2. Defining Strategy – A Look at the State Strategic Plan Lesley Bell George Chance Mary Ann Miller

3. FFY 2015-2019 Strategic Plan Alisha Griffin, DirectorCarrie Topliffe, Director, Santa Barbara DCSS Executive TeamBarbi Brokhoff, Director, Kings Elise Wing, OCSE Region IXMatt Brega, Director, Alameda Michael Wright, AOCPhyllis Nance, Director, Kern Debbie Walton, Director, MariposaSteve Eldred, Director, Orange Tex Ritter, Director, Sierra NevadaAdele Hendrickson, Director, C. Sierra Steve Kennedy, Director, MontereyDavid Oppenheim, CSDA Core Team

4. FFY 2015-2019 Strategic Plan The Why Simon Sinek

5. FFY 2015-2019 Strategic Plan Why? What ? How ? FPMs closed cases zero orders

6. FFY 2015-2019 Strategic Plan Why  Financial support on which children and families can rely  Excellent, consistent and transparent customer service (Good enough for me!)

7. FFY 2015-2019 Strategic Plan Mission Vision Goals Objectives Strategies Tactics

8. FFY 2015-2019 Strategic Plan Mission Statement 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

9. We Value…  Children and Families  Customer Service Excellence  Operational Excellence and Innovation  Collaboration and Cooperation  Integrity, Fairness and Respect  Professional and Ethical Conduct  A skilled and knowledgeable Workforce FFY 2015-2019 Strategic Plan

10. 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

11. FFY 2015-2019 Strategic Plan 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

12. FFY 2015-2019 Strategic Plan 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

13. FFY 2015-2019 Strategic Plan 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

14. FFY 2015-2019 Strategic Plan 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

15. FFY 2015-2019 Strategic Plan 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

16. FFY 2015-2019 Strategic Plan Practice Indicators 1.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 2015 10.Percent of cases paying any amount in the fiscal year (43) New added March 2015

17. FFY 2015-2019 Strategic Plan 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

18. FFY 2015-2019 Strategic Plan 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

19. FFY 2015-2019 Strategic Plan 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

20. FFY 2015-2019 Strategic Plan 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

21. FFY 2015-2019 Strategic Plan 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

22. Performance Management Plans LCSA PMPs Lesley Bell George Chance

23. Performance Management Plans 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)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 support  Better and more timely customer service and access to services  Evaluating effectiveness of service delivery through lens of customers

24. Performance Management Plans  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….?”

25. Performance Management Plans 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

26. Performance Management Plans 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

27. Performance Management Plans 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 Tactics  Continuous evaluation/review of Tactics for effectiveness

28. Performance Management Plans 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

29. Performance Management Plans 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

30. Performance Management Plans 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

31. Performance Management Plans 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)

32. Performance Management Plans 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

33. Performance Management Plans 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

34. Performance Management Plans Questions?

35. Lesley Bell, Regional Administrator George Chance, Regional Administrator Mary Ann Miller, Assistant Director lesley.bell@dcss.ca.gov george.chance@dcss.ca.gov mary ann.miller@dcss.ca.gov