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