
sons in the foster home sub.
stantiate sound mental health,
freedom from communicable
disease or any handicap that
would affect the child.
7. Foster' parents are alert to
any signs of illness & seek
medical help.
8. Discipline excluding harsh
punishment and is tailored to
the individual child. Author.
—
ity to punish is not dele-
gated to older children.
9. Foster mother is employed
outside the home but meets
the criteria* for this
action.
*See detailed minimum stand-
-
ards pamphlet.
10. A competent adult is left '
in charge of the children
during foster parent's
absence.
11. The foster parents are not
conducting a rooming or
boarding house for adults
that would be a detriment
to the best interest of the
child.
12. Reports of missing are being
made promptly to the proper
authority & to the parent,
guardian or supervising
agency.
13. Reports are made to the
juvenile authority if parents
have not been in contact w/the
foster child for some time w/o
satisfactory explanation.
- 166 -
Exhibit XXII (continued) —
a •.ipa+ •
•
psiri ri ri
etl
CO
Cd
as
4 W W WW WW WW WW WW —
14. The foster family has
promptly reported changes of address & any accident
or illness which occurs in
the home. —
15. The foster family has not
accepted children from any
other source w/o permission —
of the certifying agency.
16. The foster family is keeping
adequate records* on each
child.
*See detailed minimum
standards pamphlet.
V. Minimum Standards : The Foster —
Child. Health, Happiness and
Proper Care.
1. Proper procedures w/regard to the children s' health
(including diet) are being
followed. (See details in —
minimum standards pamphlet?
2. Opportunity for normal social ` .-
contacts outside the family
are`provided- —
3. Training in good health
habits is being provided.
4. Adequate clothing & inciden- - —
tals are supplied for each
child.
S. Suitable study areas & —
necessary school equipment
are provided for each child.
7. Foster children are not
exploited.
8. Infants, under the age of 2,
are being cared for according
to explicit standards out-
lined in standard 5 of
minimum standard pamphlets
and-Vol. VII, A-7521.41. —
9. Bed space is adequate for
(enter no. of children)
- 167 -
•
r—
,-. Exhibit XXII (continued)
HHHH
M & A8 AG1 P4 Li P4Q C4 G7
VI. Evaluation
Home is adequate
Home is average
Home is above average
r
VII. Recommendations
Home should be approved
Home should be denied
VIII. Home approved for:
Children ages 0-16 (enter if)
Sex of Children (enter info)
Children over 16 (enter #)
Specific child or children -
(list names on summary sheet)
Receiving home
�- Work home _
IX. Home could be used for: _
Emotionally disturbed children
Adolescents
Special home for adolescents
Minority groups
Jewish
Physically handicapped
Mentally handicapped
_ Convalescent care
Catholic
Receiving home , _
Other
X. Home was used for:
(enter on summary sheet the
age and sex of children in the
home during the year.)
- 168 -
-1
Exhibit XXII (continued)
Foster Home Evaluation
Summary
Foster Parent No.
Caseworker Date
Areas listed below are mandatory. Summarize other items marked _
with asterisk on preceding pages (be sure to enter area number) .
Area VI
Area VII
Area VIII
Area IX
Area X
Area
Area
Area
- 169 -
Exhibit XXII (continued)
Area
Area
Area
— Area
Area
Area
Area
Area
Capsule summary of the family (Include statement on how the
_ family functions in relation to foster children and the agency.
Also, include any significant changes, at re-evaluation.)
- 170 -
Foster Home Exhibit XXIII
Space Available
Control List Month of —
Vacancies (do not use zeros)
Foster Licensed All races [Span. only Anglo only 'Other Case- -
Parent for age: Dyer over over Restrictions worker —
0-16 Ov.16 0-16 16 0-16 16 0-16 16 Involved
XTotal yAvail.
- 171 -
Foster Home Exhibit XXIV
Space Available Supplement
Supervising Worker
For Information only:
Will accept children with special problems
Will take teens
Other (specify)
Special Homes - space available :
Receiving home (or short term only) : Available
0-16 Over 16
Lie. for: (0-16) (over 16) I 1
Name U-l6" Over 16
Lie. for: (0-16) (over 16) [ 1
Name Available
Specific child only:
-- 172 -
Hello