Due to the well-documented high financial and human costs of undesired turnover of child welfare employees (APHSA, 2005; Flower, McDonald, & Sumski, 2005; Karsan, 2007), it is important for public child welfare leaders to understand what they can do to reduce undesired turnover and promote a culture of wellbeing. The purpose of this study was to perform a gap analysis of the assumed knowledge, motivation and organizational (KMO) influences that affect public child welfare leaders' abilities to achieve the goal of using best practices known to reduce undesired turnover and to promote an organizational culture of wellbeing. Assumed influences were developed using a review of the literature, and were then tested using the Clark and Estes (2008) gap analysis framework. This study used a mixed methods study design, which included a survey, interviews, observations, and document analysis. The study identified two gaps in assumed KMO's including gaps in: 1) leaders' self-efficacy as measured by the influence "Leaders are confident in their ability to prevent high performing staff from leaving," and 2) the cultural setting as measured by the influence, "The recognitions and rewards that the organization provides are aligned with its goal of retaining high performing employees." A considerable number of existing stakeholder strengths in KMO areas were also identified. In Chapter Five, a comprehensive plan to address the leaders' motivation and organizational gaps was presented, along an evaluation plan. The interventions proposed were based on the New World Kirkpatrick Model (Kirkpatrick & Kirkpatrick, 2016), and were designed to assist Cita County in meeting its organizational goals of decreasing undesired employee turnover and promoting a culture of wellbeing.