Testing the CrOss Systems Technical Assistance for Retaining Staff (COSTARS) Model for Improving Staff Retention Among Child Welfare Workers and Peer Supporters, and Implementation of Evidence Based Interventions.

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• Substance-Related Disorders 2,124
• Opioid-Related Disorders 1,411

Substance-Related Disorders

2,124 studies on the registry are indexed under Substance-Related Disorders; 393 are open to participants now.

This study's planned enrollment of 200 is above the median of 108 across 1,727 interventional studies indexed under Substance-Related Disorders.

Lead sponsor

This is the only study on the registry with Alicia Bunger as lead sponsor.

Study arms

• Experimental
  COSTARS

  To receive the COSTARS intervention

  Other: COSTARS · Other: Implementation As Usual

• Active comparator
  Implementation As Usual

  Implementation As Usual

  Other: Implementation As Usual

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.

• OtherImplementation As Usual

  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.

Primary outcomes

1. Change Over Time in Employee Intention to Leave Position, as Assessed by the Turnover Intention Scale (TIS-6)

   The Turnover Intention Scale (TIS-6) measures the degree to which an employee intends to leave their job.

   Time frame: Collected at Baseline, Year 2, Year 3, Year 4, and Year 5

2. Change Over Time in Staff Retention

   Number of months family peer mentors and caseworkers serve in their position.

   Time frame: Collected at Baseline, Year 2, Year 3, Year 4, Year 5

Secondary outcomes

1. Change Over Time in Service Timeliness

   Count of days to receive: * Family peer mentor visit * Substance use disorder assessment * First substance use disorder treatment

   Time frame: Collected from administrative records at Baseline, Year 2, Year 3, Year 4, and Year 5.

2. Change Over Time in Implementation Fidelity

   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)

   Time frame: Collected from administrative records at Baseline, Year 2, Year 3, Year 4, and Year 5.

3. Change Over Time in Program Completion Rate

   Administrative records indicate parent discharge reason as "completed the family case plan" (binary)

   Time frame: Collected from administrative records at Baseline, Year 2, Year 3, Year 4, and Year 5.

4. Change Over Time in Family Reunification Rates

   At the time of child welfare case close, proportion of child(ren) who are living with family.

   Time frame: Collected from administrative records at Baseline, Year 2, Year 3, Year 4, and Year 5.

5. Change Over Time in Perceived Stigma as assessed by the Child Welfare Worker Attitudes about Addiction Scale

   This scale contains 13 items rated along a 6-point scale from 0 = strongly disagree to 6 = strongly agree

   Time frame: Collected at Baseline, Year 2, Year 3, Year 4, and Year 5

6. Change Over Time in Role Clarity as Assessed by the Role Conflict-Role Ambiguity Scale

   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)

   Time frame: Collected at Baseline, Year 2, Year 3, Year 4, and Year 5

7. Change Over Time in Implementation Leadership as Assessed by the Implementation Leadership Scale (ILS)

   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.

   Time frame: Collected at Baseline, Year 2, Year 3, Year 4, and Year 5

8. Change Over Time in Implementation Climate as assessed using a 9-item scale

   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.

   Time frame: Collected at Baseline, Year 2, Year 3, Year 4, and Year 5

9. Change Over Time in Job Satisfaction as Assessed by the Job Satisfaction Survey (JSS)

   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.

   Time frame: Collected at Baseline, Year 2, Year 3, Year 4, and Year 5

Individual participant data

Plan to share: Yes

Supporting information: Study protocol, Sap, Icf, Csr, Analytic code