Provincial legislation introduced in 1984 balances child safety and the best interests of the child, while considering the least intrusive course of action (Trocmé, Fallon, MacLaurin, & Copp, 2002). In 1998, a new funding formula based on volume of services was introduced (Trocmé et al., 2002), and standardized decision-making tools were implemented. An influx of funding to child welfare organizations occurred in the early 2000s (Trocmé et al., 2002) with the intention of hiring additional staff to address the dramatic surge in the number of maltreatment investigations (Trocmé et al., 2002).

In the late 2000s in Ontario, the Child Welfare Transformation Agenda was introduced to protect children at risk of maltreatment and improve their quality of life through Differential Response, a focus on permanency planning, and promoting efficiency in legal processes (Ministry of Children & Youth Services, 2016). Customized investigations for non-severe maltreatment allegations were intended to strengthen assessments and decision-making through family-centred team decision making, clinical focus and tools,engaging families, and offering a wider range of supports (Ministry of Children & Youth Services, 2016). In 2009, the Commission to Promote Sustainable Child Welfare was established with a three-year mandate to evaluate how to maximize positive outcomes for children and youth involved with the child welfare system in Ontario.

1.2. Child maltreatment investigations in Ontario

There have been significant changes to the number of child maltreatment investigations, types of investigated maltreatment allegations, case dispositions, and ages of children investigated over the past 20 years (Fallon et al., 2010, 2005, 2015; Trocmé et al.,2002). Between 1998 and 2003, the rate of investigation and transfer to ongoing services doubled, while the placement rate increase was less drastic than changes in the other dispositions (Fallon et al., 2005). During this time there were significant increases in allegations and investigations of emotional maltreatment and exposure to intimate partner violence (IPV; Fallon et al., 2005). In 1993, IPV was not identified as a reason for investigation; but by 2013 IPV was the most investigated and substantiated type of maltreatment in Ontario (Fallon et al., 2005). In 2013, 41% of investigated children had at least one child functioning concern (e.g.,aggression, attachment issues), and 76% of caregivers had at least one risk factor (e.g., alcohol abuse, few social supports; Fallon et al., 2015). The complex clinical needs of children and families identified to the child welfare system provide some understanding of the demands placed on child welfare workers and the skills and knowledge required to meet these demands. Changes to the system and families served by the child welfare system require parallel changes to the workforce.

2. Theoretical framework

To achieve the goals of the child welfare system, organizations must build an effective workforce by recruiting inpiduals with the qualifications and characteristics required for providing effective services, build the capacity of child welfare workers, and offer an organizational environment that promotes effective practice with children and families (National Child Welfare Workforce Institute, 2015). The National Child Welfare Workforce Institute (2015) has developed a framework that identifies key processes required for building an effective child welfare workforce. This framework suggests that a job analysis and position requirements, and educational and professional preparation are the primary processes to ensuring an effective workforce. Further processes, including professional development and training, and work conditions, such as caseload size, aim to build the capacity of child welfare workers and an environment conducive to providing good services. These processes should be inpidualized based on the mission, vision, and values of the organization or system (National Child Welfare Workforce Institute, 2015). Ontario does not have a cohesive recruitment or ongoing professional development strategy; there are, however, assumptions about what make an effective worker, including a social work degree, Masters degree, child welfare experience, ongoing training, and a low caseload (Ontario Association of Children’s Aid Societies, 2018). The current study presents a profile of Ontarian workers over time and tests the relationship between several characteristics that are assumed to be important for effective child welfare practice.