Report on the Restructuring of Child Welfare Services in Franklin County and its Alignment with Sustainable Development Goals

Executive Summary

Franklin County Children Services (FCCS) is undertaking a strategic realignment of its child welfare case management, directly impacting its progress toward several Sustainable Development Goals (SDGs). The agency will not renew its contract with The Buckeye Ranch’s Permanent Family Solutions Network (PFSN) program, effective at the end of 2025. This decision involves insourcing 375 cases and is driven by a need for strategic caseload distribution rather than the performance of the partner organization. This report analyzes the restructuring through the lens of SDG 16 (Peace, Justice, and Strong Institutions), SDG 8 (Decent Work and Economic Growth), SDG 3 (Good Health and Well-being), and SDG 17 (Partnerships for the Goals).

• Action: Termination of the contract with The Buckeye Ranch’s PFSN.
• Operational Impact: Transfer of 375 child welfare cases to in-house FCCS management.
• Economic Impact (SDG 8): Creation of 50 new positions at FCCS and the layoff of 66 employees from PFSN.
• Strategic Goal (SDG 16): To strengthen institutional capacity by having the primary public agency manage the majority of ongoing cases.

Operational Realignment and Institutional Strengthening (SDG 16)

The decision to bring cases in-house is a direct effort by FCCS to strengthen its institutional capacity, a core target of SDG 16. By managing a majority of its cases, the public agency enhances its accountability and direct oversight of services for vulnerable children. The strategic shift was necessitated by a significant decline in overall caseloads, which created an imbalance within the existing Managed Care partnership model due to contractual minimums.

• Current Open Cases: Approximately 1,675
• Historical Caseload (2020): 4,374 ongoing cases
• Historical Caseload (2024): 3,316 ongoing cases

This realignment ensures that the primary public institution responsible for child welfare is positioned to manage its mandate more effectively, adapting its operational model to current demographic and social trends.

Socio-Economic Impacts and Commitment to Decent Work (SDG 8)

The restructuring has direct consequences for employment, reflecting the complexities of achieving SDG 8. While the decision leads to job losses, it also creates new opportunities for public sector employment. FCCS is actively working to mitigate the negative impacts and support a just transition for the affected workforce.

1. The Buckeye Ranch has filed a notice for the layoff of 66 PFSN employees.
2. FCCS is creating and hiring for 50 new positions to manage the increased in-house caseload.
3. FCCS intends to hire some of the experienced staff from PFSN, preserving valuable expertise within the local child welfare system and supporting affected workers.

Implications for Child Well-being and Social Equity (SDG 3, SDG 10)

Central to this transition is the commitment to SDG 3 (Good Health and Well-being) for the children and families involved. Both FCCS and The Buckeye Ranch have affirmed their dedication to ensuring a smooth and seamless continuity of care during the gradual transfer of cases. This focus is critical to preventing disruption and protecting the well-being of vulnerable children. By optimizing its service delivery model, FCCS aims to more effectively address the needs of at-risk families, contributing to SDG 10 (Reduced Inequalities) by providing robust support to marginalized communities.

Evolving Public-Private Partnerships for Social Goals (SDG 17)

This operational change represents an evolution, not an abandonment, of the public-private partnership model that is crucial for achieving the SDGs. FCCS is strategically adjusting its partnerships (SDG 17) to better fit the current environment. While one major contract is ending, the agency’s collaborative framework remains intact.

• Terminated Partnership: The contract with The Buckeye Ranch’s Permanent Family Solutions Network will conclude at the end of 2025.
• Maintained Partnerships: FCCS will continue its contracts with its two other Managed Care partners, the National Youth Advocate Program and the Village Network.
• Ongoing Collaboration: FCCS will continue to partner with The Buckeye Ranch for a range of other essential services, recognizing its ongoing value as a community support organization.

Analysis of Sustainable Development Goals in the Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

• SDG 8: Decent Work and Economic Growth

  This goal is directly addressed through the discussion of employment changes. The article explicitly states that the termination of the contract will lead to the “layoff of 66 PFSN employees,” which impacts decent work. Conversely, it also mentions that Franklin County Children Services (FCCS) is “working to hire 50 employees,” contributing to job creation.

• SDG 16: Peace, Justice and Strong Institutions

  The article’s core subject is the operation of a public institution, FCCS, which is responsible for child welfare and protection. The decision to bring cases in-house is a strategic move to strengthen the institution’s management of its core responsibilities. This relates to building effective, accountable, and transparent institutions at all levels, as the change is aimed at better “strategic caseload distribution.” The entire function of a child services agency is to protect children from violence and abuse, a key aspect of this goal.

• SDG 17: Partnerships for the Goals

  The article details the dynamics of a public-private partnership. FCCS, a public entity, is altering its partnership model with non-profit contractors (“Managed Care partners”) like The Buckeye Ranch. The decision to end one contract while maintaining others (“FCCS will maintain its contracts with its two other Managed Care partners”) is a direct example of managing and evolving partnerships for delivering social services.

2. What specific targets under those SDGs can be identified based on the article’s content?

• Target 8.5: By 2030, achieve full and productive employment and decent work for all women and men…

  This target is relevant because the article focuses on a specific employment event. The layoff of 66 employees represents a setback for this target at a local level, while the plan to hire 50 new employees is a move towards it. The situation highlights the volatility of employment tied to contractual agreements in the social services sector.

• Target 16.2: End abuse, exploitation, trafficking and all forms of violence against and torture of children.

  The fundamental purpose of FCCS and its partners is to manage “child welfare cases” and provide “foster care,” which are direct actions aimed at protecting children and achieving this target. The management of 1,675 open cases is a direct effort to ensure the safety and well-being of vulnerable children.

• Target 16.6: Develop effective, accountable and transparent institutions at all levels.

  FCCS’s decision to restructure its service delivery model is an action aimed at institutional effectiveness. The article explains the rationale is that the “Managed Care model works best when the majority of ongoing cases remain with FCCS staff,” and the change is intended to correct an “unintended imbalance” and improve strategic caseload management.

• Target 17.17: Encourage and promote effective public, public-private and civil society partnerships…

  The article provides a case study of this target in action. It describes a long-standing public-private partnership model (“Since 1999, FCCS has used contractors as Managed Care partners”) and the strategic decision-making process involved in managing these relationships, including the termination of a contract worth “$22 million in 2024.”

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

• Indicators for Target 8.5:

  The article provides precise quantitative data that can serve as indicators of employment changes.

  • The number of jobs lost: “layoff of 66 PFSN employees.”
  • The number of jobs to be created: “hire 50 employees.”
• Indicators for Target 16.2:

  The number of children requiring protection is a direct indicator.

  • The current number of open child welfare cases: “about 1,675.”
  • The trend in child welfare cases over time: A drop from “4,374 ongoing cases” in 2020 to “3,316 cases” in 2024.
• Indicators for Target 16.6:

  The article implies indicators related to institutional capacity and management.

  • The number of cases being brought in-house: “transferring 375 open child welfare cases.”
  • The distribution of caseloads between the public agency and its partners: The article notes that recently, FCCS “has not been managing the majority of cases,” which is the imbalance the agency seeks to correct.
• Indicators for Target 17.17:

  The scale and nature of the partnerships are described with financial and operational indicators.

  • The financial value of a public-private partnership contract: The contract with The Buckeye Ranch was “worth about $22 million in 2024.”
  • The number of active public-private partnerships for child welfare case management: Decreasing from three to two (“FCCS will maintain its contracts with its two other Managed Care partners”).

SDG Analysis Summary Table

Source: dispatch.com