Review of the Child Protective Services Investigation Process Essay Example for Free

Review of the Child Protective Services Investigation Process Essay In the beginning of 2004, the tragic death of a young boy in San Antonio, TX raised concerns about Texas Department of Protective and Regulatory Services (TDPRS) procedures relating to the investigation of the child protective services (CPS) process, including responding to telephone reports and assessing the risk of maltreatment accurately. TDPRS is currently under investigation ordered by the Governor, Rick Perry. The Governor stated, there is enough evidence from various parts of the state to suggest that some of our most vulnerable children are not receiving the protection they need from abusive situations. The evidence leads me to believe we have a systemic breakdown in the safety net that must protect abused children (www.governor.state.tx.us July 1, 2004). This paper examines current procedures in the investigation process and provides recommendations for improvement related to several of the details and feature of the operations process. Reinventing government initiatives draw heavily on supply chain management, total quality management, business process reengineering, and just-in-time delivery concepts that fall under the Operations Management umbrella.(Chase, 2003). Because this review is narrowly focused on the CPS investigation process, there are several essential elements of child welfare services that are not addressed in this paper, including substitute care and permanency services. OVERVIEW OF FUNCTIONAL AREAS The overall goal of CPS is to protect the unprotected children from abuse and neglect. This report focuses on specific CPS functions and crosscutting themes. These functions are those that comprise the child protection response to allegations of abuse and neglect. Operational definitions described in this report include: * Screening and Intake the process by which CPS receives a referral and a report concerning allegations of child abuse or neglect, and decides whether or not to respond to the referral and report. * Investigation the process by which CPS determines whether child maltreatment has occurred or if a child is at risk of maltreatment, and the decisions and actions that are needed to ensure the childs safety. * Other CPS Response and Alternative Response a response to an allegation of abuse or neglect that assesses the needs of the child or family with or without requiring a determination that maltreatment has occurred or that the child is at risk of maltreatment for the purpose of providing the family with services. For each function, there are several different features. The workflow of these functions is described in Table 1. SCREENING AND INTAKE Receiving community referrals, which includes those from mandated professional reporters and the population at large, is the gateway to CPS. Features of the intake procedures include the availability to receive reports, methods for documenting reports, and timeframes for accepting and forwarding a report. Intake is available 24-hours a day 7 days a week, and centralized in Austin, TX. Referred reports are generally categorized into two groups. In the first group, CPS caseworkers are dispatched immediately for children believed to be in imminent risk of harm. In the second group, investigations are usually initiated within 10 days. The policies indicate that a decision protocol for forwarding cases for investigation. The hotline workers conduct quality assurance (QA) reviews on each case and decision to forward a case to investigation is made with supervisor approval. In case of sexual abuse and serious abuse, the case must be notified to law enforcement. INVESTIGATION The investigation function addresses the process of determining whether a child has been maltreated or is likely to be maltreated, and if services are needed to ensure the child will not be harmed in the future. TDPRS implemented the use of risk and safety assessment (IRA) as tools to guide decision-making as to when and how to intervene to keep children safe in the immediate future and to reduce long-term risk. The result of IRA was included at case closure, during case planning at any major decision point, or whenever circumstances suggest a childs safety is at risk. Investigators usually check if the childs family has had a prior validated report of abuse or neglect. Investigators then visit and interview the family, including initiating face-to-face contact with the children, and begin collecting information about the alleged maltreatment incident. If an investigator, during the initial investigation, believes that a child has been maltreated and needs the court to protect the childs safety, the investigator must initiate judicial oversight of the case, which can be time-consuming and complicated. While the investigator is following the procedures involved in investigating the alleged maltreatment, he or she is also developing a tentative plan to address those conditions in the home that CPS believes contributed to the maltreatment of the child. This plan ultimately becomes the case plan that outlines treatment services for the child and the family. The plan described what actions are required of all the parties involved to correct the condition that caused the maltreatment. OTHER CPS RESPONSE AND ALTERNATIVE RESPONSE The overall goals of alternative response are to provide a response option to those families whose situations did not meet the mandate or criteria for CPS involvement, to serve low-risk or low-severity situations, or to improve family situations. This is to emphasize partnering the families with the community and creating a network for the family, protect children and assist parents to recognize and remedy conditions harmful to their children, provide preventive services before the need of CPS involvement is required, and prevent the family from potentially being re-referred. The causes of child abuse and neglect are complex, and a case plan can involve referrals to an array of individuals, including caseworkers from other units in the agency, private service providers such as mental health and counseling professionals, other public agencies such as housing and transportation services. CURRENT WORKFLOW Documenting business process flows visually not only helps in ISO and QS initiatives, but it is the first step toward continuous improvement. (Gould, L. 2000) A good way to start analyzing a process is with a diagram showing the basic elements of a process (Chase, 2003) Table 1 describes the overview of current workflow from the time the report of maltreatment was reported to CPS until the completion of the investigation. Table 1 UNDERLYING PROBLEMS Because child protection is a critical service and because of the seriousness consequences of errors, CPS must seek to insure the quality, timeliness, and accuracy of the process both through detailed specifications (laws, regulations, and policy) and thorough supervisory oversight. However, the process must be balanced with systems that give workers and supervisors sufficient flexibility to apply sound professional judgment. Increases in the number of maltreatment cases, the changing nature of family problems, and long-standing systemic weaknesses have placed the CPS system in a state of crisis and undermined its ability to fully carry out the responsibilities for abused and neglected children. First, child maltreatment reports have risen steadily across the state. The caseloads of CPS have grown correspondingly, and CPS cannot keep pace with this workload. Second, these caseloads are increasingly composed of families whose problems have grown more troubling and complicated, with substance abuse a common and pervasive condition. Finally, systemic weaknesses, such as difficulty maintaining professional and skilled workforce, inconsistently implementing policies and procedures, and poor working relationships with outside resources has created a long-standing problems. The combined effect of difficult caseloads and systemic weaknesses may endanger the lives of children coming to the attention of CPS. In CPS, the staff sometimes deal with life-and-death issues, the knowledge of and consistent application of appropriate policies and procedures are critical. However, CPS staff is unable to consistently apply existing policies such as inadequate safety assessment. This is because policies change frequently, no procedures manual exists, and information is inconsistently distributed to all staff. By necessity, CPS should work efficiently and effectively with outside resources to protect children. However, the outside resources, like CPS, also face problems associated with the large volume of increasingly complex cases, budget cuts, and Medicaid reform. Unnecessary time spent to transfer or refer cases diverts the investigator from performing investigative activities on other open cases and create congestion in workflow. COMPARE AND CONTRAST WITH OTHER PRACTICE In 1994, Missouri developed a new strategy to handle the overwhelming number of reports coming into its CPS system. Missouri recognized that state government, acting alone, had neither the resources nor the local community, neighborhood, or family base to effectively alter the cycle of abuse and neglect. The agency and local CPS offices have turned to the broader community of churches, schools, mental health providers, and others to expand their reach. By developing partnerships with these community groups, CPS is able to quickly increase the number of people available to serve children and their families, without increasing CPS staffing levels. The model in this state is also based on the premise that not all CPS cases require the same traditional approach. Instead, the models incorporate a flexible response, whereby CPS cases can be grouped according to the nature of the allegation, recognizing that different types of allegations required different responses. RECOMMENDATIONS Build Community Partnership Different types of maltreatment require dramatically different prevention and treatment strategies. It is critical for CPS to form partnerships between CPS and community service providers. This will allow the cases to be referred and transferred more smoothly and in a timely manner. However, ultimate success will depend on the CPS staffs ability to overcome certain challenges, such as developing willingness within the community to become more active in protecting children from maltreatment and to adapt to new roles and responsibilities. Refine the Key Performance Requirement Key Performance Requirements How to Achieve These Requirements Report Receipt (Intake) * Community awareness of when and how to report * Minimal wait to reach the intake workers * Effective use of the CAPS (agency computer system) * Enhanced phone system that provide real time information, manage call distribution to available workers, and support estimation of staffing requirements Screening * Immediate response to high risk situations * Reasonable timeliness of decisions on other situations * Sound screening decisions * Screening guidelines that provide consistent direction * Immediate access to relevant information system * Real-time consultation from experienced supervisors Assessment (Investigation) * Sufficient thoroughness; reasonable and prudent efforts made to obtain relevant information * Timeliness of decisions * Decisions consistent with information and with policy * Assessment guidelines that provide consistent direction * Assessment timeliness requirements that balance thorough information gathering with responsiveness * Reasonable caseloads and adequate number of staff * Accessible consultation from experienced supervisors Management Reporting * Information that enables management to make sound judgments regarding overall performance and other matters, such as staffing requirements * Information that enables supervisors to manage caseloads and monitor quality and timeliness * Use of the information to identify targeted improvements where needed * Real-time information about on-going cases * Reports on both the detailed (by worker) and summary (by unit) level on caseloads and case status (pending, deadlines, overdue, etc.) * Reports of quality assurance findings * Designation of specific performance measures that will be tracked and monitored with comparisons across local offices * Management reports on overall program performance including workload, timeliness, quality assurance results, investigation outcomes, list of outside resources, etc. CONCLUSION TDPRS is facing increased reports of child abuse and neglect, as well as a disturbing increase in the number of families with severe and multiple problems. The burden to improve the ways CPS responds to children at risk of abuse and neglect falls on state and local governments. When a process is operating at capacity, the only way to take on more work without increasing the waiting time is add more capacity (Chase, 2003) CPS management must recognize that the traditional approaches to child protection cannot keep pace with the demand for services. CPS needs to reach out to communities to establish partnerships among service providers, as well as our citizens. Furthermore, the CPS management team must look at the entire workflow of the operations process and recognize long-standing systemic problems. It is critical to seek ways to correct deficiencies and to build and maintain the personnel that will support the operations management strategies. REFERENCES: Chase, R. (2003). Product design and process selection. Operations Management for Competitive Advantage, Tenth Edition. The McGraw-Hill Companies. Chase, R. (2003). Operations strategy and management change. Operations Management for Competitive Advantage, Tenth Edition. The McGraw-Hill Companies. www. tdprs.state.tx.us www.governor.state.tx.us Gould, L. (2004) Designing a better business. Gardner Publications, Inc. Retrieved from www.autofieldguid.com on 8/23/04 McDonald W. (2001). National study of child protective services systems and reform efforts Literature review. Retrieved from www.aspe.hhs.gov.hsp/protective01/ on 8/22/04. http://www.gao.gov/archive/1997/he97115.pdf

The Dominican Republic, and its owner, Rafael Leonidas Trujillo Essay

The Dominican Republic, and its owner, Rafael Leonidas Trujillo All throughout the 20th century we can observe the marked presence of totalitarian regimes and governments in Latin America. Countries like Cuba, Chile, Brazil, Argentina, Nicaragua and the Dominican Republic all suffered under the merciless rule of dictators and military leaders. Yet the latter country, the Dominican Republic, experienced a unique variation of these popular dictatorships, one that in the eyes of the world of those times was great, but in the eyes of the Dominicans, was nothing short of deadly. Rafael Leonidas Trujillo, or â€Å"El Chivo†, controlled the people of the Dominican Republic in a manner that set him apart from the other leaders of that time. By controlling every aspect of the country’s economy, he controlled the people, by controlling each individual’s income and their jobs, he controlled their lives. (Sagas, 173) It is true that from the outside it may appear that the economy was getting better in the Dominican Republic, but the problem was that all of the enterprises and businesses were directly or indirectly owned and controlled by Trujillo himself, not the government. Building bridges, making better roads, and establishing monuments were Trujillo’s ideas as to how to make the Dominican Republic a better place. (de Besault, N/A) True that these things made the Republic more appealing and made transportation better, but the inhumane methods Trujillo employed to maintain his complete and utter control of the people completely ove rshadowed any positive things that he may have done. This previously inexistent economy is what allowed Trujillo to attain and strengthen his power in the Dominican Republic. Oddly enough, the same peo... ... In addition to being powerful, his ruthless murders made him a dangerous man too. This specific case in Latin American history comes to show how economic â€Å"stability† does not always mean happiness and wealth. The Dominican Republic’s economy was stable, but all the wealth belonged to one man, Trujillo. A Nation’s wealth in the hands of one man only means that the Nation’s safety and life-force also rest in his hands. Works Cited Bosch, Juan. Trujillo: Causas de una tirania sin ejemplo. Caracas: n.p., 1961. de Besault, Lawrence. President Trujillo: His work and the Dominican Republic. Santiago: Editorial El Diario, 1941. Ferreras, Ramon. Trujillo : 20 aà ±os despues. N.p.: n.p., 1981. Roorda, Eric. The Dicator Next Door. London: Duke UP, 1998. Sagas, Ernesto. The Dominican People: A Documentary History. Princeton: Markus Weiner, 2003.

Principles of Democracy Essay

1. Bill of Rights This document explains guaranteed freedoms to all people in the country and gives limited power to the government. It protects the people from a government who try to abuse its power. 2. Economic Freedom Economic freedom allows some private ownership of property and businesses. People are allowed to choose their own work and to join labor union. 3. Equality Equality is having all individuals valued equally, have equal opportunities, and no discrimination of their race, religion, ethnicity, gender, or sexual orientation. All people are equal before the law and have equal protection of the law without discrimination. 4. Human Rights Movement: Everyone has the right to move within the borders of their country and to leave and return to his or her country. Religion: Everyone has the freedom of thought, conscience, and religion. The people can change their religion or not worship or hold religious beliefs. Speech: Everyone has the right to freedom of opinion and expression. Assembly: Everyone has the right to freedom of opinion and expression. 5. Multi-Party Systems A multi-party system allows for organized opposition to the party that wins the election. It provides the government with different viewpoints on issues and provides voters with a choice of candidates, parties, and policies. 6. Regular Free and Fair Elections Elected officials are chosen by the people in a free and fair manner. Regardless of the people’s race, gender, ethnicity, and level of wealth, most adult citizens should have the right to vote and to run for office. 7. The Rule of Law No one is above the law. Everyone must obey the law and will be held accountable if they violate it including a king, president, police officer, or member of the military.

The Typical Diet of Sea Otters

Sea otters live in the Pacific Ocean and are found in Russia, Alaska, Washington state and California. These furry marine mammals are one of only a few marine animals known  to use tools to obtain their food. A Sea Otters Diet Sea otters eat a wide variety of prey, including marine invertebrates such as echinoderms (sea stars and sea urchins), crustaceans (e.g., crabs), cephalopods (e.g., squid), bivalves  (clams, mussels, abalone), gastropods (snails), and chitons. How Do Sea Otters Eat? Sea otters obtain their food by diving. Using their webbed feet, which are well adapted for swimming, sea otters can dive more than 200 feet and stay underwater for up to 5 minutes. Sea otters can sense prey using their whiskers. They also use their agile front paws to find and grasp their prey. Sea otters are one of the only mammals  that are been known to use tools to obtain and eat their prey. They can use a rock to dislodge mollusks and urchins from the rocks where they are attached. Once at the surface, they often eat by placing the food on their stomachs, and then placing a rock on their stomachs and then smashing the prey on the rock to open it and get at the flesh inside. Prey Preferences Individual otters in an area seem to have different prey preferences.  A study in California found that among an otter population, different otters specialized in diving at different depths to find different prey items. There are deep-diving otters that eat benthic organisms such as urchins, crabs, and abalone, medium-diving otters that forage for clams and worms and others that feed at the surface on organisms such as snails. These dietary preferences may also make certain otters susceptible to disease. For example, sea otters eating snails in Monterey Bay appear more likely to contract Toxoplama gondii, a parasite found in cat feces. Storage Compartments Sea otters have loose skin and baggy pockets underneath their forelimbs. They can store extra food, and rocks used as tools, in these pockets. Impacts on the Ecosystem Sea otters have a high metabolic rate (that is, they use a high amount of energy) that is 2-3 times that of other mammals their size. Sea otters eat about 20-30% of their body weight each day. Otters weigh 35-90 pounds (males weigh more than females). So, a 50-pound otter would need to eat about 10-15 pounds of food per day. The food sea otters eat can impact the entire ecosystem in which they live. Sea otters have been found to play a pivotal role in the habitat and marine life that inhabit a kelp forest. In a kelp forest, sea urchins can graze on the kelp and eat their holdfasts, resulting in deforesting the kelp from an area. But if sea otters are abundant, they eat sea urchins and keep the urchin population in check, which allows kelp to flourish. This, in turn, provides shelter for sea otter pups and a variety of other marine life, including fish. This allows other marine, and even terrestrial animals, to have abundant amounts of prey. Sources: Estes, J.A., Smith, N.S., and J.F. Palmisano. 1978. Sea otter predation and community organization in the Western Aleutian Islands, Alaska. Ecology 59(4):822-833.Johnson, C.K.,  Tinker, M.T., Estes, J.A., Conrad, P.A., Staedler, M., Miller, M.A., Jessup, D.A. and Mazet, J.A.K. 2009. Prey choice and habitat use drive sea otter pathogen exposure in a resource-limited coastal system. Proceedings of the National Academy of Sciences 106(7):2242-2247Laustsen, Paul. 2008. Alaskas Sea-Otter Decline Affects Health of Kelp Forests and Diet of Eagles. USGS.Newsome, S.D.,  M.T. Tinker, D.H. Monson, O.T. Oftedal, K. Ralls, M. Staedler, M.L. Fogel, and J.A. Estes.  2009. Using stable isotopes to investigate individual diet specialization in California sea otters (Enhydra lutris nereis) Ecology 90: 961-974.Righthand, J. 2011. Otters: The Picky Eaters of the Pacific. Smithsonian Magazine.Sea Otters. Vancouver Aquarium.The Marine Mammal Center. Animal Classification: Sea Otter.