Ramsey County s Enforcement Initiatives

Size: px

Start display at page:

Download "Ramsey County s Enforcement Initiatives"

Brandon Dorsey
5 years ago
Views:

1 Ramsey County s Enforcement Initiatives Ramsey County Change Processes INTRODUCTIONS James Kambiri Child Support Supervisor Kathy Gora Assistance County Attorney Petrina Travers Support Enforcement Agent III 2 AGENDA Change Management Model Strategy Formation Process Implementation Evaluation Takeaways Questions 3 1

2 CHANGE MANAGEMENT MODEL Mission and Vision Internal and External Audit Long-Term Objectives Generate and Select Strategies Measure and Evaluate Performance 4 COMPREHENSIVE STRATEGIC MANAGEMENT MODEL External Audit Vision & Mission Long-Term Objectives Generate, Evaluate, Select Strategies Implement Strategies: Mgmt Issues Implement Strategies: Funding, Technology, HR Measure & Evaluate Performance Internal Audit 5 RAMSEY COUNTY PERFORMANCE IMPROVEMENT PROJECTS 3 Major Performance Improvement Projects 2008 Child Support Strategic Plan 2010 Business Model 2012 Enforcement Project All Staff were invited to participate in the planning Over 75% participated 6 2

3 2008 STRATEGIC PLAN Vision Statement Ramsey County Child Support: Working to meet the needs of children A knowledgeable approach to child support that combines efficiency, diversity, innovation, and high performance We never stop working for children 7 INTERNAL AND EXTERNAL AUDIT Ramsey County Challenges Highest out-of-wedlock birthrate in Minnesota Highest English as a 2 nd Language population in Minnesota Higher poverty rate than both State and National averages Budget cuts (more with less) Workers stuck in the old way of doing business Statewide Challenges Child support program deemed unconstitutional in 1999 New child support guidelines with significant changes in 2007 Archaic case management system, still at least 5 years out until a new system Budget cuts (more with less) Workers stuck in the old way of doing business STRATEGIC PLAN Areas of Concentration: Communication Training Staff Performance Diversity Federal and State Performance Measures Business Model 9 3

4 PROJECT 2010 Evaluate and Select Business Model Office Division Caseload Division Order Setting Project BUSINESS MODEL PROJECT Objective: Adopt a Business Model that maximizes the efficient and productive use of resources Goals: Increase fluidity of staff Establish performance standards Improve performance Improve job satisfaction 11 OFFICE DIVISIONS Intake and Case Preparation Known elsewhere as Case initiation Order Setting Known elsewhere as Establishment Review and Modification Known elsewhere as Review and Adjust Order Enforcement Known elsewhere as Enforcement 12 4

5 INTAKE AND CASE PREPARATION Accomplishments Changed the name from intake to reflect the post 2010 Project expectation that cases leave this unit with more work done Decreased number of days from initiation to moving or closing the case to 30 days Increased number of cases moving monthly Standardized case notes when moving cases on to other parts of the office (for better tracking) Problem case feedback from other units 13 ORDER SETTING Accomplishments A sustained increase in establishment and paternity pleadings and motions drafted and orders obtained A baseline standard to use when discussing performance that is understandable and acceptable by all of the workers Clear communication about expectations 14 REVIEW AND MODIFICATION Accomplishments 25% increase in completed modifications from 2011 to % increase in in-house agency referrals Tracking status spreadsheet on shared computer drive has cut down the number of questions about cases 15 5

6 PROJECT 2012 Enforcement Project Address Barriers to 2010 Project 16 HISTORY Wayland Campbell's Challenge Increase Minnesota s Collection Rate by 1% Current Support Distributed Current Support Owed 17 MINNESOTA S COLLECTION RATES 18 6

7 MINNESOTA S COLLECTION RATES 19 RAMSEY COUNTY COLLECTION RATES 20 RAMSEY COUNTY COLLECTION RATES 21 7

PROJECT PHASES Phase One Enforcement Meeting with Survey Volunteers Phase Two Facilitated Conversation Generate Potential Strategies Phase Three Select

8 PROJECT PHASES Phase One Enforcement Meeting with Survey Volunteers Phase Two Facilitated Conversation Generate Potential Strategies Phase Three Select Strategies ImplementStrategies 22 DEVELOPED STRATEGIES Research National Studies County Visits and Conversations Logic Analysis of Current Barriers 23 RESULTS 24 8

9 POTENTIAL STRATEGIES Proactive Early Intervention Accountability For Case Management Strategies Proactive Phone s Use Reports to Clean Up Cases Catch Non-Payers Sooner: More Proactive Action for Prioritize Worklists That Get Money New Non-Payers Hold Agents Accountable for Their Work or Lack Phone Tree Individual Worker Thereof Categorize Non=Payers and Appropriate Strategy to Holding Agents Accountable Pay Accountability Enforcement Wide Early Intervention and Quick Contempt Case Clean Ups/Closings Arrears, Interstate More Proactive Work Boost Morale with Teleworking Smaller Caseload Sizes Smaller Caseload Sizes Resolving Difficult Cases Improved/Streamlined Contempt Process Broaden Arrears Management/SHLIF Incentives Tracking System to Get MTR Back to Court Contempt Do More Sooner More Arrears Management Enforcement (paying/non-paying) Have-at-us-meetings Smaller Caseload Sizes Enhanced Locate Resources Locate/Investigative Resources More Access Resources Clerks, CSA & Investigators More Locate Social Media Seizing Additional Assets Underground Economy Ways to Tap Into Assistance With Locate Smaller Caseload Sizes 25 POTENTIAL STRATEGIES (continued) Appropriate Enforceable Orders More Rev/Mod Folks What to Do With CCPA Cases Better First Orders Obtain Appropriate Orders More Review and Modification for Appropriate Orders Smaller Caseload Sizes Reduce External System Barriers Lower Court Fees Take Credit Cards for Payment 26 SELECT STRATEGIES Project Team Ongoing Assignments (FATHER Project, Caseload Management) Finalize Establishment Project Dialing for Dollars Case Cleanup Pilot Caseload Management Changes 27 9

SELECT STRATEGIES Increase Collections Committee Contempt April thru May (design) June thru August (recommendations and decisions) 28 RECOMMENDATIONS Design Contempt Team SEA III (1) SEA I/IIs (3)

10 SELECT STRATEGIES Increase Collections Committee Contempt April thru May (design) June thru August (recommendations and decisions) 28 RECOMMENDATIONS Design Contempt Team SEA III (1) SEA I/IIs (3) Clerk Typist (1) Service SEA I/II (0.50) Enforcement 4 PODS 11 Paying 13 Nonpaying Plus Other Specifications Language Specific Interstate Medical 29 RECOMMENDATIONS Alternative Proposal Paying Nonpaying Language Specific Interstate Medical Contempt Locate Terminal Zero Dollar + Customer Service Representative Rapid Response 30 10

11 DESIGN Case Stratification Assess and treat cases based on Motivation and Ability to pay Fit skills and personality of agents with the needs of the case Leads to increased collections plus an increase in job satisfaction 31 DESIGN Ability to Pay Low Criminal History Low Education Level Poor Work History Disability Homelessness High Well Educated Strong Work History Marketable Skills Weaker DESIGN Motivation/Relationship Strong Desire to support children Sense of responsibility Ownership of situation Connected to children Good relationship with CP Weak Low or no sense or responsibility Disconnected from children Poor relationship with CP Weaker 11

DESIGN Low Ability Criminal History Low Education Level Poor Work History Disability Homelessness Motivation/Relationship Strong Motivation Desire to support children Sense of responsibility

12 DESIGN Low Ability Criminal History Low Education Level Poor Work History Disability Homelessness Motivation/Relationship Strong Motivation Desire to support children Sense of responsibility Ownership of situation Connected to children Good relationship with CP Ability to Pay High Ability Well Educated Strong Work History Marketable Skills Weak Motivation Low or no sense or responsibility Disconnected from children Poor relationship with CP Weaker LOGIC

14 RAPID RESPONSE CASE MANAGEMENT MODEL New NPY Cases New Nonpaying Cases From ICP/OS Formerly Paying Cases (From Individual POD) Day 1 New NP Case from ICP/OS 30 Days Previously Paying but Stopped Paying 60 Days Rapid 90 Days Response 120 Days 150 Days Days Process? Why not paying Explain Child Support Offer resources Invitation to outreach session Attempt to resolve Letter Offer Resource Mild reminder Invitation to outreach session Attempt to resolve Letter non compliance Offer Resource Mild reminder Enforcement remedies Invitation to outreach session Attempt to resolve Letter non compliance Offer Resource Bigger threat Enforcement remedies Incentives Invitation to outreach session Attempt to resolve Letter non compliance Offer Resource Contempt? Enforcement remedies Incentives Assess where case should go Letter non compliance Offer Resource Contempt? Enforcement remedies Incentives Assess where case should go Letter non compliance Offer Resource Contempt? Enforcement remedies Incentives Assess where case should go Work to Resolution Paying Locate Terminal Contempt Review Mod $0 Order & Incarcerated Closed Nonpaying Medical Interstate Language Specific Arrears ENFORCEMENT STRUCTURE Supervisor 1 Supervisor 2 Supervisor 3 ENF POD A ENF POD B Interstate ENFPOD C Language Specific Arrears ENF POD D Contempt Projects SEA III SEA III SEA III SEA III SEA III SEA III SEA III SEA III SEA III Paying 1 Paying 3 Initiating Paying 6 LS SEA Arrears SEA Paying 9 Contempt SEA SP SEA Paying 2 Paying 4 Initiating Paying 7 LS SEA Arrears SEA Paying 10 Contempt SEA SP SEA Nonpaying 1 Paying 5 Initiating Paying 8 LS SEA Arrears SEA Paying 11 Contempt SEA SP SEA Nonpaying 2 Nonpaying 3 Responding Nonpaying 5 LS SEA Arrears SEA Nonpaying 7.5 Investigator Shared with Order Setting.5 CT Shared with contempt Rapid Response Nonpaying 4 Responding Nonpaying 6 LS SEA Case Resolution SEA Nonpaying 8.5 CT Customer Service & $0 Order SEA Medical SEA Rapid Response Rapid Response Rapid Response Medical SEA Customer Service & $0 Order SEA Medical CSA Medical CT IMPLEMENTED STRATEGIES Redesigned Caseloads Contempt Rapid Response Locate Terminal Management Supervisors Attorneys Court Supports Processes 42 14

15 MANAGEMENT OF IMPLEMENTATION Activities to Support Changes Enforcement Meeting POD Meetings Rapid Response Meetings Paying and Nonpaying Meetings Contempt Open House Tracking and Sharing Stats 43 PROCESSES Engage Employees Volunteers Committees Surveys Communication 44 CHALLENGES Open Positions Resignations Leaves of Absence Transfers/Bids Promotions Agents in Training Coaching Lower Caseload Sizes Moving Cases 45 15

16 CHALLENGES (continued) Rate of Change Project 2010 Office Move Staffing Changes Policies and Processes 46 RESULTS Establishment Enforcement 47 RESULTS Performance Measures Estimate 1 # of paternity court orders obtained # of support orders established 1,138 1,140 1,877 1,965 1,864 1,900 3 # of orders modified Average disbursement per case with court order/mo. $205 $214 $211 $201 $190 $200 5 Current collection % 61% 61% 61% 61% 62% 63% 6 Total child support collected $59.6m $59.1m $ 55.6m $53.7m $52.9m $53m 48 16

17 RESULTS Contempt Referrals Contempt Service OSC 138 MTR 38 Total RESULTS 50 RESULTS Percent of Cases Paying by Month & Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

RESULTS Collection Percents by Month & Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2013 63.06 62.72 63.87 64.

99 61.93 62.49 62.67 61.08 63.18 62.52 62.62 62.76 63.07 2010 60.30 61.94 63.67 61.93 60.48 62.55 61.07 61.54 60.88 60.

18 RESULTS Collection Percents by Month & Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec RESULTS 53 RESULTS 54 18

19 RESULTS $479, LIMITATIONS OF OUTCOMES Multiple Changes Order Modification Incarcerated Review Modifications Right Sized Orders Telework Economy 56 LIMITATIONS OF OUTCOMES (continued) Availability of Data Prior Year Data Reports Unavailable No Previous Tracking Case Assignment Movement of Cases Multiple Worker IDs 57 19

20 EVALUATION Reports Ongoing Changes 58 BARRIERS External Internal 59 TAKEAWAYS What Worked What Did Not Work 60 20

21 WHAT WE HAVE LEARNED Identify who you are working with and engage and motivate them (or disengage them) I like to think of workers as: 50 Fence Sitters Motivated by Others Dark Side or Energy Vampires Naturally Motivated Leaders ROTJ 0 61 LESSONS LEARNED Communication is key Message given from the top Consistent messages repeated down the line Meetings One-on-one meetings (quarterly meetings) Follow up in subsequent meetings Remember staff receive and process information in different ways 62 LESSONS LEARNED Quarterly meetings help 3 other meetings other than the annual performance appraisal scheduled with supervisor Staff driven - what do they want to talk about Performance standards information provided The good, the bad, and the ugly; and where do we go from here Review of goals at each meeting 63 21

22 LESSONS LEARNED Real, objective, and updated data is vital Let automated reports work for you Data Warehouse Info Pac Ad hoc reports Manual statistics Workers are eager and hungry for the data (but some are intimidated by it) 64 LESSONS LEARNED Leadership Attitude is Everything Stay positive Believe Bring others along Everyone on the same page 65 LESSONS LEARNED Honor the level of anxiety that change causes Have some fun Reassure those who are doing well that they will continue to do well in the new system Help those who are doing less than well 66 22

23 HELPFUL RESOURCES FOR SUCCESS Staff Recognition that not everyone is the same Flexibility Telework Flex schedules Overtime projects (when there is money) Mentoring program Developing new leaders program 67 HELPFUL RESOURCES FOR SUCCESS Equipment Programmable keyboards Dual computer screens Laptops Communication Regular all staff and unit meetings Online training/policy resources Letting the automated system and reports work System to recognize and celebrate success 68 FUTURE PLANS Changes to Caseloads Contempt 69 23

24 QUESTIONS? 70 24

Administration Division Public Works Department Anchorage: Performance. Value. Results.

Administration Division Public Works Department Anchorage: Performance. Value. Results. Administration Division Anchorage: Performance. Value. Results. Mission Provide administrative, budgetary, fiscal, and personnel support to ensure departmental compliance with Municipal policies and procedures,