1

1. New photograph policy (home inspections) for all workers to take pictures of each visit in
homes. Eliminate and return to licensing folks. Have licensing be the responsible part as they
were before and it worked.
Contrary to this assertion, permanency workers are not required to take pictures of foster
homes at each home visit. Rather, permanency workers are only required to take pictures of
the home when completing the Out-of-Home Safety checklist, which should occur
approximately 4 times per year.
SEIUs suggestion, as phrased above, overlaps three different policies, which for clarification are
summarized as follows:
A) Current and Prior Licensing Workers Policy --- For several years licensing workers have been
responsible for taking pictures of licensed homes both at the time of licensure and during
the annual licensing home inspection.
B) Current and Prior Permanency Workers Policy --- Permanency workers are required to make
in-home visits every month.
C) New Photographic Policy for Permanency Workers --- Since 2009, Permanency policies for
the department have required that case managers complete, every three months, an Out-
of-home Safety checklist for all children placed in out-of-home care. An Out-of-Home Safety
Checklist is also required when a child is moved into a new placement; and/or when a case
manager has concern about a childs safety in the home. The new policy referenced by SEIU
requires permanency workers to take photographs when completing these safety checklists.
The new policy (See C above) is a safety improvement that provides a more complete Out-of-
home Safety checklist process and provides the supervisor with the ability to review the
conditions of the home through pictures.
The pictures taken by permanency case managers coupled with licensing photos ensure the
conditions of a home are documented year round. Additionally, the pictures provide good
visuals for supervisors who approve the Out-of-Home Safety checklists. An additional positive
result of the pictures has been the ability to obtain search warrants for law enforcement
agencies. Recently, routine household items and other evidence depicted were able to support
claims made by children during investigatory interviews and supported the need for search
warrants.
It has been suggested that permanency workers be relieved of the obligation to take
pictures during the Out-of-Home Safety check and that pictures only be taken by licensing
staff. This will not work without substantially increasing licensing staff. Licensing staff that
support the renewals of licensed foster homes carry an average caseload of 125 homes per
worker. It is unrealistic to assume that those staff can visit every home they support on a
quarterly basis.

2

2. Develop a transparent assignment and transfer process allow permanents to promote

Department management has indicated a willingness to explore and implement a reassignment
process for DFS staff. In fact, the Labor Management Committee agreed to create a department
reassignment process in early 2013. The goal behind this process was to encourage staff
mobility and professional growth and development. A working subcommittee of LMC was
established and subsequently met on 2 occasions. The committee work was never finalized, but
department management continues to be open to the development of a process that recognizes
the desires of staff while incorporating training and performance standards.

In the interim, department management has offered many opportunities for reassignments and
transfers, which have allowed staff to move among program areas. In 2013-2014, DFS
management provided 35 reassignment opportunities to staff. Those opportunities were
presented to staff via e-mail, department newsletters, and the DFS intranet site. Interested staff
are encouraged to submit a short request form, and every staff member who submits the form
is interviewed by supervisors or managers for consideration.

DFS staff is also routinely provided opportunities to promote within the department, which
frequently allows employees to move from one program area to another. In 2013-2014 a
combined total of 99 existing DFS employees promoted to higher classified positions.

Although management is willing to consider a policy related to staff reassignments, there has to
be a balance between the desires of staff and the effect a reassignment may have on caseloads
and the lives of the children and families we serve.

3. Reinstate accrual of comp time
When employees work overtime, they receive pay at time and a half for hours worked, or they
receive time off in lieu of compensation at a rate of 1 hours for each hour worked (i.e. comp
time).

In the summer of 2013, DFS conducted a study of compensatory time for the entire department
and found that compensatory time accruals and usage were making it difficult to manage
workload. For example, 9 CPS investigators at one site accrued 1,859 hours of compensatory
time in a 9-month periodor an average of 206 hours per person. Additionally, the total
number of hours the 9 investigators were absent (including compensatory time, annual leave,
and sick leave) equated to 2,782 hours, or on average 309 hours per investigator. On average
each investigator was off work approximately 3 months out of the 9-month review period. The
study also showed that investigators who utilized less time off carried higher caseloads.

As a result of the study, in September of 2013 DFS management restricted (not eliminated) the
accrual of compensatory time and required management approval of all comp time. Generally
comp time is available when the extra work hours were mandated by the department or
3

occurred on a holiday. Subsequent to these changes being implemented, both compensatory
time accruals and absenteeism dropped dramatically. By 2013, for the CPS units studied,
compensatory time accruals were reduced by 87% and overall absenteeism by 27%. Similar
analysis was later completed department-wide and all resulted in similar findings.
As of August 1, 2013, DFS carried a total balance of 24,501 hours of compensatory time. Today,
DFS carries a total balance of 13,392 hours of compensatory time, which represents a 45%
reduction in DFS comp time balances in a little over 14 months.
If the former practice of accruing comp time were reinstated, as has been suggested,
productivity would most certainly decline and employee caseloads would become more difficult
to manage.
4. Change policy that a caseworker must make a number of home visits yet dont consider or
count educational visits IEPs, CFTs, etc. Becomes time consuming and quality is sometimes
more in other settings.

If the SEIUs recommendation is to reduce the number of required in-home visits, then there are
some potential safety issues. Conversations and discussions directly with foster parents and
caregivers and observing the conditions of a childs home are vital to ensuring safety,
permanency and well-being, accordingly a reduction of these home visits may be counter-
productive to childrens safety. While case managers are required to visit children in the home,
this does not prevent them from also meeting with the child in other locations.

5. Change back to former hiring job descriptions rather than the Family Services Specialist title
solution: Fill with qualified people from social work, criminal justice

DFS management is unaware of any data or research that indicates individuals with social work
or criminal justice degrees provide better services for children and families. In fact, within DFS
we have many excellent investigators and case managers who have degrees in fields other than
those specified above.

The primary reason for expanding degree requirements for the Family Services Specialist
classification in 2001 centered on the departments struggle to recruit a sufficient number of
qualified candidates and to fill vacant positions with qualified individuals in a timely manner. In
2009, DFS had approximately 300 qualified applicants for the Family Services Specialist
recruitment. The relatively small size of qualified applicants made it difficult for DFS to fill vacant
positions in a timely fashion, which put a bigger strain on existing staff to manager caseload.
Since expanding the minimum requirements for the Family Services Specialist classification, DFS
has made improvements in filling vacant positions with what we believe are highly qualified
candidates, and doing so in a timely fashion. For example, in the most recent recruitment in
2013 the department had 650 qualified applicants, again compared to 300 qualified candidates
in 2009.
4

Additionally, prior to expanding the minimum educational requirements beyond social work and
criminal justice degrees, DFS was unable to qualify what the department felt were exceptional
candidates out of neighboring states. Some candidates at that time had over twenty years of
experience working in child protective services systems in California, but were disqualified in our
recruitments because their degrees were in education.

If DFS were to revert back to only accepting applications from those with criminal justice or
social work degrees, the result would be smaller applicant pools and higher employee caseloads
resulting from positions sitting vacant longer.

6. Caseloads
a. Solution a: Do a paperwork or time work study for case workers, including reviewing
policies not mandated by state law,

We are not sure what DFS policies not mandated by state law SEIU believes serve no
safety purpose for children or employees. If SEIU believes staff is required to spend too
much time on any particular function we would be open to renewing those areas with them.

Our policies are largely employee driven. Subject matter experts from across all DFS
program areas form the groups that vet existing policies and make recommendations for
revisions. To the degree that there are policy revisions that employees believe need to be
made and that are in the best interests of the children and families we serve we would love
to hear about them. All employees are encouraged to participate in the ongoing
opportunities that exist around policy development and revision.

b. Solution b: Cease for a period of time any requirements that exceed federal state
mandates. Example: Policy close cases in 35, but law is 45

It is state-wide policy, not law, that requires CPS investigations to be closed within 45 days.
NAC 432B.400, however, does require that child welfare agencies develop written case
plans for children within 45 days after the date in which the child is removed from the
home.

This case planning requirement is, in part, why DFS has set the CPS closure requirement at
30 days instead of 45 days. Case plans cannot be adequately developed and completed in
absence of a completed CPS investigation. By requiring the closure at 30 days, it enables
staff to prepare the written case plan within 45 days.

If the policy or practice were lifted, the department would likely not meet State policy or
regulation requirements and would have cases linger in the system creating higher active
caseloads. Delayed case closure ultimately means more ongoing service work for CPS
investigators and delays service provision to children and families. Our shared goal should
5

be to move children and families as quickly and comprehensively through an investigative
process so that the work toward family reunification and child permanency can begin.

DFS management has always acknowledged that increased work volume can create
challenges and barriers to timely case closure. But, we also do not believe that the standard
for timelines should be reduced as a result.

c. Solution c: Assign part-time persons to take people to drug tests, meetings and hire them
for set schedules 12 to 4 or 8 to 1

We agreed and in November 2013 we created part-time positions for CPS to serve in this
capacity, among others. If SEIU believes there should be more part-time hourlies, we are
open to exploring this option. There are currently 19 part-time workers in CPS that serve as
case aids to CPS investigators. The approved work tasks for these individuals includes the
ability to assist with transportation, drug testing, and appointment scheduling.

7. How to better/more timely close cases

DFS management is open to hearing any ideas and suggestions the union might have as to how
they believe this could best be accomplished while still meeting operational needs.

8. EAP is available county-wide but a crisis team for injured employees, employees involved in
child deaths, accidents is a solution for this unique area

We agree and the department will establish a crisis team for employees, with DFS clinical staff
taking the lead. The department is in the process of developing an internal Critical Incident
Stress Debriefing (CISD) team. This is a specific, 7-phase, small-group, supportive crisis
intervention process. It is one of many crisis intervention techniques, which are included under
the umbrella of a Critical Incident Stress Management program. It is a supportive, crisis-focused
discussion of a traumatic event. Management believes this crisis-team can be established
without any noticeable impact on caseloads.

We are currently planning to send staff to program-related training and have identified two
potential training options:

Send a team of 5 to 8 participants to the next International Critical Incident Stress
Foundation Conference (ICISF), which is scheduled from December 3-5, 2014 in San
Diego, Calif.
The second option is to have an ICISF-approved instructor conduct local training
after January 1, 2015. This would require us to pay for a minimum of 15 participants
whether or not we send 15.

6

9. Pursue state waiver for Child Haven as a child care facility

SEIU members presented their petition to the Board of County Commissioners on August 5.
Later on that same agenda there was a presentation on Child Haven and during that
presentation the Commission directed the department to explore options to change how Child
Haven is licensed, and if necessary craft a legislative proposal to do so. DFS is in the process of
pursuing a licensing waiver for Child Haven and has submitted a letter of request to the State of
Nevada Division of Health Care and Quality Compliance. In fact the Commission on August 19,
2014 approved a BDR to do exactly this.

It is important to keep in mind that a long-term placement in a congregate care setting is
generally not in a childs best interest.

10. Look at kinship caregivers not getting paid if they dont wish to be licensed. Still should get
some support. Check divorce waiver (adoption)

Unlicensed Caregivers: Historically, unlicensed relative caregivers have not been compensated.
In absence of a license, DFS cannot claim any federal funding for payments made to unlicensed
caregivers. So, any payments made would be solely from the general fund (either County or
State). Currently, the State block grant is fully expended and there would be no additional state
revenues to offset this additional expense; so more than likely costs would divert to the County
general fund. Paying unlicensed relatives at the full foster parent reimbursement rate would, at
minimum, cost an additional $600,000 per year. That cost, however, could go as high as $2
million because as relatives became aware that payments may be made in the absence of
licensure many, if not all, would opt out of that process. As this occurred, the federal funding
we currently receive would decline in commensurate proportion to the unlicensed caregiver
population. We also believe that while the licensing process takes time and work, maintaining
and complying with the licensing regulations helps to establish quality home environments for
the safety of children.

Divorce Waiver: Some states allow married people to adopt individually by allowing a spouse to
sign a waiver. NAC 127.235, however, requires DFS to verify all records regarding marriage,
divorce and the death of a spouse. Further, NAC 127.240 states an adoption application must be
denied if the adoption applicant is married but their spouse has not also joined the application
for adoption. This issue has been contested in court multiple time, but the regulation remains
as-is, and the courts will not allow adoptions to proceed under this circumstance.

11. Training SIPS need more. MANDT some instructional memos via Internet; really need
interactive. Supervisors need more training on how to manage and supervise people. Cross
training with community partners CCSD, health nurses, etc. Lack of trauma training at Child
Haven.

7

DFS management recognizes the importance of offering training regularly and routinely in a
variety of modalities. SIPS training has been and will continue to be offered throughout the year
for staff as part of a three-year contract with Action for Child Protection. In addition to SIPS
training, DFS management is also requiring that the consultants be available for coaching and
mentoring staff on a weekly basis to ensure employees have a solid understanding of the
enhanced safety practice model.

MANDT training is specific to Child Haven staff and is not offered via the Internet. MANDT
training is offered in a classroom setting and teaches how to manage aggressive and non-
aggressive behaviors. The department recently offered an online training entitled Working Safe
Working Smart. Staff have provided feedback that they would also like to receive this training
in person. That training option will be offered moving forward.

The department has continued to offer training to case managers and supervisory staff. In
September 2013, all Permanency staff, including supervisors and managers, were required to
attend training relating to the implementation of the instructional memorandum regarding the
Out-of-home Safety checklist.

In 2013, the department offered a 1-day leadership conference geared specifically to
supervisors and all supervisors and managers were required to attend. Training topics include
but are not limited to:
Making You Matter Compassion Fatigue
Fostering Positive Interactions

Additional training is required for all new supervisors through the Nevada Partnership for
Training. This 6-week training program is also available as a refresher to existing supervisors,
which includes but is not limited to:
Effective Leadership: Making the Transition from Family Services Specialist to
Supervisor.
Building the Foundation for Staff Performance

DFS has started to develop a training calendar for 2015 that includes another leadership
conference, additional supervisory training specifically related to Human Resource topics, and
additional supervisory training through the Nevada Partnerships for Training.

DFS management believes training conducted in the department equals or exceeds training
received in other child welfare agencies, but we are open to the feedback of staff for
improvements. As might be expected, however, we must continually balance the need for
training with our caseload demands.

12. ZIP code policy still based on where original parent lived, antiquated

DFS management is open to suggestions to improve case assignment processes. Currently,
Intake assigns cases to the CPS units based on the familys ZIP code when the report is taken,
unless the report involves allegations of sexual abuse or involves major trauma to a child
younger than 6. These specialty cases are assigned to specialized CPS units despite ZIP codes.
Once the case is transferred to in-home or permanency, the case is assigned to those units using
8

the parents address. Its important to note that case assignment also impacts court assignment
and the caseload of the District Attorney assigned to represent DFS. So any suggested changes
would need to be a collaborative effort with those entities.

13. Metro MOU need them to respond in a reciprocal agreement when called by our workers
(only a one-way street right now)

Its our practice and it is our goal for CPS to respond in 30 minutes or less when Metro calls. We
are happy to ask Metro to do the same though we also recognize the significant public safety
demands within our community placed on Metro officers every day.
OTHER ISSUES
Can we pay for attorney fees up front for adoption?
DFS does pay attorney fees for adoptions up front. In 2013-2014, DFS paid more than $150,000
in adoption expenses to attorneys and adoptive families. In addition, when someone is adopting
a special needs child theyre reimbursed up to $250 per child for fees related to finalizing the
adoption including attorney fees. Providing these subsidies speeds up the process and
permanency, for children and families.
Some security folks claim they are there to protect building not people
The primary responsibility of security guards is to protect employees, and anyone else who is in
the building, along with ensuring the facilities are being closely monitored, according to the
contract. In the event some security employees are unsure or confused about their roles, the
department will advise them accordingly.