Enhanced Parental Involvement Collaboration

(EPIC)

San Francisco Department of Child Support ServicesKaren M. Roye, Director

Overview

• Performance Challenges

• San Francisco’s Enhanced Parental Involvement Collaborative (EPIC)

• Project Results

• Lessons Learned

• Performance Outcomes

Performance Challenges

• High rate of Default Judgments and Presumed Income Orders

• Little to no interaction with NCPs on Default and Presumed Income cases

• Growing arrears debt for both welfare and non-welfare cases

• Increased locate activities by staff

EPIC - Project Goals

• Streamline establishment of orders procedures

• Reduce default judgments that result in high arrears orders due to unreasonable and unrealistic establishment of orders

• Provide better customer service allowing Non-custodial Parent (NCP) participation

Description

The EPIC Model provides an alternative to

traditional establishment of support orders by

addressing educational, cultural, financial and

institutional barriers encountered by Non-

custodial Parents (NCP) and includes the NCP in

the establishment process.

Comparative Analysis

• Existing Process• Is linear in concept and implementation (see flowchart)

with each step requiring a followed progression• Once each progression is completed the matter is

rarely revisited

• Strengths• The existing model is proficient

• Weaknesses• Little or no interaction with NCP• Requires the NCP to engage in a legal process after 30

days notice• Assumes the NCP has a basic understanding of the legal

process

Comparative Analysis, Cont.EPIC Process

As the EPIC alternative measures are implemented the process is simplified.

• Strengths• Includes more outreach strategies• Includes the NCP in the establishment processes• NCPs are given opportunities to develop

relationships with the child support professional• Less default Judgments

• Weaknesses• None identified

Traditional Establishment Model

IntakeSummons and

Complaint Filed

LocateStandard

“Come and Get It”Letter

ServiceIs Successful

Service of

Process

Service isUnsuccessful

Stipulation

Court Judgment

DefaultJudgment

ReassessLocate

Information

The Big Difference

Establishment Model – EPIC

Intake LocateSummons and

Complaint Filed

Simplified“Come and Get It”

Letter

Service of Process

ServiceIs Successful

Service isUnsuccessful

ReassessLocate

Information

Default Status Court Hearing

DefaultJudgment

Post DefaultContact Letter

Answer

Court Judgment

Stipulation

Alternative Measures of EPIC:Where Did NCP Respond?

• Alternative I: EPIC “COME AND GET IT” LETTER

• Standard Letter’s text was simplified• 3.6% Response to EPIC• 0% Response to Standard

• Alternative II: Pre-Service Outreach (Phone)• 78% Response to EPIC• No corresponding standard measure

Alternative Measures

• Alternative III: Service of Summons & Complaint with Friendly Flyer• 1.2% Response to EPIC• 32.3% Response to standard measure

• Alternative IV: Post-Service Outreach• 14.6% Response to EPIC• 3.4% Response to Standard

Alternative Measures

Two Final Steps to Avoid Default:

• Alternative V: Status Conference (“Default Calendar”)• 1.25% Response to EPIC• No corresponding standard measure

• Alternative VI: Post Default Letter• 0% Response to EPIC• 0% Response to standard measure

EPIC Team Resources (Project)Staff

• 2 Child Support Professionals with working supervisor and support clerk, trained by Court Family Law Facilitator, who was integral in every aspect of EPIC startup

Location

• EPIC Team separated from other Operational teams

Support & Outside Services

• EPIC staff interviews their own clients and sends their own services to a service provider

Other Highlights• Interviews- The average length of interviews of

EPIC participants is 45 minutes to an hour because of the direct contact involving personal service of process, explaining the process to the NCP, gathering income information, followed by resulting Stipulations and Answers

• Non-EPIC interviews average 25 to 30 minutes often with pressure to staff to get to the point of the interview as quickly as possible, dismissing the interviewee and moving on to the next customer

Other Highlights

NCPs choosing not to contact EPIC after service are given the opportunity to appear on the San Francisco Unified Family Courts Default Status Calendar

Lessons LearnedImplement the alternative that works - communication, communication, communication

• With the NCPs

• With the court

• With staff regarding organizational changes (separate EPIC Team, Dedicated Caseloads)

Lessons Learned…communication continued

• Use the telephone whenever possible to reach out to customers and to engage their participation

In Closing consider…

• Staffing Needs

• Training

• Customer Service

• Flexibility

• Performance

Performance Outcomes

Project Results as of March, 2006

• Total Service of Process – 899 • Personal Service - 523

• EPIC Cases (52%) – In house service• Non-EPIC Cases (48%) – process server

• Sub-Service of Process - 366• EPIC Cases (21%)• Non-EPIC Cases (79%)

• Default Rate • EPIC Cases (10%)• Non-EPIC Cases (65%)

Service of Process Comparison

53%

47%

21%

78%

0% 50% 100%

Subservice

PersonalService

EPIC

Non EPIC

Historic Default Rate in SF (FFYs)

51.5%

60.9%

52.7%

34.4%

14.10%

2003 2004 2005 2006 2007** As of August

2007

EPIC Project 12-04 to 11-05

“Total” EPIC Approach, 07-06

Federal Performance Measures% of Open Cases with Support Orders

60.90% 60.10%

55%

60%

65%

70%

75%

Support Orders Obtained

Non EPIC

EPIC

Federal Performance Measures% of Current Support Collected

48.70%

62.26%

0%

10%

20%

30%

40%

50%

60%

70%

Non EPIC

EPIC

Original Study Cases, through June 2007

Federal Performance Measures% of Cases with Arrears Collected

52.77%

63.78%

0%

10%

20%

30%

40%

50%

60%

70%

Non-EPIC

EPIC

Original Study Cases, through June 2007

Related Documents

• For additional information contact Maria Kam, Administrative Assistant San Francisco Department of Child Support Services 415-356-2959 or visit website at sfgov.org

• Submit questions to:• Karen M. Roye, Director 415-356-2919