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CPS Operational Review

DFPS Stakeholder Forum 4/23/14

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Agenda

• Introductory Remarks - DFPS Commissioner John Specia• CPS Perspective – Lisa Black, Assistant Commissioner, CPS

Division • CPS Operational Review - John Stephen, Managing Partner,

The Stephen Group • Introduction of TSG team, experience and background• Objectives of the assessment• Assessment Focus and Overall project approach • Timelines/report recommendations/Implementation plan • Status of project to date

• Stakeholder/Public Comment

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Your Project Team• John Stephen – Project lead, former Commissioner of NH’s Department of

Health and Human Services; Assistant Commissioner of the Department of Safety; and Assistant Attorney General. Led similar projects in a number of states

• Will Oliver – Expertise in business process re-engineering - improved child protection and other benefits work process and sourcing strategy for six states including Florida and Indiana

• John Cooper – CEO of a child welfare not for profit and former Assistant Secretary of Operations for Florida CPS. Led the Florida CPS reengineering project

• David DeStefano – Consultant for public/private partnerships, performance based contracting, program evaluation, SACWIS, and revenue maximization

• Jeff Schilz – Former policy advisor and budget director to Governor Mark Sanford, SC, focusing on HHS, Social Services, and Department of Juvenile Justice

• Richard Kellogg – Served as Commissioner, Deputy Director, and Director of Integrated Services for the states of Virginia, Tennessee, New Hampshire and Washington – Medicaid, MH/DD/SAS, LTS, Comprehensive IVE, SE, and JJ Services

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Your Project Team (cont.)

• Martha Tuthill– Senior Consultant for Florida CPS Transformation project, assisting team with vendor management, systems support and organizational improvements, former Accenture partner

• Art Schnure – 17 years experience working on state government IT systems with significant experience in child welfare/TANF, leading Rhode Island HHS Health Systems Innovation

• Greg Moore – Served as a former state public affairs, legislative and policy director for divisions of children youth and families and juvenile justice

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TSG Experience• Florida Department of Children and Families –CPS Transformation

Phases 1, 2, and 3 and Florida Abuse Hotline Command Center• Indiana Family and Social Service Administration – Process

improvement and sourcing• Pennsylvania Department of Human Services – Improve child

welfare documentation, eligibility, and federal claiming• New Hampshire Department of Health and Human Services –

Reorganization of Division of Children Youth and Families; Permanency Legislation/Adoption Initiatives

• South Carolina Department of Social Services – Budgeting and process improvement

• TSG most recent projects: Mississippi (IAPD and business case for SACWIS integration with Medicaid); Maine (best practice analysis; Florida (Benefit Recovery Assessment and Implementation)

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Objectives of the Assessment

• Identify the current process – “As Is”• Build upon the best of CPS• Describe the effect of “as is” challenge on clients, employees,

stakeholders• Identify areas where CPS can improve• Determine what should be • Offer recommendations as to how CPS can be managed and

operated more effectively and efficiently in “to be” strategy• Establish business case for change • Together, create what will be

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Our assessment has focused on:

Organization Budget Technology

Personnel Development Quality

Management

Stakeholder, Media

Communication, External

Performance Measurement &

ManagementContracts Change

Readiness

Process: INV/FBSS/CVS

Decision Making

Policy/Practice

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Assessment Starts with Identifying Regional and State

Office Process• Select, notify and arrange logistics with state and local offices• Create Structured Interview Guides and conduct interviews

with State leadership and Regional direct care staff/supervisors and RDs

• Document process in focus groups – input from local staff• Conduct “desk audits” to validate process and observe system

use• Conduct “day in the life of” ride alongs with field personnel• Review and discuss performance metrics • Develop findings from the various discussions• Develop an overall assessment of DFPS CPS processes and

internal best practices

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The Goal: To Design What “Should Be”• Build process to achieve better safety, well being and

permanency outcomes, not merely more efficient process• Partner with local office CPS teams to collaborate on

bottoms-up process understanding and improvement ideas• Thinking strategically about how to improve process:

integrating the leading thinking about transactions, sourcing, systems and communication, and metrics

• Build on first-hand knowledge of the relative strengths of best practices in other state CPS systems

• Data analysis – tie process to performance, personnel and volume data

• Sourcing strategy, not merely alternatives• Build momentum for change during the assessment process

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Work Breakdown Structure: Status

Facilitated Process

Assessment

Ride Alongs

Desk Audits

Frontline Survey

Local Data

Performance Management

Decision Making

Policy Review

Best Practice/ Process

Improvement

Technology Assessment

IV E Assessment

Organization/Staffing/

Vendor Mgt

To Be Design

Presentation

Stakeholder Input

Refinement

Implementation Plan

Presentation

Final ReportInterviews

“As Is”

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To date, we have reviewed the process in 11 regions, as well as State Office process

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We have also…

• Spoken with over 250 people, including State Office staff, stakeholders, judiciary, law enforcement

• Studied thousands of files and reports• Reviewed 800 MB of data• Put together a State-wide original survey drawing 1,832

responses• Reviewed 12 months of exit interviews with 664 detailed

comments• Conducted an IT user survey in the Regions • And more……..

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STAKEHOLDER/PUBLIC COMMENT