Managing for Outcomes in Child Welfare

Abstract

Child welfare organizations are increasingly held accountable for the work they perform through the evaluation of performance data. Outcome measures are designed to evaluate the result of a service or intervention, while process measures track adherence to critical procedures rather than focusing on the end result. Without numbers, there is no objective method for knowing where to target quality improvement efforts. It is by evaluating data that potential problems may be identified and analyzed to see whether or not there truly are problems that must be addressed. Since numbers cannot tell the whole story, this information is supplemented with qualitative information such as subject matter knowledge and feedback, case file reviews, and interviews with clients and community stakeholders.

At the first mention of “outcomes” and “data,” some child welfare professionals become wary. They may be uncomfortable with technology or data and fear that the information that is collected and analyzed will not adequately represent the work they do with children, families, and the courts. An additional concern is that the nature of child welfare case management does not lend itself to outcome monitoring because the situation of each child and family is unique, and child welfare staff have no control over the issues and challenges that a family may have when they present for service.

Child welfare services demand accountability, and in an increasingly data-driven environment, staff of child welfare agencies are being held accountable to outcome-based performance more than ever. Performance tools and data serve a purpose beyond just reporting and monitoring. Data can be used to inform and improve practice, with the ultimate result of improving outcomes for children. Agencies with cultures that embrace continuous improvement and feedback from all levels of the organization will be most able to utilize information to their advantage and respond to changes in their environment.