Child Maltreatment, Implementation, Opioid Use Disorder, Peer Recovery Supporters, Substance Use Disorder
Conditions
Brief summary
The goal of this study is to test whether the CrOss System Technical Assistance for Retaining Staff (COSTARS) supervision leadership institute can promote workforce stability and improved implementation outcomes within the Ohio START child welfare program. The main questions it aims to answer are: * Among supervisors, caseworkers, and family peer mentors, what is the effect of COSTARS on staff retention and perceptions of the work environment? * What is the effect of COSTARS on service timeliness, implementation fidelity, and parent outcomes within Ohio START? Researchers will compare public children services agencies implementing COSTARS to those implementing supervision practices as usual to see if there are differences between groups in the outcomes described above. Participating supervisors will: * Complete a 6-hour training workshop in the FOCUS model of supervision. * Participate in monthly group coaching sessions with other supervisors, for approximately one year. * Receive individualized feedback from coaches about their supervision performance.
Interventions
OTHERCOSTARS
CrOss System Technical Assistance for Retaining Staff (COSTARS) is designed to help child welfare supervisors support the case workers and family peer mentors on their teams so that they can deliver programs like Ohio START to families affected by substance use disorder. COSTARS will deliver personalized coaching support to child welfare supervisors by a pair of coaches: one with child welfare expertise and one with lived recovery/child welfare experience. Supervisors will participate in a group training that emphasizes supportive supervision practices, and then receive up to two years of ongoing coaching support that involves monthly calls, and written feedback based on recorded supervision sessions.
Implementation as Usual includes training on the model, monthly technical assistance calls focused on model fidelity, regular audits of programmatic data, and monthly group calls with implementers from across the state.
Sponsors
Alicia Bunger
Study design
Allocation
RANDOMIZED
Intervention model
CROSSOVER
Primary purpose
HEALTH_SERVICES_RESEARCH
Masking
NONE
Eligibility
Sex/Gender
ALL
Age
18 Years to No maximum
Healthy volunteers
Yes
Inclusion criteria
* Adults employed as supervisors in child welfare agencies who are leading teams of case workers and family peer mentors as part of Ohio START implementation.
Exclusion criteria
* Not involved in Ohio START
Design outcomes
Primary
| Measure | Time frame | Description |
|---|---|---|
| Change Over Time in Employee Intention to Leave Position, as Assessed by the Turnover Intention Scale (TIS-6) | Collected at Baseline, Year 2, Year 3, Year 4, and Year 5 | The Turnover Intention Scale (TIS-6) measures the degree to which an employee intends to leave their job. |
| Change Over Time in Staff Retention | Collected at Baseline, Year 2, Year 3, Year 4, Year 5 | Number of months family peer mentors and caseworkers serve in their position. |
Secondary
| Measure | Time frame | Description |
|---|---|---|
| Change Over Time in Service Timeliness | Collected from administrative records at Baseline, Year 2, Year 3, Year 4, and Year 5. | Count of days to receive: * Family peer mentor visit * Substance use disorder assessment * First substance use disorder treatment |
| Change Over Time in Implementation Fidelity | Collected from administrative records at Baseline, Year 2, Year 3, Year 4, and Year 5. | Delivery of START model components. * Family peer mentor visit, any substance use disorder treatment, medically assisted treatment (binary) * Total number of substance use disorder treatment sessions received (count) |
| Change Over Time in Program Completion Rate | Collected from administrative records at Baseline, Year 2, Year 3, Year 4, and Year 5. | Administrative records indicate parent discharge reason as "completed the family case plan" (binary) |
| Change Over Time in Family Reunification Rates | Collected from administrative records at Baseline, Year 2, Year 3, Year 4, and Year 5. | At the time of child welfare case close, proportion of child(ren) who are living with family. |
| Change Over Time in Perceived Stigma as assessed by the Child Welfare Worker Attitudes about Addiction Scale | Collected at Baseline, Year 2, Year 3, Year 4, and Year 5 | This scale contains 13 items rated along a 6-point scale from 0 = strongly disagree to 6 = strongly agree |
| Change Over Time in Role Clarity as Assessed by the Role Conflict-Role Ambiguity Scale | Collected at Baseline, Year 2, Year 3, Year 4, and Year 5 | This scale contains 14 items that measure the degree to which respondents perceive that there is conflict or incongruence (8 items; role conflict) and uncertainty in what is expected of them in their role (6-items, role ambiguity). Participants rate each statement on a 7-point scale (1=Very false, 7=Very true) |
| Change Over Time in Implementation Leadership as Assessed by the Implementation Leadership Scale (ILS) | Collected at Baseline, Year 2, Year 3, Year 4, and Year 5 | The Implementation Leadership Scale (ILS) measures the degree to which those in leadership positions support or hinder the process of implementation. This scale contains four subscales (proactive, knowledgeable, supportive, and perseverant leadership) measured using 12 items that are rated on a 5-point scale from 0=not at all to 4=very great extent. |
| Change Over Time in Implementation Climate as assessed using a 9-item scale | Collected at Baseline, Year 2, Year 3, Year 4, and Year 5 | The degree to which START is perceived to be expected, supported, and rewarded within the systems will be assessed using a 9-item scale that assesses innovation supports, expectations, and rewards. Items are rated on a 5-point scale from 1=disagree to 5=agree. |
| Change Over Time in Job Satisfaction as Assessed by the Job Satisfaction Survey (JSS) | Collected at Baseline, Year 2, Year 3, Year 4, and Year 5 | This survey was developed for use in human service and public organizations and contains 36 items that reflect satisfaction with 9 job dimensions: pay, benefits, contingent rewards, promotion opportunities, supervision, nature of the work, communication, coworkers, and work conditions. Items are rated on a 6-point scale from 1=disagree very much to 6=agree very much. The JSS is one of the few job satisfaction scales with evidence of validity and reliability. |
Countries
United States
Outcome results
None listed