{"id":31751,"date":"2020-04-15T19:02:30","date_gmt":"2020-04-15T19:02:30","guid":{"rendered":"https:\/\/caseyfamilyv2.wpengine.com\/arizona-safely-reduce-backlog\/"},"modified":"2026-05-13T17:57:53","modified_gmt":"2026-05-13T17:57:53","slug":"arizona-reduce-de-forma-segura-el-retraso-acumulado","status":"publish","type":"post","link":"https:\/\/www.casey.org\/es\/arizona-safely-reduce-backlog\/","title":{"rendered":"\u00bfC\u00f3mo redujo Arizona de manera segura su acumulaci\u00f3n de investigaciones?"},"content":{"rendered":"
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In April 2015, Arizona\u2019s Department of Child Safety (DCS) faced an enormous investigation backlog, with 33,245 open reports of child maltreatment. In a state that averages about 4,000 reports per month, the number of open reports was equivalent to eight months of work. The backlog put children at risk, left families in limbo, and increased pressure on agency staff and leaders. A multitude of factors contributed to the backlog, and an intensive, multi-pronged strategy was required to address it. Over the course of two years, DCS strategically worked through its backlog and by August 2017, the number of open reports had fallen to about 5,500.1<\/sup><\/a><\/span><\/p>\n<\/div>\n \n \n \n <\/div>\n<\/div>\n\n\n

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The local context<\/h2>\n \n \n \n

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DCS\u2019 backlog had been growing for many years. State leaders attributed it to inefficient processes, staff turnover, burdensome documentation requirements, and lack of consistent practices. Legislation passed in 2014 created the Department of Child Safety pulling the child welfare agency out of the Department of Economic Security, which meant that child welfare leaders and staff faced the added challenge of getting a new department up and running.<\/span><\/p>\n

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In addition, <\/span>Arizona\u2019s population had grown dramatically<\/span><\/a> during this period. As the overall child population increased, so did the number of maltreatment reports. Between 2010 and 2014, DCS experienced a <\/span>44% increase<\/span><\/a> in the number of maltreatment reports, particularly those involving allegations of neglect. This, coupled with a decrease in the number of caseworkers and supervisors due to the economic downturn, <\/span>contributed to the growth of the backlog<\/span><\/a>.<\/span><\/p>\n

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Preparation to address the backlog<\/h2>\n \n \n \n

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As part of the 2014 legislation establishing DCS,2<\/sup><\/a> independent consultant Chapin Hall Center for Children conducted a review of Arizona\u2019s child safety system. Findings from the review helped to identify the root causes of the backlog, including operational ambiguities in the hotline decision-making process. To address the identified issues and drive the change necessary to reduce the backlog, new management processes were developed beginning in 2015. A workgroup was established to oversee implementation of the new processes, which were partially informed by <\/span>learning from the experiences of other child welfare agencies<\/span><\/a> and included five subcommittees to address specific issues: <\/span><\/p>\n

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  1. \u00a0Increase the accuracy of referral categorization at the hotline<\/b>;<\/span><\/li>\n
  2. Implement targeted prevention strategies<\/b> to reduce the need for DCS intervention;<\/span><\/li>\n
  3. Create manageable workloads<\/b>;<\/span><\/li>\n
  4. Increase accuracy of safety and risk assessments <\/b>during investigations;<\/span><\/li>\n
  5. Reduce the number of inactive cases<\/b>.<\/span><\/li>\n<\/ol>\n
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    1. <\/li>\n<\/ol>\n

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      Each task developed by the workgroup and its subcommittees was assigned an executive leader and a deadline, and the status of all five tasks was reviewed at weekly status meetings. Recognizing that each region struggled with a different constellation of issues contributing to the backlog, each region developed a specific plan within the context of the overall statewide plan to reduce overdue investigations, and, as appropriate, shared successful strategies back with the other regions.<\/span><\/p>\n<\/div>\n \n \n \n <\/div>\n<\/div>\n\n\n

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      One of the primary reasons we\u2019re able to sustain our performance is the energy and effort we put in at the hotline to ensure that our screen-in rate is appropriate, and we have a secondary quality control for anything that\u2019s not screened in.<\/p>\n<\/blockquote>\n

      — Michael Faust, Arizona Department of Child Safety<\/cite><\/figcaption>\n <\/div>\n\n <\/div>\n<\/figure>\n\n\n
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      Intensive backlog reduction strategies<\/h2>\n \n \n \n

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      To reduce its backlog, DCS implemented several strategies and continues to employ many of them today.<\/span><\/p>\n

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      Revise hotline screening processes<\/b><\/h3>\n

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      Arizona began by significantly revamping hotline screening processes. Chapin Hall\u2019s 2015 <\/span>review<\/span><\/a> found that decision-making protocols related to reporting and investigation were not being used regularly and that the hotline\u2019s safety priority matrix was unclear. Hotline staff had a great deal of discretion on cases of neglect, and they tended to err on the side of caution, setting a higher priority level than the cases required. As a result, caseworkers were being sent out to investigate families unnecessarily. <\/span><\/p>\n

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      Arizona developed a clear <\/span>hotline<\/span><\/a> decision tool that includes specific examples of maltreatment and summaries of relevant legal statutes. In addition, the tool collects information on vulnerability, such as young age or mental\/cognitive disability, and guides staff through the determination of priority level. Hotline staff also received coaching to increase interrater reliability. As a result, the screen-in rate for investigations decreased from 70% to about 55%.3<\/sup><\/a> Calls that are screened out undergo a secondary quality control process to ensure that cases that should be investigated are not incorrectly being screened out.<\/span><\/p>\n

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      Assess and address children\u2019s safety immediately<\/b><\/h3>\n

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      In cases where a report is accepted for investigation, Arizona requires investigators to make a safety determination and document the finding within 48 hours of seeing the child. If the child is determined to be unsafe, the investigator documents the safety plan, such as moving the alleged perpetrator outside the home or moving another caregiver into the home. The investigation may still be in process, but child safety is assessed and addressed immediately.<\/span><\/p>\n

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      Triage overdue investigations<\/b><\/h3>\n

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      When Arizona was beginning its backlog reduction, reports over 60 days old were triaged based on vulnerability and date of report receipt. Children age 5 and younger, substance exposed infants, families experiencing domestic violence or substance use issues, and children with diminished physical or mental capacity received the highest priority. In addition, given that more recent reports were considered to present the greatest risk of continuing maltreatment, reports that were two to six months old received the highest priority, followed by those that were six to 12 months old, 12 to 18 months old, or more than 18 months old. <\/span><\/p>\n

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      Use data to target resources<\/b><\/h3>\n

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      When Arizona started its backlog reduction, timely data were not available to staff on a regular basis to inform decision-making.<\/span><\/p>\n

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      To address this challenge, Arizona developed a set of statewide and regional reports that include weekly and monthly metrics (target and actual) to monitor ongoing hotline work. In addition to metrics on staff vacancies, overtime, the number of children in care, and hotline service (such as average number of seconds to answer the phone call, call duration, and call abandonment rate), the dashboards include metrics specifically related to hotline calls and investigations.<\/span><\/p>\n<\/div>\n \n \n \n <\/div>\n<\/div>\n\n\n

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      Dashboard metrics related to hotline reports:<\/span><\/h3>\n