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Virginia
Evidence Based Practice
Phase I
Work Load Solutions
Committee
2
Virginia Evidence Based Practice
Ad-Hoc Work Load Solutions Established February 2009
COMMITTEE CHARTER Scope: Identifying Work Load Problems and Trends to Developing Solutions
Purpose:
The committee was established to serve as an ad-hoc committee to the state EBP Steering Committee; to create a process for identifying work load issues, identifying trends and developing solutions applicable by locality and resource availability. Justification
EBP Practices require additional time to conduct assessments, motivational interviewing, case management, intakes, data entry, etc… Increased caseloads, including administrative supervision continue to present challenges in an effort to reduce workload among line-staff and supervisors. The ability for staff to work skillfully, efficiently and productively is a critical component of successful EBP implementation. According to Mark Carey (VCCJA EBP Planning Update, 8/7/08) workload is one of the greatest threats or opportunities for successful EBP practices that requires our focus otherwise if not fully addressed, accomplishments could be eroded over time.
Objective(s):
� The committee is responsible for identifying various types of work load issues impacting clerical, line-staff and front-line supervisors
� The committee is also expected to identify work load practice trends found among the 10-EBP Phase I Programs � The committee is expected to develop potential solutions that can be applied by locality and/or implemented across all Phase I
Programs � Provide recommendations to the statewide committee of possible solutions to reduce staff work load
Meetings Records:
As needed, the committee will rotate a volunteer each meeting to record meeting minutes and help maintain committee correspondence. Information captured through discussion will be complied in document form by the chair and/or co-chair.
Meeting Schedule:
The committee will meet on the fourth Thursday of each month until completion of the objectives. The schedule is subject to change based upon the needs of committee membership.
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Pilot Program Representatives:
Program Representative Job Title Phone # E-Mail
*Chesterfield
Chesterfield Colonial Colonial Henrico
*Henrico
Henrico PCS – Mecklenburg OAR- JACC Rappanannock Rappanannock * Committee Chairs
Tisha Skinner
Stephanie Tisdale Jeff Haynie Jane Murray Steve Becker
Jane Hardell
Shelby Johnson Kathy Wilmouth Cindy Sheffield Moe Petway Pat Thomas
Probation Supervisor
Local Probation Officer Local Probation Officer Local PreTrial Officer Local Probation Officer
Probation Services Supv.
Local DV Probation Off. Local Probation Officer Local Probation Officer Probation Manager Local Probation Officer
804-706-1287
804-706-1265 757-564-2315 757-890-2590x2 804-501-5185
804-501-5180
804-501-4122 434-738-6191x4333 434-296-2441 540-288-5227 540-288-5221
[email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]
Reporting/Decision Making Order:
The chair and co-chair will be responsible for reporting committee progress to the EBP Steering Committee by way of committee minutes, verbal reports and e-mail correspondence. All action steps will be presented to the Steering Committee for discussion and final approval or disapproval.
Committee Time-Line:
February 2009 & March 2009 Open dialogue, establish committee purpose/vision/objectives—Design a charter, Brain-storm and Identify workload issues
April 2009 & May 2009
Brain storm and identify workload issues, Outline & chart line-staff responsibilities
June 2009 & July 2009
Identify themes and develop target areas, Explore current workload solutions implemented by program and Finalize Action plan
August 2009 through November 2009 Complete Target #1
January 2010 – February 2010
Complete Target #2 and begin processing Target #3
March 2010 Complete Targets #3 & 4
April Complete Target #5 and begin processing Target # 6
May Complete Target # 6 Wrap-up appreciation meeting!!!!!
05-2010
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EBP Work-Load Solutions Work-Group
Brainstorming of Work Duties
Courts Supervisors/Directors Service/Treatment
Providers Data Entry
Relationships (with CA, Defense Atty., Victim Witness, clerks and other personnel) -Status/Completion/Violation Reports -Court Coverage (testifying, docket wait-time)
-Attendance at staff meetings -Employee performance reviews -Case Reviews -Response to E-mails -Staffing of cases -Personnel/Personal related issues
-Telephone Calls/follow-up and correspondence -Referral process -Contracts -Release Consents -Site Visits -Logs
-PTCC -Access -EBP site -Word Applications -VCIN and LIDS -Work-related Internet searches (education, training, information) -Supreme Court -ROBO-Cuff -Faxes -DNA -Sex Offender Registry
Co-Workers Personal Time Jails Above & Beyond
-Staffing -Team Coverage/Support -Mediation -Resolution of Issues -Training -Peer Reviews (Feedback, observations)
-Vacation -Sick Leave -Children/Family/Friends -School -Personal Calls
-Communications (Magistrates, jail personnel) -Intake & Release -Pretrial Interviewing/Investigations/Hearings -Telephone contact -Video -Bond Hearings
-EBP Meetings (internal/external) -Spending more time
• Telephone calls and follow-up
• Interactions with Client—longer office visits
• Increase in paperwork—assessments
• Assisting co-workers
• Large number of closures at one time
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Case Supervision
Service referrals (treatment, education groups, MH, SA) -Drug/Alcohol Screening -Assessments (SSI, ASI, MOST, OST, DVI, VPRAI) -Increased Use of MI---Effective Communication Skills -Caseload -Appointments/Physical Contacts -Receive & Return phone calls -Written Correspondence (case notes, court reports/violations) -Transfer Cases -File Maintenance -Case-Management -Time-Management -Communications (Family members, victims, community partners/agencies/business)
(6) Six Identified Workload Themes
*Need to reduce paperwork and streamline paperwork flow
*Determine better ways to evenly distribute case-loads
*Develop ways to decrease data-entry requirements and alleviate duplications
*Ways to acknowledge and reduce stress and ways to enhance personal self-care (mental health on the job)
*Develop ways to improve time-management techniques and organizational skills
*Develop the best ways to carefully implement the use and aspects of effective of EBP
05-2009
Additional Duties
• Training/Conferences/Career Development Activities
• Committees—External/Local & State
• VCCJA—Events/Involvements
• Staff Meetings
• In-House Committees/Conference Calls
• Community Meetings/Community Service Events
• Open Houses
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State-wide Evidence Based Practice Work-load Solutions Work-Group
Six Workload Themes and Work Target Areas
1
PAPERWORK
REDUCTION
2 ADMINISTRATIVE
CASELOAD
DISTRIBUTION
6
EBP SKILLS
3
DATA-ENTRY
5
TIME-
MANAGEMENT
&
ORGANIZATION
4
WORK
STRESSORS
&
SELF-CARE
WORK-LOAD
THEMES
7
Work-Load Solutions Work-Group
6-Target Action Plan
Target #1 Target #2 Target #3
Paperwork Reduction Administrative Case-Load
Distribution
Data-Entry
� Review general forms � Review opening paperwork � Review closing paperwork � Discuss recommended solutions
� Determine numbers per agency
and PO � Case assignments � Administrative standards by
program � Discuss recommended solutions
� Review PTCC required fields � Define what is case specific
versus data/research driven � Discuss recommended
solutions
Target #4 Target #5 Target #6
Work Stressors & Self-Care Time Management & Organization EBP Skills
� Define Aspects of Burnout � Stress Management � Realistic versus Unrealistic
expectations � Discuss recommended solutions
� Determine time spent (i.e., office
visits, court coverage, alcohol/drug-testing, internal & external committees
� Scheduling tactics � Prioritization � Discuss recommended solutions
� Training � Subject matter specialist � Assessments � MI-skill implementation � Sustainability � Discuss recommended
solutions
8-2009
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LINE-STAFF
EBP MAINTENANCE RESPONSIBILITIES
Diversity & Versatility
TRAINING
Effective-Communication-MI Assessments
Cognitive Behavioral Therapy Case Supervision Planning Subject Matter Specialist
COURTS
Written Correspondence Court Coverage and Accountability
Maintaining Relationships
SERVICE PROVIDERS
Maintaining Positive Relationships
Follow-up and Correspondence
Coordination of Services
SUPERVISORS
Responsivity Committee’s
(In-House/County/EBP) Personnel/Personal
Staffing and Case Debriefing
CASE SUPERVISION
Time-Management Case-Management
Drug/Alcohol Testing
Conduct Assessments SSI, ASI, M-OST, DVI, VPRAI
Use Effective Communication Skills-MI Peer-to-Peer Reviews, Booster Activities
In-House Group Facilitation
Referrals
Education, Treatment, Community Service
Manage Differential Case-Loads
Written Correspondence
Appt. Letters, Court Reports, Faxes, Transfer MPR
>>>Paperwork<<<
Interpersonal Skills
Intakes
Data Entry
SOR, Robocuff, DNA, Mocha, PTCC
TEAM FUNCTIONS
Coverage & Support
Verbal & Written Communications
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JOB SATISFACTION
-EBP Meetings (internal/external) -Spending more time
• Telephone calls and follow-up
• Interactions with Client—longer office visits ABOVE & BEYOND
• Increase in paperwork—assessments
• Assisting co-workers
• Large number of closures at one time
FRUSTRATION
• Need to reduce paperwork
• Added responsibilities—more on the plate and nothing removed
• Lack of cooperation and understanding from courts (Judges, CA’s, Defense)
• Lack of time
• Repetition of training
• Lack of respect
• Negativity—resistance to change
• Attitude—this is not going to last
• Feel no reduction in the workload
• Extra work
• Lack of data to support EBP locally
• Lack of truth upfront
• Feedback/perceptions from Non-pilots
• Unequal distribution of cases
• Feedback and perceptions from Non-Pilots
CONCERNS
• Case/supervision planning=longer supervision periods
• This is not going to last
• Opening Pandora’s box—Identifying client issues/problems—unable to fully address
• Court may not get on board—no buy- in
• More resistance from clients
• Increase stress impacting health
• Long-term Economy
• Increase in skill-set with less compensation $$$
• Little opportunity for advancement
Revised 6-2009
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Program Specific
Existing Work Load Solutions: Colonial:
- Robocuff for all Administrative Supervision Cases for Pretrial & Post Trial - Use of Transfer-In Compliant Case Listing Monthly Report in cooperative agreement
with all Hampton/NN cases - Color code drug/alcohol testing - Notice of Admin. Supervision & Goals given to each client on Admin Supervision
Chesterfield:
- Intake person/Court coverage rotation - Help a coworker day(s) – see their clients, cover court… so they can get caught up on
paperwork - Condensed multiple forms such as: service provider referrals/instructions, case reviews... - Transfer Officer – one PO responsible for transfer caseload - Case rotation assignments – clerical staff organized rotation schedule for even case
assignment Hampton/NN:
- Transfer-In Compliant Case Listing Monthly Report in cooperative agreement with all Hampton/NN cases
- Shred case file information for all successful cases at closure and reuse file folders Henrico:
- Case load differentiation by courts, offenses and supervision level - Use collateral contacts - Use Admin Supervision Notice for clients - Set aside blocks of time on specific days to prepare work that has a deadline - Intake Officer - Brief Case Reviews @ closure of all Admin Supervision cases - Utilization of Student interns and volunteers - One PO supervises all Transfer In cases - Office Assistant runs VCIN on all cases @ case opening
OAR-JACC:
- Implemented Robocuff on all Administrative Supervision POA cases - Hired an Intake Officer - Specific days for male urine screens - Utilization of Student interns from UVA - File Maintenance Day once a month - One PO handles Transfer In cases
Mecklenburg:
- 1 day per week is “me/PO” day and client contact day - Prioritize work - Differential supervision - Intake Officer
Rappahannock:
- OA enters all cases in PTCC and assigns to POs - Intake Officer completes MOST and makes referrals prior to PO receiving case - All Admin Supervision cases are on Robocuff - Color Code drug/alcohol testing; if client scores low on SSI & test negative, not placed
on random testing; UDS done @ intake - Submit standard Court Orders for release rather than doing court letters upon completion - Fax updates to some courts - Medal of Excellence is employee Incentive for exceptional performance
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Target #1
PAPERWORK REDUCTION Solutions & Recommendations
INTAKES SUPERVISION CLOSURE
1. * Consolidate Intake forms: - One information release
form for all agencies - Condense Demographics
(inquire about what needs to be entered in PTCC; required fields or fully; case specific modules
- Merge Probation Fee form information into Supervision Agreement
1. No OV forms completed by Clients when reporting for office visits, use sign-in logs instead; enter OV notes in case notes while meeting with clients.
1. * POs will close Administrative & Monitoring Cases with CS, SLG or AMG, in PTCC upon verification of completion and submission of a court letter. Supervisors will randomly review these files.
2. * Intake form with MOST and scoring included
2. * Compliant Case Listing for Transfer Monthly Progress Reports; standard progress report at beginning and end of supervision detailing referrals and completion, respectively.
2. * Don’t copy and send termination letters to clients – make them available upon request and give clients verbal affirmations of completion
3. Enter Intake Set-Up and Placement Modules directly into PTCC and avoid paper copy
3. * For Administrative Compliant Transfer Cases send differential monthly progress reports to reflect supervision level; if MOST score is 0-2, therefore Administrative, send progress reports every 3 months noting relevant information for that 3 month period; first report is detailed and submitted 10th day after intake is done by Receiving
Agency.
3. * User friendly shared court letters formats or Court Orders for consistency & ease
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INTAKES SUPERVISION CLOSURE
4. Intake PO to set next OV on Shared Network Initial OV Folder
4. * Consider Robocuff (monthly self reporting) for Administrative Supv. Cases; let that print out be log of contacts rather than double enter in PTCC; make note of client progress in PTCC every 3 months
4. * Standardized template for successful court letters
5. Intake PO or OA assign cases 5. * Keep VCIN in file until closure (shred @ closure), rather than type or write criminal history in case file
6. * Limit Transfer Request forms Suggest: Transfer Request, Demographics and Court Order only. See revised Transfer Request
7. For Transfer-Out cases: Sending Agency will complete & fax Transfer Request, Demographics and Court Order to Receiving Agency, who will have client complete their supervision agreement form (so client is not completing 2 Supervision Agreement forms)
8. * Consider standardizing some forms amongst pilot sites: Information Release, Drug Adulteration, and Community Service…
* Denotes those that can be applied mutually amongst pilot sites 8-2009
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EBP Workload Solutions
Work-Group
Target #2
Administrative Supervision
Findings:
What’s Working?
� Quick release & Completion � Color-code-UDS is considered a collateral contact � E-mails received from clients is considered a collateral � SA & DV cases referred, followed by monthly OV to access compliance and
placed on robocuff � DV/SO cases if home situation stable-victim confirms, client engage in service,
then placed on administrative � Works better for most clients � Serves as an incentive for client
What’s not working? � Increased time/case management � Lack of intake units or officers � Waiting list for services and groups � Waiting 90-days to see if client is compliant (more work on the back end) � Inconsistencies among agencies implementing administrative standards � Non-pilots unwilling to accept administrative standard practices on transfer cases � Lack of clarity on what is considered a violation and what to do as a result � Misconception that larger caseloads are manageable with less work � Increased paperwork-tracking and correspondence � Management view and expectations is unrealistic � Skill set of Officers does not always match
Related Issues � Robocuff -Document quarterly in PTCC; copy and paste PDF into PTCC -(Concerns expressed around fees and level of contact required by client exceeding the 90-day collateral---pros and cons (varies by program) � Saving time (varies by program) � DV cases—OST completed on all (added layer of protection) � More documentation (varies by program)
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Comparison---Phase I site application of Administrative Supervision Guidelines
EBP Guidelines Low risk per MOST Programs following Guidelines?
Intake & MOST—face-to-face Yes
Record Check at intake & prior to release Yes
Home verification w/in 30 days of intake Yes
Required phone contact by client to report changes in demographic info or significant event
Yes
Required collateral contacts quarterly per special conditions or obligations of probation
(Varies by definition of collateral) Robocuff, Referral/work-site verification, color-code, telephone contact with client
Released compliant upon completion of required obligations
(Varies by court & program policy) Possession of Marijuana-tested (6) months, color-code tested (6) months
Verify the completion of all special conditions or obligations of probation
Yes
Acknowledgement to client of closure by phone, face-to-face or by letter
(Varies)
Follow standard case closure procedures
(Varies by administrative review process)
Discussion Points:
� Acknowledgement of different intake procedures (added layers)
� Acknowledgement of separate internal procedures in response to “specialty”
offenses involving domestic violence, mental health and sex offenses
� Struggles with tracking and locating clients after waiting 90-days
� Manageability of work-load with and without the assistance of RoboCuff
� Misconception of time-saving
� Non-compliance –when and why do violations (broad variance across programs)
Primary Areas for Recommendation:
� Collateral contacts
� Non-Compliance
� Release
� Types of Cases
� Staff skill set
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Recommendations and Solutions
Target #2 Administrative cases
1] Ensure all clients are referred/set-up and actively engaged in services before
officially placing on full administrative supervision
HOW== Use agency discretion—via phone, fax, face-to-face, through service provider/community service site, robocuff or e-mail verification
2] Programs using Robocuff to advise Officers to cut & paste notes into PTCC 3] Incorporate MOST and OST assessment forms directly into PTCC 4] Average caseloads Exclusive (Admin. ONLY) Minimum of 100 cases per Officer Maximum of 150 cases per Officer Mixed caseload Maximum of 30 admin. cases per Officer 5] OST and a trailer instrument be used on all cases involving Domestic Violence,
Sex Offenses and Mental Health—Refer to recommendation #1 6] Develop an internal review process that allows for a quicker and easier case
reviews at final closure (Less detailed) 7] Assign Administrative cases to Officers who best match the following skills:
� Ability to Multi-task � Organization � Strong time/case management—adherence to deadlines and follow-up � Strong communication skills � Ability to handle volume quickly and efficiently
8] Identify technology grants for programs that provide ways to help track case
status and follow-up such as Robocuff 9] Better communications with the court to prevent inappropriate placements, such
as monitoring and/or non-jail able offenses 10] Officer to actively utilize the scheduler in PTCC to note reminders and case
actions needed 11] Develop a standardized training ‘tool kit’ or package specific to administrative
supervision practices that can be applicable from program-to-program for new staff
12] Work together to identify the TRUE impact of administrative supervision on
support staff, officers and supervisors to correct the perception of less work 13] Minimum of (3) drug screens conducted over a maximum period of (6)-months
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State EBP Workload Solutions
Work Group
March 31, 2010
Target #3
PTCC-Data Entry
In the majority of the programs, most officers are only entering the character required by the underscore.
Brainstorming
Challenges
• Time Consuming
• Hard to use—not user friendly
• Printing availability for certain modules or screens is limited
• Ability to run a variety of reports is limited
Benefits
• Unlimited case note characters
• Reports (UDS, Non-compliance and scheduler)
• Data-collection resource
• Inter-connect departmentally--accessibility
• Helpful for tracking purposes and providing alerts
• Reports are highly utilized in Pretrial—saves time
• Referral section—located in one central area
Recommendations and Suggestions
� DCJS reduce the number of required fields for data collection (Reassess what is actually being entered vs. what is required) � Share what data is and has been collected over the years and the purpose (Outcome-measures) � Add a thumbnail picture of the offender with demographics (saves time) � Make a visual distinction between pre and post requirements � Remove duplication of data � Separate case-notes by placement � Ability to continue a note (if something is forgotten—within the same
note)---allow a 24-hour window of time to make corrections or revisions � Ability to print (sort) in chronological order by date rather than date
entered � Ability to minimize and access multiple clients modules at one-time � Color-code pre and post, supervision levels, inactive, pending and
collateral contacts � Update report form � Update criminal codes/charges and create blank option for manual entry
and local ordinances
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� Create an interface that would allow ‘read-only’ of other programs across the state (Accessible specifically for transfer in and out cases only)
� Transfer cases----cut and paste compliance notes (from email and other documents)
� Use bullet summary—style writing � The initial set-up fields completed by an intake officer or as part of the
initial contact (leaving less entry-time for the assigned/supervising officer) � Define basic fields � Fails to transfer current data onto transfer request information (everything
should transfer) � Inability to save placements if demographic module is incomplete---install
an alert flag—reminder to enter date or remove allowing the officer to save the placement.
� Add spell-check � Programs should explore ways to create or develop an intake officer role
to complete portions of required data entry.
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State EBP Workload Solutions
Work Group
March 31, 2010
Target #4
Work Stressors & Self-Care
Primary Factors Causal Factors
High & frequent changes in case-loads Feel rushed-lack of support staff and PO’s
Lack of support from clerical staff and management
Changes in workload Roles and responsibilities
Increased involvement in client life circumstances—emotionally taxing
Probing and gathering more information
All work and no rewards Where is the “Fruit of Our Labor”?
Told less work—not true
Is it working? Too early for stats to support what we do
Lack of resources Prioritization and funding
Lack of staff incentives Too much focus on client needs—failed to nurture ourselves
Wrong presentation (sell) of EBP Provided a glorified view of the “Big Picture” not the process or time needed to get there
Failed to provide the real day-to-day grind and challenges of implementation
Concerns about case planning and the impacts on the overall workload
Reality of differential supervision workloads. Increased demands an duties.
Lack of time to work with client effectively Case load numbers are too high and failure to capture responsibility of total caseload to include inactive and pending cases
Constant change—Fast pace Evolving>>> too much too fast
Office politics (drama) Failure to take care of self outside of work ‘Stages of Change’ on a personal level
What can Department Directors and Managers do?
• Build in debrief time ( in staff meetings)
• Provide more flex schedules
• Properly assess staff skills, needs and characteristics to allocate/match workload
• Hold staff accountable for poor performance—set the same standards and be consistent—demonstrate equality
• Provide incentives for high performers (Time-off-large or small increments, acknowledgements that are tangible in some-way----develop a reward system, change title-position or responsibilities, and provide a no work day for open dialogue)
• Deal with staff conflict or issues head-on
• Share information more honestly and timely—open communication
• Ask for and respect feedback, solicit ideas and share
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What can staff do for themselves?
• Take time off
• Ask for help
• Leave work at work
• Commit to hobbies and extra curricula activities
• Acknowledge birthdays and special events or accomplishments
• Decorate offices in fun ways (themes, contest etc…)
• Develop a secret pal and provide small tokens of appreciation—‘Acts of Kindness”
(Maintain all year until the holiday season, or designate certain times for reveals)
Recommendations and Suggestions
� Salary Increase � Slow Down � Keep front-line staff more in the loop � Provide more data (short-term strides) � Acknowledgment from state level (DCJS) for years of services (beyond VCCJA
awards)—something from the state that recognizes dedicated employees � Acknowledgement from state level (DCJS) of those in the EBP movement
(beyond VCCJA awards) � Award certificates of training for the hours of EBP training received----provide
some type of EBP certification to staff � Build in casual dress days � Build in more days designated for open staff dialogue and team-building
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EBP Workload Solutions
Work Group
April 30, 2010
Target # 5
Time Management & Organization
100 % Case Supervision and Time-Management
Assessment
Intakes, Referrals
20%
Differential Supervision
Collaterals and Office Contacts
20%
Team Functions
SA Testing, Meetings
10%
Data Entry
Written correspondence, Documentation
25%
Court Time
Coverage, violations, returns
20%
Training & Skill Development
5%
*Skill maintenance is decreased when the above factors increase
Recommendations for specific work areas:
Intake Duties
o Set-case up initial entry in PTCC o Basic intake paperwork (Release consent, intake form, behavioral contract
etc…) o Transfer Request o Assessments—MOST or trailer tools o Referrals service
Referral Sources
o Community Service----Designate a staff member as a liaison between the agency and worksite for contacts and updates, track of sites used, and innovative ways for improvement etc….
o Develop cooperative/collaborative agreements with community providers to create partnerships---for treatment and intervention programming
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Data
o Explore what the research says about the impacts of community service (punitive sanctions) on recidivism?
Collaterals
o More utilization of e-mail (where approved and appropriate) o Robo-Cuff o Utilize the scheduler… It is your friend!!! o Conduct regular file maintenance and/or monthly case reconciling
Differential Supervision
o Conduct assessment of staff skill sets in preparation for case-planning and full differential supervision—match workloads with staff skill
o State to reassess supervision cut-off levels as noted on MOST-OST for VA populations
Drug/Alcohol Testing
o Color-code *One male & one female observer—enter PTCC entry at testing site *Reassess amount of testing done and why *2-test for administrative cases in the 90-days window *Baseline UDS----if clean no further testing
Team Functions
o Encourage more teamwork----overall office coverage for client visits/contacts and court
o Build in more fun-days Prioritization efforts>>>ECM-----‘Emergency Client Management’
o Organize workload to first address cases that require immediate action, pose threat to self or public safety or large gaps in supervision follow-up
Court Letters & Appearances
o Appreciation of staff skill-sets and differences (reference Maricopa) o Management accountability o Work more Commonwealth Attorney’s about required court appearances o Prepare letters and written correspondence within (1) week of return date o Programs re-evaluate and determine when written correspondence is
needed (Court updates, returns, violations/show-causes) o Close out within the same month requirements have been completed
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EBP Workload Solutions
June 1, 2010
Target #6 EBP Skills
EBP skill sets
• Amount of training
• QCS
• Booster Trainings
• ECMI and related skill/practice groups or activities
• Assessments
• Committees ( In-House or State)
How has EBP negatively impacted the workload?
• Increased time per intakes and office visits
• Additional service referrals----due to identifying needs/risk
• Lack of resources for referral services
• Inappropriate referrals now identified more because we don’t have time address (severe MH, traffic, monitoring, out of state restitution related)
• More time practicing skills
• Technology---requires more accountability to capture data
• Identifying clients more susceptible for violence, severe MH—red flag behaviors
How has EBP positively impact workloads?
• Clients appear more comfortable and receptive—enjoy opportunities to talk
• Helping clients to identify issues---“Plant the Seeds”
• Redefined what is considered successful in probation—no longer about the status type of closures but more focus on client life changes, beliefs and attitudes
• Ability to network, work and share experiences with other programs
• Improved client interactions—more meaningful contacts
• Improved skills in diffusing client conflict within the office setting
• Helping clients work through treatment programs—collaborative supervision plans
• Helping to improve client self-worth
Recommendations
• Conduct a research control group study to compare programs using EBP skills versus non EBP Skills-outcomes to demonstrate what is working well
• EBP Certification---provide support and creditability to what we do
• Earn some form of CEU—continuing education credits
• Increased resources to help with severe mental health cases
• Further differentiate/define our roles---understanding the new balance between criminal justice and social work skills
• Educate>>> it is not our responsibility to fix people but to identifying issues and place clients on the right track to make healthy life changes
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Workload Solution Recommendations
Target Areas
Implement
Consider
N/A
#1. Paperwork Solutions
1A. Intake Paperwork:
1. Consolidate Intake Forms:
a. One Release of Information form for all service providers
b. Condense Demographics (Inquire about what needs to be entered into PTCC: required & case specific modules
c. Merge Probation Fee form information into Supervision Agreement
2. Intake form with MOST & scoring included
3. Use OST & trailer instruments on all cases involving domestic violence, sex offenses, mental health
4. Enter Setup & Placement Modules directly into PTCC and avoid paper copy
5. Intake PO sets next OV on Shared Network Initial OV Folder
6. Intake PO or OA assigns cases
7. Eliminate sending Release of Information form to CC/PT Programs
8. Limit Transfer Request forms to: Transfer Request, Demographics and Court Order only.
9. Consider revising Transfer Request form
10. For Transfer-Out cases: Sending Agency will complete & fax Transfer Request, Demographics & Court Order to Receiving Agency, who will have client complete their Supervision Agreement form (so client is not completing 2 different Supervision Agreement forms)
11. Consider standardizing some forms among pilot sites: Information Release, Drug Adulteration, Community Service
1B. Supervision Paperwork:
1. Use sign-in logs for clients reporting for OV rather than OV forms; enter OV notes in case notes while meeting with clients
2. Compliant Case Listing for Transfer Monthly Progress Reports; standard progress report at beginning and end of supervision detailing referrals and completion, respectively.
3. For Administrative Compliant Transfer Cases send differential monthly progress report reflecting supervision level; send progress reports every 3 months noting relevant information for that 3 month period; first report is detailed & submitted 10th day after intake is done by Receiving Agency: Final report is detailed
4. Incorporate MOST and OST assessment forms into PTCC
5. Consider self reporting system for Administrative Cases; that print out will be the log of contacts rather than double entry in PTCC; make note of client progress in PTCC every 3 months
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Target Areas
Implement
Consider
N/A
1C. Closure Paperwork:
1. POs close Administrative & Monitoring Cases with CS, SLG or AMG, in PTCC upon verification of completion and submission of a court letter. Supervisors will randomly review these files.
2. Don’t copy and send termination letters to clients – make them available upon request and give clients verbal affirmations of completion
3. Format user friendly shared court letters or Court Orders for consistency & ease
4. Standardize a template for successful court letters
5. Keep VCIN in file until closure (shred @ closure), rather than type or write criminal history in case file
#2. Administrative Supervision
1. Ensure all clients are referred/set-up and actively engaged in services via phone, fax, face-to-face, through service provider/community service site, self reporting or e-mail verification before officially placing on full administrative supervision
2. Average recommended caseloads: Administrative ONLY: Minimum of 100 cases per Officer - Maximum of 150 cases per Officer Mixed caseload: Maximum of 30 Administrative cases per Officer
3. Develop an internal case review process which allows for quicker and easier case reviews at final closure (less detailed)
4. Assign Administrative cases to Officers who best match the following skills: a. Ability to multi-task b. Excellent Organization c. Strong time/case management—adherence to deadlines and follow-up d. Strong communication skills e. Ability to handle volume quickly and efficiently
5. Identify technology grants to help track case statuses and follow-up using self reporting systems
6. Actively utilize Scheduler in PTCC to note reminders and case actions needed
7. Abbreviate case notes: bulleted style narrative
8. Work together to identify the TRUE impact of administrative supervision on support staff, officers and supervisors to correct the perception of less work
9. Communication with the Courts to prevent inappropriate placements, such as monitoring 7/or non-jailable offenses
10. Minimum of (3) drug screens conducted over a maximum period of 6 months
11. Develop a standardized training 'toolkit' or package specific to Administrative Supervision practices that can be applicable from program to program for new staff
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Target Areas
Implement
Consider
N/A
#3. PTCC Data Entry
1. Reduce the number of required fields for data collection- (Reassess what is actually being entered, necessary & required)
2. Share data collection: past, current & purpose
3. Add a thumbnail photo of the offender in PTCC Demographics
4. Make a visual distinction between pre and post required fields
5. Define basic fields
6. Incorporate PTCC recommended changes & additions to required fields (see attached form)
7. Remove duplication of data
8 Separate case notes by placement
9. Continuation of a case note if something is forgotten within the same note allow a 24-hour time frame to make corrections or revisions
10. Sort & print in chronological order by date rather than date entered
11. Minimize and access multiple clients modules simultaneously
12. Color-code pre and post, supervision levels, inactive, pending, & collateral contacts
13. Update report forms
14. Update criminal codes/charges and create blank option for manual entry of local ordinances
15. Create an interface that would allow ‘read-only’ case files by other programs across the state (Accessible for transfer in and out cases only)
16. Cut and paste compliance notes (from email and other documents) for Transfer cases
17. Use bullet summary style writing for case notes
18. Intake Officer completes Setup and Placement fields as part of the initial contact (less entry-time for the assigned officer)
19. Transfer all current case data onto transfer request form (all required data should transfer)
20. Save placements even if demographic module is incomplete; install an alert flag as a reminder to enter date or remove allowing the officer to save the placement.
21. Spell check for case notes
22. Explore ways to create or develop an intake officer position in order to complete portions of required data entry
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Target Areas
Implement
Consider
N/A
#4. Work Stressors and Self Care
4A. Directors and Managers Response:
1. Build in debrief time in staff meetings
2. Provide more flex schedules
3. Properly assess staff skills, needs and characteristics to allocate/match workload
4. Hold staff accountable for poor performance; set the same standards and be consistent
5. Provide incentives for high performers time off in large or small increments, tangible acknowledgements, develop an award & reward system, change titles, positions or responsibilities, & provide a no work day for open dialogue
6. Deal with staff conflict or issues directly
7. Share information more honestly and timely—open communication
8. Ask for and respect feedback, solicit ideas & share
4B. Staff Response:
1. Take time off
2. Ask for help
3. Leave work at work
4. Commit to hobbies and extra-curricular activities
5. Acknowledge birthdays and special events or accomplishments
6. Decorate offices in fun ways (themes, contest, etc…)
7. Develop a secret pal & provide small tokens of appreciation/ "Random Acts of Kindness"; maintain all year until the holiday season, or designate certain times for reveals
4C. General:
1. Salary Increase
2. Slow down
3. Keep front-line staff more in the loop
4. Provide more data on short-term strides in EBP effort
5. Acknowledgment from state level (DCJS) for years of services (beyond VCCJA awards); something that recognizes dedicated employees
6. Acknowledgement from state level (DCJS) of those in the EBP movement (beyond VCCJA awards)
7. Award certificates of training for the hours of EBP training received; provide some type of EBP certification for staff
8. Build in casual dress days
9. Build in more days designated for open staff dialogue and team-building
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Target Areas
Implement
Consider
N/A
#5. Time Management and Organization
5A. Intake Duties:
1. Enter case in Setup & Placement
2. Complete basic Intake paperwork
3. Complete Transfer Request
4. Conduct assessments—MOST, OST&/or trailer tools
5. Refer to service(s)
5B. Referral Sources:
1. Develop cooperative/collaborative agreements with service providers to develop partnerships for treatment and intervention programming
2. Designate a staff member for community service, to act as a liaison for contact & updates, track primary sites used, innovative ways for improvement
5C. Data: Explore what the research says about the impact of community service (punitive sanctions) on recidivism
5D. Collateral Contacts:
1. Increase utilization of e-mail
2. Utilize a self reporting system
3. Utilize PTCC Scheduler… It is your friend!
4. Conduct file maintenance or case reconciling monthly
5E. Differential Supervision:
1. Reassess supervision levels as indicated for VA MOST & OST
2. Conduct assessment of staff skill sets in preparation for case planning & full differential supervision; match workloads with staff skills
5F. Drug/Alcohol Testing:
1. Color-code: One male & one female observer; enter in PTCC at testing
2. Reassess amount of testing done
3. Require 2 tests for administrative cases within 90 day time frame
4. Conduct baseline UDS & if clean no further testing
5G. Team Functions:
1. Encourage more teamwork with coverage court/office visits/contacts
2. Build in more fun days
5H. ECM/Emergency Client Management: Address cases that require immediate action first for those who pose a threat to self or public safety or when there are gaps in supervision
5I. Court Letters & Appearances:
1. Prepare letters and written correspondence within (1) week of return date
2. Close cases within month of awareness of completion of requirement(s)
3. Re-evaluate and determine when written correspondence is needed (court update, court return date, violations/show causes)
4. Inquire with CA & Judges about required court appearances for Officers
5J. Management:
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1. Appreciation of staff skill-sets and differences (reference Maricopa)
2. Management accountability
5K. Training/Skill Development: Develop a checklist of recommended solutions for all 6 Target Areas for distribution to the EBP Steering Committee
Target Areas
Implement
Consider
N/A
#6. EBP Skills
1. Conduct a research control group study to compare pilot programs using EBP skills to non-pilot programs; evaluate outcomes to determine what is working well
2. EBP Certification for Probation & PreTrial Officers to provide support and creditability for what we do
3. Earn CEU/Continuing Education Credits for EBP related training
4. Need increased resources & training in order to better supervise severe mental health cases
5. Further define & differentiate our roles; balance between criminal justice and social work skills
6. Educate; it is not our responsibility to fix people, rather to identify issues and motivate clients to make healthy life changes