DSS - DHHS MOU 6-6-22 - Laserfiche WebLink

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C. Legislative Changes The proposed legislative actions address preliminary key changes needed to transform our social services and child welfare systems and are responsive to the preliminary recommendations identified in the CSF report and Stage Two of the SSWG report. Examples include: • Supporting the adoption of the child fatality review process recommendations made by the Child Fatality Review Taskforce. • Protecting children by enhancing the scope and depth of background checks for employees of child caring institutions, pursuant to the Family First Prevention Services Act. • Ensuring compliance with the Multi-Ethnic Placement Act to ensure placements for children are not denied or delayed due to race or ethnicity. • Expanding scholarships for post-secondary education for youth who age out of foster care to include those exiting from the Guardianship Assistance Program. • Including a statutory provision that offers increased training opportunities for Social Services Boards. • Conducting a feasibility and cost study of a proposed child support tribunal with dedicated court officers to hear child support matters using quasi-judicial procedures. • Amending state laws and delegating authority to DHHS and the Social Services Commission to better address conflicts of interest in casework related to services provided by county departments of social services. • Undertaking a study to address the transferring of adult guardianship cases from DHHS to counties. The study and recommendations should address equitable distribution of slots and funds, capacity needs of counties to manage the cases, as well as any necessary legislative changes. D. Other Key Enablers of Improved Child Welfare and Social Services COUNTY STAFFING CAPACITY Many county departments of social services have significant staff challenges that negatively impact the provision of quality, timely services to citizens. A feasibility and cost study is recommended to establish caseload range guidelines, pay scales, a funding equity formula and salary pool for county child welfare and social services staff. WORKFORCE DEVELOPMENT, RECRUITMENT AND RETENTION A competent workforce is essential for improving outcomes for children and families. Counties face significant challenges with recruiting, training and retaining qualified employees at all levels. To achieve a high-quality social services system with consistent practices across the state, counties need strong leaders committed to developing relationships across county lines, building and supporting excellent staff, and following law and policy closely. It is recommended that DHHS, in collaboration with the Department of Commerce, the Office of State Human Resources, a state public university partner, and key stakeholder groups, study and recommend a workforce development model for key positions in county departments of social services, regional offices and central offices. STAT(y'F, NC DEPARTMENT OF - _; HEALTH AND NC Department of Health and Human Services • www.ncdhhs.gov HUMAN SERVICES NCDHHS is an equal opportunity employer and provider. • 5/2022 3013