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Home My WebLink About700424.tiff Second Interim Report WELD COUNTY WELFARE STUDY August, 1970 WELD CO. COMMISSIONERS GREELEY,COLO. RECEIVED AUG 13 1970 .M. _ 11ZIl1111�IllIlAllllil4l611 _ The Carl S. Becker Company Management and Planning Consultants Denver, Colorado .. 700424 - TABLE OF CONTENTS Page Introduction i Part I - Restatement of the Problem 1 Introduction 2 Child Welfare Problem 3 Adult Division Problem 4 Aid to Dependent Children Problem 5 Part II - Child Welfare 6 Introduction • I7 Child Welfare Work Time Analysis - In Office 8 Child Welfare Work Time Analysis - In Field 9 Plan of Operation 10 Part III - Processing New Applicants 14 Introduction 15 Scheduling Intake Interviews 16 Structuring Intake Interviews 17 Scheduling Eligibility Visits 19 Part IV - Control of Payroll Changes 20 Control of Payroll Changes 21 Applicant Payroll Process 22 Discontinuance of Eligibility 24 Part V - Measurement of Recipient Need 25 _ Measure of Recipient Need 26 Adults and Family Service Immediate Crisis Intervention Needs Form 29 Intensive and Supportive Needs Form 30 Minimum Service Needs Form 31 Services for Children Intensive Care Needs Form 32 Supportive Needs Form 34 Minimum Needs 'Form 35 TABLE OF CONTENTS (continued) Page Part VI - Supervision 36 Introduction 37 Memorandum-Subject: Performance of a Supervisory Function 38 Part VII - Equipment and Forms 44 Miscellaneous Tools and Equipment 45 Mail Handling 46 Form Elimination and Revision 47 Part VIII - Instructional Memorandums 49 Introduction 50 Memorandum-Subject: Completion of FS-3 and FS-4 Form 51 Memorandum-Subject: Policy Regarding Mail Handling and Miscellaneous 52 Memorandum-Subject: Department Policy for Meetings 53 Part IX - Space 56 Space Achievements in Present Department Offices 57 Floor Plan, First Floor - New Space Assignments 58 Floor Plan, Basement - New Space Assignments 59 Floor Plan, Second Floor - New Space Assignments 60 Floor Plan, Island Grove 62 Branch Office - Fort Lupton 63 Proposed Floor Plan, Fort Lupton Branch 64 Part X - Preliminary Establishment of Standards & Operational Plans 65 Introduction 66 Field Work Time Analysis OAP Annual Visits 67 Revised Plan of Operation Adult Casework - Minimum Service or "Non-Service" Unit 68 Preliminary Workload Analysis - "Non-Service" or Limited Service 71 TABLE OF CONTENTS (Continued) Page Part XI - Problems to be Solved 72 INTRODUCTION This second interim report covers the progress made during the second quarter, or three-month period, of the study. During this period we have refined and polished the changes made in the first period, developed a plan of operation for the child welfare division of the department, and prepared a plan of operation for the intake and eligibility function. We have also set the stage for the introduction of a daily payroll to expedite monetary awards to recipients. A large amount of work has been done in the field of identifying recipient's needs. Certain procedural and form recommendations have been placed into effect. The morale of the members of the staff, both clerical and professional, has increased significantly during this three-month period. i Part I RESTATEMENT OF THE PROBLEM - 1 - Introduction In this portion of the report, based on initial findings, we are attempting to restate the problem. Essentially, the overall endeavor of this study is to eliminate obstacles so that the employes of the agency, professional and clerical, can proceed with the on-going endeavor of the agency. Obstacles to this logical approach must, therefore, be eliminated. We have presented herein a brief evaluation of the situation as we initially found it. We might state that the situation has been, in part, corrected at this time. - 2 r-. Child Welfare Problem Child Welfare caseworkers, during the 14 man-days covered in the initial observation, spent 55 per cent of their time in the office. Almost one-fourth of this office time (23.25%) was spent in work which either could have been done by a clerical aide or was non-productive when judged by the criteria: a caseworker's principal job should be to provide service to clients. Major examples of elements used in determining the 23.25 per cent were: 1. Case record search. 2. Clerical jobs (filing, etc.) 3 . Incoming calls for another worker. 4. Looking up phone numbers. 5. Notification of home visit by phone. 6. Handwritten correspondence. 7. Put new regulations in manual. Caseworkers, during this same period, spent 45 per cent of their time in the field. Almost one-half of this time (49.96%) was spent in non-productive effort. Travel time (41.69%) is included in this figure, which also includes elements such as running errands (dropping off papers, etc.) and hunting for a recipient's home. 3 - Adult Division Problem .. In the initial observation of Adult Division caseworkers, covering 12 man-days, 69 per cent of their time was spent in the office. Nearly one-half of this time (45.2%) was devoted to non-productive endeavor similar to those listed above for Child Welfare. In addition, however, these workers were involved in eligibility tasks such as budgets and food stamps.* The time spent in the field during this period amounted to 31 per cent of the total time. Non-productive time, including travel time (47%), amounted to 60.2 per cent of the total field time. Contributing to the total was time spent in determining eligibility and futile attempts to visit clients who were not home. *Data was gathered prior to separation of eligibility and services. - 4 - �-. .-. Aid to Dependent Children Problem ADC caseworkers, in the study period covering 15 man-days, spent 69 per cent of their time in the office. One-fourth (25.350 of their time was spent in non-productive efforts similar to those engaged in by Adult division workers. These caseworkers were, and still are, involved in eligibility r. factors not related to service to the client. The caseworkers spent 31 per cent of their time in the field; however, 57 per cent of that time was spent in non-productive efforts (including travel time of 37.33%) . Much of the time was spent on redetermination - a function which will become an eligibility task. - 5 - Part II CHILD WELFARE - 6 - r .� Introduction This portion of the report reflects an evaluation of the child welfare, casework function as performed in the office and in the field. Specific elements of work have been developed and workers ' performance of these elements has been timed and the quantity recorded. Average time per element and the per cent of total time are also presented herein. In addition, this part includes a plan of operation for child welfare which we believe will make effective use of worker time. - 7 In Office Child Welfare Work Time Analysis • — ,-Total Time Sperit No. of Avy.. Time % of Total Name of Element (minutes) Times :tes) Time* Case Record Search 8 3 2 2/3 .25 Clerical jobs (filing, — etc.) 296 108 2 3/4 9.44 Proc. misc. forms for State or County 100 7 14 3.19 Incoming calls-misc. 74% 18 4 2.37 Incoming calls for another worker 18% 20 1 .59 — Processing misc. forms for client 25 5 5 .79 Processing application 5 1 5 .16 Confer w/professionals, — outside of office personnel 157 29 5 k 5.01 Obtaining outside — phone line 3 4 1 .09 Looking up phone numbers 14 5 2 2/3 .44 — Weekly Conf. case- worker & supv. 126 2 63 4. 02 Conference-caseworker & caseworker 149 51 3 4.75 — Conference-caseworker & other employes 321 19 1 3/4 1.03 Conference-caseworker — & supervisor 165 39 4 k 5.26 Use of dictaphone 155 8 19 4.94 Outgoing calls-to — adv. client of current status 12 2 6 .38 Outgoing calls-misc. 60 33 1 3/4 1.91 Mental Health-misc. 70 14 5 2.23 — Mental Health Social Study 85 2 42 z 2.71 Adoption contact, by ph. 44 9 5 1.40 — Notification of home visit-by phone 45 10 4 z 1.43 Phone client re: office — visit 15 3 5 .48 Coffee break 178 11 16 5.68 Making coffee 37 3 12 k 1.18 Consult manual for reg. 8 2 4 .25 Tardiness 65 5 13 2.07 Rev.. cases before visit. 19 4 5 .60 Rev. cases-general 169 23 7 k 5.39 — Post ROC 135 36 3. 3/4 4.30 Read bulletins or memos 25 16 1 z .80 Time used for work not — appl. to welfare 73 13 5 2/3 2.33 Hand-written corresp. 180 21 8 % 5.74 Talk to client in off. 348 13 27 11.10 Put new regs. in manual 3 1 3 .09 State Dept info. query 2 1 2 .06 Foster homes-all contacts 113 34 3 1/3 3.60 — Gp. homes-all contacts 21 4 5 .67 Day care-all contacts 6 1 6 .19 Staff meeting 90 1 90 2.87 — Total time in office 3,133 100% *Over a period of 14 man days, the caseworkers spent 7 3/4 days or 55% of their time in the office. - 8 - - i-• -1 In Field Child Welfare Work Time Analysis Total Time Spent No. of Avg. time % of Total Name of Element (minutes) Times (minutes) Time* Travel 1072 69 15 % 41.69 Determine recipient's needs 374 13 28 3/4 14.54 — Coffee break 34 2 17 1.32 Post ROC 12 3 4 .46 Visit Vol. agencies 29 2 15 1.12 — Client not home 22 5 4 % .85 Take client to appt. or meet him there 161 5 32 6.26 }hut for recipient's — home 13 1 13 .50 Confer w/professionals (school counselors, — lawyers, etc.) 337 7 48 13.10 Evaluate or re-evaluate home for child care 100 4 25 3.88 — Routine day care or foster home visit 30 2 15 1.16 Court appearances 152 3 51 5.91 Run errands (drop off — papers, etc.) 39 7 5 % 1.51 Perform svc. for unwed mother or relinq. 96 2 48 3.73 — Perform svc for group home 100 1 100 3 .88 Total time in field 2, 571 minutes — *Over a period of 14 man days, the caseworkers spent 6 h days or 45% of their time in the field. - 9 - - /4'N ma Plan of Operation Child Welfare Introduction The preliminary plan of operation for Child Welfare Service casework section is developed to provide an operational approach for the Weld County Department of Public Welfare. This approach will eliminate all work not directly connected with casework service for children and related adults who are assigned as responsibilities to the Child Welfare Section. This plan of operation will, at the same time, provide case- workers with space, tools and techniques which will enable them to function effectively and efficiently. Space It is proposed that individual offices be established, on a temporary basis, for each 3 caseworkers in the office. Each worker will have a desk, within this individual office. A case- - aide or secretary will be stationed adjacent to this office. Utilization of Office The caseworkers will use the office for a period of 1 to 2 days per week. It is planned that outside assignments and use of the office will be so scheduled and conducted as to make possible only one person in the office during normal work time. Exceptions will, of course, occur; relinquishment and adoption workers more often have clients come to office. Interview rooms One additional interview room will be set up for child welfare workers and will be available for interviews at such time as their office is in use, thus providing privacy for interviews. Clerical assistance A work group (consisting of 6 caseworkers) and the supervisor will be served by one, or possibly two, case-aide secretary positions. Office Equipment It is planned that each office will be equipped with: a. Three desks, each with drawer space sufficient to store current case records for each worker, and three desk chairs. b. Two telephones . c. One individual phone number secretary for each caseworker into which she will enter all telephone numbers that are - 10 - frequently called. This will not be used for the phone numbers of recipients . d . One chair for recipient use when in the office . e . One dictating unit to be shared by the three caseworkers . Operational Procedure The operational procedure will be as follows : a . Operational procedure will be designed to provide that all work on each case will begin with the opening of the case record. b . Each record will contain all details concerning service casework problems . c . The record will also contain a small card clipped in at the top , or a newly-designed face sheet , on which will be recorded instructions as to : 1 . How to reach the physical location of the home of the recipient . • 2 . The current address of the recipient . . 3. The recipient ' s current telephone number , if any . d . The case record will be used to trigger all action on the case , and no action will be taken by the caseworker pur- - suant to the case without the opening of the case record and the immediate recording on the Record of Contact (ROC) sheet of the action taken . This may not be possible when the caseworker is in the field . e . The clerical aide will verify , by telephone whenever possible , with the recipient on the day preceding the scheduled visit . Procedure on Telephone Inquiries . The main switchboard operator will determine at the time of receipt of a call whether the call concerns food stamps , eli- gibility , a pool case receiving interim or short-term case- work ; or , if a caseworker is identified by name , whether the case has been assigned to a service casework unit . The call can then be properly routed for action . All calls will have to be cleared at the time of original arrival . This means that the switchboard operator will have to be relieved of functions which interfere with the proper screening of calls as they arrive . - 11 - ,-1 •� Other Procedural Revisions Other procedural revisions are as follows: a . The worker will not send the case record to the typist , but will send the dictated belt . The typist will pull the last typed page from the record and begin typing there . b . Participation of more than one worker on a given case will be eliminated . c . One family will normally be served by one caseworker for all purposes and needs , except food stamps . d . Social studies will be written only by use of the dictat- ing equipment , and will be prepared following the outline developed in the manual . Functional Assignments Assignments within the Child Welfare casework section will be by functional specialty . Workers will normally be assigned one functional specialty , and in the event that the workload in the functional specialty is not sufficient to justify a full- time worker , additional functions may be assigned . Functional specialities will include : a . Foster Homes. (see below) b . Unwed Mothers and Relinquishment Counseling c . Adoptions d . Group Homes e . Day Care Homes f • Protective Services and — g Specialized Problem Case Load Protective Services and the Foster Home Program Normally each caseworker will be assigned two or more foster homes which will be used only for children assigned within their casework load . Each worker will maintain reserve foster home space for placement of children , in the event that addi- - tional placement is needed . A worker will not place children in a foster home assigned to another worker . Each worker will be responsible for all con- tacts with the foster home parents in their assigned foster home , thus eliminating the need for any other contact point for the foster home parent . One worker will handle applications . After initial approval , the home will be assigned to a Child Welfare .worker for '- use by that worker only . After initial determination of foster home eligibility to meet established criteria , additional con- tact with the foster home parents will not be made by any - 12 - other member of' the County Department of Welfare . - 13 - Part III PROCESSING NEW APPLICANTS - 14 - Introduction This portion of the report is concerned with the development of a procedure and system for processing new applicants for assistance. As part of this system, we have evaluated the amount of time necessary to perform each of the functions and developed a new technique of staging interviews which will allow scheduling sufficiently flexible to handle variations in workload. - 15 - Scheduling Intake Interviews The Intake interview will normally be scheduled in 45-minute increments as follows: 1. Each of the caseworkers in the Intake section will schedule each successive 45-minute period, allowing a gap between each scheduled interview of 45 minutes. 2. The interview itself will be structured under the guidance of the supervisor with the objective being to complete the interview and pertinent paperwork during the 45- - minute period. 3. The 45-minute gap between schedules will be used to handle drop-ins who have not been scheduled into the day's work; to fill out forms that have not been prepared either in advance or during the interview, and to allow for contin- - uance of the interview in the event, due to the nature of the applicant's circumstances, the interview cannot be completed in the 45-minute allowed time. 4. Caseworkers will complete the necessary home visit, if required, for all applicants that will become recipients. The caseworker for AND applicants will visit the applicants that she interviewed when the Med 9 is received. 5. The home visit will identify the total social needs of the applicant. The social history itself will be prepared during and following this field visit. - 16 - 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. - 17 - 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 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. - 18 - Scheduling Eligibility Visits New Applicants for Public Assistance New applicants for public assistance will normally be scheduled in one-hour increments and the Eligibility technician will allow a one-hour gap between each one-hour scheduled interview. The purpose of the gap is to allow time to fill our budgets and to provide for those situations where applicants are coming out of Intake for an Eligibility interview more frequently than the time allowed. Eligibility Interviews for Food Stamps Eligibility interviews for food stamps will be scheduled on a 30-minute basis, with gaps allowed as selected by the Eligibility supervisor. The gaps, for example, may be a half-hour after every two hours of interview. The purpose of this gap is to handle drop-ins, miscellaneous foam preparation and recertification or changes necessary in Public Assistance food stamp cases (as indicated by intra-office communication from service caseworker) . - 19 - Part IV CONTROL OF PAYROLL CHANGES - 20 - Control of Payroll Changes In order to expedite the processing of assistance to recipients, we have developed a new procedure for the _ processing of additions and deletions to the payroll. - 21 - Applicant Payroll Process Evaluation The evaluation of this process indicates the following: 1. The paperwork process for the application has to go through an unnecessary number of hands before action is completed. 2. The actual typing on the 700 Form is done by two different offices. 3. The creation of the pieces that make up the application occurs in a number of different places. 4. The decision as to whether or not this applicant is eligible is made in one place. The budget is prepared in a second place. The review of the budget is carried out by the supervisor after computation of the budget. _ The typing is completed in another office. Recommendations The recommendations are as follows : 1. That a typist be assigned to the Intake-Eligibility divisions. 2. That the Record section should be placed adjacent to the Eligibility section. 3. That the home visit, if required, will be made by the Intake caseworker. The application, face sheet, social history, if any, food stamp forms, and R.O.C. sheet will be sent to Eligibility for computation of the budget. 4. The actual computation of the budget will be prepared by the eligibility technician on Form RS 700-2A and checked by the Eligibility technician supervisor. - 22 - • .. .- 5. That the Record Room cards for all new cases and the 700 Form (complete-tab and budget) be typed by the typist from the scratch RS 700-2A, as prepared by the Eligibility section. 6. After completion of the writing of the 700, the typist will create a two-part case record for all new cases and will split the record for old cases. 7. The completed 700 Form will be split. The two green forms will be placed in the eligibility folder. The yellow copies will be placed in the service file and white copies and tab (RS 700-1) will be forwarded to the Business Office with the tab attached. The split case record will be forwarded:to: a. the service file to the proper program supervisor for assignment to a caseworker for service purposes, and b. the eligibility file to the Eligibility section. 8. The Business Office will prepare a continuous ledger payroll upon receipt of each approved case, new, re- _ instated, or reopened. As part of writing this payroll, a check will be physically written by the Business Office for disbursement to the recipient. The check will be signed by the Business Office supervisor using a signature plate as authorized by the County Clerk. ' 9. The cut-off time will be 3 o'clock each afternoon. Any 700 Forms received after 3 o'clock will be processed as part of the following day's payroll. 10. Checks will be disbursed at 4 p.m. in the afternoon. 11. After the first check, each recipient will normally be paid on the regular monthly payroll. - 23 - Discontinuance of Eligibility The procedure is as follows: 1. Discontinuance of eligibility will occur either as a result of action by the Eligibility technician to prepare a 700-2A scratch work sheet, or as a result of a recommen- dation by a service caseworker on a memorandum to an Eligibility technician. 2. The 700 Form will be typed by the Eligibility section _ secretary to reflect discontinuance. The Eligibility copies of the 700 (green RS 700-2,.and green PA4) will be pulled and placed in the Eligibility portion of the case record. The tab (RS-700-1), white RS700-2 and white PA4 will be forwarded to the Business Office. The yellow _ RS-700-2 will be sent to the caseworker to be placed in the service file. 3. The Records Section control clerk will post both additions to and deletions from the case record from the Eligibility case record. - 24 - Part V MEASUREMENT OF RECIPIENT NEED - 25 - • - Measure of Recipient Need Introduction The measurement of a recipient's need has long been a problem in public welfare programs in the nation. This study outlines an approach to measurement of that need. The proposed forms are to be used both as a training tool and for need identification and work control. These forms will not be used in Intake. Measurement Technique The technique of measurement is based on identifying the multiplicity of types of needs of recipients in each welfare program. This identification will be based on an earthy and pragmatic criteria of measurement. The 7410 will be used for the A D C program in place of the checklist included herein. A new 7410 A will be developed shortly as a working tool. Crisis Intervention Crisis intervention needs will be met by the Intake caseworker. Evaluation of Service Problems Involved in Meeting Recipient's Needs Evaluation of service problems involved in meeting recipient's needs will be made by the unit supervisor of the program to which the recipient has qualified. Based on this evaluation, a determination as to whether this is an intensive, supportive or minimum service case will be made. - 26 - Grouping of Needs Cases will be classified within four groups. Those recipients wherein physical and emotional survival functions are not being met should be subject to crisis intervention and be given immediate case service until these needs are met. Those recipients in the second category will be given intensive case service (2nd level) gradually diminishing to a supportive level (3rd level) . Those recipients whose functioning is at a meaningful level will be given minimum service of an informational nature (4th level) when identified and needed. Utilization of the Need Identification and Control Form The Need Identification and Control Form on which the needs are indicated will be utilized as an initial recording by the district worker, and as a control by the casework supervisor to measure the successes being achieved by each individual caseworker. The 7410 will be used for A D C cases. Weighing of the Total Need After successful crisis intervention and transfer of the case to the district, each type of need will be weighed according to the amount of time which is estimated will be required to meet that need. Based on the weighing, the case will either be assigned as an intensive, supportive or minimum service case. 27 - " The objective intensive services is to de. with the basic problems of physical and emotional health, and to enable the client to cope effectively with the current crisis. The objective of supportive services is to enable the client to maintain his present ability to function, support him in the recurring problems of existence, and to foster a relative degree of independence. Minimum service objectives are directed to provide information as required, assist in occasional crisis circumstances, and to assist the client in improving his total ability to function effectively and t?* meaningfully. As needs are met, the case may be transferred from intensive or supportive service or to minimum service. Periodic Review of Needs As part of the required visit of recipients by workers, an assessment of need will again be made by the caseworker and reviewed by the supervisor for determination as to future assignment of the case. Examples of the types of needs are outlined on the attached information and on the 7410 for A D C cases. Achievement of all goals depends on worker's ability to motivate client toward acceptance of those goals . The goals must be realistic so that the client is encouraged by even small successes. Short-term goals can be imposed to remedy a bad situation, but the client must still be made to feel that the decision was his. In the event the client will not face existing reality and buckle down to a decision, the caseworker may have to impose the decision on the client. Even if this occurs, the client should be encouraged to participate in future decisions. *John Carlson, Caseworker I 28 - (NEED IDENTIFICATION & Adults and Family Service Adults CONTROL FORM) Immediate Crisis Intervention Needs - to be met by Intake when client is not functioning physically and/or mentally Physical and Mental Health. /-J See that doctor care is provided. r7 Arrange for immediate corrective medical and surgical techniques . /-7 Arrange emergency food money. /-7 Arrange emergency housing. 1--) Arrange emergency utility needs. /-7 Forestall impending. financial disaster and stabilize past financial patterns, /--7 Contact children or other relatives l-7 Arrange nursing home, intermediate care, residential care or homemaker service. 1--7 Seek consultation from other agencies. /--7 Other Comments by Caseworker. - 29 - Adults and Family Service Adults Intensive and Supportive Needs (to be provided to help client function in a meaningful way) I S Choosing a home. / 7 /_7 How to select appropriate quarters . T-7 7-7 How to make the quarters livable, through furnishing and decoration. /_7 ,7 How to maintain the quarters properly. l-7 /_7 Provide homemaker to aid in housekeeping duties. Nutrition. 7-7 /=7 How to purchase food economically. / 7 /_7 How to prepare and preserve food. / 7 7-7 How to plan a diet. /-7 How to live within a budget. Adult Identity and Self-Worth. 7-7 / 7 Help client express conflicts and accept own emotions. /_7 7-7 Counsel the permanently disabled to accept situation. /_7 Assign "visiting couple" to widen social activities with adults. Participation in recreational and cultural activities. 7-7 /=7 Help client choose appropriate areas of interest. Meaningful work. l7 / 7 Arrange for completion of high school education; obtain GED. 7-7 / 7 Help client enroll in job training to learn new skills. 7-7 / 7 Encourage client in reviving old skills. Clothing. 7-7 7-7 What kind of clothing to buy. / 7 / 7 How to repair and maintain clothing. /-7 /-7 Suggest sources of donated clothing. - 30 - Adults and Family Service Adults Minimum Service Needs (To help with information when theecient is functioning effectively, but the total picture can be improved.) Information. /r"7 Dentist / 7 WIN /'7 Voc Rehab /7 Mental Health /--7 Medicare and Medicaid /^7 GIRA / 7 UNC Lab School / 7 C RLS /--7 Salvation Army /`7 Churches /'-7 Public Health, /T7 NYC 1--7 Food Stamps /--7 Community Center /-7 Mentally Retarded Center /--7 Migrant Council /'r7 Other Guidance. /-7 Guide client in dealing with government agencies. /--7 Guide client in dealing with community. /--7 Other. - 31 - - (NEED IDENTIFICATION Services for Children & CONTROL FORM) Intensive Care Needs . Adequate physical and mental health. /-7 Arrange for special therapy (physical or mental) . /-7 Refer to Mental Health. Child behavior problems. /-7 Eliminate existing delinquency problems (bad checks, shop- - lifting) with law enforcement agencies. — /7 Provide "outside control" through probation. /--7 Other problem areas to be dealt with: drugs, alcohol, "acting out, " running away from home, truancy. Counseling parents with regard to children. /-7 Stress the importance of education. /--7 Direct their recreational and cultural needs. /-7 Develop an individual plan for each child. /-7 Explore the children's relationship with each other. /--7 Explore the children's relationship to the parents. /-7 Discuss custody or foster home placement. /--7 Encourage father to stay in home and apply for ADC-U, rather than split the family in order to receive ADC. /--7 Offer counsel on how to deal with an alcoholic spouse. j-7 Counseling parents in their relationship to each other, or to a former spouse. /-7 Help single parents adjust to situation. /-7 Counsel mother on the necessity of an adequate male identification figure for her sons. - 32 - Services for Children - Intensive continued Help establish reality, an ability to "see it like it is." T-7 Counsel relatives of abused child to see reality of situation. T-7 Counsel relatives when hospitalization for mental treatment is necessary for client. Place child in an appropriate (one which includes a measure of love) environment on a long-term basis as quickly as possible. /--7 Determine proper custody early in the process - stability is an important factor. T7 Provide supportive service if child stays in own home. Foster home or group home placement and adaptation. /_7 Involve parents and children in frank, open discussion prior to decision on placement. /--.7 Relieve pressure temporarily by foster home placement. _ /_7 Place child in group home to provide therapy and the necessary controls, as well as peer group identification. /=7 Re-unite family with continued counseling. T-7 Counsel foster parents on how to cope with problem children. T-7 Adaptation. - 33 - 1 Services for Children Supportive Needs. Establish individual goals and long-range plans. Help child establish normal relationships with other people. 7-7 With parents. / / With siblings. l-7 With other children (placement in day care center, if necessary) . / 7 With other adults. (Arrange for Big Brother or Big Sister) . Assist child in training, obtaining meaningful work, and education. /-7 Help client child prepare new skills through job training. Encourage client child to revive old skills. Help client child renew self confidence. /-7 Refer client child to other agencies. /-7 Arrange for special education, if necessary. Motivate children to continue schooling. j7 Arrange financial aid for higher education. Battered child. /-7 Need for voluntary relinquishment. Need for adoption or foster home placement. / 7 Need for court action. - 34 - Services for Children Minimum .Needs. Make referrals to other agencies. /-7 WIN. / 7 Voc Rehab. /`7 Mental Health. /_7 GIRA //7 UNC Lab School. 7-7 CRLS / T Salvation Army. /=7 Churches. 7=7 Public Health. /-7 NYC r7 Community Center. 1--7 Migrant Council. /=7 Other. 1-7 Guide client in dealing with government agencies or the courts. Confer with Professionals. /-7 Attorneys. /-7 Doctors. 1-7 Teachers. -- r7 Psychiatrists. /7 Probation officers. 1-7 Other. 1-7 Provide means for child to stay in contact with parents and siblings if circumstances force their separation. �- /_7 Other. - 35 - Part VI SUPERVISION - 36 - e"%. Introduction Supervision from a management point of view as it applies to guidance and control of the operations within the agency is almost non-existent. As a consequence, we have issued the attached memorandum as an initial guide. This memorandum will be followed with a short hard-hitting course in supervision. - 37 - MEMORANDUM n TO: All Supervisors FROM: Director, Weld County Welfare Department DATE: July 24, 1970 SUBJECT: Performance of a Supervisory Function The function of supervisory responsibilities is outlined herein: 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. - 38 - Memorandum July 24, 1970 Page 2 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. - 39 - e-. Memorandum July 24, 1970 Page 3 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. - 40 - Memorandum July 24, 1970 .. Page 4 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 dt 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: - 41 - Memorandum July 24, 1970 Page 5 a. Discipline must cover: (1) Conditions of work such as working hours, time off, and performance of the individual worker. Any worker who is not meeting the conditions at work is not performing his or her job. b. Production of the worker. (1) If production 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 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 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 department. 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 - 42 - i— Memorandum July 24, 1970 Page 6 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. - 43 - _ _ Part VII EQUIPMENT AND FORMS - 44 - Miscellaneous Tools and Equipment Certain miscellaneous tools and equipment have been provided: 1. The mail handling operation has been provided with an electric letter opener and with an electric date stamp. All mail is now opened mechanically and stamped mechanically. 2. All caseworkers have been provided with small mechanical staplers . 3. All caseworkers have been provided with telephone secretaries. 4. All caseworkers have been provided with a new folding hard cover work binder in which they can keep those _ papers which they carry with them when they go into the field (this was not our recommendation, but we approve) - 45 - �• • Mail Handling The achievements in this area are as follows : 1. All mail is now handled exclusively by a member of the staff in the file room. 2. 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. 3. 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. 4. A mail clerk moves mail from one office to another. - 46 - Form Elimination ar "Revision .-� Certain unused forms have been eliminated and others have been revised. The details are as follows: 1. F.S.4 Eliminate printing of fourth copy, which is not used. 2. Telephone toll charge report Eliminate; credit card bill gives information 3. Licensing work sheet Eliminate; not used 4. Business card New card designed with space for case- - worker's name and office hours. 5. Adoption letter Eliminate; only causes confusion. 6. Dental authoriza- tion form Add line for listing parent's name 7. Record of trans- mittal letters Eliminate for general use; master file clerk will keep 8. Client home visit postcard Designed new one, with return portion for client to advise whether he will be home for visit 9. PA 4 Words "Final Notice" taken off of client's copy -- 10. Inquiry form Redesign to allow more space between lines to make writing easier 11. Explanation of payment slip Eliminate with new voucher form, which — serves purpose 12. Voucher form Eliminate with new Purchase Order-Voucher form which serves purpose 13. Correspondence log Eliminate; not useful 14. Daily log Eliminate; unnecessary - 47 - • 15. Intra-office envelope Designed new one for use in delivery of papers within office 16. Message form Designed new one for taking messages for other people. (replaces "referral"fozm) - 48 - Part VIII INSTRUCTIONAL MEMORANDUMS - 49 - Introduction This portion of the report contains instructional memorandums which have been issued by the department as a result of our recommendations. - 50 - COPY TO: Eligibility Technicians, Intake Case Workers, and Family Service Case Workers and Supervisors FROM: Fred M. Rutherford SUBJECT: Completion of FS-3 and FS-4 Forms DATE: June 23, 1970 In order to expedite the certification of food stamps, the following changes are to be made: 1. On Form FS-3 please fill in left-hand column (lines 7, 9, 11, 13, 15) with names before using the right-hand column. 2. For recertifications it will not be necessary to list all household members unless there has been a change. If there has been no change from the previous certification period, write "No Change" across the section. 3. On Form FS-4, please list the name of both husband and wife in Section I to assist the Food Stamp clerks in identifying the case. 4. In completing the FS-4 for someone else, please sign off for them. Example: Zamora for Somer; Milan for ADC; and Bogart for OAP. File in office procedure file. cc: M. McGuin E. McKenna - 51 - l COPY Executive Memorandum Number 11 TO: All Staff FROM: Mrs. Margaret McGuin, Director SUBJECT: Policy Regarding Mail Handling and Miscellaneous EFFECTIVE: June 29, 1970 DATE: June 24, 1970 1. Effective on the above date incoming mail will be distributed directly to the case worker or eligibility technician by a clerk or messenger. 2. Incoming and Outgoing correspondence logs are eliminated. Copies of letters and other documents filed in case records are to be relied upon to verify the arrival of or departure of specific pieces of mail. Incoming mail will be time and date stamped. The incoming envelope will be stapled to the back of the incoming letter or documents. An electric time and date stamp has been ordered. 3. The case worker Daily Log is eliminated. Currently some caseworkers and supervisors are using this form on an individualized basis. Others are not using it at all. The weekly plan is to be left in a prominent place on the case worker's desk when the case worker is in the field. The supervisor can then view this form to ascertain the whereabouts of the worker. 4. Staff is reminded to use "Out" cards when a case record is removed from its assigned place. - 52 - COPY es, — n Executive Memorandt 10 TO: All Supervisors and Division Heads FROM: Margaret McGuin, Director SUBJECT: Department Policy for Meetings DATE: June 18, 1970 The policy stated below will cover most meetings of three or more staff members. Exceptions should be cleared with the director or a staff member delegated this responsibility. The objective of any meeting is to facilitate the most efficient administration of the public welfare program - the provision of money grants to eligible recipients and the provision of social services. To provide the best adminis- tration possible within our limitations, as much time as possible should be spent in direct client contact whether in the field or the office. With this in mind, 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 12 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. The Staff Development Supervisor may attend to keep abreast with depallment activity. - 53 - _ COPY '' 3 . Family ar :hildren's Services Supervis^and Unit Supervisors - To be held once a week for 13/4 hours. Division meetings may be held in lieu of this supervisory group meeting once per week for 1z hours if needed. 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 - Case Worker - Held once a week with a limit of 12 hours. Meetings for experienced case workers 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. Employee group meetings and special interest meetings must be held outside of regular working hours. Staff Development, Orientations and Supervisor Training Orientation: 1. The Staff Development supervisor will orient all new employees to the department and to the overall department program. If possible, the orientation should cover one to three consecutive full days. This orientation should come as close to the employee 's starting date as possible. Experienced employees may be excepted. - 54 - COP Y — — _ — — Page 2 Executive Memorandum 10 2. New Casework Staff - The Staff Development supervisor will conduct additional group meetings (or seminars) for new employees to further orient them to their jobs. Group size should be no more than 6 staff members. Time will be limited to 2 hours. This program should be completed during employee's probationary period. Staff Development: 1. The Staff Development supervisor will work with other staff members, particularly supervisors, to plan and implement further and more specialized training for staff. This training may 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 will be limited to 2 hours per week. Training for new and experienced supervisors will also be part of the Staff Development supervisor's responsibilities. 2. 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. Caseworker Training: During the first six months of a case worker's employment, the unit supervisor should periodically accompany the case worker in the field to continue the case worker's training and to help with difficult cases. - 55 - Part IX SPACE - 56 - Space Achievements in Present Department Offices Achievements in the field of space have been as follows : 1. All office space has been utilized to the highest possible degree. Offices wherein three or four workers were previously housed, have been partitioned in order to provide separate offices for professional workers in pairs of two. In only one instance are professional workers housed in an office larger than that which will adequately accommodate two people. 2. The Intake-Eligibility section has been moved to the first floor of the building and established adjacent to the front entrance. 3. The central file section of the operation has been established adjacent to Intake-Eligibility. 4. The application writing process ending with designation of an applicant as a recipient has been incorporated into the Intake-Eligibility function in order to expedite this process . 5. All ADC caseworkers and supervisors have generally been placed in the basement of the main building. 6. All child welfare caseworkers and supervisors have been placed in the Island Grove office. 7 . All adult caseworkers have been placed on the second floor of the main building. 8. All space has been made more usable by the addition of 20-inch fans which, when operating in consort, create significant movement of air to make working conditions more agreeable. - 57 - I 4 clj 41 Ci) Y Qlu Q 44 ‘k thI ti c h 141 2 e k W V4) I N k :' O ti ejl - h V. 1, a tii co k ycn It e N co et w k� o 4 v ci:t: ° Ci a x O n I I Q 0) W hV rk QY 4 N J h C � W vQ ti1Y Vi S. IN — R � tlh ir 1 _ tO �4 1/414 ca 44 if) 1, Q 4 � � `c \ W N wv O v o n h� Q o LO 0 NI CII 0 z N - ) k > W `1 I W ti O • v IN V) `' O �� C o I � N 4 Q O ao t Q �v a 4 3 `� La ., W U i W w H V m . w O 1 O N _z� 1 Ci; c e a 3 W c 2 V I, . , SY, N1 s - I: - " W T 7b -- - - 14 O s 3"� i F2v• e o 2 ti l• W k et Q V 0 - W NI W L `` �, F h `� h h W --1 i ft k 1 an Nc) hV `7 2 4 Z o T a ° N I. 3 ro V W 1 K o e y Wo z 3 T 2 -` h n k 1 of • t0 z h Q V k co W LO ct W T °a :— L x _..._ . - ___-____ L i kb a� o K 0 y y I 4 1 ° N v LJ a q. c k T � o h 0 CS 43C N T k h co k Q LLI Q hi ki Q o : I I ; , , I— a W Cn h � x W I v1V �_ V W y i H I ___I V o° \ tl h (r) T 8 --1 y Q ° k ^ ri O caner."( . Iy ° h ---I I--; T y ^° O h' y� W q i W j Q ° `l Q e o Q 3 ae L e „ ' --4 r-' 12 h cc 1 ° f x X u 3 0 � W 1 4 V o m . , gt a o -4 S tj o ; i U _ W 0 J j T W i r_ I i W j - fa ibls ma r 4 ... - -- 1 0 — > h T a W - _----1 1 W 1 N T T lis ti o° Z 11 ._____I 1__ J 4 k n ' ° v • O , I_ - "- - J i ,-- k i )- k ec it 4 N.. et a 0 v V ,--4 li cr o o y v t G� i V 'I °� x y r m i k h i i I 0 c v w WY 2 Qo c f < IvI W o t k _ W Q o 44 ik k I Q S W Y Q I- - hFee � IC) VWoE cn D W _ T W W 3 - tt tt 2WE w to JQ W Z'kh h 94 W e Q Wki T _ o o x mi W QI V I 1 6. a EQ I vF e O4 Q v h 7 U V K '3 D 1 a ` ro n- C) N rC) 1a rr f. 44 jO• — XXp H Fal ni CO 1 rd C) CO •g 'a' O W-i� f+ cu u u } rOd H U W 4.1 f p.) ( {h0 q• C.) N UN U N O N . - 62 - Branch Office - Fort Lupton The original plan, as developed by the consultant, provided for the creation of a branch office in Fort Lupton. After an extensive amount of work, a building was selected and a proposal submitted to the Commissioners for the purchase of this building and specific design of the interior was also presented. (See exhibit attached) Due to circumstances beyond the control of the consultant, the Commissioners have decided to use other space for operation of the Welfare DeparLuient. - 63 - 4111 -- r 113 CJ rq r4 Ctl >4 k t4 v (°• O O O 'Od a)tIO rl P CD 0 U O (O i-i UM CIJ E C v rn ^ C:14 O4 a) r-I O a) fa ., O 4 A a) A U N z Fa 4� M r-1 O •ri V) CO — 0cu00Z � n 4rc 4 0.) Pi � �F r-1 Z a CU O O U U C • O toO PC-) OMW COM by OJ �q � rI r-1 .... ^r. rn ^rte ^ O '...vv �\J i o H a a) • H •rf •rl U U }a, I H Z H . GI .2 I r .� EH i CO r-I3 Ci U 3 a, a) 4,0 g _ _ _ pp �+ 04 ►-1 O O r-I Cq a o .rt 3 • o w " I o U _ Ti +, - r a)rd v as N I44 O 3 4-0 p r-1 II U Cam} 1�-' ) w N ►•-t 1 co — a o U CO 0 4r O O CO f . 1 o a .— ei •-1 1 ^ U 1 -- N - v O L.t i--1 U U by — • O to /�� /h 1 3 - J a) r), •rr� .-"1 C U F - O - 64 - Part X PRELIMINARY ESTABLISHMENT OF STANDARDS and OPERATIONAL PLANS - 65 - f- Introduction This portion of the report establishes, based on a current evaluation of casework production, operational plan for a section of the adult casework division. Preliminary case load standards have also been developed. and are presented herein. - 66 - Field Work Time Analysis OAP Annual Visits Total Time Number Avg. Time % of Total Element (minutes) of Times (minutes) Time* Case record search 12 4 3 — 68 Clerical jobs 145 26 5'% 8.18 — Process Chg. of Add. 3 1 3 .17 Process Misc. forms 39 2 19 2.20 for State or Co. Confer with Prof. 12 1 12 .68 — Look up ph. no. 6 2 3 .34 Caseworker/caseworker 14 10 11/2 .79 conf. Caseworker/employe 12 6 2 .68 conf. Caseworker/supv. conf. 2 1 2 .11 — Use of dictaphone 20 .1 20 1.13 Outgoing call-to client 2 2 1 .11 Outgoing call-misc 7 _ 3 2% .39 — Food stamps-mite. 7 1 7 .39 coffee break 41 3 13 2.31 — Intra_off. comm. 1 1 1 .06 (sending or rec) Rev. cases before • 33 4 8% 1.86 visit Rev. cases-gen. 39 7 53 2.20 — Post ROC 1 1 1 . 06 — Personal time 27 3 9 1.52 Read Bulletins, memos, ltrs. "8 5 1% .45 Work not appl. to welfare 13 4 3% .73 Hand-written corres. 25 2 12% 1.41 — Travel 541 33 16% 30.53 **OAP ann. visit 546 19 28 3/4 30.81 Fill appl or rel forms 66 2 33 3.72 Client not home 27 5 53/4 1.52 — Hunt for rec. home 123 16 7 2/3 6.94 Total time 1772-100% Time in office - 439-25% *Based on 4 man-days in field. — **Worker stated ' several of these visits were longer than normal. - 67 - Revised Plan of Operation Adult Casework - Minimum Service or "Non-Service" Unit Work Scheduling Each caseworker in the minimum service unit of the Adult Casework Section shall schedule work as follows : 1. A total of seven visits per day shall be scheduled. These will include all minimum service visits including the annual visit to determine if new service needs have developed. 2. Each worker will spend four days per week in the field plus some time in office at end of day. The fifth day, at the present time, Tuesday, eventually Wednesday, will be spent in the office. 3. Each worker will go directly to the field at 8 a.m. to make his calls. 4. At the completion of the work in the field, the worker will re- turn to the office to prepare for future days work. S. The worker will keep his field preparation well -ahead of his future work'in the field. 6. Each supervisor will review work schedules a week in advance of actual work. Recipient Contact As recipient contacts are made, each worker will record on the Casework Interview Control Form, the actual needs of the recipient. This recording will consist of two parts: 1. Making an'c"in the box opposite any existing need, 2. Making a note after the indicated need or a comment as pertinent in, the comment section of the form. "" - 68 - Planning Visits Visits will be planned using the monthly visit list prepared by by the secretarial staff. The worker will ask the secretary to check the eligibility portion of the record in the eligibility division of the department for the latest current address. Cards announcing the visit will be prepared and sent in advance of the visit. Annual visits will not be made without pre-planning as indicated here. Service visits will be planned as far in advance as possible and notification will be made. Short-term or follow-up service visits will be handled at caseworker's discretion as part of his seven visits per day. Any actual service required will be completed by the worker at the end of each day or during the Tuesday office day. Reporting on Visits After the visits are complete, the caseworker will go to the 650 card file, will pull the IBM cards for the visits just completed, will indicate any service performed, and will return these cards to the secretary for mailing to the State Department. The secretary will hold these cards for mailing once each quarter. Record Maintenance The procedure is as follows : 1. Each caseworker will use the case record as the primary working tool. 2. Case cards will not be used. It is planned to abolish these case cards. 3 . The 650 IBM report form will be pulled only after the visit is completed. - 69 - 4. The caseworker will not maintain miscellaneous scratch records in the office and will not post the R.0 C. sheet. 5. Notes will be made during the interview. 6. After completion of the interview, each worker will insert the Need Control Pont in the case record. (The actual _ insertion will be done by the secretarial staff) . 7 . Dictation will be eliminated. The Need Control record will be the only record maintained in the case. - 70 - Preliminary Workload Analysis - Non-Service or Limited Service Adult Unit A. Average time spent in field. (1) Finding recipient 16 min. (2) Conducting annual visit 29 min. Total 45 min. B. Available.Time 7I-lours of 60 minutes 420 min. C. Freliminary Standards (1) Total per visit (time) '4;$ min. (2) Visits per day 7 Total time 315 min. D. End of Day Office time 105 min. — E. Worker Standard - Cases Cases per day 7 Cases per week 28 Cases per year (49 weeks) 1372 - 71 - Part XI PROBLEMS TO BE SOLVED - 72 - The prow...... �- 1. The case record is only problems are as follows: A. The separation has not been completed for ADC. B. Adult Division - the service record either does not contain a face sheet or it is not completely filled out. 2. Meetings have been reduced but unnecessary meetings have not been fully eliminated. 3. Caseworkers are still not spending the maximum amount of time in the field. One exception to this might be said to be the Adult Service workers whose field time appears to be significantly increased. 4. The move to re-allocate space to better use has been completed. The actual ADC separation dividing eligibility and service is not as yet functioning. 5. Although the daily payroll has been approved in principle by the County Commissioners, the County Clerk is placing obstacles in the way of its achievement. 6. We have not started the work to place business office processing and case control on EDP. 7. The assignment of secretarial staff to each casework unit — has not been completed. 8. Caseworkers in the adult unit are still tempted to, and often do, participate in both food stamp and eligibility activities. 9. An area assigned specifically for supplies has just been created. A supply control system and inventory have not as yet been developed. - 73 - 10. A supervisory training program is necessary. The first step toward leading supervisors in this direction has been taken. 11. The food stamp operation is presently extremely awkward. We have not as yet developed a plan of operation for our food stamp unit. The Commissioners have approved two additional people to assist with the food stamp load which is twice as large in 1970 as it was in 1969. - 74 - Hello