Page 1

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
309.1
Supervisors
35.2
Other Staff
73.2
Total SWI Staff
417.5

Intake Specialist Demographics

Demographic Subcategory Number or Percent
Turnover Rate
n/a
19.1%
Agency Tenure
Less than 1 Year
15.2%
1-3 Years
23.5%
Greater than 3 Years
61.3%
Entry Salary*
n/a
$31,144
Average Age
n/a
38.8
Race/Ethnicity
Anglo
56.7%
Hispanic
22.9%
African-American
18.3%
Other
2.2%

Supervisor Demographics

Demographic Subcategory Number or Percent
Turnover Rate
n/a
8.2%
Tenure as Supervisor:
Less than 1 Year
19.4%
1-3 Years
22.2%
Greater than 3 Years
58.3%
Entry Salary*
n/a
$42,244
Average Age
n/a
45.5
Race/Ethnicity
Anglo
66.7%
Hispanic
22.2%
African American
5.6%
Other
5.6%

SWI Expenditures*

SWI Staff
$20,495,905

*Source: DFPS Office of Finance and FY 2016 Operating Budget (plus benefit replacement pay).

Contact with Statewide Intake

Step 1: Contact with Statewide Intake Description of the Statewide Intake Processed Intake (Phone, Fax, Mail, Internet, Walk-in/Other)
Step 2: Interview & Assessment Information About the Caregiver
  • History/Ability of Caregiver
  • History of Abuse/Neglect or Exploitation
Information about the victim
  • 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
  • (52% of calls)
Actions Taken
  • Determine DFPS Program
  • Determine Priority
  • Notify Law Enforcement*
  • Notify Field Office
Step 3b:
Does not Meet Statutory Definition
of Abuse / Neglect / Exploitation
  • (48% of calls)
Actions Taken
  • Refer to other Agency
  • Provide Resource information
Step 3d:
Appropriate Referral Made
  • Report of Abuse/Neglect or Exploitation to APS, CPS or CCL

*CPS, CCL

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Page 2

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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Page 3

Contacts* Received by Fiscal Year

  2011 2012 2013 2014 2015
Number of Contacts
 780,023 773,580 731,163 769,905 781,935
Percent Change
 4.2% -0.8% -5.5% 5.3% 1.6%

Note: Update to the code reflects a more accurate count of entries recorded in IMPACT and may not reflect information in past Data Books.

Contacts* by Method of Receipt
Fiscal Year 2015

Contact Type Count Percent
Phone
606,951
77.6%
Internet
144,518
18.5%
Mail/Fax
24,807
3.2%
CPS/ICPC
3,796
0.5%
Other
910
0.1%
Data Match
897
0.1%
Walk-in
56
0.0%
State Total
781,935
100.0%

*The term "contacts" represents 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.

Contacts* by Program and Type of Contact
Fiscal Year 2015

Total Contacts by Type Totals % of Total Adult Protective Services - In-Home Adult Protective Services - Facility Child Protective Services Child Care Licensing Residential Child Care Licensing
Reports of Alleged Abuse/Neglect*
405,824
51.9%
110,277
12,952
274,448
3,700
4,516
Case Related Special Requests
6,460
0.8%
13
0
6,447
0
0
Information and Referral - Related to Protective Services
42
0.0%
n/a
n/a
n/a
n/a
n/a
Information and Referral -  Not Related to Protective Services
314,635
40.2%
n/a
n/a
n/a
n/a
n/a
Non Case Related Special Requests
54,974
7.0%
n/a
n/a
n/a
n/a
n/a
Grand Total
781,935
93.0%
110,290
12,952
280,895
3,700
4,516

*The term "contacts" represents 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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Page 4

SWI Phone Calls by Queue and Fiscal Year

English Queue 2011 2012 2013 2014 2015
Phone
Calls
435,622
442,221
426,366
433,963
444,920
Handled
317,938
310,614
308,989
335,384
325,403
Abandoned*
117,684
131,607
117,377
98,579
119,517
% Abandoned
27.0%
29.8%
27.5%
22.7%
26.9%
Average Hold Time (mins.)
7.3
8.5
8.1
6.5
8.2
LBB Hold Time Target**
11.4
8.7
8.7
8.7
8.7
Transfers to English Queue 2011 2012 2013 2014 2015
Phone
Calls
25,488
25,265
23,457
23,105
23,377
Handled
19,306
18,438
18,039
18,712
17,848
Abandoned*
6,182
6,827
5,418
4,393
5,529
% Abandoned
24.3%
27.0%
23.1%
19.0%
23.7%
Average Hold Time (mins.)
7.4
8.5
7.9
6.2
7.8
Spanish Queue 2011 2012 2013 2014 2015
Calls
24,423
22,597
20,689
19,172
20,047
Handled
14,914
13,021
11,997
12,397
11,923
Abandoned*
9,509
9,576
8,692
6,775
8,124
% Abandoned
38.9%
42.4%
42.0%
35.3%
40.5%
Average Hold Time (mins.)
6.1
7.2
7.0
6.0
6.9
Transfers to Spanish Queue 2011 2012 2013 2014 2015
Calls
175
694
1,578
1,607
1,535
Handled
114
472
1,062
1,201
1,085
Abandoned*
61
222
516
406
450
% Abandoned
34.9%
32.0%
32.7%
25.3%
29.3%
Average Hold Time (mins.)
7.1
7.0
8.2
7.0
8.6

NOTE: Past Data Books also included EBC, Re-Entry and Support Staff in all queues total.
*An abandoned call is a call that disconnects after completing navigation of the recorded message, but prior to being answered by an intake specialist.
**Legislative Budget Board Performance Measure Targets are set every two years during Legislative Sessions.

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Page 5

SWI Phone Calls by Queue and Fiscal Year

Law Enforcement 2011 2012 2013 2014 2015
Calls
54,916
56,690
52,080
52,852
56,449
Handled
52,952
54,335
50,453
51,135
54,052
Abandoned*
1,964
2,355
1,627
1,717
2,397
% Abandoned
3.6%
4.2%
3.1%
3.2%
4.2%
Average Hold Time (mins.)
0.7
1.0
0.8
0.9
1.2
Community Center 2011 2012 2013 2014 2015
Calls
40,897
46,087
39,414
35,551
35,170
Handled
25,375
27,192
23,852
22,492
20,446
Abandoned*
15,522
18,895
15,562
13,059
14,724
% Abandoned
38.0%
41.0%
39.5%
36.7%
41.9%
Average Hold Time (mins.)
4.4
5.2
5.0
4.2
5.5
All Queues 2011 2012 2013 2014 2015
Calls
581,521
593,554
563,584
566,250
581,498
Handled
430,599
424,072
414,392
441,321
430,757
Abandoned*
150,922
169,482
149,192
124,929
150,741
% Abandoned
26.0%
28.6%
26.5%
22.1%
25.9%
Average Hold Time (mins.)
6.5
7.5
7.1
5.8
7.3

NOTE: Past Data Books also included EBC, Re-Entry and Support Staff in all queues total.

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

**Legislative Budget Board Performance Measure Targets are set every two years during Legislative Sessions.

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Page 6

Source of Reports of Abuse/Neglect by Program Fiscal Year 2015

Total Count Percent
Medical Personnel
76,853
18.9%
School
54,790
13.5%
Relative
46,836
11.5%
Law Enforcement
46,503
11.5%
Other
29,669
7.3%
Parent
27,408
6.8%
Community Agency
27,341
6.7%
Friend-Neighbor
19,007
4.7%
Anonymous
17,781
4.4%
Victim
16,974
4.2%
DFPS Staff
10,884
2.7%
Provider
9,223
2.3%
Legal/Court
5,161
1.3%
Institutional Personnel
4,395
1.1%
State Agency
3,011
0.7%
Day Care Provider
2,911
0.7%
Financial Institution
2,696
0.7%
Parent's Paramour
1,227
0.3%
Unrelated Home Member
1,163
0.3%
24 Hour Care Provider
903
0.2%
Religious Entity
781
0.2%
Blank/Unknown
320
0.1%
Grand Total
405,837
100.0%
CPS Count Percent
Medical Personnel
49,819
18.2%
School
53,400
19.5%
Relative
28,619
10.4%
Law Enforcement
40,086
14.6%
Other
20,171
7.4%
Parent
24,537
8.9%
Community Agency
10,005
3.6%
Friend-Neighbor
12,569
4.6%
Anonymous
13,634
5.0%
Victim
792
0.3%
DFPS Staff
7,759
2.8%
Provider
1,151
0.4%
Legal/Court
4,483
1.6%
Institutional Personnel
332
0.1%
State Agency
1,887
0.7%
Day Care Provider
1,976
0.7%
Financial Institution
20
0.0%
Parent's Paramour
1,196
0.4%
Unrelated Home Member
591
0.2%
24 Hour Care Provider
573
0.2%
Religious Entity
563
0.2%
Blank/Unknown
224
0.1%
Sub Total
274,387
100.0%
APS In-Home Count Percent
Medical Personnel
24,343
22.1%
School
718
0.7%
Relative
17,765
16.1%
Law Enforcement
5,634
5.1%
Other
8,115
7.4%
Parent
1,385
1.3%
Community Agency
15,398
14.0%
Friend-Neighbor
6,212
5.6%
Anonymous
3,225
2.9%
Victim
13,204
12.0%
DFPS Staff
1,497
1.4%
Provider
7,566
6.9%
Legal/Court
418
0.4%
Institutional Personnel
362
0.3%
State Agency
836
0.8%
Day Care Provider
176
0.2%
Financial Institution
2,675
2.4%
Parent's Paramour
26
0.0%
Unrelated Home Member
434
0.4%
24 Hour Care Provider
197
0.2%
Religious Entity
16
0.0%
Blank/Unknown
77
0.1%
Sub Total
110,279
100.0%
APS Facility Count Percent
Medical Personnel
1,577
12.2%
School
163
1.3%
Relative
249
1.9%
Law Enforcement
202
1.6%
Other
778
6.0%
Parent
359
2.8%
Community Agency
1,161
9.0%
Friend-Neighbor
106
0.8%
Anonymous
668
5.2%
Victim
2,923
22.6%
DFPS Staff
322
2.5%
Provider
398
3.1%
Legal/Court
134
1.0%
Institutional Personnel
3,472
26.8%
State Agency
253
2.0%
Day Care Provider
25
0.2%
Financial Institution
0
0.0%
Parent's Paramour
1
0.0%
Unrelated Home Member
129
1.0%
24 Hour Care Provider
3
0.0%
Religious Entity
15
0.1%
Blank/Unknown
15
0.1%
Sub Total
12,953
100.0%
RCCL Count Percent
Medical Personnel
632
14.0%
School
387
8.6%
Relative
86
1.9%
Law Enforcement
182
4.0%
Other
323
7.1%
Parent
217
4.8%
Community Agency
684
15.1%
Friend-Neighbor
39
0.9%
Anonymous
90
2.0%
Victim
53
1.2%
DFPS Staff
1,013
22.4%
Provider
102
2.3%
Legal/Court
113
2.5%
Institutional Personnel
224
5.0%
State Agency
23
0.5%
Day Care Provider
48
1.1%
Financial Institution
1
0.0%
Parent's Paramour
1
0.0%
Unrelated Home Member
9
0.2%
24 Hour Care Provider
5
0.1%
Religious Entity
285
6.3%
Blank/Unknown
1
0.0%
Sub Total
4,518
100.0%
DCL Count Percent
Medical Personnel
482
13.0%
School
122
3.3%
Relative
117
3.2%
Law Enforcement
399
10.8%
Other
282
7.6%
Parent
910
24.6%
Community Agency
93
2.5%
Friend-Neighbor
81
2.2%
Anonymous
164
4.4%
Victim
2
0.1%
DFPS Staff
293
7.9%
Provider
6
0.2%
Legal/Court
13
0.4%
Institutional Personnel
5
0.1%
State Agency
12
0.3%
Day Care Provider
686
18.5%
Financial Institution
0
0.0%
Parent's Paramour
3
0.1%
Unrelated Home Member
0
0.0%
24 Hour Care Provider
3
0.1%
Religious Entity
24
0.6%
Blank/Unknown
3
0.1%
Sub Total
3,700
100.0%

Note: Not all reports are assigned for investigation.

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