defining strategy – a look at the state strategic plan lesley bell george chance mary ann miller
TRANSCRIPT
Defining Strategy – A Look at the State Strategic Plan
Lesley BellGeorge ChanceMary Ann Miller
FFY 2015-2019 Strategic Plan
Alisha Griffin, Director Carrie Topliffe, Director, Santa Barbara
DCSS Executive Team Barbi Brokhoff, Director, Kings
Elise Wing, OCSE Region IX Matt Brega, Director, Alameda
Michael Wright, AOC Phyllis Nance, Director, Kern
Debbie Walton, Director, Mariposa Steve Eldred, Director, Orange
Tex Ritter, Director, Sierra Nevada Adele Hendrickson, Director, C. Sierra
Steve Kennedy, Director, Monterey David Oppenheim, CSDA
Core Team
FFY 2015-2019 Strategic Plan
The Why
Simon Sinek
FFY 2015-2019 Strategic Plan
Why?
What?
How?FP
Msclos
ed c
ases
zero
ord
ers
FFY 2015-2019 Strategic Plan
Why Financial support on which children and
families can rely Excellent, consistent and transparent
customer service (Good enough for me!)
FFY 2015-2019 Strategic Plan
Mission
Vision
Goals
Objectives
Strategies
Tactics
FFY 2015-2019 Strategic Plan
Mission Statement:Promote parental responsibility to enhance the well-being of children by providing child support services to establish parentage and collect child support
Vision Statement: All parents are engaged in supporting their children
We Value…Children and FamiliesCustomer Service ExcellenceOperational Excellence and InnovationCollaboration and Cooperation Integrity, Fairness and RespectProfessional and Ethical ConductA skilled and knowledgeable Workforce
FFY 2015-2019 Strategic Plan
FFY 2015-2019 Strategic Plan
Goal 1 - Increase support for California’s children
Objective 1: Ensure that families who need child support services receive them
Objective 2: Increase the reliability of child support payments to families and decrease the amount of unpaid child support
FFY 2015-2019 Strategic Plan
Goal 2 - Deliver excellent and consistent customer services statewide
Objective 1: Communicate who we are and what we do
Objective 2: Address the evolving and diverse needs of our customers
FFY 2015-2019 Strategic Plan
Goal 2 (con’t.)
Objective 3: Our customers receive consistent and uniform services throughout California
Objective 4: Ensure the security and safeguarding of confidential information to maintain a high level of customer confidence
FFY 2015-2019 Strategic Plan
Goal 3 - Enhance program performance and sustainability
Objective 1: Improve on program outcomes and federal performance measures
Objective 2: Assure that we are a professional, diverse and skilled workforce
FFY 2015-2019 Strategic Plan
Goal 4 - Develop and strengthen collaborative partnerships
Objective 1: Partner to improve the lives of children
Objective 2: Strengthen the partnership with the Judicial Branch
Objective 3: Partner with employers to meet the needs of families
FFY 2015-2019 Strategic Plan
Goal 5 - Be innovative in meeting the needs of families
Objective 1: Use technology to improve the delivery of program services
Objective 2: Ensure that policies, procedures and laws meet the needs of families
FFY 2015-2019 Strategic Plan
Practice Indicators1. Total distributed collections (4)2. Percent current support paid by percentage band (6)3. Number of months and percent of current support paid
in the year (7)4. Percent of stipulated orders (8)5. Percent of default orders (10)6. Days from case opening to order to first payment (22)7. Average days from service to default order (24)8. Days from case opening w/order to first payment (25)9. Percent of #8 that paid within 60 days (42) New added
March 201510.Percent of cases paying any amount in the fiscal year
(43) New added March 2015
FFY 2015-2019 Strategic Plan
Targets Increase collections by 2% each year Increase the percentage of families receiving
full child support payments every month from 22% to 32% over 5 year period
Decrease the percentage of families who are owed child support and do not receive a payment in the FFY from 26% to 20% over 5 year period
Increase the percentage of consent orders established from 24% to 40% over 5 year period
FFY 2015-2019 Strategic Plan
Targets (con’t.) Reduce the average number of days from
case opening to establishing a support order from 195 days to 110 over 5 year period
Increase the percentage of new cases with an order that receive a child support payment within 60 days of case opening from 38% to 47% over 5 year period
Increase the percentage of families who receive at least a partial payment every month from 40% to 48% over 5 year period
FFY 2015-2019 Strategic Plan
Targets (con’t.) Increase the cost effectiveness of the
program from $2.43 to $3.00 over 5 year period
Increase the number of employers receiving IWOs electronically by 25% within 5 years
All courts will accept all child support legal documents electronically within 3 years
All child support orders will be registered in the State Case Registry system within 2 years
FFY 2015-2019 Strategic Plan
Sample of DCSS Tactics Implement VIOLA Expand cash payment options Implement business intelligence Increase reporting by insurance companies Develop order setting policies, regulations
and training Modify COAP Implement an employer portal
FFY 2015-2019 Strategic Plan
Sample of DCSS Tactics (con’t.) Enhance the DCSS website and mobile
application
Implement new statewide public awareness and marketing campaign
Expand e-communication to customers
Implement FAST levy and join the FIDM Alliance
Revise the IWO packet
Performance Management Plans
LCSA PMPs
Lesley BellGeorge Chance
Performance Management Plans
Framework for developing DCSS and LCSA PMPs is the DCSS 2015 – 2019 Strategic Plan
• CSS Letter 14-12 Performance Improvement Process for Federal Fiscal Year 2015 (http://www.childsup.ca.gov/portals/0/resources/docs/policy/css/2014/css14-12.pdf)
Focus on increased reliability of child support payments to families
Decrease amount of unpaid supportBetter and more timely customer service and
access to servicesEvaluating effectiveness of service delivery
through lens of customers
Performance Management Plans
Integrates the concept of evaluating the effectiveness of service delivery through the lens of our customers for continuous program improvement
Builds on successful Early Intervention strategies developed by LCSAs
“Is it good enough for me….?”
Performance Management Plans
New focus…….ensure that child support is not merely something we collect, but something on which children and families can rely; increased reliability of child support payments to families and decreased amount of unpaid child support along with better and more timely customer service and access to services
Performance Management Plans
Shift from evaluating performance exclusively by 5 FPMs to include broader more qualitative data elements
Practice Indicators inform PMP Monitor and assess progress regularly Improved service delivery practices lead
to better family outcomes Monitor and assess progress regularly Improved service delivery practices lead to
better family outcomes
Performance Management Plans
LCSAs address all 5 Goals in the DCSS Strategic Plan
Determine which Objectives/Strategies to include in local PMP
Determine which Practice Indicators to select to identify and monitor Tactics
Identify local TacticsContinuous evaluation/review of Tactics
for effectiveness
Performance Management Plans
What We’ve Seen So Far:
LCSA Directors are meaningfully engaged in the PMP process
Technical Assistance conference calls have included LCSA Directors, management team, and often times line staff
Completed 38 LCSA conference calls to-date
Performance Management Plans
What We’ve Seen So Far: (con’t.)
Collaborative partnership Strong support for emphasis on
customer-oriented, family-centered approach
Practice Indicators a bit overwhelming (initially) but getting better
Data is informing decision-making
Performance Management Plans
What We’ve Seen So Far: (con’t.)
Most frequently used Key Practice Indicators:
PI 4 – Total Distributed Collections PI 6 - % of Current Support Paid by %
band PI 8 – Stipulated Orders PI 22 – Avg # days from Case Opening to
Order to First Payment
Performance Management Plans
Themes Proactive Case Management
Establish early and frequent engagement with all participants
Look for opportunities for stipulations early in the case and at time of R&A (right sizing orders)
Seek first payment quickly (don’t wait for IWO)
Performance Management Plans
Themes (con’t.) Conduct Gap Analysis of Establishment
Process Assess for opportunities to shorten time to
establish an order Look to eliminate redundancies
Enhanced Customer Service Surveys Modernizing Websites Developing Educational Materials
Performance Management Plans
How DCSS Can Support LCSA PMPs Practice Indicators (data sets)
Timely updates Accurate Readily accessible
Statewide Solutions Initiatives (i.e., kiosks) Branding
Open Communication/Transparency
Performance Management Plans
Questions?
Lesley Bell, Regional AdministratorGeorge Chance, Regional Administrator
Mary Ann Miller, Assistant Director
[email protected]@dcss.ca.gov
mary [email protected]