1. Enhanced Parental Involvement Collaboration (EPIC) San Francisco Department of Child Support Services Karen M. Roye, Director

2. Project Goals Streamline establishment of orders procedures Reduce the number of non-collectable judgments and high arrears orders due to unreasonable and unrealistic establishment of orders Provide better customer service allowing Non-custodial Parent (NCP) participation

3. 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.

4. Competitive 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 − Requires the NCP to engage in a legal process after 30 days notice − Is based on an assumption that the NCP has a basic understanding of the legal process

5. Competitive 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

6. Establishment Model – Linear Model Intake Summons and Complaint Filed Locate Standard “Come and Get It” Letter Service Is Successful Service of Process Service is Unsuccessful Stipulation Court Judgment Default Judgment Reassess Locate Information

7. Establishment Model – EPIC Model Intake Summons and Complaint Filed Locate Standard “Come and Get It” Letter Service Is Successful Service of Process Service is Unsuccessful Stipulation Court Judgment Default Judgment Reassess Locate Information Answer Default Status Court Hearing

8. Alternative Measures of EPIC Alternative I: EPIC “COME AND GET IT” LETTER − 3.6% Response to EPIC − 0% Response to Standard Alternative II: Pre-Service Outreach − 78% Response to EPIC − No corresponding standard measure Alternative III: Service of Summons & Complaint with Friendly Flyer − 1.2% Response to EPIC − 32.3% Response to standard measure

9. Alternative Measures Alternative IV: Post-Service Outreach − 14.6% Response to EPIC − 3.4% Response to Standard Alternative V: Status Conference − 1.25% Response to EPIC − No corresponding standard measure Alternative VI: Post Default Letter − 0% Response to EPIC − 0% Response to standard measure

10. Effectiveness of Alternative and Standard Measures

11. Team Resources Staff − 4 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 housed separately from other Operations staff Support & Outside Services - EPIC staff interviews their own clients and sends their own services to a service provider

12. 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 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 EPIC procedures includes working closely with the San Francisco Sheriff Department’s Prisoner Legal Services (PLS) Program to assist NCPs incarcerated in local county facilities with their child support issues. This includes the PLS Attorney to provide the EPIC staff with the names of recently incarcerated individuals. The names are cross referenced with the EPIC database. The PLS Attorney will work closely with EPIC staff to establish paternity and a support order

13. Other Highlights NCPs choosing not to contact EPIC are given the opportunity to appear on the San Francisco Unified Family Courts Default Status Calendar

14. V ision …next steps include communication, communication, communication Communication with the court and with the NCPs Communication with staff and agencies regarding changing the organizational structure from functional to cradle-to- grave providing dedicated caseloads

15. V ision …communication continued Use of the telephone whenever possible to speak to customers and not just send another letter as a means of doing something Communication that allows joining forces with the Sheriff’s Department, Public Defender and District Attorney to facilitate movement of non-confidential information between shared customers

16. L essons L earned …includes planning, planning, planning Planning that allows the department to sustain itself over the life of a SIP Grant that can range from 6 months to 3 years Understanding the commitment doesn’t just impact the principle parties but has an indirect impact over the entire department Planning for good statistical reporting, including fiscal reporting and balancing Even the best laid plans… It is one thing to write a winning grant proposal and another to live it. Plan for the unexpected, building in flexibility with the understanding that theory doesn’t always manifest into realistic action

17. Service of Process Comparison

18. Historic Default Rate in SF * As of June 2008

19. Federal Performance Measures % of Current Support Collected

20. Federal Performance Measures % of Cases with Arrears Collected