From Turnover to Tenure: Advancing Child Welfare Workforce Stability In Minnesota

Background and Purpose:

A stable and well-supported child welfare workforce is essential to ensuring the safety and well-being of children and families, yet turnover remains a persistent challenge. Large-scale, state-level evidence on workforce experiences and retention is limited. This study presents findings from the 2025 Minnesota Child Welfare Workforce Stability Study, a statewide survey examining job satisfaction, workload, supervision, well-being, and intent to remain. The study aims to describe workforce characteristics and identify factors influencing workforce stability, with implications for policy and system improvement.

Methods:

A survey was administered in Fall 2025 to approximately 2,260 child welfare professionals across all 87 counties in Minnesota. A total of 983 respondents completed the survey (response rate = 43.5%). The 56-item instrument assessed job satisfaction, supervision, workload, caseworker well-being, and intent to stay using scaled and open-ended items. Descriptive statistics were used to summarize findings, and open-ended responses were analyzed using inductive thematic analysis to contextualize quantitative results. Results include regional and statewide findings.

Results:

The workforce is predominantly White (88%) and female (88%), with many aged 26–35 (33%) and half holding a social work degree (50%). Most respondents reported high job efficacy (94%) and positive client impact (92%). Secondary traumatic stress (STS) was widespread (84%), with 38% reporting negative effects on job performance and 52% reporting having the necessary supports to attend to STS. Most respondents were satisfied with supervision (74%), though supervision was more often administrative than supportive. Most indicated increased salary (86%), reduced administrative burden (68%), and improved benefits (68%) would enhance retention. Workers also emphasized the importance of flexible work arrangements and expanded mental health support. Although 75% intend to remain in their current role, 10% plan to leave the field and 8% plan to leave their agency. Workload challenges were substantial, with majorities reporting negative impacts on stress (79%), effectiveness (73%), and frustration (71%).

Qualitative findings reinforced these patterns, identifying administrative burden, high caseloads, staffing shortages, and policy instability as key drivers of job dissatisfaction. Additional themes included reliance on personal coping strategies due to limited organizational supports, immigration-related moral injury, technology limitations, implementation challenges related to the Minnesota African American Family Preservation and Child Welfare Disproportionality Act (MAAFPCWDA), and concerns regarding social service funding and policies and its impact on workload and job satisfaction.

Conclusions and Implications:

Findings indicate that Minnesota’s child welfare workforce is highly committed yet operating within structural conditions that challenge long-term stability. High levels of STS, workload strain, and administrative burden signal risk for ongoing turnover. Strengthening supervisory practices, improving compensation and benefits, and reducing administrative demands are critical strategies to enhance retention. Qualitative findings highlight the need for clearer policy guidance, improved technology infrastructure, and organizational responses to emerging challenges such as immigration-related moral distress. Sustained investment in social service systems is essential to support workforce well-being. Statewide workforce data provide actionable evidence to inform policy and workforce development strategies aimed at improving stability and outcomes for children and families.