Referenews

I think the Department of Children & Family Services has to navigate a tough balance: On one hand, you want what is best for the child. But on the other, you have to respect the family and make sure that government involvement in that family is going to create the best outcome for the child. These judgment calls require careful decision making, time and resources that case workers are too often not given.

I think the one thing that would benefit DCFS the most is building a culture of reflective leadership.

Reflective leadership is characterized by three important skills: self-awareness, careful observation and flexible response. Up and down the management chain there should be leaders who empower their fellow workers by being aware of their own limitations, asking questions and being comfortable letting people know when they need help.

It is my sense that front-line child welfare workers do not feel like they are part of a team, or that there is a team on which they can rely for support and assistance. The result is quicksand for the welfare worker: problems get deeper and deeper as the workers fear asking for help while trying to cover for their deficiencies (time, mental well-being, skill, an automobile, etc.).

Building this culture won’t happen overnight, but the potential results are more engaged workers who see themselves as part of a team that are supported as they make these hard decisions for children and their families.

Even in highly compensated fields, people do not want to work in a place where they do not feel empowered and valued, and if they do take a job, it is only for as long as it takes for them to find another one. Fixing the culture, and removing problem employees where they negatively impact culture, is one way to right the ship.

And part of fixing the culture is giving workers the resources to adequately do their job. Lift the state restriction of 99 miles for reimbursement of a personal auto and/or assign workers state cars so that they do not have to fight for a vehicle to do their job. Restructure assignments and install a maximum hour rule so that they are not continually working extraordinarily long hours.

Culture, compensation and resources will go a long way toward recruiting workers who genuinely care about their work.

Susan East Nelson is executive director of the Louisiana Partnership for Children and Families.