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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 |
303.3 |
|---|---|
Supervisors |
32.8 |
Other Staff |
71.2 |
Total SWI Staff |
407.3 |
Intake Specialist Demographics
| Demographic | Subcategory | Number or Percent |
|---|---|---|
Turnover Rate |
n/a |
20.6% |
Agency Tenure |
Less than 1 Year |
18.8% |
1-3 Years |
23.7% |
|
Greater than 3 Years |
57.6% |
|
Entry Salary |
n/a |
$29,932.92 |
Average Age |
n/a |
38.2 |
Race/Ethnicity |
African-American |
16.8% |
Anglo |
59.9% |
|
Hispanic |
21.1% |
|
Other |
2.3% |
Supervisor Demographics
| Demographic | Subcategory | Number or Percent |
|---|---|---|
Turnover Rate |
n/a |
0.0% |
Tenure as Supervisor: |
Less than 1 Year |
17.6% |
1-3 Years |
11.8% |
|
Greater than 3 Years |
70.6% |
|
Entry Salary |
n/a |
$38,145.96 |
Average Age |
n/a |
46.9 |
Race/Ethnicity |
African-American |
8.8% |
Anglo |
55.9% |
|
Hispanic |
26.5% |
|
Other |
8.8% |
SWI Expenditures
Total SWI Staff |
$18,079,392 |
|---|
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
- (45.8% 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
- (54.2% 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 people age 65 or older 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 reporter identity.
- Provide background check function for CPS caseworkers after office hours if caseworkers do not have system access to complete their own check for emergency removals.
- Quality Assurance unit to review complaints, random call monitors and 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 |
|---|---|---|---|
| 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% |
| 2013 | 8.1 |
731,156 |
-5.5% |
* English queue only.
** Includes all calls.
Total Number of Contacts Received by
Method of Receipt Fiscal Year 2013
| Contact Type | Number of Contacts | % |
|---|---|---|
Phone |
577,320 |
79.0% |
Internet |
123,644 |
16.9% |
Mail/Fax |
29,206 |
4.0% |
Other |
936 |
0.1% |
Walk-in |
50 |
0.0% |
State Total |
731,156 |
100.0% |
Number of Contacts by Type of Contact
Fiscal Year 2013
| 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 | 87,257 |
11,663 |
229,334 |
3,561 |
2,983 |
334,798 |
45.8% |
| Case Related Special Requests | 21 |
0 |
10,793 |
0 |
2 |
10,816 |
1.5% |
| Non Case Related Special Requests | n/a |
n/a |
n/a |
n/a |
n/a |
371 |
0.1% |
| Information and Referral - Related to Protective Services | n/a |
n/a |
n/a |
n/a |
n/a |
323,888 |
44.3% |
| Information and Referral - Not Related to Protective Services | n/a |
n/a |
n/a |
n/a |
n/a |
61,283 |
8.4% |
| Grand Total | 87,278 |
11,663 |
240,127 |
3,561 |
2,985 |
731,156 |
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 may not match number of Abuse/Neglect Intakes in respective program sections.
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Source of Reports of Alleged Abuse/Neglect by Program
FY 13: Total
| Total - Source of Report | Number | Percent |
|---|---|---|
Medical Personnel |
62,020 |
18.5% |
School |
41,742 |
12.5% |
Relative |
40,828 |
12.2% |
Law Enforcement |
38,362 |
11.5% |
Other |
24,683 |
7.4% |
Parent |
23,421 |
7.0% |
Community Agency |
21,153 |
6.3% |
Friend-Neighbor |
18,365 |
5.5% |
Anonymous |
15,357 |
4.6% |
Victim |
13,252 |
4.0% |
DFPS Staff |
10,227 |
3.1% |
Provider |
7,608 |
2.3% |
Institutional Personnel |
3,973 |
1.2% |
Legal/Court |
3,889 |
1.2% |
Day Care Provider |
2,698 |
0.8% |
State Agency |
2,142 |
0.6% |
Financial Institution |
1,588 |
0.5% |
Parent's Paramour |
1,066 |
0.3% |
Unrelated Home Member |
890 |
0.3% |
24 Hour Care Provider |
699 |
0.2% |
Religious Entity |
627 |
0.2% |
Blank/Unknown |
208 |
0.1% |
Grand Total |
334,798 |
100.0% |
FY 13: CPS
| CPS - Source of Report | Number | Percent |
|---|---|---|
Medical Personnel |
40,594 |
17.7% |
School |
40,700 |
17.7% |
Relative |
25,574 |
11.2% |
Law Enforcement |
33,410 |
14.6% |
Other |
16,693 |
7.3% |
Parent |
21,174 |
9.2% |
Community Agency |
8,040 |
3.5% |
Friend-Neighbor |
12,998 |
5.7% |
Anonymous |
12,167 |
5.3% |
Victim |
652 |
0.3% |
DFPS Staff |
6,917 |
3.0% |
Provider |
965 |
0.4% |
Institutional Personnel |
291 |
0.1% |
Legal/Court |
3,338 |
1.5% |
Day Care Provider |
1,894 |
0.8% |
State Agency |
1,280 |
0.6% |
Financial Institution |
13 |
0.0% |
Parent's Paramour |
1,042 |
0.5% |
Unrelated Home Member |
514 |
0.2% |
24 Hour Care Provider |
448 |
0.2% |
Religious Entity |
486 |
0.2% |
Blank/Unknown |
144 |
0.1% |
Grand Total |
229,334 |
100.0% |
FY 13: APS In-Home
| APS In-Home - Source of Report | Number | Percent |
|---|---|---|
Medical Personnel |
19,211 |
22.0% |
School |
492 |
0.6% |
Relative |
14,889 |
17.1% |
Law Enforcement |
4,353 |
5.0% |
Other |
6,632 |
7.6% |
Parent |
1,011 |
1.2% |
Community Agency |
11,530 |
13.2% |
Friend-Neighbor |
5,200 |
6.0% |
Anonymous |
2,368 |
2.7% |
Victim |
10,000 |
11.5% |
DFPS Staff |
1,831 |
2.1% |
Provider |
6,257 |
7.2% |
Institutional Personnel |
293 |
0.3% |
Legal/Court |
375 |
0.4% |
Day Care Provider |
112 |
0.1% |
State Agency |
641 |
0.7% |
Financial Institution |
1,572 |
1.8% |
Parent's Paramour |
21 |
0.0% |
Unrelated Home Member |
276 |
0.3% |
24 Hour Care Provider |
16 |
0.0% |
Religious Entity |
132 |
0.2% |
Blank/Unknown |
45 |
0.1% |
Grand Total |
87,257 |
100.0% |
FY 13: APS Facility
| APS Facility- Source of Report | Number | Percent |
|---|---|---|
Medical Personnel |
1,365 |
11.7% |
School |
144 |
1.2% |
Relative |
200 |
1.7% |
Law Enforcement |
137 |
1.2% |
Other |
850 |
7.3% |
Parent |
335 |
2.9% |
Community Agency |
1,046 |
9.0% |
Friend-Neighbor |
71 |
0.6% |
Anonymous |
641 |
5.5% |
Victim |
2,548 |
21.8% |
DFPS Staff |
342 |
2.9% |
Provider |
310 |
2.7% |
Institutional Personnel |
3,247 |
27.8% |
Legal/Court |
71 |
0.6% |
Day Care Provider |
39 |
0.3% |
State Agency |
200 |
1.7% |
Financial Institution |
3 |
0.0% |
Parent's Paramour |
1 |
0.0% |
Unrelated Home Member |
89 |
0.8% |
24 Hour Care Provider |
7 |
0.1% |
Religious Entity |
4 |
0.0% |
Blank/Unknown |
13 |
0.1% |
Grand Total |
11,663 |
100.0% |
FY 13: CCL
| CCL - Source of Report | Number | Percent |
|---|---|---|
Medical Personnel |
368 |
12.3% |
School |
89 |
3.0% |
Relative |
96 |
3.2% |
Law Enforcement |
319 |
10.7% |
Other |
234 |
7.8% |
Parent |
726 |
24.3% |
Community Agency |
63 |
2.1% |
Friend-Neighbor |
64 |
2.1% |
Anonymous |
105 |
3.5% |
Victim |
1 |
0.0% |
DFPS Staff |
272 |
9.1% |
Provider |
11 |
0.4% |
Institutional Personnel |
0 |
0.0% |
Legal/Court |
5 |
0.2% |
Day Care Provider |
606 |
20.3% |
State Agency |
5 |
0.2% |
Financial Institution |
0 |
0.0% |
Parent's Paramour |
1 |
0.0% |
Unrelated Home Member |
0 |
0.0% |
24 Hour Care Provider |
11 |
0.4% |
Religious Entity |
3 |
0.1% |
Blank/Unknown |
4 |
0.1% |
Grand Total |
2,983 |
100.0% |
FY 13: RCCL
| RCCL - Source of Report | Number | Percent |
|---|---|---|
Medical Personnel |
482 |
13.5% |
School |
317 |
8.9% |
Relative |
69 |
1.9% |
Law Enforcement |
143 |
4.0% |
Other |
274 |
7.7% |
Parent |
175 |
4.9% |
Community Agency |
474 |
13.3% |
Friend-Neighbor |
32 |
0.9% |
Anonymous |
76 |
2.1% |
Victim |
51 |
1.4% |
DFPS Staff |
865 |
24.3% |
Provider |
65 |
1.8% |
Institutional Personnel |
142 |
4.0% |
Legal/Court |
100 |
2.8% |
Day Care Provider |
47 |
1.3% |
State Agency |
16 |
0.4% |
Financial Institution |
0 |
0.0% |
Parent's Paramour |
1 |
0.0% |
Unrelated Home Member |
11 |
0.3% |
24 Hour Care Provider |
217 |
6.1% |
Religious Entity |
2 |
0.1% |
Blank/Unknown |
2 |
0.1% |
Grand Total |
3,561 |
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 | % Abandoned |
|---|---|---|---|---|---|
| 2009 | 431,419 |
264,491 |
166,928 |
7.5 |
38.7% |
| 2010 | 442,383 |
297,381 |
145,002 |
6.7 |
32.8% |
| 2011 | 435,622 |
317,938 |
117,684 |
5.9 |
27.0% |
| 2012 | 442,221 |
310,614 |
131,607 |
6.5 |
29.8% |
| 2013 | 426,366 |
308,989 |
117,377 |
6.2 |
27.5% |
Total Phone Calls - ALL Calls
| Fiscal Year | Total Calls | Calls Handled | Calls Abandoned* | Average Time to Abandon | % Abandoned |
|---|---|---|---|---|---|
| 2009 | 638,747 |
429,551 |
209,196 |
6.9 |
32.8% |
| 2010 | 647,537 |
468,272 |
179,265 |
6.2 |
27.7% |
| 2011 | 642,320 |
492,885 |
149,435 |
5.4 |
23.3% |
| 2012 | 651,244 |
484,312 |
166,932 |
6.0 |
25.6% |
| 2013 | 600,957 |
455,501 |
145,456 |
5.7 |
24.2% |
*An abandoned call is a call that disconnects after completing navigation of the recorded message, but prior to being answered by an intake specialist.