defining strategy – a look at the state strategic plan lesley bell george chance mary ann miller

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


The Why

Simon Sinek


Why?

What?

How?FP

Msclos

ed c

ases

zero

ord

ers


Why Financial support on which children and

families can rely Excellent, consistent and transparent

customer service (Good enough for me!)


Mission

Vision

Goals

Objectives

Strategies

Tactics


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



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


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


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


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


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


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


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


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


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


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


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


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


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

http://www.childsup.ca.gov/portals/0/resources/docs/policy/css/2014/css14-12.pdf







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….?”


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


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


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


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


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


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


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)


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


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


Questions?

Lesley Bell, Regional AdministratorGeorge Chance, Regional Administrator

Mary Ann Miller, Assistant Director

[email protected]@dcss.ca.gov

mary [email protected]

mailto:[email protected]





defining strategy – a look at the state strategic plan lesley bell george chance mary ann miller

Documents

strategic plan slide

strategic plan goal

needs of families objective

strategic plan alisha

unpaid child support

california objective

sustainability objective

californias children