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SWI
Statewide Intake Overview

Statewide Intake serves as the “front door to the front line” for all DFPS programs. As the central point of contact for reports of abuse, neglect and exploitation of vulnerable Texans, SWI staff are available 24 hours a day, 7 days per week, 365 days per year.

Total Average Filled Full Time Equivalent (FTE) Staff

Intake Specialists 322.7
Supervisors 34.7
Other Staff 70.3
Total SWI Staff 427.7

Intake Specialist Demographics

Demographic Subcategory Number or Percent
Turnover Rate n/a 17.9%
Agency Tenure Less than 1 Year 21.5%
1-3 Years 31.5%
Greater than 3 Years 47.0%
Entry Salary n/a $30,481.44
Average Age n/a 37.3
Race/Ethnicity African-American 12.7%
Anglo 66.4%
Hispanic 18.2%
Other 2.7%

Supervisor Demographics

Demographic Subcategory Number or Percent
Turnover Rate n/a 13.9%
Agency Tenure Less than 1 Year 2.9%
1-3 Years 2.9%
Greater than 3 Years 94.1%
Entry Salary n/a $38,145.96
Average Age n/a 43.9
Race/Ethnicity African-American 5.9%
Anglo 58.8%
Hispanic 26.5%
Other 8.8%

SWI Expenditures

Total SWI Staff $18,949,205

Description of the Statewide Intake Process

Step 1: Contact with Statewide Intake (Phone, Internet, Fax, Mail)
Step 2: Interview & Assessment Information about the caregiver
  • History/Ability of Caregiver
  • History of Abuse/neglect or Exploitation
Information about the victim and the alleged perpetrator
  • History of Abuse/neglect or Exploitation
  • Mental, Physical, or Medical Disability
  • Age
  • Ability to Protect Self
  • Access of Alleged Perpetrator to the alleged Victim
  • Location
Information about the alleged abuse/neglect or exploitation
  • Duration/Severity of problem
  • Bodily injury or substantial risk of bodily injury
  • Type, location and degree of injury
  • Length of time victim unattended
  • Safety of surroundings
Resources available to the family General dynamics of family – strength & weaknesses
Step 3a:
Meets Statutory Definition of Abuse / Neglect / Exploitation
  • (49.1% of calls)
Actions Taken
  • Determine DFPS Program
  • Determine Priority
  • Notify Law Enforcement (CPS, CCL)
  • Route intake to appropriate field office (APS, CPS & CCL)
Step 3b:
Does not Meet Statutory Definition
of Abuse / Neglect / Exploitation
  • (50.9% of calls)
Actions Taken
  • Refer to other Agency
  • Provide Resource information

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Legal Responsibility for Statewide Intake

Statutory References

Federal: Social Security Act
State: Texas Family Code, Human Resource Code

Major Provisions

  • Centralized point of intake for child abuse and neglect, abuse, neglect or exploitation of the elderly or adults with disabilities, clients served by DSHS or DADS employees in State Hospitals or State Supported Living Centers, and children in licensed child-care facilities or treatment centers for the entire State of Texas.
  • Open 365 days a year, twenty-four hours a day, seven days a week.
  • Able to receive information via phone, Internet reporting system, fax or mailed correspondence.
  • Responsibility to assess information received to the definitions of possible abuse, neglect or exploitation for each program served and to prioritize and route the information to the correct destination workload.
  • Information and Referral Service as warranted or when information received does not meet statutory definitions.
  • Generate Law Enforcement Notifications and route to the correct law enforcement jurisdiction for CPS and CCL programs.
  • Ensure confidentiality of IMPACT history and caller identity.
  • Serve as an Expedited Background Check function for CPS by checking criminal and IMPACT history to aid field staff during emergency removals.
  • Quality Assurance unit to review complaints, random call monitors and to assist in development of policy, procedure and best practice.
  • Employee Development unit leads all training for new and tenured staff.
  • Point program for identifying problems with IMPACT rollouts.
  • Provide daily reports on call volume per application; hold times per application, etc.
  • Integrate hardware and software upgrades to phone and computer systems to reduce hold times and improve efficiency.
  • Use of an IEX Workforce Management System to schedule shifts, breaks and meal times for intake workers in order to maximize efficiency.
  • Telstrat Engage call recording system utilized to record phone calls for Quality Assurance and legal requirements.

Challenges

  • Respond to ever increasing number of phone calls, Internet reports, fax and mailed correspondence while keeping average hold times to 8.7 minutes or less while maintaining a high quality of intakes.
  • Increase number of bilingual staff. 
  • Reduce turnover.

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Total Number of Contacts Received

Fiscal Year Hold Time* # of Contacts** % Change
2007 9.6 647,909 -21.2%
2008 11.4 678,330 4.7%
2009 10.6 690,430 1.8%
2010 8.9 748,277 8.4%
2011 7.3 780,023 4.2%

*English queue only.
**Includes all calls.

Total Number of Contacts Received by
Method of Receipt Fiscal Year 2011

Call Type Number of Contacts %
Internet 113,953 14.6%
Mail/Fax 30,566 3.9%
Other 1,276 0.2%
Phone * 634,190 81.3%
Walk-in 38 0.0%
Total 780,023 100.0%

Total Number of Contacts by Type Fiscal Year 2011


Total Call by Type Adult Protective Services
- In Home		 Adult Protective Services - Facility Child Protective Services Residential Child Care Licensing Child Care Licensing Total % of Total
Reports of Alleged Abuse/Neglect* 108,594 11,505 255,514 3,703 3,319 382,635 49.1%
Case Related Special Requests 12 0 24,850 0 0 24,862 3.2%
Non Case Related Special Requests n/a n/a n/a n/a n/a 631 0.1%
Information and Referral - Related to Protective Services n/a n/a n/a n/a n/a 312,119 40.0%
Information and Referral -  Not Related to Protective Services n/a n/a n/a n/a n/a 59,776 7.7%
Grand Total 108,606 11,505 280,364 3,703 3,319 780,023 100.0%

Note: The term "contacts" represent information received by DFPS and then entered into IMPACT system. Information may be received in the form of a telephone call, regular mail, via Internet reporting system or via fax.
* Contacts by date received.

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Source of Reports of Alleged Abuse/Neglect by Program

FY 11: Total

Total - Source of Report Number Percent
Medical Personnel 65,942 17.2%
Relative 49,906 13.0%
School 46,532 12.2%
Law Enforcement 40,239 10.5%
Parent 28,224 7.4%
Other 28,091 7.3%
Community Agency 24,911 6.5%
Friend-Neighbor 23,825 6.2%
Victim 19,164 5.0%
Anonymous 17,765 4.6%
DFPS Staff 10,713 2.8%
Provider 8,392 2.2%
Legal/Court 4,208 1.1%
Institutional Personnel 4,156 1.1%
Day Care Provider 2,919 0.8%
State Agency 2,737 0.7%
Parent's Paramour 1,118 0.3%
Financial Institution 1,089 0.3%
Unrelated Home Member 1,063 0.3%
24 Hour Care Provider 720 0.2%
Religious Entity 648 0.2%
Blank/Unknown 273 0.1%
Grand Total 382,635 100.0%

FY 11: CPS

CPS - Source of Report Number Percent
Medical Personnel 41,879 16.4%
Relative 30,716 12.0%
School 45,152 17.7%
Law Enforcement 34,802 13.6%
Parent 25,102 9.8%
Other 18,911 7.4%
Community Agency 9,454 3.7%
Friend-Neighbor 16,338 6.4%
Victim 824 0.3%
Anonymous 13,723 5.4%
DFPS Staff 7,446 2.9%
Provider 1,035 0.4%
Legal/Court 3,599 1.4%
Institutional Personnel 321 0.1%
Day Care Provider 2,088 0.8%
State Agency 1,420 0.6%
Parent's Paramour 1,078 0.4%
Financial Institution 20 0.0%
Unrelated Home Member 504 0.2%
24 Hour Care Provider 439 0.2%
Religious Entity 470 0.2%
Blank/Unknown 193 0.1%
Grand Total 255,514 100.0%

FY 11: APS In-Home

APS In-Home - Source of Report Number Percent
Medical Personnel 22,057 20.3%
Relative 18,773 17.3%
School 824 0.8%
Law Enforcement 4,868 4.5%
Parent 1,819 1.7%
Other 7,840 7.2%
Community Agency 13,879 12.8%
Friend-Neighbor 7,263 6.7%
Victim 15,635 14.4%
Anonymous 3,097 2.9%
DFPS Staff 1,792 1.7%
Provider 6,947 6.4%
Legal/Court 451 0.4%
Institutional Personnel 261 0.2%
Day Care Provider 142 0.1%
State Agency 1,128 1.0%
Parent's Paramour 35 0.0%
Financial Institution 1,069 1.0%
Unrelated Home Member 454 0.4%
24 Hour Care Provider 23 0.0%
Religious Entity 176 0.2%
Blank/Unknown 61 0.1%
Grand Total 108,594 100.0%

FY 11: APS Facility

APS Facility- Source of Report Number Percent
Medical Personnel 1,226 10.7%
Relative 217 1.9%
School 133 1.2%
Law Enforcement 94 0.8%
Parent 281 2.4%
Other 774 6.7%
Community Agency 953 8.3%
Friend-Neighbor 107 0.9%
Victim 2,668 23.2%
Anonymous 728 6.3%
DFPS Staff 269 2.3%
Provider 325 2.8%
Legal/Court 54 0.5%
Institutional Personnel 3,376 29.3%
Day Care Provider 17 0.1%
State Agency 165 1.4%
Parent's Paramour 1 0.0%
Financial Institution 0 0.0%
Unrelated Home Member 92 0.8%
24 Hour Care Provider 10 0.1%
Religious Entity 1 0.0%
Blank/Unknown 14 0.1%
Grand Total 11,505 100.0%

FY 11: CCL

CCL - Source of Report Number Percent
Medical Personnel 379 11.4%
Relative 140 4.2%
School 98 3.0%
Law Enforcement 324 9.8%
Parent 841 25.3%
Other 295 8.9%
Community Agency 59 1.8%
Friend-Neighbor 74 2.2%
Victim 3 0.1%
Anonymous 146 4.4%
DFPS Staff 279 8.4%
Provider 7 0.2%
Legal/Court 9 0.3%
Institutional Personnel 3 0.1%
Day Care Provider 624 18.8%
State Agency 6 0.2%
Parent's Paramour 3 0.1%
Financial Institution 0 0.0%
Unrelated Home Member 3 0.1%
24 Hour Care Provider 22 0.7%
Religious Entity 1 0.0%
Blank/Unknown 3 0.1%
Grand Total 3,319 100.0%

FY 11: RCCL

RCCL - Source of Report Number Percent
Medical Personnel 401 10.8%
Relative 60 1.6%
School 325 8.8%
Law Enforcement 151 4.1%
Parent 181 4.9%
Other 271 7.3%
Community Agency 566 15.3%
Friend-Neighbor 43 1.2%
Victim 34 0.9%
Anonymous 71 1.9%
DFPS Staff 927 25.0%
Provider 78 2.1%
Legal/Court 95 2.6%
Institutional Personnel 195 5.3%
Day Care Provider 48 1.3%
State Agency 18 0.5%
Parent's Paramour 1 0.0%
Financial Institution 0 0.0%
Unrelated Home Member 10 0.3%
24 Hour Care Provider 226 6.1%
Religious Entity 0 0.0%
Blank/Unknown 2 0.1%
Grand Total 3,703 100.0%

Note: Not all reports are assigned for investigation.

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Total Phone Calls - English Queue

Fiscal Year Total Calls Calls Handled Calls Abandoned* Average Time to Abandon % Change
2008 423,851 246,200 177,651 8 41.9%
2009 431,419 264,491 166,928 8 38.7%
2010 442,383 297,381 145,002 7 32.8%
2011 435,622 317,938 117,684 6 27.0%

Total Phone Calls - ALL Calls

Fiscal Year Total Calls Calls Handled Calls Abandoned* Average Time to Abandon % Change
2008 621,623 405,159 216,464 7 34.8%
2009 638,747 429,551 209,196 7 32.8%
2010 647,537 468,272 179,265 6 27.7%
2011 642,320 492,885 149,435 5 23.3%

*An abandoned call is a call that disconnects after completing navigation of the recorded message, but prior to being answered by an intake specialist.


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