Agile Transformation of a Child Welfare Organization. PMI Olympia Chapter January 20, 2015

Transcription

1 Agile Transformation of a Child Welfare Organization PMI Olympia Chapter January 20, 2015

2 Agenda 1. Children in foster care: an opportunity to improve 2. Casey Family Programs 3. Eliminating the need for foster care a. Agile and linear project methods b. The EPIK Program c. Results

3 Children in foster care Nearly 424,000 American children are living in foster care at any one time. Higher risk factors for children in foster care More than 270,000 prisoners in America today were once in foster care 25 percent of youth who exit foster care at age 18 will experience homelessness within a year of leaving care People who have experienced foster care suffer from post-traumatic stress disorder at rates comparable to U.S. war veterans

4 Casey Family Programs Mission Statement To provide and improve and ultimately to prevent the need for foster care

5 How Casey Family Programs operates Nation s largest operating foundation entirely focused on foster care Funded through an endowment No grant making or fundraising Jim Casey, Founder

6 2020 Strategy: Safe Reduction Safely reduce the number of children in foster care by 50 percent by the year Strategy: Reinvestment Spend savings from reduction on strategies and practices that strengthen families and improve child welfare systems 2020 Strategy: Well-being and Self-sufficiency Ensure that children in foster care, and adults who grew up in foster care, have equitable access to education, employment and mental health services

7 Casey Family Programs work in pursuit of 2020 Strategy goals Direct service Child and Family Services (CFS) Strategic consulting Public policy, research and strategic communications Partnerships

8 Casey Family Programs work in pursuit of 2020 Strategy goals Direct Service Child and Family Services Division (CFS) CFS operates local offices that serve more than 20,000 children and families Nine field offices in five states These offices are proving grounds for developing and demonstrating innovative and effective practices CFS needed to re-invent all of its operations to support the 2020 Strategy

9 Child and Family Services Personas Field Office Personas Passionate Case Worker Michael, 34, Social Worker Energetic Family Mentor Ruth, 42, Family Developer Motivating, Goal-Oriented Supervisor Connie, 46, Field Office Director Multi-tasking,Strategic Director Anita, 55, Senior Field Office Dir. Reliable Staff Administrator Rianne, 31, Administrative Assistant 9

10 Passionate Case Worker MICHAEL, 34, Social Worker, San Diego, MSW, BA Psychology MAIN POINTS Data entry can t get in the way of my real work with youth and families to provide services, promote safety and help achieve permanency faster. Spends work day juggling between office meetings, home visits, case work and data entry. Enjoys the autonomy and creativity of the job in addition to the mentoring from supervisors and peers. I want a one stop shop to manage my case information and track tasks that is as simple as my smartphone. Michael grew up in a large, socially conscious family and has always been focused on the well being of kids. He has been a social worker for over eight years and is energized by building relationships across diverse cultures. While Michael enjoys working with people, he is not as fond of database systems. He is most comfortable with social media technology like texting and facebook, and uses navigation phone apps to find family homes. He stays connected daily with the kids, families and state coworkers through texting on his iphone. Michael splits his time between office meetings, case work, home visits and data entry yet wishes he could dedicate more of his time to reconnecting youth to relatives. Right now he feels pressured to be compliancefocused because it is being measured and reflects on him, his supervisor and the office as a whole. As a result, tasks that don t have associated timelines such as researching to help get youth reconnected with family, fall to the backburner. To increase efficiency, Michael hopes to remove data entry of elements that are not used, end duplication of data entry and have a less quirky system. Right now he has to do most data entry at the office because systems and access to wifi are slow and he oftens loses work when systems inexplicably shut down while entering data. Michael believes there is an opportunity to use technology to make family interactions more team-focused. He would like to create realtime service and assessment plans with a family and have a system that allows for onsite signatures to bring them more into the process and assist with accuracy. He also sees an opportunity for youth to be able fill out their life skill assessments online and automatically link that to their service and assessment plans. Steps like these will help alleviate frustration that kids get stuck in the foster care system longer than necessary which Michael partially blames on the inefficiences of the system and paperwork. To that end, he also hopes to efficiently share case information with internal and external team members while keeping appropriate information confidential. Mike is proud to be part of a good team and feels he has the support system of a supervisor who allows for creativity. His greatest satisfaction comes from seeing little victories and improvements with the youth and families he serves. His ultimate goal is for simplification; simplification of process, simplification of direction, simplification of outcomes and simplication of tools. Goals Focus on social work, less on documentation Understand why data I input is needed, remove data that is not used and end duplication of data entry. Reconnect youth with families or relatives to achieve permanency and track this progress in a singular, easy to access system. Track and measure progress in well being goals such as education, employment and mental health. Have one system that tracks my tasks, helps manage compliance requirements and saves work in progress. Integrate timelines, tasks and client contact data between outlook and case management system FRUSTRATION POINTS Excessive time spent on compliance paperwork Finding information is hard, there s not one central place. Too many levels and clicks to access information Current system is unstable; slow, requires multiple log ins and shuts down in the middle of data entry. Duplication of data entry and inability to keep works in progress Hard to track family member contact history in reunification process. Dependent on wifi to update activity notes when on home visit SCENARIOS Input data to open a case, document home visits, enter activity notes and add case contacts Write case assessments and service plans every 6 months. Process includes obtaining signatures. Complete quarterly compliance reviews on specific cases, write compliance corrective plans annually as needed Track my tasks and paperwork in regards to compliance; generate reports on activity notes Enter contact information related to family connections 10 Create a critical incident report (CIR)

11 CFS Evaluated its Capacity to Achieve this Vision Evaluated services, human resources, and processes Evaluated tools, systems, and technologies Conclusions: Technology for recording basic client and case information was difficult to update, maintain, or extend to meet the vision or the organization. Impossible to measure the effectiveness of services delivered due to missing, inaccurate or incomplete information Social workers lacked certain skills and knowledge to apply best practices. Difficult or impossible to re-use effective techniques of social work because the practices and services across different field offices were highly variable. 11

12 First Attempt to Achieve the Vision CFS created two separate projects 1. Redesign the services and social work practices 2. Replace the electronic case management systems Attempted to coordinate the two projects through a single steering committee with over 20 members meeting once per month 12

13 Child and Family Services (CFS) ENHANCING PRACTICE THROUGH INTEGRATION OF KEY STRATEGIES (EPIK)

14 EPIK Program Goals & Objectives A. Safely reduce the number of children in foster care and improve well-being for youth and families 1. No youth will age out of Casey foster care 2. Prevent the need for youth to enter or re-enter the child welfare system B. Demonstrate high quality, highly effective and culturally responsive child welfare practice and outcomes that can be replicated by child welfare jurisdictions and child placing agencies C. Improve the effectiveness of the workforce in providing services and outcomes for youth and families by: 1. Ensuring an efficient and effective platform for documentation of casework. 2. Promoting effective collaboration and team work among case workers, supervisors, partner agencies and their clients D. Obtain reliable and relevant information for managing and improving the services and outcomes for youth and families in the most effective manner feasible. E. Responsively adjust and improve the case management system to meet CFS s future evolving needs without increasing the current required resource capacity.

15 Types of Project Life Cycles Linear * Agile Long time to deliver to customer Short cycles deliver frequently to customer Staggered Phases Repeated parallel phases Ex: Public Works Example: Facebook *Also known as the waterfall project lifecycle 15

16 Linear (aka Waterfall) Product V 1 Time Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Agile (Scrum) Product V 1 Product V 2 Product V 3 Product V 4 Time 16

17 Principles of Agile Development 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable [products and services]. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's [organizational] advantage. 3. Deliver working [products] frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working [products] is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

18 Scrum Team, Roles, Backlog, Sprints 5 days Team Useful increment of the product Product Owner Day 1 Day 2 Day 3 Day 4 Day 5 Day 5 Planning: 1.5hr Check In:.25hr Check In:.25hr Check In:.25hr Check In:.25hr Review 2 hrs Process Coach Sponsor

19 Membership (10) CFS MD s (4) CFS SD s (3) TS MD (1) TS SD (1) Overall PM Membership (19) CFS TS Legal Research Data Advocacy Overall PM Role: Approve project Issues Approve some CFS standards and procedures Steering Executive Committee Steering Committee Role: Receive and radiate communication Review requirements, policy changes Commission projects and teams CFP Executive Team CFS Senior Leadership Team Project Manager Role: Approve major scope, budget, schedule changes Approve CMS Vendor Review project goals, objectives Review CFS standards and procedure changes Role: Approve budget allocation changes Approve project goals, objectives Approve Project Deliverables Approve CFS standards and procedures changes Work Groups Client Profile Assessments & Service Plan Indicator and Outcome Measures Service Tracking Vendor Evaluation Case Management System Implementation Data, Security, Architecture Implementation Communication, Training, Conversion Practice Model Product Owner = Scrum Project = Linear Project Practice Model, Manual Service Structure and Practice Standards 19

20 EPIK Work Groups Work Group Name Sponsor Status Current Deliverables Practice Model Renee Fellinger Final Draft Practice Model Practice Manual Renee Fellinger In Process Practice Manual Universal Practice Standards Matt Claps Complete Consolidated Service Packages Universal Practice Standards Client Profile Matt Claps Complete Client Profile data requirements Assessment and Service Plan Jackie Contreras Complete Selected Assessment Instrument Assessment and Service Plan Jackie Contreras Complete Customized CANS and Service Plan Services Tracking Matt Claps Complete Services list and tracking mechanism Outcomes and Indicators Patsy Sellars Complete Outcomes and Indicator measures Outcomes and Indicators Patsy Sellars In Process Data Element Inventory, Reporting Implementation Renee Fellinger Complete Implementation Strategy Communication Renee Fellinger In Process Communication Plan Training Kristina Carter In Process Training plan, training curricula Data Conversion Renee Fellinger In Process Data Conversion Strategy CMS Vendor Evaluation Marlon Buchanan In Process Selected CMS Vendor Contract CMS Development Marlon Buchanan Not Started Case Management System 20

21 EPIK Overall Program Approach and Schedule Q3/2012 Q4/2012 Q1/2013 Q2/2013 Q3/2013 Q4/2013 Activities Create the CFS Practice Model & Manual Develop Universal Practice Standards Acquire & Develop Case Management System (ECM) Implement CFS Practice Model & ECM Legend: Practice Model = Technology and Tools = Combined Implementation= 21

22 22 Implementation Activities and Schedule Activities Resources Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Practice Manual CFS, CRC Communication and Readiness Assessment CFS Practice Training: Practice Model CRC Practice Manual CFS CANS MJH, CFS, JL Practice Standards CFS Account Coding CFS ECM Development Exponent Partners, CFS, TS Integrated ECM Training, Pilot Operations CFS, TS Data Conversion CFS, TS

23 Program and Project Statistics Duration - Effort - 18 months July 1, 2012 Dec 12, ,000 hrs of internal direct labor and external labor Resources - 52 named project resources

24 AGILE TOOLS

25 EPIK Project Workgroup Charter Outline Date Sponsor Name: Product Owner Name: Core Team Members: Assumptions: Goals: Deliverables: Schedule by Deliverable:

26

27 Sample Backlog

28 Scrum Team, Roles, Backlog, Sprints 5 days Team Useful increment of the product Product Owner Day 1 Day 2 Day 3 Day 4 Day 5 Day 5 Planning: 1.5hr Check In:.25hr Check In:.25hr Check In:.25hr Check In:.25hr Review 2 hrs Process Coach Sponsor

29 Sprint Planning Worksheet Casey Family Programs Practice Manual Team Sprint Number 1 Start Date 14-Dec-12 End Date 20-Dec-12 Estimated Hours To Complete TEAM 14-Dec 17-Dec 18-Dec 19-Dec 20-Dec BACKLOG ITEM TASK MEMBER Fri am Mon am Tue am Wed am Thu am Team Capacity (hrs) CLSA gather all materials Phil 0.5 Jakki 2.0 review the material Phil 0.5 Jan analyze and planning Phil 0.5 Matt 3.0 identify gaps record issues Phil 0.5 Karen draft section Phil 3.0 Krista 8.0 team review TEAM 5.0 Phil 3.0 incorporate comments into final draft Emily 0.5 Mike - Vi - Section Template create template Stephen 1.0 Emily 20 Matt review Matt 0.5 Total 36.0 incorporate comments into final draft Stephen 0.5 Assessment Section analyze and planning Matt 1.0 draft section Matt 2.0 team review Team 5.0 incorporate comments into final draft Matt 0.5 Subtotal 21.0 Team is committed to producing everything above this line

30 Current Status of Deliverables: Jan 7 No. D1 Name CFS Goals and Objectives (See Overall Project Goals) Original Due Date Revised/ Actual Due Date Status Notes Aug 31 Sept 4 R D2 Current Practice Summary Sept 30 Nov 1 R Approved by Executive Committee. Approved by Executive Committee. D3A Enhanced Practice Model Sept 30 Nov 16 Final comments due Dec 21. D3B Practice Manual Oct 31 Nov 30 5 sections drafted. 1 st Release Feb 15. D4 Enhanced Service Structure Nov 30 Oct 23 R Complete pending approval of eligibility criteria. D5 Universal Practice Standards Nov 30 Nov 30 Final comments from FOLT/DLT being added. D6 CFS Process Maps Oct 26 Oct 26 R Final Deliverables received Nov 2. D7 CFS Content Oct 31 Dec 12 R See next page for detail on each workgroup. D8 Case Management System Vendor Contract Oct 31 Nov 16 R Complete. D9 Implementation Plan Nov 15 Dec 12 R Incorporating feedback from FOLT. D10 High Level Requirements Oct 30 Oct 30 User Personas complete. D12 Practice Model Training Curricula Nov 30 Dec 31 Draft Received. Expected complete by Jan 28 30

31

32 Thank you Linked in: John O. Saunders Web: 32

33 QUESTIONS