Welcome to the SHIFT Happens blog! I’m honored you’d take the time to check it out. If you don’t know me, I’m Rachael Kerrick-Brucker. I proudly wear many titles, but professionally, I identify first and foremost as a social worker. Those who know me well, have likely heard me repeatedly say the things I’ll continue to say relentlessly in this space. So, I hope you’re not tired of hearing it. What I do hope you’re tired of, though, is the status quo. I hope you’re frustrated, like me. Because we shouldn’t be okay with what’s happening or not happening in public sector programs, especially in child welfare—the area that occupies a giant space in my heart.
The status quo of how public sector programs, especially child welfare, are approaching policy/practice, technology, and innovation is broken. The policy/practice side is too focused on compliance; the technology side is too concentrated on outdated solutions, and neither communicates with the other—not well, anyway. For one, we don’t speak the same language, and there aren’t many translators to bridge the inherent gaps. It’s a recipe for disaster. But it doesn’t have to be that way. It’s time for something different. And that’s precisely where SHIFT HHS comes in.
Building on my nearly thirty years of experience in the child welfare space, I bring a unique perspective to the table. I’ve been the subject matter expert for technology implementations across several states. My journey to this space, this platform or mountaintop, so to speak, is an organically grown specialty. I never imagined that by completing my MSW (Master of Social Work), I’d land in information technology, yet the road led me right to this space. I’ve lived the disconnect between these sides, so I’m passionate about returning the focus to the part lost between policy and technology, overshadowed by process and compliance. More than a part, it’s the core and what matters most: the people.
The current playbook for child welfare simply isn’t cutting it anymore. Before proposing a new approach, let’s first look at some common misconceptions preventing progress in this space.
Common Misconceptions Hindering Child Welfare Innovation
Public sector programs are ripe for disruption. Just as we’ve seen incredible innovation transform entire industries like cab services (thanks to Uber and Lyft) and reimagined how we work in response to emerging circumstances (like a global pandemic), I believe the same can happen within child welfare. But it starts with dispelling these four common misconceptions:
1. Nothing can be done about it. As there are in all areas, many naysayers out there don’t believe that change is possible. They think we must accept the many shortcomings of current child welfare practices. These folks might point the finger at tight budgets, changing legislation, you name it. This pessimistic attitude ignores how much is still within our power to change, budgetary and legislative challenges aside. Many people who find themselves attracted to public service are the dreamers and doers, the healers and feelers. We are mission-focused, action-oriented, and can identify the tiniest thread of goodness and light beneath colossal darkness and despair. And that’s our superpower. With purposeful attention, something can be done. Many things, in fact. Child welfare innovation starts with simply having the conversation that change must happen. More on this later.
2. Technology will solve it all. Oh, if only it were that simple. Many agencies are spending enormous sums of money to onboard new Comprehensive Child Welfare Information System (CCWIS) technology, but there is no innovation. Why? Because technology vendors are peddling generic, one-size-fits-all technology solutions that aren’t suited to the natural practices of the agencies that they purport to help. Truly purpose-built technology would support evidence-based practice models and require minimal customization. Even this kind of technology, which is starkly different from what I see dominating the market today, is no silver bullet. Technology will always be just one piece of the equation. At its best, we can’t expect technology to fix policy and practice issues. Without rethinking our old-school process issues and simplifying policy and practice, we won’t get close to anything better than a prettier UI. No game-changers here.
3. Technology acumen is best left to the technology people. I’m sorry to be the messenger on this one, as if our child welfare workforce needs more piled on their overfilled plates, but a common denominator in project pitfalls is the passive business voice. IT-led projects are killing the desired mojo we hoped for with CCWIS. I’m not saying IT is not a vital player, but I insist that our business (policy/practice) people must co-pilot. This cannot work any other way. And I’ll go so far as to say to business leaders: You must be informed consumers of technology. Yes, you must keep the kids safe, your workers safe, and keep the legislators off your backs, but you also must have a decent amount of knowledge about the tools and possibilities or empower others in your organization to carry the torch. Otherwise, we will continue to see more of the same for technology: no innovation or process improvements, just overpriced clunkers. How it works currently is like going to a car dealership and asking for the newest model, only to find out you got the functionality and interior of the 2015 model but with a 2024 body shell and sticker price. Yikes!
4. Vulnerability doesn’t belong in the boardroom. Challenging this misconception is where I anticipate getting the most pushback, but I believe it’s a valid and entirely necessary journey toward the SHIFT. Before moving forward, we need the people making decisions about policy, technology, and practice to accept that vulnerability is not a weakness. They must be willing to say, “I’m not sure,” or “I don’t know,” to pave the way for new approaches instead of clamming up, checking out, or digging in their heels. It’s time for those in the boardroom to have hard conversations, open their minds to new perspectives, and keep the most important people (kids/youth, families, and workers) in the forefront of their minds for all decisions. We can’t uncover new ways of being or doing until we are vulnerable enough to admit that maintaining the status quo will not work. Calling all Brené fans…
What is the SHIFT in child welfare?
The SHIFT is fundamentally about change. It’s a call to arms. A new way of thinking. A holistic framework that began with my child welfare lens, so certainly, it’s how we must view the world of child welfare. However, I’ll argue that this framework is transferable to other public programs, particularly HHS/public service programs. I’m also learning through authentic conversations that private industry businesses see the same pitfalls we have in public service. When we dip our toes in the pool of change, we’re all swimming in the same water. Whether your business is insurance or people, the root is well-being and connection.
In child welfare, the SHIFT encompasses an industry-wide transition from welfare to a wellness model. It’s about treating more than symptoms and addressing needs holistically at the inception of our practice, from all angles and across sectors and disciplines. It will require all of us in this space to examine how we operate culturally, programmatically, and in practice. It’s time to stop talking about practice evolution and employ it. The question is – how? It’s a bit like an onion, with so many layers.
When you peel back the layers in child welfare, it comes down to three fundamental and interconnected elements: Workforce development (how we teach, train, and develop professionals), enhanced practice (how we unpack the work, uncomplicate processes, and reimagine service delivery as a ‘people-first’ profession), and innovative technology (purposeful/useful to the users in the industry space, supports engagement, access, and inclusion). Each piece is its own distinct lane but is so intertwined with the others that the only way to address any area is to address all three.
Let’s take a closer look at each element:
1. Workforce Development: For the next generation of child welfare workers to thrive, we must go beyond merely teaching core social values and theories and start also incorporating organizational concepts that they will face in the real world, like overwhelmed, potentially checked-out leadership and the fact that child welfare is never exclusively the responsibility of people devoted to the work. To work effectively, child welfare and wellness is a shared responsibility, from teachers to cops, coaches, pastors, bus drivers, and so on. And while understanding a family systems theory is still incredibly important, both current and upcoming child welfare workers need to learn more than that, like exercising emotional intelligence and how to communicate practice needs to IT and tech vendors. Workforce development must include hands-on, experiential learning like mock visits to a simulated client home. This will give up-and-coming social workers exposure to the pressure and decisions they will face on the job. They need to understand how their decisions, or indecision, can shape a child’s life forever. And most importantly, we need the social workers of tomorrow to feel empowered to advocate for themselves and the kids who rely on them. How? By teaching them from the beginning that their voices matter.
2. Enhanced practice: If you’ve ever used the Target Store app, you already know how advanced technology can be and how it can deliver convenience. There’s no reason we can’t enhance service delivery practice similarly, especially with the help of advanced technology. Enhancing practice does not mean we overcomplicate it with more checks and balances. (We’ve got a real track record for throwing more policy and training before issues in child welfare. Newsflash: that doesn’t help anyone and is ultimately a distraction from doing the work.) If we want to improve outcomes for people, we have to dig in with people. This gets into the boardroom and vulnerability point above…boardrooms are really about a place at the table. And how can we solve issues at any table if the people we’re solving for aren’t present or represented there at all? An enhanced practice methodology means bringing together people from across the aisle: Business and IT teams, child welfare practitioners, and the families they serve, to find common ground, start speaking the same language, and fundamentally reimagine how work gets done collectively. It begins with a commitment from those at the very top – the Directors, Secretaries, CIOs, etc. – and includes everyone from social workers to external vendors, right down to the people served. And, of course, leveraged correctly, tech plays a critical role in providing such necessary communication channels, expanding accessibility, strengthening connections, fostering virtual relationships, and augmenting in-person relationships.
3. Innovative technology: It’s troubling to realize that in some ways, technology has made us more connected than ever before, and at the same time, more disconnected. But it’s up to us to choose how we build and use technology. In child welfare, we have an opportunity to look beyond simply ticking the requirement boxes for CCWIS technology to create something that fosters true interconnectedness. For families, children, and youth in need, there is a whole web of people who could intervene and support far beyond the agency case worker. Think teachers, guidance counselors, bus drivers, parents, aunts, uncles, friends, and neighbors. The African proverb says, “It takes a village to raise a child.” Technology presents the chance to bring that village together. Instead, what I see is more of the same… the tech might look new, but is another glorified data capture solution. Old, monolithic systems from 20+ years ago are getting a fresh UI and being passed off as modern solutions. What we need from today’s tech is a platform that enables an incarcerated birth mother to communicate with the foster mom currently caring for her children. We need tech to facilitate caregiver engagement and promote connections that work toward shared goals for families, kids, and youth. We need to create digital communities that serve the needs of families whose real-world communities are often too disconnected to have the life-changing impact their kids deserve.
Enhanced practice is a natural byproduct of modernized workforce development. When learning spaces are modeled on reality and practicality, we create the next generation of better-prepared social workers ready to handle the specific challenges of the modern world. Both (workforce development and practice) demand more advanced technology, so I’m firm on this next point. The [right] technology must be embedded into the learning spaces for workforce development and practice application. All three are inextricably related, so there’s just no other way.
Technology impacts how we move through our days, whether at work or in a Target pick-up spot. At the very least, purposeful use frees up time and restructures routines. Learning with technology also empowers users/learners by inviting feedback and enabling early investment in tech capabilities at the onset of professional development, even before onboarding in their first job. The stage is set before their first cases are assigned. Imagine a practice model where workers come in with this mindset. Their use of technology demands capabilities that engage, empower, and connect, laying the groundwork for more proactive interventions and continuous support beyond child welfare involvement.
The SHIFT is a momentous change in perspective and methodology on all levels. By embracing this trifecta, leveraging the three keys in workforce, practice, and technology, collaborating with community partners, and adopting a holistic approach that focuses on strengthening families, we can make the SHIFT together. I hope you’ll join me.
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