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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 304.9
Supervisors 33.2
Other Staff 68.8
Total SWI Staff 406.9

Intake Specialist Demographics

Demographic Subcategory Number or Percent
Turnover Rate n/a 19.5%
Agency Tenure Less than 1 Year 14.3%
1-3 Years 28.6%
Greater than 3 Years 57.1%
Entry Salary n/a $29,932.92
Average Age n/a 38.1
Race/Ethnicity African-American 13.6%
Anglo 63.3%
Hispanic 20.5%
Other 2.6%

Supervisor Demographics

Demographic Subcategory Number or Percent
Turnover Rate n/a 5.9%
Agency Tenure Less than 1 Year 0.0%
1-3 Years 0.0%
Greater than 3 Years 100.0%
Entry Salary n/a $38,145.96
Average Age n/a 45.2
Race/Ethnicity African-American 5.9%
Anglo 58.8%
Hispanic 26.5%
Other 8.8%

SWI Expenditures

Total SWI Staff $18,127,383

Description of the Statewide Intake Process

Step 1: Contact with Statewide Intake (Phone, Internet, Fax, Mail)
Step 2: Interview & Assessment Information about the caregiver and alleged perpetrator
  • 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
  • (47.4% 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
  • (52.6% 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 Functions

  • 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.
  • 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.
  • Employee Development unit leads all training for new and tenured staff.

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
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%
2012 8.5 773,577 -0.8%

*English queue only.
**Includes all calls.

Total Number of Contacts Received by
Method of Receipt Fiscal Year 2012

Call Type Number of Contacts %
Internet 120,802 15.6%
Mail/Fax 33,099 4.3%
Other 1,200 0.2%
Phone * 618,422 79.9%
Walk-in 54 0.0%
Total 773,577 100.0%

Total Number of Contacts by Type Fiscal Year 2012


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* 107,201 11,587 241,428 3,458 3,129 366,803 47.4%
Case Related Special Requests 17 0 23,588 0 0 23,605 3.1%
Non Case Related Special Requests n/a n/a n/a n/a n/a 590 0.1%
Information and Referral - Related to Protective Services n/a n/a n/a n/a n/a 320,193 41.4%
Information and Referral -  Not Related to Protective Services n/a n/a n/a n/a n/a 62,386 8.1%
Grand Total 107,218 11,587 265,016 3,458 3,129 773,577 100.0%

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 12: Total

Total - Source of Report Number Percent
Medical Personnel 66,023 18.0%
Relative 45,913 12.5%
School 44,381 12.1%
Law Enforcement 40,107 10.9%
Other 27,586 7.5%
Parent 25,704 7.0%
Community Agency 23,505 6.4%
Friend-Neighbor 20,849 5.7%
Victim 18,853 5.1%
Anonymous 16,380 4.5%
DFPS Staff 11,234 3.1%
Provider 7,906 2.2%
Legal/Court 4,209 1.1%
Institutional Personnel 3,953 1.1%
Day Care Provider 2,844 0.8%
State Agency 2,203 0.6%
Financial Institution 1,312 0.4%
Unrelated Home Member 1,110 0.3%
Parent's Paramour 1,066 0.3%
24 Hour Care Provider 739 0.2%
Religious Entity 649 0.2%
Blank/Unknown 277 0.1%
Grand Total 366,803 100.0%

FY 12: CPS

CPS - Source of Report Number Percent
Medical Personnel 41,401 17.1%
Relative 27,299 11.3%
School 43,113 17.9%
Law Enforcement 34,397 14.2%
Other 18,135 7.5%
Parent 22,811 9.4%
Community Agency 8,578 3.6%
Friend-Neighbor 14,070 5.8%
Victim 780 0.3%
Anonymous 12,575 5.2%
DFPS Staff 7,601 3.1%
Provider 954 0.4%
Legal/Court 3,562 1.5%
Institutional Personnel 267 0.1%
Day Care Provider 2,039 0.8%
State Agency 1,140 0.5%
Financial Institution 18 0.0%
Unrelated Home Member 508 0.2%
Parent's Paramour 1,025 0.4%
24 Hour Care Provider 475 0.2%
Religious Entity 494 0.2%
Blank/Unknown 186 0.1%
Grand Total 241,428 100.0%

FY 12: APS In-Home

APS In-Home - Source of Report Number Percent
Medical Personnel 22,595 21.1%
Relative 18,247 17.0%
School 790 0.7%
Law Enforcement 5,074 4.7%
Other 8,170 7.6%
Parent 1,706 1.6%
Community Agency 13,387 12.5%
Friend-Neighbor 6,576 6.1%
Victim 15,327 14.3%
Anonymous 2,988 2.8%
DFPS Staff 2,020 1.9%
Provider 6,565 6.1%
Legal/Court 456 0.4%
Institutional Personnel 261 0.2%
Day Care Provider 145 0.1%
State Agency 861 0.8%
Financial Institution 1,293 1.2%
Unrelated Home Member 468 0.4%
Parent's Paramour 32 0.0%
24 Hour Care Provider 20 0.0%
Religious Entity 144 0.1%
Blank/Unknown 76 0.1%
Grand Total 107,201 100.0%

FY 12: APS Facility

APS Facility- Source of Report Number Percent
Medical Personnel 1,244 10.7%
Relative 202 1.7%
School 80 0.7%
Law Enforcement 139 1.2%
Other 755 6.5%
Parent 303 2.6%
Community Agency 1,000 8.6%
Friend-Neighbor 90 0.8%
Victim 2,717 23.4%
Anonymous 593 5.1%
DFPS Staff 442 3.8%
Provider 301 2.6%
Legal/Court 80 0.7%
Institutional Personnel 3,273 28.2%
Day Care Provider 28 0.2%
State Agency 187 1.6%
Financial Institution 0 0.0%
Unrelated Home Member 128 1.1%
Parent's Paramour 1 0.0%
24 Hour Care Provider 13 0.1%
Religious Entity 4 0.0%
Blank/Unknown 7 0.1%
Grand Total 11,587 100.0%

FY 12: CCL

CCL - Source of Report Number Percent
Medical Personnel 372 11.9%
Relative 89 2.8%
School 90 2.9%
Law Enforcement 348 11.1%
Other 268 8.6%
Parent 734 23.5%
Community Agency 60 1.9%
Friend-Neighbor 72 2.3%
Victim 0 0.0%
Anonymous 148 4.7%
DFPS Staff 304 9.7%
Provider 6 0.2%
Legal/Court 9 0.3%
Institutional Personnel 0 0.0%
Day Care Provider 587 18.8%
State Agency 5 0.2%
Financial Institution 1 0.0%
Unrelated Home Member 0 0.0%
Parent's Paramour 5 0.2%
24 Hour Care Provider 25 0.8%
Religious Entity 4 0.1%
Blank/Unknown 2 0.1%
Grand Total 3,129 100.0%

FY 12: RCCL

RCCL - Source of Report Number Percent
Medical Personnel 411 11.9%
Relative 76 2.2%
School 308 8.9%
Law Enforcement 149 4.3%
Other 258 7.5%
Parent 150 4.3%
Community Agency 480 13.9%
Friend-Neighbor 41 1.2%
Victim 29 0.8%
Anonymous 76 2.2%
DFPS Staff 867 25.1%
Provider 80 2.3%
Legal/Court 102 2.9%
Institutional Personnel 152 4.4%
Day Care Provider 45 1.3%
State Agency 10 0.3%
Financial Institution 0 0.0%
Unrelated Home Member 6 0.2%
Parent's Paramour 3 0.1%
24 Hour Care Provider 206 6.0%
Religious Entity 3 0.1%
Blank/Unknown 6 0.2%
Grand Total 3,458 100.0%

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%
2012 442,221 310,614 131,607 7 29.8%

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%
2012 651,244 484,312 166,932 6 25.6%

*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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